2

PLACE OF WORK
The program gives us 250 hours of office internship at the Iloilo Lending Center
Land Bank of the Philippines, Corner Iznart-Solis Sts., Iloilo City Monday to Friday,
from 8am to 6pm for the period covering April 1, 2013 up to May 21, 2013.
JOB ASSIGNMENT/S
As for me, I was chosen by Ms. Christine Joy T. Socias, also a Centralian and a
Management Accounting graduate, to be her temporary assistant. She is the Executive
Assistant of Mrs. Vivian M. Canonero, a CPA and the Department Manager. She taught
me the usual tasks of being an assistant of a Department Head like:

Filing documents
Understanding the Credit Investigation and Appraisal Reports
Getting the Daily Rates of Central Bank of the Philippines
Using machines that are unknown to me before (Photocopying and Fax Machine)
Sorting checks
Answering and making telephone calls which I enjoyed a lot
Recording statements of accounts, insurances, disbursement orders, petty cash

funds, PRFs, credit investigation reports and appraisal reports

Photocopying and sending documents through fax machine
Identifying phone calls that were logged and unlogged
Routing announcements
Sending document to ILCs satellite braches
Delivering documents to Accounting Center
Encashed disbursement order and checks.
Sending document through the help of LIBCAP
Encoding checks number
Distributing approved CI and Appraisal Reports
Sorting receipts and courier slips
Printing of documents

JOB DESCRIPTION

Filing and Sorting

Filing means keeping the documents in an easy way while sorting is
arranging these documents either chronological or whatever you wish that
will make it easy to find. These two jobs will help you organize your
documents for future usage.
Maam Tin2x let me file and sort documents like CI and Appraisal Reports
and also checks. We receive and send out documents on different subjects.
We need to keep these documents for future reference. If these documents
are not properly filed, we cannot account for all our organizational
activities.

There are 5 methods of filing:

Filing by Subject/Category

Filing in Alphabetical order

Filing by Numbers/Numerical order

Filing by Places/Geographical order

Filing by Dates/Chronological order

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

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.

Getting the daily Rates of BSP

Getting the Daily Rates of BSP is a useful work for everyone because in ILC,
we also monitor the daily rates of interests that are applicable to the loans of
our clients.

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.
Answering of telephone calls
Also a useful tool in entertaining clients, your approach must be friendly
at all times.
Delivery of documents to Accounting Center
Printing of documents
Also a useful way to reproduce documents that are in soft copy.
Encoding of checks number
this is to facilitate the easy way to confirm checks that are already been
approved for release.

Principles, Concepts and Skills

Lending
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 (CI) 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.
Accounts
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. In a manual processing system, imagine the general ledger as nothing
more than a notebook, with a separate page for every account. Thus, one could thumb
through the notebook to see the "ins" and "outs" of every account, as well as existing
balances.
Typing

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
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
Usually, a recordable transaction will be evidenced by a source document. Source
documents usually serve as the trigger for initiating the recording of a 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.
Interest
It is a certain rate that we use to determine returns aside from capital that we
allowed to be borrowed. You can also consider it as a payment of the money that you

borrowed. An interest rate varies from day to day but you can negotiate with the bank for
fixing the interest rates of your loan.
Major Learnings from Practicum
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.
These are some of the lessons that Ive learned during my stay at ILC-LBP:

Time is gold- even though I was always late because of the traffic and the water
supply of our dorm; I still manage to cope up with my tardiness. I always leave
Land Bank late so that I can cover my lates. I also learned that you must do the
tasks that were assigned to you quicker but surely because there are still a lot of
paper works that are waiting to be done. I also learned to use my spare time in
studying since Maam Vivian allowed us to study when we dont have anything to

do.
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. I remember someone

from my past once told me that when everything seems to be black and weary,
remember that God is always there to protect, guide and most especially to love

you with all His heart.

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. How can you learn
from your superior if you yourself didnt know how to respect your superior?
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. You must remember the golden rule that says, Do not do

unto other what you do not want others do unto you.

Confidentiality- what you heard 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. Ill admit that Im a hardheaded 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 Maam Tin2xs instructions and try to
control my temper when Im doing the same tasks over and over again. I just told
myself that, its office what do you expect yourself to do? Shout? Dance? Ill just

deal with it.

