Please see attached file for the following data:

(1) Total Headcount (Regular and Contractual)

(2) Total Number of Employees by Employment Contract (Permanent and Contractual); By Gender

(3) Total Number of Employees by Employment Contract (Permanent and Temporary); By Region; By Gender

(4) Total Number of Employees by Employment Contract (Permanent and Temporary); By Gender; By Age Group

(5) Total Number of New Hires; By Region; By Gender; By Age Group

(6) Total Number of Separated Employees; By Region; By Gender, By Age Group

(7) Turnover Rate for 2020

TALENT ACQUISITION

Recruitment and Selection Process

The Recruitment, Selection and Placement (RSP) process of LANDBANK for its personnel is based on merit and fitness to ensure competent and efficient performance of duties and assumption of responsibilities in the position they will be appointed to. The RSP system endeavors to provide talent requirements of the Bank through strategic headcount management, employer branding efforts, targeted sourcing activities as well as values and competency-based assessments.

The Bank maximizes the use of the following sourcing channels while continuously exploring latest recruitment trends and strategies applicable to its operations:
1. LANDBANK Website Online Careers Page
2. Various Online Job Portals (i.e., Jobstreet Free Government Page, DOLE Philjobnet, LinkedIn)
3. CSC Publication of Vacant Positions
4. DOLE Public Employment Service Office (PESO)
5. LANDBANK Official Facebook Page
6. Academe partnerships and university recruitment
7. Institutional partnerships (i.e., PRC)
8. Employee referrals

As a Government Financial Institution (GFI), LANDBANK complies with the Fit and Proper Rule of the Bangko Sentral ng Pilipinas (BSP), Governance Commission for GOCCs (GCG) and other regulatory bodies on top of the Civil Service Commission’s (CSC) Omnibus Rules on Human Resource Appointments and Other HR Actions (OHRAORA).

Further, the Bank adheres to the Equal Employment Opportunity Principle (EEOP) in all its human resource systems without regard to race, color, religion, political belief or affiliation, gender, ethnicity, age, height, weight, disability or any other form of prejudicial and arbitrary classifications.

Selection for senior officer positions in LANDBANK are carried out with careful consideration of the CSC- approved Qualification Standards as well as the provisions prescribed under the Manual of Operations for Banks (MORB). Candidates for such positions are endorsed for hiring or promotion by the LANDBANK President and CEO and/or the respective Head of the Sector where the vacancy is identified.

The position and item number they are being considered for shall be posted in the Bank’s bulletin and published by the CSC for at least 10 days.

The necessary pre-employment examination (i.e., Executive Profiling exam) will be administered to identified candidates. Once the exam yields favorable results, the candidate will undergo series of interviews with the Head of Personnel Administration Department (PAD), Head/s of hiring unit, and Head of Human Resource Management Group (HRMG). If the series of interviews is favorable, the hiring unit will submit a proposal to PAD in which position validation will take place. The candidate will then be provided with the list of pre-employment requirements that must be submitted for the processing of their proposal, including a set of medical tests which the candidate must undergo as part of the Bank’s process in assessing candidates in accordance to the “fit and proper rule” issued by the regulatory bodies. PAD shall also process the request for the conduct of the person’s Background and Credit Investigation (BI/CI) as well as the assessment of his/her training requirements vis-à-vis the Bank’s Qualification Standards (QS) of the position.

Upon completion of all the necessary requirements such as the BI and CI report, training certification and medical clearance, the proposal of the candidate will then be subject for deliberation and evaluation of the Selection Board II (SB 2).

Once the SB II decides to favorably endorse the candidate, the proposal will be submitted by PAD to the Corporate Governance Committee (CGCom) and LANDBANK Board of Directors for approval. Approval from both authorities shall allow the candidate to assume duty on the first working day of the following month. In addition, for positions of Senior Vice President and up, MORB requires reporting to BSP, which PAD complies with within 20 banking days after the LANDBANK Board’s approval of the hiring.

TALENT DEVELOPMENT

Talent Development

Two years into a new vision and mission, LANDBANK remains steadfast to its mission of developing and nurturing its talents. Through its Organization Development Deparment (ODD), the Bank continually adapts to the evolving Learning and Development (L&D) needs of its talents. It provides equal opportunity for professional growth and advancement. Amidst the challenges brought by the pandemic, it has also been agile in providing alternative modes of learning.

Implementation of Competency Framework

As part of continuing review of the LANDBANK’s Competency Framework, our model that broadly defines the blueprint for excellent performance within the Bank, respective Subject Matter Experts enhanced the Position Competency Profiles (PCPs) through a series of workshops facilitated by the ODD. The PCPs contain the required knowledge and skills, both functional and leadership, as well as the proficiency level for positions in all Bank units.

