PHILIPPINE WOMENS UNIVERSITY

Career Development and Continuing Education Center

Sta. Cruz, Laguna















A NARRATIVE REPORT INON-THE-JOB TRAINING
AT

LAND BANK OF THE PHILIPPINES-CAPITOL BRANCH
STA. CRUZ, LAGUNA














Submitted by:


PAUL ALVIN M. BREGANZA


AUGUST 2013












PHILIPPINE WOMENS UNIVERSITY
VISION, MISSION,GOALS AND OBJECTIVES



VISION
Be the leader among the career development and continuing education
centers in the Philippines by the year 2014.


MISSION
PWU-CDCEC Sta. Cruz is an educational institution that produces
globally competitive graduates who are skillful, knowledgeable, and God-
fearing professionals through its competency based programs and higher
educational courses. It shall thrive in providing its personnel with a work
environment that will make them competent, conscientious and devoted to the
institution.

ABOUT PHILIPPINE WOMENS UNIVERSITY

The Philippine Women's University is a non-stock, non-profit, non-
sectarian educational institution that promotes Christian education and inter-
faith ecumenism in the character formation of our learners, with emphasis on
the PWU Core Values of spirituality and ethical professionalism, cultural
heritage and leadership in women's education, and professional
competencies for global citizenship toward sustainable development.









ACKNOWLEDGEMENT


First of all, I am grateful to The Almighty God for establishing me to
complete my narrative report in on-the-job training undertaken at Land Bank
of the Philippines Sta. Cruz Capitol Branch.

Secondly, I acknowledge Mr. Ian Sandoval for his sample report that is
being used as a basis of this narrative report. He truly helps to the
progression and smoothness of the project. Also, I would like to thank my
friends especially those who work together as interns at LBP Ms. Arlie Nica
San Isidro, Ms. Cherry Pamanian and Sarah E. Buensuceso for the co-
operation that is much indeed appreciated. I also place my sense of gratitude
to all whom, directly or indirectly, have lent their helping hand in this venture.

Finally, I take this opportunity for sincerely thanking my family for their
unceasing encouragement and support.








PAUL ALVIN M. BREGANZA
THE TRAINEE



DEDICATION














Todays preparation determines tomorrows achievement


This narrative report is dedicated to my parents, who first taught me
the value of education and critical taught.



TABLE OF CONTENTS
Page

Title Page i

Vision, Mission, Goals and Objectives ii

Acknowledgement iii

Dedication iv

Table of Contents v


CHAPTER

1 INTRODUCTION


2 COMPANY PROFILE/HISTORY

Historical Background of the Company
Vision/Mission/Objectives of the Company


3 ORGANIZATIONAL STRUCTURE

Organizational Chart of the Company
Personnel In-Charge and Designation


4 DUTIES AND RESPONSIBILITIES

Timetable
Areas of Training
Function and Duties of Trainees
List of References in the Company Library


5 TASK REPORT

Advised to Future Student-Trainee


6 APPENDICES

Appendix A. Resume
Appendix B. Parents Waiver and Consent
Appendix C. Certification of Completion
Appendix D. Evaluation Sheet for OJT
Appendix E. Daily Time Record
Appendix F. Company Location Map
Appendix G. OJT Photos










Chapter 1


INTRODUCTION


On the jobtraining (OJT) is jobtraining that occurs in the work place.
The new employee learns the job while doing the job and while earning his or
her pay check. On the jobtraining is also called hands on training. On the
jobtraining has many advantages, but it can also have a few disadvantages if
the OJT is not properly planned and executed.
The goal of the OJT program is to place participants in occupations
that will enhance their prospects for long-term employment and will ultimately
permit them to become self-sufficient. OJT involves the acquisition of specific
skills and employment competencies, through exposure in an actual work
setting, to the processes, work tasks, tools and methods of a specific job or
group of jobs.
It is the responsibility of supervisors and managers to utilize available
resources to train, qualify, and develop their employees. On-the-job training
(OJT) is one of the best training methods because it is planned, organized,
and conducted at the employee's worksite. OJT will generally be the primary
method used for broadening employee skills and increasing productivity. It is
particularly appropriate for developing proficiency skills unique to an
employee's job - especially jobs that are relatively easy to learn and require
locally-owned equipment and facilities.
One major drawback of on the jobtraining can be finding the right time
for it. The person responsible for giving and evaluating the training has to be
sure that his or her other job responsibilities are being met. Another
disadvantage of OJT is that it can be difficult to find the right person to



