Janelle Christa Daffon

A Proposed Five-Year Strategic Plan for Tagum Cooperative In partial fulfillment of the requirements in MGT 436 – Strategic Management MWF 5:50 – 6:50 PM Presented to: Dr. Antonio A. Emberda Presented by: ALIMES, Nicole Shane BURLAT, Mike JB DAFFON, Janelle Christa GENITA, Japheth Algen INGENTE, Nicole Marie OREJUELA, Heven Shei VERBO, Fritz Roi GROUP 5 Bachelor of Science in Accounting Technology February 2018 CHAPTER I INTRODUCTION Background of the Study Tagum Cooperative is one of the largest cooperatives in Mindanao as it is classified by the Cooperative Development Authority (CDA) of the Philippines. In 2016, the cooperative has achieved the Finance Organizations achieving Certified Credit Union Standards (FOCCUS) Platinum Achievement Award, the highest recognition bestowed by Model Cooperative Network (MCN). For the third-time, last year, it maintained its achievement of the A-One Competitive Choice for Excellence in Service and Soundness (ACCESS) Silver Accreditation handed by the Association of Asian Confederation of Credit Unions (ACCU). In 2016, ACCU rebranded TC after the validation conducted by four auditors from July 18 to 20 showed TC achieving 76% required rating for the Silver Category. Despite of these accomplishments, the cooperative is not exempted in undergoing some challenges in which they are looking of ways to address these issues that still need for improvement. In terms of the protection of the PEARLS standard, the loan losses allowances is decreased from 94.40% in 2015 to 92.72% in 2016 in which it does not meet the ideal standard of 100%. The effective financial structure is also a concern of the cooperative. Loan portfolio to total assets is decreased from 70.90% in 2015 to 67.78% in 2016 in which it does not meet the ideal standard of 70-80%. The cooperative has a total asset of PHP 3.424B as of December 2015 and PHP 4.372B as of December 2016; thus, there is a notable increase of 27.67%. However, in the past five years, the percentage of the total assets financed by savings deposits remained around 40% which shows a total deposit of PHP 1,590,779,530 (46.46%) in 2015 and a total amount of PHP 2,105,747,356 (48.17%) in 2016. It indicates that it does not satisfy the 70-80% standard of PEARLS. In addition, the net institutional capital to total assets is decreased from 9.48% in 2015 to 9.24% in 2016 which does not also meet the ideal standard of 10%. The cooperative has also a problem of its asset quality specifically with regards to the cooperative’s delinquency rate in the past five years because it does not also satisfy the given standard of less than or equal to 5%. The delinquency rate ranges from 6-10% in 2014 to 2016, wherein the highest delinquency occurred in the year 2014 with total delinquent loan balances of PHP 178,500,088 to total gross loan portfolio outstanding of PHP 1,780,884,101 resulted to a rate of 10.02%. Nonetheless, the cooperative must need to continually improve in order to decrease its delinquency rate to meet the ideal standard. In terms of its non-earning assets to total assets, the percentage is decreased from 6.39% in 2015 to 5.10% in 2016 which still does not meet the ideal standard of less than or equal to 5%. In the rate of return of the cooperative, the total operating expenses to average total assets have exceeded the standard rate of 5% with a rate of 8.30% in 2016. The signs of growth of the cooperative have an evident increase of 7.01% in terms of the membership in 2015 which composed of 120,258 members and 8.65% in 2016 composed of 130,660 members but still does not meet the PEARLS standard of 12%. In compliance with the Cooperative Development Authority (CDA) Memorandum Circular No. 2013-15: Performance Standards for Cooperative, a Report on Performance and Social Audit for the year 2016 were generated. Based on the said report, the total rating for the performance audit which comprises of financial and non-financial aspects decreased from 88.60% to 87.30%. This was caused by decrease in financial aspect of 1.3% because of the corresponding decrease in the cooperative’s operational strength (staying power) from 83 to 81 points. As to the non-financial aspects, the performance of the cooperative was proved to be maintained from year 2015 to 2016. For the cooperative’s social audit, the overall rating decreased from 88.5 points in 2015 to 85 points in 2016. This was caused by changes in membership and cooperation among cooperatives. Statement of the Problem Tagum Cooperative aims to become the number one credit cooperative throughout Mindanao and to attain the A-One Competitive Choice for Excellence in Service and Soundness (ACCESS) Platinum Brand Award given by Association of Asian Confederation of Credit