Geriel I.

Fajardo

Banking Financial Institution

1. The required bank capitalization per bank category and location

Amended Minimum Capital Requirements for Banks

Existing Minimum Revised Minimum

Bank Category/Network Size
Capitalization Capitalization
Universal Banks P      4.95 billion2/  

 Head Office only P    3.00 billion

 Up to 10 branches 1/ 6.00 billion
 11 to 100 branches1/ 15.00 billion
 More than 100 branches1/ 20.00 billion

Commercial Banks 2.40 billion2/  

 Head Office only 2.00 billion

 Up to 10 branches1/ 4.00 billion
 11 to 100 branches1/ 10.00 billion
 More than 100 branches1/ 15.00 billion

Thrift Banks    
Head Office in:    

 Metro Manila 1.00 billion2/

 Cebu and Davao cities 500 million2/
 Other Areas 250 million2/

Head Office in the National Capital Region (NCR)  

 Head Office only 500 million

 Up to 10 branches1/ 750 million
 11 to 50 branches1/ 1.00 billion
 More than 50 branches1/ 2.00 billion

Head Office in All Other Areas Outside NCR    

 Head Office only 200 million

 Up to 10 branches1/ 300 million
 11 to 50 branches1/ 400 million
 More than 50 branches1/ 800 million

Rural and Cooperative Banks    

Head Office in:    

 Metro Manila 100 million2/

 Cebu and Davao cities 50 million2/
  Other cities 25 million2/
 1st to 4th class municipalities 10 million2/
 5th to 6th class municipalities 5 million2/

Head Office in NCR    

 Head Office only 50 million

 Up to 10 branches1/ 75 million
 11 to 50 branches1/ 100 million
 More than 50 branches1/ 200 million

Head Office in All Other Areas Outside NCR (All Cities up to    

3rd Class Municipalities)

 Head Office only 20 million

 Up to 10 branches1/ 30 million
 11 to 50 branches1/ 40 million
 More than 50 branches1/ 80 million

Head Office in All Other Areas Outside NCR (4th to 6th Class    
Municipalities)

 Head Office only 10 million

 Up to 10 branches1/ 15 million
 11 to 50 branches1/ 20 million
 More than 50 branches1/ 40 million

2. Summary History of

a.BSP=Banko Sentral ng Pilipinas- who is the current BSP Governor?

BENJAMIN E. DIOKNO is the current governor of BSP

1900 Act No. 52 was passed by the First Philippine Commission placing all banks under the Bureau of
Treasury. The Insular Treasurer was authorized to supervise and examine banks and banking
activities.
February 1929 The Bureau of Banking under the Department of Finance took over the task of banking
supervision.
1939 A bill establishing a central bank was drafted by Secretary of Finance Manuel Roxas and
approved by the Philippine Legislature. However, the bill was returned by the US government,
without action, to the Commonwealth Government.
 
1946 A joint Philippine-American Finance Commission was created to study the Philippine currency
and banking system. The Commission recommended the reform of the monetary system, the
formation of a central bank and the regulation of money and credit.The charter of the Central
Bank of Guatemala was chosen as the model of the proposed central bank charter.
 
August 1947 A Central Bank Council was formed to review the Commission’s report and prepare the
necessary legislation for implementation.
 
February 1948 President Manuel Roxas submitted to Congress a bill “Establishing the Central Bank of the
Philippines, defining its powers in the administration of the monetary and banking system,
  amending pertinent provisions of the Administrative Code with respect to the currency and the
Bureau of Banking, and for other purposes.
 
15 June 1948 The bill was signed into law as Republic Act No. 265 (The Central Bank Act) by President Elpidio
Quirino.
   
3 January 1949 The Central Bank of the Philippines (CBP) was inaugurated and formally opened with Hon.
Miguel Cuaderno, Sr. as the first governor.

The broad policy objectives contained in RA No. 265 guided the CBP in the implementation of its
duties and responsibilities, particularly in relation to the promotion of economic development in
addition to the maintenance of internal and external monetary stability.
   
November 1972 RA No. 265 was amended by Presidential Decree No. 72 to make the CBP more responsive to
changing economic conditions.

PD No. 72 emphasized the maintenance of domestic and international monetary stability as the
primary objective of the CBP. Moreover, the CBP’s authority was expanded to include not only
the supervision of the banking system but also the regulation of the entire financial system.
   
