FIN 121

IN
THE
PHILIP
PINES
Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM
Student Instructor
FIN 121

RANK BANK ASSETS

1 BDO UNIBANK INC 3,069,394.98

2 METROPOLITAN BANK & TCO 2,116,897.17
3 LAND BANK OF THE PHILIPPINES 2,033,417.30
4 BANK OF THE PHIL ISLANDS 1,912,624.66
5 PHIL NATIONAL BANK 1,067,676.31
6 CHINA BANKING CORP 866,900.13
7 SECURITY BANK CORP 788,233.37
8 RIZAL COMM'L BANKING CORP 762,310.50
9 DEVELOPMENT BANK OF THE PHIL 761,498.56

10 UNION BANK OF THE PHILS 706,866.96

RANKING AS TO TOTAL ASSETS
Universal and Commercial Bank Group
As of 31 December 2019
(Amounts in Million Pesos)

Reference:
http://www.bsp.gov.ph/banking/psoc/by_ranks/assets.htm

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#1

HISTORY
Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

BDO
Student Instructor
Unibank was established on January 2, 1968, as Acme Savings Bank, a
thrift bank with just two branches in Metro Manila. In November 1976, Acme was
 FIN 121

CORE VALUES

Commitment to Customers
We are committed to deliver products and services that surpass customer expectations
in value and every aspect of customer services, while remaining to be prudent and
trustworthy stewards of their wealth.

Commitment to a Dynamic and Efficient Organization

We are committed to creating an organization that is flexible, responds, to change and
encourages innovation and creativity. We are committed to the process of continuous
improvement in everything we do.

Commitment to Employees
We are committed to our employees’ growth and development and we will nurture
them in an environment where excellence, integrity, teamwork, professionalism and
performance are valued above all else.

Commitment to Shareholders
We are committed to provide our shareholders with superior returns over the long term.

MISSION

To be the preferred bank in every market we serve by consistently

providing innovative products and flawless delivery of services,
proactively reinventing ourselves to meet market demands,
creating shareholders value through superior returns, cultivating in
our people a sense of pride and ownership, and striving to be
always better than what we are today… tomorrow.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

References:

1 https://en.wikipedia.org/wiki/Banco_de_Oro
2 http://hatestobebored.blogspot.com/2013/10/famous-tagline-of-banks-
in-philippines.html
3https://www.bdo.com.co/en-gb/about/why-bdo/mission,-vision-and-
values
4https://www.bdo.com.ph/about-bdo/corporate-profile-032112

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#2
HISTORY

Metropolitan Bank and Trust Company (Metrobank) was established by a group of

businessmen on September 5, 1962, at the Wellington Building in Binondo, Manila. In
August 1963, the bank's first branch was established in Divisoria. Four years later,
Metrobank opened its first provincial branch, the Davao branch. At the onset of the 1970s,
Metrobank opened its first international branch in Taipei, Taiwan's capital city.

In April 1997, the Central Bank authorized Metrobank to operate a foreign currency
deposit unit (FCDU). In the same year, branches and offices totaled 100 and the bank
inaugurated its new head office at Metrobank Plaza in Makati.

On August 21, 1981, the Central Bank authorized Metrobank to operate as a universal
bank. Following the grant of the universal banking license, Metrobank entered the
following ventures: the acquisition of majority ownership of Philippine Savings Bank (the
second largest savings bank in the country at that time); the establishment of a joint
travel agency venture with Thomas Cook Group in Thomas Cook Phils., Inc. in 1986; and
the tying-up with Toyota Motor Corporation of Japan and Mitsui to put up Toyota Motor
Philippines in 1988. Metrobank subsequently entered into joint ventures with several
renowned corporations like Sumitomo Mitsui Banking Corporation of Japan to create
Sumigin Metro Investment Corporation; the National Mutual Holdings Ltd. of Australia to
create Philippine Axa Life Insurance Corporation; and the ORIX of Japan to create ORIX
Metro Leasing and Finance Corporation.

In September 1982, the number of Metrobank branches, offices and subsidiaries

surpassed 200. A year later, Metrobank topped all private domestic banks in total
resources, with P8.8 billion.

The bank continued to experience steady growth through the years. In September 1989,
it increased its authorized capital stock from P2 billion to P5 billion. The bank's total
capital funds on June 30, 2006 stood at P57.3 billion. Its consolidated resources
amounted to P588.1 billion as of the same period. As of June 2007 assets reached P669.1
billion ($14.5 billion) (P46=$1).

In 1990, alongside Chinabank, Citibank, RCBC and Security Bank, Metrobank become a
founding member of BancNet.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
 FIN 121

HISTORY

Continuation…

Metrobank's subsidiaries are Toyota Motor Philippines Corporation, Philippine Savings

Bank, First Metro Investment Corporation, Metrobank Card Corporation, ORIX Metro
Leasing and Finance Corporation, SMBC Metro Investment Corporation, First Metro
Travelex (formerly Thomas Cook (Phils.), Philippine Axa Life Insurance Corporation, Mirant
Global Corporation, Philippine Charter Insurance Corporation, MBTC Technology, Inc.,
Robert Browns Wear Inc (Moose Gear & Moose Girl Apparel), Toyota Financial Services
Corporation, Toyota Cubao, Inc., Toyota Manila Bay Corporation, First Metro Securities
Corporation, First Metro International Investment Co. Ltd., Metropolitan Bank (Bahamas)
Ltd., MB Remittance Center Inc. (USA), Metro Remittance Singapore, Metro Remittance
UK Limited, Metro Remittance (Italia) SpA, Metro Remittance S.A. (Spain) and MBTC
Exchange Services GmbH (Austria).

The Metrobank Group has a combined network of over 800 local and international
branches/offices, remittance offices and subsidiaries worldwide. It has 557 domestic
branches and 32 offices in New York, Hong Kong, Tokyo, Osaka, Seoul, Pusan, Guam,
Taipei, Kaohsiung, Madrid, Barcelona, Vienna, Rome, Bologna, Milan, Singapore, Chicago,
Hawaii, and Shanghai.

On September 28, 2009, Metrobank is the first local bank to offer a line of CNY
denominated offerings.

