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Narrative Report
The program gave us 500 hours of office internship at the Iloilo Accounting
Center Land Bank of the Philippines, 4th floor, Corner Iznart-Solis Sts., Iloilo City
Monday to Friday, from 8am to 5pm for the period covering November 3, 2014 up to
March 10, 2015.
On the first day that we came to the company, we were interviewed by the
Accounting Head, Maam Mila Aguro. We were asked to introduce ourselves and talk
about interesting facts about our lives. On this day, we were also oriented about the rules
and regulations that we need to abide. We were then designated to our respective
supervisors for our placement and were introduced to the work that we need to do. As for
me, I was assigned to be the trainee of the Control and Analysis Bookkeeper, Sir Gerald
Servidad. He taught me the usual tasks of being a bookkeeper of the Control and Analysis
Department like:

Call backing of checks

Sorting of checks
Preparing of bank statements
Photocopying of documents
Preparing of daily paper works
Printing of documents
Preparing of GLFX reports for BSP
Recording of Returned checks
Delivering of documents to the lending and audit department
Counter checking of checks before mailing
Sending of documents through fax machine
Confirming of sent documents


Call backing of checks

This is to counter check that all the amount of checks under a specific
account is encoded properly. This is also to ensure that the encoded

amounts and transactions made by employees are correct.

Sorting of checks
Sorting of checks means organizing those checks that are being call
backed and grouping them according to date and their account

Preparing of bank statements
Photocopying of documents
Preparing of daily paper works
Printing of documents
Preparing of GLFX reports for BSP
Recording of Returned checks
Delivering of documents to the lending and audit department
Counter checking of checks before mailing
Sending of documents through fax machine
Confirming of sent documents

Photocopying of documents
A useful tool in reproducing documents in an easy way.

Sending documents through fax machine

An easy way to send a hard copied documents.

Checking of the details (amounts, days, check number) found in


This is to double check if the information that appears in the face of

the documents corresponds to the recorded information. And also check if
the certain document exists in the record because some documents might
be concealed for some personal interests.

Delivery of documents to Lending and Audit department

Making sure that documents are properly given to the people who
need the document

Printing of documents
Also a useful way to reproduce documents that are in soft copy.

Principles, Concepts and Skills

Lending is defined as to give or allow the use of temporarily on the condition that
the same or its equivalent will be returned or to provide (money) temporarily on
condition that the amount borrowed shall be returned, usually with an interest fee.
Credit Investigation Report

Credit Investigation Report is a report about the financial capability, the property
to be mortgage, and the project to be built by a certain client. Its a report showing if a
client can repay if ever the bank will allow him to borrow money. Its a report showing
the approval to grant loan to a client.
Appraisal Report
Appraisal Report is a report about the properties of the client, if the value of the
properties increases or decreases. Its also a report if theres an improvement about the
properties of the client.
The records that are kept for the individual asset, liability, equity, revenue,
expense, and dividend components are known as accounts. In other words, a business
would maintain an account for cash, another account for inventory, and so forth for every
other financial statement element. All accounts, collectively, are said to comprise a firm's
general ledger.
Typing is the process of writing or inputting text by pressing keys on a
keyboard/typewriter. Typing skills are somewhat useful when youre working in the
office. You can use your typing skills when editing or supplying some information in a
document (hard copy).

Loans are what we are offering to our clients. Loan is when you let someone
borrow an amount of money and expect it to return with interest. ILC allows people,
specifically farmers, cooperatives and medium business owners, to borrow some amount
of money to finance their business but in return, they have to pay it back for a certain
period of time with interest. Failure to pay it in full on due date makes that person pays
for another amount of money which we call penalty.
Source documents
It is the evidence that a financial transaction occurred. A source document
describes all the basic facts of the transaction such as the amount of the transaction, to
whom the transaction was made, the purpose of the transaction, and the date of the
transaction. The source documents are analyzed to determine the nature of a transaction
and what accounts are impacted. Source documents should be retained (perhaps in
electronic form) as an important part of the records supporting the various debits and
credits that are entered into the accounting records. Like a Disbursement Order supported
by receipts.
It is a fee paid by a borrower of assets to the owner as a form of compensation for
the use of the assets. It is most commonly the price paid for the use of borrowed money,
or money earned by deposited funds. An interest rate varies from day to day but you can
negotiate with the bank for fixing the interest rates of your loan.

Is a set of rules or a promise that limits access or places restrictions on certain

types of information. It is important to keep the privacy of the clients.