January 1981 Further amendments were made with the issuance of PD No. 1771 to improve and strengthen
the financial system, among which was the increase in the capitalization of the CBP from P10
million to P10 billion.
   
1986 Executive Order No. 16 amended the Monetary Board membership to promote greater
harmony and coordination of government monetary and fiscal policies.
 
3 July 1993 Republic Act No. 7653 was passed establishing the Bangko Sentral ng Pilipinas (BSP), replacing
CBP as the country's central monetary authority.
 
14 February 2019 Republic Act No. 11211 was passed amending RA No. 7653. The charter amendments bolster
the capability of the BSP to safeguard price stability and financial system stability.

B. ADB=Asian development Bank- Who is the current ADB president?

Masatsugu Asakawa Is the current President of ADB

ADB was conceived in the early 1960s as a financial institution that would be Asian in character and foster economic growth
and cooperation in one of the poorest regions in the world.

A resolution passed at the first Ministerial Conference on Asian Economic Cooperation held by the United Nations Economic
Commission for Asia and the Far East in 1963 set that vision on the way to becoming reality.

The Philippines capital of Manila was chosen to host the new institution, which opened on 19 December 1966, with 31
members that came together to serve a predominantly agricultural region. Takeshi Watanabe was ADB's first President.

During the 1960s, ADB focused much of its assistance on food production and rural development.

1970s

When the world suffered its first oil price shock, ADB increased its support for energy projects, especially those promoting the
development of domestic energy sources in member countries.
Cofinancing operations, in which ADB manages the funds of other organizations, began to provide additional resources for ADB
projects and programs. ADB’s first bond issue in Asia—worth $16.7 million and issued in Japan—took place in 1970.

A major landmark was the establishment in 1974 of the Asian Development Fund to provide low-interest loans to ADB's poorest
members.

By the end of the decade, some Asian economies had improved considerably and no longer needed ADB's assistance.

1980s

In the wake of the second oil crisis, ADB continued its support to infrastructure development, particularly energy projects. ADB
also increased its support to social infrastructure, including projects involving microfinance, the environment, education, urban
planning, health issues, and helping women and girls.

In 1982, ADB opened its first field office—in Bangladesh—to bring operations closer to the people in need. Later in the decade,
ADB began working with nongovernment organizations to help disadvantaged groups.

1990s

In 1995, ADB became the first multilateral organization to have a Board-approved governance policy to ensure that
development assistance fully benefits the poor. Policies on involuntary resettlement and indigenous peoples were also put in
place.

ADB's membership continued to expand with the addition of several Central Asian countries following the end of the Cold War.

In mid-1997, a severe financial crisis hit the region, setting back Asia's economic gains. ADB responded with projects and
programs to strengthen financial sectors and create social safety nets for the poor. ADB approved its largest single loan—a $4
billion emergency loan to the Republic of Korea—and established the Asian Currency Crisis Support Facility to accelerate
assistance.

In 1999—recognizing that economic development was bypassing many people in the region—ADB adopted poverty reduction
as its overarching goal.

2000s

With the new century, ADB focused on helping its member countries achieve the Millennium Development Goals.

In 2003, the severe acute respiratory syndrome (SARS) epidemic hit the region, making it clear that fighting infectious diseases
requires regional cooperation. ADB began providing support at national and regional levels to help countries more effectively
respond to avian influenza and the growing threat of HIV/AIDS.

ADB also had to respond to unprecedented natural disasters, committing more than $850 million for recovery in areas of India,
Indonesia, Maldives, and Sri Lanka hit by the December 2004 Asian tsunami. In addition, a $1 billion line of assistance to help
victims of the October 2005 earthquake in Pakistan was set up.

In 2009, ADB's Board of Governors agreed to triple ADB's capital base from $55 billion to $165 billion, giving it more resources
to respond to the global economic crisis.

While the speed and strength of its economic recovery surprised many, the region still faced daunting challenges and remained
home to two thirds of the world’s poor and a growing problem of inequality. This increasing gap between the rich and poor
focused ADB on the need to promote inclusive growth in the region.

In response to reforms initiated by the Government of Myanmar, ADB resumed operations in the country. In April 2014, ADB
established offices in Nay Pyi Taw and Yangon.