Union (ACCU) to top performing cooperatives. To achieve this, the cooperative must obtain a total rating of 91-100% (Excellent) in both performance and social audit. Such rating has 65% component for the financials and 35% for the non-financials. The financial section comprises of the ratios which is based from PEARLS relating to Protection, Effective Financial Structure, Asset Quality, Rates of Return and Cost, Liquidity, and Signs of Growth. It also includes profitability of performance, institutional strength, structure of assets, and operational strength also known as staying power in the performance audit of the cooperative. On the other hand, the non-financial section comprises of the report regarding with the organizational, social, and economic aspects. The areas to be considered in social audit are organization, membership, staff/employees, community and nation, and network, alliances and linkages. Objectives 1. To expand social and financial services by using the 27.67% increase in the total assets of the cooperative in response to the emerging economic growth of General Santos City, Valencia City, and Cagayan De Oro City in 5 years 2. Decrease delinquency by 8, 348,726.45 to meet the ideal standard of PEARLS of 100% for the first year. 3. Increase total savings deposit by approximately 1 billion in the first year and 5 billion for the fifth year to meet the ideal standard of PEARLS of 70-80% within 5 years. Significance of the Study The significance of this study is to help the cooperative industry in the Philippines as a reference to solve current and future problems regarding the performance and social audit ratings. Furthermore, the study will help the cooperative in such a way that it helps them find solutions that will address their current problems regarding the protection, effective financial structure, asset quality, and signs of growth to achieve and maintain the ideal standards of PEARLS. This study also allows the cooperative to have more effective and efficient operational management to run competitively in the projected years by improving its rating of the performance and social audit in compliance with the CDA’s regulation. In line with this, the study will also help the credit cooperative to apply proper management procedures in all areas of the cooperative specifically with its collection, borrowing policies, and savings deposits. Tagum Cooperative has its goal to become the number one credit cooperative throughout the Mindanao and Philippines and at the same time enhance the quality services offered, increase its profitability, and expand the business. This study may also help stakeholders in their making decisions especially with regards to their investments in the cooperative. Lastly, the study will also help the researchers gain knowledge and better understand the importance of its overall performance and social ratings. In addition, the knowledge and learning obtained even as the conduct and preparation of this research will give them a more competitive advantage in the planning and preparing for future research proposals. Scope and Limitations of the Study This study is intended for the use of the Cooperative industry, future researchers, and potential members. From the efforts of this study to provide timely information, such limitations arise: The financials that we got are from the years- only, due to unavailability of data, the PEARLS financial ratios are incomplete, the main source of information and sources of data are through interview from the Cooperative’s CFO and annual general assembly copies, and the researchers conducted the study for a month. Definition of Terms 1. Collection Policy - clear, written guidelines that set the terms and conditions for supplying goods on credit, customer qualification criteria, procedure for making collections, and steps to be taken in case of customer delinquency. 2. Cooperative - an enterprise or organization owned by and operated for the benefit of those using its services. 3. Delinquency Rate - percentage of failure to repay an obligation when due or as agreed. 4. Deposits - a sum of money placed or kept in a bank account, usually to gain interest. 5. Loan Portfolio - total of all loans held by a bank or finance company. 6. Loan Benefit Ceiling - the highest price allowable in a loan transaction. 