Major Learning from Practicum

Practicum is a wonderful opportunity to get hands on experience in a positive
learning environment. They allow students to see first-hand what working in the field will
be like and teach many valuable lessons that may not be taught in lectures. During my
stay at Land Bank, I learned how to value time seriously. I also learned that its easier in
the field than studying your lessons at night however it is really tiring in the field.
Lessons in the classroom are more complicated than in the field which you can easily
learn through daily routine. I learned to respect my superior and act according to the
rules. My practicum gave me the chance to practice my leadership, independent learning
and teambuilding skills. There are so many things that you can learn from people in the
field and I definitely got the experience of learning from others through my supervisors.
In all I had great practicum experiences
These are some of the lessons that Ive learned during my stay at IAC-LBP:

Time is gold- Ive learned that we should treasure the free time that would

be given to us when we were on duty, like for me, when I have vacant time, I used that
time to study and make my diary which I need to pass for the practicum report

God before anything else- this lesson was not different to me, but I was

always busy that I sometimes forget God every morning. In ILC, we always do the

Morning Prayer to thank God of another day that He had given to us. We humbly
acknowledge and thank Him of all the blessings that we received day by day. Since God
is the source of all things, we asked Him to guide us in our daily tasks, that He will still
give us a lot of reasons to live and survive

RESPECT- I fully understand the word respect for your superior when

youre already at work. Not because she might give you low grades but I the sense that
she is teaching you the things that are unknown to you before. Respect is one the
keyword for a healthy relationship. Keep also in mind that respect not just your superior
but also your co-workers and clients. They are also part of your daily live.

Confidentiality- what you hear in the office, stays in the office. Dont tell

anybody of the things you heard in the office, either bad or good, anyway its none of
your business. And for the reason that, not all information must go in public and dont do
things that can ruin someones life by telling their secrets to others. Secrets are secrets
and must stay secrets.

Patience- in LBP, I learned to control my temper by taking a time out. Ill

admit that Im a hard-headed person, I dont usually listen to the advice of other people
because I think I can do better on my own and I easily get bored and irritated when Im
doing the same tasks but in LBP, I learned to listen to my supervisors instructions and try
to control my temper when Im doing the same tasks over and over again.

Dealing with diversities- there are a lot of people in world, you must

learn how to handle different kinds of attitudes, feelings and beliefs. I learned to deal with

unwanted clients and telephone calls and co-workers. I learned to treat them as the most
valuable thing in my practicum even though they sometimes irritate me.
Personal Views
A practicum is an exciting opportunity for me to learn and gain real world
experience in the field. Although it is recognized that field experience requires time,
energy and personal commitment beyond that of traditional University classes practicum
is a fun part of the program which we have considered to be a highlight of our education.
Practicum experience gives me the opportunity to put my theory into practice. I
did get a sense of the real-world responsibilities you'll face after graduation and find the
perfect niche within my field. Being in the field is not an easy task, but I must admit that
I enjoyed the experience. During our first day of practicum I didnt know what to expect
about my superior, her co-workers and most especially the Department Manager. As days
passed, I learned the attitudes of my superior, her co-workers and Maam Vivian. I
learned that they are all good. They treat us as one of the family. They motivate us to do
our work properly even though sometimes were doing it in a different way. They didnt
provoke us but instead teaches us how to do it properly in a nice way.
It enhances my professional experience and broadens my understanding of policy
and practice. Being in the field broaden my beliefs and ideas. I got to deal with different
kinds of people. I got to make new friends and acquaintances in order to blend with the
new environment. I learned how to adopt new attitudes and personalities. Practicum is
also a matter of sacrifice because when we already having our classes, we really have to
stay very late at night just to study our lessons because tomorrow well have a quiz,

exams, or seat works and wake up early in the morning to go to work in order to finish
the 250 hours that were allotted for our practicum.
Each practicum allows the student to learn theory and immediately apply it. Not
only does this provide the much-needed practice, but also it presents the opportunity for
each student to develop their own personal beliefs and morals in regard to their work. The
lectures that accompany the practicums provide specific strategies that can be practiced at
the job site. This is vital, and helps the individual to know and become comfortable with
their own unique style. When an organization hires an individual, they expect them to
know what to do in difficult situations. The practicum experience leaves us with the
confidence to handle nearly everything that may come along. It is absolutely essential
that we have the proper training, so we know how to do the best job possible.

The story of Land Bank of the Philippines is the story of the Filipino farmer and
Philippine countryside development. The journey began when President Diosdado
Macapagal provided the vision and leadership for the passage of Republic Act No. 3844
on August 8, 1963. Known as the Agricultural Land Reform Code, it also created the
Land Bank of the Philippines.

Under the intent of the law, hailed by President Macapagal as an act to

emancipate the Filipino farmer, Land Bank was to provide timely and adequate financial
support to all phases of Agrarian Reform. Its initial action was to finance the acquisition
and distribution of agricultural estates for division and resale to small landholders as well
as the purchase of the landholdings by the agricultural lessees. The creation of the Bank
was significant not only because of its purpose- to backstop the financial requirements of
a government reform program that was envisioned to respond to the centuries- old
problem of social unrest. It also conveyed the message that the Filipino farmer, given
ample support, was bankable, someone who could be trusted to fulfill his obligations as
he realized his life- long dream of owning a piece of land that would bring food on the
table, send his children to school and provide him a better life. LANDBANK came into
being with great aspirations, as it gave meaning and direction to the lives of its intended
clientele, the Filipino farmer, while offering investment alternatives to former landholders
in their quest for a more progressive role in the countrys economic development. Indeed,
it was a journey that started with high hopes. Forty- five years later, these hopes continue
to be fulfilled, even as LANDBANK pursues its mission to serve the Filipino people and
help them realize their dreams. The story of LANDBANK is the story of an institution
that fulfills its special role as a catalyst for positive change, progress and growth.
The first decade of its existence was crucial, as LANDBANK, like a sapling, dug
deep into earth to establish its roots. Appointed as its first President was Dr. Jose
Katigbak, the administrator of the Agricultural Credit Administration (ACA). The Bank
had its first office at the ground floor of the ACA annex building in its compound along

