DBP Initiation Presentation Final v2

8/2/2019 DBP Initiation Presentation Final v2

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PGS Initiation Stage Revalida Presentation

30 March 2012, Public Governance Forum

strengthening a

development mindset

powered by

governance


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1

2

3

4

5

6

strengthening a

development mindset


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development

governance

and


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organizations core

Integrity

Love for the Filipino

Excellence

Teamwork

Service to others

CORE VALUES

Participative Management Good Governance

Transparency

People Development

MANAGEMENT PHILOSOPHY


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Infrastructure and logistics

MSMEs

Environment

Social Sector


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Infrastructure and logistics

MSMEs

Environment

Social Sector

MISSION STATEMENT

We will work for raising the level of competitiveness of the

economy for sustainable growth. We will supportinfrastructure development, responsible entrepreneurship,

efficient social services and protection of the environment.

We will promote and maintain the highest standards of

service and corporate governance


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ENABLING PARTNERSHIPS FOR DEVELOPMENT65INNOVATIVE GROWTH & GOOD

GOVERNANCE

1935National Loan

and Investment

Board

Agricultural and

Industrial Bank

1947Rehabilitation Finance Corp

Govt trust

fund

Credit

facilities

Branch

Banking

PRE-DBP

1939

START

Countryside

Finance

1958

Reorganized into DBP

Expansion of network of

branches

Lending: housing,

SMEs and agri

EXPAND RESTART

1986

Clearing ofbooks

Transfer of non-

performing assets

1995

Universal

banking

status

2009

New logo for

innovation

Mortgage loan,

secured and

unsecured loans

Investment banking,

sales, merchant,

trading and research

2011

2012

Pioneer in

corporate

governance

P4.02B highest

ever core net

income

SERVICES OFFERED


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INNOVATIVE GROWTH & GOOD

GOVERNANCE

1935National Loan

and Investment

Board

Agricultural and

Industrial Bank

1947Rehabilitation Finance Corp

Govt trust

fund

Credit

facilities

Branch

Banking

PRE-DBP

1939

START

Countryside

Finance

1958

Reorganized into DBP

Expansion of network of

branches

Lending: housing,

SMEs and agri

EXPAND RESTART

1986

Clearing ofbooks

Transfer of non-

performing assets

1995

Universal

banking

status

2009

New logo for

innovation

Mortgage loan,

secured and

unsecured loans

Investment banking,

sales, merchant,

trading and research

2012

Pioneer in

corporate

governance

P4.02B highest

ever core net

income

SERVICES OFFERED

2011 2016

Where is DBPheaded from

2011 to 2016?

ENABLING PARTNERSHIPS FOR DEVELOPMENT65


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Ang bagong mukha ng kaunlaran


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By 2016, a globally-recognized development financial institution,serving as a catalyst for a progressive and

poverty-free Philippines

VISION STATEMENT


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DBP Board Meeting


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High cost producer with

limited branch network

Development lending

activities with low returns

Impending ERIP

Losing of duopoly over

government deposits

Branch expansion

Infrastructure, logistics and

PPP thrust of the Aquino

Administration

Competent, well-trained and

motivated officers and staff

Generation of private sector

deposits + OFW remittances


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DEVELOPMENT BANK OF THE PHILIPPINES STRATEGY MAP 2016A globally-recognized development financial institution, serving as a catalyst for a progressive and


MISSION-We will work for raising the

level of competitiveness of

the economy for sustainablegrowth

-We will support

infrastructure development,

responsible

entrepreneurship, efficient

social services and

protection of the

environment-We will promote and

maintain the highest

standards of service and

corporate governance.

MGT PHILOSOPHY

-Participative Management

-Good Governance-Transparency

-People Development

-Integrity

-Love for the Filipino

-Excellence

-Teamwork

-Service to others

CORE VALUES


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-We will support


responsible


social services and

protection of the





MGT PHILOSOPHY

-Participative Management


-People Development

-Integrity


-Excellence

-Teamwork

-Service to others

CORE VALUESHow can we acquire, develop and

harness the skills and talent of our people

to attain our vision? Do we have sufficient

organizational development initiatives to

pursue our mandate and grow? Are we

providing the direction to our people tothink developmental?

What corporate governance practices

should we implement to achieve

breakthrough results, comply with internal

and external regulatory requirements and

strengthen bank operations?

How do we intensify funding for priority

areas? What are we doing to be globally

recognized?

How do we improve our fund sourcing and

management?

Who are our stakeholders and how canthey benefit from our services?

SOCIAL IMPACT

FINANCE

CONSTITUENCY INTERNAL PROCESS

ORGANIZATION


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Organization

Internal

Process

Constituency

Finance

Social Impact

Implement a structure for a learning & peak-performing organization.

Institutionalize a

succession plan

and talent

management

Recruit and

retain the best

and the brightest

Update and align

PMS toward a

balanced and

efficient

operations

Improve training

programs for

head office and

branch.


