RCBC 2021 Annual and Sustainability Report

ANNUAL AND SUSTAINABILITY REPORT 2021
Overview Sustainability Standard Sections Financials

About Our Report
Innovation, once considered a “nice to have,” is now becoming a “must have” for
business, especially in banking. Innovation is at the heart of RCBC. It enables the Bank
to seamlessly operate, transform functions, operate efficiently, and develop superior
capabilities. Innovation brings to customers products and services tailor-fit to their
needs and makes banking with RCBC a compelling experience.
In this 2021 Annual and Sustainability Report, we discuss how RCBC’s innovations
create value for our customers, for our employees, for society, and for our planet. Our
ability to innovate and deliver solutions in relation to our financial, economic, social,
and environmental performance is discussed at length in this report.
The Report was designed in accordance with the following guidelines:

• Checklist of Bangko Sentral ng Pilipinas (BSP) Requirements in the Submission of
Financial Audit Report (FAR), Annual Audit Report (AAR) and Reports Required
Under Section 7 of Circular No. 410;
• BSP Circular 1085 which mandates banks to adopt a Sustainable Finance
Framework and BSP Circular 1128 which requires banks to integrate environmental
and social risks in the Environmental and Social Risk Management Framework;
• Sustainability Reporting Guidelines for Publicly Listed Companies under the
Securities and Exchange Commission Memorandum Circular No. 4 Series of 2019;
and
• RCBC’s Sustainable Finance Framework, which articulates our strategy to deploy
Sustainable Financing Instruments to fund loans and projects that have clear
environmental and/or social benefits. Under this framework, RCBC is required to
annually report the allocation and the aggregated impact of the net proceeds of
our Eligible Green and Social Portfolio. This will enable investors to monitor the
use of net proceeds and the positive impact of our sustainable financing activities.
We also disclose in this Report our contributions to the United Nations Sustainable
Development Goals (SDGs) wherever applicable. The relationship between the related
sections and the SDGs are marked with SDG icons throughout the Report.
Scope of the Report

This report’s content and scope are based on our primary business areas and
sustainability-related initiatives undertaken in RCBC Plaza in Makati City, A.T.
Yuchengco Centre in Taguig City, in our subsidiaries and associate offices, and in our
434 branches nationwide. It covers the reporting period January 1, 2021 to December
31, 2021 and provides comparative data whenever applicable. Figures in the employees’
section of the Report include our branch personnel, but not those from our overseas
operations, joint ventures, or suppliers. The economic value tables, including audited
financial statements, reflect consolidated figures.
Feedback and Access

We welcome you feedback to continually improve our reporting performance. You
may reach us at:
Email: investor_relations@rcbc.com
Tel.: (632) 8894-9000
An electronic version of this Report is available at: https://www.rcbc.com/annual-reports.

You may scan the QR codes provided on the sections for more information.
01 Contents
02 About RCBC
04 Awards and Recognitions in 2021
06 Financial Highlights 10
07 Message from the Chairperson Digital
Acceleration
08 Report of the President and CEO
10 Business Review: Digital Acceleration
14 Business Review: Customer Experience
18 Business Review: Growth Strategy
14
22 Sustainability
Customer
23 Our Stakeholders Experience
28 Economic Perfomance
32 Environmental Perfomance
33 Social Perfomance
39 Contribution to UN SDGs
42 Performance Metrics
50 Risk and Capital Managament 18
Growth
106 Corporate Governance
Strategy
134 Board of Directors
140 Senior Management
146 Senior Officers
154 RCBC Subsidiaries Senior Officers
158 Branch Directory
172 Rizal MicroBank Branch Directory
173 Subsidiaries and Associates
174 Products and Services
191 Consolidated and Parent Bank Financial Highlights
192 Shareholders Information
02 About RCBC
OUR BUSINESS AT A GLANCE

Rizal Commercial Banking Corporation (RCBC) began operations as a private development bank in the province
of Rizal in 1960 under the name Rizal Development Bank. It received approval from the Central Bank of the
Philippines to operate as a commercial bank and began operations under its present name in 1963. RCBC has
been listed on the Philippine Stock Exchange since 1986 under the stock ticker symbol ‘RCB’ and obtained a
universal banking license in 1989.
The Bank provides a wide range of banking and financial products and services. It offers commercial, corporate
and consumer lending products, cash management products, treasury products, remittance services, as well as
digital and mobile banking services.
The Bank and its nine subsidiaries are engaged in all aspects of traditional banking, investment banking, retail
financing (auto, mortgage/housing loans, credit cards and microfinance loans), remittance, leasing, foreign
exchange and stock brokering.
INDUSTRY RANKING AS OF END-2021*
6th 7th
in Assets among IN REACH

— CONSOLIDATED
private local banks NETWORK OF
434 BRANCHES,
— TOTAL RESOURCES OF INCLUDING
PHP959.1 BILLION
6 EXTENSION
OFFICES
6th 6th
in DEPOSITS in LOANS
— TOTAL DEPOSITS OF — TOTAL LOANS AND
PHP672.5 BILLION RECEIVABLES OF
PHP538.3 BILLION
*Excludes government-owned
and foreign banks
03 About RCBC
CLIENTELE BASE OWNERSHIP

As a diversified financial services institution, RCBC is majority-owned by the Yuchengco Group of Companies (YGC), one of the
RCBC serves corporate and individual banking oldest and largest conglomerates in Southeast Asia covering over 60 businesses.
needs, providing a wide range of financial Common shares comprising 39.64% of the total are directly and indirectly owned by
services to its customers through its retail and Pan Malayan Management and Investment Corporation (PMMIC), the holding company
investment bank, microfinance unit, foreign of the flagship institutions comprising the Yuchengco Group of Companies (YGC) and
exchange brokerage house, leasing company other investments.
and overseas remittance tie-ups. In synergy with
SunLife GREPA Financials (SLGFI) and Malayan YGC businesses include Malayan Insurance (non-life insurance), SunLifeGREPA
Insurance Company, Inc. (MICO), RCBC also Financial, Inc. (life insurance joint venture with Sun Life Financial Philippines); EEI Corp.
offers investment-linked life insurance products, (construction); educational institutions, and vehicle dealerships.
auto, fire, personal accident, and other non-life
insurance products. In addition to YGC, RCBC’s other significant investors are Cathay Life Insurance Co.
Ltd., a wholly owned subsidiary of Cathay Financial, one of the largest publicly listed
It also serves the country’s microenterprise financial holding companies in Taiwan; the World Bank’s International Finance Corp.
and small business operators, as well as value In 2021, Sumitomo Mitsui Banking Corp., one of the largest megabanks in Japan, invested
chain players in the agricultural sector, through Php4.48 billion in RCBC in exchange for a 4.99% stake.
its microfinance arm, Rizal MicroBank, which
operates in key areas in Luzon, Visayas and AWARDS AND RECOGNITIONS IN 2021
Mindanao with a total of 16 branches and two Amidst the challenging operating environment that persisted on the second year of the
micro-banking offices. COVID-19 global pandemic in 2021, RCBC managed to reap a total of 58 awards and
recognitions from various prestigious regional and global institutions and publications.
DELIVERY CHANNELS
RCBC has an extensive network of 434 branches
CORPORATE CITIZENSHIP
and operates from its corporate headquarters in
RCBC makes social contributions through its corporate social responsibility (CSR)
Makati City, Philippines. In addition to its strategic
arm, the AY Foundation. The Bank helps rehabilitate calamity-stricken areas, bankrolls
branch locations, its traditional delivery channel,
projects on sustainable livelihood, grants educational scholarships for the youth, and
the Bank serves customers via its 1,245 ATMs
undertakes environmental sustainability programs.
and 1,589 ATM Go terminals all over the country,
through the internet, and mobile banking (IOS
and android applications).
BUSINESS MODEL
RCBC derives its funding from customer deposits, which account for 70.1% of its total
VISION To be the most admired and trusted profitable financial services
group providing and adapting to customers’ changing needs - for
resources, other borrowings at 18.3%, and capital at 11.6%. Its lending business serves as every Filipino worldwide - through innovative products, excellent
its main source of revenue, comprising 56.1% of total resources. service and a highly motivated, committed and impassioned
team.
Net interest income comprises 79.2% of its total operating income of Php36.39 billion,
while other income accounts for 20.8% of the balance. The Bank also earns income from
other financial services and activities by charging fees or earning commissions, and
trading income from proprietary trading activities. We are a leading universal bank, providing quality Integrated
MISSION Financial Services that best meet our clients’ needs. We are
committed to conducting our business with utmost integrity,
excellence, and commitment as responsible corporate citizens;
and, providing professional growth opportunities to develop a
talented base of officers and employees, and achieving the best
returns for our stockholders.
04 About RCBC
Awards and
Recognitions
in 2021
Digital Awards Product Awards

• Best Digital Bank by International Business Magazine • Debit Card Initiative of the Year – Philippines by Asian
Banking and Finance
• Best Digital Bank by Business Tabloid
• Best ATM and Kiosk Implementation by Asian Banker
• Best Digital Bank by Alpha South East Asia
Financial Technology Award
• Digital Banking Brand of the Year by Global Business
• Best Managed Equity Fund (Peso) by CFA Society
Review Magazine
Philippines
• Digital Banking Brand of the Year Philippines 2021 by
• Best Loyalty/Rewards Strategy by Retail Banker
Global Banking and Finance - Next 100 Global Awards
International Trailblazer Awards
• Excellence In Digital Banking Service Provider Philippines
• Service & Solution category - RCBC's DiskarTech - The
by Global Business Review Magazine
Philippines' First Tagalog and Cebuano Financial Inclusion
• Excellence In Digital Bank Philippines 2021 by Global Super App by Enterprise Asia – IIA
Business Review Magazine
• Service & Solution category - RCBC Mobile - RCBC's
• Best User Experience - Mobile Banking (RCBC Bankard) Mobile Banking App for the Mass Affluent by Enterprise
by The Digital Banker Asia – IIA
• Most Innovative Internet Banking Service Provider • Best Covid response Initiative - RCBC Diskartech by Bank
Philippines by Global Business Review Magazine Marketing Association of the Philippines
• Best Innovation Management Team by Global Business • Best Customer Centric Product or Service - Hexagon Club
Review Magazine by Bank Marketing Association of the Philippines
• Future of Industry Ecosystems by IDC Future Enterprise • Best Financial Inclusion Program - RCBC Diskartech by
Awards Bank Marketing Association of the Philippines
• Special Award for Digital Resiliency by IDC Future • Covid Response Innovations (Runner up) - RCBC One
Enterprise Awards Account by Infosys Finacle Innovation Awards
• Best Innovation Management Team Philippines 2021 - • Best Customer Loyalty Program - Hexagon Club by
RCBC Diskartech by Global Banking and Finance - Next International Finance
100 Global Awards
• Outstanding Personalized 1:1 Marketing Initiative” - Digital
Cash Loan project by Digital Banker - Global Retail Banking
Innovation Awards
• Mobile Banking & Payment Initiative of the Year by Asian
Banking and Finance
05 About RCBC
Corporate and COMMERCIAL Awards Sustainability Awards

• Best Cash Management Bank in the Philippines by Global Banking & Finance • Top Community Centric Companies in Asia by Asia Corporate Excellence &
Review Awards Sustainability Awards 2021
• Renewable Energy Deal of the Year WIND under Vietnam, Best Deals ASEAN • The Asset Benchmarking Award for Excellence in Environmental, Social, and
by The Asset Infrastructure Awards Governance (ESG) – Gold Award for 2021" by The Asset ESG Corporate
Awards
• Philippines Domestic COVID Management Initiative of the Year by Asian
Banking and Finance • Best Sustainability Bond by Asset Publishing and Research Ltd
• Most Trusted Brand by Global Brand
• Best Private Domestic Bank Brand by Global Brand Marketing Campaign Awards
• Best SME Banking Brand – Philippines by Global Brand • Best Product Program - RCBC One Account by Bank Marketing Association of
the Philippines
• 2021 Outstanding BSP Stakeholders by Bangko Sentral ng Pilipinas
• Best Program in Social Media - RCBC Christmas in Your Card by Bank
• Corporate Excellence Award by Asia Pacific Enterprise Awards Marketing Association of the Philippines
• 2020 Best Fixed Income House - 3rd place by Fund Managers Association of • Inspirational Brand Award by Asia Pacific Enterprise Awards
the Philippines
• Utang ni Tatang Digital Ad Campaign (Gold Anvil) - PR Tool by Anvil Awards
Retail Awards • Madiskarteng Pilipino: Road to #BuhayAsenso Financial Inclusion Caravan

Series” (Gold Anvil) by Anvil Awards
• Mid-sized Domestic Retail Bank of the Year – Philippines by Asian Banking and
• Utang ni Tatang Digital Ad Campaign - PR Program (Silver Anvil) by Anvil
Finance
Awards
• Best Retail Bank in the Philippines by Retail Banker International Trailblazer
• Madiskarteng Pilipino music video (Silver Anvil) by Anvil Awards
Awards
• #Ipon Galing: Road to Achieving #IponGoals” promo series (Silver Anvil) by
• Best in Mass Affluent Banking by Retail Banker International Trailblazer Awards
Anvil Awards
• Christmas In Your Cards - Platinum Award in Digital Marketing by Marcom
06 Financial Highlights
TOTAL RESOURCES NET LOANS*

In billion Php In billion Php
* Includes Receivables, Net of Interbank Loans
TOTAL DEPOSITs NET WORTH

In billion Php In billion Php
NET INCOME DISTRIBUTION NETWORK ATMs

In billion Php Branches
07 Message from the Chairperson
Dear shareholders, customers, colleagues, and partners:

2021 was a watershed year for the whole world and for RCBC RCBC earned a total of 58 awards and recognitions — our best
in many respects. haul ever.
Defying many predictions of a prolonged recession, the To be a formidable player, we must remain a forward-thinking
global economy recovered in 2021. This was driven by strong bank. We should continue to harness technologies that satisfy
consumer spending and investment, with trade surpassing pre- customer needs for financial health, wealth, trust, and security,
pandemic levels. with a new level of online, mobile, and omni-channel services.
Mirroring this momentum of growth, the Philippines’ GDP However, even if we keep on pioneering innovations, a high-
expanded by 5.7% in 2021 from the previous year’s level. Thanks tech mindset is not enough on its own.
to the ease of restrictions on pandemic protocols, business
activity picked up, especially in the fourth quarter. To encourage If we fail to meet real needs, wants, and behaviors, our
banks to lend more, the Bangko Sentral ng Pilipinas (BSP) customers will not reward us with loyalty, trust, and support.
kept its key policy rate unchanged at 2%, ushering record-low This is why RCBC heavily invests in data science to ensure that
interest rates. our innovations remain relevant to every Filipino — helping
them adapt to the post-pandemic reality, getting everyone
While growth remains fragile in many parts of the world, we on-boarded into the digital space with ease, performing
at RCBC have many reasons to celebrate. Not only did we transactions faster and more seamlessly.
mark our sixth decade as a financial institution in 2021, but
more importantly, we celebrate the remarkable resilience and This is why our sustainable future depends on how well we
resourcefulness we have demonstrated in the past two years of can leverage the latest innovations to provide future-oriented
the pandemic. banking services that are seamless, inspired, innovative, and
loved.
Together as one RCBC family, we have faced unprecedented
challenges. We have shifted to new ways of working and Looking ahead, there is no doubt that RCBC, like any other
quickly embraced digital platforms. And while many of us were business, still faces many uncertainties. The economic and
working from home for over a year, we still managed to help geopolitical environment will remain volatile, especially with the
our colleagues, our customers, and partners navigate their way ongoing geopolitical tension in Russia and Ukraine, emerging
through the most trying 24 months in our 60-year history. supply chain bottlenecks, rising commodity prices, and other
potential headwinds, both locally and globally.
We always believed in our ability to come together for a common
purpose. When the pandemic started in 2020, no one knew the To steady our hold, we bank on the impressive agility and
depth or the duration of the COVID-19 economic downturn. remarkable ability to adapt with change which we have
During the early days of the pandemic, the outlook seemed demonstrated during the past two years. Our strong brand
bleak for businesses around the world. Our response to these reputation, consistent track record of growth, our capabilities
unprecedented challenges has been quick: our Management and culture, and our commitment to sustainability allow us to
Team had to make some of the hardest decisions to ensure look to the future with confidence.
the health of our people as well as of our business. We made
prudent and tough decisions on cost control, which meant On behalf of our Board of Directors, our Senior Management
enjoining everyone to work harder and make some sacrifices. team, and our employees, we thank you for the trust and
confidence you have given RCBC throughout these years. This
This is why seeing the fruits of all our efforts today fills my emboldens us to continue pursuing innovations that deliver,
heart with deep gratitude. In 2021, we breached the Php7- now and for the succeeding generations.
billion mark in net income, climbing by 41% versus year-ago,
and making history as our highest ever. Behind these numbers
are our pioneering innovations in the digital space, as well as in
our various services, that won the hearts of our customers, as Helen Yuchengco Dee
well as those of prestigious award-giving bodies. In 2021 alone, Chairperson
MAKE IT COUNT
With the ripple effects of the COVID-19 pandemic still and loyalty with our partnership so they can survive and
being felt in 2021, RCBC continued to navigate the ever- thrive.
changing business and economic landscape to deliver
on our purpose and create long-term value for our We did not go to battle armed with just noble intentions.
stakeholders. Our steadfast determination to serve these sectors came
from data-driven decisions after identifying the safe
Even without the pandemic, our business is already being havens for growth. This strategy served us in good stead,
disrupted by rapidly changing customer expectations, enabling us to expand our customer base and unlock
increasing regulation, and intensifying competition from more business opportunities.
banks, as well as other players such as fintechs and telcos.
By being there when we were most needed, our clients
The unprecedented pandemic, however, brought three rewarded us with their continued patronage.
things to light:
1. Even the best-laid plans could go awry, as our business Our consolidated net income rose to an all-time high in
is largely and increasingly being shaped by what’s 2021 — to Php7.08 billion or by 41.2% from Php5.02 billion
happening in the world around us, from economic and in 2020. This was spurred by a 71.6% increase in the fourth
political developments, to the changing regulatory quarter of 2021 alone to Php1.745 billion from Php1.017
environment, global trends and social issues; billion a year earlier, as lockdown restrictions further
2. Even the worst crisis could open up windows of eased, boosting consumer and business confidence and
opportunities, more so if we are agile, digital, connected, benefitting our core businesses. Our return on equity
and entrepreneurial; and improved to 6.7% from 5.5%, while return on assets was
3. Innovation is no longer optional but has become at 0.84% from 0.68%, year-on-year.
imperative for business to succeed.
Customer loans accelerated at a faster pace than the
While these insights are nothing new, they became crystal industry, by 12.3% to Php512.7 billion, year-on-year. This
clear when our very survival — not just as a bank or a led to a 9.7% growth in net interest income to Php28.83
business, but as a people — was put on the line during billion, mostly from the corporate segment which rose
the pandemic. And because of these insights, we have by 14.6%, and from small- and medium-sized enterprises
learned to cope with the new operating environment in which grew by 18.6%. Consumer loans also inched up by
2021 even as we continue to be on the lookout for “black 4.9%.
swans” that could set our efforts back.
By lending to safe-haven sectors, we managed to keep a
Inevitably, grappling with uncertainty around us will now lid on our nonperforming loans (NPLs) at Php18.32 billion,
be a way of life. Thus, we should turn every crisis into a bringing our NPL ratio to 3.3%. This translated to a 35.5%
chance to serve our customers better with empathy, stay reduction in the loan loss reserves we needed to set aside
ahead of the game, and seize pockets of opportunities in 2021, or to Php6.05 billion from Php9.38 billion, year-
that emerge with the rapid changes in our operating on-year.
environment.
With the rationalization of our branches, our operating
Stronger expenses only slightly increased by 2.2% to Php22.54
While there was still reluctance to lend due to lingering billion from Php22.05 billion in 2020. We expect our
market uncertainty, RCBC found a way to step up to digitization process to contribute to further improvement
the plate. We looked at the entire spectrum and saw in our cost-to-income ratio in the coming years.
borrowers from safe-haven sectors that deserve credit
assistance during the crisis. Many of these borrowers — Mirroring the double-digit growth in our loan portfolio, our
from small and medium enterprises to conglomerates — deposits rose by an unprecedented 25.5% to Php672.46
were long-time depositors who have stayed with RCBC billion in 2021, stronger than the industry average. The
through generations, through thick or thin. The pandemic level of investment securities more than doubled while
gave us the perfect opportunity to reward their trust total earning assets expanded by 30.8%, year-on-year.
RCBC remained well-capitalized with a capital adequacy ratio and common equity Tier 1 Trusted
ratio of 15.2% and 12.2%, respectively, in 2021. With the Php4.48-billion fresh capital Our ability to win in the battle for hearts and minds relies largely on the trust of all our
infused in RCBC in June 2021 by Sumitomo Mitsui Banking Corp., one of the largest stakeholders. This is especially true as we become more and more a digital bank.
megabanks in Japan, we plan to ramp up our tech investments, as well as explore
opportunities for synergy and collaboration in key business areas. To be a trusted financial institution, we must also ensure the integrity of customer data
and their privacy, be operationally resilient, as well as compliant with regulations.
Bolder And at the end of the day, to earn stakeholders’ trust is to harness all our innovations for
Behind these numbers is a story that needs to be told. It is the story of the Bank’s courage the greater good, in support of solving society’s problems.
and agility in execution.
We have already shown this at the height of the COVID-19 pandemic when, through
During the pandemic, we have witnessed how consumers quickly embraced new DiskarTech and ATM Go terminals, we led a private sector coalition to ensure the timely
digital solutions, as shown by the growing demand for online and mobile banking and disbursement of Php200 billion in emergency state subsidies to vulnerable households.
e-commerce. In a digital society, customers are more engaged, highly empowered, and
sometimes meticulous in their choices. Nowadays, the benchmark is a 24/7, frictionless In 2021, we stepped up on our national contributions to meet the United Nations’
omnichannel experience when accessing products and services. This customer behavior Sustainable Development Goals through our pioneering efforts such as issuing our
is now driving the digital ambition of banks. Like RCBC, all banks are now in a race to Php17.87-billion ASEAN Sustainability Bond, the largest issuance in the Bank’s 61-
provide the best customer experience. year history. This came after setting a milestone in 2019 with our Php8.00-billion
peso-denominated ASEAN Sustainability Bond, the first to be issued and listed in the
But harnessing the latest technology to improve customer experience is not enough. We Philippines in compliance with the SEC’s guidelines and the ASEAN Sustainability Bond
need to build capabilities from within, strengthen our core, and create a new mindset. Standard.
More than a race to the finish line, it is the persistent pursuit that runs through our DNA.
We are also determined to lead the charge in sustainable financing in the country and
For RCBC, this means driving innovation across our organization, culture and processes. have grown our total eligible sustainable portfolio by 28.5% to Php67.03 billion in 2021
from the year-ago level of Php52.17 billion. Of the total eligible sustainable portfolio,
People usually associate innovation with a beautiful mobile app. And to some extent, renewable energy and energy efficiency projects accounted for 60.0% from 49.4% in
that is true. What lies beneath, however, is the real test. True beauty is in the value that 2020.
the innovation creates. This was the design thinking when we packed RCBC Digital with
the most powerful features. We needed to perform a lot of back-office reengineering to Forward
become more efficient and reduce turnaround time. We had to deploy robotic process RCBC’s journey towards being a sustainable business, a leading innovator, and a strong
automation (RPA) to improve both customer and employee experiences. And after partner for generations, however, is far from over. While we expect 2022 to be a better
all is said and done, we always go back to the customer. We spend time asking the year overall for the Philippine economy, there will be headwinds that we will need to
customer, understanding their needs, immersing ourselves in their situation, deepening overcome. Time and again, we have proven that our success is only made possible
our understanding of their pain points, and ideating potential solutions. Then we test because we have steady and true partners in our journey — each and every RCBC Banker
our solutions and go back to the customer again so they can tell us if it works or not. working to make things happen, our customers and our shareholders who have trusted
This approach has become a matter of course for us at RCBC. us through generations, and our leaders and our Board of Directors for the purposeful
collaboration and teamwork.
It is important that we deliver banking services that make our customers delighted.
At each point, whether at the level of the branch (the Branch of the Future) or on the The challenges we have all experienced in the past two years of the pandemic make our
RCBC Digital, RCBC Online Banking for Corporate, or DiskarTech, our commitment is performance in 2021 all the more meaningful. Let us continue to make it count for every
to innovate for the customer. Banking products, such as RCBC Hexagon Club, RCBC Filipino, to whom we have made a commitment to serve, wherever they are in the world.
OneAccount, and the recently launched Green Time Deposit, were developed to truly
deliver for our customers. Our customers’ resounding response serves proof of their trust
and confidence in our work and the innovative products and services we deliver. The 58
awards and recognition we received from prestigious regional and global publications
Eugene S. Acevedo
and organizations in 2021 are badges we wear proudly for our customers and other
President and CEO
stakeholders. They inspire us to embrace more novel ways of deepening our insights
into the lives and habits of our retail and corporate customers as we make RCBC the
best in providing exceptional customer experience.
10 Business Review
Digital Acceleration
“Rizal Commercial Banking Corporation’s strategy of using its digital
prowess to do good in the Philippines is what captures Asiamoney’s
attention the most this year.”
Asiamoney, in hailing RCBC as the “Philippines’ Best Digital Bank 2021”
RCBC CONTINUES TO DRIVE DIGITAL

TRANSFORMATION BY ROLLING OUT
NEW DIGITAL INITIATIVES AND SYSTEM
ENHANCEMENTS SO CUSTOMERS CAN
MEET THEIR BANKING NEEDS 24/7,
WHEREVER THEY ARE.
11 Business Review
In 2021, we further upgraded the RCBC Digital app by packing it with over
20 digital features, making it among the most comprehensive and powerful
banking apps in the market today. These features allow our customers to meet
their various financial needs such as building their personal wealth through
UITF investments and foreign exchange services, as well as managing their
personal finances conveniently through fund transfer, check deposit, bills
payment, reloading their cellular phone data, among others.
We also launched a fully digital, onboarding platform that enables our clients
to open a deposit account through a secured and straight-through digital
onboarding process, an electronic Know Your Customer (KYC) and liveness
check, and with real-time capability to capture and validate customer data.
Casting our net wider to reach more unbanked

Filipinos, particularly those who live in grassroots
communities, we made DiskarTech, the first
Tagalog-English financial inclusion “super app”
in the country, more accessible, seamless, and
inclusive in 2021. We increased the number of
acceptable IDs for account onboarding, becoming
the first big bank to offer this flexibility. We also
made significant enhancements to the onboarding
experience, for example, allowing users to log back
into the app to continue their account verification
at their convenience.
437%
YOY growth in
transaction volume
of Diskartech
12 Business Review
Using data science and predictive analytics, we were able to tailor-fit our product and service
offerings to the right customer segments, boost our cross-selling opportunities, mitigate risk and
threats to the business such as money laundering, and create digital scores for customers based on
their digital footprint or engagement with RCBC. In addition, we started using machine learning to
develop the acquisition score and credit underwriting for auto loan bookings, thus further improving
our credit quality.
We continue to expand our digital offerings with competitive products and services. Our Retail
Banking Group introduced RCBC OneAccount which remains distinctive as an all-in-one deposit
account that offers the benefits of savings, checking, and time deposits in a single account and with
customizable features. We likewise provide accessible solutions to our clients who are just beginning
their digital journey through our Bank-From-Home and Branch of Today (BOT). These solutions
combine human touch with digital convenience and provide assurance that the Bank will provide
solutions at whatever stage they are in the digital journey. By end-2021, 180 BOT branches have been
fully configured with Robotics Process Automation (RPA) and API for self-service and automated
banking transactions.
Thanks to digital acceleration, data science and analytics, RCBC Bankard managed to
outperform the local credit card industry in 2021 with 32% growth in billings to Php60
billion from Php45 billion, year-on-year. In 2021, RCBC Bankard strengthened its Digital
Cash Loan (DCL) facility by using the Campaign Management System (CMS), enabling
the company to personalize messages to cardholders and tailor-fit its offerings based
on customers’ risk profiles. Using the DCL, RCBC Bankard’s transaction volume grew by
84% in 2021 from year-ago levels.
13 Business Review
DIGITAL ACCELERATION RCBC DIGITAL DISKARTECH
BY THE NUMBERS
48% YOY growth in digital transactions
to 11.1 million from 7.5 million 8,411% YOY surge in transaction
value of Diskartech
DATA SCIENCE AND ANALYTICS 437% YOY growth in transaction

volume of Diskartech
80% improvement in new cross-sell bookings

through data analytics-driven targeted
campaigns
>45,000 Diskartech touchpoints
nationwide for cash-in and
deposit transactions
RETAIL BANKING GROUP
50% YOY growth in share of mass affluent

segment to RCBC’s total deposit
base 25% of Hexagon Club members availed an
insurance product vs 8% for non-members
63% Availment of RCBC credit cards by

Hexagon Club members vs. 14% for
non-members 12% of members also took up a loan with the
Bank vs 4% for non-members
RCBC BANKARD
Php60 billion Credit card billings posted by RCBC Bankard

(32% YOY growth vs. Php45 billion)
14 Business Review
Customer Experience
“This bank augmented its mobile banking user experience for its
credit cardholders during the pandemic. By adding services such as
bills payment and purchase conversion facilities to its mobile app,
the bank empowered cardholders to manage their payments and
settle their bills 24x7.”
Digital CX Awards 2021, “Best User Experience – Mobile Banking” (Highly Acclaimed)
15 Business Review
Making our customers happy by providing exceptional customer experience is

one of our guiding posts at RCBC. While the pandemic has limited opportunities
for customer interaction in branches, we continue to innovate on ways to meet
their needs and earn their loyalty.
We harnessed the value of data science and analytics to personalize product

offerings, as well as improve the access to our delivery channels. We started using
a self-service analytics tool that provides real-time and relevant information
at scale to our front liners and back-end support staff to manage customer
relationships. The tool also offers visualization of areas affected by disasters,
enabling us to respond to customers’ needs without service disruption.
2021 was also the year we actively promoted digital

account opening to eliminate the need for customers
to visit our physical branches and manually submit
printed copies of documents. It also empowers
customers to transact immediately. This also enabled
recipients of overseas Filipinos’ remittances to open
an RCBC account online so they can conveniently
check the remitted funds in their RCBC account in
real-time, as well as have the cash picked up from
our branch through the Touch Q platform in our Bank
From Home service. Our QR code withdrawal also
allows customers to access cash even in unforeseen
or emergency situations such as lost or stolen wallets.
16 Business Review
We also expanded our digital solutions to further elevate the customer

experience of our corporate clients banking with RCBC. In 2021, we launched
RCBC Payportal, an e-commerce payment solutions platform that helps
corporate clients conveniently collect from their individual customers using
comprehensive electronic payment rails, such as credit card, direct debit, online
banking, electronic wallets (e-wallets), and over-the-counter payment partners.
We also completed the rollout of CheckScan, a digital receivables solution that
enables corporate clients to manage checks they receive and deposit these
more efficiently utilizing digital imagery from the safety and comfort of their
offices. Clients who need to settle customs duties and fees with the Bureau
of Customs can now do so 24/7 through RCBC’s PAS5 e-payment service.
The initial rollout of our Salesforce Customer Relations Management platform
provides us a 360-degree view of our SME customers to better understand and
address their needs and to further personalize and level up their experience.
These efforts earned RCBC the Best Cash Management Bank - Philippines
award from Global Banking and Finance Review for the second year running.
We continued our journey to provide great customer experiences through

digital transformation. More credit cardholders now have access to the RCBC
Digital app, allowing them to view transactions, analyze spend, pay bills and
convert transactions easily into installment. RCBC Bankard also introduced
virtual card issuance with the launch of its newest co-brand, the ZALORA
Credit Card. The virtual cards can be used immediately for bills payment and
online transactions while customers await the delivery of their physical cards.
We enabled investors to further build their wealth more conveniently and safely
via RCBC Digital. We launched the Unit Investment Trust Fund (UITF) module
in the app so clients can invest, redeem, and monitor their investments using
their mobile phones. In addition, we successfully launched the country’s first
digital platform for Investment Management Accounts (IMAs) so clients can
open their very own investment account and build a customized investment
portfolio – all online.
17 Business Review
cuSTOMER EXPERIENCE QR CODE WITHDRAWAL RCBC BANKARD
BY THE NUMBERS
17% YOY growth in online purchase
transactions in 2021
32% Percentage of RCBC Bankard
cardholders enrolled in RCBC Digital
REMITTANCES
99% Purchase conversion transactions
completed through the app
90% YOY growth in remittance transaction

count to 3.6 million vs. 1.9 million due
to digital account opening UITF ON RCBC DIGITAL
59% Percentage of total UITF client base
35%
online vs. 54.8% in 2020
YOY increase in cash pickups in
RCBC branches to 48,012 vs. 35,615
due to Touch Q and Bank from Home
DATA SCIENCE AND ANALYTICS

59% Percentage of UITF transactions via
RCBC Digital
62% 14%
of RCBC officers were using YOY increase in the number of UITF
self-service tools to provide clients enrolled online
data-driven support
ATM REFRESH PROJECT NET PROMOTER SCORE
99% Overall availability rate of RCBC

ATMs after the replacement of 1,290
ATMs, exceeding the previous year’s
performance of 97.72%
65
“Great” rating given by
depositors transacting
in branches 73
“Excellent”
rating given by
digital clients
CORPORATE CASH MANAGEMENT
Php2.5 billion Total deposit flows from CheckScan, a digital receivables solution
that enables corporate clients to manage checks
18 Business Review
Growth Strategy
“We are confident that we can sustain this performance as we step up
our efforts to strengthen the Bank’s core businesses.”
— RCBC President and CEO Eugene S. Acevedo
With risks from COVID-19 remaining, and both consumer and business business. On a continuing basis, the group focused on
outlook marred by global market uncertainty in 2021, RCBC sharpened its expanding its sustainable portfolio as it ceased funding coal
focus on customer needs, while driving operational efficiency and building projects in late 2020, and concentrated on renewable energy,
resilience. energy efficiency, education, healthcare, affordable housing,
among others.
In the fourth quarter of 2021, consumer loans gradually rose, mainly as
demand for real properties grew and construction activity picked up when Our SME Banking Group continued to pursue asset
the Philippine economy started to reopen. This enabled our Consumer buildup and low-cost deposit generation, anchored
Lending Group to recover lost ground during the pandemic and account on digital transformation. Digital initiatives resulted
for more than a fifth of RCBC’s total loan portfolio. Our non-performing in faster approval and more efficient processes,
loans (NPL) level also shrank as more clients settled their payments and as which paved the way for a record growth in new
we streamlined our end-to-end credit cycle with integrated and tailored accounts onboarded in 2021. Deepened customer
solutions. relationships through robust cross-selling and
product bundling campaigns also led to a double-
The Corporate Banking Group continued to actively engage and offer a digit increase in the volume of SME CASA deposits.
full suite of solutions tailor-fit to their needs. We migrated our clients to
RCBC Online Corporate (ROC), our electronic banking platform with a suite Offering digital solutions also shored up our
of cash management products, which enabled corporates to seamlessly Global Transaction Banking business, resulting
perform their banking transactions while working remotely. Clients from in higher current account/savings account (CASA)
conglomerates and large local corporations, particularly those in sectors deposits generated, electronic fund transfers (EFTs)
that bucked the pandemic-induced downtrend such as power, infrastructure, volumes, and a marked shift from check disbursements
telecom, logistics, and e-commerce, also boosted our corporate banking to EFTs.
19 Business Review
233%
Record-high growth
in onboarding of new
SME accounts versus
2020
By harnessing data science and digital platforms, we were able to significantly
grow our Retail Cash Management (RCM) business in 2021. With deeper
insights into customer segmentation, our cards business was able to focus on
customer engagement and offer relevant e-commerce merchants.
Our Digital Enterprise and Innovation Group (DEIG) continues to lead the
charge in RCBC’s digital transformation since it was created in 2019. In 2021,
DEIG rolled out ATM Go, our mobile point-of-sale (mPOS) terminal-based
neighborhood ATMs, in 74 out of 81 provinces nationwide, upgraded the
mass-affluent digital banking app RCBC Digital, and expanded our financial
inclusion super app, DiskarTech, to cast a wider net on the mass market
segment.
While it also continues to push digital platforms (e.g., email and online access
of statement of accounts, account enrollment in RCBC’s online banking
platform), Wealth Management focused on extending the “human touch”
and the personalized service it is known for. Offering products relevant to
high net worth clientele, it also expanded its product offerings through
the “Access the World with RCBC Wealth” campaign. This enabled
RCBC Wealth to offer various Exchange Traded Funds (ETFs)
and Feeder Funds, with the goal of introducing our clients
to global market opportunities. Mindful that wealth
management is not just about investing but also the
accumulation and preservation of one’s financial legacy
through generations, RCBC Wealth partnered with
RCBC Trust and Investment Management Group to
provide estate planning as a complimentary service to
its elite clients.
20 Business Review
It was an eventful year for our Treasury Group. In 2021, RCBC earned Offering digital solutions
the recognition of 3rd Best Fixed Income House from the Fund Manager
Association of the Philippines (FMAP) as we managed to improve our shored up our Global
market coverage, primarily for institutional accounts, which resulted in Transaction Banking
higher income contribution and market share. Our 2021 Peso Bond Issuance
of Php17.87 billion was also awarded the Best Sustainability Bond by The business, resulting in higher
Asset Magazine Country Awards, becoming the first ASEAN sustainability current account/savings
bond issuance out of the Philippines in 2021 and the only peso-denominated
sustainability bond in 2021. The deal also demonstrates our commitment to account (CASA) deposits
sustainable finance. generated, electronic
2021 also proved to be a banner year for our subsidiaries. Our investment fund transfers (EFTs)
banking arm, RCBC Capital Corporation (RCBC Capital), actively engaged volumes, and a marked
in debt and capital market transactions, taking leadership roles in the
underwriting of various issues such as preferred shares, REITs, corporate shift from check
bonds and notes offering. It also provided syndication and issue management disbursements to EFTs.
services on project finance, term loans and commercial paper issuances for
clients who took advantage of favorable market conditions exemplified by
ample liquidity and borrower-friendly interest rates.
RCBC Securities, our stock brokerage subsidiary, continued to improve its Contributions to RCBC’s Revenues*
fee-based income as it further solidified its strategy of building its retail
business through various initiatives. In January 2021, RCBC Securities Revenues** % to Total
Business Segment
launched its ezTrade Mobile App, giving clients the ability to monitor the in PhP Billion Revenues
market and trade anytime, anywhere online. It also plans to launch a fully
Corporate Banking 13.0 35.7%
digital account opening process in 2022.
SME Banking 4.3 11.9%
Our leasing subsidiary, RCBC Leasing and Finance Corp., and its wholly
owned subsidiary, RCBC Rental Corp., improved their profitability by Retail Banking 8.4 23.2%
repackaging financial assistance to borrowers affected by the pandemic
or badly hit by Typhoon Odette in the last quarter of 2021. Reversing a Consumer Banking*** 12.6 34.5%
Php62.0-million loss in 2020, RCBC Leasing managed to post a net income
of Php146.8 million in 2021. Treasury 4.5 12.2%
Our thrift bank arm, Rizal Microbank Inc. (RMB), catered to the credit needs Trust and Private Banking 1.5 4.1%
of essential businesses such as those engaged in agriculture, food trading
and production, and retail commodities. RMB also extended additional * Gross of eliminating entries which amounted to –Php7.9 billion or -21.6% of
capital to micro and small entrepreneurs who managed to thrive during the the total. The table excludes other subsidiaries.
** The figures represent total net revenues as disclosed in Note 8.2 “Analysis of
pandemic so they can expand their business and stimulate local economies.
Primary Segment Information” of the Audited Financial Statements.
The subsidiary also utilized digital platforms to efficiently address the *** Refers to consumer loans, including credit cards
requirements of a wider market, even joining forces with RCBC’s Diskartech
for microfinance and the Department of Agriculture’s Agricultural Credit
Policy Council for agricultural loans to small farmers and fisherfolk.
Our Asset Management and Remedial Group contributed to our bottomline

through the recovery and resolution of past-due and non-performing loans.
This was achieved through effective debt restructuring packages, originating
from well-negotiated and innovative repayment schemes.
21 Business Review
GROWTH STRATEGY CONSUMER LENDING TREASURY
BY THE NUMBERS 28%

Contribution to RCBC’s total loan
5%
YOY increase in total
258%
YOY jump in net revenue to
149%
YOY increase in investment
portfolio, with Php145.0 billion in consumer loans in 2021 Php3.3 billion securities from to Php219.2
total consumer loans in 2021 billion
CORPORATE BANKING SME BANKING
22% 31% 18%

YOY growth in
233%
Record-high growth
YOY increase in assets YOY growth in Corporate
loans portfolio to in onboarding of new
Banking Group deposits
Php93.4 billion accounts versus 2020
TRUST AND INVESTMENTS GLOBAL TRANSACTION BANKING
50% 26% 21% 31%

YOY increase
53%
YOY increase in
21%
YOY growth
YOY growth in YOY increase in CASA electronic fund transfer in overall
YOY growth in
IMA business in AUM deposits (EFT) payments to disbursements to
trust fee income
Php386.4 billion Php778.5 billion
WEALTH MANAGEMENT RCBC CAPITAL
2.3x
Growth in new
28%
YOY increase
100%
YOY increase in net profit
83%
YOY growth in total revenues
client acquisition in AUM to Php318.5 million to Php564.3 million
RCBC SECURITIES RIZAL MICROBANK
175%
YOY growth in net income
19%
YOY increase in disbursements
11%
YOY growth in the number of active
to Php18.4 million to Php1.5 billion borrowers to 2,701
22 Sustainability
Sustainable Innovations that Deliver

As part of our commitment to champion sustainable Material Topics
finance in the Philippines, we at RCBC have been aligning
In this report, topics considered material are those that
our business strategy to support the development needs
substantively affect our ability to create value over
of society, as articulated in the United Nations Sustainable
the short, medium and long term, and influence the
Development Goals (SDGs) and the Paris Agreement.
assessments and decisions of our stakeholders, including
our investors. These are matters related to the:
To this end, we publicly announced in December 2020
our commitment to cease funding for the construction • Economic results and financial well-being of RCBC;
of new coal power plants. As the first Philippine universal
• Health and safety of our employees and our clients;
bank to do so, this demonstrated our leadership in shifting
financing towards clean energy. We also aim to embed • Human resource support and talent pipeline;
awareness of environmental and social (E&S) issues within
• Adaptability of our operations to crisis/changing
our organization, with clients, and in the communities we
circumstances, innovations; and
serve. We believe that good sustainable practices are a key
pillar of responsible lending which can have a meaningful • Supplier actions/immersion in sustainability.
impact on the environment and communities.
In recognition of our best practices in the areas of E&S

responsibility and corporate governance, the Morgan
Stanley Capital International (MSCI) upgraded RCBC’s
Our Stakeholders
ESG rating to “AA” from “A” in December 2020, indicating Stakeholders are any individual, group, or party that has an
sound business organization and risk mitigation. The interest in an organization and the outcomes of its actions.
rating upgrade has placed RCBC in a Leader ESG ranking At RCBC, we regard the following as our stakeholders and
(MSCI ESG ratings of AA and AAA). identified the issues that influence their assessments and
decisions on the Bank.
Since we established our Sustainable Finance Framework
in 2019, we have garnered eight awards, with the addition
of the following in 2021:
• One of the “Top Community Centric Companies in
Asia,” Asia Corporate Excellence & Sustainability
(ACES) Awards 2021
• “The Asset Benchmarking Award for ESG – Gold
Award,” The Asset 2021 ESG Corporate Awards
• “Best Sustainability Bond” for the Php17.87-billion
ASEAN Sustainability Bond RCBC issued in March
2021, The Asset
23 Our Stakeholders
Aspect Stakeholders Component Issues that Influence Their Assessments and Decisions
Economic Performance • Financial performance/health: Revenue, operating costs, remaining value
retained in the company for liquidity and future investments
• Fiscal and risk management to enhance profitability and bank operations
• Regulatory compliance with BSP, SEC and PSE and international best practices
• Economic contribution to the country
• Dividends given to them
• Community investments
Stockholders Financial Intermediation • Credit risk of portfolio
• Profitability of portfolio
Business Ethics • Capability to fight corruption
• Commitment in combatting corruption
• Advocacy for transparency and accountability
• Timely and transparent disclosures on governance
• Enforcement of policies on anti-corruption, AMLA and Fraud
Financial Intermediation • Credit / transition risk

Management • Profitability of portfolio
Procurement Practices • Local sourcing to help ensure stable supply
Loan/Fund Providers & Creditors/ Economic Performance • Equitable interest rates and sound financial advice
Depositors • Value creation: financial contribution and impact to UN SDGs
Economic
• Protection of deposits and loans/credits provided
Customers/Clients Economic Performance • Evidence of financial capacity
• Reliability of operations, unusual decline in financial results
Financial Intermediation • Support for financing
• Protection of deposits
Employees Economic Performance • Equitable wages and benefits
• Protection of employees
Suppliers Economic Performance • Payments made
Government/Regulators Economic Performance • Taxes paid
(BSP, SEC, PSE)
Financial Intermediation • Credit risk of the portfolio
Business Ethics • Bank transparency and accountability
• Compliance with rules and regulations set by BSP, SEC and PSE
• Regular conduct of internal and external audits
• Monitoring of ethics and compliance
• Capability to fight corruption
24 Our Stakeholders
Community Economic Performance • Corporate Social Responsibility (CSR) programs
• Community investments with positive impact
• Periodic partnerships and sponsorships
• Participation in and support of worthy causes
• Support for the economy through local sourcing
Financial Intermediation • Reduced environmental and social impact of RCBC clients’ operations
Procurement Practices • Economic inclusion as positive impact
Economic
• Local sourcing support for stable local economy and community relations
• Encouraging of additional investment to the local economy
Public, including media Financial Intermediation • Reduced environmental and social impact of RCBC clients’ operations –
potential reputational impact
• Commitment in combatting corruption - potential reputational impact for
public legal cases regarding corruption
Management Resource Management • Efficiency of managing resources
Environmental Compliance • Monetary fines
• Non-monetary sanctions
Government / Regulators (DENR) Ecosystems and • Compliance with environmental laws and regulations
Biodiversity, Environmental • Reduction of environmental impacts
Impact Management, • Concern for environmental protection
Environmental Compliance • Ability to conform to certain performance parameters
Customers/Clients Environmental Compliance • Interruption of business/operations due to breach of environmental laws/
regulations
• Reputational impact
Environment Employees Environmental Compliance • Interruption of business/operations due to breach of environmental laws/
regulations
• Reputational impact
Resource Management • Profitability of the organization
• Efficiency of managing resources
Stockholders Environmental • Compliance with environmental laws and regulation and potential reputational
Impact Management, impact that may lead to divestment
Environmental Compliance
Suppliers Resource Management • Consumption of resources (e.g., electricity, water, materials used)
• Actions that can affect the organization’s ability to operate, implement its
strategies, and achieve its objectives
25 Our Stakeholders
Communities, including Resource Management • Environmental effects of resource consumption alongside scarcity of supply,
environmental NGOs and practices employed by suppliers
Ecosystems and • Reduction of environmental impacts and concern for environmental protection
Biodiversity, Environmental
Impact Management,
Environment
Public, including media Resource Management • Potential reputational impact of the extent of resource consumption, alongside
scarcity of supply, and practices employed by suppliers
Ecosystems and • Potential reputational impact of environmental impacts and concern for
Biodiversity, Environmental environmental protection
Impact Management,
Management Employee Management • Direct cost implications of policies on employees
• Efficiency and productivity of employees
• Quality of service provided by employees
Workplace Conditions • Health and safety of employees

Stockholders Employee Management • Direct cost implications of policies on employees
• Efficiency and productivity of employees
• Quality of service provided by employees
• Satisfaction among employees
• Talent acquisition and development and organization’s investment in training,
and the degree to which the investment is made across the entire employee
base
• Equity in the workplace, elimination of gender bias, and equal opportunity
Social
Workplace Conditions, • Health, safety, and minimal harm – potential reputational impact that may lead
Labor Standards, and to divestment
Human Rights • Abolition of child labor, elimination of forced labor, and upholding human rights
– potential reputational impact that may lead to divestment
Supply Chain Management • Reduction of negative environmental and social impacts in the supply chain –
potential reputational impact that may lead to divestment
Relationship with • Reduction of negative impacts on local communities and concern for society –
Community potential reputational impact that may lead to divestment
Customer Management • Customer satisfaction and upholding the rights of customers – potential
reputational impact that may lead to divestment
Data Security • Data security and customer privacy – potential reputational impact that may
lead to divestment
26 Our Stakeholders
Employees Employee Management • Satisfaction among employees
• Equity in the workplace
• Organization’s investment in human resources
• Quality of benefits
• Protection of employees’ wellbeing
• Employee engagement and retention
• Work-life balance
• Understanding of Bank’s mission, vision, and strategies
• Talent acquisition and development and organization’s investment in training,
and the degree to which the investment is made across the entire employee
base
• Approach to communicating significant operational changes
• Negotiations for determining working conditions and terms of employment or
for regulating relations between employers and workers
Workplace Conditions, • Health and safety, minimal harm
Labor Standards, and • Abolition of child labor, elimination of forced labor, and upholding human rights
Human Rights
Customers/Clients Employee Management • Efficiency and quality of service provided by employees
Customer Management • Customer protection and satisfaction
Social • Integrity and honesty of the Bank and its employees
• Professionalism and efficiency of senior management and bank employees
• Easy account opening/loan application requirements and processes
• Accessibility of ATM and branch network
• Continuous service, process and technology improvements
• Fast complaints resolution
• Upholding the rights of customers
Data Security • Data security
• Customer privacy
• Compliance with laws and regulation
• Ability to conform to certain performance parameters
Suppliers Supply Chain Management • Procurement policies
• Supplier Accreditation Process
Government / Regulators (DOLE) Employee Management • Protection of employees
Customer Management • Customer satisfaction and upholding the rights of customers
• Absence of major issues and concerns raised with the BSP-Consumer Affairs
Group
Data Security • Data security and customer privacy
• Compliance with laws and regulation
• Ability to conform to certain performance parameters
27 Our Stakeholders
Community Employee Management • Optimal use of available labor and talent in different regions
• Organization’s investment in human resources, training, and the quality of
benefits
• Ability to attract talent / potential employees in the community
• Approach to communicating significant operational changes and negotiations
for determining working conditions and terms of employment or for regulating
relations between employers and workers
Workplace Conditions, • Health, safety, and minimal harm – potential reputational impact
Human Rights
Supply Chain Management • Reduction of negative environmental and social impacts in the supply chain
and concern for environment and society
Relationship with • Reduction of negative impacts on local communities and concern for society
Community • Continuous enhancement of community relations
Customer Management • Customer satisfaction and upholding the rights of customers
Data Security • Data security and customer privacy
Public, including media Employee Management • Ability to attract diverse, qualified employees
• Inclusive recruitment practices
Social • Equity in the workplace, elimination of gender bias, and equal opportunity —
• Satisfaction among employees, organization’s investment in human resources,
and the quality of benefits – potential reputational impact
• Organization’s investment in training, and the degree to which the investment is
made across the entire employee base – potential reputational impact
• Approach to communicating significant operational changes, and negotiations
for determining working conditions and terms of employment or for regulating
relations between employers and workers – potential reputational impact
Workplace Conditions, • Health, safety, and minimal harm – potential reputational impact
Human Rights — potential reputational impact
Supply Chain Management • Reduction of negative environmental and social impacts in the supply chain –
Relationship with • Reduction of negative impacts on local communities and concern for society –
Community potential reputational impact
Customer Management • Customer satisfaction and upholding the rights of customers – potential
reputational impact
Data Security • Data security and customer privacy – potential reputational impact
28 Our Sustainability Pillars
Economic Performance CET1 ratios:

11.81% (SOLO) AND 12.16%
(CONSOLIDATED), ABOVE
Php4.48 billion:
THE 10% TOTAL CET1 CAPITAL INFUSION FROM
REQUIREMENT SUMITOMO MITSUI BANKING
CORPORATION (SMBC) AFTER
BUYING A 4.99% STAKE IN
RCBC IN JULY 2021
We have an inclusive financial business model that benefits our stakeholders in various z Business Continuity Program (BCP): A Crisis Management Team (CMT), headed by
ways: our President and CEO, oversees the implementation of the comprehensive Crisis
Management Framework which equips the Bank in responding to an event-led
• Revenue generation; disruption in operations. We also have a dedicated Business Resiliency Unit under
• Economic value deployed through employee wages and benefits, payments made the Risk Management Group (RMG) that ensures our preparedness for any disaster/
to suppliers, dividends for stockholders, taxes paid to the government; crisis by coordinating with all teams in developing and maintaining a bank-wide
BCP, identifying critical products/services as well as required operational support
• Investments in local communities, as well as core industries supporting the country’s to sustain operations.
economic growth; and
• Expansion of banking access to the unbanked and underserved parts of the country.
z Disaster Preparedness: We have a Disaster Recovery Plan (DRP) and an Institutional
Business Continuity Plan (IBCP) to ensure our organizational preparedness in
As a Domestic Systemically Important Bank (DSIB), RCBC must demonstrate the responding to disasters and natural calamities. In 2020, the DRP was activated to
capacity to maintain resilience against distress that will affect the financial system as a deal with the operational challenges, particularly in our business centers in the South
whole, and the economy at large. Luzon Region and select Metro Manila areas, due to the Taal Volcano eruption. In
the fourth quarter of 2021, the IBCP was activated due to the onslaught of Typhoon
Our ability to make economic contributions may be disrupted by unforeseen changes in Odette (international name: Rai). This called for the provision of relief goods,
circumstances or pronounced crises that influence customer behavior, constrain access survival kits and emergency go-bags; activation of the Bank’s call tree; identification
to financial services (especially to the unbanked and underserved communities), or of key areas for personnel relocation and evacuation; and implementation of the
adversely affect employee well-being. This was seen during the COVID-19 pandemic buddy branch system to continue serving customers of branches that were closed.
when the economic downturn affected customers’ ability to repay their loans, prompting We also established a backup Data Center (DR Site) outside of Metro Manila in
banks to help customers through remedial measures and set aside higher provisions preparation for a severe natural calamity such as an earthquake or a cyberattack on
that adversely affected their net income and equity position. our main Data Center. A dashboard for personnel location was developed by our
Data Science and Analytics Group to identify employees needing evacuation and
Our management approaches: facilities that required relocation. Several tabletop exercises on Pandemic Crisis
and Cyber Security are held annually to apprise and prepare all concerned parties
z Higher Loss Absorbency (HLA): This requirement for DSIBs is attained through our and promote awareness on measures to be taken in case such threats become real
Common Equity Tier 1 (CET1), which establishes a maximum degree of effective loss events. Tabletop exercises on E&S risks are scheduled to kick off in 2022.
absorbing capacity. In case of any breach in the HLA capital requirement, RCBC has
concrete and reasonable recovery plans that improve capital position and restore
the Bank’s financial condition to viable levels. These are part of RCBC’s Internal
Capital Adequacy Assessment Process (ICAAP) document.
29 Economic Performance
z Continuing Response to COVID-19 Impact: We continued to provide banking Streamlining Operations: We continue to pursue digital transformation projects
services to our customers while ensuring the safety and well-being of our employees that help improve operational efficiency. These include fully automating the
and customers even during the second year of the pandemic. Our continuing KYC process and enhancing credit and control systems. The proceeds of the
pandemic response includes the following initiatives: SMBC investment in RCBC will also be used to further enhance RCBC’s digital
efforts in creating innovative, inclusive, and inter-operable digital solutions. This
transition is aligned with SMBC’s strategy to expand its franchise and strengthen
{ Safety and Well-Being of Employees and Customers
digital banking in Asia.
Clustering and split-site operations: Employees observe a cycle of working
onsite and from home; { Financial Inclusion Products and Services: We serve the needs of the unbanked
Health and safety protocols: IATF-prescribed health protocols have been and underserved in society through the agency banking program of Rizal
institutionalized in all bank premises; MicroBank (RMB) and RCBC’s digital innovations through DiskarTech and ATM
Go. We continued to serve the unbanked and underserved Filipinos with these
Employee testing and vaccination: Employees’ hospitalization benefit includes initiatives:
COVID-19 testing while vaccination for employees and their dependents were
covered by the Yuchengco Group of Companies’ vaccination program. As of BSP Electronic Payment & Financial Services (EPFS): RMB was given BSP
end-2021, 99% of RCBC’s employees have been fully vaccinated. approval to extend EPFS and fully expand the coverage of its “Bangko ng
RCBC COVID-19 Playbook: Internal reference material issued to all employees Bayan” (BNB) program to more communities. Launched in 2020, BNB includes
to guide them on proper health and safety protocols. account opening, cash-in/deposit, cash-out/ withdraw, bills payment, loan
referral and micro insurance availment.
– More than 80 cash agents partnered with RMB as of 2021
{ Financial Support Initiatives
– More than Php20 million in BNB transactions
COVID-19 Assistance and Recovery Enhancement (CARE) Program and other
financial support initiatives: Assistance to customers, especially to small and
medium enterprises, by way of extended repayment plans. DiskarTech: As the country’s first financial inclusion accelerator virtual bank,
DiskarTech enables the unbanked to be part of the local banking ecosystem.
Waiver of fees for digital transfers done via RCBC Online Banking, InstaPay In July 2021, DiskarTech launched its Visayan version in addition to having the
done via DiskarTech, and in RCBC ATMs to encourage clients to bank safely conversational vernacular Taglish (Tagalog and English) to reach more Filipinos
from home. who speak the dialect. DiskarTech also became one of the six financial service
{ Digital Transformation: We continue to use innovative solutions through the use providers to digitally disburse the national government’s COVID-19 financial
of data science to constantly improve customer experience in our various delivery aid in the form of the Social Amelioration Program (SAP) in 2020 and 2021.
channels while digitizing our offices and branches with the use of robotic process
automation that improve turnaround time and reduce operational cost. – Close to 5 million app downloads as of end-2021
Data Science and Digital Marketing: We used data analytics and digital – 437% growth in volume and 8,411% in value from 2020 to 2021
marketing tools and strategies to acquire new customers and boost cross- – Over Php18 billion in gross transaction value in all 81 provinces in the country
selling opportunities in 2021. Other digital transformation initiatives launched
in 2021 include a fully digital account opening, the first-in-market online – Key Partnerships with DiskarTech: Micro and SMEs, rural banks, Department
investment management account, and unit investment trust fund (UITF). of Education, Department of Trade and Industry, microinsurance
beneficiaries, among others, became more resilient and empowered.
– 51% growth in credit card issuances, YOY
– 233% jump in SME customer accounts, YOY
– More than 30% of total customer transactions migrated to RCBC’s digital
platforms in 2021
– 100% increase in transaction value from 2020 to 2021 on RCBC Digital
mobile app and 16% on our website
60% of our Php67-billion total sustainable portfolio in 2021 consisted of

ATM Go: Handheld ATM Go terminals helped facilitate cash withdrawals in Renewable Energy and Energy Efficiency projects, increasing from 49%
geographically isolated and disadvantaged areas, especially for the household share in 2020
beneficiaries of the government’s Pantawid Pantawid Pamilyang Pilipino
Around 3 gigawatts (GW) of renewable energy projects (solar, wind, hydro-
Program (4Ps) in 76 out of 81 provinces nationwide. In 2021, ATM Go started
power and geothermal) have been supported by the Bank since 2012
to process cardless withdrawals for mobile point-of-sale terminals (mPOS) — a
first in the industry – as part of RCBC’s commitment to digital innovation and 12 renewable energy projects with a combined capacity of 1.6 GW to get
financial inclusion. funding support from RCBC in 2022 and 2023
Php42 billion erstwhile investments in coal exposure will taper off and
– 16% increase in transactions in both volume and value from 2020 to 2021 remain in the Bank’s books until 2031
– More than 2.5 million growth in transaction volume from January to Php17.87 billion raised (nearly six times greater than its minimum issue
December 2021 size), our largest-ever issuance in March 2021.
– Total throughput value of almost Php 7 billion as of end-November 2021
z Climate-Related Initiatives: As approved by the Bank’s Risk Oversight Committee,
RCBC has embarked on the following pioneer capacity-building activities in
z Sustainable Finance Strategy: RCBC strongly supports the BSP’s call for financial 2021, enabling the Bank to contribute to the Philippine commitment to the Paris
institutions to be enablers of environmentally and socially responsible business Agreement :
decisions. The Bank has positioned itself as one of the earliest adopters of BSP
Circular 1085 (Sustainable Finance Framework) mandating Philippine banks
{ Advisory engagement with the International Finance Corporation (IFC) and 2
to integrate sustainability considerations in their governance frameworks, risk
Degree Investing Initiative (2DII) for the use of the Paris Agreement Capital
management systems, strategies and operations.
Transition Assessment (PACTA) tool and related methodology developed by
2DII — the first to be conducted by IFC and 2DII in Asia. The results of the
{ RCBC has a Risk Governance Framework (RGF) under which we commit to PACTA evaluation will be integrated into the Bank’s E&S stress testing results
promote sustainable practices that will minimize the negative environmental, that will be reported to the BSP.
social, and reputational impact of the Bank’s financing activities and its clients’
operations. RCBC’s Risk Oversight Committee (a Board-level Committee) has
responsibility over the RGF, with the Bank’s RMG (through Portfolio Quality { RCBC became the first Philippine bank to participate in the Partnership for
Division) tasked to implement assessments and measures to attain the RGF’s Carbon Accounting Financials (PCAF). As a PCAF participant, RCBC commits
objectives. RCBC’s subsidiaries have also developed and maintained their own to disclose the greenhouse gas (GHG) emissions of its portfolio within three
RGFs and E&S policies. years from joining the organization.
z Advocacy on Sustainable Finance and Sustainability: We developed mandatory

{ In 2019, RCBC created its own Sustainable Finance Framework that articulates
e-learning materials on Sustainability to raise our employees’ understanding of
our strategy to raise funds and lend to priority sectors, including clean energy.
the Bank’s role and their individual responsibility toward environmental protection
(For a more detailed discussion, you may access the RCBC 2021 Impact Report
and social responsibility, which will also form part of their performance evaluation.
on our website or scan this QR code.)
We also promoted sustainability outside the Bank, through various events such as
presentations on RCBC’s best practices by some members of Senior Management,
USD1.1 billion proceeds from green and sustainability bonds raised since the and our President’s participation in related forums.
creation of the Framework until March 2021
70:30 asset mix in 2021, with more “green” (environmental) than social in
the portfolio versus 60:40 in 2020
12% share of sustainable portfolio to total loan portfolio in 2021 from 10%
in 2020
Financial Intermediation Procurement Practices 96.45%

PERCENTAGE OF
As part of its Sustainable Finance Strategy, RCBC has adhered to an Environmental RCBC contributes to the local economy and community PROCUREMENT SPENDING
and Social Management System (ESMS) Policy since 2011. The Policy requires a through the selection and economic inclusion of local (ACTUAL PAYMENTS) USED
comprehensive and regular vetting of all lending or credit relationships, both pipeline suppliers. Indirect benefits include additional investments FOR SIGNIFICANT LOCATIONS
and portfolio, from an E&S risk perspective. The Policy was updated in April 2021 to to the local economy, making their prices lower and supply OF OPERATIONS THAT IS
SPENT ON LOCAL SUPPLIERS
facilitate the E&S assessment process and consolidate reference materials. readily available. In addition, it also leads to job generation
with the creation of new businesses that could be potential
The ESMS Policy ensures the Bank’s alignment with relevant BSP Circulars and E&S clients for the Bank.
regulations, as well as with the guidelines of the Environmental Management Bureau
(EMB) of the Department of Environment and Natural Resources (DENR). Policy Business Ethics
implementation is handled by the Environmental and Social Risk Officers who are
equipped with the expertise to conduct appropriate E&S assessments. Our corporate culture is strongly founded on honesty
and integrity. As such, we strictly implement anti-corruption policies to prevent any
All credit proposals are screened using the applicable requirements: the IFC Exclusion corruption incident. We conduct regular and compulsory training and examinations to
List (for environmentally and socially sensitive sectors), applicable national (DENR- ensure that all employees (from senior management to rank and file) and those with
EMB guidelines) and international laws/ IFC Performance Standards on environment, direct contracts with RCBC are familiar and reminded of our anti-corruption policies
biodiversity, deforestation, marine environment, water risk (Philippine Clean Water Act), and procedures.
pollution prevention (Philippine Clean Air Act), indigenous peoples (The Indigenous
Peoples Rights Act) and protection of cultural heritage, health, human and labor rights, Training programs on anti-corruption policies and procedures as well as disclosures on
safety and social issues and any standards established therein and the IFC Performance the Bank’s response to incidents of corruption resulted in increased capacity to prevent
Standards. Environmental Risk Categories (ERC) are assigned to accounts, and credit and combat corruption, and raised awareness on the organization’s seriousness in
approvals obtained in accordance with requirements depending on the ERC. The ERC combating corruption.
assessment takes place before a lending decision is made and continues annually during
the life cycle of the loan agreement with the client. To promote and strengthen checks and balances in the bank, RCBC promotes sound
internal controls and give due recognition to the importance of the internal audit
The ESMS Policy subscribes to IFC’s 8 Performance Standards to benchmark projects function. On the basis of the Audit and Compliance Committee’s approved audit plans,
or business activities. These are applied in the assessment of medium- and high-risk internal audit examinations of the business units are conducted between one to three
accounts as measures of enhanced due diligence: years based on the derived level of risk using a systematic, risk-based approach to
evaluate and improve the adequacy and effectiveness of governance, risk management
1. Assessment and Management of Environmental and Social Risks and Impacts
and control systems and processes through which the Board, senior management, and
2. Labor and Working Conditions stockholders shall be provided with reasonable assurance that its key organizational
3. Resource Efficiency and Pollution Prevention and procedural controls are appropriate, adequate, effective and complied with. This
approach generally includes an assessment of significant risk exposures and adequacy
4. Community Health, Safety, and Security of the risk management process, adequacy and effectiveness of controls encompassing
5. Land Acquisition and Involuntary Resettlement the organization’s governance, operations, information systems, safeguarding of assets
and compliance with Bank’s Code of Conduct, policies and documented procedures,
6. Biodiversity Conservation and Sustainable Management of Living Natural contracts, laws, rules and regulations.
Resources
7. Indigenous Peoples A detailed discussion on our Anti-Corruption practices under the Bank’s Code of Conduct,
Whistleblowing Policy, Money Laundering and Terrorist Financing Prevention Program,
8. Cultural Heritage and Related Party Transaction Policy can be found in the Corporate Governance section
of this report.
32 Environmental Performance
Environmental Performance • 281 RCBC branches converted into Branch of Today design in 2021 (for operational
efficiency and online banking convenience within a physical branch).
• Mandated all employees to take up Sustainability e-learning course in annual
Bank-wide learning programs beginning 2021. This is considered instrumental in
promoting deeper understanding on energy and water consumption.
• Informative Sustainability leaflets distributed to RCBC’s corporate clients and
suppliers, aimed at promoting awareness of environmental protection, including
reduction of GHG emissions/carbon footprint, water conservation, and the
integration of environmental responsibility into their operations.
• Sustainability-related questionnaires are included in the accreditation/vetting
process of suppliers and vendors.
Ecosystems and Biodiversity
Resource Management We do not operate in sites that are in or adjacent to protected areas, areas of high
biodiversity value, protected or restored habitats, or areas where IUCN Red List species
We continue to implement initiatives on resource management which could lead to our and national conservation list species have habitats. The operational sites of our clients,
operational efficiency. These include efficient consumption of energy, water, and the however, may be in these areas, and may have negative environmental impacts. As such,
materials we use. we apply our ESMS Policy which subscribes to the IFC Performance Standards covering
the evaluation of the impact of a borrower’s business on ecosystems and biodiversity
Efficient energy consumption can contribute to the possible reduction in the country’s (IFC Performance Standard number 6). (For a detailed discussion on our ESMS Policy,
significant reliance on fossil fuel-based energy and its impact on global warming. This please go to page 86.)
objective is also ingrained in a larger scale within RCBC's Sustainable Finance Framework
which supports investments in Renewable Energy and is aligned with our declaration to Environmental Impact Management
cease funding for the construction of new coal power plants in the Philippines.
Our ability to properly manage our environmental impacts affects the communities
The Framework also advocates responsible water consumption through investments in within the proximity of our operations, and the overall environmental welfare of the
Sustainable Water Management for clean water, wastewater treatment, consumption, society. We have various approaches to environment impact management:
sustainable urban drainage systems, and other forms of flooding mitigation.
• Initiatives for operational efficiency and digitization: Waste reduction (e.g.,
Being in a LEED-certified gold building (RCBC Plaza in Makati City), we uphold efficient paperless processes), reduction of carbon footprint/GHG, energy efficiency, and
energy and water consumption and apply conservation measures in our day-to-day other environmental initiatives
operations. These include switching to LED lighting systems and the application of • ESMS Policy: This subscribes to the IFC Performance Standards covering the
energy-saving mechanisms in the office elevators, and the proper use of faucets and evaluation of the borrower’s practices to promote resource efficiency and pollution
responsible consumption of drinking water. These practices are also part of our cost- protection (Performance Standard number 3). (For a detailed discussion on our
control measures. ESMS Policy, please go to page 86.)
To ensure our efficient use of materials, we deal only with suppliers that adhere to • RCBC Sustainable Finance Framework: Includes support to initiatives on waste
sustainability standards and practices, including compliance with Philippine laws. We management (excluding landfills) such as waste prevention, waste reduction,
are able to influence suppliers to be sustainable through the supplier accreditation waste recycling, and energy/emission-efficient waste to energy (municipal waste
processes. We continue to improve our existing supply chain management through to energy to include emission abatement technology) under the Eligible Green
policies on procurement practices, performance expectations, capacity building, Categories.
training, process changes, and supplier relationships. • Sustainability e-learning course: Part of the annual Bank-wide learning programs
beginning 2021 to promote deeper understanding on environmental issues.
33 Social Performance
• Informative Sustainability leaflets: Distributed to RCBC’s corporate clients and differentials for different types of work and hence pay within an established salary
suppliers to raise awareness on various environmental issues and promote structure for the different job levels. We likewise provide officers with incentives
environmental responsibility. and rewards for contribution to the business objectives of the Bank. 17th-month
pay is given to rank-and-file employees, a benefit that is superior to other peer
• RCBC Plaza’s Solid Waste Management Plan includes reducing material costs and
banks.
environmental impacts thus educating and encouraging tenants to reduce, reuse,
and recycle for long-term purposes to minimize ecological impacts. Solid wastes • Employee Benefits: We constantly improve our employee benefit packages to
are hauled by a third party; total amounts are then recorded and tabulated. keep them competitive in order to retain employees and attract new applicants.
• The Bank’s customer banking experience has promoted ZERO forms to fill out and • Job Evaluation: The current salary structure is based on the existing job grading
sign if client applies for a Hexagon Club Membership, hence significantly decreasing system for Officer levels ranging from First Officer up to Senior Executive Vice
paper usage. President. HRG is responsible for ensuring that jobs are rated properly and
continuously as they change over time due to reconfiguration of functions or
reorganizations.
• Career Promotion: This is based on full-year performance and accomplishments
RCBC is committed to comply with all environmental laws and regulations, and conform and are measured through predefined Key Results Areas (KRAs).
to performance standards.
• Employee Retention: Recognizing the continuing competition for talent, HRG’s
retention programs have helped keep the Bank’s attrition rate at 11.09% which is
Social Performance below industry level.

• Collective Bargaining Agreement (CBA): While not all non-officer employees are
members of the RCBC Employees Association, they are covered by the CBA. In
November 2021, the Bank (excluding its subsidiaries) and the RCBC Employees
Association peacefully agreed on the 3-year economic provisions and the 5-year
non-economic terms of the CBA for the period 01 October 2021 to 30 September
2026.
• Employee Engagement: Certain RCBC units provide employee satisfaction
survey to the teams that they are servicing. The survey reflects the employee’s
assessment of the unit’s delivery of service and the areas for improvement.
• Human Resource Information System: HRG maintains and manages the Bank's
Human Resource Information System (HRIS) where all employee data (from hiring
to separation) are inputted and stored. Even prior to the pandemic, the HRIS had
already been set up and available for employees to access offsite. Using the HRIS,
HRG was able to record employees’ COVID-19 vaccination details and was able to
EMPLOYEE MANAGEMENT generate real-time data for analysis anytime.
Employee Hiring and Benefits Employee Training and Development

In support of our growth strategy and plans, the Human Resources Group (HRG) is In pursuit of our commitment to organizational capability building, our HRG continues
committed to organizational capability building and continues to lead programs and to lead programs and initiatives on talent management and development, leadership
initiatives on talent management and development, leadership continuity, retention continuity, retention programs, employee well-being as well as corporate social
programs, employee well-being as well as corporate social responsibility. responsibility.
• Compensation and Rewards Program: We commit to pay salaries/compensation HRG, in collaboration with management, continues to subscribe to the Bank’s Succession
consistent with job performance and the requirements of the law and one that Planning Program. This is to ensure that the organization has a deep bench of internal
is competitive with the banking industry. We give importance to equitable pay candidates ready to assume higher leadership responsibilities.
We invest in training and developing employees, and upgrading employee skills. Fully
Training Program Attendees Program Objectives
committed to providing learning and development opportunities across all job levels,
Management has introduced and offered various training programs and seminars. Agile Scrum Project 1st run: Offered to To further equip the Bank in our
Management senior officers who transformation journey
In 2021, we launched a major initiative called the Digital and Customer Centricity Culture Workshop are project leads -
Transformation (DC3T). This aimed to enable our business units to adopt, embrace, and 31 attendees with
practice a digital mindset and customer centricity, with the ultimate goal of improving 7 senior officers
its service delivery to its customers. The three initial groups identified to participate in from the other YGC
the DC3T are the Corporate Banking Group, Global Transaction Banking, and Trust and (Yuchengco Group of
Investments Group. Major programs to support them in this transformation are Virtual Companies)
Consultative Selling and Design Thinking.
2nd run: For heads of
• 194 participants attended the 8 runs of and 112 participants attended the 5 runs of the Operations Group
Design Thinking (24 attendees)
• Other courses conducted to support the DC3T: Customer Journey Mapping Branch Operations 394 attendees Launched in 2018 but became a
Workshop and Customer Value Proposition Workshop (45 participants), and Orientation 7-day program for all new branch
individual High Velocity Coaching and Feedback sessions and Team Learning on Training Camp officer hires or branch officer
Coaching and Feedback. (BOOT Camp) transferees in 2021. Modules include:
Risks and Controls, Supervisory
Development Program, Effective
Other Training Programs Business Communication and
Effective Leadership in Customer
Training Program Attendees Program Objectives Service
RBG Booster 81 Sales Officers of the To gain knowledge on product Core Credit Course 91 participants from 10-day program for Relationship
Program Retail Banking Group certification and equip branch sales the Corporate Banking Managers aimed at standardizing
(3 sessions in 2021) officers to be more adept in their Group and improving knowledge on
role and to support them in the Financial Analysis and Projections,
digital environment and Credit Fundamentals. Apart
AWS (Amazon 99 Senior Leaders To better understand the digital from CBG and SMEBG Relationship
Web Services) landscape. Topics covered: Culture, Managers, the program was offered
Executive Briefings Innovation and Transformation; to Credit Officers and Auditors.
Innovation and Transformation 10th run of the 10 marketing 8-day training program which aims
in Banking, Financial Services Corporate Banking assistants to develop capable and credible
and Insurance; Engineering, Learning Academy, marketing assistants
Construction and Energy; and People (Marketing
Transformation Assistant Track)
RBG BRM 23 participants 19–day intensive training program
Masterclass aimed at improving product
knowledge, as well as selling skills
5 review sessions 153 employees In compliance with the BSP Directive
to prepare those attended the review to have all UITF Selling Personnel
who will take the sessions, 150 were accredited
TOAP accreditation registered with TOAP
for the accreditation
exam
1 • More than 10,000 attendees attended both internal and external learning sessions (mostly
online)
LEADERSHIP • 49,800 eLearning courses taken by employees
2
• 10,168 attended internal virtual training on Leadership, Customer Service, Sales Planning and
Management, Product and Technical Knowledge, Risk Management, AML/Compliance
3 • 79 employees enrolled in a number of specialized/IT external training programs
• 741 employees sent to various external training programs
• HRG conducted Coaching workshops, specifically on the shift to Digital Selling
4
• 10 e-Learning programs on Security Awareness, Stress Management, Effective Time
Management, Business English, RCBC Online Retail (RCBC ROR), Data Privacy, Sustainability,
5 Unit Investment Trust Fund 2021 (UITF), Fixed Income, and Code of Conduct
Under our Corporate Governance Framework, the Board of Directors are required to undergo
the Annual Continuing Training Program to be continuously informed of the developments in the
business and regulatory environments, including emerging risks relevant to the Bank. It involves
1 EXECUTIVE DEVELOPMENT PROGRAM courses on corporate governance, matters relevant to the company, including audit, internal
controls, risk management, sustainability (e.g. e-learning course launched in 2021), and strategy.
The annual continuing training shall be at least for four hours. In addition, all employees (from senior
2 LEADERSHIP DEVELOPMENT PROGRAM

management to rank and file) and those with direct contracts with RCBC attend regular trainings
and examinations on the Bank’s anti-corruption policies.
Labor-Management Relations
3 MIDDLE MANAGEMENT DEVELOPMENT PROGRAM

RETAIL BANKING ACADEMY
BRANCH OPERATIONS DEVELOPMENT PROGRAM
RCBC has a union comprised of 29% of our rank-and-file employees in 2021. The union negotiates
with Management for a Collective Bargaining Agreement (CBA) every 5 years. This shows that,
CORPORATE BANKING LEARNING ACADEMY hand-in-hand, Management and the union regularly evaluate and update the salaries and benefits of
TREASURY ACADEMY employees. Every negotiation (in at least the past 15 years) has been peaceful and fruitful.
Diversity and Equal Opportunity
4 RCBC is an equal-opportunity employer. In 2021, women comprised 64% of our workforce and 36%
SUPERVISORY DEVELOPMENT PROGRAM
BASIC AND ADVANCED were men. This shows the equal opportunity we give to all as RCBC actively promotes diversity
and equality at work, not only in hiring, but also in advancement and attaining positions of senior
5 OFFICERS DEVELOPMENT PROGRAM leadership. Promotion is based on performance, as accomplishments are measured through
GENERAL OPERATIONS LEARNING & DEVELOPMENT PROGRAM predefined KRAs.
WORKPLACE CONDITIONS, LABOR STANDARDS, AND HUMAN RIGHTS Robust information drive via release of critical/necessary advisories in line with
the pandemic;
Occupational Health and Safety Implementation of policies on self-quarantine and travel bans;
We commit to upholding occupational health and safety in the workplace through Released procedures on how to avail COVID-19 testing as part of employees’
worker training and incident investigations. We have safety officers, certified Basic hospitalization benefit;
Occupational, Safety and Health (BOSH) personnel, and first-aiders trained by the Implemented COVID-19 testing to symptomatic employees and those who
Philippine Red Cross. were deemed as close contacts
Various health and safety policies, as well as inspection Organized bankwide webinars on the following:
and search procedures, are in place to protect all – Science behind and importance of vaccination
employees from generally recognized workplace
hazards such as fire, earthquake, robberies and other – Mental Well-being
MORE THAN
natural and man-made calamities, as well as from – Anxiety and Coping Skills
substance abuse. Php137.4 million – Resiliency and Self Care
In 2021, the HRG conducted the following activities to SPENT IN 2021 FOR HEALTH – Beating Burn-out and Practical Mindfulness
sustain the promotion of health, safety and welfare of BENEFITS OF EMPLOYEES
AND THEIR DEPENDENTS Developed and implemented an eLearning module on Stress Management
RCBC employees:
Other related trainings:
z Maintained partnership with Maxicare, the Bank’s
– Department of Labor and Employment (DOLE) certified Basic Occupational
HMO provider, in giving health and medical
Safety and Health Seminar;
services in accordance to the benefits being
enjoyed by employees. In 2021: – Philippine Red Cross certified first aid training;
{ 2,629 employees and 1,584 dependents availed – Basic training course for Pollution Control;
of hospitalization, emergency care and other medical services;
– Pollution Control training course for Managing Heads;
{ Php15.1 million worth of Executive Check-Up for employees invested by RCBC;
– Safety and life support trainings, fire and earthquake seminars and drills for
{ 7,742 employees availed of outpatient consultation services; employees;
– Pre-employment physical and medical examination for new hires;
z Partnered with Sunlife Grepa Financial Inc. in utilizing the clinic located at the RCBC
– Random drug testing;
Plaza (more than 176 availments in 2021). There is also a clinic set up at the A. T.
Yuchengco Centre in BGC to give free check-up and consultation services (more – Flu vaccination;
than 1,039 employees availed). – Maintenance of operational breastfeeding stations for nursing employees;
– Sports and wellness to promote physical fitness
z The Bank also provided the following benefits to employees: – Precautionary measures – Since Management recognizes the precarious
{ YGC Vaccination Program: 70,000 doses of Moderna vaccines for employees and situation of employees in areas affected by natural calamities and man-
dependents. Through the Bank’s relentless effort, 99% of our employees were made adversities, it has always been keen on immediately issuing work
fully vaccinated by 31 December 2021. suspension orders in such perilous areas during fortuitous events; and
{ COVID-19 related undertakings: Activities performed by the Bank to support – Life insurance coverage, inclusive of accidental death, total and permanent
employees during the pandemic in compliance with the laws and regulations disability and burial assistance benefits.
enacted during this period:
Labor Laws and Human Rights
RCBC gives importance to and upholds labor standards and human rights in the
workplace. Employees can be certain that RCBC follows existing labor laws and
standards and protects human rights at all times.
We comply with all four principles of the International Labour Organization (ILO):
i) freedom of association and the effective recognition of the right to collective
bargaining
CUSTOMER MANAGEMENT
ii) the elimination of forced or compulsory labor Customer Satisfaction

iii) the abolition of child labor RCBC is committed to fully enforce the BSP’s policy on Financial Consumer Protection
(FCP) through a regular assessment of our compliance with the regulatory standards
iv) the elimination of discrimination in respect of employment and occupation of conduct. This is to achieve a service culture of fair dealings and responsible business
practices embedded in our primary business operations. Mechanisms to receive and
Supply Chain Management investigate complaints and implement corrective action are incorporated in the FCP
Framework.
RCBC ensures that suppliers uphold sustainability standards and practices, including
compliance with relevant Philippine laws. The supplier’s environmental performance is • Regular monitoring of feedback from traditional and social media to identify
observed during site visits. RCBC influences suppliers to be sustainable through supplier customer concerns. This includes monthly social listening reports and real-time
accreditation processes, among other approaches. alerts, and monthly traditional media reports.
• Customer research for major initiatives (e.g., brand refresh, new website design, and
In 2021, Sustainability Leaflets incorporating RCBC’s sustainability practices were new application design)
distributed to the YGC Procurement Shared Services to encourage suppliers to
continually uphold sustainability standards and practices. (For details on our Supplier • Review and approval of communication materials, including clearing initiatives with
Policy, you may access the RCBC Sustainability Report 2021 Annexes on our website or Consumer Protection, Legal, and Compliance Groups
https://www.rcbc.com/uploads/media/RCBC-Sustainability-Report-2021_-final.pdf ) • Assessment of RCBC’s reputation risk also reported regularly to the Risk Oversight
Committee of the Board of Directors
Relationship with Community
• Financial customers given means to resolve complaints with their financial
transactions. Consumer Assistance Officers (CAOs) are designated to handle
RCBC empowers communities and families towards financial inclusion. Our presence
customer complaints in various units, offices and business centers.
in communities facilitates access to capital in the local economy, spurring economic
growth and employment generation. • Further strengthening of our Consumer Assistance Mechanism with the creation
of a well-trained and dedicated team where customers can conveniently lodge
In 2021, RCBC joined the Credit Risk Database (CRD) Project of the BSP and Japan complaints, inquiries and requests (i.e. Customer Care Dept-General Concerns,
International Cooperation Agency (JICA) for SMEs. This aims to improve the access of Customer Care-Loans, Customer Care-DiskarTech App)
SMEs to bank financing and support a post-COVID recovery scenario, especially since
• All Bank personnel with direct engagements with customers are equipped with the
more than 70% of MSMEs in the Philippines were forced to close a month after the
knowledge on the structure and implementation of the Bank’s complaints handling
outbreak. The CRD project will improve access to SME financing by promoting risk-
mechanism. All CAOs submit a complaints report to the Bank’s Consumer Protection
based lending through the use of a statistical scoring model that assesses the capacity
Unit (CPU) on a monthly basis. CPU ensures that customer complaints received
of SMEs to repay their loan. This effectively gives long-term support to SMEs to reduce
from various channels are consolidated and analyzed to ensure that material risks
the dependence of financial institutions on collateral when granting loans.
are subjected to root cause analysis, especially systematic complaints requiring
immediate resolution by the 1st line business centers and/or business units. A
For details on how the various operations of RMB and RCBC’s DiskarTech and ATM Go
management report on customer complaints is submitted to the Risk Oversight
products bring about significant impact to local communities, please go to Performance
Committee on a regular basis.
Metrics, page 48.
Customer Health & Safety To protect customer privacy, we limit collection of personal data, collects data only by
As they are financial in nature, our banking products and services do not pose a risk lawful means, and is transparent about how data is gathered, used, and secured. We do
to health and safety. Those of our clients, however, may have such negative impacts on not disclose or use personal customer information for any purposes other than those
their customers. As such, we remain committed to employing appropriate due diligence agreed upon, and communicate any changes in data protection policies or measures to
on our borrowers to ensure that appropriate health and safety programs and measures customers directly.
are embedded in their operations. This is one of the fundamentals of the Bank’s ESMS
Policy which subscribes to the IFC Performance Standards covering the evaluation of the Under the supervision of the Chief Compliance Officer (CCO), our Data Protection Officer
borrower’s practices to promote health and safety (Performance Standard number 2). (DPO) is accountable for ensuring compliance with applicable laws and regulations for
(For a detailed discussion on our ESMS Policy please go to page 86) personal data protection. The DPO develops, maintains, and promotes the effective
implementation of the Bank’s Data Privacy Policy. The DPO regularly reports to the
Marketing and Labelling Audit and Compliance Committee (ACC) of the Board of Directors. The ACC performs
Our ability to uphold the rights of our customers to the security of our products and oversight functions over the Compliance Office, and consequently, over the DPO. The
services results to customer protection and customer satisfaction. Data Privacy Policy approved by the ACC and confirmed by the Board, was most
recently revised in September 2021.
Fair and responsible marketing communications, as well as access to information about
the composition of products, and their proper use and disposal, help our customers make Data Security
informed choices. This is supported by our Consumer Protection Framework which details We place the highest importance on keeping data secure, aiming to reduce disruptions
effective internal controls on product and service labelling and marketing communications. to operations as a consequence of information security incidents.
Our units that develop and provide products and services to customers as well as those RCBC may store personal data physically or electronically with third-party data storage
who prepare advertising materials for external distribution ensure that advertising and providers. When the Bank does this, we use contractual arrangements to ensure those
promotional/ marketing materials comply with the following requirements: providers take appropriate measures to protect that information and restrict the uses to
which they can put that information.
• No false, misleading or deceptive statements
• Visible, easily readable and understandable The data privacy and security policy are considered and applied in 100% of the Bank’s
• Disclosure of clear, accurate, updated and relevant information about the product or operations.
service
We have zero tolerance for information security/cyber security breaches. RCBC shall
• Balanced and proportional (reflecting both advantages and risks of the product or protect its information assets to ensure that breaches do not cause material damage to
service) its liquidity and capital position, and reputation.
• Key information is prominent and not obscured
Our information security objectives are achieved through both a technical and process-
• Print is of sufficient size and clearly legible based defensive strategy:
• Targeted according to the specific groups of clients or customers to whom products • Multi-layer IT defenses, including threat intelligence/assessment, prevention,
are marketed detection and remediation;
• Identification of information assets including both hardware and software that are
Business units that develop products and provide services coordinate with our Learning considered essential to the Bank;
and Development Department on the design and execution of product/service programs.
Bank staff, specifically those who interact directly with customers, receive adequate • Assistance to business units in identifying risks in information assets being handled;
training suitable for the complexity of the products or services they sell. All Bank and
personnel that interact with customers are equipped with the knowledge on the structure • Implementation of risk assessment to determine current information security risks
and implementation of our complaints handling mechanism. and threats present in the information assets, determine acceptable risk levels, and
implement preventive measures to mitigate potential high risks.
Customer Privacy
RCBC upholds the rights of customers to privacy. We respect consumer privacy and
take reasonable measures to ensure the security of personal data that we collect, store,
process or disseminate.
39 Contribution to the UN SDGs
UN Sustainable Development Goals

Key Products and Services and Societal Value / Contribution to the UN SDGs
Our financial inclusion programs and services, taken together with RCBC’s Sustainable Finance Framework, address 16 of the 17 UN SDGs
Key Products and Services Societal Value / Contribution to UN SDGs Potential Negative Management Approach
Impact of to Negative Impact
Contribution
Delivering in the New Normal Through Engaging the unbanked The risk of default and
Digital Acceleration: and underserved other risks are mitigated
towards financial by performing additional
[Refer to details under the Economic inclusion may expose us Know Your Customer (KYC)
and Social portions] No Poverty. Both DiskarTech and ATM Go were instrumental in the government’s distribution of to credit risk and other and credit risk assessment
- DiskarTech the SAP pay-outs. The government has partnered with RCBC to help distribute cash assistance to types of risk which procedures on clients.
- ATM Go families greatly affected by the ECQ in provinces and remote locations where there are no bank traditional risk tools may
branches. ordinarily not be able to
adequately manage.
Gender Equality. The digital innovations improve the economic lives of poor women, working
class women and members of female-headed households.
Decent Work and Economic Growth. Digital acceleration provides and expands access to
banking and financial services for all.
Industry, Innovation and Infrastructure. The banking products increase access to financial
services.
Reduced Inequalities. The pandemic highlighted the challenges of financial inclusion. RCBC
responded swiftly through digitization which provided access to unbanked and underserved
Filipinos. Diskartech has partnered with more than 21,500 cash agents and has processed more
than Php18 Billion in transactions as of year-end 2021.
Partnerships for the Goals (refer to details under Economic portion).
• For DiskarTech, key partnerships with the following: DSWD, PASCO and Hapinoy, DOLE,
Blas Ople Policy Center, Overseas Workers Welfare Administration and Philippine Overseas
Employment Administration, SSS, DTI, Digipay, and RBAP.
• For ATM Go, RCBC partnered with the DSWD.
Delivering in the New Normal through Business lockdowns The CARE Program
Compassionate Customer Service: and quarantines have entails supplementary
caused financial stress training to the relationship
- CARE Program or the COVID-19 to the bank customers managers for intensive
Assistance and Recovery Enhancement Decent Work and Economic Growth. CARE promotes economic growth, full and productive as these may lead to credit assessment and
Program employment, decent work for all. potential loan default collection. The objective
and deterioration in of the CARE Program is to
Industry, Innovation and Infrastructure. CARE helps maintain employment, increases the access overall loan portfolio provide immediate relief to
of small and medium enterprises to financial services and affordable credit. quality. customers through payment
holidays while giving the
Reduced Inequalities. CARE empowers and promotes economic inclusion. Ensures equal
bank time to assess the
opportunities and reduces inequalities of outcome by providing immediate relief to customers
impact through various
through payment holidays.
sensitivity analyses and
restructuring options.
Contribution
Deposits Banks are custodians The Bank identifies,
of public money. Given measures, controls, and
• Savings Accounts the banking sector’s monitors the risk inherent
{ FlexiSavers systemic importance, it to its business activities or
{ iSave No Poverty. RCBC offers inexpensive, easy to open, and customizable deposit accounts. is critical that credit risk, embedded in products and
{ Basic Savings market risk, and other portfolios. RCBC continually
{ GoSavers Good Health and Well Being. RCBC offers account types that come with free personal accident bank risks are properly develops an efficient and
{ SSS Pensioner insurance, free hospitalization benefit, and free life insurance. managed to prevent effective risk management
{ Regular Savings ATM/Passbook Gender Equality. RCBC offers eWoman Savings and eWoman Checking accounts especially
bank failure. infrastructure, and complies
{ eWoman Savings designed for women. These come with free life insurance coverage.
with regulations on risk and
{ Dragon Peso/ Dollar Savings capital management.
{ Foreign Currency Reduced Inequalities. GoSaver is a savings account for kids and teens. SSS Pensioner is a savings
• Checking Accounts account for those looking for a convenient way to access their pension.
{ Regular Checking
{ Dragon Checking
{ eWoman Checking
{ CheckLite
• Time Deposit
• Foreign Currency
Loans Banks are custodians The Bank identifies,
of public money. Given measures, controls, and
• Corporate Loans the banking sector’s monitors the risk inherent
systemic importance, it to its business activities or
• Home Loans is critical that credit risk, embedded in its products
Decent Work and Economic Growth. RCBC provides and expands access to banking and financial
• Auto Loans services for all. The Bank lends to corporations and SME, promoting inclusive, and sustainable market risk, and other and portfolios. RCBC
economic growth, full and productive employment, and decent work for all. bank risks are properly continually develops an
• Personal Loans managed to prevent efficient and effective risk
Industry, Innovation and Infrastructure. RCBC’s loan products increase access to financial bank failure. management infrastructure,
services. and complies with
regulations on risk and
Reduced Inequalities. RCBC’s loan products empower and promote economic inclusion. RCBC
capital management.
lends to the underserved and low-income individuals, promoting socioeconomic advancement
and empowerment.
Sustainable Cities and Communities. RCBC’s personal loan products increase access to safe and
affordable housing and transport.
Contribution
Credit Cards Engaging in the credit RCBC mitigates the risk of
card business exposes default and other risks by
us to credit risk and performing additional KYC
other types of risk and credit risk assessment
Zero hunger and Gender Equality. RCBC Bankard Diamond Mastercard has a built-in program, which traditional risk procedures on clients.
the Diamond Cares Program, where for every Php100 charged to the card, RCBC Bankard tools may ordinarily not
automatically donates Php0.10 to support Gawad Kalinga’s (GK) Kusina ng Kalinga (KnK) or be able to adequately
Zonta Foundation for Women. manage.
Good Health and Well Being and Life on Land. The Philippine Red Cross, World Vision
Philippines, and WWF-Philippines are RCBC Bankard Rewards Program beneficiaries. Cardholders
earn rewards points for their qualified purchases, and can donate the peso value of their rewards
points to the Bank’s partner non-government organization.
Quality Education. AY Foundation and SOS Children’s Village are RCBC Bankard Rewards
Program beneficiaries. Cardholders earn rewards points for their qualified purchases, and
can donate the peso value of their rewards points to the Bank’s partner non-government
organizations.
Micro & Small Business Loans & Savings Engaging the unbanked RCBC mitigates the risk of
Products and underserved default and other risks by
towards financial performing additional KYC
inclusion may expose us and credit risk assessment
No Poverty. RMB’s loan and savings products cater to the underserved & small businesses in the to credit risk and other procedures on clients.
country. RMB studies each business carefully to make certain that the additional working capital types of risk which
has a positive effect on cash flow, potentially reducing or eliminating poverty. traditional risk tools may
ordinarily not be able to
Decent Work and Economic Growth. Correlated to helping reduce poverty, RMB’s loans products adequately manage.
provide additional funds to small businesses which in return further employs underserved
individuals, thus, increasing employment.
Industry, Innovation and Infrastructure. RMB’s products increase access to financial services,
including affordable credit.
Reduced Inequalities. Regardless of financial status, RMB’s loan and savings products cater to
underserved individuals not covered by commercial banks.
Sustainable Finance Framework Banks are custodians The Sustainable Finance
of public money. Given Framework has a clear
The Sustainable Finance Framework the banking sector’s project selection and
strategy is to deploy Sustainable systemic importance, it evaluation process.
Financing instruments to fund all types is critical that credit risk,
of Loans that have clear environmental market risk, and other
and/or social benefits which are bank risks are properly
classified as Eligible Green and Social managed to prevent
Assets. Download RCBC’s Impact Report from www.rcbc.com/sustainability. This report presents the bank failure.
Bank’s Sustainable Finance Framework’s impact and contribution to the UN SDGs.
ECONOMIC PERFORMaNCE
Disclosure: January 1 to December 31, 2021
Amount (Consolidated) in Php billions
DIRECT ECONOMIC VALUE GENERATED

Revenue Generation 2021 36.39
2020 37.91
2019 35.86
DIRECT ECONOMIC VALUE DISTRIBUTED

Total Operating 2021 24.98
Costs
2020 27.72
2019 24.29
Employee Wages 2021 6.37

and Benefits
2020 6.63
2019 6.83
DIRECT ECONOMIC VALUE DISTRIBUTED
Payments to 2021 12.27 Taxes Paid to 2021 4.37
Suppliers, Other Government
Operating Costs 2020 14.36 2020 5.56
2019 12.09 2019 4.44
Dividends Given to 2021 1.90 Investments to 2021 79

Stockholders Community (e.g.,
2020 1.08 donations, CSR 2020 93
2019 .86 2019 68

Loan Concentration as to Industry

Amount
% Training on Anti-Corruption Policies and Procedures Quantity
(Php M)
Percentage of employees to whom the organization’s
Consumer 145,557 29% anti-corruption policies and procedures have been 100%
Real estate, renting and other related activities 83,231 16% communicated to
Electricity, gas and water 69,258 14% Percentage of business partners to whom the
organization’s anti-corruption policies and procedures 100%
Wholesale and retail trade 56,866 11% have been communicated to
Manufacturing (various industries) 55,618 11% Percentage of management that have received anti-
100%
corruption training
Transportation and communication 41,080 8%
Percentage of employees that have received anti-
Financial intermediaries 33,772 7% 100%
corruption training
Agriculture, fishing, and forestry 4,309 1%
Hotels and restaurants 4,207 1% Energy Consumption Quantity
Other community, social and personal activities 2,439 - Energy consumption (renewable sources) in GJ 0 GJ
Mining and quarrying 1,022 - Energy consumption (gasoline) in GJ 0 GJ
Others 7,574 2% Energy consumption (LPG) in GJ 0
Total 504,933 100% Energy consumption (diesel) in GJ 1,3853
RCBC Plaza:
Proportion of Spending on Local Suppliers Quantity 7,096,877
Percentage of procurement spending (actual payments) A.T. Yuchengco Centre:

used for significant locations of operations that is spent 96.45% Energy consumption (electricity) in kWh 1,215,484
on local suppliers
Branches:
10,228,754
Training on Anti-Corruption Policies and Procedures Quantity
Percentage of employees to whom the organization’s
anti-corruption policies and procedures have been 100%
communicated to
Percentage of business partners1 to whom the
organization’s anti-corruption policies and procedures 100%
have been communicated to
Percentage of management that have received anti- In the context of this Sustainability Report, the term ‘business partners’ includes suppliers and
100%2 1
corruption training customers/clients.

2
Via regular and compulsory “eLearning” courses and examinations for all employees and those with
Percentage of employees that have received anti- direct contracts with RCBC.
100%
corruption training 3
This pertains to generator sets which make use of diesel.
Reduction of Energy Consumption Quantity Ecosystems and Biodiversity

Quantity6
(Whether in Upland/Watershed or Coastal/Marine)
Energy reduction (renewable sources) in GJ 0
Operational sites owned, leased, managed in, or adjacent
Energy reduction (gasoline) in GJ 0 to, protected areas and areas of high biodiversity value None
Energy reduction (LPG) in GJ 0 outside protected areas
Energy reduction (diesel) in GJ 148.78 Habitats protected or restored in hectares -
Energy reduction (electricity) -2,339,7164 IUCN Red List species and national conservation list
None
species with habitats in areas affected by operations
Water Consumption Quantity

Water withdrawal in cubic meters 0
RCBC Plaza:
31,380
A.T. Yuchengco Centre:

Water consumption in cubic meters
6,647
Branches:
133,667
Water recycled and reused in cubic meters 0
Materials Used Quantity 4

No energy reduction instead higher energy consumption in 2021 at 18,541,115 kWh vs. 2020 at
16,201,400 kWh driven by looser COVID-19 restrictions from the Inter-Agency Task Force for the
Materials used by weight or volume 5
Management of Emerging Infectious Diseases (IATF). However, compared with pre-pandemic
• Renewable in kg/liters 145,584 energy consumption from 2019 at 22,000,121 kWh, 2021 consumption is lower by 3,459,005 kWh.
5
This includes printed forms, check books, check vouchers, envelopes, and tempus calendars
• Non-renewable in kg/liters 4,550 procured from suppliers.
6
Refer to discussion of impact.
Percentage of recycled input materials used to
manufacture the organization’s primary products and 96.87%
services6
Environmental Impact Management

Air Emissions
GHG Quantity
Direct (Scope 1) GHG Emissions in Tonnes CO2e 0
Energy indirect (Scope 2) GHG Emissions in Tonnes CO2e 13,307.607
Emissions of ozone-depleting substances (ODS) Tonnes 0 Hazardous Waste Quantity10
Total weight of hazardous waste generated in kg -
Air Pollutants Quantity8 Total weight of hazardous waste transported in kg -
NOx in kg -
SOx in kg - Effluents Quantity11
Persistent organic pollutants (POPs) in kg - Total volume of water discharges in cubic meters -
Volatile organic compounds (VOCs) in kg - Percent of wastewater recycled in % -
Hazardous air pollutants (HAPs) in kg -

Particulate matter (PM) in kg -
Non-Compliance with Environmental Laws
Quantity
and Regulations
Solid Waste Quantity Total amount of monetary fines for non-compliance with
Php10,0012
RCBC Plaza: environmental laws and/or regulations
440,2739 No. of non-monetary sanctions for non-compliance with
Total solid waste generated in kg 0
A.T. Yuchengco Centre: environmental laws and/or regulations
27,432
No. of cases resolved through dispute resolution
Reusable 0 2
mechanism
RCBC Plaza:
Recyclable
128,585 7
RCBC Plaza, A.T. Yuchengco Centre, and Branches; emission factor for electricity at 0.7122 kgCO2e/
kWh from DOE (https://www.doe.gov.ph/electric-power/2015-2017-national-grid-emission-factor-
Composted 0 ngef); emission factor for diesel at 0.0741 tonnes CO2e/GJ from ADB (https://www.adb.org/sites/
Incinerated 0 default/files/institutional-document/296466/guidelines-estimating-ghg.pdf)
8
Refer to discussion of impact.
RCBC Plaza:
9
Solid waste data pertains to the entire premise of the RCBC Plaza not just the RCBC occupied
311,688 floors. This is comparable with previous years’ solid waste disclosures for RCBC Plaza.
10
As RCBC is engaged in traditional banking, it does not generate hazardous waste in its operations.
Residuals/Landfilled
The Bank’s clients, however, may be generating hazardous waste that is harmful to the environment.
A.T. Yuchengco Centre: 11
RCBC’s operational sites are not in, or adjacent to, protected areas, areas of high biodiversity value,
27,432 protected or restored habitats, or areas where IUCN Red List species and national conservation list
species have habitats. The operational sites of the Bank’s clients, however, may be such, and the
clients’ operations may have negative environmental impacts.
12
This is a one-time fine imposed on one branch that failed to register as hazardous waste generator
under R.A. 6969. The fine has already been paid and requirement has been complied with.
Employee Management
Employee Hiring and Benefits
Employee Data Quantity
Total number of employees 5,650
a. Number of female employees 3,610
b. Number of male employees 2,040
Attrition rate 13
11.09%
Ratio of lowest paid employee against minimum wage 1.018 : 1
% of female % of male Employee Training and Development Quantity

Employee Benefits Y/N employees who employees who
availed in 2021 availed in 2021 Total training hours provided to employees 169,332
SSS Y a. Female employees 90,968
Maternity/Paternity Y 0.14 0.00 b. Male employees 78,364
Sickness Y 0.10 0.11 Average training hours (hours/employee) 30
Salary Loan Y 0.17 0.13 a. Female employees 25.19
PhilHealth Y 0.10 0.05 b. Male employees 38.41
Pag-IBIG Loan Y 0.12 0.07
Labor-Management Relations Quantity
Parental Leaves Y 0.07 0.09
% of employees covered with Collective Bargaining
Vacation Leaves Y 0.93 0.93 29
Agreements
Sick Leaves Y 0.69 0.60
Number of consultations conducted with employees
~2,000 estimate
Medical Benefits (aside from PhilHealth) Y 0.70 0.56 concerning employee-related policies
Housing Assistance (excl. Pag-IBIG) Y 0.0000083 0.00147

Labor-Management Relations Quantity
Retirement Fund (excl. SSS) Y 0.03 0.02
% of female workers in the workforce 64%
Further Education Support N
% of male workers in the workforce 36%
Company Stock Options N
Number of employees from indigenous communities and/
Telecommuting N 0
or vulnerable sector*
Flexible Working Hours N *Vulnerable sector includes, elderly, persons with disabilities, vulnerable women, refugees,
migrants, internally displaced persons, people living with HIV and other diseases, solo parents,
and the poor or the base of the pyramid (BOP; Class D and E).
Attrition rate = (no. of new hires – no. of turnover)/(average of total no. of
13
employees of previous year and total no. of employees of current year)

Workplace Conditions, Labor Standards, and Human Rights Supply Chain Management
Occupational Health and Safety Quantity Topic Y/N If Yes, cite reference in the company policy
Safe Man-Hours 11,932,800 14
Environmental
N
performance
No. of work-related injuries 0
Forced labor N
No. of work-related fatalities 0
Child labor N
No. of work related ill-health 0
Human rights N
No. of safety drills 3
Supplier Management: Policies on Supplier
Blacklisting
Labor Laws and Human Rights Quantity 2. If supplier commits a violation against
No. of legal actions or employee grievances involving Bribery and corruption Y YGC Procurement Shared Services (PSS)
0 policies on Code of Ethics, supplier will be
forced or child labor
blacklisted, regardless if supplier has more
than one product or service used by YGC.
Do you have policies that explicitly disallow violations of labor laws and human rights
(e.g., harassment, bullying) in the workplace? Supplier Management: Policies on Supplier
Blacklisting
Topic Y/N If Yes, cite reference in the company policy
3. Supplier shall also be blacklisted if the
All newly hired employees sign a contract Health and safety Y following offenses are committed:
stating that they agree to the terms and e. Failure to meet safety policies leading
Forced labor Y to loss of life, injury or damage to
conditions of their employment. The Bank
does not employ forced labor. property
RCBC’s Recruitment Policy requires that

Child labor Y we hire college graduates, at the minimum.
The Bank does not employ child labor.
Existing Philippine laws set expectations
and standards that disallow violations of
Human rights Y
and promote human rights. RCBC abides
by these laws.
Estimated at 6,344 employees working 8 hours per day over 243 working days
14
Relationship with Community

Significant Impacts on Local Communities
Does the particular
Operations with significant (positive or Vulnerable groups Mitigating measures (if negative) or
Location operation have impacts on
negative) impacts on local communities (if applicable)* enhancement measures (if positive)
indigenous people?
- RMB offers the Basic Deposit Account (BDA)17
deposit product called “Pangarap Savings.”
Available in key areas
With RMB’s cloud-based core-banking system,
in Luzon, Visayas
financial services such cash-in (deposit), cash-
and Mindanao with Yes. RMB serves the unbanked
RMB Micro & Small Business Loans & Savings out (withdrawal), bills payment, and opening of
a 18 branches and 5 RMB is RCBC’s thrift bank. and underserved markets in the
Products BDA can be done real time through a secured
micro-banking offices, Philippines.
electronic platform provided to the accredited
or a total of 23 RMB
agents.
branches
Refer to details under Economic Performance.
Yes. DiskarTech is an inclusion