7. Net Surplus - the amount of revenue recognized after deducting certain operating expenses, taxes, and interest and dividend payments. CHAPTER II REVIEW OF RELATED LITERATURE AND INDUSTRY PROFILE A. Review of Related Literature One of the most serious concerns of Philippine cooperative is the need to set aside more reserves in view of potential delinquent loans and loan losses that would diminish the net profitability of credit cooperatives since at the moment, there seems to be an inadequate provision for probable losses loan delinquency must be addressed seriously. The deterioration of asset quality cannot be ignored without disastrous future consequences. While the loan delinquency rate may seem to be relatively low, appropriate steps must be taken to protect the real value of members’ savings capital. At the moment, the credit cooperatives must have the resources to withstand loan losses without much difficulty. (Llanto, 2015) King Cooperative resolves delinquency issues by placing all collections from written off accounts in their general reserved fund instead of treating such collections as income. Dr. Tony Ang Andag also suggested in their strategic plan to help their members on how to augment their income. Another concern of the cooperatives is to increase the degree of protection of their members by ensuring that the cooperatives’ assets is capable of recovering the deposits of their members and other liabilities in case liquidation occurs. In this case, assets are anything owned by the business or owed to the cooperative e.g. members’ loan portfolio, bank deposits or investments, prepayments and non-earning but important assets such as buildings and equipment. Liabilities, on the other hand, are anything owed by the cooperative e.g. bank draft, creditors, deposits with the cooperative, member shares, accruals and etc. In relation to assets, it is recommended by the PEARLS standard that productive assets must be composed mostly of loans (70-80%), with some liquid investments set aside comprising around 10-20% of assets, and around five percent of asset value in unproductive assets composed primarily of fixed assets. In other words, cooperatives are highly encouraged to minimize productive assets as the means to achieve sufficient earnings, thus, it is recommended that most of the cooperatives’ assets must fall in the loan portfolio since it is considered as the most profitable asset. Non-earning assets, on the other hand, should not make up a high proportion of the cooperative’s assets in total. The majority component of the cooperatives’ liabilities should be its members’ deposit savings. It is presumed that the cooperative has a developed an effective marketing and has attained financial stability when it has around 70-80% of deposit savings. B. Nature of the Industry Philippine Republic Act 9520, also known as the Philippine Cooperative Code of 2008 defined cooperative as an autonomous and duly registered association of persons, with a common bond of interest, who have voluntarily joined together to achieve their social, economic, and cultural needs and aspirations by making equitable contributions to the capital required, patronizing their products and services and accepting a fair share of the risks and benefits of the undertaking in accordance with universally accepted cooperative principles. Hence, it is expected of the cooperatives to provide optimum social and economic benefits to its members to help them attain increased income, investments, purchasing power, savings, and productivity. The net surplus of a cooperative must also be equitably distributed among its members through maximization of economies of cost and risk sharing by enabling the lower income earners and less privileged groups to increase their ownership and wealth of the nation. Cooperatives are also expected to extend its practices and services to engage in substantializing new ideas in the field of business and management. To actualize the purposes above mentioned, cooperatives shall cooperate with the government, other cooperatives, and people-oriented organizations. In view of this, cooperatives must address their organizational and financial matters with reference as to how other cooperatives resolved the same issues. (RA 9520, Art. 7) Cooperatives are important financial institutions especially to small borrowers in the rural areas who do not have access to bank credit. Based on their past performance, they demonstrate the potential to be viable, self-sustaining and broad-based financial intermediaries. (Llanto, 2015) Thus, the creation of financial stabilization fund is necessary to improve the viability of credit cooperatives and to bolster confidence in this type of institution. (Cahill, 1997) The World Council of Credit Unions (WOCCU) developed a set of financial ratios, known as PEARLS which have been used by some cooperatives to evaluate their financial performance. (Richardson, 2009) These ratios aim to monitor and evaluate the operational and financial standings of Savings and Credit Cooperatives (SACCOs). PEARLS (Protection, Effective Financial Structure, Asset Quality, Rates of Return & Costs, Liquidity, Signs of