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Strategic

ObjectivesMeasures

2012

Targets

2016

TargetsInitiatives

E. Implement a

structure for a learning

and peak-performing

organization

E5. % of home-grown

to external hires80%:20% 80%:20%

I10. Provide training as determined by the TNA andprovide technology support

I9. Hiring program to meet targets and competency

requirements

D. Institutionalize a

succession plan and

talent management

D4. % of critical

positions with a

succession plan

100% 100%

I8. Maintain adequate pool of qualified candidates

I7.Establish a succession planning system for all

key positions below the President up to AVP level

C. Update and align

PMS toward a

balanced and efficient

operations

C3. % of performance

management system

aligned to the strategy

100% 100%I6. Update the PMS and align to vision and mission

of the Bank

B. Improve training

programs for head

office and branch

B2. % of T&D cost to

total people cost2% 5%

I5. Conduct priority training as determined by TNA

I4. Review training needs and updated T&D

programs to meet the 5%

A. Recruit and retain

the best and the

brightest

A1. Ranking in

reputation as an

employer/ institution

Start survey Upper 25%

I3. Engage third party for competitiveness in

compensation

I2. Conduct image and reputation survey,

CSR/Environment policies

I1. Enhance HR policies

organizationGOVERNANCE SCORECARD

PGS INITIATION STAGE REVALIDA


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Organization

Internal

Process

Constituency

Finance

Social Impact

Adopt responsive bank management

& governance practices

Maintain good

standing with

regulatory bodies

Streamline credit

and other

operating

processes

Establish and

utilize ICT as a

management tool

and enabler

Carry out

mandate of

regulators in

audit, risk mgt &compliance

Implement a structure for a learning & peak-performing org

Institutionalize a

succession plan and

talent management

Recruit and retain the

best and the brightest

Update and align PMS

toward a balanced and

efficient operations

Improve training

programs for head office

and branch


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Strategic

ObjectivesMeasures

2012

Targets

2016

TargetsInitiatives

J.Adopt responsivebank management

and governance

practices

J13. Time needed toconsolidate and

release financial and

operating reports

Within 5days from

date of

request

Within 5days from

date of

request

I20. Maintain, if not improve, t imeliness, accuracy,

reliability and relevance of financial and operating

reports

I. Maintain good

standing with

regulatory bodies

I12. Status with

regulatory bodies

Non-PCA

status

Non-PCA

status

I19. Address all issues raised and prevent

recurrent, establish policies where need (esp.

policy on whistle blowing)

H. Carry out mandate

of regulations in risk

management and

compliance

H11. CAMELS Rating 4Maintain or

improve

I18. Banking best practice on areas for

improvement

G. Streamline credit

and other operating

process

G10. % backlog in

loan applications

Best

practice (%)

Best

practice (%)I17. Review standards and monitoring systems

G9. % of approvedloans released

Bestpractice (%)

Bestpractice (%)

I16. Identify delays in loan releases and correctI15. Review policies needing updating

G8. NPL to total loans 2.98% 1%I14. Make NPL Performance relate to PMS and

strengthen monitoring system

F. Establish and utilize

ICT as a management

tool and enabler

F7. % completion of

major ISSP projects100% 100%

I13. Implement remaining major projects based on

the 2011 ISSP

F6. Number of newoffsite ATMs

30 new 100 newfrom 11-16

I12. Identify appropriate locationsI11. Sustain responsiveness and usefulness of site

internal processGOVERNANCE SCORECARD


DEVELOPMENT BANK OF THE PHILIPPINES STRATEGY MAP 2016


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Organization

InternalProcess

Constituency

Finance

Social Impact

Build recognition as apreferred partner of

OFWs/investors

Support governmentpriority programs

Adopt responsive bank management & governance practices

Maintain good standing withregulatory bodies

Streamline credit and otheroperating processes

Establish and utilize ICT asa management tool and

enabler

Carry out mandate ofregulators in audit, risk mgt

& compliance


Institutionalize a succession

plan and talent management

Recruit and retain the best

and the brightest


toward a balanced andefficient operations

Improve training programs

for head office and branch


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Strategic

ObjectivesMeasures

2012

Targets

2016

TargetsInitiatives

L. Support

government priority

programs

L18. % of loan

portfolio supporting

government priority

programs

90% 70%

I41. Cooperative Anti-Lending Program Facility

I40.Agribusiness Development Programs

I39. Tree Plantation Financing Programs

37. Sustainable ShelterDevt Financing Program

I36. Green Finance Program

I35. Financing Program for the Sanitation Sector

I34. Financing Program for the Water Sector

I33. Connecting Rural Urban Intermodal SystemEfficiency (CRUISE) Program

I32. Financing Program for Basic Education

I23. Deliberate shift to development loans

L17. % composition of

loan portfolio

according togovernment priority

programs

Infra 33.2%

Env 6.2%

SocS 15%

MSME 15%

Infra 30%

Env 10%

SocS 15%

MSME 15%

K. Build recognition as

a preferred partner of

OFWs/investors

K16. % increase in

volume of new

remittances from 2011

(US% 127.5M)