Taft Avenue in Manila. Working under Dr. Katigbak was a staff of 10, most of who were
borrowed from the ACA personnel. In 1965, the Bank formally adopted its by-laws, its
first table of organization and its first manual of operations.
With the assumption of President Ferdinand E. Marcos in 1969, a new Board of
Trustees was formed, and Benjamin Del Rosario was designated as LANDBANK
president. The staff grew to 23 when it moved to the Ramon Magsaysay building on
Roxas Boulevard in Manila.


After the declaration of Martial Law in 1972, three Presidential Decrees
transformed the Land Reform Program and paved the way for the expansion of the
responsibilities and functions of LANDBANK. The first, Presidential Decree 2, issued on
September 26, 1972 declared the entire country a Land Reform area. The Tenant
Emancipation Act (PD 27, issued on October 21, 1972, declared the emancipation of
tenant- farmers of private agricultural lands devoted to rice and corn under the lease- crop
or lease tenancy system, whether classified as landed estates or not. This made the tenants
owners of the land they are tiling by operation of law. It also allowed tenants to pay the
landowners directly for farm lots transferred to them. To ensure that the original
landowners would be given fair compensation, the PD also authorized LANDBANK to
collect land amortization from the farmer-beneficiaries within the next 15 years. The third
decree, PD 85 issued on December 24, 1972 created the Agrarian Reform Fund









LANDBANKs effective relationship with the Filipino farmer.

Through Presidential Decree 251, issued on July 21, 1973, LANDBANK was
vested with universal banking powers capitalized at P3 billion, a financial base essential
in meeting the requirements of an expanded agrarian reform program. It thus became the
first universal bank in the country, and the only commercial bank with a social mission of
spurring countryside development.
LANDBANKs expanded services included securities transactions, trust
operations and other banking and quasi- banking activities. PD 251 also allowed the Bank
to borrow funds up to 10 times the paid up capital to finance various farmers assistance
With the strengthening of LANDBANK, President Marcos reconstituted the
Board of Directors. He appointed Cesar EA Virata, then Secretary of Finance, as
Chairman, and BasilioEstanislao as President. Virata was a young professor and Dean of
the UP College of Business Administration when he was tapped by President Marcos to
serve as his secretary of Finance, Not only was he a brilliant man who attended the
Wharton School of Finance in the United States, he was also a descendant of General
Emilio Aguinalo, the first Presiden of the Republic of the Philippines. He was also
recognized by his peers as a principled man. He was the epitome of an honest and
uncompromising technocrat. He was a soft- spoken gentleman whose humility stood out

in the corridors of powers that he started walking at an early age. It was to the sharpminded and conscientious Virata that President Marcos gave the privilege of crafting the
reorganization plan of LANDBANK.
Estanislao, on the other hand, was a man of humble origins who rose through the
ranks at the Central Bank of the Philippines. Equally known for his integrity, he was
fearless and forthright as a Central Bank official ever mindful of his role as a bank
regulator, although relaxed and amiable in demeanor. Joining the two in the Board of
Directors were then Secretary Conrado Estrella of the Department of Agrarian Reform,
and Secretary Blas Ople of the Department of Labor Estrella was a former politician who
became Governor of Pangasinan in his mid- 20s. An ardent follower of President Ramon
Magsaysay, he was at home in the company of the common man. Ople was a labor leader
who had the respect and confidence of workers as well as the intellectuals and the wellbred of society. Ople, a philosopher in his own right, was a pragmatic leader whose sense
of service was only outweighed by his sense of compassion for the needy. These two
gentlemen, who had been with the Board even before Virata came in, were the men who
suggested that the Chairman be the Secretary of Finance, a departure from the original
code which assigned both the LANDBANK Chairmanship and Presidency to just one
person. Their suggestion was followed when the reorganization plan was drafted. The
Board of Directors, in implementing PD 251, approved the Banks Program for Medium
and Long-Term Project Assistance and Shot- Term Lending. Having launched its lending
operations, LANDBANK began to lend to agricultural, industrial and home- financing
projects and other enterprises.