An inclusion application application that targets the
DiskarTech also offers the BDA deposit product.
DiskarTech – a Financial inclusion mobile- that mainly targets class unbanked and underserved
Mobile-based
based application C, D, and the unbanked Filipinos nationwide, especially
Refer to details under Economic Performance.
sector those who live in grassroot
communities.
An inclusion application
that mainly targets class
C, D, and the unbanked Yes. ATM Go is an inclusion
Handheld ATM sector application that targets the
ATM Go Refer to details under Economic Performance.
terminals unbanked and underserved
This was instrumental sector.
to the government’s
distribution of the SAP.
The CRD project aims to

improve the access of Yes, the CRD project is an
Created out of SMEs to bank financing inclusion application for the
a collaboration and support a post- underserved sector. The The CRD project aims to improve access to
Credit Risk Database (CRD) project of the between the BSP and COVID recovery scenario, CRD project gives long-term SME financing by promoting risk-based lending
BSP for SMEs. Japan International especially since more support to MSMEs to reduce through the use of a statistical scoring model that
Cooperation Agency than 70% of MSMEs in the their dependence of financial assesses the capacity of SMEs to repay their loan.
(JICA) Philippines were forced institutions on collateral when
to close a month after the granting loans.
outbreak.
*Vulnerable sector includes children and youth, elderly, persons with disabilities, vulnerable women, refugees, migrants, internally displaced persons, people living with HIV and other diseases,
solo parents, and the poor or the base of the pyramid (BOP; Class D and E).
The Basic Deposit Account is a financial inclusion deposit product of the BSP which meets the need of the unbanked and low-income sector for an affordable and easy-to-open account.
17
It has a low-opening amount of Php100.00 or less, no maintaining balance, no dormancy charges and simple identification requirements.
For operations affecting indigenous peoples (IPs), the total number of Free and Prior
Marketing and Labelling Quantity
Informed Consent (FPIC) undergoing consultations and Certification Preconditions
(CPs) secured and still operational: No. of substantiated complaints on marketing and
0
labelling*
Certificates Quantity18
No. of complaints addressed N/A21
FPIC process is still undergoing -
*Substantiated complaints include complaints from customers that went through the
CP secured - organization’s formal communication channels and grievance mechanisms as well as complaints
that were lodged to and acted upon by government agencies.
Customer Management
Did a third party conduct the Customer Privacy Quantity
Customer Satisfaction Quantity
customer satisfaction study? No. of substantiated complaints on customer privacy* 1
Customer satisfaction None19 N/A No. of complaints addressed 1
No. of customers, users and account holders whose
Health and Safety Quantity 431,829
information is used for secondary purposes
No. of substantiated complaints on product or service *Substantiated complaints include complaints from customers that went through the
0
health and safety* organization’s formal communication channels and grievance mechanisms as well as complaints
No. of complaints addressed N/A20
*Substantiated complaints include complaints from customers that went through the
organization’s formal communication channels and grievance mechanisms as well as complaints Data Security Quantity
No. of data breaches, including leaks, thefts and losses of
222
data
18
The operations of RMB and the mobile-based DiskarTech do not affect IPs
19
The Customer Care Ticketing System – Sales Force was implemented on September 28, 2020 and is actively being used enterprise-wide. This is monitored and enhancements are
continuously being done to improve the process.
20
No recorded complaints attributed to Health and Safety for the year 2020.
21
No recorded complaints attributed to Marketing and Labelling for the year 2021
22
Both incidents involved unauthorized disclosure of information due to an operational oversight. The root causes have been immediately identified and rectified to prevent recurrence.
50 Risk and Capital Management
Risk Governance Framework Principle 1: Risk management creates and protects

value.
Risk management creates and protects value by
The RCBC Group (the Group) recognizes that risk is increasing the likelihood of achieving the organization’s
an inherent part of its activities, and that banking is objectives. It also creates and protects value as it
essentially a business of managing risks. The Group views results in improving governance and control process,
risk management as a value proposition imbued with the compliance with regulations and effectiveness and
mission of achieving sustainable growth in profitability efficiency in the allocation of scarce capital and
and shareholder value through an optimum balance of resources.
risk and return.
Principle 2: Risk management is an integral part of all
This corporate risk philosophy further translates to the organizational processes.
following policy precepts: Risk management is not a standalone activity that is
separate from the main activities and processes of the
• Prudential risk-taking and proactive exposure organization. Aside from ensuring profitability and
management as cornerstones for sustainable delivering shareholder value, risk management should
growth, capital adequacy, and profitability; form part of the responsibilities of management.
• Standards aligned with internationally accepted
practices and regulations in day to day conduct of Principle 3: Risk management is part of decision
risk and performance management; and making.
To be effective, risk management should be part of the
• Commitment to developing risk awareness across decision-making process. Risk management should
the Group, promoting the highest standards of help decision makers make informed choices, prioritize
professional ethics and integrity, establishing a actions and distinguish among alternative courses of
culture that emphasizes the importance of the risk action.
process, sound internal control, and advocating the
efficient use of capital. Principle 4: Risk management explicitly addresses
The RCBC Group’s Risk Governance Framework aims to: uncertainty.
In risk management, risk should not be viewed in a
• Identify, measure, control, and monitor the risk deterministic manner. Rather, it should explicitly take
inherent to the Group’s business activities or into account uncertainty, the nature of the uncertainty,
embedded in its products and portfolios; and how this uncertainty can be addressed.
• Formulate, disseminate, and observe the corporate
Principle 5: Risk management is systematic, structured,
risk philosophy, policies, procedures and guidelines;
and timely.
• Guide risk-taking units in understanding and Risk management is a systematic, structured, and
measuring risk-return profiles in their business timely process that contributes to efficient, consistent,
transactions; comparable, and reliable results. It is a rigorous process
that encourages everyone in an organization to assess
• Continually develop an efficient and effective risk
uncertainty in a structured and systematic manner, and
management infrastructure; and
design mitigation strategies methodically.
• Comply with regulations on risk and capital
management. Principle 6: Risk management is based on best
available information.
While risk management aims to assess and manage risk
RISK MANAGEMENT PRINCIPLES1 in a forward-looking manner, it has to rely on the best

available information as of a specified predetermined
date. Examples of information sources that can be used
Risk management is a dynamic activity. For risk as inputs to the risk management process are:
management to be effective, it needs to be practiced
within all layers of the organization. The BOD expects • Historical data
the management of risk to be guided by the following
principles: • Past experience
• Stakeholder feedback
1
ISO 31000 enumerates 11 principles
• Observation The BOD expects all staff to:
• Forecasts
• Expert judgment • Establish, monitor, and adhere to an effective risk
appetite statement;
• Have a clear view of the risk culture;
Principle 7: Risk management is tailored. • Systematically monitor and assess the prevailing risk
Risk management is not a one-size-fits-all exercise. Each banking organization has culture and proactively address any identified areas of
unique circumstances that must be considered in designing the organization’s risk weakness or concern;
governance framework and process. Risk management should be aligned with the Lead by Example
• Promote through action and words, a risk culture that
organization’s external and internal context and risk profile. expects integrity and a sound approach to risk;
• Promote an open exchange of views, challenge, and
Principle 8: Risk management takes human and cultural factors into account. debate; and
The effectiveness of risk management processes, no matter how sophisticated the • Have mechanisms in place which help lessen the
designs are, still depends on the commitment and capabilities of everyone in the influence of dominant personalities and behaviors.
organization. Risk management considers the capabilities, perceptions and intentions
of external and internal people that can facilitate or hinder achievement of the • Systematically monitor and assess whether the
organization’s objectives. espoused values are communicated and adhered to by
management and staff at all levels;
Principle 9: Risk management is transparent and inclusive. • Ensure that the risk appetite statement, risk
To be effective, risk management should not be an isolated activity. Everyone in management strategy, and overall business strategy
Adopt Corporate
an organization should be involved. Risk management is relevant and up-to-date are clearly understood and embraced by management
Values
if stakeholders and decision makers at all levels are involved in an appropriate and and staff at all levels and effectively embedded in the
timely manner. decision-making and operations of the business; and
• Establish a compensation structure that supports the
Principle 10: Risk management is dynamic, iterative and responsive to change. institution’s espoused values and promotes prudent
Risk management should continually evolve and recognize the dynamic environment risk-taking behavior.
in which the banking organization operates in. As external and internal events occur, • Demonstrate a clear understanding of the quality
context and knowledge change, monitoring and review of risks take place. New risks and consistency of decision-making throughout the
emerge, some evolve, some change, and some disappear. Risk management should business, including how decision-making is consistent
be able to capture and calibrate its responses to the changing nature of uncertainty. with the Group’s risk appetite and risk strategy;
Develop Common • Have a clear view on the business lines considered
Principle 11: Risk management facilitates continual improvement of the organization. Understanding and to pose the greatest challenges to risk management
Risk management should develop and implement strategies to improve their risk Awareness of Risk and these are subject to constructive and credible
management maturity alongside all aspects of the organization. challenge about the risk-return balance; and
• Systematically monitor how quickly issues raised by
the BOD, supervisors, internal audit, and other control
RISK CULTURE2 functions are addressed by management.
There are four elements of a sound risk culture: tone from the top, accountability, • Establish processes to ensure that failures or near
Learn from Risk
effective communication and challenge, and incentives. failures in risk culture are reviewed at all levels of the
Culture Failures/
Group and are seen as opportunities to strengthen the
Mistakes
Tone from the Top Group’s risk culture and make it more robust.
The BOD and senior management are expected to establish a risk culture that
represents an expectation of values and conduct from all staff. This expectation
outlines what is expected from each individual in terms of behavior and actions. The
BOD expects all staff to demonstrate exemplary conduct, act responsibly, fairly, and
with integrity towards clients, staff, and in the communities in which we live and work.
2
Financial Stability Board (FSB), 2014. “Guidance on Supervisory Interaction with Financial Institutions on Risk Culture: A Framework for Assessing Risk Culture”
Accountability Effective Communication and Challenge
A sound risk culture promotes an environment of effective communication and

The BOD and senior management should ensure that employees are held accountable
challenge in which decision-making processes promote a range of views, allow for
for their actions and are aware of the consequences of not adhering to the desired
testing of current practices and stimulate a positive, critical attitude among employees
behavior toward risk. There should be a clear delineation of responsibilities with regard
and an environment of open and constructive engagement.
to monitoring, identification, management, and mitigation of risk. Employees at all
levels should understand the core values of the Group’s risk culture and its approach
A sound risk culture must encourage transparency and open dialogue in order to
to risk, be capable of performing their prescribed roles, and be aware that they are
promote the identification and escalation of risk issues.
held accountable for their actions in relation to the Group’s risk-taking behavior.
• Clear expectations should be set with respect to monitoring, • Alternative views or questions from individuals and groups
reporting, and responding to current and emerging risk are encouraged, valued and respected, and occur in
information across the institution, including from the lines practice. Senior management should have mechanisms in
Open to
of business and risk management to the BOD and senior place to ensure that alternate views can be expressed in
Alternative View
Risk management. Mechanisms should be in place for the lines of practice, and should request regular assessments of the
Ownership business to share information on emerging and unexpected openness to dissent at all layers of management involved
risks. in the decision-making process.
• Employees are held accountable for their actions and are
aware of the consequences for not adhering to the desired risk • The Chief Risk Officer and risk management function
management behavior. (RMG and CMG) share the same stature as the lines
of businesses, actively participating in the Senior
• Escalation processes should be established and used with Management Committee, and proactively involved in all
clear consequence for non-compliance with risk policies and Stature of Risk the relevant risk decisions and activities. They should have
escalation procedures. Management appropriate access to the BOD and senior management.
• Employees should be aware of the process and believe that • Compliance, legal, and other control functions should
Escalation the environment is open to critical challenge and dissent. have sufficient stature, not only to act as advisors, but
Process These mechanisms should be established for employees to also to effectively exert control tasks with respect to the
raise concerns when they feel discomfort about products or institution’s risk culture.
practices.
• Whistleblowing should be proactively encouraged and
supported by the BOD and senior management. Incentives
• Consequences should be clearly established, articulated, and
applied for the business lines or individuals who engaged in Financial and non-financial incentives should support the core values and risk culture
excessive risk-taking relative to the risk appetite statement. at all levels of the Group. Performance and talent management should encourage
Enforcement Breaches in internal policies, procedures, and risk limits and and reinforce maintenance of the institution’s desired risk management behavior.
non-adherence to internal codes of conduct should impact an Remuneration systems should reward servicing the greater, long-term interest of
individual’s compensation and responsibilities or affect career the Group and its clients. Risk management and compliance considerations should
progression, including termination. have sufficient status in driving compensation, promotion, hiring, and performance
evaluation.
A risk appetite framework ensures that risk-taking is specific, measured, and consistent
• Remuneration and performance metrics should
within established limits.
consistently support and drive the Group’s desired
risk-taking behavior, risk appetite, and risk culture.
Annual performance reviews and objective-setting
Joined-Up Risk Management
processes include steps taken by the individual to
promote the Group’s desired core values, compliance Beyond the benefits of breadth, a risk appetite framework also provides depth to
with policies and procedures, internal audit results, risk management activities. It is the collective impact of risk-taking across a firm that
and supervisory findings. needs to be managed. This will always require the coordination among various parts
of a firm, alignment between broader objectives and the more specific objectives of
Remuneration and • Incentive compensation programs systematically business units or individuals, and a translation between technical language of the risk
Performance include individual and group adherence to the or product specialist and the more general firm-specific risk appetite language.
Group’s core values and risk culture, including:
» Treatment of clients; This is where risk appetite frameworks come to the fore. First, they facilitate top-
down direction from the BOD via the cascading of risk appetite statements and their
» Cooperation with internal control functions and ongoing monitoring and control – in a risk appetite language that is meaningful to
regulators; everyone. Second, they rely on bottom-up information and insight from the businesses
» Respect for risk exposure limits; and and control functions through the calibration of risk appetite limits and triggers, as
well as the reporting of risks and the risk profile versus risk appetite.
» Alignment between performance and risk.
• Understanding key risks and essential elements of Drive Quality Risk Management
risk management and the culture of the organization
is a critical skill for senior employees. These should To have an effective risk appetite framework, the following must be present:
be reflected in the development plans for employees.
Talent Development and • A strong, independent risk function that has the confidence of its convictions and
Succession planning processes for key management
Succession Planning the internal clout to design, build, launch and embed risk language and concepts
positions include risk management experience and
not only revenue-based accomplishments. Training across the firm; the risk personnel need to be good at reaching out to their
programs are available for all staff to develop risk colleagues in the business lines and advocating the risk appetite perspective.
management competencies. • A sponsor at the executive level who has enough authority to make risk appetite
the way the firm approaches risk. Without senior buy-in from a President/Chief
Executive Officer or Chief Risk Officer, risk appetite will wither on the vine.
RISK APPETITE FRAMEWORK3 • A robust process to aggregate risk – Risk definitions are uniformly understood
across the firm. The people and processes that identify and aggregate risk need
The Risk Appetite Framework (RAF) is the overall approach, including policies, to be of high caliber to support completeness of coverage and this should cover
processes, controls and systems, through which risk appetite is established, financial and non-financial risks;
communicated and monitored. It includes a risk appetite statement, risk limits and an • A well-established methodology to produce risk adjusted metrics (with the
outline of the roles and responsibilities of those overseeing the implementation and active buy-in of both the finance and risk departments) so that the risk appetite
monitoring of the RAF. perspective takes root outside of the risk department.
A fully functioning risk appetite framework establishes a firm-specific quality and style • A good capacity for change management, since embedding risk appetite requires
of internal communication that enables risk messages to feed up the organization from some deep-seated changes to be made to the way a lot of people go about their
the people who take or manage risk. jobs;
• A culture within a firm that enables free flow of information up and down the
Conscious Risk-Taking hierarchy. The bosses are not afraid to hear bad news, nor do the business units
water down messages for fear of giving offense.
No business can thrive without taking on risks. A key benefit of deploying a risk
appetite framework is that these risks are identified and quantified in a structured way • A culture that weaves risk considerations into the rest of the firm in such things
that relates them to the firm’s business objectives and strategy. as business strategy, capital planning, day-to-day risk-taking by the business,
governance and the design of remuneration plans.
The trade-offs between risk and reward in a risk appetite framework are made upfront,
in a conscious attempt to decide the right calibration, and at a firm-wide level.
3
Deloitte, 2014. “Risk Appetite Frameworks: How to Spot the Genuine Article”
Risk Appetite Statement RISK APPETITE FOR SPECIFIC RISK TYPES
Risk appetite is the amount of risk the RCBC Group is willing to take in pursuit of its Risk Type Definition Risk Appetite
strategic objectives, reflecting its capacity to sustain losses and continue to meet its Credit Risk Risk of loss arising from a The Group shall only engage with
obligations under normal as well as adverse circumstances. counterparty’s failure to meet counterparties that are foreseen
the terms of any contract with to be able to meet the terms
The Group’s risk appetite statement is approved by the BOD and forms the basis for the bank or otherwise perform of the contract or perform as
establishing the risk parameters within which the businesses must operate, including as agreed. Credit risk is found agreed. The Group shall manage
risk management policies, and limits. in all activities where success credit risk in its portfolio and
depends on counterparty, activities to ensure that credit
The Group defines its risk appetite in terms of volatility of earnings, the maintenance issuer, or borrower risk losses do not cause material
of adequate capital buffers, and the assessment by the regulator. performance. It arises damage to the Group’s liquidity
anytime funds are extended, and capital position.
The Group recognizes that risk is an inherent part of its activities, and that banking committed invested, or
is essentially a business of managing risks. It aims to achieve sustainable growth in otherwise exposed through
profitability and shareholder value through an optimum balance of risk and return. actual or implied contractual
agreements, whether
The Group shall take on risk prudently and manage exposures proactively for the reflected on or off the balance
purpose of sustainable growth, capital adequacy, and profitability. It shall be aligned sheet. Credit risk is not limited
with internationally accepted standards, practices, and regulations in the day to day to the loan portfolio.
conduct of risk and performance management.
Credit Risk of loss arising from The Group shall not be
Concentration excessive credit exposures to overexposed to specific
The BOD and senior management are committed to developing risk awareness across
Risk individual borrower, groups of industries, borrowers,
the Group, promoting the highest standards of professional ethics and integrity,
connected counterparties and counterparties, or groups, where
establishing a culture that emphasizes the importance of the risk process, sound
groups of counterparties with the risk of loss has not been
internal control, and advocating the efficient use of capital.
similar characteristics (e.g., considered and/or mitigated. It
counterparties in specific shall manage credit concentration
The Group sets risk limits to constrain risk-taking within its risk appetite, taking into
geographical locations, risk in its portfolio to ensure that
account the interest of customers and shareholders as well as capital and other
economic or industry sectors) credit risk losses do not cause
regulatory requirements.
or entities in foreign country material damage to its liquidity
or a group of countries with and capital position.
The Group will not compromise adherence to its risk appetite to pursue revenue
strong interrelated economies.
growth or higher returns.
Market Risk Risk to earnings or capital The Group shall manage market
The Risk Oversight Committee shall oversee compliance to the established risk arising from adverse risk in its trading portfolio and
appetite, risk management policies, and limits. movements in market factors activities to ensure that losses
that affect the value of arising from adverse movements
Furthermore, the Group articulates its appetite for specific risk types. instruments, products, and in market prices do not cause
transactions in the Bank’s material damage to its net income
trading book portfolio, both and capital position.
on- and off-balance sheet.
Interest Rate Current and prospective risk The Group shall manage
Risk in the to earnings and capital arising interest rate risk in its banking
Banking Book from adverse movements in book portfolio and activities to
the interest rates that affect ensure that losses arising from
the Bank’s banking book movements in interest rates do
positions. not cause material damage to its
net income and capital position.
Risk Type Definition Risk Appetite Risk Type Definition Risk Appetite
Liquidity Risk Current and prospective risk The Group shall be able to Compliance Risk Current and prospective The Group shall comply with laws,
to earnings or capital arising meet its obligations when they risk to earnings or capital regulations, rules, related self-
from a bank’s inability to meet come due, under normal as arising from violations of, or regulatory organization standards,
its obligations when they well as adverse circumstances, non-conformance with, laws, and codes of conduct applicable
come due without incurring while ensuring compliance with rules, regulations, prescribed to its banking activities. It has
unacceptable losses or cost. regulatory requirements. It shall practices, internal policies no appetite for deliberately or
Also includes the inability to manage its liquidity position and procedures, or ethical knowingly incurring a breach of
manage unplanned decreases under extreme but plausible standards. the letter or spirit of regulatory
or changes in funding sources. liquidity stress scenarios without requirements.
recourse to extraordinary central Money Risk of loss arising from a The Group has zero tolerance
bank support. Laundering/ covered person’s failure to for any involvement in money
Operational Risk Risk of loss resulting from The RCBC Group shall control Terrorist prevent itself from being used laundering and terrorist financing
inadequate or failed internal operational risks to promote Financing as a money laundering site activities. It shall manage ML/TF
processes, people and sustainable safe and sound (ML/TF) Risk and conduit for the proceeds risk to avoid any involvement in
systems or from external operations and ensure that of unlawful activities as well as money laundering and terrorist
events. This definition includes operational losses are mitigated financing the act of terrorism. financing activities.
legal risk, but excludes and do not cause material Fraud Risk Risk of loss resulting from The Group shall manage fraud
strategic and reputational risk. damage to the Group’s liquidity, (Internal & falling victim to activities risk to ensure that losses resulting
income, capital position and External) involving internal and/or from activities involving internal
reputation. external fraud. and/or external fraud do not
IT Risk Risk of loss resulting from The Group shall manage its cause material damage to its
adverse outcome, damage, computer hardware, software, liquidity and capital position, and
loss, violation, failure or devices, systems, applications, reputation. It has zero tolerance
disruption associated with and networks to ensure that for any incident involving internal
the use of or reliance on losses resulting from their failure fraud, or any inappropriate
computer hardware, software, do not cause material damage to conduct by a member of staff or
devices, systems, applications its liquidity and capital position, by any Group business.
and networks. and reputation. Legal Risk Risk of loss resulting The Group shall manage legal
Information Risk of loss resulting from The Group has zero tolerance from uncertainty of legal risk to ensure that losses arising
Security Risk information security/cyber for information security/cyber proceedings that the Bank is from legal proceedings do not
security breaches. security breaches. It shall currently or expected to be cause material damage to its
protect its information assets involved in. liquidity and capital position, and
to ensure that breaches do not reputation.
cause material damage to its Human Resource Risk of loss arising from non- The RCBC Group has adequately
liquidity and capital position, and Risk compliance with the Human disseminated its Human
reputation. Resources policies including Resources policies and Code of
Business Risk of loss resulting from The RCBC Group shall be able to Code of Conduct. Conduct to all its employees. As
Continuity Risk a prolonged interruption in resume critical operations that are such, it has very low tolerance
business operations. adversely affected by disruption for non-compliance to ensure
due to internal and external that ensuing losses do not cause
threats, which may be natural, material damage to the Group’s
man-made or technical in origin in operations, business, strategy and
a timely manner. reputation.
Regulatory Risk Risk of loss arising from The Group shall be prepared Strategic Risk Current and prospective The Group shall only pursue
probable mid-stream changes for any changes in regulations impact on earnings or strategies whose foreseeable
in the regulatory regime affecting its current position and/ capital arising from adverse risks have been considered and/
affecting current position and/ or strategy. business decisions, improper or mitigated. It shall manage
or strategy. implementation of decisions, strategic risk to ensure that there
or lack of responsiveness to is no material damage to its
industry changes and other liquidity and capital position, and
external developments. reputation.
• Risk limits should include material concentrations at the group-wide, business line
Risk Type Definition Risk Appetite and subsidiary levels.
Reputational Risk to earnings, capital, and The Group has very low tolerance • Risk limits should not be strictly based on comparison to peers or default to
Risk liquidity arising from negative for engaging in any business regulatory limits.
perception on the Bank of activity where foreseeable
its customers, shareholders, reputational risk or damage • Risk limits should not be overly complicated, ambiguous, or subjective.
investors, and employees, has not been considered and/ • Risk limits should be monitored regularly.
market analysts, the media, or mitigated. It shall protect its
and other stakeholders such reputation to ensure that there is
as regulators and other no material damage to the Group.
government agencies, that
can adversely affect the
RISK GOVERNANCE
bank’s ability to maintain The Risk Governance Framework of the Group follows a top-down approach: the BOD
existing business relationships, takes ultimate accountability for the risks taken, setting the tolerance level for these
establish new businesses or risks, business strategies, operating budget, policies, and overall risk philosophy.
partnerships, or continuously
access varied sources of In the interest of promoting efficient corporate governance, the BOD constitutes
funding. committees to perform oversight responsibilities. These committees perform oversight
Environmental Risk of potential financial, The Group shall promote functions in the area of risk policy formulation, decision-making, and risk portfolio
and Social (E&S) legal, and/or reputational sustainable practices that will management.
Risk negative effect of E&S issues minimize negative environmental,
on the bank. social and reputation impact of
the Bank’s financing activities BOARD OF DIRECTORS
and its clients’ operation. It shall
mitigate negative impact on
the environment and affected Audit and
Executive Risk Oversight AML
communities, and enhance Compliance
Committee Committee Committee
positive sustainable development Committee
impact.
BOARD OF DIRECTORS (BOD)

Risk Limits 4
The BOD ensures that the Group’s corporate objectives are supported by a sound
risk strategy and an effective risk governance framework that is appropriate to the
Risk Limits are quantitative measures based on forward-looking assumptions that nature, scale, and complexity of its activities. It provides effective oversight of senior
allocate the Group’s aggregate risk appetite statement to business lines, subsidiaries management’s actions to ensure consistency with the risk strategy and policies,
as relevant, specific risk categories, concentrations, and other levels as deemed including the risk appetite framework.
appropriate. Some of the Risk Oversight Committee’s expectations when Management The BOD:
sets risk limits are as follows:
• Sets policies, strategies and objectives and oversees the executive function
• Risk limits should be set at a level to constrain risk-taking within the approved risk
appetite, taking into account the interest of customers and shareholders as well as • Sets the risk appetite and ensures that it is reflected in the business strategy and
capital and other regulatory requirements, in the event that a risk limit is breached cascaded throughout the organization
and the likelihood that each material risk is realized. • Establishes and oversees an effective risk governance and organizational structure
• Risk limits should be established for business lines and subsidiaries, and generally
expressed relative to: Board Committees
» Earnings
Overall responsibility for risk management is with the BOD. More specific
» Capital responsibilities of the board-level and management committees involved, and assisting
» Liquidity the BOD, in the risk process are provided below:
» Other relevant measures, e.g. growth and liquidity
4
Financial Stability Board (FSB), 2013. “Principles for an Effective Risk Appetite Framework”
THE EXECUTIVE COMMITTEE THE ANTI-MONEY LAUNDERING BOARD COMMITTEE
The Executive Committee has the authority to act on matters as the BOD may entrust The Anti-Money Laundering Committee is constituted by the BOD to carry out its
to it for action in between BOD meetings. More specifically, it reviews and approves mandate to fully comply with the Anti-Money Laundering Act (AMLA), as amended,
loans and other credit-related matters, investments, purchase of stocks, bonds, its Revised Implementing Rules and Regulations, and the Anti-Money Laundering
securities and other commercial papers for the Bank. Regulations under the MORB; and to ensure that oversight on the Bank’s AML
compliance management is adequate. The AML Board Committee has oversight on
THE RISK OVERSIGHT COMMITTEE (ROC) all AML-related matters such as the bank’s Money Laundering and Terrorist Financing
Prevention Program (MLPP), AML findings, PCA commitments, alerts management,
The ROC supports the BOD with respect to oversight and management of risk and CTRs & STRs.
exposures of the Group. In this regard, the ROC exercises authority over all other
risk committees of the Group, mainly to assist the BOD in fulfilling its risk oversight THE AUDIT AND COMPLIANCE COMMITTEE
responsibilities. The ROC oversees:
The Audit and Compliance Committee is a board-level committee constituted to
• The risk governance framework. The ROC ensures that an appropriate risk perform the following core functions:
governance framework is in place, and adopted (as appropriate) across all entities
of the Group. • Oversight of the Bank’s financial reporting and control, and of internal and
external audit functions. This includes responsibility for the setting up of internal
• Adherence to risk appetite. The ROC oversees compliance to established risk
audit and for the appointment of the internal auditor as well as the independent
management policies and limits. It ensures that the current and emerging risk
external auditor who both report directly to the Audit and Compliance
exposures are consistent with the Group’s strategic and overall risk appetite. It
Committee.
assesses the overall status of adherence to the risk appetite based on the quality
of compliance with the limit structure, policies, and procedures relating to risk • Investigation of any matter within its terms of reference, with full access to and
management and control, and performance of management, among others; cooperation by management and full discretion to invite any director or executive
officer to attend its meetings and adequate resources to enable it to effectively
• The risk management function. The ROC is responsible for the appointment/
discharge its functions.
selection, remuneration, and dismissal of the Chief Risk Officer (CRO). It also
ensures that the risk management function (RMG and CMG) has adequate • The review of the effectiveness of the institution’s internal controls, including
resources including personnel, systems, and other risk management capabilities financial, operational and compliance controls, and risk management, to be
necessary for the conduct of sound risk management, and effectively oversees the conducted at least annually.
risk taking activities of the Group.
• Oversight of regulatory/compliance aspects.
• Capital planning and management. The ROC reviews, evaluates, periodically
assesses, and reports to the BOD, the Group’s Internal Capital Adequacy
Role of Parent Bank and Subsidiaries
Assessment Process (ICAAP), especially relating to:
» Current and projected capital and risk-weighted asset levels and requirements; The BOD and senior management of subsidiaries are held responsible for effective
risk management processes at the subsidiary level and have appropriate influence in
» Capital allocation among risk-taking units of the Group; and
the design and implementation of risk management in the subsidiary. Conversely, the
» Perceived threats to capital adequacy arising from both identified and BOD and management of the parent bank is responsible for the risk management of
unexpected risk factors the Group and must exercise oversight over its subsidiaries with appropriate processes
established to monitor the subsidiaries’ compliance to the Group’s risk management
• Recovery plans. The ROC ensures periodic review of the effectiveness of the practices.
risk management systems and recovery plans. It ensures that implementation is
carried out on an enterprise-wide basis, and that corrective actions are promptly Three Lines of Defense Model
implemented to address risk management concerns.
Notwithstanding its defined specific risk management functions, the Group recognizes
that the core banking activity of managing risks is not the sole province of RMG and
CMG. It is rather a function that cuts across the entire organization.
In the Three Lines of Defense model, management control is the first line of defense
in risk management, the various risk control and compliance oversight functions
established by management are the second line of defense, and independent
assurance [or audit] is the third. Each of these three lines plays a distinct role within
the organization’s wider governance framework5.
5
Institute of Internal Auditors, 2013. “The Three Lines of Defense in Effective Risk Management and Control”
responsibility of every level of management, in every business or functional unit, under

Responsibilities
the oversight of the BOD, to ensure that the risk management process is performed.
• Every employee is a risk officer; the day-to-day management The establishment of a bank-wide “independent risk management function” to assist
of all material risks is the responsibility of all bank personnel. the BOD does not take away the responsibility for risk management from the line
• Business lines and support units: business/functional units. They must, therefore, adhere to all applicable policies,
procedures, and processes established by the risk management function.
» know our customers well and are best placed to act in both
1st Line:
customers’ and RCBC’s best interests;
Business Lines
The management of credit risk, for instance, encompasses the Group’s various units
& Support Units » own the risks and are responsible for identifying,
monitoring, and controlling them to stay within appetite; involved in the credit or lending cycle spanning origination, evaluation, approval,
and implementation/account management, and collection/remedial management. Each
» are responsible for promoting a culture of compliance and stage of the cycle is governed by a specific set of policies and procedures.
control.
• Risk control owners for their respective specialized risk The same is true with the management of market, interest rate, and liquidity risks.
types: As a general principle, risk-taking units (e.g., Trading, Investment, and Liquidity
» monitor and facilitate the implementation of effective risk desks) are themselves risk managers, and are therefore expected to recognize and
management practices by the 1st line; identify the risks attributed to various traded instruments, investment outlets, and
» set standards by which the 1st line is expected to manage counterparties. Moreover, they are expected to exercise risk control via observance of
risk, including compliance with applicable laws, regulatory trading and/or investment rules, and compliance to risk limits set by regulation and
requirements, policies, and other relevant standards; those internally approved and set by the BOD. Risk control units (e.g., Treasury back
2nd Line:
» develop and maintain policies, standards and guidelines, office, Settlements) on the other hand are reposed with the responsibility of being the
Risk & Control
set risk appetite and limits; second line of defense.
Units
» challenge the 1st line on effective risk management, their
inputs to, and outputs from, the Bank’s risk management The management of operational risk, too, is the responsibility of all Group personnel,
tools; and
with all units of the Group effectively becoming stakeholders in the ORM Framework.
» oversee the optimization of risk-reward trade-off. In addition to the ORM tools employed by the Group, operating manuals and
• Scope of responsibilities is defined by risk type, and policies relating to people, process, and systems management are in place and are
not constrained by functional/business/organizational supplemented by the Group’s risk-based internal audit process.
boundaries
• Auditors: 2ND LINE OF DEFENSE: RISK & CONTROL UNITS
» evaluate the effectiveness of the risk governance
3rd Line:
framework (design and implementation); and The second line of defense are the control functions; independent of the first line.
Audit
» provide an independent, objective assessment to improve The second line is responsible for developing and implementing a policy framework
the effectiveness of the first two lines of defense. that reduces or eliminates preventable risks, and reduces the likelihood and impact of
strategic and external risks. The second line of defense must:
1ST LINE OF DEFENSE: BUSINESS LINES & SUPPORT UNITS • Identify, monitor, and escalate risk issues to the Chief Risk Officer;
• Oversee and challenge first line risk-taking activities and review first line risk
The first line of defense is the risk-originating units of the Bank, which are the business proposals; and
lines and support units. They originate products and activities which are the sources • Set risk data aggregation, risk reporting, and data quality requirements.
of risks. They are, therefore, in the best position to address risk issues at the onset.
Business lines are expected to embed the risk governance framework and sound risk
management practices into their respective standard operating procedures. It is the
RISK TYPES
3RD LINE OF DEFENSE: AUDIT
Risk types are risks that are inherent in our strategy and business model. These risks The third line of defense is internal audit. Internal audit reviews the effectiveness
are managed by distinct risk type frameworks. of risk management practices. It confirms the level of compliance, recommends
improvements, and enforces corrective actions when necessary.
Risk Type 2nd Line Ownership Risk Management Function

1. Credit Risk Credit Management Group The following functions support the above-mentioned committees and are an integral
2. Credit Concentration Risk Credit Management Group part of the risk organization of the Bank:
3. Market Risk Risk Management Group

4. Interest Rate Risk in the Banking Book Risk Management Group RISK MANAGEMENT GROUPS
5. Liquidity Risk Risk Management Group Supporting the ROC in carrying out its mandate are the Risk Management Group
6. Operational Risk Risk Management Group (RMG) and the Credit Management Group (CMG).
7. Strategic Risk Corporate Planning Group Administratively and functionally, enterprise risk management follows the “centralized
risk monitoring – decentralized risk management” approach. The risk units in the
8. Reputational Risk Marketing Group
subsidiaries implement the risk management process individually, and report to their
9. Environmental and Social (E&S) Risk Risk Management Group respective risk committees.
The Parent Bank’s risk management groups implement the risk management process
Operational Risk Subtypes in the parent and consolidate the risk MIS from the various subsidiary risk units for a
unified risk profile that is presented to the ROC.
At the enterprise level, the Operational Risk Management function under RMG has
overall responsibility for Operational Risk as Risk Control Owner in the 2nd line The risk management groups are responsible for overseeing the risk-taking activities
of defense. However, the broad scope of operational risk requires subject matter across the Group, as well as in evaluating whether these remain consistent with the
expertise and specialization in areas such as IT, Compliance, ML/TF, Fraud, Legal, Bank’s risk appetite and strategic direction. It ensures that the Risk Governance
among others. These specialized areas are categorized as Operational Risk subtypes. Framework remains appropriate relative to the complexity of the Bank’s risk-taking
The Risk Control Owners responsible for these subtypes have the same level of activities. The risk management groups are responsible for identifying, measuring,
authority and responsibility for setting risk management standards as all other Risk monitoring, and reporting risk on an enterprise-wide basis. They directly report to the
Control Owners. They are not subordinated to the Operational Risk Management ROC. Personnel in the risk management groups have knowledge and technical skills
function. The Operational Risk Management function collaborates with all Risk Control commensurate with the Bank’s business activities and risk exposures.
Owners to ensure Risk Management standards are applied consistently.
The Risk Management Group (RMG)
Operational Risk Subtype 2nd Line Ownership CHIEF RISK OFFICER
1. IT Risk Risk Management Group Market and Operational Information
Enterprise Portfolio Enterprise
Liquidity Risk Risk Security
2. Information Security Risk Risk Management Group Risk Quality Fraud Risk
Management Management Governance
3. Business Continuity Risk Risk Management Group
4. Regulatory Risk Regulatory Affairs Group Chief Risk Officer
The Chief Risk Officer (CRO) has sufficient stature, authority, and seniority within the
5. Compliance Risk Regulatory Affairs Group
Bank. He is independent from executive functions and business line responsibilities,
6. ML/TF Risk Regulatory Affairs Group operations and revenue-generating functions, and has access to such information as
7. Fraud Risk Risk Management Group he deems necessary to form his judgment. The CRO has direct access to the BOD and
8. Legal Risk Legal Affairs Group the Risk Oversight Committee without any impediment. He serves on a full-time basis
and functionally reports to the ROC.
9. Human Resource Risk Human Resource Group
Responsibilities of the CRO: The CRO has the broad and exclusive responsibility PQD contributes to risk portfolio management as governed by the ROC through
for all risk issues. The CRO performs the critical executive function relating to risk the assessment of the overall portfolio quality of the Bank in terms of credit risk
management. The CRO adequately communicates the risk assessment to the BOD mitigation, environmental and social impact, and adherence to environmental and
and facilitates sound board-level risk decisions. The CRO is responsible for overseeing social risk due diligence.
the risk management function and supporting the BOD in the development of the
risk appetite and risk appetite statement of the Bank and for translating the risk
MARKET AND LIQUIDITY
appetite into a risk limits structure. The CRO likewise proposes enhancements to RISK MANAGEMENT DIVISION HEAD
risk management policies, processes, and systems to ensure that the Bank’s risk
management capabilities are sufficiently robust and effective to fully support strategic Market Risk Liquidity Risk
objectives and risk-taking activities.
Market and Liquidity Risk Management Division: The Market and Liquidity Risk
The following are the major risk management divisions and departments under RMG. Management Division (MLRMD) is primarily tasked with the development and
implementation of market risk, liquidity risk, and IRRBB policies and measurement
methodologies, recommending and monitoring compliance to risk limits, and reporting
ENTERPRISE RISK DIVISION HEAD the same to the appropriate bodies. It regularly reports to the ROC and the Asset &
Liability Committee (ALCO) activities relevant to market risk, liquidity risk, and IRRBB
Portfolio Monitoring Enterprise Risk Quantitative Risk
management of the Group.
Enterprise Risk Division: The Enterprise Risk Division (ERD) is responsible for the
Internal Capital Adequacy Assessment Process (ICAAP), Basel compliance, credit risk
analytics, and the credit portfolio risk function. A quantitative risk unit is responsible OPERATIONAL RISK MANAGEMENT DEPARTMENT HEAD
for quantitative analysis, back-testing and validation of risk models, and the building of
other risk metrics. Business Consumer Business
Trust Risk
Operational Risk Protection Resiliency
Operational Risk Management Department: The Operational Risk Management

PORTFOLIO QUALITY DIVISION HEAD Department (ORMD) was created to ensure that operational risks are managed at an
enterprise level, the systems and processes used to manage these risks are effectively
Environmental and Social
Independent Credit implemented, and that management of these risks is embedded in the Group’s
Sustainable Finance Management Systems
Review processes.
(ESMS)
Portfolio Quality Division. The Portfolio Quality Division (PQD) handles credit risk ORMD is tasked to ensure implementation of the Operational Risk Management
and E&S risk mitigation functions. Credit risk mitigation falls under Independent (ORM) Framework across the Group; and to develop an appropriate operational risk
Credit Review (ICR) which was created in line with the requirements of BSP Circular management environment where operational risks are identified, assessed, reported,
855 on credit review process. The ICR function covers an evaluation of credit review monitored, and controlled/mitigated. It is also expected to identify and recommend
procedures, policy formulation, and action plan monitoring. Observations are reported mitigants for emerging risk types, and to promote and maintain quality operational
periodically to the ROC, following discussions with accountable groups in line with the risk programs and infrastructure. ORMD is also responsible for ensuring the Bank’s
requirements of BSP Circular 855. E&S risk mitigation is handled by the Sustainable capability to plan and respond to incidents and business disruptions and enable the
Finance and ESMS functions which provide oversight on the implementation of RCBC’s continuity of key business operations at predefined acceptable levels. The department
Sustainable Finance Framework and ESMS policy. This is in support of BSP Circular also provides the processes and methodologies designed to protect the clients by
1085 and BSP Circular 1128 prescribing Frameworks for Sustainable Finance and implementation of the Consumer Protection Program.
Environmental and Social Risk Management (ESRM), respectively, and of the Bank’s
commitment to uphold social and environmental responsibility in all its business To facilitate implementation of ORM tools in the various business lines of both the
activities. Regular environmental and social risk updates are reported to the ROC. parent bank and its subsidiaries, various officers are deputized and serve as embedded
Deputy Operational Risk Officers (DORO) and Consumer Assistance Officers (CAO).
A DORO or CAO functions as ORMD’s liaison to and implementation arm in the various ISGD executes an Information Security Strategic Plan (ISSP) and Information Security
business units for Operational Risk and Consumer Protection, respectively. Program (ISPr) aligned with the business objectives of the Group. The department
also establishes governance-specific policies, standards, and procedures for
ENTERPRISE FRAUD RISK DEPARTMENT HEAD information security risk management, conducts trainings and issues advisories to
increase information security awareness, and performs the Information Security Risk
Investigations and Resolution Detection and Monitoring
Assessment (ISRA) and Information Security Annual Certification (ISAC) for the whole
Group to manage, identify, and address information security risks.
Enterprise Fraud Risk Department: The Enterprise Fraud Risk Department (EFRD)
is tasked to ensure proper observance of the fraud management program (i.e., The Credit Management Group (CMG)
prevention, detection, investigation and escalation, containment and recovery,
analysis and recommendation), and provide a high-level Enterprise-wide Fraud Risk The Credit Management Group (CMG) focuses on the operational and front-end aspect
Management Framework and its corresponding policies and standards. This serves as of the credit cycle.
the basis upon which the Business, Operations and Support units will develop their
own specific procedures and guidelines that will operationalize the controls to mitigate CHIEF CREDIT OFFICER
fraud risks that are inherent in their day-to-day activities.
Commercial Loan Scorecard
Consumer Loan
Evaluation Analytics Consumer
Evaluation
EFRD also conducts periodic analysis of all fraud incidents and losses, creates (Corporate, (Asset Quality,
(Credit Acceptance, Collection
Commercial, Credit Policy, Ops
rules/parameters for monitoring, investigates fraud cases, and determines current Credit Services, (Early Delinquency)
Programs/SME) Risk Process/
and emerging fraud risk trends which are reported to the BOD, through the ROC, Vendor Management)
Reengineer)
and to the Management, thereby assisting them to make well-informed fraud risk
management decisions. Major responsibilities of CMG include:
• Provides inputs on the credit quality of accounts to ascertain that all credit issues
INFORMATION SECURITY GOVERNANCE are disclosed and discussed thoroughly, so that approving authorities can render
DEPARTMENT HEAD decisions based on adequate information for all types of accounts, i.e., corporate
and retail accounts.
Risk Management
Information Security Risk IT Security Governance » Prepares financial analysis and spreadsheets to provide input for credit risk
Systems
assessment and credit packaging; issues and reviews credit risk ratings
Information Security Governance Department: The Information Security Governance
Department (ISGD) deals with all aspects of information whether spoken, written, » Strengthens loan portfolio quality; guides business units and determines which
accounts are weak or are potential problem loans
printed, electronic, or relegated to any other medium regardless of whether it is being
created, viewed, transported, stored, or destroyed. This covers all business units, » Subjects the portfolio to stress testing to determine the potential effect on the
branches/offices, and subsidiaries, both domestic and overseas, third party institutions, loan portfolio of possible stress scenarios, in order to assist management in
and individuals. formulating contingency plans for the portion of the portfolio that is vulnerable
» Provides property valuation to ensure adequate collateral security as a second

The ISGD is tasked to ensure compliance with regulatory requirements set forth by way out of the bank’s lending activities
the regulating bodies and laws in the areas of information security and electronic
• Formulating and amending credit policies through benchmarking, industry
banking services. The department monitors and ensures that policies, procedures,
research, keeping updated with regulatory requirements and international risk
and standards in managing information security and technology risk are observed standards, and ensuring compliance with all BSP requirements
across the Group. It also oversees and is part of the process for detecting, analyzing,
and responding to any information security incident. ISGD also keeps the senior » Prepares policies to enable Bank’s risk appetite and overall lending strategy and
address dynamic business and operational requirements
management and BOD apprised on information security risks.
» Reviews policies formulated by various business units/groups within the Bank, The S&P scorecards are a formalization of the S&P rating methodology. By applying
and of subsidiaries to ensure that their policies are generally aligned with the the same principles of assessing credit-worthiness, the scorecards leverage on S&P’s
Parent Bank’s policies extensive rating experience and over 30 years of available default data, thus serving a
need specific to low default portfolios and institutions that may have issues with the
» Reviews/revises annually credit concentration limits such as industry, country existence (or non-existence) of clean historical credit and default data.
and counterparty limits for CBG and Treasury by consulting the Corporate
Planning Group, CBG, and Treasury on business requirements and risks The Scorecards are designed to be used for: 1) the whole of corporate lending by
RCBC and Malayan Leasing, 2) relevant portfolio assessed by Treasury and Trust for
• Centralized portfolio Monitoring across the Group and providing early warning investment purposes, and 3) the SME portfolio of RCBC. The resulting ratings mirror
signals the international S&P rating scale.
• Prepares various regulatory and management reports to provide the needed

inputs for audited financial reporting, compliance with regulatory requirements,
and as a tool for managing the loan portfolio and for credit decision-making
Credit Risk
RISK ASSESSMENT
Credit risk is the risk of loss arising from a counterparty’s failure to meet the terms of
any contract with the bank or otherwise perform as agreed. Credit risk stems from the
probability that the borrower, issuer or counterparty in a transaction may default and
cause potential loss to the Group, as it is exposed to risk as a trading counterparty to
dealers and customers, as direct lender, and as a holder of securities.
The assessment of this risk, in relation to its impact on capital adequacy, is governed
by the Standardized Approach, as prescribed under Basel II and by BSP Circular 855.
RATING # of accounts %PD CBG % PD SMEBG