20% 100%

I38. DBP Overseas Filipino Workers ReintegrationProgram

I22. Generate remittance volume from Overseas

Filipinos and governmental/non-governmental

organizations serving OFWs

I21. Establish DBP presence in key countries

hosting overseas Filipinos

K15. Total number of

new countries with

DBPs presence

20 top

countries

25 top

countries

K14. Number of new

MOA signed with

international tie-upsper year

6 new tie-

ups

6 new tie-

ups

constituencyGOVERNANCE SCORECARD




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Organization

InternalProcess

Constituency

Finance

Social Impact





enabler


& compliance





and the brightest





Build recognition as a preferred

partner of OFWs/investors

Support government priority

programs

Improved balance sheet & credit rating

Intensified deposit

generation

capabilities

Improved ODA

funding and

sourcing

Quality and balanced

investment portfolio


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Strategic

ObjectivesMeasures

2012

Targets

2016

TargetsInitiatives

P. Improved balance

sheet and credit rating

Industry ranking in:

-Assets:

-Loans

-Deposits

-CAR

Within top

10

commercial

banks

Ranking:-Assets: 3

-Loans: 5

-Deposits: 5

-CAR: w/in

Basel 3

I25. New branches

I29.Aggressive but prudent lending based on

priorities

I28. Raise new capital

O. Quality and

balanced investment

portfolio

% growth rate in loan

portfolio (loans toborrowers) from 2011

(P121.51B)

29.7% 100% I6. Update the PMS and align to vision and missionof the Bank

N. Improved ODA

funding and sourcing

Rates comparable to

private commercial

banks

Market

rates

Market

rates

I27. Reduce cost of funds

I26. Renegotiate sources of funds

I25. Increase number of branches

M. Intensified deposit

generation capabilities

Total number of newbranches 10 128 I26. Identify growth areas that can absorb newbranches and recruit quality personnel

I25. Increase branches, empower branches with IT

support, more new products, deposit campaigns,

sales oriented organization

% growth rate of low

cost deposit portfolio25%

Size of deposit base P137.21B P241.30B

Composition of deposit

base Govt/Private/LGUs

G: P182B

(73.5%)

P: P36.3B

(26.5%)

50%/25%/

25%

I24 More branches, mine existing private accounts,

review compensating business policy (marketbase)

financeGOVERNANCE SCORECARD




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Organization

InternalProcess

Constituency

Finance

Social

Impact





enabler


& compliance





and the brightest








programs

Expanded access to social services for Filipinos

(health, education, livelihood, housing, employment)

Intensified deposit


Improved ODA funding and

sourcing





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Strategic

ObjectivesMeasures

2012

Targets

2016

TargetsInitiatives

Q. Expanded accessto social services for

Filipinos (health,

education, livelihood,

employment, etc.)

Number of new

development

programs

6 new

programs

per year

6 new

programs

per year

I41. Cooperative Anti-Lending Program FacilityI40.Agribusiness Development Programs

I39. Tree Plantation Financing Programs

I37. Sustainable ShelterDevt Financing Program

I36. Green Finance Program

I35. Financing Program for the Sanitation Sector

I34. Financing Program for the Water Sector (498waterless LGUs and 780 water districts)

I32. Financing Program for Basic Education

I31. Continuous assessment of development needs

I30. Offer competitive rates

I28. Raise new capital

I26. Renegotiate sources of funds

I25. Increase branches, empower branches with IT

support, more new products, deposit campaigns,

sales oriented organization

I6. Update the PMS and align to vision and mission

of the Bank

Cut between

developmental/

commercial;

retail/ wholesale

D: 90%

C: 10%

R: 90%

W: 10%

D: 95%

C: 5%

R: 75%

W: 25%

social impactGOVERNANCE SCORECARD




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-We will support


responsible


social services and

protection of the





MGT PHILOSOPHY-Participative Management


-People Development

-Integrity


-Excellence

-Teamwork-Service to others

CORE VALUES

Organization

Int.P

rocess

Constituency

Finance

SocialImpact

DEVELOPMENTAL THRUSTOPERATIONAL EXCELLENCE

Expanded access to social services for Filipinos

(health, education, livelihood, housing, employment)


Intensified deposit


Improved ODA funding and

sourcing






programs

Adopt responsive bank management & governance

practices

Maintain good standing

with regulatory bodies

Streamline credit andother operating

processes

Establish and utilize ICTas a management tool

and enabler

Carry out mandate ofregulators in audit, risk

mgt & compliance

Implement a structure for a learning & peak-performing org

Institutionalize a

succession plan andtalent management

Recruit and retain the

best and the brightest



Improve training

programs for head officeand branch


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more meaningful alignment

Alignment in the Aquino administrations governance thrust of infra and PPPsearly gains

P24.79B in Infra and Log P4.35B in Environment P1.71B in Social Services

P142.83B loan releases in industrial and commercial enterprises


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balanced with impactNEW DBP

more meaningful numbers to measure performance

not just financial measures

early gains

TRADITIONAL

First time to include and identify social impact on DBP scorecard


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Commitment not just on paper


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PGS Initiation Stage Revalida Presentation

30 March 2012 Public Governance Forum

strengthening adevelopment mindset

powered by

governance

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DBP Initiation Presentation Final v2

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