Following its conversion into a universal bank, LANDBANK pursued an

aggressive development and expansion program. In 1974, LANDBANK transferred to
the sixth floor of the BF Condominium Building in Intramuros, Manila. In response to the
demands of its expanded operations, the Bank management pursued a major
reorganization program. Created were six new departments and offices: Banking
Department, Field Operations Department, Data Center, Legal Department, Corporate
Planning Department and Personnel Department. Established were the first regional
branches in Cabanatuan, Isabella, Iloilo, Naga, Pampanga, Tarlac and Makati
As early as 1974, Estanislao established the Banks first subsidiary, the
Masaganang Sakahan Inc. On May7, 1975, President Marcos issued Letter of Instruction
No. 273 which stipulated payment in cash equivalent to 20 percent of the cost of the land,
and the balances in 25- year tax- free LANDBANK Bonds. This particularly covered
landowners whose total tenanted rice and/ or Agricultural landholdings exceed seven
hectares. A larger cash payment was allowed if the landowner needed to use it for his
childrens education, insurance and travel provided the amount did not exceed more than
30 percent of the value of the land.
In 1977, LANDBANK formed three major sectors to strengthen its operations and
ensure long-term viability- Agrarian, Banking and Operations- each sector ensuring that
LANDBANK remain true to its mission even as it maintains its efficiency. In 1978, the
Bank delineated the functions of the Branches and Field Operations Department by
dividing it into two offices- Field Operations Department and Branch Banking


Other than fulfilling its main responsibility of compensating former landowners,
the Bank, under Estanislaos leadership, instituted various programs meant to assist the
farmer- beneficiary in his new role. To ensure the protection of farmers crops from
unforeseen losses caused by typhoons, floods and other calamities, the Philippine Crop










developinvestment projects for former landowners, the Bank organized the Lumang

Realty Development Corporation which

eventually built the


delGobernador in Intramuros. This was in partnership with the family of Bro. Ermelo
Gonzales of Pampanga, landowners whose vast landholdings were distributed among
their tenants.
The Integrated Estate Development Program (IEDP), which LANDBANK
initiated in the latter half of the 1970s, aimed to provide necessary services and
infrastructure for a large cluster of CARPed lands. In the words of Estanislao,
Everything needed for development was supposed to be put in place. If we saw that
there is a need for a road from one point to another, we put up the road. In short, we
consolidated our efforts so we can benefit as many farmers as possible who live in a
specific area. Also included in the package were processing facilities and financial and
technical support.
In the early 1980s, Estanislao established three new subsidiaries- LBP Insurance
Brokerage, LBP Leasing Corporation, and the LANDBANK Educational Foundation.

We thought of the leasing company so farmers do not have equipment like tractors can
borrow from the firm, explains Estanislao, while the educational foundation was set up
so skills and knowledge can be imparted to the farmers including their children.
True to its Mandate
In effect, the achievements of LANDBANK after the country was declared a Land
Reform area and after LANDBANK itself became a universal bank were in keeping with
its mandated role to provide timely and adequate support to the Agrarian Reform of the
Philippine government.
LANDBANKs major accomplishments merely reflected its commitment to
support the government in its efforts to bring about the desired socio-economic change in
the country. On one hand, the Bank helped the farmer maintain his new status as
landowner through the implementation of assistance programs to boost his productivity
and income. On the other, it gave equal support to the landowner in his efforts to redirect
his resources to industry and other business ventures. Through its various programs
managed and coordinated by its competent, dedicated and selfless men and women,
LANDBANK led in the promotion of the value of free enterprise and encouraged
national self-reliance.
From its very beginnings LANDBANK, as a financial institution, had strong
social conscience.

Basilio Estanislao, the man whom Cesar EA Virata recommended to be President

of LANBANK of the Philippines, was a Central Banker. Although not intimate with
other, both had had the opportunity to work together. As Finance Secretary, Virata
regularly met with the staff of the Central Bank of the Philippines, later renamed Bangko
Sentralng Pilipinas. Estanilao was the Superintendent of the Banks.
At the beginning, he faced two challenges. First, I thought about how the Bank
should fulfill its mission of assisting the farmers who were beneficiaries of Agrarian
Reform, to ensure that they would be able to make a go of their new status as owners who
have to work independently of a landlord who used to decide for them. Second, I
thought about how LANDBANK could survive financially, if it were to address its main
concern, Estanislao points out. Tackling the first meant giving the farmer everything
that he needed, while ensuring the survival of LANDBNK. It meant going into banking,
which was our mandate as a universal bank. The challenge lay in the organization. I
didnt have an accounting system. I didnt have an operating system. I didnt have a loan
system, among others needed to get a universal bank functioning, he relates.
Estanislao then mobilized his staff to undertake the development of the various
x--ljaspects of banking. The staff assigned had to conduct their own research to come out
with their guidelines setting procedures in motion. He recalls that many of them were in a
quandary as to how to approach the tasks assigned to them. Among those he remembers
is Noli Bajada, whom he asked to organize the deposit system. After two days, he came

back to me and asked, what am I going to do? Well, I gave you that assignment, so you
better think of how you can do it, I told him. When some of them pointed out they were
not really bankers, Estanislao told them, To run LANDBANK, ypu dont have to be a
banker. What you need is a heart that has an honest concern and affection for poor
farmers. These words guided and inspired them to rise to the challenge.
As the Banks manpower grew, Estanislao endeavored to create a corporate
culture appropriate to the Bank and its mission. To me, money was not everything. I
wanted the staff to realize that money wont buy them happiness. And that money wont
motivate them. What will make them happy is achievement, he says. He was successful
in this regard because when he declared a moratorium on promotions and salary
increases, the staff did not complain.
Primarily, because of him, a sense of personal integrity pervaded the
LANDBANK organization. I put emphasis on professionalism. I did not tolerate the
staff getting around the legal process to favor certain clients. Some borrowers would
come straight to me and I would tell them, You dont need to come to me. If your
proposal is meritorious, it will be approved. But if it does meet the requirements, it wont
be approved.
NO Behest Loans
Under his stewardship, LANDBANK never granted any behest loan. President
Marcos never called me up to ask a favor on behalf of anybody, Estanislao shares. At a