Growth) is a monitoring system comprised of 46 financial ratios which have been expanded and altered over the years to cater newly found developments. Each ratio has a corresponding goal which is the given ideal standard. The cooperative must attain all the standards to be recognized as number one. Structure of the Industry According to the statistics of the Cooperative Development Authority, there are 1,906 registered cooperatives in Region 11 as of December 31, 2014. The majority of the population is composed of 14,912 multi-purpose cooperatives or a total percentage of 60.49%. The 12.96% of the total population comprises of credit cooperatives, which are then followed by producers cooperatives (7.28%), consumers cooperative (5.67%), service cooperatives (5.56%), marketing cooperatives (5.09%), and others (2.96%). Competitors’ Analysis Cooperative banks are presumed to be direct competitors of cooperatives in the market. Cooperative banks are defined as financial institutions that are run by its members. These members are at once both the owners and the customers of the bank, by virtue of holding shares in the bank and/or having deposits with them. Cooperative banks are based on the principles of the first labor cooperatives that saw people in the same trade, with the same goals, banding together to protect their common interests. (Huds, 2017) It can be perceived that its definition can be aligned with the ones mentioned above for the cooperatives. In the same way, cooperatives and banks are also similar as to their services, aims, organization, and values that they implement. As per services, cooperative banks lend money to small businesses and individuals. Cooperative banks are run on the principle that every member’s vote matters. This voting system is employed to elect board of directors, who then appoint general managers. Also, the main aim of cooperative banks is to help their customers meet their needs in the best services and products possible. They are also involved in the development of local communities. (Huds, 2017) CHAPTER III METHODOLOGY Research Method Descriptive method is a study designed to depict the participants in an accurate way. More simply put, descriptive research is all about describing people who take part in the study. (Kowalzyk, 2003) There are kinds of descriptive research however, only the observational descriptive research was used throughout the conduct of this study. Observational research can be further be divided into two kinds however, field observation was specifically applied by the students to gather the data needed. Data Collection Data were collected by conducting personal interview with the Chief Financial Officer (CFO) of the Tagum Cooperative. The following are some of the questions asked during the interview: Management Audit Checklist of Questions 1. Does the firm use strategic-management concept? 2. Are company objectives and goals measurable and well communicated? 3. Do managers delegate authority well? Marketing Audit Checklist of Questions 1. Are product quality and customer service good? 2. Does the cooperative have an effective promotion, advertising, and publicity strategy? 3. Do the cooperative’s marketing managers have adequate experience and training? Finance or Accounting Audit Checklist 1. Can the firm raise needed short-term capital? 2. Where is the firm financially strong and weak as indicated by financial ratio analysis? 3. Is the firm’s debt situation excellent? Operations Audit Checklist 1. Are quality-control policies and procedures effective? 2. Are facilities, resources, and markets strategically located? 3. Does the cooperative have technological competencies? Research and Development Audit 1. Is the communication between R&D and other organizational units effective? 2. Are R&D resources allocated effectively? 3. Does the firm have R&D facilities? Are they adequate? Management Information Systems Audit 1. Are there effective passwords for entry into the firm’s information system? 2. Is the information system user-friendly? 3. Are data in the information system updated regularly? Statistical and Quantitative Treatments STAGE 1: THE INPUT STAGE External Factor Evaluation (EFE) Matrix Competitive Profile Matrix (CPM) Internal Factor Evaluation (IFE) Matrix STAGE 2: THE MATCHING STAGE Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix STAGE 3: THE DECISION STAGE Quantitative Strategic Planning Matrix (QSPM) External Factor Evaluation (EFE) Matrix Key External Factors Weight Rating Weighted Score Opportunities       1.    An average economic growth of 8.40% in General Santos City’s economy (where the new branch will be located-. Tax exemption of cooperatives-.   Employment rate has increased (and continually increasing) by 1.9% from 2015 up to present-.   