The Bank uses a credit risk rating system that permits credit analytics and qualitative
AAA 2 0.12% 0.36%
features that accommodate expert judgment when assessing credit worthiness. AA+ 1 0.12% 0.36%
Following the Group’s efforts to align with international best practice, the Bank, since AA - 0.12% 0.36%
2013, has been using the following Standard and Poor’s (S&P) Scorecards: AA- 2 0.12% 0.36%
A+ 15 0.12% 0.36%
• Generic Corporate Scorecard: General framework for corporate borrowers
A 23 0.12% 0.36%
regardless of industry
A- 5 0.12% 0.36%
• Utilities Suite: Scorecards covering Power (Electricity, Gas, Power), Generation, BBB+ 6 0.12% 0.36%
Transmission, Distribution BBB 1,135 0.12% 0.36%
• Real Estate Developer: Scorecards covering Real Estate entities engaged in BBB- 47 0.12% 0.36%
Diversified Development and Sale, and Buying and Selling of a portfolio of Real BB+ 102 0.12% 0.36%
Estate assets BB 184 0.12% 0.36%
• Small & Medium Enterprise: Scorecard for borrowers classified as Small or BB- 463 0.12% 0.36%
Medium B+ 1,074 0.30% 0.36%
B 914 0.75% 1.18%
• Overlays: Parent-Subsidiary and Multi-Activity and Holding Company
B- 1,319 1.86% 3.92%
• Financial Institutions: Scorecard for banks CCC+ 117 4.62% 12.99%
TOTAL 5,409
* Inclusive of CCC, CCC+, Lower than CCC
The general description of each rating grade is as follows: Expected Credit Loss
S&P Letter Grade Description
The ECL framework is approached on a Group-wide basis, with peculiarities depending
AAA Extremely strong capacity to meet financial commitments
AA+ on the portfolio and asset classes being assessed.
AA Very strong capacity to meet financial commitments
AA- The ECL is computed in line with the standard Basel formulation of ECL = PD LGD
A+ Strong capacity to meet financial commitments, but somewhat EAD. Both the PD and LGD parameters are based on the Group’s credit experience,
A susceptible to adverse economic conditions and changes in while EAD is the outstanding loan balance including contingent accounts at any given
A- circumstances cut-off. At least for the Parent Bank, the PDs are default probabilities arising from its
BBB+ use of the S&P Scorecards, whose performance is reviewed periodically. LGD on the
Adequate capacity to meet financial commitments, but more
BBB other hand is based on an analysis of 5-yrs worth of recovery experience, taking into
subject to adverse economic conditions
BBB- account both the facility and collateral position at time of default, and the recovery
BB+ Less vulnerable in the near-term but faces major ongoing method employed.
BB uncertainties to adverse business, financial and economic
BB- conditions
In addition to the standard ECL formulation, an Overlay methodology is likewise
B+ More vulnerable to adverse business, financial and economic
B conditions but currently has the capacity to meet financial employed. Essentially, an Overlay represents a forward-looking view of credit that
B- commitments may be based on macroeconomic studies or other bottom-up approaches that serve
CCC+ Currently vulnerable and dependent on favorable business, to modify any or all of the variables used in ECL calculation. For the UniBank’s ECL
CCC financial and economic conditions to meet financial commitments framework, the overlay results in an adjusted set of adjusted PDs, estimated via an
Lower than CCC Currently highly vulnerable analysis of macroeconomic scenarios.
Following BSP Circular 855, the Group has set out to subject all accounts to risk rating
With the COVID-19 pandemic and the UniBank’s expectation of economic impacts,
either on an individual or collective basis.
the key assumptions utilized in the calculation of ECL was revisited. The account
Investment securities likewise undergo credit evaluation. The latter is initiated by the classification from the CARE program was utilized to adjust the ECL based on the
Treasury group, and later validated by the Credit Management Group (CMG). International COVID-19 impact on the customers.
ratings play a major role in the determination of a security’s acceptability.
For the Group’s consumer loans portfolio, risk assessment is performed on an individual The Bank has also reviewed and revised the existing ECL Framework for
borrower through the use of credit application scorecards for Credit Cards, Housing, implementation in CY 2022. The new framework has integrated the impact of the
Auto and Personal Loans. The UniBank has adopted the use of TransUnion credit scores COVID-19 pandemic to the portfolio provisioning including the following major
alongside with the application and behavioral scorecards.
changes:
For Corporate Salary Loans, however, a rule-based set of credit criteria on company
accreditation and borrower evaluation is used. • Reorganized exposure from CBG / SMEBG into market segments
» Corporate - Low PD, close to zero %
The credit application scorecard developed with FICO makes use of customer, loan and
collateral characteristics which have been assigned weights based on their predictive » Middle Market / SME - Higher PD, elevated at Chinese and Emerging Corporate
power in determining the propensity of an account to default or maintain a satisfactory Segments
credit performance. • Loss rates on delinquent auto loans were adjusted outright to 50% versus
impairment happening at ROPA side.
Due to COVID-19 pandemic, credit risk assessment for identified vulnerable segments was
tightened. • Aggressive provisioning for both unsecured remedial loans and on Wholesale
Lending ORANGE accounts.
The assessment of the Group’s exposure to credit risk is also manifested in its loan loss/
impairment provisioning process. The total credit risk exposure of the Group, net of
provisioning, is detailed in Note 4.4.7 of the accompanying Notes to Financial Statements.
The details of the Group’s impairment testing exercise are found in Note 16 of the NFS.
RISK MONITORING AND REPORTING INDEPENDENT CREDIT REVIEW
The following table summarizes the various reports produced by the Group to monitor Compliance with the credit review requirements of BSP Circular 855 was strengthened
its credit risk exposures are summarized below: through the creation of the Portfolio Quality Division (PQD) of Risk Management
Group (RMG). PQD has a dedicated team handling the Independent Credit Review
ANNUAL REPORTS DESCRIPTION
function in accordance with BSP Circular 855. The ICR covers the evaluation of credit
Industry Exposure Report (IER) -
FDCU exposure breakdown as to industry procedures, policy formation, and action plan monitoring. The ICR’s assessment of the
FCDU
overall portfolio quality of the Bank seeks to contribute to Risk Portfolio Management
SEMI ANNUAL REPORTS DESCRIPTION
as governed by the ROC. Observations are reported periodically to the ROC, following
S&P Rating Model Performance Internal credit risk rating model validation and
Review backtesting of probability of default discussions with accountable groups in line with the requirements of BSP Circular 855.
Risk Rating Transition/Migration Matrices that shows actual performance of the
and Analysis rating system over time In 2021, two ICR reports were completed covering at least 75% of the Bank’s total
QUARTERLY REPORTS DESCRIPTION loan portfolio. Although the overall quality of the portfolio reviewed has remained
Report on accounts considered bad debts or acceptable, necessary improvements on account management were highlighted in
accounts with more than 6 months unpaid order to promote timely and regular credit evaluation of accounts alongside the Bank’s
Bad Debts
principal and/or interest and has no specific continued implementation of the CARE program.
allowance.
Stress Testing of Credit Risk BSP's Uniform Stress Testing Program for Banks COVID ADJUSTMENT – WHOLESALE BORROWING CUSTOMERS
NPL Sectoral Analysis Non-performing loans by industry
The Bank at the height of the crisis postponed the use of the internal credit risk rating
MONTHLY REPORTS DESCRIPTION in favor of a 5 color rating of accounts.
Computation of the required allowance for credit
Expected Credit Loss losses and monitoring adequacy of booked
COVID-19 Assistance and Recovery (CARE) Program was launched as a means to
reserves
provide refinancing support to customers in good standing prior to the crisis without
CREDEX and BSP code assignment based on the
Credit Exposure Report (CREDEX) affecting the customer’s credit standing.
specific reserves and rating of account
Consolidated report on past due accounts with
Past Due Report collateral information and latest status as from The Group adopted various mitigating activities to manage its loan portfolio, focused
the handling unit on the identification of negatively impacted classes of customers given the quarantine
Report on past due, NPL and Net NPL level and restrictions, and, launched the CARE Program.
Non-Performing Loans (NPL)
ratio of the bank
NPL Movement Reason for movement of NPL In identifying negatively impacted wholesale customers, customers in good standing
Monitoring of exposures per industry against the as of March 2020 were bucketed into five color categories:
Industry Exposure Report (IER)
internal limit
Alcohol, Tobacco and Gaming Monitoring of exposures to alcohol, tobacco and • Green. Accounts that may not have been severely impacted by the crisis, have
Exposures gaming industries against internal limit sufficient liquidity to pay off loans, and not too dependent on bank financing to
Top Borrowers (single & group) continue operating.
Top Past Due Loans • Yellow. Accounts that may not have been severely impacted by the crisis and,
Top NPLs Concentration risk monitoring reports continue to pay off any amounts due, but have a pronounced need for continued
Consolidated IER credit support.
Consolidated Top Borrowers
• Amber. Account that may have been moderately impacted by the crisis, and would
Assessing the loan portfolio's vulnerability to need refinancing support of more than 1 year up to 2 years.
Portfolio Stress Testing
adverse events
• Orange. Accounts that may have been moderately impacted by the crisis, and
These reports are disseminated to both the Group’s risk-taking units for guidance; and would need refinancing support of more than 2 years.
more importantly to senior management and the ROC.
• Red. Accounts that may have been moderately impacted by the crisis, and would
The RA is an extended measure based on HHI. While the HHI assumes perfect
have to resort to foreclosure or sale of assets to settle its debt obligations.
diversification as equal exposure to every sector, the RA-HHI takes into consideration
Supporting the account classification is the CARE Program, primarily designed to: (1) the systemic risk of different sectors. From the HHI formula, sector betas (ß) are
extend financial assistance to customers by way of extended repayment plans given introduced in RA-HHI as weights of relative exposures. ß reflects systemic risk of each
cash flow tightness, and, (2) immediately get the customer back into the habit of sector defined as the covariance between market return and sector return, divided by
paying based on the amount(s) they can afford. the variance of market return.
With more than a year of implementation of the assessment tools and guidelines of While the HHI and RA-HHI find usefulness in indicating industry concentration, the same
the CARE Program in CY 2020, the indicators for the 5 colors were calibrated in CY may not be said for borrower concentration, as the index does not take into account
2021 focused on assessing the customer’s cash flow together with behavior indicators, a possible skewed lending behavior towards individual borrowers, which itself is an
such as, payment and deposit patterns. Also, the criteria changed from determination indication of credit concentration. The Parent Bank therefore supplements the HHI
of color category / rating based on tenor of refinancing package, to determination of by adopting a Comprehensive Concentration Index (CCI). Mathematically, the CCI
color category / rating based on payment traction of the customer. Also, customers is the sum of the proportional share of the leading borrower (or borrowers) and the
who continue to service interest from operations shall have a maximum color category summation of the squares of the proportional sizes of each borrower, weighted by a
of Amber, and customers who have started paying off principal amortization based on multiplier reflecting the proportional size of the rest of the portfolio. The CCI therefore
CARE on top of paying interest from operations shall have a maximum color category provides a view of the dispersion of the portfolio.
of Yellow.
The Group works with correlations to further its analysis of concentration risk
and stress testing. Using latest national accounts data, the Group regularly tracks
Credit Concentration Risk correlations among industries to see which of its exposures are likely to move in similar
directions.
Credit concentration risk is the risk of loss arising from excessive credit exposures to
individual borrower, groups of connected counterparties and groups of counterparties RISK MONITORING AND REPORTING
with similar characteristics (e.g., counterparties in specific geographical locations,
economic or industry sectors) or entities in foreign country or a group of countries RMG monitors portfolio credit concentration on a regular basis, with information
with strong interrelated economies. The Group assesses credit concentration by relayed to frontline and support units. It is likewise reported monthly to the ROC, and
regularly reviewing the composition of its portfolio. Management of this particular eventually to the BOD. RMG likewise includes in its monitoring and reporting activity
risk is evident throughout the credit process, especially during credit analysis and the information on compliance to set individual credit risk limits, particularly SBL.
approval. An analysis of concentrations of credit risk of the loan portfolio at the end of The daily monitoring of availments vs. limits approved per borrower (including SBL)
the reporting period is shown in Note 34 of the NFS. however rests with the implementing/operations units.
RISK ASSESSMENT
Other than the various measures of risk concentration, the Group measures credit
concentration risk using the Herfindahl-Hirschman Index (HHI), Risk-Adjusted Market Risk
Herfindahl-Hirschman Index (RA-HHI) and the Comprehensive Concentration Index
(CCI). Market risk is the risk to earnings or capital arising from adverse movements in factors
that affect the market value of instruments, products, and transactions in the Bank’s
HHI is one of the most basic measures of concentration. It was traditionally used as an trading book portfolio, both on- and off-balance sheet. The Group assumes market risk
economic analysis tool to determine the degree of market competition. Mathematically, in trading activities by taking positions in various financial instruments, such as foreign
the HHI is the sum of the squares of the relative portfolio shares, divided by the squared exchange, fixed income, equities, and derivative contracts. Its understanding of what
portfolio shares sum. If percentages were to represent the relative portfolio shares, the constitutes market risk is guided by relevant local regulatory issuances, notably BSP
HHI formula is simply the sum of the squares of these percentages, as the square of Circular 544, as well as by the BIS Basel Committee on Bank Supervision, notably the
100% (the percentage sum) is one (1). “Principles for the Management and Supervision of Interest Rate Risk.”
As of end December 2021, the following tables reflect the balances of the Bank’s Foreign Exchange Portfolio (Php Million)
portfolios exposed to market risk:
Foreign Exchange Risk Exposures
FAIR VALUE THROUGH PROFIT AND LOSS (FVTPL) Currency Code Currency Name Amount in PHP equivalent
USD United States Dollar 126
Fixed Income Portfolio (Php Million) JPY Japanese Yen (169)
Weighted Weighted CHF Swiss Franc 155
Face Modified Book Market Market
FVTPL Value
Coupon Average Average
Duration Value Value Yield
Years Book Yield GBP British Pound 51
Peso Denominated Holdings EUR Euro (227)
CORP CAD Canadian Dollar 50
1 4.94 2.35 6.92 2.11 0 1 5.21
BOND AUD Australian Dollar (159)
FXTN 474 4.23 5.57 3.78 4.72 480 473 4.19 SGD Singaporean Dollar 93
ROP GPN 3 6.25 14.24 6.48 9.32 3 3 5.12 Foreign Exchange Risk Exposures
RTB 774 4.57 5.43 4.31 4.71 784 780 4.42
Other All Other Currencies (228)
T BILL 1,644 0.00 0.45 1.69 0.43 1,632 1,634 1.23
Sum of net long positions 624
TOTAL
Sum of net short positions (932)
PESO 2,895 1.92 2.63 2.74 2.29 2,899 2,890 2.57
FVTPL
Foreign Currency Denominated Holdings (in Php Equivalent) Overall net open position6 932
Total Risk Weighted FX Exposures 2,191
FGN SOV
24 8.60 5.53 4.43 4.57 31 33 1.91
BOND
The overall net open position reported in the above table is aligned with the Part IV.3
FGN CORP
31 5.20 2.82 4.31 2.54 31 34 1.82 of the Capital Adequacy Ratio report wherein it states that the “Overall net open
BOND
position shall be the greater of the absolute value of the sum of the net long position
FGN GOCC 9 8.69 5.00 3.28 4.07 12 12 1.92
or the sum of net short position”.
FGN T BILL 0 0.00 0.00 0.00 0.00 0 0 0.00
ROP 446 2.42 9.59 2.13 8.12 455 459 2.01
TOTAL
FCDU 510 2.99 8.90 2.39 7.54 530 538 2.00
FVTPL
Total FVTPL 3,405 2.08 3.57 2.69 3.07 3,429 3,428 2.49
6
The overall net open position reported in the above table is aligned with the Part IV.3 of the Capital Adequacy Ratio report wherein it states that the “Overall net open position shall be the greater of the
absolute value of the sum of the net long position or the sum of net short position”.
Derivatives Portfolio Year-End Profile FAIR VALUE THROUGH OTHER COMPREHENSIVE INCOME (FVOCI)
Notional Amount Notional Amount
FX Swaps
(USD millions) (Php millions) Fixed Income Portfolio (Php Million)
Trading Weighted
Weighted
Face Average Modified Book Market Market
Sell/Buy USD (Borrow Php) 512 26,098 FVOCI Value
Coupon Average
Book Duration Value Value Yield
Years
Buy/Sell USD (Lend Php) 609 31,307 Yield
GROSS POSITION 1,120 57,135 Peso Denominated Holdings

NET POSITION (97) (4,940) CORP
302 4.90 3.64 4.90 3.20 302 304 4.57
BOND
Peso IRS USD IRS EUR IRS FXTN 24,765 4.21 7.47 3.76 6.14 25,653 24,422 4.53
Interest Rate Swaps
(Php millions) (USD Millions) (EUR Millions) ROP GPN 0 0.00 0.00 0.00 0.00 0 0 0.00
Trading
RTB 0 0.00 0.00 0.00 0.00 0 0 0.00
Received Fixed - Pay Float 4,380 25 12
T BILL 0 0.00 0.00 0.00 0.00 0 0 0.00
Pay Fixed - Receive Float 3,000 87 12
TOTAL
PESO 25,067 4,22 7.42 3.77 6.10 25,955 24,726 4.53
USD-PhP Cross Currency/Asset Swaps FVOCI
Cross Currency Swaps
(USD Millions) Foreign Currency Denominated Holdings (in Php Equivalent)
Trading
FGN SOV
Receiving USD 133 1,669 3.06 4.03 2.69 3.11 1,701 1,701 2.52
BOND
Paying USD 78
FGN CORP
15,083 3.60 7.34 3.48 6.15 15,171 15,385 3.20
BOND
South Africa Indonesia FGN GOCC 0 0.00 0.00 0.00 0.00 0 0 0.00
Credit Default Swaps
(USD Millions) (USD Millions) FGN T BILL 0 0.00 0.00 0.00 0.00 0 0 0.00
Receiving USD 2 - ROP 1,663 3.39 15.49 2.46 10.94 1,890 1,797 2.80
Paying USD 2 5 TOTAL
FCDU 18,415 3.53 7.78 3.31 6.30 18,762 18,882 3.10
FVOCI
Equities Portfolio
Equities Number of Shares Book Value Market Value
Total
(In Php Millions) 43,482 3.93 7.57 3.58 6.19 44,717 43,608 3.93
FVOCI
RCR PM 16.38 118.73 124.64
MREIT PM 5.45 95.67 107.36 The Group’s exposures are generally sensitive to market factors such as yield curves,
foreign exchange rates, security prices, as well as the implied volatilities of the
During 2021, the Bank expanded its equities portfolio with three other REITs corresponding options instruments of these factors. Market risk generally emanates
from the Bank’s proprietary trading portfolios. Non-traded market risk may also
purchasing shares in the newly formed MREIT, FILRT and RL Commercial REIT. arise from the distribution activities covering traditional treasury products as well as
Towards the end of the year, the Bank closed its position in AREIT and FILRT and selected derivatives instruments.
decreased its holdings in RCR and MREIT.
mismatches of the banking book are subjected to varied magnitude of interest
RISK ASSESSMENT
rate and FX shocks. The Bank’s ability to absorb the corresponding losses is
measured by way of their impact to the regulatory capital ratios. The BSP stress
The assessment of market risk, as it relates to capital adequacy, follows the test results are periodically presented to the ROC for information.
Standardized Approach.
Model Back-Testing
The market risk metrics in use, each of which has a corresponding limit, include the
Recognizing that VaR modeling is not perfect, the UniBank employs appropriate
following:
back-testing methodology to perform a “reality check” on the VaR models used. More
specifically, the current VaR back-test procedure employs the “hypothetical P&L”
• Nominal Position: An open risk position that is held as of any point in time method (where the daily position from which the VaR was computed is marked-to-
expressed in terms of the nominal amount of the exposure market using the closing price of that day and the closing price of the next trading
• Modified Duration (MD): A measure of the sensitivity of the position to market day) and, as of September 2021, the “actual P&L” method (where the daily change in
interest rate changes. MD is the approximate percentage change in price the market value of the book is compared against VaR). Any change in value in excess
or market value due to a 1% (100 basis points) change in yield-to-maturity of the day’s VaR is treated as an exception.
(henceforth “yield”). Modified Duration (MD) is also used to estimate the price
impact of any magnitude of yield change by simply applying a scaling factor. For Based on the number of exceptions, and using guidelines provided by the BIS
example, to estimate the price effect of a 10-basis point yield change, the scaling document “Supervisory Framework for the Use of ‘Back-testing’ in Conjunction with
factor 10/100 is used. A particular application of this is the so-called “Dollar the Internal Models Approach to Market Risk Capital Requirements” on the number
Value of a 01” (DV01), which is also referred to as the Price Value of a Basis Point of acceptable exceptions, a determination is made as to the acceptability of model
(PVBP). In the case of DV01 (the term used by the Bank), which refers to the price accuracy. An unacceptable number of exceptions will cause an investigation of the
change due to a 1-basis point change in yield, the scaling factor would be 1/100. root causes of the problem and ultimate resolution. Back-testing results are reported
to the Risk Oversight Committee (ROC) at least annually.
• Dollar Value of 01 (DV01): DV01 is used by the Bank as a unit of measure for
expressing limits established for fixed-income portfolios. It effectively captures
both the nominal size of the portfolio as well as its duration. A given DV01 limit RISK MONITORING AND REPORTING
accommodates various combinations of portfolio nominal size and duration, thus
providing a degree of flexibility to the trading / risk-taking function, at the same
time represents a ceiling to the rate sensitivity of the exposure according to the Market Risk monitoring includes the following:
Bank’s risk appetite.
Report Description Frequency User
• Value-at-Risk (VaR): Value-at-Risk (VaR) is defined as the estimated maximum
Report showing the following CRO, Treasurer,
potential loss on a position, during a given time period, at a specified statistical
Limits Monitoring limits vs. levels: position, P&L, Daily Portfolio
probability level. The probability level at which the Bank estimates VaR is 99%.
MAT-Loss, DV01, MAT-VaR Managers
The Bank has uses historical simulation to calculate VaR for all products.
Report showing the maximum
A summary of the VaR position of the trading portfolio as of December 31, 2021 of CRO, Treasurer,
HSVaR and Stress potential loss for each portfolio
both the Group and the Parent Bank are found in Note 4.3 of the accompanying Daily Portfolio
VaR during business-as-usual and
NFS. Managers
stress scenarios
• Stress Testing (ST): ST is performed to measure the Bank’s vulnerability to loss Report showing latest
due to stressful market conditions. The Bank has the option to conduct different ALCO Market Risk
exposures vs. approved market Weekly ALCO
types of stress testing, such as: Report
risk limits
• Sensitivity Analyses - provide an assessment of the Bank’s sensitivity to Report showing latest
ROC Market Risk
changes in certain risk factors. This includes uniform stress testing (e.g., exposures vs. approved market Monthly ROC
Report
applying a parallel rate shift to relevant rates); risk limits
• Historical Scenario Analyses - measure the overall change in portfolio value by
simulating extreme historical scenarios; and
• Reverse Stress Testing - simulates stress scenarios that adversely affect the
liquidity/solvency of a bank, e.g., an interest rate increase which would result to
the CAR ratio falling below 10%.
In addition, the BSP requires banks to conduct a Uniform Stress Testing (UST)
covering market and credit risk exposures semi-annually. Foreign exchange
and debt securities under the trading book as well as the interest rate repricing
On a monthly basis, the daily and weekly information above are reported to the
ROC, along with month-on-month movement, averages, noted exceptions and limit Interest Rate Risk in the Banking Book
breaches.
Interest Rate Risk in the Banking Book (IRRBB) is the current and prospective negative
Management Action Triggers impact to earnings and capital arising from shifts in interest rates. Whereas market risk
is primarily associated with trading income, IRRBB is more concerned with balance
A Management Action Trigger (MAT) defines a limit which, if breached, should activate sheet positions that have more permanence — primarily for accrual income.
a process whereby the risk-taking function is to seek senior management guidance
and approval on appropriate action to take concerning the position in question. There
are two management action triggers (MAT-Loss and MAT- VaR): In general, IRRBB encompasses the following:
• Repricing Risk - risks related to the timing mismatch in the maturity and re-pricing
• MAT-Loss limit is 50% of the Loss Limit for the FVTPL portfolio.
of assets and liabilities and off-balance sheet short and long term positions;
• MAT-Loss limit is 80% of the Loss Limit for the FVOCI portfolio
• Yield Curve Risk - risks arising from changes in the slope and the shape of the
• The MAT-VaR is the limit on the maximum potential loss of value as measured yield curve;
by VaR. When the potential loss of value inherent in the actual position taken
• Basis Risk - risks arising from hedging exposure to one interest rate with exposure
exceeds the MAT-VAR, ALCO guidance and approval of further action is sought by
to a rate which re-prices under slightly different conditions; and
Treasury. For clarity, further action may or may not allow additional exposure.
• Option Risk - risks arising from options, including embedded options (e.g.
consumers redeeming fixed rate products when market rates change).
Limit Breaches
In cases of limit breaches, the responsible risk-taking function (Treasury Group) seeks
2021 DEVELOPMENTS
guidance from the ALCO members in regard to the position. Considering ALCO meets
weekly, the unit immediately contacts, the following ALCO members: the President The Bangko Sentral ng Pilipinas (BSP) issued Circular 1044, “Guidelines on the
and Chief Executive Officer (P/CEO), the Chief Risk Officer (CRO), any director who Management of Interest Rate Risk in the Banking Book and Amendment of the
Guidelines on Market Risk Management” last August 2019. The document formalized
sits in the ROC, and the concerned risk-taking unit Group Head, to discuss and decide
the separation of Interest Rate Risk in the Banking Book from Market Interest
on how the exposure shall be handled. The decision can be defined in terms of the Rate Risk. It emphasized the importance of (1) a dynamic approach to earnings
following three alternatives: management and balance sheet forecasting, (2) integrating behavioral models to
IRRBB measures and (3) developing a comprehensive stress testing/scenario analysis
• Unwind the position, wholly or in part (and if the latter, to what extent); and stop methodology. Banks and quasi-banks (QBs) are expected to implement the guidelines
trading for the month. In this case no transactions will take place other than sell set forth in this Circular beginning January 01, 2022.7
the position (if long) or buy (if short).
In addition to this, financial institutions began active discussion on the Libor-SOFR
• Hold the position, and (1) Stop trading for the month or (2) Sell or buy but only if transition. As of the end of 2021, market participants have begun to transition away
this reduces the loss, i.e., for a long position, sell on price up-tick at the discretion from LIBOR. Secured Overnight Financing Rate (SOFR), which measures the cost of
of trader subject to approval by the Deputy Treasurer or Treasurer. borrowing of cash overnight by collateralizing U.S Treasuries in the repo market, better
• Continue normal trading activity and establish a temporary loss limit for the reflects funding of financial institutions today. Compared to LIBOR which is partially
month in question. based on market-data “expert judgment”, SOFR is purely based on transaction data.
In addition, other countries are also introducing their risk-free overnight borrowing
reference rates for short-term lending, but SOFR is expected to supersede USD LIBOR
as the leading global benchmark rate. The transition to SOFR began in earnest during
2021 and as of the start of 2022, new transactions are expected to reference SOFR
rather than LIBOR. Legacy LIBOR deals however will still be supported as certain
benchmark tenors will continue to be published until mid-2023 to allow banks more
time to transition their existing LIBOR trades to SOFR.
7
TBSP Circular 1101: Extension of Transition Period for the Implementation of the Guidelines on the Management of Interest Rate Risk in the Banking Book, published on October 19, 2020.
RISK ASSESSMENT • The historical NII-at-Risk for 2021 is as follows:
The impact of interest rate changes in the Banks’ financial situation is usually assessed
from two perspectives. The first, known as the earnings perspective, consists in the
simulation of interest flow changes in a short-term horizon, typically less than one
year, bearing in mind repricing moments in that horizon. The second, known as the
economic value perspective, consists in the simulation of changes in net worth,
assuming that all assets and liabilities equalized to debt are assessed at market prices.
RCBC subscribes to both approaches when assessing IRRBB.
The IRRBB metrics used by the Bank are as follows:
• Repricing Gap: The repricing gap – the foundation of IRRBB metrics – measures
Earnings-at-Risk (EaR): Adds the FVTPL VaR to the resulting NII-at-Risk to include
market interest rate exposures arising from mismatches in the repricing profile.
both the change in short-term repricing gap and the impact of interest changes to
The gap is prepared by distributing interest-rate-sensitive on-balance and off-
trading positions.
balance sheet positions into a number of pre-defined time bands according to
their residual maturity (for fixed rate) or time remaining to their next repricing
Capital-at-Risk (CaR): Adds FVTPL and FVOCI VaR to the resulting NII-at-Risk
(for floating rate). For each time band, the level of IRRBB is measured by the size
to include both the change in short-term repricing gap and the impact of interest
of the gap, calculated as the difference between repricing assets and repricing
changes to securities measured at fair value.
liabilities, plus off-balance sheet items. The repricing gap is prepared on a monthly
basis for all significant currencies.
Economic Value of Equity: EVE measures the sensitivity of economic value of rate-
sensitive assets, liabilities and off-balance sheet items to changes in the interest rates
For other positions that lack definitive repricing intervals or actual maturities
over a longer term horizon. Similar to NII-at-Risk, EVE is also estimated using the
that could vary from contractual maturities, time bands are assigned to these
repricing gap as a baseline. The numerator, referred to as the Impact to Economic
according to the behavioral assumptions derived from the past experience of the
Value (IEV), is computed by multiplying the balances per tenor bucket by the present
Bank; e.g. CASA, generally described as non-rate sensitive, is bucketed based on
value factor, derived from BVAL for Peso and LIBOR for USD. The sum of these will
the results of the quarterly core/non-core deposit model review. In 2022, the Bank
result in the baseline market value (MV) of the balance sheet. This will be retested
will implement new models for the accurate slotting of non-maturity deposits
using various stress assumptions suggested by Basel. For the details of the different
(NMD), early redemption of time deposits and prepayment of fixed loans, in
scenarios, refer to the Bank’s IRRBB Management Framework. The scenario with the
compliance to the guidelines set in BSP Circular 1044.
largest negative change from Baseline MV is identified as the worst scenario for the
Bank. The change in IEV is then divided by the Total Qualifying Capital, which includes
Major assumptions employed in the preparation of repricing gap are as follows:
both Tier 1 and Tier 2 Capital items. The resulting ratio is called the Delta EVE.
» Loans and time deposits are subject to re-pricing on their contractual maturity
dates. Non-performing loans, however, are not re-priced; Shown below are the monthly changes in EVE for 2021.
» Debt securities classified under FVOCI and HTC are bucketed based on their
repricing profile. Held-for-trading securities are considered non-rate sensitive;
and
» For assets and liabilities with no definite repricing schedule or maturity, slotting
is based on the Group’s empirical assumptions.
The Group’s December 31, 2021 IR Gap is as presented in Note 4.3.2 of the NFS.
• Net Interest Income (NII)-at-Risk: Estimates the potential sensitivity of pre-tax

earnings arising from the adverse effect of interest rate movements, given the
structure of its assets and liabilities. The calculation of NII-at-Risk8 uses various
assumptions in interest rate changes. For calculating baseline NII-at-Risk, the daily
volatility across short-term tenors – from 1-Mo, 3-Mo, 6-Mo, and 1-Yr tenor buckets
– is used as rate shock. The 99th percentile of the computed standard deviation,
calculated from a 260-day look-back period, is multiplied to the current rate to
estimate the potential change in rates. The resulting maximum estimated rate is
used as the baseline rate shock.
8
Some instruments such as CASA deposits are excluded from the calculation of NII-at-Risk despite being interest bearing. The reason for this is that CASA deposits are non-repriceable and therefore, not
sensitive to changes in interest rates. When interest rates change, CASA deposit rates do not move accordingly, but rather mainly dictated by competition. Furthermore, the RCBC has made a study on the
correlation between the bank’s deposit rates and market interest rates. The results of the study show no relationship.
The Delta EVE exceeded the Management Guideline on July 2021, caused by the The ROC has the main responsibility for establishing a robust liquidity risk
increased purchase of long-term securities. After discussions by Treasury and RMG management framework adhered to by all business units. Treasury oversees the
with the ROC, the Bank’s deposit assumptions were updated to match the maturities implementation of the relevant liquidity guidelines, including the deployment and
of these assets. In addition, the EVE management guideline was increased from 15% to maintenance of liquid assets, as well as business initiatives ensuring that they remain
25%, approved by the ROC last August 2021. consistent with the framework. The outcome of such activities is ultimately monitored
by RMG using tools for liquidity risk management such as the Maximum Cumulative
RISK CONTROL Outflow (MCO) Report, Liquidity Stress Testing (LST), the BSP prescribed Liquidity
Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR). Policies relating to the
IRRBB is managed by the following controls: management of liquidity risk are approved by the ROC.
1. Limits Setting: Limits are quantitative measures based on forward-looking 2021 DEVELOPMENTS
assumptions that form the risk appetite statement of the Bank. These are set to
manage both the impact of IRRBB to earnings (Net Interest Income-at-Risk) and In 2021, the Bank experienced continuous growth in deposits driven by CASA and
to capital (Economic Value of Equity). short term Time Deposits. New BSP regulations were introduced, necessitating
improvements in the Bank’s methodology for liquidity risk assessment. Listed below is
2. Model Validation: The models to measure IRRBB are validated (regularly or as
the highlight of these changes:
needed) by a third-party – either internal or external, to assess the conceptual
soundness and mathematical calculations of the models used.
Implementation of BSP Circulars 1064 and 1123
3. Back-Testing: This involves statistical methods to determine whether a model’s
risk estimate is consistent with the assumptions on which the estimate is based
Circular 10649 provide guidelines to banks in reporting their intraday liquidity position,
on.
sources of intraday liquidity and their ability to meet payment and settlement
4. Independent Assessment: This involves auditing exercise across the whole risk obligations on a timely basis under both normal and stressed condition. The objective
management process. Internal Audit, as a third line of defense, performs regular of this Circular is to facilitate sound management of intraday liquidity risk, as well as
and independent assessment of the IRRBB process and practices to ensure provide sufficient understanding and allocation of resources. The submission of the
consistency and compliance with established practices. report is expected to encourage banks to adopt a systematic and disciplined approach
in managing intraday liquidity. As per BSP Circular 112310, covered banks are required to
submit this report by end-January 2022 from the original start date of July 2021.
RISK MONITORING AND REPORTING
The NII-at-Risk and EVE is regularly monitored by RMG, and reported monthly to the RISK ASSESSMENT
ROC.
Liquidity risk is managed by maintaining adequate liquid buffers and funding to meet
expected and unexpected cash flows and collateral needs without adversely affecting
daily operations and the financial condition of the Bank.
Liquidity Risk The risk metrics used by the Bank to measure liquidity risk are as follows:
Liquidity risk is the risk of loss arising from a bank’s inability to meet its obligations • Liquidity Gap: The liquidity gap measures the mismatch of cash inflows and
when they come due without incurring unacceptable losses. A potential or probable outflows over various time buckets via the Maximum Cumulative Outflow (MCO)
loss to earnings and capital arising from the Group’s inability to meet its obligations approach. The purpose of liquidity gap is to anticipate periods when a portfolio
when they fall due may be due to either the Group’s inability to liquidate assets will have large cash outflows (i.e. large negative liquidity gap). In identifying the
or obtain adequate funding, or the inability to unwind large exposures without Bank’s risk exposure, the balance sheet is divided into time buckets, and the
significantly lowering market prices. BSP Circular 981 is the Group’s principal guide for liquidity gap for each (time bucket) is computed. The tabular presentation of the
its liquidity risk management activities. computed liquidity gap per time bucket is known as the Liquidity Gap Report.
It provides a snapshot of the Bank’s current net liquidity position over specified
As a general policy, the Group holds that managing liquidity risk is among the most time-frames.
critical components of bank management and operations. This is carried out by an
ongoing analysis of the liquidity position and risk profile, and by regular examination The Group’s December 31, 2021 Liquidity Gap is as presented in Note 4.2 of the
of how funding requirements are likely to evolve under various scenarios, including NFS.
adverse conditions. At all times, the Group must hold enough liquidity to survive a
liquidity crisis.
9
BSP Circular 1064: Report on Intraday Liquidity of Universal and Commercial Banks (UBS/KBs) and their Subsidiary Banks/Quasi-Banks(QBs), issued on November 2019
11
BSP Circular 1123: Amendments to Guidelines on Report on Intraday Liquidity of Universal and Commercial Banks (UBs/KBs) and their Subsidiary Banks/Quasi-Banks (QBs), Issued on July 13, 2021
• Liquidity Stress Testing (LST): Liquidity Stress Test assesses the vulnerability
of cash flows and ability of the Bank to survive stress conditions. It involves
identifying possible events in the financial and economic conditions, called stress
scenarios that could have unfavorable effects on the liquidity position of the bank
and assessment of its ability to withstand such changes.
• Liquidity Coverage Ratio (LCR): BSP issued Circular 905 on the implementation
of the Liquidity Coverage Ratio (LCR) which requires banks to have an adequate
stock of high quality liquid assets (HQLA) that can be easily and immediately
converted into cash to absorb shocks arising from significant stress scenario
lasting 30 calendar days.
To ensure compliance to the minimum regulatory requirement of 100%, the

Bank implemented an Internal LCR Threshold as the Bank’s risk appetite for LCR
compliance. For FY2021, no breach was reported in the internal 110% LCR and
regulatory 100% LCR limit. The summary of LCR position of the Bank and the
RCBC Group for 2021 is as follows:
• Contingency Funding Plan (CFP): In addition to the quantitative assessment of

the Bank’s over-all liquidity profile, the Bank has a Contingency Funding Plan,
which outlines the operational requirement to be taken in the event of a crisis. The
plan strives to define the liquidity stress levels from the standpoint of different
types of crisis - including the identification of early warning indicators and the
step-by-step crisis management process once the plan is activated.
RISK CONTROL
Liquidity Risk is managed by the following controls:
1. Limits Setting: Limits are quantitative measures based on forward-looking

assumptions that form the risk appetite statement of the Bank. These are set
to manage the Bank’s level of HQLA, dependency on stable deposits, allowed
negative liquidity gap per tenor, etc.
2. Back-Testing: This involves statistical methods to determine whether a model’s
risk estimate is consistent with the assumptions on which the estimate is based
• Net Stable Funding Ratio (NSFR): NSFR measures the availability of medium and on.
long term stable funding to support illiquid assets and business activities on an
on-going basis. It is an assessment of the level of sustainable funding required to 3. Independent Assessment: This involves auditing exercises across the whole risk
reduce funding risk over a one year time horizon. management process. Internal Audit, as a third line of defense, performs regular
and independent assessment of the Liquidity Risk process and practices to ensure
Similar to LCR, an internal threshold of 107% is set up for NSFR. For FY2021, no consistency and compliance with established practices.
breach was reported in the internal 107% NSFR and regulatory 100% NSFR limit.
The historical NSFR balances reported by RCBC and RCBC Group are as follows: RISK MONITORING AND REPORTING
Results of the liquidity risk metrics are regularly monitored by RMG, and reported
monthly to ALCO and ROC.
Operational Risk Incident and Loss Reporting (LR)
Internal operational loss information provides data for assessing exposure to

Operational risk is the risk of loss resulting from inadequate or failed internal operational risk and the effectiveness of internal controls.
processes, people and systems, or external events. Operational risks include the risk
of loss arising from various types of human or technical error, settlement or payments Each business and operating units are required to report their loss events via
failures, business interruption, administrative and legal risks, and the risk arising from Operational Risk Management System (ORMS).
systems not performing adequately. The definition includes legal risk, but excludes
strategic and reputational risk.
Key Risk Indicator (KRI)
MANAGING OPERATIONAL RISK (ORM TOOLS) KRIs are used to monitor the operational risk profile and alert the Group to impending
problems in a timely fashion. KRIs facilitate the forward looking management
For purposes of identification, monitoring and reporting and analysis, Group of operational risk and provides information on the level of exposure to a given
categorizes operational risk events as follows: operational risk at a particular point in time. These indicators allow the monitoring of
the Group’s control culture and trigger risk mitigating actions.
1. Internal Fraud: Losses due to acts of a type intended to defraud, misappropriate
funds/property or circumvent regulations, the law or company policy, excluding KRIs include measurable thresholds that reflect risk appetite. These are monitored to
diversity/ discrimination events, which involves at least one internal party. serve as alerts when risk levels exceed acceptable ranges and drive timely decision
Example is theft of bank property by staff. making and actions.
2. External Fraud: Losses due to acts of a type intended to defraud, misappropriate
property or circumvent the law, by a third party. Example includes forgery of the Control Sample Test (CST)
drawer’s signature on checks drawn on the bank.
CSTs are self-assurance checks used to monitor compliance of controls in key
3. Employment Practices and Workplace Safety (EPWF): Losses arising from acts
processes. CSTs are evidence that operational controls are working effectively,
inconsistent with employment, health or safety laws or agreements, from payment
specifically for critical processes and controls that cannot be reliably tracked through
of personal injury claims, or from diversity/discrimination events. This includes
automation. Exceptions in CSTs alert the Group to potential lapses in design of the
events arising from organized labor activity.
controls and poor execution or documented procedures. The frequency and sample
4. Clients, Products and Business Practices (CPDP): Losses arising from an size will depend on the scale of the underlying inherent risk and the importance of
unintentional or negligent failure to meet a professional obligation to specific the control mitigating it. Processes with high gross operational risk will warrant more
clients (including fiduciary and suitability requirements), or from the nature or frequent assessment than those with lower risk exposure.
design of a product. Example is legal liability that may arise from the sale of
products to customers deemed without proper risk disclosure. Risk and Control Self-Assessment (RCSA)
5. Damage to Physical Assets: Losses arising from loss or damage to physical assets
from natural disaster or other events such as those caused by natural calamities as The Group identifies and assesses all risks within each business and evaluates
well as those caused by terrorism. the controls in place to mitigate those risks. Business and support units use self-
assessment techniques to identify risks, evaluate the effectiveness of controls in place,
6. Business Disruption and System Failures (BDSF): Losses arising from disruption and assess whether the risks are effectively managed within the business.
of business or system failures such as information systems or telecommunications
failure which disables the bank’s ability to conduct its business with customers. In this annual self-assessment process, areas with high risk potential are highlighted
7. Execution, Delivery and Process Management (EDPM): Losses or events caused and risk mitigating measures to resolve them are identified. Risk assessment results
due to failure of transaction processing, process management from relations with are then reviewed and discussed with the heads and senior officers of business and
trade counter parties and vendors/alliance partners/service providers. Example is support units. These discussions of assessment results enable the Operational Risk
incomplete legal documentation of credit exposures. Management Division (ORMD) to detect changes to risk profiles, and consequently
take corrective actions. Business Continuity utilizes the results to provide guidance
where to strengthen business continuity areas.
To aid in the management of operational risk and the analysis of the Group operational
risk profile, the following tools are used: The Internal Audit Group and Compliance Office use the self-assessment results as
a necessary component in aligning their activities to business priorities to determine
where key risks lie within the Group.
RISK ASSESSMENT RISK MONITORING AND REPORTING
The Group uses the Basic Indicator Approach in its assessment of this risk, as it relates The continuous monitoring and reporting of operational risk is a key component
to capital adequacy determination. It however uses an Operational Risk Management of an effective Operational Risk Management Framework. It is imperative therefore
System (ORMS) to monitor operational risks, compile and analyze operational risk that reports on operational risks are submitted on a timely basis, and information
data and to facilitate timely reporting mechanisms for the Group’s ROC, Senior generated both for external and internal parties are reported internally to Senior
Management, and business line levels that support proactive management of Management and the BOD where appropriate.
operational risk. The ORMS covers the Parent Bank and its subsidiaries.
In accordance with its monitoring and reporting functions, ORMD prepares reports on
The following are the current methodologies used in assessing the Group’s operational operational risks as follows:
risk profile:
Frequency of
Probability and Severity Analysis Particulars Responsibility Reported to
Reporting
This tool is used to quantify the likelihood (or frequency) and impact (or consequence) Loss Events Reporting RMG-ORMD Monthly ROC
of identified risks in order to prioritize risk response activities. The probability
addresses: a) the likelihood of the risk event occurring (the uncertainty dimension) Key Risk Indicators RMG-ORMD Quarterly ROC
based on current status of mitigation actions, and b) the impact detailing the extent of Quarterly/
what would happen if the risk were to materialize (the effect dimension). Control Sample Tests RMG-ORMD Semi-Annually/ ROC
Annually
Probability assessment uses a 5-scale likelihood factor matrix ranging from “least
likely” to “almost certain”. Impact Assessment on the other hand employs a 5-scale Risk and Control Self-
RMG-ORMD Annually ROC
severity factor matrix ranging from “least severe” to “very severe”. Assessment (RCSA)
Control Rating
The Deputy Operational Risk Officers (DOROs)
Existing controls are assessed likewise using a 5-scale control adequacy matrix ranging
from “substantially under control” to “no controls in place”. Each major business line has an embedded operational risk management officer,
headed by the designated Deputy Operational Risk Officer (DORO). The DOROs serve
Risk Rating as a point-person on the implementation of various operational risk management
tools on a per business unit level. Among others, the DOROs are responsible for
The Probability and Severity Analysis described above, along with the control rating, assisting the respective business units in the timely, correct and complete submission
result in a Risk Rating. It is a quantitative measure of the risk level of each event, and of operational risk reports. The DOROs report to the ORMD for all its operational risk-
helps to focus on those determined to be high risk. For each risk event identified, a related activities initiated by ORMD.
risk score is calculated and later classified as: Very High (Black), High (Red), Medium
(Yellow) and Low (Green). The scale is as follows: RISK MITIGATION
Classification Risk Score Remarks The Group operates within a strong control environment focused on the protection
of its capital and earnings, but allows the business to operate such that the risks
LOW 1–4 Indicates normal operating condition are taken without exposure to unacceptable potential losses through the utilization
of approved policies, sound processes, and reliable information technology
Requires management attention; must take
MEDIUM 5–9 systems. These controls include: segregation of duties, dual controls, approvals and
specific actions and document such
authorization, exception reporting, sound technology infrastructure, product manuals,
Requires immediate management attention; and circulars review.
HIGH 10 – 19
further action required
Requires immediate management attention;
VERY HIGH 20-25
further action required
Insurance Risk Awareness
One of the tools to compliment sound controls and risk management is through The Group recognizes the importance of raising risk awareness and instilling an
insurance policies maintained by the Group. Securing insurance protects the Group operational risk culture to be able to understand the operational risk management
against unexpected and substantial unforeseeable losses. business benefits as well as the responsibilities attached to it. Operational risk
eLearning is in place and was launched in December 2021 while Consumer Protection
ORMD handles the Group’s institutional-wide insurance needs such as the and Business Continuity are also in the Group’s standard training module for new
Comprehensive Crime Insurance (CCI) formerly Bankers Blanket Bond (BBB). CCI employees, as well as continuing learning for existing associates.
insurance premiums are allocated to business groups and subsidiaries based on an
approved allocation method. Business Continuity Risk
Outsourcing Risk of loss resulting from a prolonged interruption in business operations.

The Bank has a separate functional unit, Business Resiliency Unit (BRU), dedicated in
Outsourcing is an arrangement to contract out a business function to another party implementing the Bank’s Business Continuity Management Program (BCMP) that aims
(i.e. the service provider) which undertakes to provide the services instead of the to:
financial institution performing the function itself. The Controllership Group maintains
an outsourcing policy to guide business units in outsourcing agreements, and to • Provide strategic and tactical capability to plan for and respond to incidents and
ensure the effective management of operational risks that may arise from such business disruptions
arrangements. Policy requires the business units to perform a risk assessment before
• Enable the continuity of key business operations at acceptable predefined levels
engaging the service provider which are noted by ORMD.
• Comply with the BSP Circular 951 on Business Continuity and BCM standards such
Business Continuity Plan (BCP) as ISO 22301 and BS25999
The Group has a separate functional unit wholly dedicated to the conduct and
Framework
management of its BCP and Disaster Recovery Plan. These plans aim to establish a
planned process, procedure or strategy that can assure and provide for the continuity
The Bank has embarked on a BCMP framework that identifies risks, threats and
of major and critical services and operations during any critical event which may
vulnerabilities which could impact the Bank’s continued operations. It includes the
prevent or diminish the Group’s capacity to perform normal business operations.
following basic components of Business Continuity Management:
The Group’s BCP is currently being managed by RMG-ORMD.
• Risk Evaluation and Control
Product Manual, Policies, Procedures and Circulars (PM and PPC) • Business Impact Analysis
• Business Continuity Strategies
The Product Manual is the key document which provides a comprehensive description
about a particular product. It includes among others, the identification of risks and • Emergency Response
appropriate measures on the risks identified through controls, procedures and limits, • Plan Implementation and Documentation
as well as compliance with the consumer protection standards of conduct.
• Awareness and Training and BCP Testing Exercise
Policies, Procedures and Circulars represent the Group’s basic and primary set of • Audit and Maintenance
principles and essential guidelines formulated and enforced across the organization. To
ensure that potential risk areas are covered in manuals, policies and circulars, ORMD
reviews, as part of the Bank’s Clearing House, these documents. Central to the BCMP are the Institutional Business Continuity Plan (IBCP) and the
Crisis Management Plan (CMP). The IBCP describes the organizational structure and
Exception Reporting governance, scope, business recovery strategies, and plan activation while the Crisis
Management Plan (CMP) outlines the processes the Bank will use to respond to a
Exception reporting provides the ability to monitor transactions and events that fall critical situation that would have a negative effect on the Bank’s financial status,
outside norms and deemed as an exception. It documents what is abnormal and reputation, and business continuity.
therefore deserves attention.
Incorporated in the program are several BCM plans that address specific scenarios or
events that require varying responders and mitigating strategies: Disaster Recovery
Plan, Pandemic Plan, Liquidity Plan, Incident Management, Communication Plan, Cyber
Attack Plan, and Earthquake Resilience Plan.
Governance
BCMD Operational Model Crisis Management Team (CMT)
RISK OVERSIGHT COMMITTEE Board of Directors
RISK MANAGEMENT GROUP

Crisis Management Team Head
Bank President
BUSINESS RESILIENCY
Alternate CMT Head
ITSSG / OPS Head
CMT Coordinator
ORMD Head
Emergency Reponse Team

Security Department
BCP Leaders
Human Resources
RCBC Head Office BCP Leaders
Information Technology
RCBC Branch Regional Officers Business Recovery RCBC Senior
General Services Crisis Communications RCBC Subsidiaries
RCBC Subsidiaries BCP Leaders Support Management Group
Legal & Compliance Team Head Presidents
Crisis Communication Team Teams Heads
The CMT makes policy decisions and holds ultimate responsibility for decisions involving
communications, evacuation, business logistics and normalization activities. The CMT is
• The ROC represents the BOD in setting the overall strategy, direction and control directed by the President and chaired by the alternate CMT Head and is comprised of
for all business continuity, crisis management and emergency response initiatives. high-ranking officials of the Bank. It is convened when the highest level of emergency
• The Chief Risk Officer (CRO) leads the Risk Management Group (RMG) and (level 1) impacts the entire organization or a significant portion of the Bank, requiring
provides executive oversight in the implementation of business continuity, crisis coordinated operational and policy responses. The main objective of the CMT is to
management and emergency response initiatives as approved by the ROC. protect life and property during and immediately following a major crisis or disturbance.
It is placed into operation whenever an emergency affecting the RCBC Group cannot be
• Operational Risk Management Department – Business Resiliency Unit (BRU) controlled through routine, daily and normal channels and procedures.
has oversight function over BCP Leaders of Head Office Units, Branches and
Subsidiaries with regards to the development, maintenance and implementation Controls and Risk Mitigation
of their respective BCPs.
» BRU ensures that the Emergency Response Teams have developed the The Bank had taken steps to become a resilient organization through the following
Emergency Response Plan to ensure the protection of life and properties during control measures:
an emergency situation.
» BRU ensures that the Recovery Teams have been formed to support the
DISASTER RECOVERY
• Installation of hot backup with real-time data mirroring solutions (both software
business units in assessing the situation and recovering their business and
and hardware) to ensure recovery of mission critical systems with RTO of 4 to 24
returning to normal operations.
hours
» BRU assists the CRO in coordinating activities between the Crisis Management
• Implementation of the virtualization and consolidation of servers to provide high
Team and Response and Recovery Teams during crisis scenarios.
availability and promote resilience to failure
• Wider scope and coverage (processing of live transactions in the DR environment
for one week) and frequency (annual to quarterly) for DR tests
BUSINESS RECOVERY
• Additional business recovery alternate sites are in place (e.g., Timog and Pacific
Place, Ortigas)
• Acquisition of satellite phones and UHF base radios to improve the • Establish a risk profile to further understand the Group full exposure, and better
communication system especially during a disaster scenario such as the “Big One” utilize its resources; and
• Implement (and continuously improve) a sound framework for the identification,
COVID-19 PANDEMIC measurement, control, monitoring, and reporting of the risks experienced by the
• As early as January 22, 2020, the Bank activated its Pandemic and Infectious Group.
Disease Plan, part of the Institutional Business Continuity Plan, which was
prepared in anticipation of another SARS. The Plan defines control operations and The foregoing objectives are achieved through the following exercises of Information
precautionary measures that were implemented by the Bank for every stage of Security Risk Management:
the pandemic.
• Health and safety protocols: washable face masks, and face shields, sanitizers, • Identification of the bank’s information assets (covering both IT and non-IT);
hand gloves and vitamin C were immediately distributed to the employees; • Assistance to IT, business, operational and support units in identifying the risks
alcohols were available in all of the entrances and near the elevators; hand soap affecting information assets (that includes system/data) being handled;
were made available in all of the toilets and pantries for use in hand washing.
There are also signages in all entrances, elevators, pantries and toilets to remind • Assist in aligning information security and information risk management to
employees of hygiene and safety protocols at the office. Part of the safety industry best practices and standards; and
protocols are – body temperature checks in all entry points, foot bath/shoe • Implementation of risk assessment to determine current information security risks
basins, online daily health checklist, physical distancing protocols in elevators, that identifies the threats in the present systems, determine acceptable risk levels,
common areas, and work areas and unidirectional markings. Virtual meetings and implement preventive measures to mitigate potential high risks.
were observed in lieu of physical gatherings and limited physical movement in
the Bank premises. Assigned staging areas to receive documents are in place.
Non-essential visitors are not allowed. For branches, the bank provided them ASSET IDENTIFICATION AND VALUATION
with acrylic panels, masks, face shields, transportation as well. The branches also
implement the same strict health and safety protocols such as health checklist Asset Identification and Valuation aim to identify and provide an inventory of all
and temperature screening for employees and clients. Washable face masks were information assets relating to processes and sub-processes. The identified information
distributed to onsite and auxiliary employees. All branches, provincial lending assets are valued based on its criticality to the process being supported. At the end of
centers, head office and alternate sites nationwide were provided by thermal the exercise, the following should be produced:
scanners.
• Inventory of all information assets pertaining to each identified business process
• Protocols for employees who are experiencing COVID-19 symptoms or those assessed;
who had close contact with a COVID-19 positive or suspected COVID-19 positive
were defined, cascaded and strictly implemented. The Bank in partnership with • Currently identified container/s for each information asset;
its health insurance company provided hotlines for employees to have access to • Overall asset (criticality) value of each information asset; and
teleconsulting especially on COVID-19 related medical inquiries.
• Sensitivity or non-sensitivity of each business process based on its assessed
information asset/s.
Information Security Risk
Information security risk is the risk of loss resulting from information security/ RISK IDENTIFICATION AND ASSESSMENT
cyber security breaches. Information Security Risk Management aims to reduce
the disruptions to the Group’s operations as a consequence of information security This activity aims to identify the risk factors, i.e. threats, vulnerabilities, impact and
incidents. Concretely, this aim expands to the following objectives: probability/ frequency of occurrence present in the process and assess the identified
risks in order to determine measures to mitigate them. Further, this will assist the
• Safeguard the IT systems needed to store, process or transmit the Group’s data process owner in determining the risks to be prioritized and monitored.
and correspondences;
To assess risk likelihood and impact, the current threat environment and controls are
• Enable management’s ability to make informed decisions by giving them an considered. At the end of the exercise, the following are the expected outputs:
accurate view of current and potential information security related risks and
assisting them in making informed decisions concerning scope of risk, risk • List of potential threats with medium or high risks, and prioritization of those that
appetite, and risk tolerance; need immediate mitigation; and
• Provide an end-to-end guidance on how to manage information security related • Risk treatment plan for those threat and vulnerability combinations resulting in
risks (from technical control measures, security, etc.); moderate to high risks, and determination of the owner/responsible personnel to
mitigate the risk.
COMPLIANCE RISK MONITORING AND REPORTING

RISK TREATMENT
The Compliance Office mainly reports to the Audit and Compliance Committee (ACC).
This stage intends to determine the overall Risk Owner, who shall be responsible for Compliance risk is also regularly reported to the ROC via Key Risk Indicators (KRI)
managing the risks identified and who shall be directly responsible for the strategy, monitoring under Operational Risk by RMG.
activity or functions that relates to the risk. Additionally, this is where the required
actions to respond to identified risks shall be determined to reduce the residual risk to Compliance Risk is monitored in a number of ways. These include the following:
the asset to acceptable level.
• Compliance Certification from Deputy Compliance Officers (DCO): This is
RISK MONITORING AND REPORTING a quarterly Certification signed by the designated DCOs indicating a unit’s
compliance (or non-compliance) to regulations.
Upon receipt of the approved Risk Treatment Plan, the ISGD incorporates in the • Compliance risk is also monitored via the progress of corrective actions relating to
Information Security Risk Register the verified list of risks which were rated “High,” ROE findings.
while all other identified risks will be monitored by the respective Risk Owner.
• Regulatory ratios are also monitored at least on a quarterly basis to ensure
The overall Risk Owner for the process assessed is responsible for monitoring the compliance.
necessary action plans agreed to mitigate all High risks. Also, the Risk Owner is • Submission of regulatory reports is also monitored to avoid penalties.
responsible for providing ISGD with regular updates of status of action plans. Likewise,
the identified Risk Response Owners is responsible for planning and implementing
mitigation strategies and for reporting breaches in the risk thresholds to the Risk MONEY LAUNDERING (ML) / TERRORIST FINANCING RISK MANAGEMENT
Owners. Thereafter, ISGD is responsible for tracking, monitoring, and providing (TF)
management a regular report on the status of all IS Risk items registered in the IS Risk
register. In the implementation of the ML/TF Risk Management Framework, the Group adheres
to the highest standards of corporate governance and ML/TF prevention as embodied
in the laws and regulations with due consideration of other industry leading practices.
compliance Risk / regulatory risk / ml/tf risk The Group’s ML/TF risk management is a holistic, continuous, proactive and systematic
process to identify, assess, manage, monitor and report ML/TF risks from a Bank-wide
The Bank differentiates compliance risk as the current and prospective risk to earnings perspective.
or capital arising from violations of, or non-conformance with, laws, rules, regulations,
prescribed practices, internal policies and procedures, or ethical standards from The process covers all levels of the Bank: BOD, senior management, and all personnel.
regulatory risk which refers to risk of loss arising from probable mid-stream changes AML/CFT risk management involves assessing the risk attributed to money laundering
in the regulatory regime affecting current position and/or strategy. ML/TF Risk and financing of terrorism and then implementing an appropriate response to
represents the Bank’s risk of loss arising from a covered person’s failure to prevent mitigate the risk. RCBC’s AML/CFT risk management structure, well-defined roles
itself from being used as a money laundering site and conduit for the proceeds of and responsibilities and transparent escalation process support the commitment to
unlawful activities as well as financing the act of terrorism. implement an effective AML/CFT risk management.
The Compliance Risk Assessment Framework is the tool used by the Regulatory Affairs
Group (Compliance Office) to manage compliance risk. This framework operates within ML/TF Risk Assessment
the context of the Bank’s Enterprise Risk Management Framework. The Compliance
Risk Assessment Framework is embodied in the Group’s Compliance Manual (CM). Institutional Risk Assessment. The Bank is committed towards implementing a risk-
based approach to combat Money Laundering and Terrorism Financing (“ML/TF”),
COMPLIANCE RISK ASSESSMENT which is fundamentally built on the assessment of the ML/TF risks as part of its Anti-
Money Laundering & Counter Financing of Terrorism (“AML/CFT) program. In support
Risks, including their impact to the Group are evolving; thus, the risk identification of the said risk-based approach, the Regulatory Affairs Group assesses RCBC’s key
and assessment process is performed on a continuing basis. Risks currently identified exposures to ML/TF risks by performing an Institutional ML/TF risk assessment
as material to the Group may be treated differently in succeeding assessments. Any (“IRA”) focusing on evaluating the inherent ML/TF risks presented by RCBC’s business
significant change in either the actual risk profile, or the perception of threats, must activities and the controls in place to mitigate said inherent ML/TF risks so as to
therefore trigger corresponding action in terms of the management of such threats. determine the overall residual risks.
The Compliance Office continuously identifies and assesses potential and existing
compliance risks to ensure that these are immediately addressed. The Group assesses The IRA evaluates potential risks at two levels, i.e., (a) at the level of the Assessed Unit
compliance risk based on impact and likelihood. and (b) at the aggregated Institutional Level.
The results of the Assessed Units will be aggregated to give an overall result at the • Mitigating Controls is an assessment of ability and strength of the existing internal
Institutional Level. The overall risk assessment should be reflective of the ML/TF risks control environment from a design and operating effectiveness standpoint to
identified during the assessment of each business unit. mitigate the inherent risks. There are controls that, if properly implemented and
maintained on an ongoing basis, can effectively mitigate some of the inherent
Risks are dynamic and must be continuously managed. As the environment in which ML/TF risks. Furthermore, the Bank takes into consideration whether the control
the Bank operates is subject to continual change, the Bank’s IRA must be subject categories are present and functioning individually and at the same time operates
to regular review. An effective risk assessment should be an on-going process and together in an integrated manner. The following are the mitigating factors used in
is not a one-time exercise. The IRA shall be conducted at least once every two (2) the assessment:
years, or as often as the Board or senior management may direct, depending on the
1. AML/CFT Policies and Procedures;
level of risks identified in the previous risk assessment, or other relevant AML/CFT
developments that may have an impact in the Bank’s operations. 2. Customer Due Diligence;
3. Name Screening, Transaction Monitoring and Regulatory Reporting;
a. Periodic Exercise - At a minimum, the Bank commits to refresh its IRA once every
two years. The period of assessment for a periodic exercise shall cover a two-year 4. Governance and Oversight;
period ending 31 December preceding the commencement of the IRA exercise 5. Internal Testing;
provided there are no trigger events/scenarios detailed below;
6. Staff Training;
b. Triggered Exercise - The following events might also trigger the review of the IRA
even prior to the scheduled IRA exercise: 7. Staffing Level;
1. Significant changes in business activities (e.g. when new products/services 8. Record Keeping and Management Information Reporting
that carry a high ML/TF risk are introduced, significant changes to existing
products/services that may pose a heightened risk of ML/TF, and business ML/TF Key Risk Indicators
expands through mergers and acquisitions);
2. The introduction of a significant new AML/CFT control or major enhancement KRI data may be sourced from the various business units performing activities
to an existing AML/CFT control; with ML/TF risk exposures and/or operations and support units, e.g. Settlements,
Centralized Account Opening, etc. The standard of measurement to be used for KRIs is
3. Key amendments in Anti-Money Laundering Council (“AMLC”) AML/CFT Metric Based Indicators which include: currency, numeric, percentage. Thresholds will
laws, regulations, and/or guidance issued by the regulatory authorities in the be set to provide a qualitative measurement of the ML/TF risk exposure. To capture
Philippines; and ML/TF risk exposure to a given point in time, frequency/periodicity (e.g. monthly,
4. The issuance of significant new global AML/CFT standards. weekly, semi- annual, etc.) of KRIs will be set.
ML/TF Risk Monitoring