In 2017, Metrobank made a deal with ANZ to increase its stake at Metrobank Card Corp.
(MCC) from 60 percent to 100 percent. Metrobank's joint venture with ANZ was formed in
2003. Since then, MCC has become a leading provider of credit cards in the Philippines,
with more than 1.5 million cards based from the data of the Credit Card Association of the
Philippines (CCAP). MCC reported total assets of P60.4 billion and a return on average
equity of 36.3 percent. MCC is also number one in terms of receivables based on CCAP
data.[10] ANZ, on their part, announced that they would sell half of their 40% stake at
MCC for US$144 million and had an option to sell the remaining 20% stake to Metrobank
on the same terms, which would be exercisable in the fourth quarter of the 2018 fiscal
year.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

MISSION & VISION

We aim to be the country’s premiere financial conglomerate, empowering
our individual and business clients to realize their goals and reach their full
potential. By creating and customizing financial solutions in response to our
stakeholder’s needs, continuously expanding our scope of reach, and
leading in community service, we live up to our “You’re in Good Hands”
promise that embodies who we are and what we do. We are Metrobank.

We commit to be:
The trusted financial partner
Our business relies on the principles of trust, honesty and integrity as we
serve our customers and help them attain their financial goals.

The employer of choice

We strengthen the organization by continuously developing and enhancing
the abilities of our people. We nurture them into professional individuals
with integrity and passion for service and excellence. We ensure their future
by providing them with fulfilling careers.

A responsible bank
We adhere to the highest standards of corporate governance, exercising
accountability, fairness, and transparency across all our business operations.
We exercise good management to provide our shareholders with sustainable
returns on their investments.

An institution with a heart

We give back to the communities we serve, committed to making
meaningful contributions to the economic and social development of our
nation.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

References:

1 https://metrobank.com.ph/about-us/
2 https://en.wikipedia.org/wiki/Metrobank_(Philippines)
3 https://www.google.com/url?sa=i&url=https%3A%2F
%2Fweb.metrobank.com.ph%2Fimages%2FDocs%2FManual%2520on
%2520Corporate%2520Governance.pdf&psig=AOvVaw0ee5gxb2Lyh-
2MCM91yGTT&ust=1592462559715000&source=images&cd=vfe&ved=0C
AIQjRxqFwoTCPCh5tGgiOoCFQAAAAAdAAAAABAJ
4 https://www.google.com/imgres?imgurl=https%3A%2F
%2Fmetrobank.com.ph%2Fimg%2Fmeaningful-banking-1200-x-
630.jpg&imgrefurl=https%3A%2F%2Fmetrobank.com.ph
%2F&tbnid=cXT4_GW8qUZEcM&vet=12ahUKEwi5huW6n4jqAhXQAqYKHZ
mJDsMQMygKegUIARC5AQ..i&docid=-
AV7VkhEiPNC5M&w=533&h=280&q=metropolitan%20bank
%20images&safe=active&ved=2ahUKEwi5huW6n4jqAhXQAqYKHZmJDsMQ
MygKegUIARC5AQ
5 https://www.google.com/imgres?imgurl=https%3A%2F
%2Fs3.amazonaws.com%2Fbilyoimg%2Fwp-content%2Fuploads
%2F2017%2F07%2F23165515%2Fmetrobank-1.jpg&imgrefurl=https%3A
%2F%2Fbilyonaryo.com.ph%2F2019%2F02%2F14%2Ftussle-over-george-
tys-fortune-erupts
%2F&tbnid=gftVWhwJgzVKnM&vet=12ahUKEwi5huW6n4jqAhXQAqYKHZm
JDsMQMygWegUIARDSAQ..i&docid=EadjH7Zy-
Ns9EM&w=730&h=424&q=metropolitan%20bank
%20images&safe=active&ved=2ahUKEwi5huW6n4jqAhXQAqYKHZmJDsMQ
MygWegUIARDSAQ

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#3

HISTORY

8 August 1963
Republic Act 3844 (Agricultural Land Reform Code)

 Created the Land Bank of the Philippines (LBP) to finance the acquisition and
distribution of agricultural estates for division and resale to small landholders as
well as the purchase of the landholding by the agricultural lessee;
 Authorized capitalization of 1.5 billion Php.  Initial capital of 200 million Php;
 Members of the Board of Trustees
o Chairman -  LBP President & CEO
o One member elected by the holder of preferred shares
o 4 Members: including the Head of Land Authority (now Dept. of Agrarian
Reform)
 Tax exempt on all operations, holdings, equipment, property, income and
earnings;
 Exempted from cash or stock dividend payments to the National Government;
 Agricultural Credit Administration (ACA) responsible for extending credit
assistance to farmers cooperatives and directly to small farmers

Adoption of By-Laws and Creation of Board of Trustees

 Adopted the by-laws, established the first organizational chart and manual of
Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM
operations in 1965;
Student Instructor
 Formed the Board of Trustees with the Secretary of Finance as chairman in 1966
FIN 121

HISTORY
H
Continuation…
Continuation…
21 July 1973
Presidential Decree 251 (Revitalizing LANDBANK)
22 July 1987
 Because
Executive LBPOrder
was deficient
229 (CARL) and inadequate both in capitalization and in
organization structure to meet the implementation requirements of agrarian reform,
the Bank Created
was revitalized;
the Presidential Agrarian Reform Council (PARC) as the highest policy-
 Granted universal
making or expandedbody
and coordinating commercial banking powersAgrarian
of the Comprehensive to LBP and
Reform Program
established
(CARP)LBPtoasensure
the universal
timely andbank with a social
effective mission
delivery of theofnecessary
spurring support
countrysideservices;
development;
 Established the Agrarian Reform Fund (ARF) with an interim amount of 50 Php
to cross-subsidize
o billion agrarian requirements
to cover the financing land transfer and loanswith
of CARP to small farmers and
appropriations coming from
fisherfolk;
the proceeds of the Asset Privatization Trust and the Presidential Commission on
 Expanded
Good LBP's powers to include lending to agricultural, industrial, home-
Government;
building
 or
FBshome-financing
to pay for lands projects andand
acquired other productiveby
redistributed enterprises;
the government  in 30 equal
to ensure
o annual LBP's financial
amortizations at 6%stability
p.a. withandthesustainability;
first payment due one year after resale
 (annualLBP
Empowered amortization
to grant loansshouldtonot exceed
farmers 10% of the land's annual
cooperatives/associations to value of gross
facilitate
production);
production, marketing of crops and acquisition of essential commodities;
  mandated
LBP LBP to provide
to provideassistance to landowners
timely and through:
adequate support in all phases involved in
o ofinvestment
the execution information and counselling assistance.
agrarian reform;
 Increased o authorized
conversioncapitalization to 3 billion
and/or exchange PhpAgrarian
of LBP ; Reform bonds to/from
 Increased the members of
government the Board
stocks of Directorsassets.
with government to seven (7):
o Chairman
o - Secretary
marketing of LBPof Finance
Agrarian Reform bonds.
o Vice-Chairman - LBP President
10o JuneMembers1988 (Ex-Officio)
 Secretary
Republic Act 6657 (CARL) of Agrarian Reform
 Secretary of Labor  -
 Broadened
 ThreetheMembers 
coverage- elected annually
of agrarian reform to include all public and private
o Exempted
agricultural lands including other lands municipal
from all national, provincial, of the public & city taxessuitable
domain and for
assessments
agriculture;
 Payment to landowners at 25% to 35% cash and the balance in 10-year Agrarian
1977 Reform bonds with a yield of 91-day T-bills;