Average increase of population growth rate in Davao Region by 1.74% annually-.    Few cooperatives that offer family enrichment programs-.    Challenge for gender equality and women’s empowerment-.    Cooperative societies are now accessible to information because of social media-. Over 40,000 Davao City businesses up for renewal-.    Inflation seen steady in January 2018 at 3.3%-.  Non-bank outlets including cooperatives have wider presence than banks and the most common financial service providers in unbanked areas- Threats       11.  Cooperative Development Authority’s (CDA) goal is to increase the 25,611 cooperatives in the country-.  Biggest Korean bank set to enter in Philippine market-.  Expansion of branches of other competitors such as Panabo Multi-Purpose Cooperative, SAMULCO, Agdao Multi-Purpose Cooperative, etc-.  Philippine bank’s credit risk trend improving-.  New Overseas Filipino Bank (OFB) to cover all overseas Filipinos to provide cheaper rates that the interest rate in the loan packages will only be at 2.5 percent per annum-.  One Network Bank (ONB) offers multiple branch locations particularly in local and rural areas and ATMs for the convenience of the clients-.  Drivers in protest: Costly modernization to drive us to unemployment-.  BSP wants banks to establish branches for low-end market-.  BSP orders hassle-free bank account opening for small depositors-.  Bank raise funds to meet growth in loan demand- Total 1.00   3.14 Internal Factor Evaluation (IFE) Matrix Key Internal Factors Weight Rating Weighted Score Strengths       1.    Total assets increased by 27.67% from Php 3.424B in December 2015 to Php 4.372B in December-.    Loan portfolio improved by 20.43% from Php 2.696B in December 2015 to 3.246B in December-.    Deposits got better by 32.10% from Php 1.559B in December 2015 to Php 2.059B in December-.    Share capital increased by 25.17% from Php 1.131B in December 2015 to Php 1.416B in December-.    Net surplus grew by 5.72% from Php 308.41M in December 2015 to Php 326.05M in December-. The solvency ratio is consistent in achieving the ideal standard of PEARLS of greater than or equal to 110% 0.07 3  0.21 7.    Increase in the loan ceiling Benefit Loan from Php 30,000.00 to Php 75,000 with Loan Protection Plan (LPP) coverage-.    Reduced the interest rates for Convenient Loan, Regular Loan, and Staff Salary Loan from 2% to 1.75% while the service fee of the Government Employee Salary Loan (GESL) from 2% to 1.50% per month-.    Tie up with the Electronic Commerce Payment Inc., or ECPay in order to provide Tagum Cooperative members with a wide array of choices for loan payments and deposits thru accredited ECPay merchants from all over the Philippines-.  Launched specially designed products for Overseas Filipinos and Families thru the TC Overseas Filipinos and Families Wealth Building (TC OFFWEB). Heroes Grow Installment Savings for Tomorrow (GIFT) and TC Overseas Pinoy Premium Savings (TCOPPS- Weaknesses     11.  Decrease of 1.30% of the performance audit from 88.60% in the year 2015 to 87.30% in 2016 and 3.50% of the social audit from 88.50% in the year 2015 to 85% in-. Operating expenses to average total assets does not meet the ideal standard of PEARLS of less than 5%-.  Increase in loan benefit ceiling of Php 45,000 might increase the probability and percentage of uncollectible debts-.  Increase of the total operating costs and expenses from Php 336,815,218.31 in the 2016 Budget Consolidated to Php 384,901,146.44 in 2017 -.  Does not meet the ideal standard of PEARLS 70%-80% as to percentage of total assets financed by savings deposits 46.46% in 2015 and 48.17% in-.  Total assets increase of 27.67% might not be utilized to generate profit-.  Loan portfolio growth of 20.43% also increases the risks of uncollectible accounts-.  Even the financially strong, it cannot normally pay dividend more than 14% on capital in view of the legal restrictions and cooperative policy-.  Decrease of 2-points in operational strength during 2016 (from 27-points in 2015 to 25-points in 2016 out of 30-standard points-.  