time when some government banks served the personal needs of presidential cronies,
LANDBANK, as records would show, was never the source of any loan of such nature.
Remedios Macalincag, an alumna who began work at the Ramon Magsaysay
Center office of LANDBANK, attributes the clean record of the Bank to Estanislao
whose dealings were always above board. He was all the way. Since President Marcos
never dipped into the coffers of LANDBANK, he obviously had a high regard for Mr.
Estanislao and Mr. Virata, and the rest of the Board. Besides, President Marcos believed
in the mission of the Bank. He truly wanted Land Reform to succeed, so why should he
want the Bank that finances it to fail?
Estanislao never imposed on his executives. For example, it took two years for
him to convince the concerned staff of the merits of establishing a field office in a
particular area. I just didnt tell them to put up one, he shares. To his staff, Estanislao
was a gentleman. Marissa Antero recalls, Sir would wait for the women to go in first
before he himself entered the elevator. The staff was very lucky. This was one selfmade man who knew what it meant to rise through the ranks. This man knew poverty.
When he was a young man, he went to Quiapo Church and asked the Lord to show him
how to get out of poverty. After he said his prayers, his situation in life improved. When
he came into his own, he considered it his personal mission to help the needy. After
serving in the Army, he joined the Central Bankof the Philippines. He rose through the
ranks until he was asked to head LANDBANK.
When he was LANDBANK President, he attended a rural bankers convention
where the general sentiment was rural banks were no longer getting support from the

government. He was asked by a speaker, Do you need us rural banks?It happened that
Estanislao was also seated beside a farmer- leader who asked, Does the country still
need us farmers? If you still need us, what are you doing to help us? Estanislao shares
that those questions left a deep impression on me and were very instrumental in charting
the course of action I took for LANDBANK during my term as President.
Thus, the seeds of LANDBANKs strengthening relationship with the farmer
were planted. Estanislao is clear about his hopes for the Bank that he nurtured into an
untainted institution. I hope that LANDBANK is correctly perceived as what it truly isan institution performing a heavy, non-earning social function; and at the same time is
into profit-oriented commercial banking to assure its survival, he says. The vision is
that its banking and the strong support given by the government and partner rural banks
will make LANDBANK the appropriately structured bank in the country that will help
attain the aspirations of our marginalized brothers in the countryside. By doing so, the
Bank will help release them from the bondage of deprivation, misery and hopelessness
into a life of dignity and equality. His is a dream that he himself started realizing. His 13
years with LANDBANK had indeed planted the seeds that his successors nurtured,
turning them into reality in a manner that responded to the call of the times.
What Estanislao brought to the Bank were his credibility as a banker, his honesty
and integrity, strong but compassionate leadership anchored on his personal humility, and
an unwavering commitment to the betterment of the lives of the Filipinos in the
countryside. What he possesses as a person, a leader, and a banker are the very traits
essential to LANDBANK President who would be equal to the task, honor and
responsibility. Long after he retired, Estanislaos exemplary leadership remains to be an

inspiration to the institution that he served and a model for its workforce. Today, as a
member of the LANDBANK Countryside Development Foundation, he continues to
inspireLandbankers to give their best to the institution.
Indeed, LANDBANK continues to live up to its principle of countryside
development being its lifes work- with 45 years to prove it.
LANDBANK shall be the dominant financial institution in countryside development,
committed to the highest standards of ethics and excellence in the service of the Filipino

We shall continue to provide timely financial and technical support for our farmers,
fishfolk and priority sectors.
We shall deliver innovative products and services that are consonant with ecological
enhancement and effectively address our clients needs.
We shall embody professionalism and integrity, providing our employees with a work
environment that encourages growth and rewards excellence.
LANDBANK is committed to improving the lives of all its stakeholders and working
with them to lead the country to economic prosperity.
Quality Policy

Land bank is development-oriented financial institution that measures its success

on our ability to deliver quality products and services that effectively address the needs
and expectations of our clients. As a universal bank with a social mission, LANDBANK
endeavors to incorporate a culture of excellence and professionalism in all levels of the
To uphold this commitment, we shall ensure that

Our people perform their roles and responsibilities honestly and

effectively through continuous education, values and training programs.

Our products and services provide effective financial and technical

support with the widest reach, adhere to local and international standards, and
remain responsive to the changing needs of our clients and stakeholders.

Our management team fosters a work environment that encourages

our employees to harness their fullest potentials and contribute to our

organizations goals.

measured to

Our process and operations are continuously monitored and

enhance efficiency and effectiveness in the long run.
Our quality management is effectively documented, implemented,

continuously improved and communicated to all members of the organization.

We believe that giving premium on quality is one of the best ways to show how much
we value our relationship with our clients and partners.
Quality is a foundation of our business.
Quality is our continuous and relentless commitment.