The assessment triggered by the events mentioned above shall cover a period of six to
twelve months preceding the commencement of the IRA exercise.
1. BOARD OF DIRECTORS
Risk Assessment Components. In the development of a robust risk assessment
process, the Bank has identified components of inherent risks and components It is the ultimate responsibility of the Board of Directors to ensure the Bank’s full
of mitigating controls that shall be used in the analysis of its ML/TF risks. These compliance with the provisions of the AMLA, as amended, the TFPSA and their RIRR.
components are set forth below. Analysis of inherent risks and the corresponding It shall ensure that ML/TF risks are effectively managed and that this forms part of the
mitigating controls shall determine the overall residual risks for each Assessed Unit Bank’s risk management system.
and for RCBC, as an institution.
The AML Board Com is constituted for the purpose of carrying out the Board of
In the circumstance that no data/information is maintained by the Bank to provide Directors’ mandate to fully comply with the Anti-Money Laundering Act, as amended,
responses to the inherent risk questionnaire, the respective questions will fall into the its Revised Implementing Rules and Regulations (ML/TF) and all related Anti-Money
high risk category automatically. Laundering and Counter Terrorist Financing Regulations; and to ensure that oversight
on the Bank‘s compliance management is adequate.
• Inherent Risk is a measure of “uncontrolled risk”. The level of inherent risk shall
be measured using several key factors or components: customer segments, The AML Board Com has oversight over the Bank’s ML/TF risk management
products/services, geographic locations, delivery/distribution channels, and other including the implementation of the processes in the AML Risk Management
risk factors such as staffing level, regulatory risk, historical issues, technology Framework including the conduct of an institutional risk assessment (IRA), execution,
changes, law enforcement requests. Each component of inherent risk shall be implementation, and reporting.
evaluated based on the likelihood and impact of a given risk.
The results of the IRA are reported to the AML Board Com by the Compliance Office. • Electronic Document Management System (EDMS) digitizing the Bank’s KYC and
The AML Board Com’s directives to mitigate critical ML/TF risks that are identified and transactional forms and documents for easy retrieval.
assessed shall be effectively communicated to all affected stakeholders.
2. SENIOR MANAGEMENT 5. AML SANCTIONS POLICY
Anti-Money Laundering Management Committee (AMLManCom) As a matter of policy, the Bank has created a more robust sanctioning system by
The AMLManCom is mainly responsible for approving/disapproving the filing of a providing more detailed and specific guidelines in handling employee violations of
suspicious transaction report escalated by the Regulatory Affairs Group and is guided AML/CTF policies. The Bank’s AML Sanction Policy addresses both the preventive
by its internal policy on handling of accounts with previous STRs filed and shall and penal nature of the sanctioning system, promotes a culture of compliance, and
take into account the deliberations and disposition on the same as well as the alerts duly recognizes employees that continuously exhibit a high level of compliance with
generated by the AML System, among others. existing AML-related laws and policies.
3. MONEY LAUNDERING AND TERRORIST FINANCING PREVENTION The Compliance Office, through the Bank’s AML Sanctions Policy, also ensures that
PROGRAM (MTPP) infractions, discovered through the Consolidated Exception Reporting System Report
(Branch Operations Control Segment), AML Issues Management (Compliance Office),
The Bank’s MTPP aligns with the provisions of the Philippines’ Anti-Money Laundering DCO Exception Tracking Report (Compliance Office), BSP AML Findings, Exceptions
Act (AMLA), as amended, the Terrorism Financing Prevention and Suppression Monitoring & Issues Tracking (Internal Audit Group), Compliance Exception Reports
Act (TFPSA), their lmplementing Rules and Regulations (lRR), and all Anti-Money and Suspended CIFs Report (Operations Group), are immediately corrected.
Laundering council (AMLC) and Bangko Sentral issuances. It follows a risk-based
approach in accordance with the recommendation of the Financial Action Task Force. 6. ML/TF-RELATED INVESTIGATIONS
• The Bank’s MTPP covers the basic pillars of an AML/CFT Program, to wit: The Compliance Office conducts investigations on: 1. clients and/or transactions
flagged for investigation in AML systems; 2. clients who are the subject of regulatory
• A system of internal policies, procedures, and controls (first line of defense); findings; 3. referrals from other bank units for potentially suspicious activity; 4. clients
• A designated compliance function with a compliance officer (second line of who are the subject of negative media information; and 5. clients who are the subject
defense); of inquiries and court orders. The investigations are conducted to determine if filing of
Suspicious Transaction Report is warranted and if there are required actions to take to
• An on-going employee training program; and mitigate money laundering and terrorist financing risks.
• An independent audit function to test the overall effectiveness of the MTPP (third
line of defense). 7. AML/CFT TRAINING
The MTPP manual is maintained by the Compliance Office. It is updated at least once In order to minimize compliance risk and eliminate deviation from regulatory requirements,
every two (2) years or as needed to properly adhere to new rules and regulations of the Compliance Office conducts classroom training and created an e-learning module for
regulatory agencies, laws of the Republic of the Philippines and other countries, and the employees of the Bank. The AML Training Programs are designed specifically for the
policies and procedures of the Bank. The Bank’s Board of Directors approves the different Bank employees depending on their areas of responsibility and exposure to risk.
MTPP. These training programs are consistent and in accordance with the pertinent provisions
of the BSP Manual of Regulations for Banks and related BSP and SEC circulars, as well as,
the Anti-Money Laundering Act of the Philippines. All responsible officers and employees
4. SYSTEMS are informed of all resolutions, circulars and other issuances by the BSP and the AMLC in
relation to matters aimed at preventing money laundering and terrorist financing.
The Board and Management heavily invested in the purchase of and/or subscription to
systems or applications that can help mitigate the Bank’s ML/TF risks:
ML/TF RISK REPORTING
• Base60 AML System (Base60), a system that extracts reportable Covered
The Compliance Office regularly reports to the AML Management Committee, Senior
Transactions (CTR) and creates alerts and flags for possible reportable Suspicious
Management Committee, AML Board Committee, Audit & Compliance Committee
Transactions (STR).
and the Board of Directors to ensure that monitoring of AML activities is regularly
• Predator, a real-time fraud and ML/TF transaction monitoring system. There are disclosed allowing management to perform its oversight function on AML and TF
existing parameters for transactional behavioral analyses in Predator. matters.
• Accuity, a global watchlist screening online solution that can assist in preventing
The Operational Risk Management Division (ORMD) reports the progress and results of
the onboarding of a client who is connected to any individual or entity who is
AML KRIs and issues to the Risk Oversight Committee and the AML Board Committee.
included in the sanction list of the United Nations and Office of Foreign Assets
Control (OFAC) of the U.S. Department of Treasury, as well as identify Politically
Exposed Persons; and,
The Internal Audit Group reports the results of independent review and their AML RELATED PARTY TRANSACTIONS
rating are reported to the Audit and Compliance Committee.
Compliance risk pertaining to related party transactions is monitored through the
When in the conduct of AML risk assessment, the institution is found to be not following reports submitted to BSP pursuant to Section 4 BSP Circular No. 895 dated
adequately managing its ML/TF risks, such shall be reported to the AML Board Com 14 December 2015, replacing the reports required under Section 6 of BSP Circular No.
and high ML/TF risks are monitored in accordance with the set risk appetite by 749 dated 27 February 2012 as amended by BSP Circular No. 757 dated 08 May 2012:
the AML Board Com. The ML/TF risk-related directives of the AML Board Com are
effectively communicated to concerned stakeholders. 1. Report on Conglomerate Structure - This is a report that is required of Banks that
are part of conglomerates and submitted to the BSP within 30 calendar days
The Compliance Office, in coordination with the Human Resources Group also after the end of every calendar year. The conglomerate structure shall disclose
organizes the timing and content of AML training of officers and employees, including the beneficial owners of shareholdings that are in the name of PCD Nominee
regular refresher trainings, as required under Section X809 of the MORB. Corporation.
2. Report on Material Related Party Transactions - This is a report submitted within
CORPORATE GOVERNANCE twenty (20) calendar days after the end of the reference quarter including the
material RPTs not only of the Bank but also including the material RPTs of its non-
On Corporate Governance, compliance risk is monitored via reports submitted to
Bank financial subsidiaries and affiliates.
the BSP, and through the implementation of a corporate governance framework
that adheres to the principles set out in BSP Circular No. 969 or the “Enhanced
The foregoing reports required under BSP Circular No. 895 are pursuant to the
Corporate Governance Guidelines for BSP Supervised Financial Institutions” and
duty and responsibility of the Board of Directors to exercise effective oversight
SEC Memorandum No. 19, series of 2016 or the “Code of Corporate Governance for
over entities in the group and to ensure the consistent adoption of corporate
Publicly-Listed Companies”, and the Revised Corporation Code of the Philippines.
governance policies and systems across the group.
To promote independent oversight of management, the Bank’s Board of Directors
is composed of majority of non-executive directors, which by definition includes The Bank has further enhanced its Policy on Related Party Transactions which
independent directors. Out of the fifteen-member board, fourteen are non-executive, include, among others:
five being independent. • Coverage of RPTs;
The Board of Directors is headed by a Chairperson who is a non-executive director. • Coverage of the Bank’s Related Parties;
To ensure a system of check and balance, the Bank’s Corporate Governance Manual • Definition of control;
requires that the positions of Chairperson and Chief Executive Officer (“CEO”) shall
not be held by one person. • Database of Related Parties;
• Identification, review, approval and reporting of material and non-material RPTs;
The Bank’s Board of Directors sets the tone at the top. The Board approves and
oversees the implementation of strategies to achieve corporate objectives, risk • Guidelines in determining arm’s length terms, with provision on when
governance framework, and systems of check and balances. The Board is also requirement of a fairness of opinion issued by an independent adviser is
responsible for the establishment of a sound corporate governance framework. warranted;
• Materiality Threshold and Excluded Transactions;
The Board delegates some of its functions to board-level committees. Presently,
the Bank has eight committees, five of which are control committees. These are: (1) • Individual and Aggregate Exposures;
the Audit and Compliance Committee; (2) the Risk Oversight Committee; (3) the • Conflict of Interest;
Corporate Governance Committee; (4) the Related Party Transactions Committee; and
• Controls and Audit, with provision on the periodic review of the Bank’s system
(5) the AML Committee. The Audit and Compliance Committee has oversight over the
and internal controls governing RPTs;
internal audit and compliance functions. The Risk Oversight Committee oversees the
Group’s risk governance framework. The Corporate Governance Committee assists • Whistleblowing Mechanism;
the BOD in fulfilling its corporate governance responsibilities. The Related Party
• Restitution of Losses and Remedies for Abusive RPTs
Transactions Committee evaluates all material related party transactions of the Bank
to ensure that these are undertaken on arm’s length terms. Finally, the AML Committee • Training of employees on RPT; and
carries out the mandate of the BOD to fully comply with the Anti-Money Laundering
• Policy review
Act, as amended, its Revised Implementing Rules and Regulations and the Anti-Money
Laundering Regulations under the Manual of Regulations for Banks (MORB).
OTHERS FCOMD (which had evolved into one of the Regulatory Affairs Divisions) has and
continues to render various opinions, answers and give frequent assistance to the
various Bank units regarding client concerns and FATCA implementation.
ASEAN CORPORATE GOVERNANCE SCORECARD (ACGS) AND THE
INTEGRATED ANNUAL CORPORATE GOVERNANCE REPORTS (I-ACGR) To ease FATCA compliance for clients, the Bank rolled out a self-certification form
for non-U.S. entity clients. This form replaced the U.S. IRS Form (W-8BEN-E) to
In September 2012, the ASEAN CG Scorecard was adopted by the Philippines, give its clients a more comprehensible form that covers all mandatory information
replacing the national CG Scorecard for Publicly Listed Companies (PLCs). Under this required under FATCA. The FATCA status tags are likewise updated to comply with the
initiative, the Bank‘s corporate governance standards and practices shall be evaluated reporting requirements of the IGA.
and assessed through publicly available information and/or disclosures posted in its
website (e.g., annual report, GIS, structured reports, etc.). In lieu of the submission of The Bank’s Regulatory Affairs Division (RAD) II Head is also its FATCA Responsible
the accomplished questionnaire, external evaluators will review and access information Officer.
directly from the Bank‘s website. Thus, regular review and monitoring shall be
conducted and coordinated with the unit responsible for the website maintenance to COMMON REPORTING STANDARD
ensure that updated information are uploaded and/or easily accessible to interested
3rd parties (e.g., financial analysts, rating agencies, regulators, etc.) and the public in The Common Reporting Standard (CRS) was first introduced by the Organization for
general. Economic Cooperation and Development (OECD) in February 2014.
On 15 December 2017, SEC issued Memorandum Circular No. 15, Series of 2017, When the Standard for Automatic Exchange of Financial Account Information in
requiring all listed companies to submit an Integrated Annual Corporate Governance Tax Matters was published, it introduced the CRS framework, a FATCA-like reporting
Report (I-ACGR). The I-ACGR replaces the old Annual Corporate Governance Report. system, which aims to provide for the annual automatic exchange of financial account
The I-ACGR will also be used in place of the PSE Corporate Governance Guidelines information between Governments on July 21, 2014. As of date, the Philippine
Disclosure Survey. Government has not signed, and has also not committed to sign the CRS.
The I-ACGR lists the recommendations under SEC Memorandum Circular No. 19 or the DATA PRIVACY
Code of Corporate Governance for Publicly-Listed Companies. Covered companies are
then required to disclose compliance with the recommendations, or to explain non- Republic Act No. 10173 or The Data Privacy Act of 2012 (DPA) was approved into law
compliance or alternative compliance thereto. The I-ACGR is required to be submitted on August 15, 2012. Subsequently, the DPA’s Implementing Rules and Regulations
on May 30 of the following year for every year that the company remains listed in the (IRR) were promulgated on August 24, 2016, and took effect fifteen (15) days after its
PSE. The I-ACGR is required to be signed by (1) the Chairman of the Board; (2) Chief publication.
Executive Officer or President; (3) All Independent Directors; (4) Compliance Officer;
and (5) Corporate Secretary. The Bank completed its registration with the National Privacy Commission (NPC)
in 2017 and has an appointed Data Protection Officer, under the Regulatory Affairs
Group.
Outsourced and Insourced Banking Activities
The Bank has conducted a bank-wide Privacy Impact Assessment (PIA) to determine
The Controllership maintains a Bank-wide master list to effectively monitor the the DPA’s impact to its operations, possible threats, vulnerabilities and risks. These
outsourced activities / functions of the Bank and Compliance Office renders advice were made basis of the Bank’s Data Privacy Policy. To educate the Bank’s employees,
as to whether a particular contract or service level agreement is covered by the the Data Privacy e-learning module was rolled in May 2018. New employees are also
Revised Outsourcing Framework for Banks in compliance with all applicable rules and trained on data privacy upon onboarding and branch induction programs. The Data
regulations and that no inherent banking function is outsourced. Privacy e-learning module was recently updated to incorporate new NPC issuances.
FATCA The Bank completed its Phase II registration with the NPC in March 2018. The Bank
ensures that its DPO has obtained a DPO Ace Level 1 Certification from the NPC.
The Group has taken great strides to become globally compliant with the Foreign
Account Tax Compliance Act (FATCA) and remains steadfast in this direction. In 2012, The Bank has crafted its Data Privacy Framework, initially by drafting its Comprehensive
the Bank created the FATCA Project Implementation Team that would spearhead Data Privacy Manual and Privacy Notices through the cooperation and assistance of
the implementation of FATCA while the FATCA Compliance Division (FCOMD) under representatives from concerned business units. The Comprehensive Manual sets the
the Compliance Office was created in 2014 to support the FATCA Project Integration guidelines for all Business Units as they updated their own Operating Manuals to align
Team (FATCA PIT) and ensure continuity in FATCA compliance. The FATCA PIT with the Bank’s general directives. The Bank ensures that its Data Privacy Policy is timely
coordinated and assisted the Bank’s subsidiaries in their respective FATCA compliance updated in accordance with the subsequent issuances of the NPC.
requirements.
Reputational Risk People
Failure on the “people” component may lead to publicly visible manifestations such as
Reputational risk is the risk to earnings, capital, and liquidity arising from negative strikes, an exodus of talent and even customers, and the inability to attract good talent
perception on the Bank of its customers, shareholders, investors, and employees, market to work for the Group. Benchmarking of recruitment, compensation, benefits, and even
analysts, the media, and other stakeholders such as regulators and other government organizational development practice is a tool used by the Group in identifying gaps in
agencies, that can adversely affect the Bank’s ability to maintain existing business its people management process.
relationships, establish new businesses or partnerships, or continuously access varied
sources of funding. Moreover, the Group subscribes to the view that reputational risk is
a consequence of other risks. Its management therefore is tied closely to the manner
RISK CONTROL
by which the Group manages its other risks. By ensuring effective identification,
assessment, control, monitoring, and reporting of the other material risks, reputation risk
Consistent with the view that reputation risk is a product of other material risks,
is implicitly managed.
controlling the magnitude of reputation risk is attained by controlling those of the
others’.
RISK ASSESSMENT
RISK MONITORING AND REPORTING
The management of reputational risk in the Group is guided by its Reputational Risk
Management Framework in accordance with BSP Circular 1114. While growth is projected
The RCBC Marketing Council consolidates the reputational risk management efforts of
to emanate from these drivers, the UniBank recognizes that potential failure in the same
the Group. The Chief Marketing Officer is the designated Chair of the Council.
ushers in a potential damage to reputation. Without the public needing to know exactly
what the Group plans to achieve, reputation is impaired when, for example, profitability
The Marketing Council has the following objectives in relation to Reputational Risk:
dips, a rebranding scheme backfires, incidence of fraud becomes significant and public,
or when employee attrition is high.
• To serve as venue for surfacing and managing issues that affect, or tend to affect
the public’s perception principally of the Group, and by extension, the members of
Financial Performance
the Yuchengco Group of Companies (YGC); and
Other than doing a self-assessment (via quarterly business reviews) of where the Group • To design, recommend and, once approved, implement public relation strategies
is vis-à-vis financial targets, what to expect in the coming months, and what can go and/or marketing campaigns that are designed to enhance the Group’s positive
wrong, the Group relies on assessments rendered by external rating agencies and by its public image, avert any potential negative perception arising from looming
regulators. The potential deterioration of these assessments, independent of sovereign reputation issues, and contain or minimize any incurred or continuing damage to
rating, constitutes a major reputation event. the Group’s image arising from subsisting negative public information.
Customer
RISK MITIGATION
The Group recognizes that campaigns aimed at deepening customer relations and
On the public relations front, the Group’s Public and Media Relations Department sets
building brand equity can potentially backfire due to bad execution. The more visible
an annual target of at least PhP7.2M free media/publicity via the release of positively
and embedded it becomes, the bigger the potential loss.
slanted stories.
Other than the business quarterly review, another tool used by the Group in identifying
customer reputational risk is a feedback process employed for all products and services FINANCIAL CONSUMER PROTECTION
before they are launched, during soft launches, and throughout the life of a product or
service. THE FRAMEWORK
Internal Processes In light of growing diversity of products and services with varying complexity and
risks as well as the trust and confidence of our customers, RCBC for the past years
While the Group aims to strengthen its internal processes, it also recognizes that has been continuously enhancing its corporate governance system in compliance with
failure of these processes is a likely scenario. It turns to its own operational risk BSP Circular Nos. 857 and 1048 (BSP Regulations on Financial Consumer Protection),
identification tools to carry out the identification of possible risk areas in relation to to ensure that consumer protection standards and practices as defined in its Financial
processes. Consumer Protection (FCP) Framework are duly observed and embedded in the
conduct of its business operations, thereby creating a stronger corporate culture and
working towards upholding fair treatment of customers at all stages of their business
relationship with the Bank.
The framework is generally composed of FCP Policies and Procedures, FCP Code that are complex in nature are expected to be resolved within 42-47 calendar days
of Conduct, Consumer Assistance and Risk Assessment Mechanism, FCP Training from receipt. Throughout the complaint investigation process, Customer Care keeps
Program, FCP Compliance Program, FCP Audit Program, and Financial Consumer customers informed of the progress until the complaint’s resolution. For critical
Education and Awareness Program. The framework revolves around the core principles or unusual transactions, Customer Care follows the escalation procedure wherein
of consumer protection, namely: complaints are raised and reported to the department head and/or division and as
needed, to the segment head and/or group head, should any of these scenarios are to
1. Disclosure and transparency; occur (but are not limited to):
2. Protection of client information;
1) Received in succession of five within a span of 30 minutes;
3. Fair treatment;
2) The amount is Php 50,000.00 and above;
4. Effective recourse; and
3) The same card/account number was used successively within a span of one hour.
5. Financial education and awareness.
If, for whatever reason, the customer is not satisfied with the outcome of the
The BOD, jointly with the senior management, is ultimately responsible in establishing complaint, the Bank will further discuss with the customer to find a satisfactory
an effective oversight over our consumer protection programs as well as in ensuring outcome.
that consumer protection practices are embedded in our business operations.
COMPLAINTS HANDLING MECHANISM
As part of the RCBC’s corporate-wide risk management system spearheaded by its
Risk Management Group (RMG), the FCP Consumer Assistance and Risk Assessment CPU-ORMD is responsible for the overall implementation of the Bank’s FCP Framework
Mechanism is instituted to identify, measure, monitor, and control consumer protection and liaises with BSP Consumer Affairs Group. It is likewise the mandate of the
risks (both risks to the financial consumers and the Bank) inherent in its operations. department to keep track, identify and analyze trends of the complaints, and, when
In coordination with the select Consumer Assistance Officers (CAOs) of different needed, recommend solutions to avoid recurrence and to further improve customer
client-facing Business Units, all customer complaints received from all channels (i.e., experience. Further to this, the core function of the department is to provide high-level
social media, branches, business units, Customer Care Department, and BSP Consumer reporting of all customer complaints and concerns to the senior management and
Affairs Group) are recorded and monitored regardless of nature or type and are ROC on a regular basis.
reported to the Consumer Protection Unit (CPU) under Operational Risk Management
Department (ORMD), as part of its oversight functions, to ensure that the consumer In October 2020, the Bank acquired and implemented a new and more sophisticated
assistance management processes are effectively performed within the Bank’s FCP complaints tracking system where complaint cases received from clients are lodged,
Framework. monitored and effectively managed based on a defined turnaround time in resolving
them including documentation of actions taken for analytics purposes. This process is
CUSTOMER CARE DEPARTMENT implemented in four steps, namely: (1) Acknowledgement, (2) Investigation/Analysis
by designated Customer Care Representative, CAO or Senior Officer, (3) Decision/
The Bank, through Customer Care, is committed to providing consistent quality service disposition and communicating of resolution/feedback to the customer, and (4)
to every customer. RCBC Customer Care handles complaints received through the Closing of complaint.
following channels:
The Customer Care Representatives and CAOs’ core responsibility is to ensure
By Phone: (+632) 8877-7222; 1-800-10000-7222; (Int’l Access Code)+800-8888-7222 customer complaints resolution is conducted within the prescribed turn-around-time:
By Email: customercare@rcbc.com; loan_customercare@rcbc.com
By Website: www.rcbc.com • To receive and acknowledge customer complaints/concerns from all applicable
By Facebook: www.facebook.com/RCBCGroup channels;
By Twitter: @askRCBC
• To perform verification on the validity of a complaint and conduct initial
Details of the complaints such as account number, complete name, transaction or investigation;
incident date, amount and resolution requested should be completely provided by • To monitor the progress of investigation or action taken;
the complainant to Customer Care. Investigation commences upon receipt of the
complete details from the complainant. To ensure that complaints are promptly • To communicate the resolution to the customer;
investigated and resolved, all complaints are logged in a ticketing system and • To receive and document feedback from client (subject to the willingness of the
forwarded to the fulfillment unit for resolution. customer); and
• To submit a consolidated report to CPU on a regular basis, for risk assessment and
The turnaround time of a particular complaint depends on the Service Level
evaluation of cases in terms of disposition and resolution.
Agreement with the fulfillment units. Generally, complaints particularly simple in nature
are aimed to be resolved within seven calendar days from receipt, whereas complaints
Ultimately, RCBC aims to differentiate itself from other banks by providing excellent
Commitment
customer experience. While positive feedback is welcome, it is more vigilant about
negative feedback as this covers areas for improvement on how it conducts business.
Ultimately, RCBC is committed to fully enforce the Financial Consumer Protection
For 2021, the Bank received a total of 50,874 customer complaint cases, a 45% Framework and the Data Privacy Policy through continuous assessment of compliance
increase against the previous year:
with the regulatory standards of conduct in order to achieve a culture of fair dealings
and responsible business practices as embedded in the Bank’s overall operations.
Total Customer Complaints Year on Year
No. of Customer Complaints – YR 2020: 34,973
No. of Customer Complaints – YR 2021: 50,874 Environmental and Social (E&S) Risk
Ratio Year on Year (Increase) 45%
Environmental and Social (E&S) Risk refers to the potential financial, legal, and/
or reputational negative effect of E&S issues on the bank. E&S issues include
As the UniBank further move towards the digital approach of doing business with environmental pollution, climate risk (both physical and transition risks), hazards to
customers, most of the complaint cases received in Y2021 are related to ATM, Mobile human health, safety and security, and threats to community, biodiversity and cultural
App (Diskartech) and Online Banking. As a percentage of transaction volume, ATM, heritage, among others.
Diskartech and Online Banking complaints were accounted with low impact at 0.016%,
0.51% and 0.012% of the total transactions, respectively. The Philippines ranks fourth among the 10 countries most affected by extreme weather
events over the last two decades (2000-2019), according to the 2021 Global Climate
ATM and Online Banking Customer Complaints Risk Index. Due to its geographic location, the country is regularly exposed to tropical
cyclones such as Bopha in 2012, Haiyan in 2013, and Mangkhut in 2018. Given this
Online
ATM DISKARTECH inherent vulnerability, the Philippines was included among countries still recovering
Banking
from the previous years’ impacts
No. of Customer Complaints 15,189 12,963 16,193
No of Transactions 92.6 M 2.5 M 134.4 M Under the Paris Agreement on Climate Change, the Philippines committed to reduce
Complaints to Transactions to Ratio 0.016% 0.51% 0.012% 70% of its greenhouse gas emissions by 2030 to reduce global warming to 1.5 degrees.
RCBC believes that the financial services sector has the opportunity to participate
in achieving the targets set under Paris Agreement, and support the UN Sustainable
Data Privacy Development Goals to fight against climate change.
Managing the risks of data privacy is a significant undertaking for any organization. The Bank believes that understanding the effects of and managing climate change is
The Bank, in compliance with the Data Privacy Act of 2012 (DPA) is cognizant of the prudent risk management. As a leading domestic financial institution and a responsible
customers’ fundamental rights to privacy. Under the direct supervision of the Bank’s corporate entity, the Bank is committed to doing its part to reduce global warming,
Data Protection Officer (DPO) of the Regulatory Affairs Group, compliance with the engage its clients toward this direction, and support the government in meeting
DPA is effectively monitored and implemented as follows: its sustainability objectives and effectively contribute to the SDGs and the Paris
• Updated privacy policies are kept updated at all times; Agreement.
• Data privacy notices are posted in the Bank’s website;
• Data privacy agreements are in place to ensure personal data of customers are
used in legitimate purposes
• Customer are provided with Consent Forms on how to manage their personal
information maintained by the Bank; and
• Only information necessary and as mandated by the law and regulation, will
required from customers
RCBC Sustainable Finance Strategy The ESMS Policy is a declaration of RCBC’s commitment to sustainable development
and management of E&S issues. The ESMS Policy is published on the Bank’s Online
RCBC strongly supports the BSP’s call for financial institutions to be enablers of Library and is accessible to all employees (from senior management to rank and file)
environmentally and socially responsible business decisions. and those with direct contacts with RCBC are familiar with the environmental, social
and risk management policies of the Bank.
RCBC is one of the earliest adopters of BSP Circular 1085 which mandates Philippine
banks to integrate sustainability considerations in their governance frameworks, risk In accordance with the ESMS Policy, all credit proposals for loans and other credit
management systems, strategies and operations. The Bank has been implementing accommodations from RCBC need to go through E&S risk and impact assessment.
its Environmental and Social Management System (ESMS) since 2011 and its own Only activities or projects which pass the E&S risk and impact assessment shall be
Sustainable Finance Framework since April 2019. eligible for financing and are screened using E&S risk assessment tools – the IFC
Exclusion List, applicable national and international laws on environment, biodiversity,
The Bank’s ESMS Policy and Sustainable Finance Framework are both aligned with deforestation, marine environment, water risk, pollution prevention, indigenous
the salient provisions of BSP Circular 1085 and BSP Circular 1128 (ESRM, issued in peoples and protection of cultural heritage, health, human and labor rights, safety
October 2021). Both Circulars promote the need for periodic assessment of the Policy and social issues and any standards established therein, and the IFC Performance
/ Framework to ensure its relevance with developments in the business environment. Standards. Environmental Risk Categories (ERC) are assigned to accounts, and credit
approvals obtained in accordance with requirements depending on the ERC. Based
Banks and financial institutions have a vital role in reducing global warming, on the initial assessment of relationship managers (first line of defense), an account
supporting the government in meeting its sustainability objectives, and effectively is risk-classified as ERC A (high), B (medium), or C (low). The ERC classification is
contributing to the UN Sustainable Development Goals (SDGs) and the Paris validated by the Environmental and Social Risk Officer (ESRO), the second line of
Agreement. defense, who has the authority to override first line E&S risk assessment, if warranted.
Validated ERC assessments are eventually included in the regular review of Internal
In December 2020, RCBC President Eugene S. Acevedo publicly committed to cease Audit (third line of defense). The ERC assessment takes place before a lending
funding of the construction of new coal power plants, the first Philippine universal decision is made, and continues during the life cycle of the loan agreement with the
bank to do so. This is a clear demonstration of RCBC’s leadership in shifting financing client. Applicable environmental covenants are also incorporated in the loan/credit
toward clean energy, supporting the government’s moratorium on endorsements for agreement and these are periodically evaluated and monitored to ensure compliance.
greenfield coal power plants, and building a more sustainable power supply mix.
The ESMS Policy subscribes to IFC’s 8 Performance Standards, as follows, to
Since December 2020, RCBC has maintained an “AA” ESG rating by Morgan Stanley benchmark projects or business activities on. These are applied in the assessment of
Capital International (MSCI) ESG Ratings, indicating sound business organization and medium and high risk accounts as measures of enhanced due diligence:
risk mitigation. It has the highest ESG rating of AA in the peer benchmarking published
by MSCI. MSCI’s research work and due diligence depends on publicly available 1. Assessment and Management of Environmental and Social Risks and Impacts
information such as RCBC’s Sustainability Bonds Allocation Report and Impact Report, 2. Labor and Working Conditions
as well as the Annual and Sustainability Report. 3. Resource Efficiency and Pollution Prevention
4. Community Health, Safety, and Security
5. Land Acquisition and Involuntary Resettlement
Environmental and Social Management System (ESMS)
6. Biodiversity Conservation and Sustainable Management of Living Natural
Resources
The ESMS of RCBC requires that all lending relationships/credits, both pipeline and
7. Indigenous Peoples
portfolio, are vetted from an E&S risk perspective. The ESMS is implemented to
safeguard lending operations from exposure to activities with identified E&S risks. 8. Cultural Heritage
Environmental and social due diligence (ESDD) conducted through site visits or RCBC’s bond issuances aim to increase awareness among peer banks and promote a
desktop reviews by the ESRO is integral to the assessment of high risk accounts. concerted effort in preventing further damage to the environment and communities
RCBC explains the importance of the ESDD process to clients and other stakeholders, while moving toward sustainable economic development. This is aligned with the BSP’s
and require them to engage in activities that meet our sustainability standards. By definition of Sustainable Finance in BSP Circular No. 1085: “…any form of financial
means of RCBC’s follow-through ESDD with its clients (18-24 month cycle), the Bank product or service which integrates environmental, social and governance criteria into
is able to validate the closure of previous ESDD findings by the next cycle of RCBC’s business decisions that supports economic growth and provides lasting benefit for
evaluation, hence providing a proper monitoring mechanism for addressing potential both clients and society while reducing the pressures on the environment…”
E&S concerns. The actions taken by the clients affirm the development of the clients’
shared commitment with RCBC toward sustainable practices. Eligible Project Categories
The implementation of the Bank’s ESMS helps create long-term solutions to E&S In accordance with RCBC’s Sustainable Finance Framework, RCBC shall allocate the
issues – mitigating negative effects on the environment and affected communities, and proceeds of any SFI to finance and refinance RCBC’s loans to customers or its own
enhancing positive sustainable development impacts. operating activities in Eligible Green Categories and/or Eligible Social Categories
where:
RCBC Sustainable Finance Framework
• The proceeds of RCBC’s Green Bond or Green Loan will be allocated to Eligible
Green Categories;
The RCBC Sustainable Finance Framework articulates the Bank’s strategy to prioritize
fund raising and lending to priority sectors. Under this framework, RCBC can issue • The proceeds of RCBC’s Social Bond or Social Loan will be allocated to Eligible
Social Categories;
Sustainable Financing Instruments (“SFI”) to fund loans and projects that have
clear environmental and/or social benefits. SFIs include Green Bonds, Social Bonds, • The proceeds of RCBC’s Sustainability Bond will be allocated to Eligible Green
Categories and Eligible Social Eligible Categories
Sustainability Bonds, Green Loans, and other debt financing instruments which fund
Eligible Green and Social Assets that conform to Sustainable Finance principles:
Reporting
• International Capital Market Association (“ICMA”) Green Bond Principles 2018
(“GBP”), Social Bond Principles 2018 (“SBP”), Sustainability Bond Guidelines 2018;
Under the Sustainable Finance Framework, RCBC shall report:
• ASEAN Capital Markets Forum (“ACMF”) ASEAN Green Bond Standards 2018,
ASEAN Social Bond Standards 2018, ASEAN Sustainability Bond Standards 2018; • The allocation of the net proceeds to the Eligible Green and Social Portfolio;
• Loan Market Association (“LMA”), Asia Pacific Loan Market Association (“APLMA”) • The aggregated impact of the Eligible Green and Social Portfolio
and Loan Syndications and Trading Association (“LSTA”) Green Loan Principles
2018
RCBC’s annual Allocation and Impact Reports are published in the Bank’s website
This Sustainable Finance Framework was reviewed by Sustainalytics, who issued a (www.rcbc.com/sustainability). RCBC’s Allocation Reports are issued together with the
Second Party Opinion, citing RCBC’s Framework as “credible and impactful.” Both Limited Assurance Reports of Punongbayan & Araullo (P&A) Grant Thornton.
documents are published in RCBC’s website (www.rcbc.com/sustainability).
Since the creation of the Framework in 2019, RCBC has raised around USD1.1B in green
and sustainability bonds, with the largest issuance completed in March 2021, amidst
the pandemic. RCBC closed the March 2021 sustainability bond issuance at PhP17.87B
(~USD350M) – nearly six times greater than its minimum issue size.
RCBC COMPLIANCE WITH BSP CIR. NO. 1085 AND BSP CIR NO. 1128
BOARD AND SENIOR MANAGEMENT OVERSIGHT
With the ESMS and its own Sustainable Finance Framework in place, RCBC can be
considered as one of the earliest adopters of the salient provisions of BSP Circular VISION & SWOT BUSINESS
No. 1085. In order to be fully compliant with this Circular and equip the Bank with MISSION ANALYSIS PLANNING FORECAST
tools relevant to the additional ESRM requirements of BSP Circular 1128, RCBC has &
Strategic Strategic Strategic
+3-5 years Medium Term Forecast

embarked on the following training programs and sustainability initiatives: Direction Issues Plans BUDGET
BU BUSINESS PLANS
Stress Test/Scenarios
• Jan 2021: As approved by the ROC in September 2020, RCBC entered into an
ANNUAL BUDGET
CAPITAL PLANS
advisory engagement with IFC and 2 Degree Investing Initiative (2DII) for the use
of the Paris Agreement Capital Transition Assessment (PACTA) tool and related
methodology developed by 2DII. When the IFC/PACTA training workshops are
completed, the results of the PACTA evaluation will be integrated into the Bank’s Macroeconomic View
stress testing results in compliance with BSP Circular Nos. 1085 and 1128. Market / Opportunities Scan
Risk Identification Process
• Sept 2021: Approval from the ROC was obtained for RCBC to become the first Risk Appetite Determination
Philippine bank to participate in the Partnership for Carbon Accounting Financials Risk Assesment
(PCAF), an initiative among financial institutions worldwide to enable harmonized Controls and Mitigants
assessments and disclosures of greenhouse gas (GHG) emissions financed Risk tolerance and limits
by loans and investments. RCBC’s participation in PCAF is a decisive step in Required provisioning
understanding the climate impact of the businesses that the Bank supports. As a Business/portfolio diversification
PCAF participant, RCBC commits to disclose the GHG emissions of its portfolio Credit and approval process/policies
within three years from joining the organization. RCBC completed the PCAF on-
boarding training program in early October 2021.
MONITORING - REPORTING - CONTROL/PLANNING & BUDGET PREVIEW
• Oct – Nov 2021: RCBC rolled-out a Bank-wide Sustainability E-Learning to serve
as a preparatory training tool in integrating the sustainability agenda in the Bank’s
performance appraisal system, as required by BSP Circular Nos. 1085 and 1128.
In the Strategic & Business Planning Process of the Group, the overall risk appetite is
The E-learning was submitted for notation by the ROC in August 2021. Approval
developed as part of the business plans.
for the establishment of sustainability-related performance evaluation metrics
was obtained from the Bank’s Corporate Governance Committee and Board of
The process involves the development of strategic and business objectives, anchored
Directors in November 2021.
on the Mission & Vision, as interpreted and articulated by Senior Management. This is
ROC approvals mentioned in the above paragraphs were all reported to the Board an iterative process involving both internal and external analyses and risk assessment.
during the next Board Meeting.
The planning process then results in a business plan, the annual budget, medium-term
forecast/projections, which all incorporate identified risks. It includes a regular review
Capital Management Framework of the business plan (monthly, quarterly) based on key performance indicators.
The Capital Management Framework of the Group incorporates the planning process, CAPITAL PLANNING
the Capital Plan, and the continuing review and reporting of results.
The other component of the Framework is the development of the Capital Plan that
STRATEGIC AND BUSINESS PLANNING incorporates the current business plan and additional projections and stress testing.
The Group’s Strategic and Business Planning process may be summarized by the
following illustration:
CAR / CET1 Ratio / Capital Base at Start of Year The RAPM Framework is illustrated as follows.
Target Earning +3 to 5 years Forecast Interest Income / Individual products are

FTP Credit assigned a cost funds to Fund Transfer
Capital Impact of Projected Risks from Pricing
BU Business Plans lock in the products spread
STRATEGIC PLANNING PROCESS
Cost of Funds /
Planned Dividents +3 to 5 years Payment Forecast FTP Charge
Profit on deals sold by
Growth / Acquisition vs. Capital Raising Options Revenue
Net Interest Margin multiple business units can Sharing
be recognized
Non Interest Income
Expenses and
Costs are assigned to
Capital Forecast
END OF YEAR Overheads activities which are clear
TARGETS: Capital Stress Test
• Loan Portfolio and relevant activities for Car Allocation
Capital Base • Trading and Investment Provision for management
Total CAR Portfolio Expected Loss (EL)
CET1 Ratio • Past Due / NPL
• Provisioning / Write-off Expected credit loss is
Net Income calculated and allocated to
products /organizations and EL allocation
Capital Charge
customers
RAROC
ASSESMENT VS. INTERNAL AND REGULATORY THRESHOLDS Risk-measurement
techniques area used to Risk Capital
MONITOR, REVIEW, REPORT assign risk-based captial to Allocation
products / businesses
This component highlights the use of medium to long-term forecasts and stress
scenarios in the management of capital. The results of the forecasts are always RAROC is computed as risk-adjusted net income over the allocated
reviewed against the internal minimum capital ratios, inclusive of Pillar 2 charges, and economic capital. Risk-adjusted net income is the financial income
of business units after adjustments for FTP, revenue sharing, cost
the regulatory minimum.
allocation and EL allocation.
RISK-ADJUSTED PROFITABILITY MEASUREMENT (RAPM)

A well-designed RAPM Framework shows integrated risk and finance views of the
The Risk-Adjusted Profitability Measurement (RAPM) framework allows for the active Group’s business units and provides for a sound and balanced understanding of
monitoring and management of risk exposures and allocation of economic capital business units’ performance. It also helps Management in strategic planning activities.
proportionate to the amount of risk each business unit takes. The end-product is a As an integrated risk-finance measure, RAPM drives business units to optimize risk/
dashboard for RAPM that results in a measure of Risk-adjusted Return on Capital return profile and shareholder value. It encourages risk-based pricing which takes into
(RAROC) that may then be used both for performance measurement and capital and account expected losses.
strategic planning. Capital allocation as a result of RAROC is also a goal.
RAPM serves as a tool in improving and enhancing the process of linking risk with
The RAPM dashboard is the Group’s way of firmly linking risk and capital. The the strategy and performance of the Bank’s business units, and RAROC is a strategic
RAPM allows Senior Management to assess the contribution of each business – after management tool used to measure how the business groups use capital. The current
considering the related risks – and its return on the capital used. It also allows for RAPM Framework and the resulting RAROC numbers will be used to have a better
capital planning at the business segment and/or subsidiary level, allocating capital assessment of the bank-wide strategies, capital allocation and utilization, and business
based on the identified risks and strategic intent. A view of performance, tempered unit performance.
with the risks and capital requirements, clarifies the components of the risk appetite
for each strategy.
Moving forward, RAPM will serve as a management tool for decision-making especially The Group again raised capital in 2014. In June, the Group issued Php7.0 billion of
in terms of capital allocation and strategizing. RAPM will also be adopted as one of 5.375% Unsecured Subordinated Notes due 2024 which qualify as Tier 2 Capital
the KPIs of the Parent bank and the Subsidiaries. The use of RAPM will continue to pursuant to BSP circular 781 (Series of 2013) and are Basel III-compliant. In September
run in parallel to the existing capital allocation and performance measure frameworks of the same year, the Group issued another Php3.0 billion Tier 2 Capital Notes as part
in order for the process and resulting values to attain a certain level of stability and of the BSP approval on May 9, 2014 authorizing the issuance of up to Php10.0 billion of
acceptability. Considering that the process is performed manually, producing results Tier 2 Notes.
only after a significant amount of time, RAPM may not yet be applied as the primary
tool for making decisions and measuring performance, hence results shall only On December 17, 2014, the Group and Cathay Life Insurance Co., Ltd., a wholly owned
supplement existing frameworks for now. For the near future, the Bank will be focusing subsidiary of Cathay Financial Holding Co., Ltd. signed definitive agreements to
on the refinement of the RAPM framework. acquire approximately 20% stake in RCBC on a pro-forma, post-transaction basis
comprising 124,242,272 newly subscribed shares and 155,757,728 existing shares. This
Starting YR2021, the assessment of each business unit of the Bank - its contribution, transaction effectively cancelled the planned Stock Rights Offering which was earlier
the risks, the returns - is now through 1) Return on Risk-weighted Asset (RORA) after approved by the PSE on September 24, 2014.
Expected Credit Loss (ECL) and Direct OPEX and 2) RORA after ECL, Direct OPEX,
& Allocated Expenses. These metrics can serve as tools in enhancing the process of The strategic investment in April 2015 by Cathay Life, Php7.9 billion of new Core Equity
linking risk with the strategy and performance of the Bank’s Business Units and in Tier 1 (CET 1) capital for the Group, is part of RCBC’s capital raising strategy to comply
decision-making. These will help the business unit balance its goal of earning higher with the more stringent capital adequacy rules under the new Basel III framework and
returns through higher risk assets vis-a-vis the drawback of getting hit with the is expected to enable RCBC to be comfortably above the minimum CET1 requirements
Expected Credit Loss commensurate to the riskiness of the assets that the business of the BSP. In addition, the proceeds from the investment is expected to continue
unit is taking in. to support the continued growth of RCBC’s loan book and increased expansion
into the SME and Consumer segments to improve margins and risk diversification/
actuarialization. The transaction is also in-line with Cathay’s strategy to expand its
IMPLEMENTATION OF BASEL STANDARDS business in ASEAN region.
On July 24, 2015 the Group redeemed its USD100 Million 9.875% Non-Cumulative
Capital Adequacy Step-up Perpetual Securities (Hybrid Tier 1 Notes) as approved by the BOD and by the
BSP on March 30, 2015 and May 27, 2015, respectively. The Hybrid Tier 1 Notes were
The Group manages its capital in line with the overall growth strategy and regulatory redeemed for a total price of USD113.9 million. Hybrid Tier 1 Notes were redeemed
requirements, balanced with optimizing value for the stockholder and the Group as a earlier than expected as they were classified as not eligible for Basel III requirement.
whole. Regulatory developments, primarily the implementation of Basel III components
in 2015 were a main consideration for the Group to actively strengthen its capital base.
RCBC and Cathay Life Insurance Corp, a wholly owned subsidiary of Cathay Financial
The Group began its capital build-up as early as 2006 to make room for organic Holding Co., Ltd. closed the equity investment deal for a 20% stake in the former on
growth and/or acquisition plans. By 2009, the Group raised a total of Php22.6 billion of April 20, 2015. The key terms of the transaction involved the subscription of primary
capital (including Basel II eligible capital). shares (124,242,272) and the purchase of shares from CVC (119,033,590 shares) and
IFC (36,724,138 shares) all at Php64.0 per share.
The implementation of Basel III however required additional Common Equity Tier
1 capital. Starting 2010, the Group conducted a series of capital raising activities In January 2018, the BOD approved the amendment of the Articles of Incorporation
to prepare for this and to further support its long-term growth plans. In May 2010, to further increase the authorized capital from 1.4 billion common shares to 2.6 billion,
the BOD approved the amendment of the Articles of Incorporation to increase the ahead of the Bank’s stock rights offering (SRO) that was successfully completed in
authorized capital from 1.1 billion common shares to 1.4 billion to allow room and July 2018. The additional capital from the SRO amounted to Php15.0 billion which is
flexibility in raising capital. aimed to strengthen the Bank’s capital ratios and fund its business expansion.
In March 2011, the International Finance Corp (IFC) invested Php2.1 billion for 73 million In March 2018, the Bank recognized a one-time capital charge amounting to Php66.3
shares resulting in 6.4% ownership share, by the end of 2011. In May of the same year, million representing the transition adjustments as of January 1, 2018 to cover
the Group raised Php3.7 billion in common equity, through the investment of Hexagon provisioning requirements of Expected Credit Losses under BSP Circular 855 and
Investment Holdings Limited (HIHL) for a 15% ownership and two board seats. PFRS 9. This adjustment includes the appropriation of retained earnings amounting to
Php1.7 billion representing the additional general allowance set by the BSP to meet the
In 2013, the Group raised a total of Php8.2 billion in common equity capital from two minimum 1% floor on top of the actual ECL.
different capital raising activities. In March 2013, a total of Php4.1 billion raised coming
from various investors through a top-up placement and in April 2013, IFC investmed
another of Php4.1 billion for an additional 5.6% ownership share in the Group.
On August 27, 2020, RCBC issued USD 300.0 million 6.5% non-cumulative subordinated Hybrid Perpetual Securities, eligible as Additional Tier 1 (AT1) Capital under Basel 3. The
issuance was approved by the BOD on June 29, 2020 and by the Monetary Board on August 13, 2020 per its letter dated August 17, 2020.
On June 28, 2021, the Board of Directors approved the sale of 101,850,000 common shares held by the Bank in treasury to Sumitomo Mitsui Banking Corporation (SMBC) at a
price of Php44.00 per share or for a total amount of P4.481 billion. On July 28, 2021, the Bank received the P4,481 billion capital infusion representing a 4.99% stake of the Bank.
The foregoing capital raising activities are summarized below:
2008 2009 2011 2013 2014 2015 2016 2017 2018 2020 2021
Capital raised Php7.0B Php4.0B Php5.8B Php4.1B Common Stock Basel 3 Php7.9B - - Php15.0B Common Php15.0B PhP4.481B
Unsecured Unsecured Tier 1 Common from a “top-up offering” Compliant Equity Stock from Stock Additional Re-issuance of Treasury
Subordinated Subordinated Stock— and Php4.1B Common Investment Rights Offering Tier 1 Shares – sale of
Debt Debt Qualifying Stock from additional Php10.0B Capital 101,850,000 common
Qualifying as as Tier II Capital Php2.1B investment of IFC Unsecured shares held by the Bank
Tier II Capital from IFC and Subordinated in treasury to Sumitomo
Php5.1B freed-up capital Debt Qualifying Mitsui Banking
Php3.7B from sale of RCBC as Tier II Capital Corporation (SMBC) at
from CVC Realty/Land & Bankard a price of Php44.00 per
Capital Partners share
Stockholder’s 62.1 67.0

27.6 billion 30.5 billion 37.8 billion 44.8 billion 52.6 billion 58.1 billion 81.2 billion 101.5 billion 111.1 billion
Equity (P) billion billion
CAR (%) 17.30% 18.50% 18.50% 16.5% 15.37% 15.72% 16.16% 15.46% 15.34% 16.14% 15.23%
Tier 1 Ratio
13.20% 12.60% 13.70% 16.0% 11.83% 12.55% 12.89% 12.45% 13.09% 12.64% 12.16%
(%)
RECOVERY PLANNING PROCESS
Recovery planning has been designed to be integrated with the Bank’s existing risk and capital management processes and functions. The Recovery Planning Framework
emphasizes that the Framework should allow for proper development, approval and implementation of the planning process in the Bank’s ongoing business (normal times), and
on the other hand, for a timely decision on and implementation of recovery options during a crisis situation.
The Bank has established a robust Recovery Planning Governance Framework to ensure that all aspects of recovery planning—including the development, review and approval,
and maintenance of the Plan—receive appropriate attention by both Senior Management and the BOD.
The Recovery Planning Framework leverages established roles and responsibilities and committee charters, directs the personnel that the Bank dedicates to recovery planning,
and incorporates enhancements specifically designed to address recovery planning. As a result, the recovery plan development, review, approval and maintenance activities are
fully integrated into the Bank’s existing corporate governance structure.
Risk and Capital Disclosures
The following are the pertinent risk and capital disclosures for the Group. The figures for the Group and the Parent are calculated based on accounting
methodologies prescribed by the BSP for prudential reporting, and therefore may not necessarily tally with the figures stated in the Group’s Audited
Financial Statements.
The capital adequacy ratio of the Group and the Parent as reported to the BSP as of The regulatory qualifying capital of the Group and the Parent consists of Tier 1
December 31, 2021 and 2020 under Basel 3 framework are shown in the table below. (Common Equity Tier 1 plus Additional Tier 1 ) Capital less regulatory deductions.
The components of qualifying capital as of December 31, 2021 and 2020 are as
follows:
Group Parent

2021 2020 2021 2020 Group Parent
CET 1 Capital 79,409 70,326 75,449 66,421 2021 2020 2021 2020
Tier 1 Capital 93,875 84,791 89,914 80,886 Tier 1 (Common Equity Tier 1 plus
Tier 2 Capital 5,591 5,017 5,522 4,895 Additional Tier 1) Capital
Total Qualifying Capital 99,466 89,809 95,437 85,781 Paid up common stock 22,509 22,509 22,509 22,509
Additional paid in capital 42,505 42,568 42,505 42,568

Credit Risk Weighted Assets 595,014 501,735 583,462 488,990 Retained Earnings 35,641 32,520 35,641 32,520
Market Risk Weighted Assets 4,149 6,019 4,120 5,806 Undivided profits 7,095 4,955 7,095 4,955
Operational Risk Weighted Assets 53,945 48,831 51,359 46,101 Other Comprehensive Income
Risk Weighted Assets 653,108 556,585 638,940 540,897 Net unrealized gains or losses
76 615 76 615
on AFS securities
Cumulative foreign currency

