Lipa Campus

ON-THE-JOB TRAINING NARRATIVE REPORT

OCTOBER 18, 2023 – DECEMBER 18, 2023

Prepared by:
MICHAEL G. MANALO
20-39211
BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING

Prepared to:
Assoc. Prof. RODERICK A. CABAEL
OJT Coordinator

DECEMBER 20, 2023

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Contents

I. Introduction

On The Job Training is a way of teaching the students the usual work being performed in the

course they are inclined. It is a form of training that the students undergo to experience the world of

professionals. It is a way to practice them to be aware on the field that they have chosen. It enhances

the abilities of the trainees by being able to apply their learned skills from school to a certain company

related to their chosen career. OJT is very helpful as it practices the trainees to become a competitive

worker in the future.

The company where the students undergo their training serves as their ground of learning as it

gives a chance to the trainees to see the actual cycle that is happening inside a company. As the student

enters their training grounds, they should know the rules implemented inside the company since this

new environment prepares them to become a professional. The things that they learn inside the

company can be a great help on their career and this training can enhance not just the ability of the

student to do a task but also to communicate to their co-workers. This OJT will help them to improve

their weakness and use their strength to finish a task that was given to them.

Training supervisors guide the students on its OJT inside the company. The role of the trainer is a

big part in completing the students experience in their On-the-Job Training. They can teach the trainees

how to work as a professional since they were experienced workers. The help of the mentor to the

students will motivate them since they are new in this environment.

On the Job Training is very useful as it gives the students the opportunity to excel on their chosen field

and it let them experience a new environment. This practicum experience is a way on how they can

grow and improve their knowledge in their course.

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II. Company Profile

The Batangas II Electric Cooperative, Inc.

(BATELEC II) is one of the two (2) Electric

Cooperatives that distribute electricity to Batangas

province with its principal office at Antipolo del

Norte, Lipa City. It was organized and was duly

registered with the National

Electrification Administration (NEA) on August

12, 1977.

It had an initial capital of P28 million obtained as loan from NEA for purposes of

providing electric service to both urban and rural areas. NEA subsequently granted

BATELEC II a provisional franchise in the municipalities of San Juan, Taysan, Lobo,

Rosario, Mabini/Tingloy, Bauan, San Pascual, Ibaan, Alitagtag, Cuenca, San Jose and

Batangas City duly represented by its Incorporators, Mr. Conrado S. Quijano, Mr.Isidro

P. Sulit Jr., Dr. Reynaldo S. Carandang, Mr. Sulficio F. Frago, Mr. Simeon C. Dolor,

Mr. Antonio D. Cruzat, Mrs. Lourdes C. Bulanhagui, Atty. Emilio P. Piñero, Dra.

Maxima R. Recto, Mrs. Wilma S. Cuevas, Atty. Simeon T. Agbing and Mr. Flaviano

E. Villena, respectively.

BATELEC II started its operations on April 24, 1978 in the municipalities of

Rosario, Cuenca, Alitagtag, San Jose and San Juan after the right to operate had been

bought by the Cooperative from the private owners. BATELEC II then began its

activities towards the attainment of the thrust of Rural Electrification, that is the total

electrification of its coverage area. The task force construction supported by NEA

personnel and assistance from different Electric Cooperatives paved the way to the

electrification of Lobo on May 9,1978 which is marked to be the Coop's first

energization.

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After two years of operation, finally, on May 28, 1980, the National

Electrification Administration granted BATELEC II a permanent franchise for a period

of 50 years in the City of Batangas, and municipalities of Mabini, Bauan, San Pascual, Ibaan,

Rosario, San Juan, Taysan, Lobo and Tingloy. Although BATELEC II has the right to operate on areas

of Bauan, San Pascual, Ibaan and Batangas City, these were energized by privately - owned -

operated electric system. On the same year, because of the extensive area coverage,

BATELEC III, another Electric Cooperative was organized to operate in the

municipalities of Tanauan, Malvar,Balete, Laurel, Talisay, Mataas na Kahoy, Padre Garcia and