Reorganization Authorized LBP to collect from the FBs payment for lands awarded to them in 30
annual amortizations at 6% per annum;
 LBPformedEstablished LBP assectors
three major the financial intermediary
- Agrarian, Banking and of the CARP. to strengthen
Operations
operations and ensure long-term viability
14 June 1990
8 JulyExecutive
1982 Order 405 (CARP Land Valuation)
Executive Order 816 (Transfer of ACA to LBP)
 Transferred the primary responsibility of determining land valuation and
 To adopt compensation
an integratedforapproach
all lands in
covered under CARP
the provision from the
of financial DAR to the
assistance LBP;
to AR
 Accelerated and
farmer-beneficiaries streamlined
a single certain
institution procedures in land valuation and
is preferred;
compensation;
 LBP created regional Land Valuation and Landowners Compensation Offices
Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM
Student Instructor
FIN 121

HISTORY
Continuation…

23 February 1995
Republic Act 7907 (Amended LBP Charter)

 Increased authorized capitalization to 9 billion Php ;

 Established LBP as an official government depository;
 Increased the members of the Board of Directors to nine (9) composed of:
o Chairman - Secretary of Finance
o Vice- Chairman - LBP President and CEO
o Members:
 Secretary of Agrarian Reform.
 Secretary of Labor.
 Secretary of Agriculture.
 2 Representatives of Agrarian Reform Beneficiaries.
 2 Representatives from the Private Sector.

25 July 1995
Executive Order 267 (CARL)

 National Government to issue Agrarian Reform (AR) bonds to be used by LBP for
land transfer payments;
 Segregation of the accounts of CARP-related transactions from the books of  LBP;
 CARP accounts and AR bonds were previously part of LBP's books and adversely
affected LBP's financial position (leverage and capital adequacy ratios).

25 August 1998
Increase of Authorized Capital 

 Authorized capitalization increased to 25 billion Php by the Department of Finance

and the President of the Philippines.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

MISSION
To our Clients and Publics:
We provide accessible and best technology solutions to deliver
timely and responsive financial and support services to meet the
needs of our clients, especially Small Farmers and Fishers (SFFs),
Micro, Small and Medium Enterprises (MSMEs), Countryside
Financial Institutions (CFIs), Local Government Units (LGUs) and
government agencies, while promoting sustainable development
anchored on good governance.

To Our Employees:
We are the employer of choice.
We develop and nurture talents who exemplify the highest
standards of ethics, social responsibility and service excellence.
We support diversity and cultivate a healthy work environment
with equal opportunity for professional growth and advancement.

VISION
By 2023, LANDBANK shall be the leading universal bank that
promotes inclusive growth, especially in the unbanked and
underserved areas, through the delivery of innovative financial
products and services powered by digital banking platforms.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

References:

1 https://www.landbank.com/about-us/about-landbank/history
2 https://www.google.com/url?sa=i&url=https%3A%2F
%2Fwww.facebook.com%2Flandbankofficial
%2F&psig=AOvVaw2gtruHGr53UdSOobPGjTZQ&ust=1592461940958000&
source=images&cd=vfe&ved=0CAIQjRxqFwoTCOj93LOdiOoCFQAAAAAdAA
AAABAE
3 https://www.google.com/imgres?imgurl=https%3A%2F
%2Fupload.wikimedia.org%2Fwikipedia%2Fcommons%2Fthumb
%2F8%2F83%2FLandbank.svg%2F1200px-
Landbank.svg.png&imgrefurl=https%3A%2F%2Fen.wikipedia.org%2Fwiki
%2FLand_Bank_of_the_Philippines&tbnid=pP633oq2ekfi0M&vet=12ahUKE
wilkd-
TnYjqAhXvxIsBHao9BoYQMygAegUIARCjAQ..i&docid=bBbo8rtW2jjkiM&w=
1200&h=570&q=landbank%20images&safe=active&ved=2ahUKEwilkd-
TnYjqAhXvxIsBHao9BoYQMygAegUIARCjAQ

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#4

Let us make the best happen for your business.

HISTORY

E
Elizar Mstablished on August
Margallo BSBA
Student
1H 1, 1851 under Spanish colonial MS.rule, BPI JAGUROS,
RALYN was
Instructor
MPM
originally known as El Banco Español Filipino de Isabel II, named after then
Queen of Spain, Isabel II.
FIN 121

ABOUT BPI

F
MISSION
ounded in 1851, Bank of the Philippine Islands is the first bank in the

Philippines and in the Southeast Asian region. BPI is a universal bank and
togetherWe
with its subsidiaries
nurture and affiliates,
every Filipino’s it offers
future withaawide rangeapproach
trusted of financialto
products and solutions that serve both retail and corporate clients.
managing money and innovation that makes life easier every day.

VISION
BPI's services include consumer banking and lending, asset management,
payments, insurance, securities brokerage and distribution, foreign exchange,
Building a Better Philippines.
leasing, and corporate and investment banking.