Catalyst of countryside development and poverty alleviation

Commitment towards the development of the cooperative system

Self-sustainability through cross-subsidy operations (commercial

banking profits supporting agrarian operations)

Self-reliant government institution with no budgetary support

Commitment towards environmental protection


An implementing agency of CARP involved in land evaluation,

compensation to owners of private agricultural lands, and collections of

amortizations from CARP farmer-beneficiaries;

Provision of credit assistance to small farmers and fisherfolk and

An official depository of government funds; and


A government bank with a social mandate to spur countryside development



Corporate Governance Committee

Director Tomas T. de Leon Chairperson

Director Victor Gerardo J. Bulatao Vice Chairperson

DOF Secretary Cesar V. Purisima

LBP President and CEO Gilda E. Pico

Audit Committee

Director Victor Gerardo J. Bulatao Chairperson

Director Tomas T. de Leon Vice Chairperson

DA Secretary Proceso J. Alcala

Director Crispino T. Aguelo

Director Domingo I. Diaz

Trust Committee

DOLE Secretary Rosalinda D. Baldoz Chairperson

DOF Secretary Cesar V. Purisima Vice Chairperson

DAR Secretary Virgilio R. de los Reyes

LBP President and CEO Gilda E. Pico

FVP Josephine G. Cervero



LANDBANK shares Bank of the year Award with Clients and


LANDBANK named as No.1 Government Securities Dealer for the

second straight year.

LANDBANK bags 2014 ARTA Breakthrough Agency Award

LANDBANK President and CEO bags APEA 2014 Outstanding

Entrepreneur Award

LANDBANKs Environmental Due Diligence System is Official Entry

for International Best Practices Competition.

LANDBANK clinches top award in SBA Philippines 2014

LANDBANK cited outstanding Lending Bank by BSP


Green Bank Champion for environmental Due diligence by the

bankers Institute of the Philippines (BAIPHIL)

ADFIAP Merit Award (Environmental Development Category)

Certificate of Merit, Kalsruhe Sustainable Finance Awards

Outstanding Lending Bank for 2013 under the Credit Survey

Fund (CSF) category conferred by the BSP

Excellence in Economy and Ecology Award given by the Philippine

chamber of commerce and Industry

Overall best performing Government securities eligible dealer

(GSED) for 2013 by the bureau of the Treasury.


LANDBANK's Manila Bay Socially Responsible and

United in Sustaining the EnvironmenT (SUNSET) Partnership Program

bagged an ANVIL Award of Merit from the Public Relations Society of
the Philippines.

LANDBANK was recognized by World Bank in the

Montreal Protocol Program as the first financial agent to complete the

Ozone Depleting Substances (ODS) Phase-out Investment Project. The

award was given during the 15th Annual Financial Agents Workshop held
at the World Bank Headquarters, Washington, DC, USA.

LANDBANK bagged ADFIAP Awards on Infrastructure

Development. The Association of Development Financing Institutions in

Asia and the Pacific gave recognitions to three infrastructure projects
namely: the Rehabilitation of Municipal Water Supply Distribution
System in Bolinao, Pangasinan, the Concreting of Farm-to-Market Roads
in Abra, and the Construction of the Calapan City Public Market Building
and Passenger Terminal in Oriental Mindoro.

The BangkoSentralngPilipinas upgraded LANDBANKs

CAMELS Rating to 4, the second highest rating granted by the BSP to

LANDBANK as the second commercial bank to be rated as 4.

Social Security System conferred the Best Paying

Commercial Bank to LANDBANK during the SSS Balikatng Bayan

Awards held during its 54th anniversary celebration.


Recognized as the first among the nine government-owned

and controlled corporations and government financing institutions in terms

of the implementation of the Integrity Development Action Plan or IDAP
of the Philippine Anti-Graft Commission for the second semester of 2009.

Conferred the Anvil Awards of Merit for the 2009 Calendar

entitled "Migratory Birds in Philippine Coastal Areas" during the 45th

Anvil Awards organize by the Public Relations Society of the Philippines.

LANDBANK President and CEO Gilda E. Pico was

awarded the "Communication Excellence in Organizations" CEO Excel

Award for 2010 by the International Association for Business
Communicators (IABC) last March. The recognition is given annually to








organizations for their effective use of communication strategies and tools

to achieve business, environment, or social goals.

LANDBANK was cited as the fourth top brokering

participant for its trades in government securities in 2009 by the Philippine

Dealing and Exchange Corporation (PDEx).

Conferred with two ISO 9001:2008 certifications for the

lending and financial services operations of the Public Sector Department

and the loan operations of the Pampanga Lending Center.

Conferred by the Social Security System as the Best Paying

Commercial Bank through the 2010

Bayan Award during its 53rd


LANDBANK's 2010 calendar with the theme, "Green

Means All the World to Us" and Newsgram, the official internal newsletter
of the Bank, each received a Philippine Quill Award of Merit during the

2010 Philippine Quill Awards by the International Association of Business

Communicators of the Philippines.


Cited by PhilHealth as one of its top collecting accredited

banks in Region III last February 25, 2009.