Lipa City. However, the Coop since its organization and registration with NEA did not

operate because it was placed under the administration and operational control of

BATELEC II. BATELEC III, had its own set of BOD but who were in-active until

BATELEC III was merged to BATELEC II:

NAME NATIONALITY ADDRESS

1. Mrs. Estelita C. Vergara Filipino Alitagtag, Batangas

2. Atty. Simon T. Agbing Filipino San Jose, Batangas

3. Maj. Eliseo L. Camaganan Filipino LipaCity, Batangas

4. Atty. Carlos B. Estole Filipino Padre Garcia, B

5. Mr. Juanito Latayan Filipino Balete, Batangas

6. Mr. Rodelo L. Cosico Filipino Malvar, Batanga

7. Col. Isidro C. Vill Filipino Tanauan Batangas

8. Mr. Ruben V. Calinisan Sr Filipino Laurel, Batangas

BATELEC III was officially merged with BATELEC II on 1989, thereby placing

the entire coverage area of BATELEC III under BATELEC II.

True to its commitment of providing electric service, far flung areas, mountainous

terrain, lakes, rugged roads and the like have not caused discouragement to BATELEC

II from carrying out the Rural Electrification Program.

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Tingloy, Maricaban Island was energized in 1982 using gasifier for power

generation, which made use of charcoal in its operation. In 1986, the gasifier was

replaced by a gasoline engine since the past operations proved that the use of charcoal

was not feasible. After a couple of years, the gasoline engine was replaced by a

diesel engine.

A special project utilizing solar energy in producing electricity was piloted in Isla

Verde. The Verde Island Solar Power Association was organized through the assistance

of NEA, which operates the same manner as Barangay Power Association (BAPA).

To strengthen the member-consumers' individual involvement in the Cooperative's

undertakings and to enhance the spirit of Cooperativism among member-consumers,

the Barangay Power Association was launched.

Over the past years of its operations embracing the Government's Rural

Electrification Program, 100%of its municipalities and 100% of Barangays were

energized. The total house connections increased to288,337 in which 42,241 are from

BAPA (as of September 2016) as compared to 23,605 of 1980. BATELECII has also

organized 658 Barangay Power Associations, however the BOD and Management are

now on the intensive analysis of taking over some of the feasible BAPA considering

that they are cognizant on the admirable sacrifices of BAPA officers in managing their

associations.

The coop's operation is not focused solely on technical improvement. Its

relationship with the member-consumers is likewise one of its primary

concerns. Various projects and programs were launched and supported by the Coop

namely: Outreach Program for victims of calamities; House wiring Loan Program to

aid financially handicapped consumers who want to avail of electric service; Coops

Electrification Program beneficiaries of which are the Bigain San Jose, Cuenca and

Taysan School; Sponsored Vegetable Rising Project in schools within its coverage area

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and Rural Barangay Food Production Program (RBFPP) at Brgy. Dita Cuenca, Tulos

Rosario, Brgy. San Guillermo and Brgy. Duhatan, Lipa City; Waterworks projects at

Brgy. Banaba, Padre Garcia and Brgy. Darasa, Tanauan in cooperation with the Rural

Waterworks Devt. Committee (RNDC) and Dept. of Public Works and Highways; and

Family Tree Farm Association in Tulos, Rosario, Bats. Wherein member-consumers

were given ipil-ipil seeds to be planted in a 914-hectare lot in the said Barangay. Ipil-

ipil trees yielded from this farm were made into charcoal and were used in the gasifier

at Tingloy.

BATELEC II has also Community Relation Program that identifies the variety of

needs in our coverage area. Don Leon Dolor Memorial Elementary School at Antipolo

del Norte, Lipa City savored the benefit of ComRel Program when they received the

brand-new computer set as donation to the students at the said school. The coop also

participated in sports activity when it joined the Mayors Cup Basketball League at

Taysan, Batangas having some ex-PBA and NCAA player as a member of the team.

ComRel Program also aims to disseminate necessary information to the consumer like

“Anti-Pilferage Placard Posting” within the coverage area to increase the awareness of

the consumers on the penalty to the violators.