conduct it. The person doing the training must have the knowledge and skills
with the same equipment that the learner will be working with. Care must also
be given not to pass on sloppy work habits or unintentionally teach irrelevant
or inefficient work methods to the new worker/learner.
If these disadvantages are eliminated, however, on the jobtraining can
be beneficial for both the company and the new employee. OJT can be cost-
effective for the business since a separate training program isn't required and
the training is part of the actual work shifts. No extra equipment is needed as
the new worker learns on the equipment needed for the job anyway. On the
jobtraining often works out really well for the new employee since traditional
training periods tend to have a training allowance that may be lower than the
regular pay scale for the job.
The Philippine Womens University supports the on-the-job training
programs of the Bachelor of Science in Information Technology to uplift the
morale, productivity and professionalism of the aspiring employees.















Chapter 2


COMPANY PROFILE/HISTORY

Historical Background of the Company

1. Republic Act 3844 (Agricultural Land Reform Code) - 8 August 1963
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 4 Members:
including the Head of Land Authority (now Dept. of
Agrarian Reform)
one member elected by the holder of preferred shares
Under the supervision of the BangkoSentralngPilipinas (BSP);
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





2. Adoption of By-Laws and Creation of Board of Trustees
Adopted the by-laws, established the first organizational chart and
manual of operations in 1965;
Formed the Board of Trustees with the Secretary of Finance as
chairman in 1966


3. Presidential Decree 27 (Tenant Emancipation Act) - 21 October 1972
Emancipation of tenant-farmers of private agricultural lands devoted to
rice and corn under a system of share-crop or lease-tenancy, whether
classified as landed estate or not;
Value of land transferred to tenant-farmers at 2 1/2 times the average
Harvest of 3 normal crop years immediately preceding the
promulgation of PD 27;
LBP to collect 15-year land amortizations from beneficiaries for the
cost of the land plus 6% interest per annum


4. Presidential Decree 251 (Revitalizing LANDBANK) - 21 July 1973
Because LBP was deficient and inadequate both in capitalization and
in organization structure to meet the implementation requirements of
agrarian reform, the Bank was revitalized;
Granted universal or expanded commercial banking powers to LBP
and established LBP as the universal bank with a social mission of
spurring countryside development;
o to cross-subsidize agrarian land transfer and loans to small
farmers and fisherfolk;



Expanded LBP's powers to include lending to agricultural, industrial,
home-building or home-financing projects and other productive
enterprises;
o to ensure LBP's financial stability and sustainability;
Empowered LBP to grant loans to farmers cooperatives/associations to
facilitate production, marketing of crops and acquisition of essential
commodities;
LBP mandated to provide timely and adequate support in all phases
involved in the execution of agrarian reform;
Increased authorized capitalization to 3 billion Php ;
Increased the members of the Board of Directors to seven (7):
o Chairman - Secretary of Finance
o Vice-Chairman - LBP President
o Members (Ex-Officio) - Secretary of Agrarian Reform
- Secretary of Labor -
o Three Members - elected annually
Exempted from all national, provincial, municipal & city taxes and
assessments


5. Reorganization - 1977
LBP formed three major sectors - Agrarian, Banking and Operations to
strengthen operations and ensure long-term viability

6. Executive Order 816 (Transfer of ACA to LBP) - 8 July 1982
To adopt an integrated approach in the provision of financial
assistance to AR farmer-beneficiaries a single institution is preferred;



ACA was abolished and its functions (loans to small farmers) were
transferred to LBP

