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A N N U a L R E P O R T 2 0 ANNUAL REPORT 2014 ABOUT THE THEME The theme “Moving Forward for the Next Generation” conveys the current momentum of growth of Philippine Veterans Bank as it PRYHVIRUZDUGZLWKDPRUHFRQͤGHQWVWULGHDQGWKHHQWKXVLDVPRI a renewed institution. The theme also underscores the challenges ahead: catering to the evolving needs of the next generation, being in sync with the demands of the times, sustaining its gains in recent years, and bringing the institution to greater heights. This 2014 Annual Report has two sections: the main section, and the Audited Financial Statements and Notes audited by PVB’s independent auditor, SGV & Co. CONTENTS 2 Message from the Chairman 4 Report from the COO 6 Financial Highlights 8 Operational Highlights 18 Corporate Social Responsibility 20 Risk and Capital Management 32 Corporate Governance 42 Board of Directors 44 3URͤOHVRI'LUHFWRUV 47 Council of Elders 48 Management Committee 50 /LVWRI6HQLRU2IͤFHUV 51 Products and Services 52 Branches ABOUT PVB Philippine Veterans Bank (PVB) is a private commercial As part of its Charter, PVB allocates 20% of its annual net bank in the Philippines wholly owned by Filipino World LQFRPH IRU WKH EHQHͤW RI WKH YHWHUDQV ZKR FRPSULVH LWV War II veterans, their families, heirs, and descendants. The shareholders. Bank was created on June 18, 1963 with the enactment of Republic Act No. 3518, which became its charter. 7KH %DQN FDWHUV WR ERWK FRUSRUDWH DQG UHWDLO ͤQDQFLDO markets, and offers a wide range of products and services While conceived and created as a private commercial bank such as deposits, loans, treasury and trust, investment owned by veterans, the law enabled PVB to serve as a EDQNLQJDQGWUDGHͤQDQFLQJ39%FRQWLQXHVWRUHDFKRXWWR government depository as a gesture of appreciation to war more customers through its 60 branches and ATMs in key YHWHUDQVIRUWKHVDFULͤFHVWKH\RIIHUHGWRWKHQDWLRQ cities and municipalities nationwide. 2 VETERANSBANK 2014 ANNUAL REPORT MESSAGE FROM THE CHAIRMAN Fellow Shareholders, There is no denying that 2014 was another year when the Philippines demonstrated its resiliency. Recovering from the Super Typhoon Yolanda devastation in late 2013, and EXFNLQJVWURQJKHDGZLQGVIURPWKHJOREDOͤQDQFLDOPDUNHWVVHOORIIGXULQJWKHͤUVWKDOI of 2014, the country still managed to emerge as Asia’s fastest-growing economy next to China. Remittances from overseas Filipino workers, who sent home This boded well for our shareholders — the honored World US$27 billion in 2014, as well as the rapidly expanding IT- War II heroes of this country — whom PVB has consistently business process outsourcing industry, which generated VHUYHGE\IXOͤOOLQJLWVPDQGDWHWRGHOLYHURILWVSURͤWV US$18 billion in revenues, drove up consumer purchasing WRZDUGVWKHͤQDQFLDOVXSSRUWRIWKH9HWHUDQVRI:RUOG:DU,, capacity in the country and perked up demand for goods and services. As we continue to build on our gains, we will be relentless in our pursuit of excellence and professionalism, strengthening These inflows have been enlarging our middle class and our resolve to practice and uphold the highest levels of lessening our dependence on export commodities from integrity, even as we continue to face more challenges ahead. other markets. With more disposal income, benign inflation, DQG UHFRUGORZ LQWHUHVW UDWHV FRQVXPHU FRQͤGHQFH LQ WKH In 2014, banking regulations were further tightened in country also rose, thus also boosting the retail, real estate, accordance with Basel 3 guidelines, while a new law (Republic tourism, banking, and other sectors. Act No. 10641) was passed, allowing more foreign banks to enter the country. We also see more exciting times ahead, This combination of domestic factors enabled our economy not just for the country, but for the region as a whole, as we to expand by 6.1% in GDP growth in 2014. While lower than inch closer to becoming one ASEAN Economic Community. the previous year’s 7.2%, this was the country’s fastest expansion in three years since the mid-1950s, and it was the 7KHVH GHYHORSPHQWV ZLOO VXUHO\ UHGHͤQH WKH ODQGVFDSH RI fastest growth rate in Asia next to China. Philippine banking, and we at PVB must look to the enduring traits of our World War II veterans for courage, bravery, and For Philippine Veterans Bank (PVB), it was a case of being at inspiration in the face of adversity. We must not be daunted the right place at the right time. by the sheer size of our competitors, and remain focused on our vision to become a “Bank of Choice,” serving and caring We not only rode on the bullish sentiments, we also beyond our heroes’ dreams, living their legacy of integrity, contributed to driving the growth, particularly among local dynamism, commitment, honor and love of country. government units (LGUs). We were able to steadily grow our core business, offer