MANAGEMENT

SUCCESSION
PLANNING
POLICY

The BANK recognizes the importance of leadership continuity in

the organization and the need to immediately fill open critical
positions arising from attrition and other modes of separation;
hence, the creation of an effective Management Succession
Planning Program.
OBJECTIVES:

 To ensure smooth transition in key management positions

 To strengthen organizational capability and build bench strength
 To set up an effective Management succession plan in up to two
(2) most senior levels higher in the corporate hierarchy
EFFECTIVITY:

September 1, 2015
DEFINITION OF TERMS:
1. Management Succession Planning

- the process of identifying, developing and preparing the

successors the Bank would need for a smooth transition to
leadership position especially for key & management
positions.
2. Key Management Positions
- Segment and Group Heads
Region Heads
Regional Operations Managers of Branch
Banking Segment
Division Heads
Branch Managers
Corporate Banking
Treasury
Trust and
Technical positions with high risk of piracy by
other companies.
3. Segment and Group Heads

– officers in charge of the submission of a

succession planning chart identifying at least two
(2) understudies/successors to key management
positions in the various units under his/her
supervision.
4. Succession Planning Chart
– a template that nominates understudies/
successors to key management positions,
analyzes the best successor in terms of required
competencies and programs interventions that
will develop and prepare them for the targeted
position.
5. Officer-in-Charge
– designated understudy/successor that meets all
qualifications and is ready to be appointed by
the Segment and Group Heads
Guidelines & Criteria:
1. Segment and Group Heads prepare and submit a
succession planning chart for each key position
under his/her supervision. They will identify the key
competencies of the position and evaluate at
least two (2) understudies/successors against the
identified competencies.
2. All designated successors shall be given opportunities to
develop themselves before they assume their new post.
Development activities will focus on leadership skills
and other competencies where the successor may still
be wanting.
Such development may be fulfilled through any of the following
means:
 Formal training or coursework
 Assignment to a developmental activity: project, task force or team
assignment
 Temporary assignment or cross posting
 Readings of books or manuals of operations
 Coaching and mentoring by specific persons
 Participation in crucial management meetings
 Any other development interventions as appropriate
3. The designated successor should possess the following
qualifications: 
• Leadership/managerial skills
• Knowledge of the core functions and the deliverables of the
position
• Sufficient training particularly in the area of expertise
• Emotional intelligence and psychological stability
• Good personal finances management and managed physical
health
• Lateral, upward career and geographic mobility or willingness to
relocate if the position so requires
 Annual review and update of succession planning charts shall be
fulfilled by Segment and Group Heads. Any change shall be
reported immediately to the Human Resources Group.
ROLES & RESPONSIBILITIES:

 The HR Management Services Division facilitates smooth

implementation of the Management Succession Plan and ensures
that all succession planning charts are filed properly.

 The Segment and Group Heads are responsible for submitting a

new and updated succession planning chart every 1st half of
January and furnish copy to Human Resources Group. They will
coordinate with the Training Division for the development activities
needed by understudies/ successors.
End of Presentation

Thank you…