In December 1990, the Coop reached a higher plane by attaining Class A

category. Indeed, it was the realization of the Coop's tireless effort and fulfilment of its

ultimate dream. However, looming on the horizon then was a storm. 1991 and 1992

were the most challenging years for the Coop as it was marked with labor disputes and

management upheavals. This conflict led to operational trouble and the member-

consumers’ loss of trust and confidence in the Cooperative, unpaid amortization to

NEA, accumulated arrears to NAPOCOR of more than P53 M, uncollected power bills

of more than P98 M. As a consequence, BATELECII was given a Class D rating and

even reached the point of being at the lowest Category E. The Coop was then always

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threatened of being disconnected by NAPOCOR. NEA however came to the rescue by

assuring the public that everything was under control. It was on the later part of 1992

when the conflicting parties decided to reconcile. The storm is over, the Cooperative;

under the direct supervision of the NEA Management Teamwork harder to provide the

much-needed quality public service and consequently regained the public trust.

September 12, 1998 when the first pole of 69kV transmission line was erected at

Barangay Leynes, Talisay and at the same year, BATELEC II marked its P1B revenue.

On March 11, 2000, 16th Annual General Membership Meeting at Padre Garcia,

the consumers from the coverage areas passed a resolution opposing the transfer of

BATELEC II to MERALCO or in any capitalist which was attended by more than

13, 000 consumers.

Another history marked BATELEC II in its electrification program as it energized

the last un-energized barangay covered by the cooperative, the Brgy. Calawit, Balete,

which is, located right at the historical land of Taal Volcano using solar energy on this

undertaking and paved way for the 100% Barangay Electrification of BATELEC II

over 16 municipalities and 2 cities.

BATELEC II was finally granted with the permanent franchise to operate electric

service in the areas of Lipa City, Tanauan City, Padre Garcia, Mataas na Kahoy, Balete,

Cuenca, Alitagtag, Malvar, Talisay, Laureland San Jose. These areas are previously

served by the cooperative through provisional franchise.

More importantly, it is noteworthy to mention that all the endeavors BATELEC

had achieved were realized through the unceasing and unwavering support of its

employee. For that reason, BATELEC II continuously promotes the value of

“Employee First Value” to its 748 personnel.

Aside from those benefits required by law like retirement benefit, resignation

benefit, 15-day vacation leave, 15 day sick leave, maternity/paternity leave, thirteenth

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 Lipa Campus

month pay etc., BATELEC II is also giving Health Care Program, P2,500.00 monthly

Rice Allowance, P1,000.00 Birthday Gift, P5,000.00 Uniform Allowance, P5,000.00

Death Assistance and 7 day Bereavement Leave for the death of legitimate children,

spouse and parents.

From being one of the distressed category D in 2003, through the Cooperative’s

commitment and determination, BATELEC II was classified as extra-large Electric

Cooperative and categorized as Class a Cooperative for the years 2004 to 2012, Class

AA for the Year 2013 to 2014 and Class AAA for the year 2015.

BATELEC II was again transformed into a viable Electric Cooperative. Even with

limited resources and huge indebtedness, the management was able to continuously

implement the programs and projects to improve the Coop's operations, hence, the

Coop consistently improved, electrified 100% of its coverage area and made its way to

be biggest Cooperative in the country.

VISION

To become the most TECHNICALLY RELIABLE, FINANCIALLY

VIABLE and SOCIALLYRESPONSIBLE Electric Cooperative providing

UNSURPASSED QUALITY ELECTRIC SERVICE to its member-consumers

directed towards National economic growth and development.

MISSION

• Fostering utmost trust, undivided solidarity and equal partnership between

BATELEC II and its member-consumers to attain sustainable collective

growth and progress in the entire coverage area.

• Developing a highly competent and professional workforce, led by a team

of competitive, proactive and dynamic management, collaborating with the

staff in creating and maintaining high performance work culture.

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• Evolving a cohesive and well-balanced organization by embracing cutting-

edge technologies inharmony with human resource development programs.