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. You
just have to be nice to the people that are mean to you for them to realize how bad
they are. Joke.
Personal Views
Being in the field is not an easy task, but I must admit that I enjoyed and missed it
already. During our first day of practicum makes me feel like theres something in my
stomach. I dont 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.
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. I also learned how to
save money for tomorrows fare because Land Bank is far from CPU and you need to ride
in a jeepney or taxi in order for you to get there and also because foods in the City Proper
are more expensive than the foods were buying here in the CPU premises.
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

10

to work in order to finish the 250 hours that were allotted for our practicum. Sometimes I
think that were already rushing our time because of the limited period given to us to
finish the 250 required hours.
You have to wake up 7am, take a bath for at most 5 minutes and hurry so that you
can still eat your breakfast because 12noon is very far from 7am, you might faint during
work because youre starving to death.
Life is just a matter of sacrifice in order to reach the thing they so called
SUCCESS.
You need to be patient and understandable to needs of other people around you.
You need to focus on the things that make them happy and avoid things that make them
upset. During work, you need also to laugh and feel sad so that you wont be drown by
the paper works and still experience the essence of life.
Being in the field made me realized that I dont need to rush life. First, Im
rushing the days so that graduation will be tomorrow, but I realized that theres a plenty
of time for me waiting after graduation that I should have still enjoying my college life
because college only happens once in a life of a person, unless you study again another
course. I guess, being in school has its own advantages. You dont need about tomorrow
because your salary is already out of nowhere, about the taxes to be paid, your cousin
asking to borrow some money from you, and if your boss will soon to notice you.
Life! Deal with it. Dont worry too much. Dont rush. Live. Survive. And be
Happy.

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HISTORY OF LANDBANK
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

12

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.
SIMPLE BEGINNINGS
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.

13

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.
LAND REFORM COUNTRY
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
Commission

(ARFC),

tasked

with

reorganizing

LANDBANK.

Thus,

began

LANDBANKs effective relationship with the Filipino farmer.

FIRST UNIVERSAL BANK
Through Presidential Decree 251, issued on July 21, 1973, LANDBANK was
vested with universal banking powers capitalized at P3 billion, a financial base essential

14

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
programs.
MEN OF UNPARALLELED INTEGRITY
With the strengthening of LANDBANK, President Marcos reconstituted the
Board of Directors. He appointed Cesar EA Virata, then Secretary of Finance, as
Chairman, and Basilio Estanislao 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

15

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.
TRANSFER TO INTRAMUROS
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

16

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 corn 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
Department.
HELPING THE NEW AND FORMER LANDOWNERS
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

17

Insurance Corporation was created through the efforts of Estanislao. To develop

investment projects for former landowners, the Bank organized the Lumang Bayan
Realty Development Corporation which eventually built the Palacio del Gobernador in
Intramuros. This was in partnership with the family of Bro. Ermelo Gonzales of
Pampanga, landowners whose vast landholdings were distributed among their tenants.
HOLISTIC ENVIRONMENT
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

18

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.
AN HONEST FOR AN HONEST BANK
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 each
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
Sentral ng Pilipinas. Estanilao was the Superintendent of the Banks.
TWIN CHALLENGES

19

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.

A CARING MENTOR
Estanislao then mobilized his staff to undertake the development of the various
aspects 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

20

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.
CULTURE OF INTEGRITY AND DEDICATION
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.

21

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

22

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
inspire Landbankers to give their best to the institution.

23

Indeed, LANDBANK continues to live up to its principle of countryside

development being its lifes work- with 45 years to prove it.
VISION
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
people.
MISSION
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
organization.
To uphold this commitment, we shall ensure that

24

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.

Our process and operations are continuously monitored and measured to 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.
GUIDING PRINCIPLES OF LANDBANK

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

MAJOR ROLES OF LANDBANK

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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 ARBs;
An official depository of government funds; and

A government bank with a social mandate to spur countryside development

SEAL

BOARD LEVEL COMMITEES

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

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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

AWARDS AND RECOGNITION

2011

o 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.
o 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.
o 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

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Construction of the Calapan City Public Market Building and Passenger

Terminal in Oriental Mindoro.
o The Bangko Sentral ng Pilipinas 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.
o Social Security System conferred the Best Paying Commercial Bank to
LANDBANK during the SSS Balikat ng Bayan Awards held during its
54th anniversary celebration.

2010

o 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.
o 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.
o 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 chief executive

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officers, presidents, or top-level executives of organizations for their

effective use of communication strategies and tools to achieve business,
environment, or social goals.
o 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).
o 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.
o Conferred by the Social Security System as the Best Paying Commercial
Bank through the 2010 Balikat ng Bayan Award during its 53rd
anniversary.
o 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.

2009

o Cited by PhilHealth as one of its top collecting accredited banks in Region

III last February 25, 2009.

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o 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.
o 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.

2008

o 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
o 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"
o 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"

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o Given a "Satisfactory" rating by Department of Financial Institution in

California for the audit made at LBP Remittance Co. in Panorama City,
California.
o LANDBANK was conferred as the Best Paying Commercial Bank during
the 2008 Balikat ng Bayan Award given by the Social Security System on
its 51st Anniversary.
o 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.
o 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.
o LANDBANK sa DZRH at Radyo Natin received a 2008 Philippine Quill
Merit Award conferred by the International Association of Business
Communicators (IABC) last November 7, 2008.
o 2007
o 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

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o 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
o "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.
o Four Star rating given by the Department of Social Welfare and
Development for LANDBANK's Day Care Center
o "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.
o 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
o 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"
o Adjudged as the Most "Disabled-friendly" Bank in the National Capital
Region by the National Council for the Welfare of Disabled Persons