Conferred the Anvil Awards of Merit for the 2008 Calendar

entitled "Festivals of Bountiful Harvest" and "Profiles of Success 2"

during the 44th Anvil Awards organized by the Public Relations Society of
the Philippines. The "LANDBANK sa Radyo Natin at DZRH" got a
plaque of recognition under the Tools of Public Relations---Electronic and
Interactive media category.

Recognized as the first among government-owned and

controlled corporations and government financial institutions in terms of

the Integrated Development Action Plan implementation for the first
semester 2009.


Cited by President Gloria Macapagal Arroyo for its

achievement in institutionalizing a Quality Management System (QMS)

and securing ISO 9001:2000 certificates for its trust banking and
wholesale lending operations

Anvil Award of Excellence given by the Public Relations

Society of the Philippines for LANDBANK's 2007 Calendar with a theme

"Doing our Share in Protecting the Country's Watersheds"

Anvil Award of Merit given by the Public Relations Society

of the Philippines for LANDBANK's 2006 Annual Report with a theme

"Setting Off Ripples for Countryside Progress"

Given a "Satisfactory" rating by Department of Financial

Institution in California for the audit made at LBP Remittance Co. in

Panorama City, California.








Commercial Bank during the 2008 Balikat ng Bayan Award given by the
Social Security System on its 51st Anniversary.

The Environmental Management System (EMS) at the

LANDBANK Plaza and the 10 pilot NCR Branches were conferred with
the ISO 14001:2004 certificates by the AJA Registrars, Inc.

LANDBANK received a plaque of recognition from the

Development Academy of the Philippines (DAP) for being one of its

founding institutions during its 35th anniversary celebration last October
17, 2008.

LANDBANK sa DZRH at RadyoNatin received a 2008

Philippine Quill Merit Award conferred by the International Association of

Business Communicators (IABC) last November 7, 2008.


First and Second Place in the top performing Government

Securities Eligible Dealers for the combined Primary and Secondary

Markets awarded by the Bureau of Treasury for the period October 2006
to September 2007

Cited by the DENR as among its active partner institutions

in undertaking environmental activities particularly for LANDBANK's

efforts to rehabilitate and preserve six water sheds in the country

"Gawad Barya Award" given by the Bangko Sentral ng

Pilipinas (BSP) for being the top contributor to the "Tulong Barya Para sa
Eskwela" campaign, a joint project of BSP and DepEd.

Four Star rating given by the Department of Social Welfare

and Development for LANDBANK's Day Care Center

"Blue Rating" given by the Laguna Lake Development

Authority (LLDA) for LANDBANK's adherence to the standards of

LLDA under the 2nd cycle of the Public Disclosure Program for Industries
within the Laguna de Bay Region.

Certification for ISO 14001:2004 given by the Anglo

Japanese Registrars, Inc. version after passing a Stage II audit of the

Bank's Environmental Management System

Gold Quill award given by the International Association of

Business Communicators for LANDBANK's 2005 Annual Report with a

theme "A Passion for the Countryside"

Adjudged as the Most "Disabled-friendly" Bank in the

National Capital Region by the National Council for the Welfare of

Disabled Persons


CY 2003 Top Grosser Award from the Bureau of Internal

Revenue for LANDBANK's contribution to the country's economic

development, for being among the Top Twenty Corporations that posted
the highest payment of all internal revenue taxes in 2003 (February 2004)

Anvil Award of Merit, 39 th Anvil Awards of the Public

Relations Society of the Philippines for 2002 Annual Report (March 2004)

Anvil Award of Merit, 39 th Anvil Awards of the Public

Relations Society of the Philippines for the book Profiles of Success:

Stories of Gawad PITAK Winners (March 2004)

Special Citation from the Philippine Health Insurance

Corporation for posting the highest collections of PhilHealth premiums

since it was accredited by the agency in 1997 (February 2005)

Anvil Award of Merit from the Public Relations Society of

the Philippines for LANDBANK's 2006 Wall Calendar entitled "The

Philippine Markets"

Anvil Award






PRSP for

LANDBANK's 2004 Calendar with a theme "Philippine Endangered


Partnership Award given by the Development Bank of the

Philippines for LANDBANK's active participation and role in the area of

securities underwriting and issue management and support to DBP's
investment banking business

Cited LANDBANK as among the top state-owned financial

institution in corporate governance by the Institute of Corporate Directors

Given a Five Star Rating by the Department of Energy for

being among the top contributors in the government's energy saving


Cited as "Outstanding Government Development Bank"

during the 21st Annual Parangalng Bayan Excellence Awards by the

Parangalng Bayan Foundation, Inc.