Total Capital Adequacy Ratio 15.23% 16.14% 14.94% 15.86% 54 54 54 54
translation
Tier 1 Capital Adequacy Ratio 14.37% 15.23% 14.07% 14.95%
Remeasurement of Net
Common Equity Tier 1 Ratio 12.16% 12.64% 11.81% 12.28% Defined Benefit Liability/ (2,410) (2,684) (2,410) (2,684)
(Asset)
Capital Conservation Buffer 6.16% 6.64% 5.81% 6.28%
Minority interest in subsidiary
Capital Conservation Buffer after financial allied undertaking
4.66% 5.14% 4.31% 4.78% 18 18
DSIB which are less than wholly
owned
Common Equity Tier 1 (CET1)
105,488 100,555 105,470 100,537
Capital
Group Parent
2021 2020 2021 2020
Less: Regulatory Adjustments to CET1 Capital
Common Treasury Stock 9,287 13,719 9,287 13,719
Retained Earnings Appropriated for General Provision

3,617 3,442 3,616 3,440
(included as part of Retained Earnings)
Total outstanding unsecured credit accommodations, both

direct and indirect, to directors, officers, stockholders and 1 1 1 1
their related interests (DOSRI)
Total outstanding unsecured loans, other credit
accommodations and guarantees granted to subsidiaries 559 637 559 637
and affiliates
Deferred tax assets 3,265 3,118 2,898 2,771
Goodwill 269 269 269 269
Other Intangible Assets 2,337 2,182 2,332 2,175
Defined benefit pension fund assets (liabilities) - - - -

Investments in equity of unconsolidated subsidiary banks and
quasi-banks, and other financial allied undertakings
6,123 6,082
(excluding subsidiary securities dealers brokers and
insurance companies), after deducting related goodwill, if any
Other equity investments in non-financial allied undertakings
6,730 6,847 4,922 5,007
and non-allied undertakings
Reciprocal investments in common stock of other banks/quasi-
banks and financial allied undertakings including securities
15 15 15 15
dealers/brokers and insurance companies, after deducting
related goodwill, if any (for both solo and consolidated bases)
Total Regulatory Adjustments to CET1 Capital 26,079 30,229 30,021 34,116
Total Common Equity Tier 1 Capital 79,409 70,326 75,449 66,421
Additional Tier 1 (AT1) Capital

Instruments issued by the bank that are eligible as AT1 Capital 14,465 14,465 14,465 14,465
Less: Regulatory Adjustments to AT1 Capital
Total Additional Tier 1 (AT1) Capital 14,465 14,465 14,465 14,465
Total Tier 1 (Common Equity Tier 1 plus Additional Tier 1) Capital 93,875 84,791 89,914 80,886
Tier 2 Capital
Instruments issued by the bank that are eligible as Tier 2 capital
General loan loss provision 5,591 5,017 5,522 4,895
Total Tier 2 capital 5,591 5,017 5,522 4,895
Less: Regulatory Adjustments to Tier 2 Capital
Total Tier 2 Capital 5,591 5,017 5,522 4,895
Total Qualifying Capital 99,466 89,809 95,437 85,781

Full Reconciliation of all Regulatory Capital Elements and Regulatory Adjustments/Deductions (In Millions)
Group
2021 2020
BASEL III BASEL III
FRP Equity Accounts FRP CET1 Additional Tier 2 Total FRP CET1 Additional Tier 2 Total
Capital Tier 1 Capital Basel III Capital Tier 1 Capital Basel III
Capital Capital
Paid in Capital Stock 22,512 22,509 3 22,512 22,512 22,509 3 22,512
Common Stock 22,509 22,509 22,509 22,509 22,509 22,509
Perpetual and Non-Cumulative Preferred Stock 3 3 3 3 3 3
Additional Paid-in Capital 42,505 42,505 42,505 42,568 42,568 42,568

Hybrid Perpetual Securities 14,463 14,463 14,463 14,463 14,463 14,463
Retained Earnings 35,641 35,641 35,641 32,520 32,520 32,520
Undivided Profits 7,095 7,095 7,095 4,955 4,955 4,955
Other Comprehensive Income (2,280) (2,280) (2,279) (2,015) (2,015) (2,015)
Treasury Stock (9,287) (13,719)
Minority Interest in Subsidiaries
18 18 18 18 18 18
(for consolidated report only)
Total Equity Accounts 110,666 105,488 14,465 119,954 101,302 100,555 14,465 115,021
Other Accounts Eligible as Regulatory Capital
General Loan Loss Reserves/Retained Earnings Appropriated for General Reserves 5,591 5,591 5,017 5,017
Regulatory Adjustments/Deductions to CET1 Capital
Common stock treasury shares (9,287) (9,287) (13,719) (13,719)
Retained Earnings Appropriated for General Provision (3,617) (3,617) (3,442) (3,442)
Total outstanding unsecured credit accommodations, both direct and indirect, to
(1) (1) (1) (1)
directors, officers, stockholders and their related interests (DOSRI)
Total outstanding unsecured loans, other credit accommodations and guarantees
(559) (559) (637) (637)
granted to subsidiaries and affiliates
Deferred tax assets (3,265) (3,265) (3,118) (3,118)
Goodwill (269) (269) (269) (269)
Other Intangible Assets (2,332) (2,332) (2,182) (2,182)
Defined benefit pension fund assets (liabilities) - - - -

Other equity investments in non-financial allied undertakings and non-allied undertaking (6,730) (6,730) (6,847) (6,847)
Reciprocal investments in common stock of other banks/ quasi-banks and financial
allied undertakings including securities dealers/brokers and insurance companies, (15) (15) (15) (15)
after deducting related goodwill, if any (for both solo and consolidated bases)
Total Regulatory Capital 110,666 79,409 14,465 5,591 99,466 101,302 70,326 14,465 5,017 89,809
Full Reconciliation of all Regulatory Capital Elements and Regulatory Adjustments/Deductions (In Millions)
Parent
2021 2020
BASEL III BASEL III
FRP Equity Accounts FRP CET1 Additional Tier 2 Total FRP CET1 Additional Tier 2 Total
Capital Tier 1 Capital Basel III Capital Tier 1 Capital Basel III
Capital Capital
Paid in Capital Stock 22,512 22,509 3 22,512 22,512 22,509 3 22,512
Common Stock 22,509 22,509 22,509 22,509 22,509 22,509
Perpetual and Non-Cumulative Preferred Stock 3 3 3 3 3 3
Additional Paid-in Capital 42,505 42,505 42,505 42,568 42,568 42,568

Other Equity Instruments
14,463 14,463 14,463 14,463 14,463 14,463
(Additional Tier 1)
Retained Earnings 35,641 35,641 35,641 32,520 32,520 32,520
Undivided Profits 7,095 7,095 7,095 4,955 4,955 4,955
Other Comprehensive Income (2,280) (2,280) (2,280) (2,015) (2,015) (2,015)
Treasury Stock (9,287) (13,719)
Total Equity Accounts 110,648 105,470 14,465 119,935 101,283 100,537 14,465 115,002
Other Accounts Eligible as Regulatory Capital
General Loan Loss Reserves/Retained Earnings Appropriated for General Reserves 5,522 5,522 4,895 4,895
Regulatory Adjustments/Deductions to CET1 Capital

Common stock treasury shares (9,287) (9,287) (13,719) (13,719)
Retained Earnings Appropriated for General Provision (3,616) (3,616) (3,440) (3,440)
Total outstanding unsecured credit accommodations, both direct and indirect, to
(1) (1) (1) (1)
directors, officers, stockholders and their related interests (DOSRI)
Total outstanding unsecured loans, other credit accommodations and guarantees
(559) (559) (637) (637)
granted to subsidiaries and affiliates
Deferred tax assets (2,898) (2,898) (2,771) (2,771)
Goodwill (269) (269) (269) (269)
Other Intangible Assets (2,332) (2,332) (2,175) (2,175)
Defined benefit pension fund assets (liabilities)
Investments in equity of unconsolidated subsidiary banks and quasi- banks, and other
financial allied undertakings (excluding subsidiary securities dealers brokers and (6,123) (6,123) (6,082) (6,082)
insurance companies), after deducting related goodwill, if any
Other equity investments in non-financial allied undertakings and non-allied undertaking (4,922) (4,922) (5,007) (5,007)
Reciprocal investments in common stock of other banks/ quasi-banks and financial
allied undertakings including securities dealers/brokers and insurance companies, (15) (15) (15) (15)
after deducting related goodwill, if any (for both solo and consolidated bases)
Total Regulatory Capital 110,648 75,449 14,465 5,522 95,437 101,283 66,421 14,465 4,895 85,781
Components of Regulatory Capital Treasury Shares
In 2019, subsequrent to the effective date of the merger , the Parent Company
Regulatory Capital consist of the sum of the following accounts as reported in the BSP acquired the 315,287,248 common shares issued in exchange of the net assets of RSB
Financial Reporting Package (FRP) which are eligible as Common Equity Tier 1 (CET1) equal to the Parent Company’s investment in RSB as at December 31, 2018.
and Additional Tier 1 (AT1) capital guided by Circular No. 781 - Basel III Implementing
Guidelines on Minimum Capital Requirements On September 23, 2011, the Parent Company issued 5,821,548 common shares
(equivalent of 18,082,311 preferred shares and with total par values of P 58) from the
a. Paid-in Capital Stock treasury account reissuance (with total cost of P182( and an additioanl 120,730,177
b. Additional Paid-in Capital Stock common stock (with total par value of P 1,207_ from unissued portion of the increase
c. Other Equity Instruments - Instruments issued by the bank that are eligible as AT1 in authorized capital stock on September 23, 2011 ot Hexagon Investments B.V. that is
Capital equivalent to approximately 15.00% of the oustanding common shares. The issuance
d. Retained Earnings resulted in the recognition of addition Capital Paid in Ecess of Par amounting to P
e. Undivided Profits 2,264.
f. Other Comprehensive Income
Net Unrealized Gains or Losses on AFS Securities On March 17, 2011, the Parent Company issued 73,448,275 common shares, comprising
Cumulative foreign currency translation of 50,427,931 treasury shares reissuance (with total cost of P771) and 23,020,344
Remeasurement of Net Defined Benefit Liability/(Asset) pertains to Reserves unissued stock (with total par value of P230), to IFC Capitalization Fund for a total
on remeasurements of post-employment defined benefit plan comprise of net consideration of P2,130 representing 7.20% ownership interest. The issuance resulted
accumulated actuarial gains or losses arising from experience adjustments and in the recognition of additional Capital Paid in Excess of Par amounting to P1,078.
other changes in actuarial assumptions and actual return on plan assets
g. Treasury Stock On July 23, 2021, the Parent Company sold 101,850,000 shares to SMBC at P44.00
h. Minority Interest in Subsidiaries (for consolidated report only) per share. This came from the treasury shares resulting from the merger of Parent
Company and RSB. The sale of shares held by the Parent Company in treasury is
Tier 2 Capital General Loan Loss Reserves, limited to a maximum of 1.00% of credit equivalent to 4.999% of the total outstanding Common Stock. The issuance resulted
risk-weighted assets. in a recognition of additional Capital Paid in Excess of Par amounting to P50. The
Parent Company incurred expenses related to the issuance amounting to P113 which
Regulatory Adjustments to Capital consists of the sum of the following accounts: was charged to equity resulting in a P63 net decrease in the Capital Paid in Excess of
a. Common Treasury Stock Par.
b. Unbooked valuation reserves and other capital adjustment based on latest
examination of monetary board Main Features of AT1 capital under BASEL III
c. Unsecured credit accomodations In August 27, 2020, the Parent Company issued US$300 non-cumulative, unsecured
d. Unsecured loans, other credit credit accomodations and guarantees granted to subordinated capital securities which qualify as AT1 capital under BASEL III standards.
subsidiaries and affiliates As of December 31, 2020. the hybrid perpetual securities amounted to P 14,463, net of
e. Deferred Tax Assets pertains to the tax impact of deductible temporary issuance costs.
differences such as but not limited to provisions for impairment,minimum
corporate income tax and retirement benefits a) The capital securities are perpetual in respect of which there is no fixed
f. Goodwill redemption date.
g. Other Intangible Assets consist of computer software and branch licenses
b) The Parent Company may redeem the capital securities only in certain
h. Defined benefit pension fund assets pertains to the excess of the fair value of the
circumstances as described in the conditions of the securitiesand with prior
plan assets over the present value of the defined benefit obligation
written consent of BSP.
i. Investments in equity of unconsolidated subsidiary banks for the solo reporting
represents carrying amount as reported in the FRP, net of related goodwill c) Distributions are non-cumulative and payable semi-annually in arrear at a rate of
RCBC Capital Corporation 6.5%.
RCBC Forex Brokers Corp. d) Certain conditions provide for circumstances under which the Parent Company
RCBC Leasing and Finance Corp. will not be obliged topay any distribution on the applicable payment date.
Merchant Savings & Loan Association inc.
RCBC Telemoney Europe e) The proceeds of the hybrid perpetual securities are used to support and finance
RCBC International Finance Ltd. medium-tem to long-term asset growth, loans to customers, other general
j. Other equity investments in non-financial allied undertakings and non-allied corporate purposes and to maintain sufficient buffers above the minimum capital
undertakings represents investments in various companies such as Niyog thresholds required by BSP.
Properties, YGC Corporate Services, Honda Cars, GPL Holdings, MICO Equities,
Roxas Holdings, Pilipinas Shell, Isuzu Phils. among others For the features of the other capital instruments please refer to Note 23.1 of the
Audited FS for the Preferred Shares.
Full Reconciliation of Regulatory Capital Elements back to the FRP Balance Sheet in Full Reconciliation of Regulatory Capital Elements back to the FRP Balance Sheet in
the Audited Financial Statements the Audited Financial Statements
(In Millions) (In Millions)

RCBC Parent RCBC Parent
December 31, 2021 December 31, 2020
Equity Audited BSP Equity Audited BSP

Change Details Amount Change Details Amount
Accounts FS FRP Accounts FS FRP
Common Common
22,509 22,509 - 22,509 22,509 -
Stock Stock
Preferred Preferred
3 3 - 3 3 -
Stock Stock
Capital Paid in Capital Paid in
42,505 42,505 - 42,568 42,568 -
Excess of Par Excess of Par
Other Equity Other Equity
14,463 14,463 - 14,463 14,463 -
Instruments Instruments
Revaluation Marked to market adjustment Revaluation Marked to market adjustment
(1,923) (2,280) 357 314 (2,070) (2,015) (55) 49
Reserves of Equity Securities Reserves of Equity Securities
Adjustment on retirement Adjustment on retirement
43 (104)
plan benefits plan benefits
357 (55)
Reserve for Additional provision on Reserve for Additional provision on

508 513 (5) (5) 499 504 (5) (5)
Trust Business Reserves for Trust Business Trust Business Reserves for Trust Business
General Loan General Loan
3,616 3,616 - 3,440 3,440 -
Loss Reserves Loss Reserves
Surplus 38,598 38,607 (9) Additional provision on
Surplus 33,600 33,530 70 5
Reserves for Trust Business
Additional provision on
5 Profit and Loss and prior
Reserves for Trust Business 65
year adjustment
Profit and Loss and prior year
(14) 70
adjustment
(9)
Treasury Stock 9,287 9,287 - Treasury

(13,719) (13,719)
Stock
Total Capital 110,991 110,648 343 343
Total Capital 101,294 101,283 10 10
Reconciliation for the Group Regulatory Elements are the same as that of the Parent Bank.

Capital Requirements by type of exposure as of December 31, 2021 and 2020 are as follows:
December 31, 2021 December 31, 2020
Credit Risk Market Risk Operational Risk Credit Risk Market Risk Operational Risk
Group Parent Group Parent Group Parent Group Parent Group Parent Group Parent
(in Millions) (in Millions)
On-Balance 578,687 567,135 On-Balance 487,286 474,541
Sheet Assets Sheet Assets
Off-Balance 9,377 9,377 Off-Balance 12,033 12,033
Sheet Assets Sheet Assets
Counterparty 6,951 6,951 Counterparty 2,416 2,416
Risk-Weighted Risk-Weighted
Assets in the Assets in the
Banking & Banking &
Trading Book Trading Book
Credit Linked Credit Linked
Notes in the Notes in the
Banking Book Banking Book
Securitization Securitization
Exposures Exposures
Market Risk- 4,149 4,120 Market Risk- 6,019 5,806
Weighted Weighted
Assets Assets
Operational 53,945 51,359 Operational 48,831 46,101
Risk using Risk using
Basic Basic
Indicator Indicator
Approach Approach
Total 595,014 583,462 4,149 4,120 53,945 51,359 Total 501,735 488,990 6,019 5,806 48,831 46,101
Capital 59,501 58,346 415 412 5,395 5,136 Capital 50,173 48,899 602 581 4,883 4,610
Requirements Requirements
Risk weighted on-balance sheet assets covered by credit risk mitigants were based on collateralized transactions as well as guarantees by the Philippine National Government
(NG) and those guarantors and exposures with the highest credit rating.
Standardized credit risk weights were used in the credit assessment of asset exposures. Third party credit assessments were based on the rating by Standard & Poor’s, Moody’s,
Fitch and Philratings on exposures to Sovereigns, Multilateral Development Banks, Banks, Local Government Units, Government Corporation and Corporates.
Total Credit Risk Exposures by Type, Risk Buckets and Risk Weighted Assets as of December 31, 2021 and 2020 are as follows :
RCBC Group
Total Credit Risk Exposures by Type, Risk Buckets and Risk Weighted Assets
December 31, 2021

Total
Credit Risk Risk Weights Total Risk
Total Credit Risk
Type of Exposures Mitigants Weighted
Exposures* Exposure
(CRM) 0% 20% 50% 75% 100% 150% Assets
after CRM
On-Balance Sheet Exposures
Sovereigns 312,252 1,383 310,869 260,241 46,254 4,374 27,501
Banks 46,706 46,706 12,686 31,964 2,055 20,575
Government corporations 2,198 2,198 252 1,945 2,071
Corporates 386,115 7,457 378,657 1,497 646 376,177 337 377,305
Housing Loans 51,515 24,818 26,697 25,448 1,249 13,973
MSME Qualified portfolio 8,584 8,584 8,584 4,292
Defaulted exposures 22,283 22,283 3,346 18,937 31,752
Housing Loans 3,346 3,346 3,346 3,346
Others 18,937 18,937 18,937 28,406
ROPA 4,247 4,247 4,247 6,371
All other assets, net of deductions 109,403 109,403 14,683 36 94,372 312 94,847
Total on-balance sheet exposures 943,303 33,659 909,644 274,924 14,219 113,148 483,519 23,833 578,687
Off-balance sheet exposures
Direct credit substitutes 3,682 3,682 3,682 3,682
Transaction-related contingencies 4,005 4,005 4,005 4,005
Trade-related contingencies 1,690 1,690 1,690 1,690
Others 235,819 235,819 235,819
Total off-balance sheet exposures 245,196 245,196 235,819 9,377 9,377
Counterparty Risk-Weighted Assets in the Banking Book 57,786 57,786 45,378 5,505 6,307 596 4,850
Counterparty Risk-Weighted Assets in the Trading Book
Derivatives - interest rate contracts 306 306 148 130 28 122
Derivatives - exchange rate contracts 2,307 2,307 139 504 1,664 1,943
Credit Derivatives 35 35 35 35
Total counterparty RWA in trading book 2,647 2,647 287 634 1,726 2,100
Risk-Weighted Amount of Credit Linked Notes in the Banking Book
Risk-Weighted Securitization Exposures
Total 1,248,932 33,659 1,215,273 556,121 20,012 120,090 495,217 23,833 595,014
Deductions from Capital
General loan loss provision (in excess of the amount permitted to be included in
Tier 2)
Unbooked valuation reserves and other capital adjustments affecting asset
accounts based on the latest report of examination
Total, net of deductions 1,248,932 33,659 1,215,273 556,121 20,012 120,090 495,217 23,833 595,014
* Principal amount for on-balance sheet and credit equivalent amount for off-balance sheet, net of specific provision
RCBC Parent
December 31, 2021

Total
Total Credit Risk
Exposures* Exposure
(CRM) 0% 20% 50% 75% 100% 150% Assets
after CRM
Sovereigns 310,978 1,383 309,595 258,967 46,254 4,374 27,501
Banks 46,406 46,406 12,686 31,964 1,755 17,603
Government corporations 2,198 2,198 252 1,945 2,071
Corporates 379,272 7,457 371,815 1,088 646 369,743 337 370,790
Housing Loans 51,509 24,818 26,691 25,442 1,249 13,970
Housing Loans 3,346 3,346 3,346 3,346
Others 18,622 18,622 18,622 27,934
ROPA 4,065 4,065 4,065 6,098
All other assets, net of deductions 105,750 105,750 14,663 28 91,059 91,065

Others 235,819 235,819 235,819
Counterparty Risk-Weighted Assets in the Banking Book 57,786 57,786 45,378 5,505 6,307 596 4,850.24
Derivatives - interest rate contracts 306 306 148 130 28 122
Derivatives - exchange rate contracts 2,307 2,307 139 504 1,664 1,943
Total counterparty RWA in trading book 2,647 2,647 287 634 1,726 2,100
Total 1,235,947 33,659 1,202,288 554,827 19,595 119,670 485,171 23,025 583,462
General loan loss provision (in excess of the amount permitted to be
included in Tier 2)
Unbooked valuation reserves and other capital adjustments affecting
asset accounts based on the latest report of examination
Total, net of deductions 1,235,947 33,659 1,202,288 554,827 19,595 119,670 485,171 23,025 583,462
RCBC Group
December 31, 2020

Credit Risk Total Credit Risk Weights Total Risk
Total
Type of Exposures Mitigants Risk Exposure Weighted
Exposures* 0% 20% 50% 75% 100% 150%
(CRM) after CRM Assets
Sovereigns 187,554 1,363 186,190 163,485 20,580 2,125 12,415
Banks 61,779 61,779 10,105 50,108 1,566 28,641
Government corporations 2,055 1,323 732 732 366
Corporates 318,330 7,082 311,247 1,009 5,382 304,118 739 308,118
Housing Loans 49,791 23,870 25,922 25,345 576 13,249
Housing Loans 2,453 2,453 2,453 2,453
Others 14,358 14,358 14,358 21,537
ROPA 3,578 3,578 3,578 5,367
All other assets, net of deductions 106,945 106,945 16,500 58 90,024 362 90,579
Others 198,109 198,109 198,109
Counterparty Risk-Weighted Assets in the Banking Book 5,315 5,315 4,199 302 814 965

Derivatives - interest rate contracts 493 493 41 204 82 166 248
Derivatives - exchange rate contracts 1,516 1,516 168 150 91 1,107 1,183
Total counterparty RWA in trading book 2,029 2,029 208 354 174 1,293 1,450
Total 973,450 33,639 939,811 382,501 11,527 111,745 415,002 19,037 501,735
included in Tier 2)
Total, net of deductions 973,450 33,639 939,811 382,501 11,527 111,745 415,002 19,037 501,735
RCBC Parent
December 31, 2020

Total
Total Credit Risk
Exposures* Exposures
(CRM) 0% 20% 50% 75% 100% 150% Assets
after CRM
Sovereigns 185,872 1,363 184,509 161,804 20,580 2,125 12,415
Banks 61,290 61,290 10,105 50,108 1,077 26,219
Government corporations 2,055 1,323 732 732 0 366
Corporates 311,770 7,082 304,688 588 5,382 297,979 739 301,895
Housing Loans 49,783 23,870 25,913 25,337 576 13,245
Housing Loans 2,453 2,453 2,453 2,453
Others 13,933 13,933 13,933 20,899
ROPA 3,443 3,443 3,443 5,165
All other assets, net of deductions 102,119 102,119 16,464 39 85,617 85,625
Others 198,109 198,109 198,109
Counterparty Risk-Weighted Assets in the Banking Book 5,315 5,315 4,199 302 814 965
Derivatives - interest rate contracts 493 493 41 204 82 166 248
Derivatives - exchange rate contracts 1,516 1,516 168 150 91 1,107 1,183
Total counterparty RWA in trading book 2,029 2,029 208 354 174 1,293 1,450
Total 958,857 33,639 925,218 380,783 11,086 111,268 403,967 18,115 488,990
included in Tier 2)
Total, net of deductions 958,857 33,639 925,218 380,783 11,086 111,268 403,967 18,115 488,990
RCBC Group
Total Credit Risk Exposures by Asset Type, Risk Buckets and Risk Weighted Assets
December 31, 2021
Credit Total Risk Weights Total Risk
Pincipal Risk Credit Risk
On-Balance Sheet Assets Weighted
Amount Mitigants Exposure
0% 20% 50% 75% 100% 150% Assets
(CRM) after CRM
Cash on Hand 14,683 14,683 14,683
Checks and Other Cash Items 36 36 36 7
Due from Bangko Sentral ng Pilipinas (BSP) 130,181 130,181 130,181
Due from Other Banks 12,160 12,160 1,084 10,383 694 6,102
Financial Assets Designated at Fair Value through Profit or Loss
Available-for-Sale (AFS) Financial Assets 46,601 46,601 24,768 983 7,924 12,927 17,085
Held-to-Maturity (HTM) Financial Assets 165,378 1,383 163,995 93,600 514 41,849 27,695 337 49,228
Loans and Receivables 534,641 32,276 502,365 11,603 52,993 418,833 18,937 476,055
Loans and Receivables Arising from Repurchase
Agreements, Certificates of
Assignment/Participation with
Recourse, and Securities Lending
and Borrowing Transactions 11,692 11,692 11,692
Sales Contract Receivable (SCR) 671 671 359 312 827
Real and Other Properties Acquired 4,247 4,247 4,247 6,371
Other Assets 23,012 23,012 23,012 23,012
Total Risk-weighted On-Balance Sheet Assets 943,303 33,659 909,644 274,924 14,219 113,148 483,519 23,833 578,687
RCBC Parent
December 31, 2021
Credit Total Risk Weights Total Risk
Amount Mitigants Exposure
0% 20% 50% 75% 100% 150% Assets
(CRM) after CRM
Cash on Hand 14,663 14,663 14,663
Held-to-Maturity (HTM) Financial Assets 164,660 1,383 163,277 93,600 514 41,849 26,976 337 48,510
Recourse, and Securities Lending
and Borrowing Transactions 11,657 11,657 11,657
Other Assets 20,221 20,221 20,221 20,221
RCBC Group
December 31, 2020
Credit Total Risk Weights
Total Risk
Amount Mitigants Exposure 0% 20% 50% 75% 100% 150% Assets
(CRM) after CRM
Cash on Hand 16,500 16,500 16,500
Due from Other Banks 15,704 15,704 2,901 11,676 1,127 7,545
Available-for-Sale (AFS) Financial Assets 36,988 36,988 14,837 1,009 14,059 7,083 14,314
Held-to-Maturity (HTM) Financial Assets 44,038 1,363 42,675 19,773 15,622 6,541 739 15,460
Unquoted Debt Securities Classified as Loans
Recourse, and Securities
Lending and Borrowing
Transactions 13,392 13,392 13,392
Other Assets 20,571 20,571 20,571 20,571
RCBC Parent
December 31, 2020
Credit Total Risk Weights
Total Risk
Amount Mitigants Exposure 0% 20% 50% 75% 100% 150% Assets
(CRM) after CRM
Cash on Hand 16,464 16,464 16,464
Held-to-Maturity (HTM) Financial Assets 43,521 1,363 42,158 19,773 15,622 6,024 739 14,943
Unquoted Debt Securities Classified as Loans
Recourse, and Securities
Lending and Borrowing
Transactions 13,228 13,228 13,228
Other Assets 17,188 17,188 17,188 17,188
Market Risk Weighted Assets
Group Parent
2021 2020 2021 2020
Market Risk Market Risk Market Risk Market Risk

Using Standardized Notional Notional Notional Notional
Weighted Assets Weighted Assets Weighted Assets Weighted Assets
Approach Amount Amount Amount Amount
(MRWA) (MRWA) (MRWA) (MRWA)
Interest Rate
115,180 1,958 87,279 4,391 114,123 1,929 86,207 4,178
Exposures
Equity Exposures
Foreign Exposures 5,586 2,191 3,414 1,629 5,586 2,191 3,416 1,629
Options
Total 120,766 4,149 90,693 6,019 119,709 4,120 89,622 5,806
Operational Risk-Weighted Assets under Basic Indicator Approach

(Based on 3 year Average Gross Income)
Nature of Item GROUP PARENT

2021 2020 2021 2020
Net interest income 22,967 20,270 22,503 19,827
Other non-interest income 5,804 5,774 4,889 4,760
Gross Income 28,771 26,043 27,391 24,587
Capital Requirements 53,945 48,831 51,359 46,101
Use of Third Party Assessment for Credit Risk
Following the standardized approach for credit risk, the determination of capital requirement is based on an approach that links
predefined risk weights to predefined asset classes. Standardized credit risk weights following BSP Circular 538 were used in the credit
assessment of these asset exposures. Third party credit assessments in turn were based on the rating by Standard & Poor’s, Moody’s,
Fitch and Philratings on exposures to Sovereigns, Multilateral Development Banks, Banks, Local Government Units, Government
Corporation and Corporates.
CORPORATE GOVERNANCE directors who possess the necessary qualifications to

effectively participate and help secure objective and
independent judgment on corporate affairs and to
The RCBC Group (the Group) recognizes that risk substantiate proper check and balances. Out of the 15
is RCBC affirms its commitment to good corporate board members, 14 are non-executive directors including
governance. With an empowered Board leading the the 5 independent directors, and 1 executive director.
way, RCBC continues to work towards a solid control
environment, high levels of transparency and disclosure, The Board of Directors promotes diversity in its
and well-defined shareholders’ rights. membership. It is the policy of RCBC that no person
shall be disqualified to sit as member of its Board on the
The corporate governance framework of RCBC combines basis of gender, age, religion or political affiliation. The
global best practices such as the G20/OECD Principles representation of women in the Board remains at 26.67%
of Good Governance and the general principles of with 4 female directors out of the 15-member board.
the ASEAN Corporate Governance Scorecard, and Among the women in the Board are Atty. Adelita A.
the regulatory requirements of SEC Memorandum Vergel De Dios, an independent director and Mrs. Helen
Circular No. 19, series of 2016 or the Code of Corporate Y. Dee, the Chairperson.
Governance for Publicly-listed Companies and BSP
Circular No. 969, series of 2017 or the Enhanced Nomination and Election
Corporate Governance Guidelines for BSP Supervised
Financial Institutions. RCBC’s corporate governance Directors of RCBC are elected at the Annual
framework is embodied in its Corporate Governance Stockholders’ Meeting, each of whom shall hold office for
Manual, the latest version of which was approved by the a term of one year or until his successor shall have been
Board in March 2021. duly chosen and qualified. The first fifteen candidates
receiving the highest number of votes shall be declared
as elected.
BOARD GOVERNANCE
All nomination for election of directors by the
Key Roles and Responsibilities stockholders shall be submitted in writing to the
President and the Corporate Secretary at RCBC’s
RCBC is headed by a competent and working board principal place of business at least thirty (30) working
that oversees the implementation of the Bank’s strategic days before the regular or special meeting of the
objectives, governance framework and corporate values. stockholders for the purpose of electing directors.
The Corporate Governance Committee reviews the
The Board of Directors is primarily responsible for qualifications of persons nominated to the Board, and
establishing a sound corporate governance framework applies the fit and proper standards in its evaluation.
not only for the Bank but for the whole RCBC Group. It The Committee considers the nominee’s educational
has the fiduciary responsibility to the Bank and all its background, professional experience, nature and
shareholders, including minority shareholders. Among business of the corporations of which he/she is a director,
its many functions include the approval and oversight age, number of directorships/active memberships and
on the implementation of RCBC’s strategies to achieve officerships in other corporations/organizations, and
corporate objectives, risk governance framework, possible conflict of interest in determining his/her
and systems of checks and balances. The Board also suitability to be nominated to the Board. The Committee
approves the selection of the CEO and key members of ensures that each nominee possesses all of the minimum
senior management and heads of control functions. qualifications and none of the disqualifications as
prescribed under existing laws and regulations. It is
Board Composition provided in the By-Laws that no person shall be qualified
or be eligible for nomination or election to the Board of
In accordance with RCBC’s By-Laws and Corporate Directors if he is engaged in any business that competes
Governance Manual, its Board of Directors is comprised with or is antagonistic to that of RCBC, its subsidiaries
of fifteen (15) members, all of whom are known for and affiliates, as may be determined by the Board of
their integrity, experience, education, training and Directors, in the exercise of its judgment in good faith, by
competence. The Corporate Governance Committee at least a majority vote.
ensures that majority of the Board are non-executive
Maximum Board Seats The Chairperson
Being a director of the Bank necessitates commitment. Thus, under the Bank’s The Chairperson of the Board of Directors, Mrs. Helen Y. Dee, provides leadership
Corporate Governance Manual, a non-executive director may concurrently serve as a in the Board of Directors. She ensures the effective functioning of the Board of
director in a maximum of five (5) publicly-listed companies to ensure that they have Directors, including maintaining a relationship of trust with members of the Board of
sufficient time to fully prepare for meetings, challenge Management’s proposals/views, Directors.
and oversee the long-term strategy of the company.
To promote checks and balances, it is provided under the Bank’s Corporate
In applying this policy to concurrent directorships in entities within a conglomerate, Governance Manual that the Chairperson of the Board of Directors shall be a non-
each entity where the non-executive director is concurrently serving as director shall executive director or an independent director, and must not have served as CEO
be separately considered in assessing compliance with this requirement. of the Bank within the past three (3) years. Moreover, the Chairperson should not
concurrently serve as CEO.
Independent Directors
The Corporate Vice Chairman
The Bank adopts the definition of independent directors under SEC’s Code of
Corporate Governance for Publicly Listed Companies and BSP’s Enhanced Guidelines The By-laws of the Bank provides that the Corporate Vice Chairman shall have such
on Corporate Governance for BSP Supervised Financial Institutions. The attributes powers and perform such duties as the Board of Directors may from time to time
of an independent director include independence from management or from any prescribe. In the absence or inability of the Chairperson to act, the Corporate Vice
business or relationship which could, or could reasonably be perceived to materially Chairman will act in her stead, and will exercise any and all such powers and perform
interfere with the exercise of independent judgment, and the lack of relationship to the any and all duties pertaining to the office of the Chairperson conferred upon it by the
Bank, its related companies or substantial shareholders as a regular director or officer By-laws. Mr. Cesar E.A. Virata is the Bank’s Corporate Vice Chairman.
or relative of said director or officer, as an executive or professional adviser within
the past three (3) years, or business relations other than arm’s length, immaterial or Lead Independent Director
insignificant transactions.
The Bank’s Corporate Governance Manual provides that the Board should designate
The Bank’s independent directors are active in board-level committees. It is the a lead independent director among the independent directors if the Chairman of the
policy of the Bank, however, that an independent director who is a member of any Board is not an independent director, including if the positions of the Chairman of the
committee that exercises executive or management functions that can potentially Board and Chief Executive Officer are held by one person. Mr. Juan B. Santos has been
impair such director’s independence cannot accept membership in committees that appointed by the Board as the Bank’s Lead Independent Director effective March 24,
perform independent oversight or control functions such as the Audit and Compliance 2021.
Committee, Risk Oversight Committee, Corporate Governance Committee, Related
Party Transactions Committee, and the Anti-Money Laundering Committee. The Lead Independent Director shall perform a more enhanced function over the other
Independent Directors and shall: a) Lead the independent directors at BOD meetings
In 2021, RCBC has 5 independent directors, including one female independent director, in raising queries and pursuing matters; b) Convene and chair meetings of the non-
Atty. Adelita A. Vergel de Dios. The 5 other independent directors are Mr. Gabriel S. executive directors without the presence of the executive directors; c) Serve as an
Claudio, Mr. Vaughn F. Montes, Ph.D., Mr. Juan B. Santos and Mr. Laurito E. Serrano. Mr. intermediary between the Chairperson and the other directors when necessary; and d)
Santos is the Lead Independent Director. Contribute to the performance evaluation of the Chairperson, as required.
An independent director of RCBC is only allowed to serve for a maximum cumulative Meetings and Quorum Requirement
term of nine (9) years. After which the independent director shall be perpetually
barred from serving as independent director in the Bank, but may continue to serve as The regular meeting of the Board of Directors is every last Monday of the month at
a regular director. The maximum cumulative term of nine (9) years shall be reckoned the principal office of RCBC. Should the meeting date fall on a holiday, the meeting
from 2012. In adherence to the foregoing policy, Mr. Armando A. Medina, who has shall be held at the same hour on the next succeeding business day. A majority of the
already served the Bank as an independent director for a maximum cumulative term of incumbent Directors shall constitute a quorum at any meeting, and a majority of the
9 years, reckoned from 2012, has ceased to be an independent director by December members in attendance at any Board meeting shall decide its action.
31, 2020 and has been appointed as a regular director effective January 1, 2021.
The meetings of the Board of Directors may be conducted through modern Meetings of board committees are prescribed in their respective charters. Participation
technologies such as, but not limited to, teleconferencing and video conferencing as of committee members may likewise be in person or through modern technologies.
long as the director who is taking part in said meetings can actively participate in the A director’s attendance in committee meetings is considered by the Corporate
deliberations on matters taken up therein. It is further required that every member Governance Committee in the assessment of the director’s continuing fitness and
shall physically attend at least twenty-five percent (25%) of all meetings of the Board propriety as a member of the said board-level committee and of the Board of
of Directors every year. The absence of a director in more than fifty percent (50%) of Directors. Due to the Covid-19 pandemic, the meetings of the Board in 2021 were also
all regular and special meetings of the board of directors during his/her incumbency is held via remote communications and/or video conferencing as allowed by the BSP and
a ground for disqualification in the succeeding election. Due to the Covid-19 pandemic, SEC.
the Board Meetings in 2021 were held via remote communications and/or video
conferencing as allowed by the BSP and SEC.
From the period January to December 2021, the members’ attendance at Board and Committee meetings are as follows:
BOARD EXCOM TRUST TECH ACC ROC CG RPT AML TOTAL %
DIRECTORS
M A M A M A M A M A M A M A M A M A M A ATTENDANCE
HELEN Y. DEE 13 13 49 49 12 12 74 74 100
CESAR E.A. VIRATA 13 13 49 49 11 11 12 12 85 85 100
GIL A. BUENAVENTURA 13 13 49 49 11 11 73 73 100
EUGENE S. ACEVEDO 13 13 49 49 11 11 12 12 85 85 100
JOHN LAW 13 13 13 13 100
LILIA B. DE LIMA 13 13 11 11 10 10 34 34 100
LAURITO E. SERRANO 13 13 12 12 14 14 39 39 100
ARNOLD KAI YUEN KAN 13 13 13 13 100
ARMANDO M. MEDINA 13 13 49 49 62 62 100
SHIH-CHIAO (JOE) LIN 13 13 10 8 11 8 34 29 85.29
VAUGHN F. MONTES 13 13 12 12 14 14 10 10 11 11 60 60 100
JUAN B. SANTOS 13 13 11 10 24 23 95.83
ADELITA A. VERGEL DE DIOS 13 13 12 12 10 10 11 11 46 46 100
GABRIEL S. CLAUDIO 13 13 10 10 11 11 11 11 45 45 100
GAYATRI P. BERY 13 12 14 12 27 24 88.88
Notes:
M = Numbers of Meetings
A = Meetings Attended
Separate Meeting of the Non-Executive Directors (NEDs) Remuneration of the Board
Non-executive directors (NEDs) are required to have separate periodic meetings with Remuneration of directors is commensurate with their contributions and scope of their
the heads of the internal audit, compliance and risk functions and external auditor responsibilities.
without any executive directors present to ensure that proper checks and balances
are in place within the Bank. For Y2020, the NEDS held a separate meeting with Executive directors do not receive any per diem for attendance in board and board
the heads of internal audit, compliance and risk functions and external auditor on committee meetings. They are entitled to remuneration and benefits by virtue of their
December 13, 2021 to discuss the control units’ assessment of the business units and being officers of the Bank.
the Bank as a whole. The meeting was chaired by the Lead Independent Director, Mr.
Santos. Non-executive directors are entitled to reasonable per diem for attendance in board
and board committee meetings. Non-executive directors receive a per diem of
Board Performance P35,000.00 for attendance in board meetings. The Chairpersons of Audit and Risk
Oversight Committees receive P20,000.00 while members of the said committees
The Corporate Governance Committee oversees the periodic evaluation of receive P15,000.00 per diem for attendance in meetings. The per diem in other board
contribution and performance of the Board of Directors, board-level committees, and committees is at no greater than P15,000.00 for the chairperson and P10,000.00 for
senior management. This exercise covers the assessment of the ongoing suitability of members.
each member, taking into account his or her performance in the board of directors and
board-level committees. The members of the Board of Directors, the Advisory Board, the Executive Committee
and the Officers of the Bank are entitled to profit sharing bonus in accordance with the
The Corporate Governance Committee decides the manner by which the Board’s By-Laws of the Bank.
performance may be evaluated, and propose an objective performance criteria
approved by the Board. The performance indicators determine how the Board has
enhanced long-term shareholder value. Remuneration Item 2021
Board of Directors Training Program (a) Per Diem allowance Php13,100,000.00

(aggregate amount of Directors’ per
diem for the meetings of the BOD and
The Corporate Governance Committee oversees the continuing education program for
Board committees for the year 2021)
the Board of Directors. The Training Program for the members of the Board has been
adopted in the Bank’s Corporate Governance Manual. (b) Directors’ Bonuses
Directors’ bonuses are given to
Under the Bank’s Corporate Governance Manual, all new directors must undergo executive, non-executive and
proper orientation upon joining the Board. This ensures that new members are N/A
independent directors based on the
appropriately apprised of their duties and responsibilities before beginning their formula provided for in the Bank’s
directorships. The orientation program covers SEC-mandated topics on corporate By-Laws
governance and an introduction to the Bank’s business, Articles of Incorporation, and
Code of Conduct. The Orientation Program is designed to meet the specific needs of TOTAL Php13,100,000.00
the individual directors and aid any new director in effectively performing his or her
functions.
In addition to the Orientation Program, first-time directors are required to attend a

seminar on corporate governance following the BSP-prescribed syllabus. The directors
are required to submit a certification of compliance of this requirement to BSP.
The members of the Board also undergo the Annual Continuing Training Program. The
program covers courses on corporate governance, matters relevant to the company,
including audit, internal controls, risk management, sustainability and strategy. The
Board of Directors, through the Corporate Governance Committee, assesses its
members’ training and development needs in determining the coverage of the Annual
Continuing Training Program. The directors are required to complete at least four
hours of the Annual Continuing Training Program.
Board Committees Members:

Laurito E. Serrano (ID) – Chairman
The Board of Directors has delegated some of its functions to the following board- Vaughn F. Montes (ID)
level committees: Adelita A. Vergel de Dios (ID)
1. EXECUTIVE COMMITTEE Observer:

Shih-Chiao (Joe) Lin
Composition:
Chairman and at least four (4) members of the Board of Directors The Audit and Compliance Committee, a board-level committee, shall be responsible
for overseeing senior management in establishing and maintaining an adequate,
Members: effective and efficient internal control framework. It is constituted to perform the
Helen Y. Dee - Chairperson following core functions:
Eugene S. Acevedo – Vice Chairperson
Cesar E.A. Virata (NED) • Oversight of the institution’s financial reporting policies, practices and controls,
as well as of the internal and external audit functions. This includes responsibility
Armando M. Medina (NED)
for the setting up of an internal audit unit and for the appointment of the internal
Gil A. Buenaventura (NED) auditor as well as the independent external auditor who shall both report directly
to the Audit and Compliance Committee. Based on its mandated assurance
The Executive Committee has the power to act and pass upon such matters as the activities, in accordance with its authority coming from the Board of Directors
through the Audit and Compliance Committee, Internal Audit provides reasonable
Board of Directors may entrust to it for action. However, matters affecting general
assurance to Senior Management, the Audit and Compliance Committee and the
policy are always referred to the Board of Directors for decision. The Executive Board of Directors that the Bank’s internal control, corporate governance, and
Committee has the power to review an asset or loan to ensure timely recognition and risk management systems and processes are adequate and generally effective. It
resolution of impaired assets. In 2020, the Executive Committee: collaborates with and complements the activities of the Risk Management Group,
Regulatory Affairs Group, and other assurance and oversight units, as well as the
Bank’s external auditors.
• Discussed various issuances by regulatory agencies;
• Investigation of any matter within its terms of reference, with full access to and
• Approved non-DOSRI loans that reach the Single Borrower’s Limit (SBL);
cooperation by management and full discretion to invite any director or executive
• Evaluated and approved various operations/product manuals; officer to attend its meetings and adequate resources to enable it to effectively
discharge its functions.
• Reviewed and endorsed for Board approval various management matters;
• Ensuring that a review of the effectiveness of the institution’s internal controls,
• Deliberated upon and approved various management matters within its approving
including financial, operational and compliance controls, information technology
authority.
security and controls, and risk management, is conducted at least annually.
Through this comprehensive system of monitoring and review of risks, controls
2. AUDIT AND COMPLIANCE COMMITTEE and compliance in the institution, the Board ensures that the Bank and all business
units proactively manage the risk and compliance exposures impacting their
Composition: respective businesses.
The Audit and Compliance Committee shall be composed of at least three (3)
members of the board of directors, majority of whom shall be independent including The Audit and Compliance Committee reports its evaluation of the effectiveness of
the Chairperson. The Chairperson should not be the Chairperson of the Board the internal controls, financial reporting processes, information technology security
or of any other board-level committees. Members of the committee should have and controls, risk management systems and governance process of the Bank based
the knowledge of the industry in which the bank operates, the ability to read and on the report and unqualified opinion obtained from the External Auditor, the
understand fundamental financial statements, and the ability to understand key overall assurance provided by the Chief Audit Executive and additional reports and
business and financial risks and related controls and control processes. information requested from Senior Management, and found that these are generally
adequate across RCBC.
• Approval to Conduct Special Audits in accordance with IAG’s Special Audit and
In 2021, the highlights of the Audit and Compliance Committee’s actions pertaining to
Consulting Policy.
Internal Audit, External Audit and Compliance functions are as follows:
• Approval of factors for the evaluation of the performance of the Chief Audit
Executive (CAE) and corresponding performance evaluation for the year 2020 in
A. For External Audit Function a separate meeting session with the CAE.
• Approval of revisions in the 2021 Annual Audit Plan
• Review of Results and Endorsement for Board Approval of Punongbayan &
Araullo’s (P&A) Quarterly Review of the Financial Information of RCBC and • Approval of 2021 HOAS and BCLCAS Audit Plan and the Internal Audit Group’s
selected Subsidiaries 2022 Audit Plan (HOAS, BCLCAS and IT)
• Review of Results and Endorsement for Board Approval of P&A’s Audit of the • Approval to include the outsourcing of the audit of certain units and/or processes
Financial Statements of RCBC and Subsidiaries for the year ended December 31, as part of the strategies of IAG to manage the completion of the 2022 audit plan
2020. vis-à-vis IAG’s capacity and existing competencies.
• Reappointment and approval of fees of P&A as External Financial Auditor and • Notation of 2020 External Quality Assessment Report on the RCBC Internal Audit
corresponding Review and Approval of P&A’s Plan for the Audit of the Financial Activity conducted by Reyes, Tacandong & Co or RTC.
Statements of RCBC and Subsidiaries for the year ending December 31, 2021. • Notation of 2021 Internal Audit Group’s Annual Report for the 2020 Internal Audit
• Approval of the External Auditors’ (P&A) Fees for the (1) Quarterly Review of Activities and approval to release such to Stockholder Cathay Life Insurance Co.
the Financial Statements (FS) of RCBC and selected Subsidiaries and (2) for the Ltd.
Review of RCBC’s 2021 Sustainability Bonds Allocation Report. • Notation of the Agreement to Provide Direct Assistance to External Auditors,
Punongbayan & Araullo (P&A), for the 2021 Financial Statements Audit.
B. For Internal Audit Function
C. For Compliance Function
• Engaging in discussions on the results of internal audits managed and executed
by the Internal Audit Group (IAG) and those outsourced to External Service • Review of the extent and scope, activities, staffing, resources and organizational
Providers (ESPs) during the monthly Audit and Compliance Committee meetings structure of the Compliance Function.
to evaluate the adequacy and effectiveness of the Bank’s internal control and risk
management systems including financial reporting and information technology • Review of the compliance reports of the Compliance Officer to assess compliance
security. with laws, rules and regulations. This also included the review of findings of any
examinations by regulatory agencies (e.g., BSP, National Privacy Commission,
• Assessing and resolving to refer to the immediate attention of the responsible etc.).
business units, Board-level Committees and Bank personnel matters arising from
the internal audits. • Approval on the revisions of Data Privacy Policy
• Monthly review and notation of the status of audit plans, IAG manpower • Notation of updates on the Regulatory Affairs Group’s New Operating Model
complement and vacancies, and outstanding/unresolved audit issues. • Notation of updates on the Compliance Testing of Subsidiaries
• Approval of contract extension until April 15, 2021 of the external service provider, • Notation of updates on the Compliance Assurance Testing
R.G. Manabat & Co. in order to complete the outsourced engagements under the
2020 Audit Plan. • Notation of BSP Evaluation on RCBC’s Reply to the Advance Findings Report of
Examination Findings
• Approval of Revisions in the Internal Audit Charter to add specific provisions on
retention requirements for Audit Working Papers.
• Approval of IAG’s New Policy on the Use of Computer Assisted Audit Techniques
(CAATs) and New Policy on Confirmation of Balances.
• Approval of Revised Annual Audit Planning Policy effective January 19, 2021 and
effective December 14, 2021.
3. RISK OVERSIGHT COMMITTEE Enterprise Risk and ICAAP

• Approved:
Composition: – 2021 ICAAP and Recovery Plan including updates on BSP Audit Findings on
the 2021 ICAAP-RP Document
The Risk Oversight Committee (ROC) shall be composed of at least three (3) non-
executive members of the Board of Directors, none of whom is also a member of a – 2022 ICAAP and RP Workplan/Updates
management committee. Majority of the members shall be independent directors, – Advanced Internal Rating-Based Approach and Validation Results
including the Chairperson. The ROC’s Chairperson shall not be the Chairperson of the
Board of Directors, or any other board-level committee. The Risk Oversight Committee – 4Q2020-3Q2021 Risk Materiality Assessment
shall possess a range of expertise and adequate knowledge on risk management issues • Noted:
and practices.
– Enterprise Risk Reports including RCBC Group Risk Profile, Risk Dashboards,
Risk Heat Maps, Reports on Asset Quality and Capital Adequacy
Members: – Results of Uniform Stress Testing on Credit Risk
Vaughn F. Montes (ID) – Chairperson – S&P Scorecard Performance Review and Transition Matrix Analysis
Laurito E. Serrano (ID) – Vice Chairperson – Capital Equity Tier 1 (CET1) Projections
Gayatri P. Bery - Member – 2022 ICAAP and RP Workplan/Updates
Observers: Credit Management

Eugene S. Acevedo • Noted:
John Law – Credit Management reports including Updates on Asset Quality, Key
Accounts, Flagged Accounts, Problem Loan Committee, COVID-19
Assessment and Stress Testing, NPL and ECL Forecast, , Updates on CARE
The ROC supports the Board with respect to oversight and management of risk Program, Ratings Migration, Industry Exposure Limits, Consumer Loan
exposures of the RCBC parent bank and subsidiaries (the Group). In this regard, the Portfolio, Treasury Bond Portfolio, Portfolio Quality of Subsidiaries and
ROC exercises authority over all other risk committees of the Group, with the principal Moody’s Rating Downgrade
purpose of assisting the Board in fulfilling its risk oversight responsibilities. The ROC
oversees the following: 1) The Risk Governance Framework; 2) The Risk Management
Function; 3) Adherence to Risk Appetite; 4). Capital Planning and Management; and 5) Market and Liquidity Risk
Recovery Plans.
• Approved:
– Market and Liquidity Risk Models and Assumptions
2021 ROC Actions:
– 2021 Treasury Limits including 2021 FVOCI YTD Loss Limit
The highlights of the Risk Oversight Committee’s actions in 2021 are as follows:
– Policy on Investments of Subsidiaries
– Market and Liquidity Risk Backtesting
ROC Charter
– Intraday Liquidity Trigger
– Approved the updated ROC Charter
– Amended Minimum Amount for Large Fund Providers
– Post BSP Audit Changes
Risk Governance Framework (RGF)
– Trading Limits for Filinvest, RLC and Megaworld REITs
– Approved the revisions on the RGF
– PSR factors (that will be used from August 2021 to July 2022)
– Review of the Bank’s Economic Value of Equity (EVE)
ROC Self-Assessment
– Off-Market Tolerance Factors
– Noted the 2021 ROC Self-Assessment Results
• Noted: Enterprise Fraud Risk
– 2021 and 2022 Treasury Funding Plan • Noted:
– Market and Liquidity Risk Reports including Regulatory Ratios, Liquidity and – Enterprise Fraud Risk Reports
Repricing Gaps, IRRBB Metrics, and other measures
– Update on Fraud Incidents involving New Merchants
– Deposit Level Update
– Results of Uniform Stress Testing on Market Risk
Information Security Governance
– Interest Rate Risk in the Banking Book (IRRBB) Model Development Update
• Approved:
and Model Validation Report
– Ransomware Business Continuity Plan
– Peso IRG Forecast and Review of Peso IRG Limit Increase
– Update on Vendor Security Assessment Questionnaire (VSAQ)
– Updates on MLRMD’s Post BSP Audit Changes
• Noted:
– RCBC Investment Book
– Information Security and Systems Reports
– Updated Email Policies and Minimum Standards
Portfolio Quality
– Report on the Bank’s Readiness and Security Plan against Cyber Threats
• Approved:
– Update on the use of McAfee as a tool for monitoring unauthorized
– 2020 Sustainability Report
applications
– RCBC Commitment to Partnership for Carbon Accounting Financials (PCAF)
– Update on migration of the RCBC email addresses of the ROC members to
• Noted: G-Suite
– Credit Portfolio Quality Report – 2020 Information Security Annual Certification (ISAC)
– Independent Credit Review Updates – Updates on Measures against Social Engineering
– Sustainability Bonds Allocation Report (monthly and annual) – Information Security Strategy on Use of Personal Email for Corporate
Purposes
– Environmental and Social Risk Report
– 2020 RCBC Information Security Risk Assessment (ISRA)
– 2020 Impact Report
– Bank’s Sustainability Initiatives, including update on compliance with BSP
Circular 1085 (Sustainable Finance Framework) Reputational Risk
• Noted:
Operational Risk – Reputational Risk Reports
• Noted:
– Operational Risk Reports including RCSA, KRI, and CST Library Others
– KRI and CST Results • Noted:
– Business Resiliency Reports – Subsidiary Reports
– Trust Risk Reports – Consumer Loans report including Consumer Portfolio Analytics and
Consumer Loans Clean-up Update
– Consumer Protection Reports
– Update on the ECL Methodology of RCBC Leasing and Finance Corporation
– RCBC’s Cyber Risk Insurance including Cyber Insurance Policy Limit
(RLFC)
– Update on Bankwide Document Deficiency Monitoring
– RCBC International Finance Limited (IFL): Establishment of a Facility
– Update on DiskarTech Fraudulent IDs
– Assessment of MORB Regulations on Single Borrower’s Limit
– Report on Bank’s Response to BSP Circular 1111 (Amendments to the Rules • Reviewed and approved the 2020 Integrated Annual Corporate Governance
and Regulations on the Mandatory Credit Allocation for Agriculture and Report (iACGR)
Agrarian Reform Credit)
• Reviewed and endorsed for Board approval the Amendment to the Performance
– BSP Circular 1113 - Amendments to the Guidelines on Recovery Plan of a Management System to integrate sustainability agenda
Domestic Systematically Important Bank (D-SIB)
• Reviewed and endorsed for Board approval the 2022 Annual Board Plan;
– Update on the Creation of e-Library for ROC-Related Information
• Discussed and Noted the following:
– DiskarTech’s New Onboarding Process
a. Quarterly Report on New Hires and Separated Employees, and Attrition Report
– Update on RCBC Capital Corporation’s (RCAP) strategy on its non-moving
b. Quarterly Whistleblowing Report
equities
c. MORB Sec. 137, particularly on Interlocking Officerships
– Launch of RCBC Peso Green Time Deposit
d. Recommendations In The 3rd Party Board Evaluation Report
e. Result of the 3rd Party Board Evaluation
4. THE CORPORATE GOVERNANCE COMMITTEE
f. ASEAN Corp. Governance Scorecard (ACGS) – 2019 Results and 2020
preliminary Results
Composition: g. RMG updates on the Bank’s compliance with BSP Cir. 1085 – Sustainable
The Corporate Governance Committee shall be composed of at least five (5) members Finance Framework vis-à-vis Duties and Responsibilities of the BOD
of the board of directors who shall all be non-executive directors, majority of whom h. Roadmap to ASEAN Corporate Governance Scorecard (ACGS) 5 Golden
shall be independent directors, including the chairperson, with (1) one member Arrows
representing the minority shareholders.
5. THE RELATED PARTY TRANSACTIONS COMMITTEE

Members:
Adelita A. Vergel de Dios (ID) – Chairperson
Composition:
Vaughn F. Montes (ID)
The Related Party Transactions (RPT) Committee shall be composed of at least
Gabriel S. Claudio (ID)
three (3) members of the board of directors, two (2) of whom shall be independent
Shih-Chiao (Joe) Lin (NED) directors, including the chairperson. The Committee shall at all times be entirely
composed of independent directors and non-executive directors, with independent
Lilia B. de Lima (NED)
directors comprising majority of the members.
The Corporate Governance Committee assists the Board of Directors in fulfilling its
Members:
corporate governance responsibilities. The highlights of the actions of the Corporate
Governance Committee in 2021 are as follows: Adelita A. Vergel de Dios (ID) – chairperson
• Exercised oversight on the nomination process for members of the Board of Gabriel S. Claudio (ID)
Directors and for positions requiring board approval;
Shih-Chiao (Joe) Lin (NED)
• Reviewed and recommended to the Board the assignment to Board Committees;
• Reviewed and endorsed for Board approval the interlocking positions of directors
The RPT Committee assists the Board in ensuring that transactions with related parties
and officers;
are handled in a sound and prudent manner, with integrity, and in compliance with
• Reviewed and endorsed for Board approval the appointments of senior officers; applicable laws and regulations to protect the interest of depositors, creditors and
other stakeholders. In 2021, the RPT Committee fulfilled its mandate under its charter
• Reviewed and endorsed for Board approval the secondment of senior officers to
particularly on the review and disclosure of material related party transactions. Work
Subsidiary Companies;
done by the Committee in 2021 includes the following:
• Exercised oversight on the continuing education program for the Board of
Directors;
• Reviewed and endorsed for Board approval the revisions to the Corporate
Governance Manual;
• Reviewed and evaluated all material related party transactions, those within the In 2021, some of the crucial actions of the Committee include:
threshold amount of Php10,000.00 and above and those that require Board
approval regardless of amount (i.e., DOSRI loans, outsourcing, cross-selling, etc.)
to ensure that such transactions are conducted on an arm’s length basis and that • Approved
no stakeholder is unduly disadvantaged; – Information Sharing Protocol (ISP) Agreement with AMLC
• All vetted material RPTs were endorsed to the Board for approval; – Changes to Transaction Monitoring Department’s’ On-going Customer
• Reviewed and reported to the Board on a quarterly basis the status and aggregate Monitoring Operating Manual
exposures to each related party as well as the total amount of exposures to all – Changes to the policy on Politically Exposed Persons.
related parties;
– Changes to the Bank’s Financial Crime Country Risk Rating Model
• Exercised oversight on the filing of the required reports to BSP under BSP Circular
No. 895, as amended: – 2020 Annual Review of GFBS Tie Ups
– Report on Conglomerate Structure; and – Changes to the MTPP on on-going monitoring of customers, accounts, and
transactions
– Report on Material Related Party Transactions.
– Changes to the MSB Due Diligence Recommendation Criteria
– Changes in the Rationalized MSB Offline Alert Parameter
6. THE ANTI-MONEY LAUNDERING COMMITTEE
– Changes to Transaction Monitoring Department’s MSB Operations Manual
Composition:
• The AML Committee closely monitored the remediation plan of the Bank on its
The Anti-Money Laundering Committee shall be composed of at least three (3) covered transaction reporting to ensure that all regulatory issues are addressed in
directors, majority of whom are independent directors, including the chairperson. a manner acceptable to the Anti-Money Laundering Council.
• The AML Committee continues to monitor the review of Money Service Business
Members: (MSB) clients, which includes the review of online and offline alerts and periodic
reviews.
Gabriel S. Claudio (ID) – Chairperson
Vaughn F. Montes (ID)
7. THE TRUST COMMITTEE
Gil A. Buenaventura (NED)

Composition:
Observer:
At least five (5) members including (i) the president or any senior officer of the bank
Eugene S. Acevedo
and (ii) the trust officer. The remaining committee members, including the chairman,
Hiroki Nakatsuka may be any of the following: (i) non-executive directors or independent directors who
are not part of the Audit Committee or (ii) those considered as qualified independent
professionals, provided that in case there are more than five (5) Trust Committee
The AML Committee assists the Board of Directors in its mandate to fully comply members, the majority shall be composed of qualified non-executive members
with the Anti-Money Laundering Act, as amended, its Revised Implementing Rules
and Regulations and the Anti-Money Laundering Regulations under the Manual of
Regulations for Banks (MORB); and to ensure that oversight on the Bank’s compliance Members:
management is adequate.
Juan B. Santos (ID) – Chairperson
Lilia B. De Lima (NED)
Cesar E.A. Virata (NED)
Eugene Acevedo (President & CEO)
Robert B. Ramos – Trust Officer
The Trust Committee is a special committee which reports directly to the Board of The Technology Committee exercises authority over all IT Project Steering Committees
Directors and is primarily responsible for overseeing the fiduciary activities of the of the various RCBC Business Groups and subsidiaries (The Group), with the principal
Bank. Its activities in 2021 include the following: purpose of assisting the Board in fulfilling the following oversight responsibilities:
• Formulation of policies and guidelines • Approves major IT investments.