Decrease of 2.5-points in membership during 2016 (from 24.5-points in 2015 to 22-points in 2016 out of 35-standard points- Total 1.00   2.79 Competitive Profile Matrix (CPM)     Tagum Cooperative Panabo Multi-Purpose Cooperative King Cooperative Sta. Ana Multi-Purpose Cooperative (SAMULCO) (TC) (PMPC) (KC) Critical Success Factors Weight Rating Score Rating Score Rating Score Rating Score Membership- Products and Services:                   Savings- Loans- Organization Structure- Strong Online Presence- Management Experience- Customer Service- Brand Reputation- Customer Loyalty- Frequent Audit- Advertising- Financial Position- Employee Dedication- Research and Development- Expansion- Total 1.00   3.48   3.10   2.08   1.34 Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix Strengths 1. Assets 2. Loan Portfolio 3. Deposits 4. Share Capital 5. Net Surplus 6. Solvency Ratio 7. Loan Ceiling 8. Interest Rates 9. Members loan payments and deposits 10. Specially designed products Weaknesses 1. Performance and Social Audit 2. Operating Expenses to Total Assets 3. Loan Benefit Ceiling 4. Operating Costs and Expenses 5. Total Assets financed by Saving Deposits 6. Total Assets 7. Loan Portfolio 8. Dividend 9. Operational Strength 10. Membership Opportunities 1. Economic Growth 2. Tax Exemption 3. Employment 4. Population 5. Enrichment Programs 6. Gender Equality and Women Empowerment 7. Cooperative Societies Information 8. Businesses 9. Inflation 10. Cooperative’s Presence Threats 1. Increase in Cooperatives 2. Korean Bank to Philippine Market 3. Expansion of other Cooperatives 4. Credit Risk Trend 5. Overseas Bank 6. New Branches of other Cooperatives 7. Unemployment 8. Branches for Low-end markets 9. Hassle free bank accounts 10. Growth in Loan demand Strategies S1, W5 Allocate budget from Savings Deposit to purchase assets. S2, W7 Increase the Allowance for Loan Allowance to cover up for delinquent accounts. S9, W10 Encourage people to be members of the cooperative using the benefits provided by the Electronic Commerce Payment Inc. S9, T10 Decide loan payments and deposits according to loan demand of the people. S10, O1 Offer specifically designed products overseas to contribute to the economic growth of our country. W1, O5 Boost social activities of the cooperative by promoting enrichment programs. W1, O6 Encourage social interaction of the members, customers, and employees by supporting Gender Equality and Women Empowerment. W1, O7 Enhance the performance of the cooperative by the opportunity of informing the people about the cooperative societies and gathering people’s perspective. W1, O10 Increase the chances of improvements of the cooperative’s performance using the demand and presence of it in the mass. W10, 04 Encourage people to be members of the cooperative parallel to the increase in population. O1, T2 Reassure the opportunity of the koreanbanks to contribute to the economic growth of our country that connotes higher value of money. The higher value of money encourages people to invest in a cooperative. O8, T1 Cultivate the chances of becoming the cooperativemembers parallel on the increase of the numbers of businesses. Quantitative Strategic Planning Matrix (QSPM) CHAPTER IV DATA PRESENTATION, ANALYSIS, INTERPRETATION, AND STRATEGY FORMULATION Strategy Formulation 1. Decrease delinquency by 8,348,726.45 to meet the ideal standard of PEARLS of 100% for the first year. Strategies: Aging of accounts Add additional requirements for potential borrowers Remind borrowers and be strict for prompt payment of accounts 2. Increase total savings deposit by approximately 1 billion in the first year and 5 billion for the fifth year to meet the ideal standard of PEARLS of 70-80% within 5 years. Strategies: Encourage members to save by conducting seminars Increase promotional expenses Tagum Cooperative – Balanced Scorecard Area of Objectives Measure or Target Time Expectation Primary Responsibility Member-Customers Perspective 1. Increase savings deposit of members Increase total savings deposit 3-5 years Marketing Department and Accounting Department Financial Perspective 1. To meet the ideal standard of PEARLS Decrease delinquency rate by 4.17% 3-5 years All department in every branch Learning and Growth Perspective 1. To intensify team members competitive knowledge, skills, and capabilities. Conduct training and seminars 2-3 years Administrative Department Internal Business Perspective 1. To rapidly and effectively respond to members needs and issues. Provide Human Resource guideline standards for external and internal communication which will be reviewed 2 times a year 3-5 years Human Resource Department CHAPTER V CONCLUSION AND RECOMMENDATIONS Conclusion 1. To maximize the total assets, the cooperative is capable to expand. To expand social and financial services by using the 27.67% increase in the total assets of the cooperative in response to the emerging economic growth of General Santos City, Valencia City, and Cagayan De Oro City in 5 years 2. The problem of its delinquency rate can be achieved within one year. Decrease delinquency by 8, 348,726.45 to meet the ideal standard of PEARLS of 100% for the first year. 3. The problem of its total savings deposit can be achieved within 5 years. However, there is a need to exert a lot of efforts to achieve the ideal standard. Increase total savings deposit by approximately 1 billion in the