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2003-2006

o 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)
o Anvil Award of Merit, 39 th Anvil Awards of the Public Relations Society
of the Philippines for 2002 Annual Report (March 2004)
o 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)
o 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)
o Anvil Award of Merit from the Public Relations Society of the Philippines
for LANDBANK's 2006 Wall Calendar entitled "The Philippine Markets"
o Anvil Award of Merit given by the PRSP for LANDBANK's 2004
Calendar with a theme "Philippine Endangered Species"
o Partnership Award given by the Development Bank of the Philippines for
LANDBANK's active participation and role in the area of securities

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underwriting and issue management and support to DBP's investment

banking business
o Cited LANDBANK as among the top state-owned financial institution in
corporate governance by the Institute of Corporate Directors
o Given a Five Star Rating by the Department of Energy for being among
the top contributors in the government's energy saving program
o Cited as "Outstanding Government Development Bank" during the 21st
Annual Parangal ng Bayan Excellence Awards by the Parangal ng Bayan
Foundation, Inc.
o 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

2001

o PRSPs Anvil Award of Merit (2001 calendar featuring Sanctuaries:

Protected Areas in the Philippines)
o PROPs Gawad Oscar Florendo Award of Excellence

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1999

o PRSPs Anvil Award of Excellence (1999 calendar featuring centennial

trees with the theme: Buhay na Puno, Puno ng Buhay)
o PROPs Gawad Oscar Florendo Outstanding Public Information (Print
Category)

1997

o Top five government securities eligible dealers by the Bureau of Treasury

o First recipient of the Philippine Association of National Advertisers
(PANA) values award for LANDBANKs Bagong Pinoy TV Ads (which
strongly advocated positive values)
o 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

1996

o The 1996 Anvil Award of Excellence for External Publication (calendar

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

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

tool under the print category (1996 calendar featuring heroes along side
successful Bank-assisted cooperatives)
o Named one of the five outstanding Accredited Financial Institutions by the
Guarantee Fund for Small and Medium Enterprises
o Gil Puyat Award for entrepreneurship in the 1996 YMCA Citizens Award
o World Bank and NEDA citation for its impressive implementation of the
Second Rural Finance Project, or the CLF II, six months after it started.

1995

o 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
o Again named one of the top accredited government securities dealer by the
Bangko Sentral ng Pilipinas.

1994

o 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

36

effectively implemented foreign-funded financial assistance programs in

the country
o Named one of the top accredited government securities dealer by the
Bangko Sentral ng Pilipinas based on its quarterly performance
Listed by the Securities and Exchange Commission as one of the
governments top profit earners.

1993

o The 1993 Top Lending Bank Award from Gawad Quedancor

o The 1993 Anvil Award for Best Countryside Development Program for
Gawad Pitak
o The 1993 Kabalikat Award from the Guarantee Fund for Small and
Medium Enterprises
o The 1993 YMCA Media Award from the YMCA of Manila

1992

o Named as the Most Outstanding Financial Institution in 1992 by the

Guarantee Fund for Small and Medium Enterprises

1991

o The 1991 Katangian Award for TV ad Fr. Cesar Vergara

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1990

o The 1990 Catholic Mass Media Awards for Best Government Print Ad and
in 1991 for Best Institutional TV ad.
o The 1990 Top Lending Bank Award for Quedan Programs for Farmer
Groups from the Quedan-Guarantee Fund

1988

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:

PROBLEMS

SOLUTIONS

Vague instructions

Listen carefully and asked if you didnt

Delayed report

understand the instruction

Employees must keep in mind the word DUE

Late/ tardiness

DATE or DEADLINE
Have enough sleep and wake up early in the

Lacked of knowledge in using equipment.

morning
Requested assistance from your supervisor or

Stress

someone who knows how to operate it.

Ask your supervisor to limit your tasks because

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youre still a human being and most especially

a neophyte in the field, you also get tired
Information that are not so important are also Every information has its own value, treasure
rejected

every information that comes.

SUMMARY
The practicum was conducted at the Iloilo Lending Center Land Bank of the
Philippines on April 1, 2013 to May 21, 2013. The training was intended to enhance the
skills of the students, acquire knowledge that is necessary at workplace and for them to
gain more experiences for future benefits. It is also a way for students to gained more
self-confidence in dealing with other people and to gained more friends and
acquaintances. Practicum will give students advantages in applying for jobs somewhere
in the future.
Land bank is an effective institution in training students for office works. Land
Bank will give the best training for students that will serve as an advantage over some
students who did not do their training at Land Bank. Students trainee that came from
Land Bank became effective and productive students, therefore, CPU must encourage to
recruit students to be trained at Land Bank.
Recommendations
For Land Bank

Improve the facilities and the environment

Give students a week for workshop
Be strict in time

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Exert more effort in training the students

Give time for the students to rest

For the Students

Observe proper dress code

Be punctual and manage time properly
Be serious in doing your tasks
No chatting when at work
Accept criticism from your superior because its also for your own good.