III. Internship Experiences

My training at Batangas II Electric Cooperative INC, was a good training at all, for

me to experience even for a short period of time of what we are going to do in the actual

as I graduated as an Industrial Engineer. It has given me so much learning in order for

me to be ready for what my future would be. It helps me more understand how

challenging it is. This training improves and develops my skills for me to be ready on

my future career. Being at a power cooperative distribution was a good experience

since I can apply our field of expertise as an Industrial engineering student. Respecting

our seniors who help us throughout our training. And become more confident in our

field of study and being professional as we go in the site.

IV. Accomplishment and Contributions

During my internship at Batangas II Electric Cooperative in the Internal Audit

department, I played a pivotal role in enhancing the efficiency and accuracy of financial

processes. One significant accomplishment was the successful implementation of a

streamlined auditing system, which significantly reduced the time required for financial

evaluations and ensured a more thorough examination of internal controls. By

introducing this system, I not only contributed to a more robust financial reporting

structure but also played a part in identifying and rectifying potential discrepancies,

thereby fortifying the Cooperative's financial integrity. Additionally, I actively

participated in cross-functional collaboration by providing valuable insights during

team meetings and fostering open communication channels. My contributions were

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acknowledged by the department, creating a positive impact on the overall

effectiveness of the audit processes at Batangas II Electric Cooperative.

V. Competencies Gained and Learning Experience

During my tenure at the Internal Audit Department of Batangas II Electric

Cooperative, I acquired a comprehensive set of competencies that significantly

contributed to my professional development. Engaging in diverse audit assignments, I

honed my skills in risk assessment, internal control evaluation, and compliance

analysis. Conducting thorough financial and operational audits enabled me to develop

a keen eye for identifying areas of improvement and implementing effective control

measures. Collaborating with cross-functional teams provided me with valuable

insights into the cooperative's operations and enhanced my communication and

interpersonal skills. Furthermore, exposure to the intricacies of regulatory compliance

and adherence to industry standards broadened my understanding of the energy sector.

Overall, my experience at Batangas II Electric Cooperative's Internal Audit Department

not only strengthened my technical proficiency but also enriched my ability to navigate

complex organizational landscapes.

VI. Impact to the Field of Specialization

"The establishment and efficient functioning of the Internal Audit Department at

Batangas II Electric Cooperative (BATELEC II) marks a pivotal milestone in

enhancing the overall operational integrity and financial accountability of the

cooperative. By conducting regular and thorough internal audits, this specialized

department contributes significantly to the identification and mitigation of financial

risks, ensuring compliance with regulatory standards and internal policies. Through

meticulous examination of financial records, internal controls, and operational

processes, the Internal Audit Department plays a crucial role in safeguarding the

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cooperative's assets and resources. Additionally, it fosters a culture of transparency and

accountability by providing valuable insights and recommendations to optimize

processes and strengthen internal controls. The impact of this department extends

beyond mere compliance; it is instrumental in promoting a culture of continuous

improvement, fostering trust among stakeholders, and ultimately enhancing the

sustainability and reliability of Batangas II Electric Cooperative in delivering essential

services to the community."

VII. Conclusion

"In conclusion, the Internal Audit Department at Batangas II Electric Cooperative

has played a pivotal role in safeguarding the organization's assets, ensuring

compliance with regulatory requirements, and enhancing operational efficiency.

Through a comprehensive examination of financial records, internal controls, and

operational processes, the department has identified areas of strength and

opportunities for improvement. The diligent efforts of the audit team have contributed

to the mitigation of risks and the establishment of a robust internal control

environment. Recommendations made during the audit process have been

instrumental in fostering continuous improvement and optimizing resource

utilization. The commitment to integrity, transparency, and accountability

demonstrated by the Internal Audit Department reflects its dedication to supporting

the cooperative's overall mission and objectives. Moving forward, continued

collaboration with various departments and proactive risk management strategies will

further strengthen the organization's resilience and sustainability."

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VIII. Picture Attachments

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