7. Executive Order 229 (CARL) - 22 July 1987
Created the Presidential Agrarian Reform Council (PARC) as the
highest policy-making and coordinating body of the Comprehensive
Agrarian Reform Program (CARP) to ensure timely and effective
delivery of the necessary support services;
Established the Agrarian Reform Fund (ARF) with an interim amount of
50 Php billion to cover the financing requirements of CARP with
appropriations coming from the proceeds of the Asset Privatization
Trust and the Presidential Commission on Good Government;
FBs to pay for lands acquired and redistributed by the government in
30 equal annual amortizations at 6% p.a. with the first payment due
one year after resale (annual amortization should not exceed 10% of
the land's annual value of gross production);
LBP to provide assistance to landowners through:
o investment information and counselling assistance
o conversion and/or exchange of LBP Agrarian Reform bonds
to/from government stocks with government assets
o marketing of LBP Agrarian Reform bonds

8. Republic Act 6657 (CARL) - 10 June 1988
Broadened the coverage of agrarian reform to include all public and
private agricultural lands including other lands of the public domain
suitable for agriculture;



Payment to landowners at 25% to 35% cash and the balance in 10-
year Agrarian Reform bonds with a yield of 91-day T-bills;
Authorized LBP to collect from the FBs payment for lands awarded
to them in 30 annual amortizations at 6% per annum;
Established LBP as the financial intermediary of the CARP


9. Executive Order 405 (CARP Land Valuation)- 14 June 1990
Transferred the primary responsibility of determining land valuation
and compensation for all lands covered under CARP from the DAR to
the LBP;
Accelerated and streamlined certain procedures in land valuation and
compensation;
LBP created regional Land Valuation and Landowners Compensation
Offices (LVOs) to carry out land valuation and compensation


10. Republic Act 7907 (Amended LBP Charter) - 23 February 1995
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

11. Executive Order 267 (CARL) - 25 July 1995
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)


12. Increase of Authorized Capital - 25 August 1998
Authorized capitalization increased to 25 billion Php by the Department
of Finance and the President of the Philippines













Vision/Mission/Objectives of the Company

VISION
LANDBANK shall be 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, fisherfolk and the other 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.
LANDBANKis committed to improving the lives of all its stakeholders and
working with them to lead the country to economic prosperity.














Chapter 3


ORGANIZATIONAL STRUCTURE

Organizational Chart of the Company



























Personnel In-Charge and Designation
Marina P. Dela Rosa - Department Manager
Maria Irma P. Ramos - Assistant Department
Manager

Leila P. Cabuloy - Operations Supervisor
Elsa C. Perez - Operations Specialist- DE
Catherine F. Feliciano - Customer Associate
Executive Assistant
Carmela M. Sacdalan - Salary Loan Bookkeeper

Ricky F. Bendaa - Customer Associate
Bank Teller
Rizza B. Tuiza - Customer Associate
Bank Teller
Roderic D. Ariate - Customer Associate
Bank Teller
Leah O. Coroza - Customer Associate NAC
Jocelyn M. Mitra - Customer Associate
Clearing Assistant
Carlito C. Cabrega - Customer Associate
Bookkeeper
















Chapter 4


DUTIES AND RESPONSIBILITIES

TIMETABLE
A timetable or schedule is an organized list, usually set out in tabular
form, providing information about a series of arranged events: in particular,
the time at which it is planned these events will take place.

Table 1.The Weekly Agenda of the Student Trainee.

DAY TIME JOB DESCRIPTION


Monday

8:00-8:30

We have our Morning Prayer


12:00-1:00


L U N C H T I M E

4:00-5:00


Encoding and Printing of
PhilHealth (Abstract of Daily
Collections)
Arranging BIR Collection
(Ascending)
Writing downDeposit Check
Arranging BIR tax payment




Tuesday

8:00-12:00


We have our Morning Prayer
Making an SSS receipt

12:00-1:00

L U N C H T I M E

4:00-5:00



Encoding and Printing of
PhilHealth (Abstract of Daily
Collections)
Encoding and Printing of
SSS (Abstract of Daily
Collections)
Arranging BIR Collection
(Ascending)
Writing down Deposit Check
Arranging BIR tax payment





Wednesday

8:00-8:30

We have our Morning Prayer


12:00-1:00


L U N C H T I M E

4:00-5:00


Encoding and Printing of
PhilHealth (Abstract of Daily
Collections)
Arranging BIR Collection
(Ascending)
Writing down Deposit Check
Arranging BIR tax payment