• Oversight of trust business including • Manages and aligns IT initiatives across the Group.
a. Review of Trust performance and approval business plans • Reviews status of major projects.
b. Discussions on the monthly market updates and investment strategies of • Prioritizes IT initiatives, when warranted.
Trust
• Evaluates emerging IT solutions for use of the Group.
c. Approval of creation and amendments of new UITF products, and
• Reviews, evaluates and resolves Cyber Security Issues, Disruptions and Disaster
d. Review of organization structure, succession plan for Trust and other HR Recovery activities raised in the TechCom.
matters, among others
• Reviews and resolves IT risks and other IT related issues raised in the TechCom.
• Ensures compliance to BSP rules and regulations relating to Information
In 2021, The Trust Committee recommended for Board approval the launching of Technology.
the new RCBC US Equity Index Fund, a dollar-denominated fund that feeds into the
BlackRock iShares IVV ETF that is invested in the S&P500.
In 2021, highlights of the actions of the Technology Committee are as follows:
• Launch Digital Payroll for Payroll Account Onboarding
The Committee likewise approved and monitored the launching of the first online
Investment Management Account in the Philippines with the IMA ROR Project. • Offer an RCBC eCommerce Payment Platform to clients by partnering with a
payment gateway service provider
• Evaluation and approval of management recommendations on the investment and
disposition of funds or properties held in trust • Acquire new Wealth Management System
• Management of risks in the conduct of the trust business including • Implement SOFR in Guava as well as to pursue the Equity Trading module.
a. Monthly discussions and review of various risk management reports (market • Auto ROPA Automation
risk, credit risk, operational risk, reputation risk, strategic risk, legal risk) • Acquire Cash Deposit Machine and QR Withdrawal and outsource the services
b. Discussions on incident reports and issues affecting Trust • SME Salesforce Upgrade
c. Monitoring of the proper implementation of approved policies and guidelines • Various DiskarTech Enhancements
– Monitored resolution of various audit and compliance issues in BSP • Various RCBC Online Retail (ROR) and RCBC Online Corporate (ROC)
examination, internal audit and compliance reviews Enhancement
• Acquire Okta platform as MFA solution for RCBC Group
8. THE TECHNOLOGY COMMITTEE • Acquire Google GSuite Collaboration Solution
• Replace current Security Information and Event Management (SIEM)
Composition: • Infrastructure Refresh
At least three (3) members of the Board of Directors. • Launch RCBC Bankard P2M as an RFI (merchant acquirer)
• Enhance RCBC Bankard Mobile App Features
Members: • Enhance the RCBC Bankard’s Call Center IVR capabilities and features.
Helen Y. Dee (NED) – Chairperson • RCBC Bankard’s Collections Management System Refresh
Cesar E.A. Virata (NED) • RCBC Bankard’s Operational Data Source Infrastructure Upgrade
Eugene S. Acevedo (Executive) • Launch RCBC Bankard Payroll Advance & Loan
Advisory Board
The Bank has an Advisory Board that provides informed guidance to the Board of Directors. Members of the Advisory Board are appointed by the Board of Directors. They
do not have any voting rights but contribute by way of providing non-binding but relevant advice during board meetings. While the By-Laws allow for up to 10 members in
the Advisory Board, the Bank has 3 appointed Advisory Board members. Each of these members is considered as business leaders and is of known probity and integrity. The
members of the Advisory Board are Mr. Francis C. Laurel, Ms. Yvonne S. Yuchengco and Mr. Hiroki Nakatsuka.
SHAREHOLDINGS IN THE COMPANY

As of December 31, 2021, only the following stockholders own more than 5% of RCBC’s common stock:
Name of Beneficial Owner and Relationship with Number of Percent

Title of Class Name, Address of record owner and relationship with Issuer Citizenship
Record Owner Shares Held (%)
Common Pan Malayan Management & Investment Corporation Pan Malayan Management & Investment Filipino 807,582,173* 39.64%
Corporation
Address: 48/F Yuchengco Tower,
RCBC Plaza 6819 Ayala Avenue Makati City The records in the possession of the Bank
show that the beneficial ownership of this
Relationship with issuer: company belongs to the shareholders of
RCBC is a subsidiary of PMMIC record of said company. The Bank has not
been advised otherwise.
Common Cathay Life Insurance Non-Filipino 452,018,582 22.19%
Corporation
Address: 296 Ren Al

Road Sec4 Taipei 10633
Taiwan R.O.C.
Relationship with Issuer:

Stockholder
Common International Finance Corporation (IFC) & IFC Capitalization International Finance Corporation (IFC) Non-Filipino 107,875,642 5.29%
(Equity) Fund, L.P. (IFC)**
The records in the possession of the Bank (Shares are
Address:2121 Pennsylvania Avenue, show that the beneficial ownership of this under PCD
NW Washington, DC 20433 USA company belongs to the shareholders of Nominee)
record of said company. The Bank has not
Relationship with Issuer: been advised otherwise.
Stockholder
HSBC’s Karina del Rosario and Paul Arthur O. Austria are

authorized to vote 71,151,505 shares of IFC under PCD
Nominee. Citibank’s Rachel Oliveros, and Ginger Aguirre-
Reyes are authorized to vote 36,724,137 shares of IFC under
PCD Nominee
*Combined Direct and Indirect Shares of PMMIC
**based on information provided as of March 31, 2021
The following directors and officers directly and indirectly own shares in RCBC:
CONGLOMERATE STRUCTURE
Amount and nature The Bank is a member of the Pan Malayan Management and Investment Corporation
of record / beneficial Percent (PMMIC)/Yuchengco Group of Companies (YGC) conglomerate, and the parent of
Title of Name of Beneficial
ownership Citizenship of Class the RCBC Group. The Board of Directors of the Bank ensures the RCBC Group’s
Class Owner (%)
compliance with corporate governance policies, practices and requirements under
Par Amount Nature
existing regulations.
Common Helen Y. Dee 14,923,060 R/B Filipino 0.07
Common Gil A. Buenaventura 50 R/B Filipino 0.00
Common Cesar E.A. Virata 1,384,340 R/B Filipino 0.01
Common Lilia B. De Lima 10 R Filipino 0.00
Common Vaughn F. Montes 50 R Filipino 0.00
Common Eugene S. Acevedo 3,441,000 R/B Filipino 0.02
Common Gayatri P. Bery 10 R American 0.00
R.O.C.
Common Shih-Chiao Lin 10 R 0.00
Taiwan
Common Arnold Kai Yuen Kan 10 R Canadian 0.00
Common Armando M. Medina 1,950 R Filipino 0.00
Common John Law 10 R French 0.00
Common Gabriel S. Claudio 10 R Filipino 0.00
Common Laurito E. Serrano 10 R Filipino 0.00
Adelita A. Vergel de
Common 10 R Filipino 0.00
Dios
Common Juan B. Santos 50 R Filipino 0.00
Subtotal 19,750,580
Executive Officers
Common Evelyn Nolasco 27,000 B Filipino 0.00
Subtotal 27,000
TOTAL 19,777,580
PAN MALAYAN MANAGEMENT AND INVESTMENT CORPORATION (PMMIC)
MICO EQUITIES, INC. GPL HOLDINGS, INC. HOUSE OF INVESTMENTS Zambowood Realty and RIZAL COMMERCIAL RCBC Int’l. Finance, Ltd. PMMIC
77.19% 60.91% PMMIC, 15.623% 51.15% PMMIC (total Development Corp. 100% BANKING CORPORATION Hong Kong Financing (Others)
A.T. Yuchengco, Inc., 10.024% of direct and indirect 39.64% Company 100%
Malayan Insurance RCBC shareholdings of common Luisita Industrial Park Corp.
shares), 31.65% PCD Manila Memorial Park
Company, Inc. Real Estate Developer
Nominee Corporation (Fil), Cemetery, Inc. RCBC Capital Corporation
80.63% 56% PMMIC, 35% RCBC
11.61% Estate of Alfonso T. 25.98% HOI, 13.53% GPL Investment Banking 99.96% RCBC Investments, Ltd. 100%
Sunlife Grepa Financial, Inc. Yuchengco Holdings, Inc.
Malayan International Y Realty Corporation
Life Insurance 51%
Insurance Corp. Ltd Realty Company
Reinsurance 100% EEI Corporation La Funeraria Paz Sucat, RCBC Securities, Inc. 100%
100%
44.32% Inc. 50% HOI Niyog Property Holdings,
Inc. 100%
Grepalife Asset Management PetroEnergy Resources
Honda Cars Kalookan Inc. RCBC Land, Inc.
Corporation Equipment Engineers, Inc.; Corporation 92.70% PCD
55% YGC Corporate Services, Inc. Land Development
100% Gulf Asia International Nominee Corp. 51.323%
40% RCBC, 30.7% MICO, Company
Corporation; EEI RCBC Securities: 9.709%
Zamboanga Ind’l Finance 10.7% Sun Life, 11.9% EEI, 100%
Construction and GPL Holdings, Inc. 24.531%
Marine, Inc., EEI Realty Corp. 50% HI, 10.686% RCAP, 6.397% 5.4% HOI
Grepa Realty Holdings Corp.
51% Sun Life Grepa, 49% GPL Corporation; EEI Ltd, 100%
Holdings, Inc. Xamdu Motors, Inc. RCBC Realty, Corporation
99.2% RCBC Bankard Services 27.34% RCBC Land, 22.66%
Isuzu Philippines Corporation
EEI Power Corporation Corp. 100% 15% PMMIC
88.97% EEI, 11.03% Zamboanga Carriers
Equipment Engineers, Inc. 100%
Grepaland, Inc. Realty RCBC Forex Brokers Corp.
Company Honda Cars Philippines Enrique T Yuchengco, Inc.
Hi-Esai Pharmaceuticals, Forex Brokers 100%
41% GPL Holdings, 32% PMMIC, 12.87% Realty Company
Inc. 50%
27% Albert S. Yuchengco 45.89%, PMMIC,
PetroSolar Corporation Rizal Microbank 12.76% AS Yuchengco III
Investment Managers,
55.97% PetroGreen Energy 98.03%
Inc. 100%
Corporation, 43.98% EEI
Power Mona Lisa Development
iPeople, Inc. Cajel Realty Corporation
Corp.
48.07% 100%
Realty Company
Pan Pacific Computer 56.25%
Landev Corporation
100% Center, Inc. RCBC Leasing and Finance
100% Corporation 99.67% Seafront Resources Corp.
Holding Company
Greyhounds Security and People eServe 18.69%
Investigation Corporation Corporation
99.99% 100% RCBC Rental Corp. 100% Philippine Integrated
Hexagon Lounge, Inc. Advertising Agency, Inc.
Malayan Education
100% 100%
System, Inc.
RCBC-JPL Holding Company,
93%
Inc. 99.41%
Pan Malayan Express, Inc.
Travel Agency
Mapua Information 100%
Technology Center 100%
Malayan High School of Pan Malayan Realty, Inc.

Science, Inc. 100% 24.09%
Malayan Colleges Laguna,

Inc. 100%
Malayan Colleges Mindanao,

Inc. 100%
Mapua Techserv, Inc.

100%
San Lorenzo Ruiz Institute of

Health Sciences, Inc.
100%
MANAGEMENT The Asset-Liability Management Committee (ALCO) is chaired by the Treasurer and
joined by the President and CEO together with the heads of various business and
support groups. The ALCO coordinates the management of assets and liabilities of the
Chief Executive Officer bank with the objective of earning acceptable returns and assure adequate liquidity
and capital to meet regulatory and banking needs.
The Bank’s CEO is Mr. Eugene S. Acevedo. He is responsible for the management of
the business and affairs of the Bank, guided by the strategic direction and risk appetite The Related Party Transactions Management Committee (RPT ManCom), is composed
approved by the Board of Directors. He is primarily accountable to the Board of of select Group Heads of the business units as specified in the charter or their
Directors in championing the desired conduct and behavior, implementing strategies, respective designates. The RPT ManCom meets monthly to review and approve
and promoting the long-term interest of the Bank. He ensures that the business and proposed RPTs below the materiality threshold for the purpose of determining
affairs of the Bank are managed in a sound and prudent manner, and that operational, whether or not the transaction is on terms no less favorable to the Bank than terms
financial and internal controls are adequate and effective. available to any unconnected third party under the same or similar circumstances
unless the transaction requires board approval. On highly meritorious cases, e.g., for
The CEO is also in charge of public relations and advertising relations with the BSP time sensitive or urgent transactions, the Committee allows the routing of transactions
and other offices, agencies and instrumentalities of the Philippine government, via email for review and approval, provided that all routed RPTs are approved by a
the Bankers’ Association of the Philippines and other industry associations. He is a majority of the members of the Committee. The RPT ManCom submits a monthly
member of the Executive Committee and of all major management committees, and report of all the RPTs it has approved to the Board of Directors for confirmation.
exercises such other powers and performs such other duties as the Board of Directors
may prescribe from time to time. The Anti-Money Laundering Management Committee (AML ManCom), chaired by
the Chief Compliance Officer, meets weekly to decide on whether the unusual or
The CEO provides leadership for Management in developing and implementing suspicious transactions flagged by the Compliance Office or by other bank units
business strategies, plans and budgets to the extent approved by the Board. He would merit the filing of Suspicious Transaction Reports (STRs) to the Anti-Money
provides the Board with a balanced and understandable account of the Bank’s Laundering Council. The Committee also issues directives on what to do with the
performance, financial condition, results of operations prospects on a regular basis. account or the business relationship as well as require other actions like the issuance
of typologies as deemed necessary.
The Bank’s Corporate Governance Manual prescribes that the positions of Chairperson
and CEO shall not be held by one person. Long-Term Bonus Plan for Key Employees and Material Risk Takers
Duties and Responsibilities of Management The Bank has set a performance period of 5 years in establishing a long-term bonus
plan for key employees and material risk takers as this is seen as necessary to ensure
Under the direction of the Board, Management shall ensure that the Bank’s activities that they do not take a short-sighted view, and will be driven to work for the long-
are consistent with the business strategy, risk tolerance and appetite, and policies term financial success of the organization. The performance-driven approach aligns
approved by the Board. Senior Management is responsible and held accountable for the interests of key employees with the shareholders’ interests and links the long-
overseeing the day-to-day management of the Bank. Thus, it is required that members term bonus plan to the achievement of business and performance objectives by key
of Senior Management shall have the necessary experience, competencies and employees which is deemed to have a major influence on the long-term performance
integrity to manage the businesses under their supervision as well as have appropriate of the Bank and to the market value of the shares of the Bank. In determining the
control over the key individuals in these areas. bonus pool, consideration is given to the Bank’s financial performance, market
benchmarks and market conditions, as well as to individual performance of the
Management Committees employees. Consideration is given to audit findings and a general evaluation of the
risks taken.
The Bank has four senior management committees that provide a regular forum, at a
lower level, to take up risk issues: The right long-term bonus plan for an organization is one that meets the following
objectives:
The Credit and Collection Committee (CRECOLCOM), an intermediary credit
approving body chaired by the President & Chief Executive Officer (CEO) and 1. Alignment with shareholder interests. The long-term bonus plan must be one
composed of the heads of the Asset Management and Remedial Group, the Treasury that drives high performance and contributes to overall business goals, including
Group, the Corporate Banking Group, the Small and Medium Enterprises Banking sustainable long-term growth, thereby increasing shareholder value.
Group, and the Retail Banking Group, meets weekly to review and approve credit/
credit-related proposals with the specific authority delegated to it by the Board. It also 2. Key employees’ retention. It must attract, retain and reward the key employees
reviews the plans and progress on the resolution of problem loan accounts. Lastly the that are able to successfully execute the organization’s strategic objectives.
committee reports and recommends to the Executive Committee (EXCOM) immediate 3. Alignment of the bonus plan with prudent risk-taking. The bonus plan must be
measures to reduce the level of past due accounts. one that is designed to provide incentives to build sustainable sources of income
and enterprise value. Long term bonuses awarded are earned over a 5 year
period and are directly correlated to changes in profitability and enterprise value.
Senior Executive Compensation
The executive director of the Bank (President and

CEO) does not receive any per diem for attendance in
board and board committee meetings. He is entitled
to remuneration and benefits by virtue of him being
an officer of the Bank. ORGANIZATIONAL CHART
AS OF 31 DECEMBER 2021
The process used in determining the remuneration of
the President and Chief Executive Officer and the four
(4) most highly compensated management officers
of the Bank is disclosed in the Employee Hiring and BOARD OF DIRECTORS
CHAIRPERSON
Benefits policy which can be found under the Social
Performance section.
CORPORATE SECRETARY
The aggregate compensation paid or accrued to the
Bank’s Chief Executive Officer and four other most
highly compensated executive officers are as follows
(in thousand pesos):
AUDIT & AML RISK OVERSIGHT CORPORATE GOVERNANCE EXECUTIVE TRUST TECHNOLOGY RELATED PARTY
COMPLIANCE COMMITTEE COMMITTEE COMMITTEE COMMITTEE COMMITTEE COMMITTEE TRANSACTIONS
COMMITTEE COMMITTEE
Aggregate
Principal
Names Compensation Bonuses
Position (net of bonuses)
CHIEF AUDIT EXEC CHIEF COMPLIANCE OFFICER/ CREDIT & COLLECTION TRUST OFFICER/HEAD, TRUST HEAD, IT SHARED
Eugene S. President & GROUP HEAD, HEAD, REGULATORY AFFAIRS COMMITTEE AND INVESTMENTS GROUP SVCS GROUP
Acevedo and CEO INTERNAL AUDIT GROUP
Senior
Redentor C.
Exec. Vice CHIEF RISK OFFICER / HEAD, PRESIDENT & CHIEF
Bancod RISK MANAGEMENT GROUP EXECUTIVE OFFICER
President
Senior
Horacio E.
Exec. Vice SENIOR MANAGEMENT ASSET & LIABILITY COMMITTEE
Cebrero III 92,550 39,072 COMMITTEE
President
John Senior PERSONNEL EVALUATION & CHIEF OF STAFF
Thomas G. Exec. Vice REVIEW COMMITTEE
Deveras President
Executive BANK SECURITY OFFICER
Angelito M.
Vice
Villanueva
President
CONSUMER RETAIL CORPORATE SMALL & MEDIUM TREASURER/ WEALTH

LENDING BANKING BANKING ENTERPRISE TREASURY MANAGEMENT
GROUP GROUP GROUP BANKING GROUP GROUP GROUP
GLOBAL STRATEGIC INITIATIVES OPERATIONS LEGAL CORPORATE HUMAN

TRANSACTION & ASSET MANAGEMENT GROUP AFFAIRS PLANNING RESOURCES
BANKING GROUP & REMEDIAL GROUP GROUP GROUP GROUP
CONTROLLERSHIP CREDIT MANAGEMENT MARKETING DATA SCIENCE AND DIGITAL ENTERPRISE &
GROUP GROUP GROUP ANALYTICS GROUP INNOVATIONS GROUP
SHAREHOLDERS Conduct of Shareholders’ Meeting
Stockholders are encouraged to personally attend shareholders’ meetings. In case

Shareholders’ Rights and Protection of Minority Stockholders’ Interest the stockholders cannot attend the annual and special stockholders’ meetings, they
are apprised ahead of time of their right to appoint a proxy. Accurate and timely
The Bank respects the rights of the stockholders as provided for in the Revised information is made available to the stockholders to enable them to make a sound
Corporation Code; namely: judgment on all matters brought to their attention for consideration or approval.
Stockholders are allowed to pose questions and/or raise matters in person during
1. Right to vote on all matters that require their consent or approval; the meeting and are addressed by the Chairperson, members of the Board and/or
2. Right to inspect the books and records of the Bank; management.
3. Right to information; In view of the Covid-19 pandemic, the Annual Stockholders’ Meeting which was held
4. Right to dividends; and on June 28, 2021 was conducted virtually via videoconferencing as allowed by the
BSP and SEC. The Bank hired an independent party, Punongbayan & Araullo, to count
5. Appraisal right.
and validate votes cast at the said meeting. Proper and timely disclosures were made
immediately after the ASM. Results of the meeting as well as minutes thereof are
It is the duty of the Board to promote the rights of the stockholders, remove available in the Bank’s website.
impediments to the exercise of those rights and provide an adequate avenue for
them to seek timely redress for breach of their rights, i.e., any shareholder or group of Right to Inspection
shareholders with at least five percent (5%) share of the total outstanding shares of
the company shall be allowed to propose any relevant item for inclusion in the agenda All stockholders shall be allowed to inspect corporate books and records including
for the meeting. minutes of Board meetings and stock registries in accordance with the Corporation
Code and shall be furnished with annual reports, including financial statements,
without cost or restrictions.
Right to Nominate Candidates for Board of Directors

Right to Information
The By-Laws of the Bank allows all shareholders, including minority stockholders, the
right to nominate candidates for the Board of Directors. The stockholders shall be provided, upon request, with periodic reports which disclose
personal and professional information about the directors and officers and certain
Voting Right other matters such as their holdings of the Bank’s shares, dealing with the Bank,
relationships among directors and key officers, and the aggregate compensation of
The Board shall be transparent and fair in the conduct of the annual and special directors and officers.
stockholders’ meetings of the Bank. The stockholders shall be encouraged to
personally attend such meetings. The minority stockholders shall be granted the right to propose the holding of a
meeting, and the right to propose items in the agenda of the meeting, provided the
In case the stockholders cannot attend the annual and special stockholders’ meetings, items are for legitimate business purposes.
they shall be apprised ahead of time of their right to appoint a proxy. Subject to the The minority stockholders shall have access to any and all information relating to
requirements of the by-laws, the exercise of that right shall not be unduly restricted matters for which the management is accountable for and to those relating to matters
and any doubt about the validity of a proxy shall be resolved in the stockholders’ favor. for which the management shall include such information and, if not included, then
the minority stockholders shall be allowed to propose to include such matters in the
The Board shall take the appropriate steps to remove excessive costs and other agenda of stockholders’ meeting, being within the definition of “legitimate purposes”.
administrative impediments to the stockholders’ participation in meetings, whether
in person or by proxy. Accurate and timely information shall be made available to the Dividend Policy
stockholders to enable them to make a sound judgment on all matters brought to their
attention for consideration or approval. Article XI, Section 1 of the By-Laws of the Bank, provides that dividends shall be
declared and paid out of the surplus profits of the Bank as often and at such times
Stockholders shall have the right to elect, remove and replace directors and vote on as the Board of Directors may determine after making provisions for the necessary
certain corporate acts in accordance with the Corporation Code. reserves in accordance with law and the regulations of the Bangko Sentral ng Pilipinas
(BSP).
A director shall not be removed without cause if it shall deny minority stockholders
representation in the Board. As a policy, management shall determine the amount of dividends to be declared and
present the recommendation for the declaration of the same to the Board of Directors
for approval. If it has stipulated dividend payment obligations, the Bank shall declare Date
dividends in accordance with its commitment. Dividend
Nature of Date Approved Date Paid /
Record Date
Securities Declared Per Total Payable
The Bank ensures compliance with the pre-requisites set by the BSP for the By BOD
declaration of dividends. Likewise, the Bank shall not declare dividends greater than Share Amount
its accumulated net profits then on hand, deducting therefrom its losses and bad Common
Apr. 26, 2021 0.4850 938.78 May 10, 2021 Apr. 26, 2021 May 25, 2021
debts. Stock
Preferred
Apr. 26, 2021 0.4850 0.13 May 10, 2021 Apr. 26, 2021 May 25, 2021
In accordance with Section 124 of the 2018 Manual of Regulations for Banks, the net Stock
amount available for dividends shall be the amount of unrestricted or free retained Convertible
earnings and undivided profits reported in the Financial Reporting Package (FRP) May 31, 2021 0.0559 0.01 Jun. 21, 2021 May 31, 2021 Jun. 25, 2021
Preferred
as of the calendar/fiscal year-end immediately preceding the date of dividend Hybrid
declaration. Perpetual Jul. 26, 2021 - 486.04 Aug. 26, 2021 Jul. 26, 2021 Aug. 26, 2021
Securities
The derivation of the dividend amount from the unrestricted/free retained earnings Convertible
shall be based on sound accounting system and loss provisioning processes under Aug. 31, 2021 0.0545 0.01 Sep. 21, 2021 Aug. 31, 2021 Sep. 24, 2021
Preferred
existing regulations which takes into account relevant capital adjustments including Convertible
losses, bad debts and unearned profits or income. Nov. 29, 2021 0.0537 0.01 Dec. 21, 2021 Nov. 29, 2021 Dec. 24, 2021
Preferred
Unearned profits or income refers to unrealized items which are considered not Appraisal Right
available for dividend declaration such as accumulated share/equity in net income of
its subsidiaries, associates or joint venture accounted for under the equity method, The stockholders shall have appraisal right or the right to dissent and demand
recognized deferred tax asset, foreign exchange profit arising from revaluation of payment of the fair value of their shares in the manner provided for under Section 82
foreign exchange denominated accounts and others. of the Revised Corporation Code of the Philippines.
Record date of the disclosure of dividend declaration shall be set in accordance with Investor Relations
the Rules of the Securities and Exchange Commission (SEC) and when appropriate,
the Rules of BSP. The disclosure of the record date must not be less than 10 trading RCBC is committed to high standards of transparency, accountability, and fairness
days from the said date. through its Investor Relations (IR) program. The IR program adopts a comprehensive
communication and engagement framework to ensure the timely and accurate
Details of the 2021 cash dividend distribution are as follows: disclosure of material and relevant information, including its operating and financial
Date results, and significant business developments, to provide the basis for the sound
Dividend investment decisions of shareholders and investors. Company disclosures, investor and
Nature of Date Approved Date Paid /
Securities Declared
Record Date
Payable briefing presentations, and press releases are prepared and submitted in accordance
Per Total to the requirements of the applicable regulatory institution. These are posted on
By BOD
Share Amount
RCBC’s website at www.rcbc.com.
Convertible Feb. 24,
0.0993 0.03 Mar. 21, 2020 Feb. 24, 2020 Apr. 1, 2020
Preferred 2020 The IR program is developed, implemented, and managed by the Corporate Planning
Convertible Group, in coordination with the Senior Management and related groups. The Corporate
May 26, 2020 0.0808 0.02 Jun. 21, 2020 May 26, 2020 June 24, 2020
Preferred Planning Group works with the Marketing Communication Division to conduct regular
Common briefings with the media, institutional investors, and analysts. Further, the Bank
May 26, 2020 0.5560 1,076.21 Jun. 9, 2020 May 26, 2020 June 24, 2020
Stock actively participates in investor conferences, roadshows and one-on-one meetings
Preferred with analysts and credit rating agencies. Some members of the Senior Management
May 26, 2020 0.5560 0.15 Jun. 9, 2020 May 26, 2020 June 24, 2020 team also join the briefings and conference calls to impart more insights on RCBC’s
Stock
Convertible Sept. 24, performance and strategic direction. The Bank continues to engage investors,
Sept. 1, 2020 0.0589 0.02 Sept. 21, 2020 Sept. 1, 2020 shareholders, analysts and other parties through the email address investor_relations@
Preferred 2020
rcbc.com posted on the website.
Convertible
Dec. 1, 2020 0.0563 0.02 Dec. 21, 2020 Dec. 1, 2020 Jan. 7, 2021
Preferred
Convertible
Feb. 22, 2021 0.0560 0.01 Mar. 21, 2021 Feb. 22, 2021 Mar. 31, 2021
Preferred
Hybrid
Perpetual Feb. 22, 2021 - 472.40 Feb. 26, 2021 Feb. 22, 2021 Feb. 26, 2021
Securities
Material Information / Transactions 04-26-2021 Other Events
04-26-2021 Declaration of Cash Dividends
The Bank is committed to disclose material information to its stakeholders as part
of its adherence to transparency, accountability, and fairness. The following are the During the April 26, 2021 Regular Meeting of the Board of Directors of the Bank,
material information / transactions were approved by the Board of Directors for 2021: where a quorum was present and acting throughout, the following were approved:
01-11-2021 Legal Proceedings (Amended the disclosure on 05-29-20) 1. Annual Cash Dividend Declaration on Common and Convertible Preferred Shares
amounting to P0.485 per share, or a total of approximately P938.91 Million to
The original disclosure was amended based on the Notice from the Regional Trial holders of Preferred and Common Class shares as of the close of the 10th trading
Court of Makati containing the Summons and the Complaint filed by Bangladesh day from Board approval (“record date”) and payable within ten (10) trading
Bank against the Bank and other persons received by RCBC. days from record date.
2. Interlocking positions of Ms. Ma. Theresa Jennifer A. Fernando in Niyog Property
01-25-2021 Other Events
Holdings, Inc. and Cajel Realty Corporation as Vice President and Director,
01-25-2021 Change in Directors/Officers
subject to BSP/other regulatory approvals as may be required.
During the January 25, 2021 Regular Meeting of the Board of Directors of the Bank,
where a quorum was present and acting throughout, the following were approved: 05-11-2021 Notice of Annual or Special Stockholders’ Meeting
1. Election of Mr. Armando M. Medina as regular director, effective January 1, 2021 Notice, Procedure, Proxy Form, Ballot Form, Agenda and Rationale/Explanation for
(subject to BSP/other regulatory approvals, as may be required). Agenda Items for the 2021 Annual Stockholders’ Meeting of the Bank.
2. Appointment of SVP Juan Gabriel R. Tomas, IV as Chief Risk Officer and Head
of Risk Management Group, effective February 1, 2021 (subject to BSP/other
regulatory approvals, as may be required).
During the May 31, 2021 Regular Meeting of the Board of Directors of the Bank, where
a quorum was present and acting throughout, the declaration of cash dividends on
convertible preferred shares amounting to P0.05588 (US$0.00116) per share or a total
02-22-2021 Other Events of P14,943.02 (US$310.67 @ P48.010), payable to holders of convertible preferred
shares as of June 21, 2021 and payable within 5 trading days from record date was
During the February 22, 2021 Regular Meeting of the Board of Directors of the approved.
Bank, where a quorum was present and acting throughout, the following were
approved:
05-31-2021 Other Events (Amended disclosure on 05-31-2021)
1. The Audited Financial Statements of Rizal Commercial Banking Corporation and
RCBC—Trust and Investments Group as of year ended December 31, 2020, as The amendment of the original disclosure on the declaration of dividends on
audited by Punongbayan & Araullo, for final approval of the stockholders. common and preferred shares was made to reflect that the cash dividend is for
unlisted preferred shares.
2. Declaration of cash dividends on convertible preferred shares amounting
to P0.05597 (US$0.00116) per share or a total of P14,965.80 (US$311.27 @
P48.080), payable to holders of convertible preferred shares as of March 21, 2021
and payable within 5 trading days from record date.
06-28-2021 Results of Annual Stockholders’ Meeting
3. Issuance of foreign currency denominated Senior Notes out of the bank’s 06-28-2021 Results of Organizational Meeting
Medium Term Note Programme (subject to market conditions).
Items approved by Stockholders at their Annual meeting and Board of Directors at
03-29-2021 Other Events their regular and organizational meetings respectively held on June 28, 2021.
Regular Meeting of the Board of Directors
During the March 29, 2021 Regular Meeting of the Board of Directors of the Bank, 1. Sale of 101,850,000 Shares held by the Bank in treasury (“Sale Shares”) which is
where a quorum was present and acting throughout, the appointment of SVP Ramil equivalent to four point nine-nine-nine percent (4.999%) of the total outstanding
M. De Villa as Head of Consumer Lending Group, effective May 15, 2021 was approved Common Stock of the Bank (after the sale of the Sale Shares) to Sumitomo Mitsui
(subject to BSP/other regulatory approvals, as may be required). Banking Corporation (“SMBC”) at a price per Sale Share of PhP44.00 subject to
the terms and conditions of the definitive agreement to be executed between the
Bank and SMBC.
2. Promotion/appointment of Officers effective July 1, 2021 (subject to BSP/other 2. Appointment the following as Members of the Advisory Board:
regulatory approvals, as may be required):
Ms. Yvonne S. Yuchengco
Mr. Francis C. Laurel
From Senior Vice President to First Senior Vice President
Jane N. Manago 3. Appointment of Ms. Helen Y. Dee as Chairperson, and Mr. Cesar E. A. Virata as
Corporate Vice-Chairperson.
From First Vice President to Senior Vice President
4. Appointment of Mr. Juan B. Santos as Lead Independent Director
Jose Rene Y. Sarmiento
Zenaida S. Soto 5. Appointment of the following as Chairpersons and Members of the Various
Lea B. Torres Committees:
Anna Christina M. Vicente
Committee Names Position
Annual Stockholders’ Meeting Executive Committee Helen Y. Dee Chairperson
1. Election of the following Directors to hold office for a term of one year: Eugene S. Acevedo Vice Chairperson
As Regular Directors Cesar E.A. Virata Member
Ms. Helen Y. Dee Armando M. Medina Member
Gil A. Buenaventura Member
Mr. Cesar E. A. Virata
Mr. Eugene S. Acevedo Audit and Compliance Laurito E. Serrano Chairperson
Mr. Gil A. Buenaventura Committee Vaughn F. Montes, Ph.D. Member
Mr. Armando M. Medina Atty. Adelita A. Vergel de Dios Member
Mr. John Law Risk Oversight Vaughn F. Montes, Ph.D. Chairperson
Mr. Shih-Chiao (Joe) Lin Committee Laurito E. Serrano Vice Chairperson
Mr. Arnold Kai Yuen Kan Gayatri P. Bery Member
John Law Observer
Atty. Lilia B. de Lima
Eugene S. Acevedo Observer
Ms. Gayatri P. Bery
Corporate Governance Atty. Adelita A. Vergel de Dios Chairperson
Committee Gabriel S. Claudio Member
As Independent Directors
Shih-Chiao (Joe) Lin Member
Mr. Juan B. Santos Vaughn F. Montes, Ph.D. Member
Atty. Adelita A. Vergel De Dios Atty. Lilia B. de Lima Member
Mr. Gabriel S. Claudio AML Committee Gabriel S. Claudio Chairperson
Mr. Vaughn F. Montes Gil A. Buenaventura Member
Mr. Laurito E. Serrano Vaughn F. Montes, Ph.D. Member
Eugene S. Acevedo Observer
2. Approval of the Minutes of the Annual Meeting of the Stockholders held on July Related Party Atty. Adelita A. Vergel De Dios Chairperson
27, 2020; Transactions Committee Shih-Chiao (Joe) Lin Member
3. Approval of the Annual Report and Audited Financial Statements for 2020; Gabriel S. Claudio Member
Trust Committee Juan B. Santos Chairperson
4. Ratification of actions of the Board of Directors, different Committees and Cesar E.A. Virata Member
Management; Eugene S. Acevedo (President) Member
5. Confirmation of Significant Transactions with DOSRI and Related Parties; and Atty. Lilia B. de Lima Member
Trust Officer Member
6. Appointment of Punongbayan & Araullo as the Bank’s external auditor for the Technology Committee Helen Y. Dee Chairperson
fiscal year 2021. Cesar E.A. Virata Member
Eugene S. Acevedo Member
Organizational Board of Directors Meeting:
1. Appointment of Corporate Officers: 07-08-2021 Change in Directors/Officers (Amended the disclosure on 06-28-21)
Mr. Eugene S. Acevedo - President and Chief Executive Officer
The amendment is to reflect the additional information on the position of Ms.
Mr. Horacio E. Cebrero III – Treasurer
Manago and Ms. Torres (to indicate that Ms. Manago is a Group Head and Ms.
Atty. George Gilbert G. dela Cuesta – Corporate Secretary
Torres is a Division Head).
Atty. Joyce Corine O. Lacson – Assistant Corporate Secretary
Atty. Maria Cecilia V. Chaneco-Lonzon - Assistant Corporate Secretary
Various Officers - SVPs and up
07-26-2021 Other Events 09-27-2021 Other Events
During the September 27, 2021 Regular Meeting of the Board of Directors of
During the July 26, 2021 Regular Meeting of the Board of Directors of the Bank, where the Bank, where a quorum was present and acting throughout, the interlocking
a quorum was present and acting throughout, the following were approved: positions of Atty. Angeluz T. Guerzon, Vice President as Head of Asset Management
Support Division of RCBC and as member of the Board of Directors and Officer of
1. Appointment of Mr. Hiroki Nakatsuka as (a) Advisory Board Member and (b) RCBC JPL Holding Company, Inc. was approved (subject to BSP/other regulatory
Observer in the AML Committee (subject to BSP/other regulatory approvals, as approvals, as may be required).
may be required)
2. Interlocking officerships of Claribelle S. Bautista-Perez as Head of Consumer
Banking Compliance & Financial Crime Risk Stewardship Division of RCBC
During the October 25, 2021 Regular Meeting of the Board of Directors of the Bank,
Regulatory Affairs Group and as Chief Compliance Officer of Rizal Microbank,
where a quorum was present and acting throughout, the interlocking officerships
Inc. – A Thrift Bank of RCBC (subject to BSP/other regulatory approvals, as may
of Atty. Harold Christian S. Talledo as the Head of Corporate and Institutional
be required)
Banking Compliance Division of RCBC and as Chief Compliance Officer of RCBC
Leasing and Finance Corporation was approved (subject to BSP/other regulatory
08-31-2021 Other Events approvals, as may be required).
During the August 31, 2021 Regular Meeting of the Board of Directors of the Bank, 11-04-2021 Legal Proceedings (Amended the disclosure on 09-24-21)
where a quorum was present and acting throughout, the declaration of cash
dividends on convertible preferred shares amounting to P0.05455 (US$0.00109) The disclosure regarding the Bangko Sentral ng Pilipinas (BSP) case docketed
per share or a total of P14,586.77 (US$291.91 @ P49.970), payable to holders of as IPG A.C. No. 2020-005, entitled “Inang Nag-Aaruga sa Anak Foundation,
convertible preferred shares as of September 21, 2021 and payable within 5 trading represented by Ma. Asuncion L. Yu, et al. vs. Eugene S. Acevedo, et al.” was
days from record date was approved. amended based on the Resolution dated 22 October 2021, wherein the
Investigation and Prosecution Group of the Office of the General Counsel and Legal
Services of the BSP denied with finality the Motion for Partial Reconsideration of
09-09-2021 Legal Proceedings (Amended the disclosure on 07-28-2020) the Complainants for lack of merit.
The disclosure regarding the Bangko Sentral ng Pilipinas (BSP) case docketed 11-29-2021 Other Events
as IPG A.C. No. 2020-005, entitled “Inang Nag-Aaruga sa Anak Foundation,
represented by Ma. Asuncion L. Yu, et al. vs. Eugene S. Acevedo, et al.” was During the November 29, 2021 Regular Meeting of the Board of Directors of the
amended based on the Resolution dated 20 August 2021 of the Office of the Bank, where a quorum was present and acting throughout, the following were
General Counsel and Legal Services - Investigation and Prosecution Group of the approved:
BSP. In the said Resolution, the Investigation and Prosecution Group of the Office
of the General Counsel and Legal Services of the BSP dismissed the administrative 1. Declaration of cash dividends on convertible preferred shares amounting to
complaint filed by Inang Nag-aaruga sa Anak Foundation and several complainants P0.05369 (US$0.00106) per share or a total of P14,356.43 (US$284.77 @
against former and current directors of the Bank for lack of basis, both in fact and P50.415), payable to holders of convertible preferred shares as of December 21,
in law. 2021 and payable within 5 trading days from record date.
2. Secondment of Ms. Mona Lisa A. Garces – RAG Department Head, to Rizal
09-24-2021 Legal Proceedings (Amended the disclosure on 09-09-21)
Microbank Inc., - A Thrift Bank of RCBC, as its Chief Compliance Officer (subject
to BSP/other regulatory approvals, as may be required)
The disclosure regarding the Bangko Sentral ng Pilipinas (BSP) case docketed
as IPG A.C. No. 2020-005, entitled “Inang Nag-Aaruga sa Anak Foundation,
represented by Ma. Asuncion L. Yu, et al. vs. Eugene S. Acevedo, et al.” was 12-01-2021 Clarification of News Reports
amended based on the Motion for Partial Reconsideration of the Resolution (dated
20 August 2021) of the Office of Special Investigation of the Bangko Sentral Clarification of the Bank on the news articles entitled “Gina De Venecia’s
ng Pilipinas, which dismissed the complaint filed by Inang Nag-aaruga sa Anak foundation raises P290M RCBC fund scam to CA, slams BSP for coddling execs of
Foundation and other individual complainants against current and past directors of Yuchengco-owned bank” posted in Bilyonaryo.com on November 28, 2021.
the Bank.
RCBC and its former and present directors have not yet received the Petition Supplier/Contractor Selection and Criteria
for Review allegedly filed by Inang Nag-Aaruga Foundation with the Court of
Appeals. Nonetheless, the Bank and its former and present directors stand by The Bank has a board-approved Policy on Outsourcing in accordance with BSP
the correctness of the two (2) decisions of the Bangko Sentral ng Pilipinas in Circular No. 765 re: “Revised Outsourcing Framework for Banks.” The Bank’s policy
dismissing the meritless case filed against them and they shall, once they receive a provides for guidelines, processes, and controls in managing outsourcing risks. The
copy of the said Petition for Review, prepare and file the appropriate pleading. Bank is required under the policy and in accordance with the BSP Circular to conduct
due diligence on service providers to ensure their integrity, technical expertise,
12-02-2021 Legal Proceedings operational capability, financial capacity, and suitability to perform the outsourced
activity.
On December 2, 2021, counsel for the former and present directors of RCBC
who were impleaded as respondents in the dismissed case docketed as IPG A.C. In certain cases as permitted by law and regulations, the supplier/contractor selection
2020-005, entitled “Inang Nag-Aaruga sa Anak Foundation et al. vs. Eugene S. process is being handled by House of Investments, Inc. (HOI), an affiliate of the Bank.
Acevedo, et al.” which, prior to its dismissal, was pending before the Office of
the General Counsel and Legal Services, Investigation and Prosecution Group of HOI’s Procurement Shared Services has the following policies:
the BSP (specifically, Eugene S. Acevedo, Arnold Kau Yuen Kan, Lorenzo V. Tan, a. Code of Ethics for Procurement
Helen Y. Dee, Cesar E. A. Virata, Wilfrido E. Sanchez, Maria Ceclia H. Fernandez-
b. Code of Ethics for Suppliers
Estavillo, Florentino M. Herrera, Yvonne S. Yuchengco, Minki Brian Hong, Roberto
F. De Ocampo, Tim-Chiu R. Leung, Medel T. Nera, Tze Ching I. Chan, Richard G. A. c. Supplier Management
Westlake, John Law, Yuh Shing Peng, Armando M. Medina, Francisco C. Eizmendi, d. Policies in Choosing a Supplier
Jr., Antonio L. Alindogan Jr., Francis G. Estrada, Gil Buenaventura, Juan B. Santos,
Adelita A. Vergel De Dios, Lilia R. Bautista, Gabriael S. Claudio, Vaughn F. Montes, e. Procurement Process
Shih-Chiao Lin and Laurito E. Serrano) received a copy of the Petition for Review f. Contract Management
dated 20 November 2021 of the complainants in the said case, appealing the BSP’s
judicious dismissal thereof to the Court of Appeals. The said former and present g. Manual Structure, Use, Revisions/Amendments
directors of RCBC are now preparing their Opposition to the said petition to h. Early Involvement in Procurement
refute the baseless allegations of the Complainants therein and to emphasize the
propriety of the dismissal of the said case by the BSP. They are awaiting the action
of the Court of Appeals on the said petition. Suppliers are evaluated based on compliance with user requirements, quality,
performance record in the industry, technical competence, customer service, design,
12-13-2021 Other Events delivery, dependability. Accreditation of new suppliers is based on recommendations
of procurement heads or officers and is evaluated and approved by the HOI’s
During the meeting held on December 13, 2021 Special Meeting of the Board of PSS Manager and General Manager. Accredited suppliers are likewise subject to
Directors of the Bank where a quorum was present and acting throughout, the performance evaluation.
proposed 2022 budget was approved.
Towards Sustainable Value Chains
RCBC’s sustainable strategy started more than ten years ago through the
OTHER STAKEHOLDERS implementation of the Environmental and Social Management System (ESMS) in
2011. This was followed by the adoption of a Sustainable Finance Framework in April
2019, making the Bank the earliest adopter of the BSP Circular 1085 on Sustainable
Creditors’ Rights
Finance Framework that was issued in April 2020. The Bank is committed in building
partnerships within the organization and the people it serves by creating long-term
It is the policy of the Bank to conduct its business in an efficient and fair manner in
sustainable value chains through its lending strategies and operations and supporting
order for it to meet its contractual obligations to its depositors, subordinated debt
the needs of the society.
noteholders, and service providers. In the event of any liquidation or bankruptcy
proceeding, such creditors have preference over the assets of the Bank in accordance
The Bank’s ESMS requires that all lending relationships/credits, both pipeline and
with Philippine laws on preference of credits.
portfolio, are vetted from an environmental and social (E&S) risk perspective. The
ESMS is implemented to safeguard lending operations from exposure to activities
As a listed company, the Bank discloses, either through its website or the required
with identified E&S risks. RCBC’s ESMS Policy is a declaration of its commitment to
stock exchanges, the relevant terms and conditions of their investment and fund-
sustainable development and management of E&S issues.
raising activities.
RCBC’s Sustainable Finance Framework subscribes to global bond standards, primarily • Risk Assessment
the International Capital Market Association (ICMA) bond principles. Under the
Bank’s Sustainable Finance Framework, RCBC has supported a sustainable portfolio
RCBC’s risk assessment is a systematic process of identifying and analyzing relevant
consisting of roughly 9,000 projects as of the end of 2021, with about 70% attributable
inherent and residual risks and the corresponding control mechanisms that can
to eligible green projects and 30% to eligible social projects. By the end of 2021, the
adversely affect the achievement of the Bank’s objectives. The assessment helps
sustainable asset portfolio comprised 12% of the Bank’s total loan portfolio, up from
determine the adequacy and effectiveness of control mechanisms in mitigating
10% in 2020.
risks and the corresponding strengths and weaknesses of the Bank vis-à-vis the risk
environment.
RCBC’s ESMS Policy and Sustainable Finance Framework are both aligned with
the salient provisions of BSP Circular 1085 and BSP Circular 1128 (Environmental
RCBC’s Risk Oversight Committee (ROC, a Board-level Committee) has responsibility
and Social Risk Management, issued in October 2021). Both Circulars promote the
over the Risk Governance Framework (RGF) which provides a detailed discussion
need for periodic assessment of the Policy / Framework to ensure its relevance with
on each type of risk including the identification, measurement and management of
developments in the business environment. ESMS Policy updates were implemented in
these risks. The ROC shall oversee compliance to the established risk appetite, risk
April 2021 to facilitate the E&S assessment process and consolidate reference materials
management policies, and limits. The assessment of control mechanisms in managing
into one of the Policy’s supporting schedules. Updates on global bond guidelines, on
inherent and residual risks by the business units is an effective risk engine in the risk
the other hand, are regularly followed / monitored by RCBC for the application of the
management process. By determining and assessing the risks involved in banking
eligibility criteria under its Sustainable Finance Framework. The most recent examples
operations, the Bank can decide what types of controls are needed and how they
of these are the Green/ Social/ Sustainability Bond Guidelines released by ICMA in
should be managed.
June 2021.
Supporting the ROC in carrying out its mandate are the Risk Management Group
INTERNAL CONTROL (RMG) and Credit Management Group (CMG). These groups are responsible for
overseeing the risk-taking activities across the Group, as well as in evaluating whether
these remain consistent with the Bank’s risk appetite and strategic direction.
Effective internal control is the foundation of safe and sound banking. It reduces the
possibility of significant errors and irregularities, and in the event of occurrence, said The RMG is headed by the Bank’s Chief Risk Officer (CRO). The CRO serves on
internal control assists in timely detection. A properly designed and consistently a full-time basis and functionally reports to the ROC. The CRO is responsible for
enforced system of operational and financial internal controls helps the Bank’s Board overseeing the risk management function and supporting the Board of Directors
of Directors and Management to safeguard the Bank’s resources, produce reliable (BOD) in the development of the risk appetite of the Bank. The CRO leads a team of
financial reports and comply with applicable laws and regulations. six different risk areas: i) Enterprise Risk, ii) Portfolio Quality, iii) Market and Liquidity
Risk Management, iv) Operational Risk Management v) Enterprise Fraud Risk and vi)
The Bank has established an effective internal control system to ensure that the Bank Information Security Governance.
is managed and controlled in a sound and prudent manner. It includes the following
critical components: The CMG, headed by the Chief Credit Officer, manages the Bank’s credit risk portfolio
covering both business and consumer lending exposures, by way of formulating
• Control Environment relevant credit risk policies as well as providing independent credit risk assessment
on all exposure types. The CCO provides regular reports and insights on the Bank’s
Control environment is the framework under which internal controls are developed, portfolio credit quality to stakeholders including the Risk Oversight Committee, and
implemented and monitored. It consists of the mechanisms and arrangements that the Senior Management Committee and regulators like the BSP.
ensure internal and external risks to which the company is exposed are identified, and
appropriate and effective internal controls are developed and implemented to manage • Control Activities
said risks soundly.
Control activities refer to the policies and procedures designed to help ensure that
The control environment emanates from the Board of Directors and reflects all bank personnel are properly guided by the control measures established by the
Management’s commitment to internal controls. In line with this, the Management Bank. Control activities form an integral part of the daily activities of the Bank. An
has ensured the strategic implementation of internal controls that provide for an effective internal control system requires that appropriate control mechanisms are set
organizational structure that establishes clear lines of authority and responsibility for up, with control activities defined at every business level. In this regard, the Bank has
monitoring adherence to prescribed policies, effective risk assessment, timely and ensured that control activities, which are directed through policies and procedures, are
accurate financial and regulatory reports, and adequate procedures to safeguard and designed and implemented to address the risks involved in banking operations.
manage the Bank’s assets.
The control activities implemented by the Bank include, but are not limited to, the
following:
a. Establishing approvals and authorization for transactions and activities;