innovative products and services to In behalf of the Board of Directors, allow me to express my our chosen markets, and capitalize on being a government appreciation to our hardworking and committed Management depository bank. team and employees. We also thank all our shareholders, our clients, and partners for their steadfast support over these As a result, we ended 2014 with a stronger balance sheet, years. Together, let us continue to make Philippine Veterans better revenue streams, and deeper customer relationships. Bank a story of greatness for the next generation of Filipinos Our sensible, steady and disciplined approach to managing to retell and remember. our business has served us in good stead and has enabled us to seize the right opportunities at the right time. Moving Forward for the Next Generation 3 “As we continue to build on our gains, we will be relentless in our pursuit of excellence.” Roberto F. de Ocampo, OBE Chairman of the Board 4 VETERANSBANK 2014 ANNUAL REPORT REPORT FROM THEE COOC O O For Philippine Veterans Bank (PVB), 2014 was a year of cchangehange aandnd cchallenges.hallenges. WWee have been steadfast in our focus on providing better customeromer seservice.rvice. WWee hhaveave bbeeneen unwavering in our commitment to create value for our shareholders,olders, aandnd rrealizeealize ooperationalperational HIͤFLHQFLHV$QGDOOWKHVHDUHVWDUWLQJWRWUDQVODWHLQWREHWWHUͤQDQFLDOSHUIRUPDQFHGHVSLWHͤQDQFLDOSHUIRUPDQFHGHVSLWH the dynamic environment in which we do business. I joined PVB in November 2014, armed with a 20-page “pitch This would allow uss to mmoveovve iinn haharmonyrmr ony asas a tteam,eam,m aandnd book” that contains recommendations on how to widen put greater focus oonn betbetterter seservicervice deddelivery,liveryy, opoperationaleratioonnaal our customer reach while keeping a tight grip on costs and HIͤFLHQF\ DQG WKHH[HFX H[HFXWLRQWLRQR RII RX RXUU VW VWUDWHJLFUDWHJLFF JR JRDOVRDOVV77 7KLVKKLVV assets. RUJDQL]DWLRQDOFRQͤGHQFHVKRXOGHPEROGHQXVWRWUHDGLQWRGHQFHVKRRXOGHPEROGHHQQXVWWRWWUHHDDGLQWRR relatively new businessess terrterritoriesittoories fforor PPVPVB,B, ssuchuch aas ttraderaadde aandnd After a closer look into our business operations, the thing that SURMHFWͤQDQFHRULJLQDWLRQDFWLYLWLHVDQGGLVWULEXWLRQDPRQJQDWLRQDFWLYLWLHVDQGGGLVWUULEXWLRQDPRQJ struck me most was its solid base of loyal depositors: not others. just the World War II veterans who continue to trust us with their hard-earned pensions, and their families who belong We have ˚56 billion iinn totatotall aasassetssets ttoo ddedeploy,plooy, anandd ththishiss sshouldhould to many generations, but also the local government units allow us to meet thee busbusinessinesss dedemandmannd ooff ouourur ninicheche mmamarket.rket. (LGUs), government-owned and -controlled corporations, We have demonstratedted ttimeime anandd aagaingain ththathat wwee araree ccapableapap ble and increasingly, those from the private sector. Our 60 RI RIIHULQJ LQQRYDWLYHYH DQGDQG U UHOLDEOHHOLDEOH ͤ ͤQDQFLDOQDQFFLDOV VROXWLRQVRROXWWLRQQVW WKDWKDWW branches have been successful in nurturing their loyalty, and can help our clientss strenstrengthengtthen ththeireir mamarketarkeet oofferingsfffeerinnggss aandnd generating deposits even as we had to compete with our improve their operations.ions. bigger competitors for low-cost funds. Pivotal year ahead 2014 performance PVB is destined for long-termlong-teerm susuccess,cceess, aandnndd wwee seseeee 202015155 2XUͤQDQFLDOUHVXOWVLQUHIOHFWHGWKLVVWUHQJWKDVZHOO to be a stronger reboundound yyeareear foforr ththee BaBank.ank. WiWithith pparticularaarrticular as our major challenge. Our consolidated deposits rose attention to the skillfulful exexecutionecution of oourur bbusinessussiinesss pplans,lans, wwee to ˚48 billion, while our loans and receivables shrank by H[SHFWWRUHPDLQSURͤWDEOHLQWKHIDFHRIIHYHULVKFRPSHWLWLRQͤWDEOHLQQWKHIDFHRIIHHYHUULVKKFRRPSSHWLW WLRQ 27% to ˚13 billion during the period. This meant that we in the market for talentalent andannd ccustomerustommer acacquisition,qquissitiionn,, wwhichhich need to further intensify our lending activities to increase ZRXOGKDYHDVLJQLͤFDQWLPSDFWRQRXUDJJUHVVLYHDFWLRQVFDQWLPSDFWRQRRXUDDJJJUHVVLYYHDFWWLRQVV our revenues, which would enable us to recover the cost of to control costs. deposits and operations. However, we believe tthathat PPVBVBB iiss wewell-positionedll-pposittioi nned to eearnarn ssosolidlid Our capital stood at ˚6 billion, 5% lower than in 2013. Despite SURͤWVLQWKH\HDUVDKHDGDQGLQWKHORQJHUWHUPWREHQHͤWDKHDGDQGGLQWKHORQJHUWWHUPP WWRR EEHQHHͤWW the decline in our core business, PVB managed to post a net from sweeping trendsds that hholdold ggreatreeat ppromise.romisee. income of ˚320 million, a 280% growth from the previous year. Our return on average assets was at 0.57%
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