Thursday


8:00-12:00


We have our Morning Prayer
Making an SSS receipt

12:00-1:00

L U N C H T I M E

4:00-5:00


Encoding and Printing of
PhilHealth (Abstract of Daily
Collections)
Encoding and Printing of
SSS (Abstract of Daily
Collections)
Arranging BIR Collection
(Ascending)
Writing down Deposit Check
Arranging BIR tax payment


Friday

8:00-8:30

We have our Morning Prayer


12:00-1:00


L U N C H T I M E

4030-5:00


Encoding and Printing of
PhilHealth (Abstract of Daily
Collections)
Arranging BIR Collection
(Ascending)
Writing down Deposit Check
Arranging BIR tax payment


Saturday

O P T I O N A L

O P T I O N A L



Areas of Training
Type the information here.


Function and Duties of Trainees

Type the information here.




List of References in the Company Library
The table below shows the available manual or handbook as
references of individual employee pertaining to the policies and guidelines set
forth by the organization.

Table 2.Company Library References.
Company References Description






































Chapter 5


TASK REPORT


In this chapter, the student trainee comprehensively self-assessed the
additional knowledge and skills achieved during the training program.

Achievements

a. Skills and Current Technology Learned/Enforced

Type the information here.


b. Equipment, Machinery, Testing Apparatus, etc.Handled

Type the information here.


c. Strong Points Versus Weak Points

Type the information here.


d. Best Experience on the J ob

Type the information here.


e. Evidence of Background Preparation

Type the information here.


Faults
a. Causes

Type the information here.


b. Suggested Solutions

Type the information here.



Personal Relations: Integration with the CompanyPersonnel

Type the information here.





Attendance and Punctuality

Type the information here.


Interest and Commitment

Type the information here.


Advised to Future Student-Trainee


The OJT program may just be a phase in your life. But regardless of
how short your time may be at your chosen company or firm, its best to make
the most out of it. After all, you may learn some of the best skills needed to
survive the workplace in here! So, itll not only mean good, but appropriate, to
pay the right respect and dues to your employers. These are my sweet
suggestions, so that you can have a sweet OJT life:

Alarm Clock -When you are not used to waking up early in the morning,
be sure to set your alarm clock. If you move slowly, you can set your
alarm clock 30 minutes or an hour before you expect to leave the house.
Always check if you set the time right because you might have
exchanged AM to PM.
Move Fast! - Always be in a hurry. Do not relax because time flies by
so fast without you noticing it.
Be Honest - It is important to be honest and loyal to the people you
look up to. When you show your boss that you are sincere and loyal,
then you will be viewed as someone who will stand with the company
under any circumstance. Your boss will surely trust you with your works
and your actions once you showed them your honesty.



Be Nice -Always greet your officemates. A simple Hi will do. When you
meet your boss or officemates outside of the office, dont be shy to
greet them.
Be Optimistic - In every challenge that you will experience, always be
optimistic. There might be disappointments along the way but keeping
your head up will always help you move forward.
Be confident and stand out - Give your best in everything that you do
and show your capabilities because in that way you will be recognized
and you will discover a lot about yourself even more.
Be Happy - When your boss gives you tons of work to do, do not stress
yourself. Be happy and find the good thing in what you are doing. Just
have fun and soonyoull be able to finish everything without even
noticing it.

OJT is more than what it means. Its the set of training, learning and the
most important ingredients of all, the experience. Just like what a famous
quote says, Experience is the best teacher. And nothing compares to the
knowledge that it can give to us. It may be hard at first, but once we learn to
appreciate and love what were doing, it became easier and easier every day.




















CHAPTER 6





APPENDICES










APPENDIX A
Resume























APPENDIX B
EndorsementLetter











APPENDIX C
Parents Waiver and
Consent









APPENDIX D
Certificate of
Completion









APPENDIX E
Evaluation Sheet
for OJT









APPENDIX F
Daily Time Records












APPENDIX G
Location Map
-LAND BANK OF THE PHILIPPINES
LEGEND








APPENDIX H
OJT Photos


































































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