TheThe
BPIbank
Credo
has a network of over 800 branches in the Philippines, Hong Kong
and Europe, and close to 3,000 ATMs and CAMs (cash accept machines).
We believe our first responsibility is to our CLIENTS.
CORE VALUES
If we understand and address our clients' financial needs, we will be trusted
with their most important financial transactions, and we will build lasting
The establishment
CUSTOMER SERVICE of BPI, originally known as El Banco Español Filipino de
relationships. We do well when our clients do well.
Isabel II, ushered in the start of the Philippine banking and finance industry.
Establish friendly relationships with clients, putting them first in our list of priorities, to
The bank performed many functions, from providing credit to the National
delight them with ourWe services,
believe and to always
in our try to anticipate
responsibility their every need.
to our PEOPLE.
Treasury to printing and issuing currency, making it in effect the country's
We seek to hire the best people for each job, provide them with the means to
EXCELLENCE
first Central Bank. BPI proudly carries on this tradition, financing many private
perform at a high level and reward them fairly. We value integrity,
and
Employees, public sector initiatives
professionalism,
whatever theirand and enterprises
loyalty.
functions We should
are, inalways
promote support of of
a culture
give economic
mutual
their growth
best respect,
and continuously
and meritocracy,
nation performance,
building. and teamwork. We strive to be the employer of
upgrade
Elizar their knowledge,
M Margallo BSBA 1H skills, habits, and attitudes to MS. meetRALYN
each challenge
JAGUROS,with MPM
choice among Philippine financial institutions.
Student Instructor
determination and drive, opening themselves to unlimited possibilities.

BPI is acknowledged as a leading provider of financial services in the

LOYALTY
FIN 121

References:

1 https://www.bpi.com.ph/whoweare
2 https://www.bpiexpressonline.com/p/1/776/about-bpi
3https://www.google.com/imgres?imgurl=https%3A%2F
%2Fupload.wikimedia.org%2Fwikipedia%2Fen%2Fthumb%2Fc
%2Fc2%2FBank_of_the_Philippine_Islands_logo.svg%2F1200px-
Bank_of_the_Philippine_Islands_logo.svg.png&imgrefurl=https%3A%2F
%2Fen.wikipedia.org%2Fwiki
%2FBank_of_the_Philippine_Islands&tbnid=LNkoxQzkZj1vxM&vet=12ahUK
EwiKxLGGyeLpAhWrxosBHcH8AMIQMygAegUIARDoAQ..i&docid=mBffEkBw
zDnKTM&w=1200&h=632&q=BPI
%20BACKGROUND&ved=2ahUKEwiKxLGGyeLpAhWrxosBHcH8AMIQMygAe
gUIARDoAQ
4https://www.google.com/imgres?imgurl=x-raw-image%3A%2F%2F
%2F409163496c6f89fcce1cc69da960525504c2c4672c79990b29217bb0931
5cf3a&imgrefurl=http%3A%2F%2Fwww.sec.gov.ph%2Fwp-content
%2Fuploads%2F2017%2F02%2FBPI-GREEN-FINANCING-
PRODUCTS.pdf&tbnid=_IlvbEljkUBKxM&vet=12ahUKEwiKxLGGyeLpAhWrxo
sBHcH8AMIQMygIegUIARD4AQ..i&docid=kEXYEcS5DCqBxM&w=700&h=15
7&q=BPI
%20BACKGROUND&ved=2ahUKEwiKxLGGyeLpAhWrxosBHcH8AMIQMygIeg
UIARD4AQ
5https://www.google.com/imgres?imgurl=https%3A%2F
%2Flookaside.fbsbx.com%2Flookaside%2Fcrawler%2Fmedia%2F
%3Fmedia_id%3D1381652111880957&imgrefurl=https%3A%2F
%2Fm.facebook.com%2Fbpi%2Fphotos%2F%3Ftab%3Dalbum
%26album_id%3D369116143134564&tbnid=QHY0syghY8Q-
IM&vet=12ahUKEwiKxLGGyeLpAhWrxosBHcH8AMIQMygzegQIARB4..i&doci
d=YTc76sUAW2jFtM&w=851&h=315&q=BPI

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#5

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

The Philippine National Bank was established as a government-owned banking

institution on July 22, 1916 with headquarters in the old Masonic Temple along Escolta,
Manila. Its primary mandate was to provide financial services to Philippine industry and
agriculture and support the government’s economic development effort. World War I,
then raging in Europe, generated huge demand for the country’s major exports namely:
sugar, copra, coconut oil, Manila hemp and tobacco. However, not much was being
done to develop the industries that produced these sought-after crops since access to
credit facilities was limited then. To solve this problem, Henderson Martin, Vice Governor
of the Philippines, together with Mr. Miguel Cuaderno (who later became Central Bank
governor) drafted the charter for a national bank.

In February 4, 1916, Public Act 2612 was passed by the Philippine legislature providing
for the establishment of the PNB to replace the small P1 million government-owned
Agricultural Bank. PNB’s first head office was the Masonic Temple along Escolta, the
then “Wall Street of the Philippines” in the bustling district of Sta. Cruz in Manila. An
American, H. Parker Willis, was its first president.

“The First Universal Bank in the country”

With PNB’s establishment, Filipinos found a bank of their own. PNB was authorized to
grant short and long-term loans to agriculture and industry. The Filipino farmers then
could avail of loans with interest between 8% to 10% per annum. PNB was also
authorized to receive deposits, open foreign credits and rediscount bills. It was also
given the special power to issue circulating notes. As such, PNB functioned as the de
facto Central Bank of the country until 1949.

On July 24, 1916, PNB established its first branch in Iloilo.

In 1917, PNB marked its entry in the field of international banking when it opened its
New York Branch. The following year, it established five more domestic branches and
another overseas branch in Shanghai, China.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

Continuation…

PNB briefly ceased operations in January 1942 but reopened the next month under the
supervision of Japanese authorities. After the Second World War, PNB reopened
immediately and acquired the assets and assumed the liabilities of the banking division
of the National Treasury.

With the establishment of the Central Bank in 1949, PNB’s role as issuer of currency
notes, custodianship of bank reserves, sole depository of government funds and clearing
house of the banking system ceased.
“PNB launched the first on-line Electronic Data Processing System in the entire Far East”

In 1955, it was authorized to operate as an investment bank with powers to own shares
and to issue debentures.
In 1963, it established the National Investment and Development Corporation to engage
primarily in long-term and equity financing of business ventures.

PNB transferred to its new Head Office along Escolta in 1966 and launched the first on-
line Electronic Data Processing System in the entire Far East.

Between 1967 and 1979, PNB continued to expand its operations by opening offices in
London, Singapore, Djakarta, Honolulu and Amsterdam. In the domestic field, it opened
14 provincial branches. It was also during this period that the Bank started the Dollar
Remittance Program.