First Place in the top performing Government Securities

Eligible Dealers for the combined Primary and Secondary Markets, second
and third place in the Secondary and Primary Markets award, respectively,
by the Bureau of Treasury for the period October 2005 to September 2006


PRSPs Anvil Award of Merit (2001 calendar featuring

Sanctuaries: Protected Areas in the Philippines)

PROPs Gawad Oscar Florendo Award of Excellence

PRSPs Anvil Award of Excellence (1999 calendar featuring centennial

trees with the theme: Buhayna Puno, Puno ngBuhay)

PROPs Gawad Oscar Florendo Outstanding Public Information (Print



Top five government securities eligible dealers by the Bureau of Treasury

First recipient of the Philippine Association of National Advertisers

(PANA) values award for LANDBANKs BagongPinoy TV Ads (which strongly

advocated positive values)

Again cited by World Bank and NEDA for its Countryside Loan Fund II

which is considered as the fastest-moving program among the 27 ongoing projects of the
World Bank, attaining 306 percent of its targeted disbursement as of June 30, 1997


The 1996 Anvil Award of Excellence for External Publication (calendar

category). The Anvil Award is dubbed as Oscar award of public relations

The 1996 Gawad Oscar M. Florendo Award as the most outstanding PR

tool under the print category (1996 calendar featuring heroes along side successful Bankassisted cooperatives)

Named one of the five outstanding Accredited Financial Institutions by the

Guarantee Fund for Small and Medium Enterprises

Gil Puyat Award for entrepreneurship in the 1996 YMCA Citizens Award

World Bank and NEDA citation for its impressive implementation of the

Second Rural Finance Project, or the CLF II, six months after it started.


Cited by the World Bank for disbursing CLF I in a record setting of two

years, three years ahead of the draw down schedule. This paved the way for the opening
of another credit facility, the Countryside Loan Fund II

Again named one of the top accredited government securities dealer by the



LandBanks Countryside Loan Fund I (CLF), a US$150-million credit

facility from the World Bank used to finance private investments and agribusiness
activities in the countryside, was cited by the Coordinating Council of the Philippine
Assistance Program as one of the most effectively implemented foreign-funded financial
assistance programs in the country

Named one of the top accredited government securities dealer by the







Listed by the Securities and Exchange Commission as one of the governments top profit


The 1993 Top Lending Bank Award from GawadQuedancor

The 1993 Anvil Award for Best Countryside Development Program for


The 1993 Kabalikat Award from the Guarantee Fund for Small and

Medium Enterprises

The 1993 YMCA Media Award from the YMCA of Manila


Named as the Most Outstanding Financial Institution in 1992 by the

Guarantee Fund for Small and Medium Enterprises


The 1991 Katangian Award for TV ad Fr. Cesar Vergara


The 1990 Catholic Mass Media Awards for Best Government Print Ad and

in 1991 for Best Institutional TV ad.

The 1990 Top Lending Bank Award for Quedan Programs for Farmer

Groups from the Quedan-Guarantee Fund


The 1988 Anvil Award of its Countryside Credit Delivery Program

Problems Met and Solutions Undertaken

Problems are also common in the workplace like Land Bank of the Philippines
and these problems should be avoided.
These are the problems that Ive encountered during my practicum and my
solutions for these problems:

My supervisor gives hard/vague instructions which I cannot cope

up with. They should understand that we are students who cannot do many things at once
which we have knowledge of.

There are always a stack of documents which are needed signing of the

Department Head. Some papers urgency cannot be seen due to the fact that they are
overlapping each other. The employees should arrange the way they put their documents,
and if there is any urgency, they should put it on top or separate it from the other
documents and put a note that it is urgent.

The employees should be wearing their uniform at all times because it is

hard at first to identify if they are employees of the IAC- LBP if they are not wearing

The stockrooms they have in the third floor are not well ventilated and

have not been organized. The company should arrange there documents and have a good
ventilation system for their stock room because they have a lot of documents from past
accounts hidden in that area.

Lack of office supplies. The office lacks office supplies due to lack of

enough budgets and at the same time due to excessive use of those papers or inks due to

mistakes in printing. Some documents cannot be filed due to limited boxes. A bundle files
are stacked in the floor. Due to this lack of office supplies, the workers cannot continue
their task and there may be stoppage of work.
The Practicum was conducted at Iloilo Accounting Center, Landbank of the
Philippines from November 3, 2014 to March 10, 2015. The Practicum program was
intended to increase our knowledge and skills on how to work at a business establishment
for our future use. It gives us students the self- confidence that we need on how to
interact with people that we do not know, it also teaches us how to interact with our
Landbank is an effective establishment which provides good training for students.
The students that have their practicum at Landbank know alot of technical duties and
office works compared to other establishments. Therefore, CPU should encourage the
students that Landbank is a good place to conduct their practicum.

Landbank should improve their facilities and environment especially in

the stockroom section because the ventilation there is poor.

The Supervisor should properly orient the new employee on how to do the

work assigned to them or just have a proper orientation period.

Landbank should have a fixed and strict time in, time out policy which

also includes the lunch time of the employees/trainees. Sanctions will be applied to those
who are late.

Supervisors should give their employees a break time aside from lunch

break because I have notice in my stay that the employees are always stressed

The employee should strictly observe the proper office dress code.

The employee should not use the cellphone in the working environment.

The employee should avoid chatting with each other and focus on their

duties during working hours.

Employee should accept the criticism given to them by their supervisor for

an improvement in the productivity of the student.

The Landbank should provide employees with the needed office supplies so

that the employees will have no reason why they didnt finish their work.
The Guards of the Landbank should be strict on employees regarding their
time card they should time in/ time out on their own if caught timing in others
without their presence penalty should be applied.