first year and 5 billion for the fifth year to meet the ideal standard of PEARLS of 70-80% within 5 years. Recommendations Policy Recommendation Cooperative Strategy Expansion of Tagum Credit Cooperative throughout Mindanao-specifically, Gensan, Valencia, and Cagayan. Supporting Policies 1. “Expansion must serve as part of the Research and Development of the cooperative in developing specifically design products that will be manufactured for the members outside the country.” (This policy could support the marketing strategy of the cooperative) 2. “Expansion must develop the competitiveness of the cooperative in to other non-bank institutions.” (This policy boosts competitive power of the cooperative that can boost the performance of the cooperative) 3. “Expansion must be utilized to gain more members for the cooperative.” (This policy serves a s enticing factor in increasing the membership rate) CURRICULUM VITAE NICOLE SHANE ALIMES- October 22, 1997 EDUCATIONAL BACKGROUND Rainbow of Angels Learning center, inc. Butuan City Batch 2010 University of the Immaculate Conception Bajada, Davao City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Student Executive Council (ASEC) JAGUARS Member, 2016 to present Association of accounting Technology Student (AACTS) Member, 2017 to present Junior Philippine Institute of Accountants (JPIA) Production team,- EXPERIENCE AND SKILLS Accounting Skills Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training MIKE JB P. BURLAT #71 Manggahan, Bucana, Davao City- February 25,1998 EDUCATIONAL BACKGROUND UCCP Paaralang Pag-Asa Pelayo St., Davao City Batch 2010 Davao City National High School Torres St., Davao City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Student Executive Council (ASEC) JAGUARS Secretary, 2016 to present Association of accounting Technology Student (AACTS) Member, 2017 to present Junior Philippine Institute of Accountants (JPIA) Member,- EXPERIENCE AND SKILLS Accounting Skills Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training JANELLE CHRISTA C. DAFFON Blk 22, lot 23 Ciudad de Esperanza, Cabantian Davao city- September 15, 1997 EDUCATIONAL BACKGROUND St. Mary’s Academy of Kidapawan Kidapawan City Batch 2010 Notre Dame of Kidapawan College Kidapawan City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Students’ Executive Council (ASEC) Sponsorship and Promotions Committee, 2017 to present Association of accounting Technology Student (AACTS) Member,- EXPERIENCE AND SKILLS Accounting Skills CAT 1 CAT 2 Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint)SAP Business One, and ACL Usage Training JAPHETH ALGEN GENITA- June 25, 1997 EDUCATIONAL BACKGROUND Assumpta School of Tagum Tagum City Batch 2010 Assumpta School of Tagum Tagum City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Association of accounting Technology Student (AACTS) Member, 2017 to present Junior Philippine Institute of Accountants (JPIA) Member,- EXPERIENCE AND SKILLS Accounting Skills Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training NICOLE MARIE INGENTE- July 22, 1997 EDUCATIONAL BACKGROUND Stella Maris Academy of Davao Obrero, Davao City Batch 2010 Stella Maris Academy of Davao Obrero, Davao City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Student Executive Council (ASEC) JAGUARS Member, 2016 to present Association of accounting Technology Student (AACTS) Member, 2017 to present Junior Philippine Institute of Accountants (JPIA) Production team,- EXPERIENCE AND SKILLS Accounting Skills Certified Bookkeeper Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training HEVEN SHEI OREJUELA - November 09, 1997 EDUCATIONAL BACKGROUND Holy Cross of Davao College Bajada, Davao City Batch 2010 Holy Cross of Davao College Bajada, Davao City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Student Executive Council (ASEC) JAGUARS member, 2016 to present Association of accounting Technology Student (AACTS) Member, 2017 to present Junior Philippine Institute of Accountants (JPIA) Production team,- EXPERIENCE AND SKILLS Accounting Skills Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training FRITZ ROI VERBO- june 05, 1997 EDUCATIONAL BACKGROUND Go and Shine Learning Center Western Bicutan, Taguig City Batch 2010 Western Bicutan National High School Brgy. Pinagsama, Taguig City Batch 2014 Ateneo de Davao University E. Jacinto Street, Davao City Bachelor of Science in Accounting Technology ORGANIZATIONAL AFFILIATIONS Accountancy Student Executive Council (ASEC) JAGUARS member, JASEC, FASEC 2016 to present Association of accounting Technology Student (AACTS) Member, 2017 to present EXPERIENCE AND SKILLS Accounting Skills Oral and Communication Skills MS Office (Word, Excel, Access, Powerpoint), SAP Business One, and ACL Usage Training