The enhanced PCPs, as approved by the LANDBANK Board of Directors, have been incorporated in the Competency Framework and used in an online competency assessment aimed at determining the baseline competency level of the Bank. Competency gaps arising from the assessment will be communicated to Bank units for the identification of appropriate L&D interventions, following the 70-20-10 learning principle. These interventions shall be documented in a Competency-based Individual Development Plan, and will serve as inputs in the 2021 L&D Calendar.

In promoting the Bank’s core values, namely: Innovation, Accountability, Collaboration, Customer Focus, Excellence and Social Responsibility, institutional programs are continuously being implemented. Prior to and during the pandemic, all new hires attended a Values Integration Program, almost 900 participants (including new hires) for Take the L.E.A.D. in Customer Service, a program for Customer Focus, and 553 participants for Financial Literacy in support of Accountability.

Employee Learning and Development

As a precautionary measure against the COVID-19 transmission, the Bank implemented a number of alternative L&D methodologies and platforms in lieu of classroom or face-to-face trainings. Guidelines on participation to webinars or online courses were put into place. The LANDBANK e-Learning Access Portal (LEAP) was maximized in disseminating knowledge of general information. The culture of coaching and mentoring was strengthened with the supervisors providing On-the-Job Training on functional competencies while Managerial Coaching for leadership and supervisory competencies. Almost all employees were provided with L&D programs, most of whom had two or more.

Management approved the revisions and the Omnibus Guidelines on the Bank’s Management and Leadership Development Programs. In the Bank’s first virtual graduation, Batch 5 of the Branch Officers Development Program, with 37 participants, concluded on September 18, 2020. Batch 13 of the Leadership Development Program commenced on November 20, 2020, with 29 Heads of Units participating.
On GROWing NxtGen Leaders, the Bank’s Mentoring Program, the pandemic did not prevent the mentors and mentees in pursuing mentoring activities to realize their agreed objectives. Exemplifying leadership in times of adversity, mentors maximized technology to reach out to their mentees.

The Bank has been nominating officers and supervisors to the Senior Executives Class (SEC) and Middle Managers Class (MMC), scholarship programs under the Public Management Development Program being implemented by the Development Academy of the Philippines. SEC Batch 8 concluded in June 2020, with one of our scholars graduated as Class Valedictorian. On the other hand, MMC Batch 21 concluded in September 2020 with one of our scholars graduating with honors.

On Graduate Education Program (GEP), the Bank’s scholarship program, 111 employees obtained their graduate degrees. Of the 150 active scholars, 55 employees are awaiting graduation. The pilot batch of the in-house Master of Business Administration for non-supervisors is ongoing, with 35 participants.
To serve as an alternative delivery channel for L&D during the pandemic, ODD created Learning Curve, a public page, in Workplace by Facebook on April 27, 2020. A total of 227 infographics on behavioral, leadership and functional areas sourced from existing L&D presentation materials, publications, webinars and other online sources were posted.

COMPENSATION AND BENEFITS

Remuneration Policy

LANDBANK’s basic salary rates are aligned with the National Government’s Salary Standardization Law. The Bank pays salaries, allowances, benefits and incentives in accordance with the issuances from the National Government agencies such as the Office of the President of the Philippines Administrative/Executive Orders, Memorandum Circulars issued by the Department of Budget and Management (DBM), CSC, and GCG.

Remuneration Policy for Executive Officers/Senior Management

The Bank’s senior officers are entitled to monetary and non-monetary benefits, fringe benefits, incentives, recognition and rewards for met performance targets or goals. The compensation package consists of basic salaries, standard allowances, benefits and incentives like Personnel Economic and Relief Allowance, Clothing Allowance, Mid-Year Bonus, Year End Bonus and Cash Gift. Specific purpose allowances and benefits, i.e., Representation Allowance and Transportation Allowance (RATA), per diem, honoraria, etc., are also given to senior officers under specific conditions related to the actual performance of work at prescribed rates.

Awards and incentives are also granted to senior officers through the grant of the annual Performance Based Bonus (PBB), Productivity Enhancement Incentive (PEI), Collective Negotiation Agreement (CNA) Incentive, and Program on Awards and Incentives for Service Excellence (PRAISE) which are linked to organizational and individual performance.
LANDBANK’s Remuneration Policy likewise includes indirect compensation which are regulated under existing laws like the Bank’s share to GSIS, PhilHealth, Pag-IBIG, Provident Fund and various leave benefits authorized by the CSC.