In May 2014, plans were announced to combine the lending operations of ADB’s two main funds, the Asian Development Fund
and its ordinary capital resources. The merger will boost ADB’s total annual lending and grant approvals to as high as $20 billion
—50% more than the current level when it takes effect in January 2017.
As the era of the Millennium Development Goals (MDGs) draws to a close, the results have been mixed. While ADB’s work has
contributed to Asia and the Pacific slashing extreme poverty by more than half, the region is still home to 1.2 billion people who
live on $3.10 a day or less and almost three-quarters of the world’s underweight children. About 600 million people have no
access to electricity and 1.7 billion still lack improved sanitation. A huge amount of work still must be done with the new
Sustainable Development Goals as important guideposts.

c.IMF= International Monetary Fund- who is the current managing director?

Kristalina Georgieva is the current Managing Director of IMF

Cooperation and reconstruction (1944–71)

As the Second World War ends, the job of rebuilding national economies begins. The IMF is charged with overseeing the
international monetary system to ensure exchange rate stability and encouraging members to eliminate exchange restrictions
that hinder trade.

The end of the Bretton Woods System (1972–81)

After the system of fixed exchange rates collapses in 1971, countries are free to choose their exchange arrangement. Oil shocks
occur in 1973–74 and 1979, and the IMF steps in to help countries deal with the consequences.

Debt and painful reforms (1982–89)

The oil shocks lead to an international debt crisis, and the IMF assists in coordinating the global response.

Societal Change for Eastern Europe and Asian Upheaval (1990–2004)

The IMF plays a central role in helping the countries of the former Soviet bloc transition from central planning to market-driven
economies.

Globalization and the Crisis (2005 - present)

The implications of the continued rise of capital flows for economic policy and the stability of the international financial system
are still not entirely clear. The current credit crisis and the food and oil price shock are clear signs that new challenges for the
IMF are waiting just around the corner.

d. WD= World Bank-Who is the current WB president?

David Malpass is the current president of World Bank.

1970's

The World Bank Group (WBG) first began to interact with civil society in the 1970s through dialogue with non-governmental
organizations (NGOs) around environmental concerns related to WBG-financed projects. The WBG responded to the growing
criticism by initiating policy dialogue, adopting policies on participation, hiring civil society liaison officers, and promoting
operational collaboration.

1980's

In 1982, leading international NGOs and the WBG established the “NGO-World Bank Committee” which held annual high-level
dialogue meetings on WBG policies, programs, and projects. Many of the reform policies adopted by the WBG over the past
three decades – social and environmental safeguards, debt relief, and information disclosure – were proposed and discussed
during the NGO – World Bank Committee meetings.

1990's

The breadth and quality of WBG – civil society relations began to intensify in the mid-1990s when participation action plans
were adopted at the regional level and civil society specialists were hired to work in over 80 WBG offices worldwide. Since that
time, there has been a significant increase in the level of interaction and collaboration between the WBG and a broad range of
CSOs worldwide including, community groups, NGOs, labor unions, faith-based organizations, and foundations.
2010's

The WBG adopted a new institution-wide strategy in 2013 which prioritizes the twin goals of ending extreme poverty by 2030
and boosting shared prosperity in a sustainable and inclusive manner. As part of this effort, the Bank developed a Strategic
Framework for Mainstreaming Citizen Engagement in World Bank Group-Supported Operations which is expected to further
improve relations with civil society and provide greater opportunities for engagement around the Systematic Country
Diagnostic (SCD), Country Partnership Framework (CPF), and the Bank’s project portfolio. The new WBG Strategy and Citizens
Engagement Framework is providing the Bank and CSOs with many opportunities to find synergies and collaborate on public
campaigns and education efforts.

The WBG has also encouraged greater operational collaboration with CSOs through their involvement in Bank-financed projects
at the country level. CSO involvement climbed from 21 percent of the total number of projects financed in fiscal year 1990 to an
estimated 82 percent in fiscal year 2012.

Today, civil society has become an increasingly important stakeholder influencing WBG policies, participating in Bank-financed
operations, receiving grant funding, and serving in decision-making bodies. The WBG undertakes global and comprehensive
consultations with CSOs on proposed global policies such as the governance, access to information, performance standards.