In 1980, PNB became the first universal bank in the country. However, it encountered
operational difficulties in the mid-80s as a result of the economic downturn triggered by
the assassination of Senator Benigno S. Aquino, Jr and had to be assisted by the
government in 1986.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Continuation…

Privatization of PNB
The privatization of the Bank started when 30 per cent of its outstanding stocks was
offered to the public and its stocks were listed in the stock exchange in 1989.
In 1992, PNB became the first Philippine bank to reach the P100 billion mark in assets.
Also in 1992, a second public offering of its shares was issued to continue its
privatization.
In 1995, the Bank moved to its new headquarters at the PNB Financial Center in Roxas
Boulevard, Pasay City.
In 1996, the Securities and Exchange Commission approved the Bank’s new Articles of
Incorporation and by-laws and the change in the status of PNB from a government-
based to a private corporation with the control of the government reduced to 46 per
cent. At the turnover rites on July 23, 1996, President Fidel V. Ramos declared:
“PNB is the bank for the Filipino wherever he or she may be– in the country’s
centers of commerce and industry, in the far reaches of the countryside, and
even in many places across the globe.”

A New Beginning
In 1999, a group of new private stockholders led by Dr. Lucio C. Tan acquired
approximately 35% of the total outstanding capital stock of PNB. In early 2000, the
group increased its share in the Bank to 69.32% and pumped in nearly P20 billion fresh
capital in less than one year. This was done to emphasize the commitment of the new
stockholders to the improvement of the Bank’s financial condition, which had been
incurring losses in operations due to poor asset quality.
In late 2000, the Bank suffered a liquidity crisis and the National Government stepped in
to support the Bank by implementing a capital restructuring and injecting P25 billion in
liquidity assistance.
In May 2002, the Government and the Lucio Tan Group, representing the group of
private stockholders, sealed the Memorandum of Agreement (MOA) that embodied the
provisions that would help turn the Bank around. It included, among others, the
settlement of Government’s liquidity assistance by way of increasing the Government’s
stake in the Bank from 16.58% to 44.98%, in effect reducing the group’s share from
68% to 44.98%. At the same time, the Bank started operating under a 5-year
rehabilitation program.
Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM
Student Instructor
FIN 121

HISTORY
HISTORY

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Continuation…

In August 2005, the Government, as part of its privatization program, sold down its
32.45% stake in the Bank via an auction. The private stockholders represented by the
Lucio Tan Group exercised their right of first refusal, reducing the Government’s share to
12.5% and raising the group’s to a total of 77.43%.

In June 2007, PNB settled its P6.1 billion loan to Philippine Deposit Insurance
Corporation (PDIC), more than four years ahead of the loan’s due date. The loan
repayment was a clear indication of the Bank’s renewed financial health.

In August 2007, the Bank completed its Tier 1 follow-on equity offering where it raised
about P5.0 billion in Tier 1 capital. Together with the sale of 89 million primary shares,
71.8 million secondary shares owned by the National Government through PDIC and
DOF were sold to the public, thus bringing about a complete exit of the Government
from PNB.

Since the inception of the rehabilitation program, PNB exceeded the targets of the
program. While the program called for profits starting 2005, the Bank became profitable
as early as 2003. Within four years, PNB increased its net income sixteen times from
P52 million in 2003 to P820 million in 2006.

With its successful exit from the Government’s Rehab program and the strong income
performance, PNB has demonstrated its ability to sustain its heightened competitiveness
based on the three tenets of reducing non-performing assets, strengthening core
businesses and increasing profitability.

The Bank remains as one of the largest banks in the country with a wide array of
competitive banking products to answer for the diverse needs of its huge clientele
including more than 2 million depositors.

PNB maintains its leadership in the overseas remittance business with remittance
centers in the United States, Canada, London, France, Italy, Hong Kong, Japan,
Singapore and the Middle East countries.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

MISSION
We are a leading, dynamic Filipino financial services group with a
global presence committed to delivering a whole range of quality
products and services that will create value and enrich the lives of
our customers, employees, shareholders and the communities we
serve.

VISION
To be the most admired financial services organization in the country in
terms of:

 Financial performance – rank #1 or #2 in its businesses in

terms of return on equity
 Innovativeness – in products, services, distribution and the use
of cutting-edge technology
CORE
 VALUES
Customer perception
o The preferred financial services provider
o The customer-centered organization with a passion for
Our Shared Values bind everyone in PNB together, providing the basis for trusting
service excellence
one another and helping enable the Bank to achieve its mission and vision.
 Social responsibility – the employer of choice, a good
Mapaglingkod 服務態度
(Service
corporate citizen and partner Orientation)
in nation-building
We are committed to deliver the best possible service to our customers,

proactivelyLong-term vision –
responding to developing
their needs competitive
and exceeding advantage
expectations on a
as manifestation
of the value
sustained and by
basis respect that the changes
anticipating Bank holds
in for every single
customer’s one of them.
preferences and
in the manner of doingMapagkatiwalaan 誠信度
business
(Trustworthiness)
We hold sacred the consistent adherence to a strict moral and ethical code
manifested through honesty, professionalism, fairness, prudence and respect for
the law.
Mapang-akma 應變能力
(Adaptive to Change)
We nurture within each one of us a positive attitude towards change and
innovation, promoting flexibility and celebrating creativity as drivers of our quest
for continuous improvement and operational excellence.

Elizar M Margallo BSBA 1H Mapagkapwa 团队合作 MS. RALYN JAGUROS, MPM

Student (Team Orientation) Instructor
We are committed to work together as a family united in pursuit of common goals
and aspirations, valuing meritocracy in promoting the common good.
FIN 121

References:

1 https://www.pnb.com.ph/index.php/history
2 https://www.google.com/imgres?imgurl=https%3A%2F%2Fpbs.twimg.com
%2Fprofile_images
%2F1250601295364321280%2Fzx3TdRsW_400x400.png&imgrefurl=https%3A%2F
%2Ftwitter.com
%2Fpnbph&tbnid=_gyzLkkYBVYAbM&vet=12ahUKEwin6Z74rIjqAhUrxosBHd_YASIQMyg
BegUIARCVAQ..i&docid=KzN3fSU5jA70eM&w=400&h=400&q=philippine%20national
%20bank
%20images&safe=active&ved=2ahUKEwin6Z74rIjqAhUrxosBHd_YASIQMygBegUIARCV
AQ
3https://www.google.com/url?sa=i&url=https%3A%2F%2Fblog.sharemoney.com
%2Fhow-to-transfer-money-to-the-philippines-via-philippine-national-bank-pnb
%2F&psig=AOvVaw2laZES5sVOP-
3UZ90GeagM&ust=1592466178249000&source=images&cd=vfe&ved=0CAIQjRxqFwoT
CIjsqqetiOoCFQAAAAAdAAAAABAD
4https://www.google.com/imgres?imgurl=https%3A%2F%2Fwww.c-magazine.com
%2Fwp-content%2Fuploads%2F2016%2F02%2Fpnb-you-first.jpg&imgrefurl=https%3A
%2F%2Fwww.c-magazine.com%2Fnews%2Fphilippine-national-bank-puts-you-first
%2F&tbnid=e7NhZe77rhhbNM&vet=12ahUKEwin6Z74rIjqAhUrxosBHd_YASIQMygAegUI
ARCTAQ..i&docid=nC9mDfDGRgBN5M&w=740&h=493&q=philippine%20national
%20bank
%20images&safe=active&ved=2ahUKEwin6Z74rIjqAhUrxosBHd_YASIQMygAegUIARCT
AQ
5https://www.google.com/imgres?imgurl=https%3A%2F%2Fs3.amazonaws.com
%2Fbilyoimg%2Fwp-content%2Fuploads
%2F2020%2F03%2F22174401%2Fpnb.jpg&imgrefurl=https%3A%2F
%2Fbilyonaryo.com.ph%2F2020%2F03%2F09%2Fpnb-earnings-slightly-up
%2F&tbnid=SnGlniLIkJdcsM&vet=12ahUKEwin6Z74rIjqAhUrxosBHd_YASIQMygxegUIAR
D5AQ..i&docid=eWWc2yATGHXc2M&w=730&h=424&q=philippine%20national
%20bank

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#6

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTOR
Y
Brief History
VISION
China Bank was founded by Dee C. Chuan, a leading business leader and
philanthropist, Don Albino Sycip, known as the Dean of Philippine Banking,
and ten other prominent businessmen of the era. The Bank opened for
business
Drawing onstrength
August 16,
from1920
ouron Calle
rich Rosario—what
history, we will beis the
nowbest,
No. 90 Quintin
most
Paredes St., and
admired, Binondo. With afinancial
innovative modernservices
Chinese institution,
organizationpartnering
structure, and
guided withcustomers,
with our an in-depthemployees,
understanding
andofshareholders
the way Chinese merchants
in wealth and do
business—like operating on the principle of xinyong or trustworthiness—
value creation.
China Bank steadily grew and flourished. However, when Japan invaded
Manila in 1942, the Bank was liquidated by the Japanese Military authorities.
We reopened on July 23, 1945 and played a key role in post-World War II
reconstruction and economic recovery by lending heavily to businesses and
entrepreneurs in critical industries.
MISSION
Since then, a succession of highly capable leaders and visionaries steered
the Bank into decades of successful operations. China Bank was among the
first local banks listed on the Manila Stock Exchange in 1927, the first in
Southeast Asia to process deposit accounts on-line in 1969, and the first to
We will be a leading provider of quality services consistently
offer telephone banking in the Philippines in 1991—the same year China
delivered
Bank becametoa institutions, entrepreneurs, and individuals here and
universal bank.
abroad, to meet their financial needs and exceed their rising
Driven to be a catalyst of wealth creation, China Bank has been growing
expectations.
and improving to serve customers better. We embarked on an aggressive
branch network expansion program in 2006, quadrupling the number of
branches from 148 in 2006 to 621 as of May 2019 (including 162 China
We will be a primary catalyst in the creation of wealth for our
Bank Savings branches). This wide branch network is complemented by
customers, driven by a desire to help them succeed, through a
electronic banking channels that provide secure and reliable 24/7 banking
highly engaged team of competent and empowered professionals,
service: 972 ATMs, China Bank TellerPhone, China Bank Online, and China
guided
Bank MobilebyBanking
in-depth knowledge of their needs and supported by
App.
leading-edge technology.
With nearly a century of solid financials, strong commitment to quality
service, significant contribution to the country’s financial landscape, and an
enduring legacy of successful partnerships with generations of clients, China
We will maintain the highest ethical standards, sense of
Bank remains one of the most respected, trusted, stable, and profitable
responsibility, and fairness with respect to our customers,
financial institutions in the country.
employees, shareholders, and the communities we serve.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

References:

1 https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.linkedin.com
%2Fcompany%2Fchina-bank-
ph&psig=AOvVaw27RUjS68WhFBzn4Gt2gH5Y&ust=1592479512870000&source=image
s&cd=vfe&ved=0CAIQjRxqFwoTCJDr8qDliOoCFQAAAAAdAAAAABAE
2 https://www.chinabank.ph/about_china_bank.aspx?title=Company+Profile
3 https://www.google.com/url?sa=i&url=https%3A%2F%2Fpinoyboxbreak.com
%2Fpinoy-news%2Flist-of-china-bank-branches-quezon-city
%2F&psig=AOvVaw27RUjS68WhFBzn4Gt2gH5Y&ust=1592479512870000&source=ima
ges&cd=vfe&ved=0CAIQjRxqFwoTCJDr8qDliOoCFQAAAAAdAAAAABAL
4 https://www.google.com/imgres?imgurl=https%3A%2F%2Fwww.chinabank.ph
%2Fimages%2F2020%2FCBC-CARES-Logo.jpg&imgrefurl=https%3A%2F
%2Fwww.chinabank.ph%2Fpersonal.aspx%3Ftitle%3DChina%2BBank
%2BOnline&tbnid=cUIbiqUazUYDlM&vet=12ahUKEwjAxtfO3ojqAhVQwIsBHXgmDjoQMy
geegUIARDiAQ..i&docid=OgUAM8eA2fklTM&w=1383&h=499&q=china%20banking
%20corp
%20images&safe=active&ved=2ahUKEwjAxtfO3ojqAhVQwIsBHXgmDjoQMygeegUIARDi
AQ
5 https://www.chinabank.ph/about_china_bank.aspx?title=Mission,+Vision,
+and+Values

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#7

HISTORY

Our Beginnings

Established on June 18, 1951, Security Bank, known then as the Security Bank and Trust
Company, was the first private and Filipino-controlled Bank of the post-World War II
period. Through the years, the bank experienced steady growth and success through
our consistent and unflinching commitment to serve clients and stakeholders with
milestones such as:

 MThe
Elizar late 50s marked
Margallo BSBA 1H Security Bank’s branch expansion in various
MS. RALYN parts of
JAGUROS, MPM
Manila.
StudentFirst among our banking peers, the bank had more branches in the
Instructor
metropolis than any other bank in the country.
 The 60s was marked by the opening of the bank’s first provincial branch in
Angeles, Pampanga as a part of the bank’s goal of a broader, countrywide reach.
FIN 121

References:

1 https://www.google.com/imgres?imgurl=http%3A%2F%2Fwww.yugatech.com
%2Fwp-content%2Fuploads%2F2017%2F02%2Fsecurity-bank.jpg&imgrefurl=https
%3A%2F%2Fwww.yugatech.com%2Fnews%2Fsecurity-bank-responds-to-bdo-transfer-
fees
%2F&tbnid=DsMZYzs6FvQ7bM&vet=12ahUKEwjLw8DD7YjqAhWXBaYKHSNMBgEQMygB
egUIARCTAQ..i&docid=5_rfq90sXwO7fM&w=720&h=421&q=security%20bank%20corp
%20images&safe=active&ved=2ahUKEwjLw8DD7YjqAhWXBaYKHSNMBgEQMygBegUIA
RCTAQ
2 https://www.securitybank.com/about-us/history/
3 https://www.google.com/imgres?imgurl=https%3A%2F%2Fsec.report%2FDocument
%2F0001354488-08-001323%2Fexhibit991002.gif&imgrefurl=https%3A%2F
%2Fsec.report%2FDocument%2F0001354488-08-
001323%2F&tbnid=EiYcPeWqSwqhuM&vet=12ahUKEwjLw8DD7YjqAhWXBaYKHSNMBg
EQMyg6egQIARA8..i&docid=b92skq7ZStImRM&w=224&h=126&itg=1&q=security
%20bank%20corp
%20images&safe=active&ved=2ahUKEwjLw8DD7YjqAhWXBaYKHSNMBgEQMyg6egQIA
RA8
4 https://www.google.com/imgres?imgurl=https%3A%2F%2Fwww.bworldonline.com
%2Fwp-content%2Fuploads%2F2018%2F05%2Fsecurity-bank-logo-
300x300.png&imgrefurl=https%3A%2F%2Fwww.bworldonline.com%2Fcentral-bank-
nod-for-ltncds-drives-security-bank-stock
%2F&tbnid=Hno5UJb6k3AjoM&vet=12ahUKEwjLw8DD7YjqAhWXBaYKHSNMBgEQMygA
egUIARCRAQ..i&docid=QpVwWvaz_nE7DM&w=300&h=300&q=security%20bank
%20corp
%20images&safe=active&ved=2ahUKEwjLw8DD7YjqAhWXBaYKHSNMBgEQMygAegUIA
RCRAQ

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#8

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

Established in 1960, Rizal Development Bank started as a small development bank in the
humble province of Rizal. It received the Central Bank’s approval to operate as a
commercial bank in December 1962, and commenced operations under its present name
in January 1963. With the inauguration of its mother office at 219 Buendia Avenue (then
part of Rizal), RCBC officially became the first commercial bank to ever establish its head
office in that province.
Judging by its spontaneous growth from Manila to Mindanao, it can be said that RCBC
had a fruitful maiden year. It was already out of the red after less than two months of
operations, constantly propelled by its vision of joining the ranks of industry leaders;
building a strong and established brand among consumers; and delivering quality
service to clients as it provides the best returns to stockholders.
Further solidifying its growth was RCBC’s partnership with two foreign banks in the ’70s
— one in America, and the other in Japan. These critical collaborations were designed to
strengthen the bank’s international network. With such measures in place, the company
soon passed the P1 billion mark in total resources in 1973 and hit the P2 billion mark
three years later. The bank never stopped growing since.
Along with rapid expansion came a steady wave of oportunities from a wide range of
market segments. These integral growths were first felt in the consumer/retail segment,
middle income groups, locators in the export processing zones, corporate partners, and
the Filipino-Chinese market segment. RCBC also developed into one of the remittance
industry’s strongest players, thanks to its extensive presence that is further boosted by
its remittance subsidiaries and partners in North America, Europe and Hong Kong.
Set in Gold
Today, RCBC firmly holds its place among the five largest private domestic commercial
banks in the Philippines. From 2007 to 2010, its interest and non-interest income have
been growing at double-digit rates, triumphantly riding out the global economic crisis
with a 3.31 billion net income in 2009, a growth of 54 percent from 2008. For the first
quarter of 2010, it posted P975 million in net income, and its total consolidated
resources have reached a staggering 282.8 billion.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

Continuation…

Equally impressive to its performance is its strategically advantageous position at RCBC

Plaza, one of the most commanding, modern, and expansive buildings located at the
heart of the Makati Central District.
To continuously cover the diverse and constantly growing needs of the markets it
serves, the RCBC Group has invested in a series of financial subsidiaries that provide
investment banking services, wealth management and financial advisory, foreign
exchange brokerage, comprehensive remittance channels, credit card services,
microfinance/SMEs resources, electronic banking channels, and retail banking services,
among others.
RCBC’s product diversity is also enhanced by its exceptional adherence to service
excellence, which in turn is reinforced by strong investments in information technology.
Altogether, these provide a solid foundational platform for delivering even more
innovative offerings from one of the country’s top banking institutions.
Along with its thrift banking subsidiary RCBC Savings Bank, RCBC continues to boost its
network of over 350 branches nationwide. It has also begun to intensify its worldwide
remittance channels by being present in over 180 locations across Asia Pacific, The
Middle East, US, Canada, and Europe.
While it is these milestones and growing figures that have captured the attention of
many financial experts time and again, RCBC knows that the company’s true wealth lies
in its continuous commitment to serve the best interest of its customers. Proving that
there’s more to its riches than gold, the bank has put to heart its purpose of providing
professional and personalized services to clients, corporations, and other members of
the communities it serves. And this sense of duty, above anything else, sets RCBC’s 50
years of service in gold.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

VISION

BMAP aims to be a globally-respected association of experts in the

field of bank marketing.

MISSION

BMAP’s mission statement has the following components:

References:
1. We champion marketing in the banking industry.
2. We are recognized by the key associations in all programs
relating to marketing.
1 http://www.kathrivera.com/2017/07/rcbc-new-logo-and-tagline-launch.html
3. We are the voice of the banking industry on matters
2 https://en.wikipedia.org/wiki/Rizal_Commercial_Banking_Corporation
concerning customer interests.
3 https://www.rcbc.com/
4. We are committed to the development of our members as
4 https://www.bmap.net/about/
bank marketing experts through relevant programs and
interaction.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#9

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

DBP’s history can be traced back during the Commonwealth when the early
infrastructure for development financing was laid by the government.