PERFORMANCE MANAGEMENT

Performance Assessment Program

LANDBANK has established and implemented its own Strategic Performance Management System (SPMS), which ensures adherence to the principles of merit, fitness and equality and in which ratings are based on actual accomplishments and competencies to perform the duties and responsibilities of the position. The policy was adopted as reflected in the revised Implementing Guidelines via LBP Administrative Order No. 072, series of 2018, pursuant to CSC MC No. 6, series of 2012 and CSC Resolution No. 1200481. LANDBANK observes equal opportunity in rating employees regardless of gender, age, civil status, disability, religion, ethnicity, political affiliation, tenure or any prejudicial basis of classification. The basic elements present in the SPMS include alignment of performance goals to the organization’s performance scorecard and objectives, clear delineation of rater and ratee’s roles, and information system to support performance monitoring. The guidelines cover all full-time Bank officers and staff, whether permanent, temporary or co-terminus and all the Bank Units, subject to the full performance management cycle, which includes Performance Planning and Commitment, Performance Monitoring and Coaching, Performance Review and Evaluation, and Performance Rewarding and Development Planning.

EMPLOYEE SERVICES

Relief and Disaster Assistance (RDA) Program

In accordance with LBP Executive Order (EO) No. 028, Series of 2015, as amended by LBP EO No. 61, s. 2017, Guidelines on the Implementation of the Relief and Disaster Assistance (RDA) Program, a total of P7.91 million financial assistance was granted by the Bank through its Relief and Disaster Assistance Fund (RDAF) in 2020 to 956 personnel whose residential houses were damaged by various calamities and disasters, namely “Typhoon Ambo”, “Typhoon Quinta”, “Typhoon Rolly”, “Typhoon Ulysses”, Taal Volcano eruption, and different fire incidents during the said year.

In March 2020, the LANDBANK Board of Directors approved the expansion of the RDA Program in response to the effects of COVID-19 to the Bank’s workforce. Supplemental guidelines to the RDA Program was issued the following month aimed at providing Financial Assistance to the Bank’s employees, service company workers and other outsourced personnel (i.e., drivers, janitorial/maintenance personnel and security guards) in order to help alleviate the burden of the effects of the COVID-19 pandemic.

The RDA Program has been institutionalized since 1991 to alleviate the condition of eligible Bank personnel and other beneficiaries who are suffering from the effects of disasters/calamities. Under the said Program, qualified Bank personnel may be granted with Emergency Relief Assistance (ERA) to address the need for essential relief commodities (e.g., food packs and drinking water) and/or Financial Assistance (FA) to help beneficiaries in the repair of their residential house, which were damaged due to
calamities/disasters.

COLLECTIVE NEGOTIATION AGREEMENT

The Sixth Collective Negotiation Agreement (CNA) between the Management panel and the LBP Employees’ Association (LBPEA) panel had been adopted for period 2018 to 2020. The CNA embodies the intent and purpose of Management and employees to promote and improve industrial relations. The Agreement embodies the provisions relating to the engagement of efforts of the Bank and its employees in accomplishing performance targets and attaining efficiency through cost-cutting measures and systems improvement, as well as their commitment to adopt measures that promote productivity, efficiency and economy in the Bank’s operations and achievement of performance targets, as one of the requirements for the grant of the CNA Incentive. A new CNA was proposed by the LBPEA before the expiration of the Bank’s 6th CNA and negotiations are ongoing.

SUCCESSION POLICY

LANDBANK ensures the readiness of successors for critical positions in the Bank for the continuity of its business operations through succession planning.
The HRMG, in collaboration with the incumbents, conducts the Succession Planning following these processes: (a) identification of key positions in the organization; (b) determination of appropriate qualification and competency standards for these positions; (c) assessment of possible successors against the standards; (d) mapping of candidates in the succession pool; and (e) design and implementation of development programs to ensure and continuously monitor the readiness of potential successors to assume the functions and responsibilities of the position.

Programs aimed at developing a highly trained and qualified management pool such as the Management and Leadership Development Program (MLDP) and the GROWing NxtGen Leaders, the Bank’s Mentoring Program, are premier training programs which are geared to support the Bank’s succession planning effort.

RETIREMENT POLICY

LANDBANK’s Retirement Program is in compliance with the appropriate rules and regulations issued by various regulatory bodies. These regulations support lengthy tenures resulting in capable and experienced senior personnel who have dedicated their lives and career to LANDBANK’s mandate.
To improve overall work productivity, provide flexibility and retain key personnel, the Bank implements the retirement program for government employees as mandated by the

Government Service Insurance System (GSIS). The GSIS offers optional and mandatory retirement schemes covered by applicable retirement laws. This personnel movement across LANDBANK has encouraged the development and growth for its next set of leaders.