1935 – The National Loan and Investment Board (NLIB) was created to coordinate and
manage government trust funds such as the Postal Savings Fund and the Teacher’s
Retirement Fund.

1939 – The Agricultural and Industrial Bank (AIB), which absorbed the functions of the
NLIB, was created and started to harness government resources until the outbreak of
war.

1947 – The government created the Rehabilitation Finance Corporation (RFC) under
R.A. No. 85 which absorbed the assets and took over the functions of the AIB. The RFC
provided credit facilities for the development of agriculture, commerce and industry and
the reconstruction of properties damaged by the war.

1958 – The RFC was reorganized into the Development Bank of the Philippines. The
change in corporate name marked the shift from rehabilitation to broader activities.

With an initial capital of P500 million subscribed by the government, the DBP expanded
its facilities and operations to accelerate national development efforts. This forward
thrust saw the establishment of a network of branches throughout the country. The DBP
tapped both foreign and local fund sources to complement its capital resources. Credits
were obtained directly from international financial institutions.

The DBP delivered to the economy substantial benefits in capital formation, employment
generation and increased revenues, particularly in the countryside. In the late seventies
and early eighties, however, its viability was undermined by an increasing number of
non-performing accounts following a period of economic difficulty.

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

Continuation…

1969 – Construction of the DBP Head Office Building which was completed in 1971.

1986 – Former President Corazon Aquino issued E.O. No. 81 which provided for the
1986 Revised Charter that called for a clean up of DBP’s books, staff reorganization and
infusion of initial operating budget. The rehabilitation program restored its financial
viability and DBP resumed lending operations.

With the transfer of non-performing assets together with liabilities in June 30, 1986 to
the National Government, the DBP implemented an institutional strengthening program
covering a thorough revision of the credit process and a training program for the
intensive implementation of new lending thrusts. The Bank likewise reopened its lending
windows for housing, agriculture, and small and medium scale industries.

1995 – The DBP was granted an expanded banking license and attained universal
banking status.

1998 – Former President Fidel V. Ramos signed R.A. 8523 amending DBP’s 1986
Charter. Among the major provisions incorporated in the new DBP Charter were the
increase of authorized capital stock from P5 billion to P35 billion, and the creation of the
position of President and CEO.

These developments paved the way for the pursuit of other activities that allowed the

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

References:

1 https://www.google.com/url?sa=i&url=http%3A%2F%2Fwww.dbp-leasing.gov.ph
%2F&psig=AOvVaw2Zdh2uPg0NgMY7DhfAtGAm&ust=1592486432214000&source=ima
ges&cd=vfe&ved=0CAMQjB1qFwoTCLjr-834iOoCFQAAAAAdAAAAABAD
2 https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.dbp.ph%2Fwp-
content%2Fuploads%2F2018%2F11%2FUpdated-Citizens-Charter-for-Credit-
Services.pdf&psig=AOvVaw2Zdh2uPg0NgMY7DhfAtGAm&ust=1592486432214000&sour
ce=images&cd=vfe&ved=0CAMQjB1qFwoTCLjr-834iOoCFQAAAAAdAAAAABAJ
3 https://www.google.com/url?sa=i&url=https%3A%2F%2Fen.wikipedia.org%2Fwiki
%2FDevelopment_Bank_of_the_Philippines&psig=AOvVaw2Zdh2uPg0NgMY7DhfAtGAm
&ust=1592486432214000&source=images&cd=vfe&ved=2ahUKEwj93oqy-
IjqAhVQwIsBHXgmDjoQr4kDegUIARCaAQ
4 https://www.dbp.ph/about-dbp/dbp-history/

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

#1
0

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

Union Bank of the Philippines (UBP) was incorporated on August 16, 1968 originally
known as Union Savings and Mortgage Bank and operates as a universal bank through
its universal banking license acquired in July 1992. The Company has undertaken two
bank mergers, first with International Corporate Bank in 1994 and then with
International Exchange Bank in 2006.

UBP offers a broad range of products and services, which include deposit and related
services; corporate and middle market lending; consumer finance loans such as
mortgage, auto loans and credit card; investment, treasury and capital market; trust and
fund management; wealth management; remittance; cash management and electronic
banking; and bancassurance.

On January 27, 2017, UBP and its subsidiary City Savings Bank, Inc. (CSBI) entered into
a bancassurance partnership with Insular Life Assurance Company, Ltd.

Apart from CSBI, UBP’s other active subsidiaries include Union Properties, Inc.; First
Union Direct Corporation; First Union Plans, Inc.; First Union Insurance and Financial
Agencies, Inc.; and First Agro-Industrial Rural Bank, Inc.

As of December 31, 2018, UBP has 433 branches and 389 automated teller machines
nationwide.

Source: The Company (2019)

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor
FIN 121

HISTORY

References:

1 https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.facebook.com
%2Funionbankph&psig=AOvVaw1KTxWAVl6yHMsoDf0XEY_q&ust=1592487176508000
&source=images&cd=vfe&ved=2ahUKEwjn6_6U-
4jqAhUK9pQKHaAdA8YQr4kDegUIARDMAQ
2 https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.kalibrr.com%2Fc
%2Funionbank-of-the-philippines
%2Fjobs&psig=AOvVaw1KTxWAVl6yHMsoDf0XEY_q&ust=1592487176508000&source=
images&cd=vfe&ved=0CAIQjRxqFwoTCKDqkuj7iOoCFQAAAAAdAAAAABAD
3 https://www.google.com/url?sa=i&url=https%3A%2F%2Ftribune.net.ph
%2Findex.php%2F2019%2F07%2F07%2Funionbank-partners-with-chinese-tech-firm
%2F&psig=AOvVaw1KTxWAVl6yHMsoDf0XEY_q&ust=1592487176508000&source=ima
ges&cd=vfe&ved=2ahUKEwjn6_6U-4jqAhUK9pQKHaAdA8YQr4kDegUIARDUAQ
4 https://edge.pse.com.ph/companyInformation/form.do?cmpy_id=167

Elizar M Margallo BSBA 1H MS. RALYN JAGUROS, MPM

Student Instructor