b. Reconciliation; related self-regulatory organization standards, and codes of conduct applicable to its
activities.
c. Review of operating performance and exception reports;
d. Establishing safeguards or physical controls for use of assets and records; The Compliance Function is discharged by the Regulatory Affairs Group (RAG) headed
e. Segregation of duties to reduce a person’s opportunity to commit and conceal by the Chief Compliance Officer (CCO). The RAG is a separate and independent unit
fraud or errors; with no business function. It reports to the Board of Directors through the Audit and
Compliance Committee and the AML Committee.
f. Requirement on mandatory leaves;
g. Rotation of duties; and The Regulatory Affairs Group shall facilitate the effective management of compliance
risks by:
h. Number control
a. Advising the board of directors and senior management on relevant laws, rules
• Management Reporting System and standards, including keeping them informed on developments in the area;
b. Apprising Bank personnel on compliance issues, and acting as a contact point
Another element in an effective internal control program involves accurate accounting within the Bank for compliance queries from its personnel;
and comprehensive information and communication systems that are relevant to c. Establishing written guidance to staff on the appropriate implementation of laws,
decision-making. These systems not only capture information and generate necessary rules and standards through policies and procedures and other documents such
reports, but also enable all personnel to understand their roles in the overall control as compliance manuals, internal codes of conduct and practice guidelines;
system, how their activities relate to others, and their accountability for the activities
they conduct. d. Identifying, documenting and assessing the compliance risks associated with the
Bank’s business activities, including new products and business units;
• Monitoring Activities and Correcting Deficiencies e. Assessing the appropriateness of the Bank’s compliance procedures and
guidelines, promptly following up any identified deficiencies, and where necessary,
Monitoring activities entails assessing the quality of performance over time and formulating proposals for amendments;
making any necessary modifications to correct any deficiencies. f. Monitoring and testing compliance by performing sufficient and representative
compliance testing; and
The overall effectiveness of the Bank’s internal controls is monitored on an ongoing
basis. In view of changing internal and external conditions, Management continually g. Maintaining a constructive working relationship with the BSP and other regulators.
monitors and evaluates the Bank’s internal control system to ensure that these are
adequate and continue to function properly. Periodic assessment and evaluation of The functions of the RAG are discharged by the following divisions which are under
control mechanisms used in managing risks are conducted by the business units in the direct supervision of the CCO:
coordination with internal audit, risk management and other support units. Internal
control deficiencies, whether identified by business units, internal audit or other a. The Regulatory Affairs Divisions (RADs) performs horizon scanning and impact
control personnel, are reported in a timely manner to the appropriate management assessment of new regulations and market trends, and the embedding of
level so that the same can be addressed immediately. rules and regulations to the Bank’s policies, procedures, and controls. It is also
responsible for the identification, assessment and monitoring of compliance risks
Internal control is the responsibility of all employees of the Bank. Everyone in the and level of compliance of the different business lines, products and services with
organization is responsible for ensuring that the internal control measures being the relevant regulations governing banks. It also supports the overall operations
adopted by the organization are properly and strictly enforced and are effectively of RAG which includes project management for key compliance projects,
operational. The channels of communication ensure that all employees fully dissemination and reporting of regulatory issuances; planning, and administrative
understand and adhere to policies and procedures affecting their work, and that matters.
other relevant information is properly communicated to the appropriate personnel.
b. The Anti-Money Laundering Monitoring and Reporting Division (AMRD) is
Likewise, the Bank’s internal audit, risk management unit and external audit provide
responsible for the monitoring, analysis, disposition and investigation of AML
an objective, independent review of bank activities, internal controls and management
alerts; reporting of possible suspicious transactions; filing of reports on crimes
information systems to help the Board of Directors and the Management monitor and
and losses; monitoring and filing of covered transactions reports and suspicious
evaluate internal control adequacy and effectiveness.
transactions reports; recommending new or updating AML alert rules; and
updating AML watchlists for name screening.
Compliance Function
The compliance function of the Bank facilitates the effective management of

compliance risks or risks of legal or regulatory sanctions, material financial loss, or loss
to reputation that a bank may suffer as a result of its failure to comply with laws, rules,
Internal Audit The following are audit and non-audit fees paid to the bank’s external auditor,
Punongbayan and Araullo, in 2020:
The Bank has in place an independent internal audit function headed by the Chief
Audit Executive (CAE) who functionally and administratively reports to the Audit and
Compliance Committee.
Audit Fee Non-Audit Fee Total
2020
(in Million Pesos) (in Million Pesos) (in Million Pesos)
The scope of work of Internal Audit encompasses, but is not limited to, the
examination and evaluation of all business systems, processes, operations, functions Parent 7.61 2.52 10.13
and activities within the Bank including functions that are outsourced, its subsidiaries
and branches. Such scope of work determines the adequacy and effectiveness of Group 12.35 3.54 15.89
the Bank’s risk management, control and governance process to provide reasonable
assurance that: Non-audit fees include engagements for the quarterly review and agreed upon
• Risks are appropriately identified and managed in the context of current and procedures in connection with the Bank’s Offering Circulars.
potential risks;
Changes in and Disagreements with Accountants on Accounting and Financial
• Interaction with various governance groups and control units occurs as needed; Disclosure. In connection with the audits of the Bank’s financial statements for
• Programs, plans and objectives are achieved; the two (2) most recent years ended December 31, 2021 and 2020, there were no
disagreements with Punongbayan and Araullo on any matter of accounting principles
• Resources are acquired economically, used efficiently and protected adequately; or practices, financial statement disclosures, audit scope or procedures.
• Quality and continuous improvement are fostered in the Bank’s control process;
• Significant financial, managerial and operating information is accurate, reliable
and timely; Policies
• Employees’ actions including performance of trading activities are in compliance Code of Conduct
with policies, standards, procedures and applicable laws and regulations;
• Significant legislative or regulatory issues impacting the Bank are appropriately All directors and employees are governed by the Bank’s Code of Conduct, which
recognized and addressed including areas of interest to regulators such as, revolves around the Core Values of the company. It is designed to serve as a guide
among others, monitoring of compliance with relevant laws, rules and regulations, to all directors and employees on how they should conduct themselves within and
including but not limited to the assessment of the adequacy of capital and outside the Bank premises and in dealing with clients/customers and co-associates.
provisions; liquidity level; regulatory and internal reporting;
Adherence to this Code is the responsibility of each and every associate. It is
• Management and financial information system including the electronic information administered uniformly throughout the Bank and is independent of the practices of
system and electronic banking services are reliable and effective and resulting other banks. It is a condition for continuous employment. Any breach of this Code may
data has integrity. result in disciplinary action ranging from reprimand to termination of employment,
depending on the gravity of the offense, after the observance of due process.
Internal Audit adheres to the applicable professional standards and code of ethics,
including the Institute of Internal Auditors’ International Standards for the Professional The Code of Conduct is divided into five parts as follows:
Practice of Internal Auditing (ISPPIA), Information Systems Audit and Control
Association standards and guidelines and the relevant requirements of the Bangko A. Treatment of Clients
Sentral ng Pilipinas and other bank regulators. B. Treatment of Bank Assets
An independent assessment of the internal audit function is conducted every five (5) C. Treatment of Others
years by an external auditor through a quality assurance review. In 2020, the internal D. Conflict of Interests
audit function underwent a full external quality assessment review by an independent
assessor and the latest Quality Assessment Report was released on May 11, 2021. E. Knowledge, Understanding & Compliance
The External Auditor Anti-Corruption Policies
External Audit Fees and Services. The Audit and Compliance Committee is empowered Under Part D of the Code of Conduct on Conflict of Interests, to avoid conflict of
to appoint the external auditor of the Bank and approve all auditing and non-audit interest, employees are to conduct business transactions for the Bank in accordance
services. It recommends to the Board the selection of the external auditor considering with Bank policy and avoid direct or indirect use of the Bank’s goodwill, reputation,
independence and effectiveness and recommends the fees to be paid. funds and property or other resources for personal gain. This involves, among other
things, accepting gifts, entertainment or favors from customers or suppliers; outside
employment; outside directorship; and receiving commissions or benefits from about trading in any securities based on this information.
customers or suppliers.
Whistleblowing Policy
Gifts and Entertainment. The Bank does not allow solicitation of gifts, directly or
indirectly, from customers or suppliers. Under no circumstance do employees accept, The Bank’s Whistleblowing Policy is a key element in safeguarding the Bank’s integrity.
directly or indirectly, payments, loans, kickbacks, special privileges or services in It aims to enhance the Bank’s transparency and system for combating practices that
exchange for favors. might damage its activities and reputation. Protecting the integrity and reputation of
the Bank requires the active support of its stakeholders, particularly its employees.
Favors. The Bank does not buy business. This is obtained on the merits of the Bank’s
products, services and people. It does not bend rules nor offer money, illegal or The following are the basic principles of the Bank’s Whistleblowing Policy:
inappropriate favors of unusual value to obtain or retain business. In this regard, any
and all significant donations or contributions to or through a customer for whatever 1. Employees and other stakeholders must be provided with alternative and
purpose using Bank property or funds should be with the prior authorization of the sufficient channels for whistleblowing and communication. In certain instances,
concerned Group Head. Should said donation or contribution be through the purchase they must be able to bypass the main channels for whistleblowing if these prove
of a raffle or lottery ticket, any prize or winnings therefrom, regardless of whether the inappropriate;
ticket is in the employee’s possession or in the employee’s name, must be turned over
2. Employees and other stakeholders making the report in good faith should at all
to the Bank.
times be protected against reprisals;
Receiving Commissions or Benefits. Employees must avoid situations which may 3. Identity of the whistleblower making the report in good faith should remain
unduly influence the relationships with customers or suppliers in a position to transact confidential;
business with the Bank. Employees must make sure that the procedures laid down in 4. Reported incidents shall be verified in an appropriate manner, and if confirmed,
providing customer services or in purchasing goods and services are strictly followed. the Bank must take the necessary actions;
Employees who have a direct hand in choosing companies from which purchases
of the Bank’s business requirements are to be made, are discouraged to use said 5. The rights of any person implicated in any report must be respected.
authority to obtain commissions or leverage to purchase the same item/s for personal
interests at terms not otherwise available to his/her colleagues or the public. Suppliers Reports of any actual or suspected criminal activities, unlawful acts or omissions,
and customers are chosen based on merit and not on what can be gained from them. fraud, violations of the Code of Conduct and other bank policies, danger to health
and safety, improprieties or malpractice in the workplace, including those relative to
The Code of Conduct is a main topic included in the Bank’s Employee Orientation matters of financial reporting, internal control and/or auditing may be sent through
Program which is held on a regular basis. YGC’s Open Communication system at www.rcbc.com/TalktoUs.
The Code of Discipline provides for penalties for violations of the Code of Conduct. AMLA
Administrative cases are handled in accordance with the Bank’s Administrative Cases
Procedure and existing laws. The Personnel Evaluation and Review Committee, RCBC is committed in embedding a culture of compliance in the overall structure of
as mentioned, acts as an independent body in the evaluation and review of cases Bank as this is critical in the development and ongoing administration of an effective
involving dishonesty, fraud, negligence or violation of any internal Bank policy, rule AML/CFT Program. The Board of Directors commitment to this objective is set forth
or procedure committed by an RCBC employee and ensures that the appropriate in this Money Laundering and Terrorist Financing Prevention Program (MTPP). In
preventive, corrective and disciplinary measures are imposed on cases involving combating money laundering, terrorist financing, and proliferation financing, the Bank
dishonesty, fraud, negligence or violation of any internal Bank policy, rule or procedure shall apply the following principles:
committed by an RCBC employee.
1. Conduct business in conformity with high ethical standards in order to protect its
Use of Insider Information safety and soundness as well as the integrity of the national banking and financial
system;
There are laws that prohibit the use of inside information when buying, selling or
trading publicly traded securities, including RCBC securities. Inside information can 2. Know sufficiently your customer at all times and ensure that the financially or
take many forms, but always includes information which is not available to the public socially disadvantaged are not denied access to financial services while at the
and which might influence an investor’s decision to buy, sell or hold securities in a same time prevent suspicious individuals or entities from opening or maintaining
company. an account or transacting with the covered person by himself or otherwise;
3. Adopt and effectively implement a sound money laundering, terrorist financing,
Under the Code of Conduct, employees are prohibited from buying, selling or trading and proliferation financing prevention risk management system that identifies,
RCBC securities or the securities of other companies about which employees have assesses, monitors and controls risks associated with money laundering and
inside information, until that information becomes public. In addition, this information terrorist financing;
should not be shared with anyone else, including family members or friends or anyone
4. Comply fully with Part Nine of the MORB, existing laws, and implementing rules RPTs shall be interpreted broadly to include not only transactions that are entered into
and regulations aimed at combating money laundering and terrorist financing with related parties but also outstanding transactions that were entered into with an
by making sure that officers and employees are aware of their respective unrelated party that subsequently becomes a related party.
responsibilities and carry them out in accordance with superior and principled
culture of compliance; and The term “related parties” under the Bank’s updated RPT Policy has been expanded
in scope as it broadens the definition of “close family members” to include relatives of
5. Fully cooperate with the Anti-Money Laundering Council for the effective
the Bank’s Directors, Officers and Stockholders within the 4th degree of consanguinity
implementation and enforcement of the Anti-Money Laundering Act (AMLA), as
or affinity, legitimate or common-law. Related parties also include corresponding
amended, the Terrorist Financing Suppression and Prevention Act (TFSPA) and
persons in affiliated companies, those with direct or indirect linkages with the Bank,
the Anti-Terrorism Act (ATA) and their respective IRRs.
members of the Bank’s Advisory Board and subsidiaries of related parties.
The MTPP is strategically aligned with the results of the National Risk Assessment The Bank constituted the Related Party Transactions Committee and RPT Management
(NRA) on Money Laundering (ML) and Terrorist Financing (TF) of the Philippines, Committee to review and approve, as the case may be, related party transactions.
a government-wide assessment of the overall exposure of the country to money
laundering and its related predicate offenses, terrorism and terrorist financing. It is The RPT Committee reviews material RPTs to ensure that they are conducted in the
a comprehensive process of identifying and analyzing the money laundering and regular course of business and not undertaken on more favorable economic terms
terrorist financing (ML/TF) risks within the realm of the supervised sectors, financial (e.g., price, commissions, interest rates, fees, tenor, and collateral requirement) to
institutions, and covered persons and entities under the AMLA, as amended. such related parties than similar transactions with non-related parties under similar
circumstances. On favorable review, the RPT Committee endorses material RPTs to
The MTPP shall be updated at least once every two (2) years or as needed to properly the Board for approval.
adhere to the new rules and regulations of regulatory agencies, laws of the Republic of
the Philippines and other countries, and policies and procedures of the Bank. All material RPTs shall be approved by at least two-thirds (2/3) vote of the Board
of Directors, with at least a majority of the independent directors voting to approve
Related Party Transactions the material RPT. In case that a majority of the independent directors’ vote is not
secured, the material RPT may be ratified by the vote of the stockholders representing
In May 31 2021, the Board approved the revised Policy on Related Party Transactions at least two-thirds (2/3) of the outstanding capital stock. Material RPTs approved by
(RPT) following SEC Memorandum Circular No. 10, series of 2019 or the “Rules on the Board shall be submitted to the Stockholders for confirmation during the Annual
Material Related Party Transactions for Publicly-listed Companies” issued on April 27, Stockholders Meeting.
2019. The said policy defines “related party transactions” as transactions or dealings
with related parties of the Bank, including its trust department, regardless of whether On the other hand, the RPT Management Committee reviews and approves proposed
or not a price is charged. These shall include, but not limited, to the following: RPTs below the materiality threshold or those that do not require Board approval
• On- and off-balance sheet credit exposures and claims and write-offs; to ensure that said RPTs are conducted in the regular course of business and not
• Investments and/or subscriptions for debt/equity issuances; undertaken on more favorable economic terms to such related parties than similar
transactions with non-related parties under similar circumstances. On favorable
• Consulting, professional, agency and other service arrangements/contracts; review, the RPT Management Committee approves the non-material RPT and submits
• Purchases and sales of assets, including transfer of technology and intangible the same to the BOD for confirmation.
items (e.g. research and development, trademarks and license agreements)
Transactions with related parties involving amounts of at least Pesos: Ten Million
• Construction arrangements/contracts; (Php10,000,000.00) are considered as material RPTs. The said threshold shall not
• Lease arrangements/contracts; apply to DOSRI loans and other credit accommodations and guarantees, and other
transactions requiring Board approval under the regulations, i.e., cross-selling,
• Trading and derivative transactions; outsourcing, etc., which are always considered “material” regardless of amount. Where
• Borrowings, commitments, fund transfers and guarantees; the amount involved in the transaction is at least 10% of the combined assets of the
RCBC Group, the transaction shall be accompanied by a fairness opinion issued by an
• Sale, purchase or supply of any goods or materials; and external independent party to be appointed by the Board of Directors.
• Establishment of joint venture entities.
The Bank observes the following limits on exposures to related parties:
Other related party transactions include:
INDIVIDUAL AGGREGATE • Lease contract with RRC and Sublease Agreements with Subsidiaries - The
Parent Company and certain subsidiaries occupy several floors of RCBC Plaza
as leaseholders of RRC. The occupancy of some of subsidiaries in RCBC Plaza is
LOANS / CREDIT SBL 50% of Capital covered by sublease agreements with RCBC. RCBC’s lease contract with RRC is
OTHER CONTRACT NONE* 10% of Capital effective until December 31, 2025;
• Service Agreement with RBSC - The Parent Company has Service Agreement
*Not to exceed the aggregate limit for Other Contracts
with RBSC, wherein RBSC shall provide the Parent Company with marketing,
distribution, technical, collection and selling assistance and processing services in
connection with the operation of the Parent Company’s credit card business.
The Bank submits a quarterly report to the BSP on material exposures to related
parties, which include the material RPTs of non-bank financial subsidiaries and
affiliates. A summary of material RPTs entered into during the reporting year is also `The Bank’s other transactions with affiliates include service agreements, leasing
disclosed in the Bank’s Integrated Annual Corporate Governance Report (IACGR). office premises to subsidiaries which is eliminated during consolidation, accreditation
of RCBC Trust agent and of insurance companies, and regular banking transactions
Details of the Bank’s major related party transactions in 2021 are described below: (including purchases and sales of trading account securities, securing insurance
• Sale and Purchase of Securities - The Parent Company and certain subsidiaries coverage on loans and property risks and intercompany advances), all of which are at
engage in the trading of investment securities as counterparties to the
arms’ length and conducted in the ordinary course of business.
transaction. These transactions are priced similar to transactions with other
counterparties outside the Group and there are no unsettled transactions as of the
end of each reporting period. The Bank does not have any transactions with promoters within the past five (5) years.
• Retirement Fund - The Parent Company and certain subsidiaries’ retirement The Bank does not have transactions with parties that fall outside the definition of
funds covered under their defined benefit post-employment plan maintained for related parties under regulations, but with whom the registrants or its related parties
qualified employees are administered and managed by the Parent Company’s have a relationship that enables the parties to negotiate terms of material transactions
Trust Department in accordance with the respective trust agreements covering
that may not be available from other, more clearly independent parties on an arm’s
the plan.
length basis.
The Group’s significant transactions with its related parties as of end December
2021 include loans and receivables and deposit liabilities. The total amount of loans
outstanding was at Php19.4 Billion while total deposit liabilities was at Php9.2 Billion as
of December 31, 2021. The total amount of Parent Company DOSRI loans was Php304
Million by end of December 2021.
HELEN Y. DEE CESAR E. A. VIRATA EUGENE S. ACEVEDO

Chairperson Corporate VIce Chairman President and CEO
GAYATRI P. BERY GIL A. BUENAVENTURA ATTY. LILIA B. DE LIMA JOHN LAW SHIH-CHIAO (JOE) LIN
Director Director Director Director Director
ARNOLD KAI YUEN KAN ARMANDO M. MEDINA GABRIEL S. CLAUDIO ATTY. ADELITA A. VERGEL DE DIOS VAUGHN F. MONTES, PH.D.
Director Director Independent Director Independent Director Independent Director
JUAN B. SANTOS LAURITO E. SERRANO FRANCIS C. LAUREL HIROKI NAKATSUKA YVONNE S. YUCHENGCO
Independent Director Independent Director Advisory Board Member Advisory Board Member Advisory Board Member
136 Board of Directors’ Profiles
Helen Y. Dee Training/continuing education include: Advanced Corporate Governance Training Program
Chairperson (Institute of Corporate Directors or ICD); Corporate Governance and Financial Technology
Filipino, 78 (RCBC); Sustainability Reporting, and Customer Due Diligence and Trade-Based Money
Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online Sexual Exploitation
Ms. Dee is the Bank’s Chairperson. She is also the Chairperson of House of Investments, Inc, of Children Coursed through Banks and MSBs, and ML/TF Typologies (ABCOMP and
EEI Corporation, Petroenergy Resources Corp, all of which are PSE-listed companies. She BAIPHIL); BSP Supervisory Assessment Framework to replace CAMELS and ROCA Rating
is also the Chairperson of Pan Malayan Management and Investment Corporation, Malayan Systems for BSFIs (ABCOMP and BAIPHIL); Building Better Bankers: Fostering a Stronger
Insurance Co. Inc. Landev Corporation, Hi-Eisai Pharmaceutical Inc., Malayan Educational KYE Program (ABCOMP); Leveraging on FinTech: Financial Services Under the New
Systems, Inc. and Manila Memorial Park Cemetery. Among the top companies where she Economy Arrangement (ABCOMP).
holds a directorship position are Philippine Long Distance Telephone Company and Sun Life
Grepa Financial, Inc. She holds a Master’s degree in Business Administration at De La Salle
University and graduated from Assumption College with a Bachelor of Science degree in Eugene S. Acevedo
Commerce. President and Chief Executive Officer
Filipino, 58
Recent training/continuing education (2018 to present): Corporate Governance and Financial
Technology (RCBC); Sustainability Reporting, and Customer Due Diligence and Trade- Mr. Acevedo is the Bank’s President and Chief Executive Officer. He has over 30 years of
Based Money Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online banking experience gained from local and multinational banks including Union Bank of the
Sexual Exploitation of Children Coursed through Banks and MSBs, and ML/TF Typologies Philippines, CitySavings Bank, Philippine National Bank, and Citibank Philippines, N.A. He
(ABCOMP and Baiphil); BSP Supervisory Assessment Framework to replace CAMELS and has a Master’s degree in Business Administration from the Asian Institute of Management
ROCA Rating Systems for BSFIs (ABCOMP and Baiphil), How to Lead Courageously During and completed an Advanced Management Program at the Harvard Business School. He also
a Crisis (PLDT); Lessons from a Pandemic: the MPIC Hospital Group COVID-19 Experience holds a Professional Certificate in Clean Power from the Imperial College London. He is a
and Best Practices (PLDT); Building Better Bankers: Fostering a Stronger KYE Program magna cum laude graduate from the University of San Carlos where he earned a degree in
(ABCOMP); Becoming Obsessed with the Customer - 2021 Annual Corporate Governance Bachelor of Science in Physics.
Session (PLDT), Sunlife Advanced Corporate Governance and AML Refresher Course (Sunlife
Philippines) Annual Corporate Governance Enhancement Session - Agile Leadership : A Training/continuing education include: Corporate Governance Orientation Program (ICD);
Conversation with Ms Anna Wintour (PLDT). Sustainability Reporting, and Customer Due Diligence and Trade-Based Money Laundering
(RCBC); Best Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children
Cesar E.A. Virata Coursed through Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP
Corporate Vice Chairman Supervisory Assessment Framework to replace CAMELS and ROCA Rating Systems
Filipino, 91 for BSFIs (ABCOMP and BAIPHIL); Building Better Bankers: Fostering a Stronger KYE
Program (ABCOMP); Leveraging on FinTech: Financial Services Under the New Economy
Mr. Virata has been a Director since 1995, Corporate Vice Chairman since June 2000, and Arrangement (ABCOMP).
Senior Adviser from 2007. Mr. Virata’s roster of companies where he is also a Director and/or
Chairman includes RCBC Realty Corp.; RCBC Land, Inc.; Malayan Insurance Co., Inc.; Business
World Publishing Corporation; Luisita Industrial Park Corporation; RCBC Bankard Services Gayatri P. Bery
Corporation; and AY Foundation, Inc., among others. He has held important/key positions in Director
the Philippine government, including Prime Minister, Secretary/Minister of Finance, Chairman American, 56
of the Committee on Finance of the Batasang Pambansa (National Assembly), and member
of the Monetary Board. He was also Chairman of the Land Bank of the Philippines. He has Ms. Bery gained experience from Drexel Burnham & Lambert (New York), Ranieri & Company
served as Governor for the Philippines to the World Bank (WB), the Asian Development (New York), Morgan Stanley & Co. Incorporated (New York), being an investment advisor in
Bank (ADB), and the International Fund for Agriculture Development. He was Chairman of Hong Kong, and being a member of the Steering Committee of Morgan Stanley’s HK Women’s
the Development Committee of the WB and International Monetary Fund from 1976 to 1980 Business Alliance Team. She also served as Chief Operating Officer, Global Capital Markets, of
and Chairman of the Board of Governors of the ADB. Prior to his government positions, he Morgan Stanley (Hong Kong). She obtained a Master’s degree in Business Administration (with
was a Professor and Dean of the College of Business Administration of the University of the concentrations in finance and international business) from the Columbia Business School, New
Philippines and Principal, SyCip Gorres Velayo and Company, Management Services Division. York, USA; and graduated with a Bachelor of Science degree in Applied Mathematics/Computer
Mr. Virata was also a member of various international committees/fora, including: Bretton Science from Carnegie Mellon University.
Woods Committee, Group of 30, Institute of International Finance, Rockefeller Tripartite
Commission for Asia, Davos Forum, and ADB Forum. Training/continuing education include: Financial Times Non-Executive Director Diploma (Hong
Kong); Corporate Governance Orientation Program (ICD); Best Practices to Manage ML/TF
He completed his Master’s in Business Administration from the Wharton Graduate School, Risks from Online Sexual Exploitation of Children Coursed through Banks and MSBs, and ML/
University of Pennsylvania and graduated from the University of the Philippines with degrees TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory Assessment Framework to replace
in Mechanical Engineering and Business Administration (cum laude). CAMELS and ROCA Rating Systems for BSFIs; Leveraging on FinTech: Financial Services
Under the New Economy Arrangement (ABCOMP); 2021 GRI Cross Country Learning Session
for Business (GRI-SEC)
Gil A. Buenaventura John Law
Director Director
Filipino, 69 French & Taiwanese, 71
Mr. Buenaventura has been a Director of the Bank since July 2016 and has since been Mr. Law has been a Director of the Bank since April 2015. He is currently a Director of Far
sitting as a member of the Bank’s Executive Committee. He was also President and Chief East Horizon Ltd. in Hong Kong and Khan Bank in Mongolia. He served as Senior Advisor for
and Executive Officer of the Bank until June 30, 2019. He holds directorship and officership Greater China for Oliver Wyman until his retirement on December 31, 2020. He holds a Master’s
positions in De La Salle Philippines School System; Malayan Insurance Company, Inc.; House degree in Business Administration from Indiana University, a Master’s degree in Arts degree,
of Investments, Inc.; and Manila Memorial Park Cemetery, Inc. He has a Master’s degree in major in Poetry, from the University of Paris, France; and a Bachelor of Science degree major in
Business Administration in Finance from the University of Wisconsin and graduated with a Psychology from Chung Yuan University in Taiwan.
Bachelor of Arts degree, major in Economics from the University of San Francisco, California,
USA. Training/continuing education include: Corporate Governance and Financial Technology (RCBC);
Customer Due Diligence and Trade-Based Money Laundering (RCBC); Sustainability Reporting,
Training/continuing education include: Corporate Governance and Financial Technology and Customer Due Diligence and Trade-Based Money Laundering (RCBC); Best Practices to
(RCBC); Sustainability Reporting, and Customer Due Diligence and Trade-Based Money Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed through Banks and
Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online Sexual Exploitation MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory Assessment Framework
of Children Coursed through Banks and MSBs, and ML/TF Typologies (ABCOMP and to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP and BAIPHIL); Building
BAIPHIL); BSP Supervisory Assessment Framework to replace CAMELS and ROCA Rating Better Bankers: Fostering a Stronger KYE Program (ABCOMP).
Systems for BSFIs (ABCOMP and BAIPHIL); Building Better Bankers: Fostering a Stronger
KYE Program (ABCOMP).
Shih-Chiao (Joe) Lin
Director
Atty. Lilia B. De Lima Taiwanese, 50
Director
Filipino, 81 Mr. Lin has been a Director of the Bank since March 25, 2019. He has been with Cathay Life
Insurance for over 20 years and is currently its Executive Vice President. He holds a Master’s
Atty. De Lima has been a Director of the Bank since June 24, 2019. She was an Independent degree in Business Administration from the National Taiwan University and graduated with a
Member of the Bank’s Advisory Board from July 3, 2017 to June 24, 2019. She served as Bachelor’s degree in Business Administration from the National Chengchi University.
the Director General of the Philippine Export Processing Zone Authority (PEZA) from
1995 to 2016. Other positions she held include: Board Member, Cagayan and Zamboanga Training/continuing education include: Corporate Governance Orientation Program (ICD); Best
Economic Zones; Commissioner, National Amnesty Commission; Executive Director, Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed through
Department of Trade and Industry-Price Stabilization and Director, Bureau of Trade; and Banks and MSBs, and ML/TF Typologies (ARCCO-Phil.); BSP Supervisory Assessment Framework
Chief Operating Officer of the World Trade Center Manila. She was an Elected Delegate to to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP and BAIPHIL); Building
the 1971 Constitutional Convention representing the 2nd District of Camarines Sur. She is the Better Bankers: Fostering a Better KYE Program (ABCOMP); Leveraging on FinTech: Financial
recipient of numerous local and international awards, including the 2017 Ramon Magsaysay Services Under the New Economy Arrangement (ABCOMP); 2021 Cathay Sustainable Finance
Award, The Order of the Rising Sun-Gold and Silver Star (Japan), The Outstanding Women and Climate Change Summit.
in the Nation’s Service (TOWNS) in the field of law, and the 2010 Management Man of the
Year. Atty. De Lima has a Doctor of Laws degree (honoris causa) from Manuel L. Quezon
University where she also obtained a Bachelor of Laws degree. She was also a Fellow of the Arnold Kai Yuen Kan
Academy of American and International Law at The Center of American and International Director
Law at the SMU Campus in Piano, Dallas Texas, USA. She graduated with an Associate in Canadian, 61
Arts degree from Centro Escolar University.
Mr. Kai Yuen Kan gained experience from Citibank, the First National Bank of Chicago, the
National Westminster Bank, JP Morgan Chase Bank, Credit Agricole Corporate & Investment
Training/continuing education include: Briefing on Best Practices in Board Risk Oversight Bank, and Krea Capital Limited. He is currently the Chief Executive of Cathay United Bank’s Hong
(PHINMA); Corporate Governance Orientation Program (ICD); Sustainability Reporting, Kong Branch and Co-Head of the International Banking Group. He graduated with a Bachelor
and Customer Due Diligence and Trade-Based Money Laundering (RCBC); Business of Social Sciences degree from the University of Hong Kong and obtained a Master’s degree in
Continuity Planning: Executive Briefing for Board Directors and Management (PHINMA); Business Administration from the York University in Canada.
Best Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed
through Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory Training/continuing education include: Corporate Governance Orientation Program (ICD). Best
Assessment Framework to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed through
and BAIPHIL); Investment, Trust and Estate Management (Wealth Management Center for Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory Assessment
Communication and Research, Inc.); Building Better Bankers: Fostering a Stronger KYE Framework to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP and BAIPHIL);
Program (ABCOMP); Leveraging on FinTech: Financial Services Under the New Economy Building Better Bankers: Fostering a Stronger KYE Program (ABCOMP); Leveraging on FinTech:
Arrangement (ABCOMP); Industry Block 1: Banking, Financial Services, and Insurance (AWS- Financial Services Under the New Economy Arrangement (ABCOMP); From Green Finance
YGC). to Social and Sustainable Bonds: Principles, Standards, Developments and Social-Economic
Implications (HKQAA); Climate Risk from the Regulatory Perspective (HKMA); Reporting and
Monitoring (KPMG); Due Diligence (KPMG) Legal Documentation for Transition away from
LIBOR (HKAB); FATCA/CRS Refresher Training (KPMG).
Armando M. Medina Atty. Adelita A. Vergel De Dios

Director Independent Director
Filipino, 72 Filipino, 75
Mr. Medina was an Independent Director of the Bank from 2003 to 2020. He became a Atty. Vergel De Dios has been an Independent Director of the Bank since June 2016. She
regular director of the Bank starting January 1, 2021. He is a member of the Bank’s Executive was also an Independent Director of RCBC Savings Bank before its merger with RCBC. She
Committee. He is also an Independent Director of Malayan Insurance and served as an served as Commissioner of the Insurance Commission and held directorship and officership
Independent Director of RCBC Capital Corporation until December 31, 2021. He graduated positions in various companies. She is a Certified Public Accountant and a Member of the
from De La Salle University with a Bachelor of Arts degree in Economics and a Bachelor of Integrated Bar of the Philippines. She obtained her Bachelor of Business Administration and
Science degree in Commerce, major in Accounting. Accounting degrees and Bachelor of Laws (magna cum laude) from the University of the
East.
Training/continuing education include: Corporate Governance and Financial Technology
(RCBC); Sustainability Reporting, and Customer Due Diligence and Trade-Based Money Training/continuing education include): Sustainability, and Customer Due Diligence and
Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online Sexual Exploitation of Trade-Based Money Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online
Children Coursed through Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); Sexual Exploitation of Children Coursed through Banks and MSBs, and ML/TF Typologies
BSP Supervisory Assessment Framework to replace CAMELS and ROCA Rating Systems for (ABCOMP and BAIPHIL); BSP Supervisory Assessment Framework to replace CAMELS and
BSFIs (ABCOMP and BAIPHIL); Building Better Bankers: Fostering a Stronger KYE Program ROCA Rating Systems for BSFIs (ABCOMP and BAIPHIL); Investment, Trust and Estate
(ABCOMP); Leveraging on FinTech: Financial Services Under the New Economy Arrangement Management (Wealth Management Center for Communication and Research, Inc.); Building
(ABCOMP); Executive Briefing Center: Plenary- Culture, Innovation, & Transformation (AWS- Better Bankers: Fostering a Better KYE Program (ABCOMP); Leveraging on FinTech:
YGC); Executive Briefing Center: Industry Block 1: Banking, Financial Services, and Insurance Financial Services Under the New Economy Arrangement (ABCOMP)
(AWS-YGC); Understanding Climate Risks: Launch of The ASEAN Climate Governance
Network (CGM)
Vaughn F. Montes, Ph.D.
Independent Director
Gabriel S. Claudio Filipino, 71
Filipino, 67 Mr. Montes has been an Independent Director of the Bank since September 2016. He is a
Teaching Fellow on Corporate Governance courses at the Institute of Corporate Directors
Mr. Claudio has been an Independent Director of the Bank since July 2016. He has (ICD). He is a Director of the Center for Excellence in Governance, and President of the
directorships in Ginebra San Miguel, Incorporated; Risk & Opportunities Assessment Center for Family Advancement. He is a national consultant for Risk Management to the
Management; Conflict Resolution Group Foundation (CORE); Toby’s Youth Sports National Economic and Development Authority’s Public-Private Partnership (PPP) Center
Foundation; and the Philippine Amusement and Gaming Corporation (PAGCOR). He served under an ADB technical assistance grant. He is a Trustee and Founding Fellow of the
as political adviser to former presidents Fidel V. Ramos and Gloria Macapagal-Arroyo and Foundation for Economic Freedom. He is also currently a Trustee at Parents for Education
held various positions in the Cabinet and government, including Presidential Political and Foundation (PAREF), and Chairman and President at PAREF Southridge School for Boys.
Legislative Adviser, Chief of the Presidential Legislative Liaison Office, Cabinet Officer He worked in Citibank for over a period of 25 years in various capacities including: Senior
for Regional Development for Eastern Visayas, and Acting Executive Secretary. He also Economist in the Philippine Debt Restructuring Committee; Head of the International
previously served as Chairman of the Board of Trustees of the Metropolitan Water and Corporate Finance Unit; and Director and Head of Public Sector. He worked as an Associate
Sewerage System, Director of the Development Bank of the Philippines, and Director of the Economist at the Wharton Econometric Forecasting Associates in Philadelphia, USA. He
Philippine Charity Sweepstakes Office. He has a Bachelor of Arts in Communication Arts has a PhD in Business Economics from the Wharton Doctoral Programs, University of
degree from the Ateneo de Manila University. Pennsylvania, USA; a Master of Science in Industrial Economics degree from the Center for
Research and Communications (now University of Asia and the Pacific), and a Bachelor of
Training/continuing education include: Corporate Governance and Financial Technology Arts in Economics degree from the Ateneo de Manila University.
(RCBC); Corporate Governance and Crisis Management (Ginebra San Miguel, Inc.- GSMI);
Best Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed Training/continuing education include: Corporate Governance and Financial Technology
through Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory (RCBC); Sustainability Reporting, and Customer Due Diligence and Trade-Based Money
Assessment Framework to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP Laundering (RCBC); Best Practices to Manage ML/TF Risks from Online Sexual Exploitation
and BAIPHIL); Building Better Bankers: Fostering a Better KYE Program (ABCOMP); of Children Coursed through Banks and MSBs, and ML/TF Typologies (ABCOMP and
Leveraging on FinTech: Financial Services Under the New Economy Arrangement (ABCOMP) BAIPHIL); BSP Supervisory Assessment Framework to replace CAMELS and ROCA Rating
Systems for BSFIs (ABCOMP and BAIPHIL); Building Better Bankers: Fostering a Better KYE
Program (ABCOMP); Leveraging on FinTech: Financial Services Under the New Economy
Arrangement (ABCOMP)
Juan B. Santos
Independent Director Advisory Board Members
Filipino, 83
FRANCIS C. LAUREL
Mr. Santos has been an Independent Director of the Bank since November 2016. He serves
as Lead Independent Director of the Bank. He holds director, trustee, and advisory positions Mr. Laurel holds the following concurrent positions: President and Chief Executive Officer
in various companies as detailed below. Prior to joining the Bank, he was the Chairman of of the following Toyota Dealerships, Toyota Batangas City Inc., Toyota Camarines Sur Inc.,
the Social Security Commission. He served briefly as Secretary of Trade and Industry and Toyota Albay; Member of the Board of Regents, University of the Philippines (UP); Member
was CEO and Chairman of Nestle Philippines, Singapore, and Thailand. He also served as of the Board of Trustees, UP Los Baños College of Economics and Management Foundation
Director of various publicly listed companies, including PLDT, Philex Mining Corporation, Inc.; President and Member of the Board of Trustees, Philippine-Japan Society, Inc.; and
San Miguel Corporation, Equitable Savings Bank, Inc., and PCI Leasing and Finance, Inc. Senior Adviser, Philippines-Japan Economic Cooperation Committee, Inc. Mr. Laurel holds
He has a degree in Foreign Trade from the Thunderbird School of Management in Arizona, a Bachelor of Science degree in Agriculture, major in Agribusiness Management (magna
USA and has completed an Advanced Management Course at the International Institute cum laude) from the University of the Philippines and a Master’s degree in Business
for Management Development in Lausanne, Switzerland. He holds a Bachelor of Science in Administration from the Kellogg School of Management at Northwestern University.
Business Administration degree from the Ateneo de Manila University.
Training/continuing education include: Advanced Corporate Governance Training (ICD); HIROKI NAKATSUKA
Best Practices to Manage ML/TF Risks from Online Sexual Exploitation of Children Coursed
through Banks and MSBs, and ML/TF Typologies (ABCOMP and BAIPHIL); BSP Supervisory Mr. Nakatsuka is currently the General Manager of Asia Growing Markets Department, Tokyo
Assessment Framework to replace CAMELS and ROCA Rating Systems for BSFIs (ABCOMP of Sumitomo Mitsui Banking Corporation(SMBC). He used to be the General Manager of
and BAIPHIL); Building Better Bankers: Fostering a Stronger KYE Program (ABCOMP); the Manila branch and the Chief Representative of the Manila Representative Office of
Executive Briefing Center: Industry Block 1: Banking, Financial Services, and Insurance (AWS- SMBC. During his stay in Manila, he was also the Director of the Bankers Association of the
YGC) Philippines.
Laurito E. Serrano YVONNE S. YUCHENGCO

Filipino, 61 Ms. Yuchengco is also Chairperson and Director of RCBC Capital Corporation; Chairperson/
President and Director of the Philippine Integrated Advertising Agency, Inc.; Vice
Mr. Serrano has been an Independent Director of the Bank since March 2019. He was part Chairperson and Director of Malayan Insurance Company, Inc.; President and Director
of the Audit & Business Advisory Group and a partner of SGV & Co. - Corporate Finance of MICO Equities, Inc., Member of the Board of Trustees of AY Foundation, Inc.; and
Consulting Group before joining companies in general finance and special project functions. Chairperson/Director, Yuchengco Museum, Inc.
He is currently in the financial advisory practice with clients mostly in the private sector
and has over 30 years of experience in the management and execution of engagements
involving fund raising, business/asset acquisitions, public offerings, securitization, and
project development works. His past experience also includes, among others, directorships
in Metro Global Holdings Group; Metro Rail Transit Group; Travellers Hotels Philippines, Inc.
(Resorts World); MJCI Investments, Inc.; United Paragon Mining Corp.; Sagittarius Mining
Corporation; APC Group, Inc.; and Philippine Veterans Bank. Mr. Serrano has a Master’s
degree in Business Administration from the Harvard Graduate School of Business and holds
a Bachelor of Science degree in Commerce, major in Accounting, from the Polytechnic
University of the Philippines.
Training/continuing education include: Corporate Governance Orientation Program

(Institute of Corporate Directors); Best Practices to Manage ML/TF Risks from Online
Sexual Exploitation of Children Coursed through Banks and MSBs, and ML/TF Typologies
(ARCCO-Phil.); BSP Supervisory Assessment Framework to replace CAMELS and ROCA
Rating Systems for BSFIs (ABCOMP and BAIPHIL); Crypto Assets for Corporates (Center for
Global Best Practices); Revised Corporation Code of the Philippines (Center for Global Best
Practices); Building Better Bankers: Fostering a Better KYE Program (ABCOMP); Leveraging
on FinTech: Financial Services Under the New Economy Arrangement (ABCOMP)
REDENTOR C. BANCOD HORACIO E. CEBRERO III JOHN THOMAS G. DEVERAS RICHARD C. LIM EMMANUEL T. NARCISO ANGELITO M. VILLANUEVA
Senior Executive Vice Senior Executive Vice Senior Executive Vice Executive Vice President Executive Vice President Executive Vice President
President President President
MA. CHRISTINA P. ALVAREZ MARITA E. BUENO ELIZABETH E. CORONEL ATTY. GEORGE GILBERT BRENT C. ESTRELLA
First Senior Vice President First Senior Vice President First Senior Vice President G. DELA CUESTA First Senior Vice President
First Senior Vice President
FLORENTINO M. MADONZA JANE N. MAÑAGO ALBERTO MAGNO N. DR. ROBERT B. RAMOS BENNETT CLARENCE
First Senior Vice President First Senior Vice President PEDROSA First Senior Vice President D. SANTIAGO
First Senior Vice President First Senior Vice President
ROWENA F. SUBIDO MARIA ANGELA V. TINIO ATTY. RAMIL M. DE VILLA MARIA CECILIA F. NATIVIDAD ALINE A. NOVILLA JUAN GABRIEL R. TOMAS IV
First Senior Vice President First Senior Vice President Senior Vice President Senior Vice President Senior Vice President Senior Vice President
142 Senior Management Profiles
Redentor C. Bancod Emmanuel T. Narciso
Senior Executive Vice President Executive Vice President
Chief of Staff, Head of the Information Technology Shared Services and Operations Groups Head of Global Transaction Banking Group
Previous Positions: Vice President and General Manager, Central Systems Asia of Sun Life Previous Positions: Group Head for Transaction Banking, BDO Unibank, Inc.; Head of
Financial, Asia and Senior Vice President and Chief Technology Officer of Sun Life of Canada Business Banking Division (Philippines), and Head of Payments and Cash Management
(Philippines) Inc. • Education: Master’s in Business Administration degree, Northwestern for Vietnam and Philippines, Hongkong and Shanghai Banking Corporation; Head of
University, Kellogg School of Business, and Hong Kong University of Science and the Corporate Transaction Banking Division, Security Bank Corporation; and Business
Technology; Bachelor of Arts degree in Philosophy, University of the Philippines; candidate Development Head for Global Transaction Services, Citibank N.A. Philippines; started
for a Master of Science degree in Information Management, Ateneo de Manila University; and his career in banking as an Analyst/Programmer, Bank of the Philippine Islands in 1984 •
post-graduate studies, Asian Institute of Management Education: Bachelor of Arts in Economics degree (Honors Program), Ateneo de Manila
University; and Master’s degree in Business Management, Asian Institute of Management
(Citibank scholar)
Horacio E. Cebrero III
Senior Executive Vice President
Head of Treasury Group Angelito M. Villanueva
Until March 4, 2022 Executive Vice President
Chief Innovation and Inclusion Officer and Group Head of Digital Enterprises and Innovation
Previous Positions: Treasury Sector Head in-charge of the Treasury, Wealth Management Group
and Credit Management Groups, Philippine National Bank; Treasurer, East West Banking
Corporation; Chief Dealer, Citibank N.A.; Vice President for Treasury Group, Asian Bank Previous Positions: Known financial technologies (fintech) industry leader, with over 20
Corporation; Manager for Financial Markets, AB Capital and Investment House; Manager for years of combined experience and expertise on telecommunications, payments, money
Financial Markets, Anscor Capital and Investment House; Manager for Trust and Investments transfer, consumer banking, digital transformation, strategy, and marketing; award-
Division, Asian Savings Bank; Account Officer, Asia Trust Development Bank; Account winner, with over 50 local and global accolades on digital transformation, including digital
Supervisor for Branch Treasury Marketing and Loans & Credit Analyst for Loans and Credit innovations; named as the first and only Filipino in the Top 100 Asian FinTech Leaders;
at the branch, Far East Bank & Trust Company; Director and Chairman, PNB Europe and PNB Previous Positions: started the PLDT Group’s FinTech’s business; among the founding
Capital and Investment; Director, PNB Forex Corporation and AIG Philam Savings Bank • executives of PayMaya wallet; Managing Director, FINTQnologies Corp.; Member of the
Education: Bachelor of Science in Commerce degree major in Marketing Management and Board of Directors, FINTQnologies and FINTQSurelite Insurance Agency; KasamaKa Financial
earned units for a Master’s in Business Administration degree, Graduate School of Business Inclusion Movement; Head, Customer Strategy and Market Activation, Visa; Consultant on
Economics, De La Salle University; attended and finished the Stanford Senior Executive Mobile Money Transfer in Mongolia, IFC World Bank Group; Monitoring and Evaluation (M&E)
Leadership Program (SSELP), Stanford University’s Arthur and Toni Rembe Rock Center in Consultant, Department of Social Welfare and Development-World Bank; Head, Mobile
Hong Kong Financial Services-Smart Communications, Inc.; Regional Manager for Marketing and Special
Projects, APAC and EMEA at BCD Travel; Executive Director and Vice President, Luntiang
Pilipinas (Green PH) Foundation, Inc.; Chief of Division, Overseas Correspondent Banking
John Thomas G. Deveras Department, Global Banking Group, Land Bank of the Philippines; Senior Research Associate
Senior Executive Vice President and Associate Editor, Economist Intelligence Unit (EIU) Phils; Chairman and Trustee, Fintech
Head of Strategic Initiatives and Asset Management & Remedial Group Alliance Philippines; President and Trustee, Gov Nestor A. Espenilla Jr. Institute for Growth
towards National Inclusion, Transformation and Empowerment (IGNITE); Director, Asia
Previous Positions: FIG Investment Officer, International Finance Corporation (IFC); Senior Board of Directors, Mobile Ecosystem Forum • Education: Bachelor of Arts in Political
Vice President and Head of the Remedial Management Group, Philippine National Bank, and Science degree, University of Santo Tomas; Master’s in National Security Administration,
President, PNB Capital; key member of the SE Asian Mergers & Acquisitions (M&A) Team, National Defense College of the Philippines; Master’s in Public Administration (Magna Cum
Tokyo-Mitsubishi International (Singapore); started his formal banking career with Citibank in Laude), University of Santo Tomas
1989 • Education: Bachelor of Science in Management Engineering degree, Ateneo de Manila
University; Master’s in Business Administration, University of Chicago
Ma. Christina P. Alvarez
Richard C. Lim Head of Corporate Planning Group
Executive Vice President
Head of Retail Banking Group Previous Positions: more than 25 years of experience in the financial services industry,
from credit to corporate and financial planning (over 14 years with the Corporate Planning
Previous Positions: Chief Operating Officer, RCBC Savings; Head of Retail Banking, Group of RCBC) • Education: Management Economics degree, Ateneo de Manila University;
Executive Vice President, Head of Retail Marketing Management, Assistant Vice President Master’s in Business Management degree, Asian Institute of Management
for Cash Management Services, Head of Consumer Sales Department, and Cluster Head
for Binondo Manila area, Maybank, Inc.; Manager for Binondo Branch, Philam Bank-AIG;
Assistant Manager/Sales Officer, International Exchange Bank; Marketing Officer, Banco De
Oro; Marketing Associate, Urban Bank; Officer’s Assistant at Cash Department, China Bank •
Education: Bachelor of Science degree major in Biology, University of Santo Tomas
Marita E. Bueno
First Senior Vice President Florentino M. Madonza
Chief Data Scientist and Head of Data Science and Analytics Group First Senior Vice President
Until June 1, 2022 Head of Controllership Group
Previous Positions: Group Head for the Data Science and Analytics Group, Union Bank of the Previous Positions: External Auditor, Sycip, Gorres, Velayo & Co.; held various positions
Philippines; held various positions in the credit card business and risk management, Citibank in Accounting and Controllership for over 25 years • Education: Bachelor of Science
in New York; Chief of Staff to the Chief Risk Officer for Asia Pacific, Citibank in Hong Kong; in Commerce major in Accounting (Cum Laude), Araullo University; a Certified Public
Vice President for Decision Management and Regional Director for Decision Management, Accountant.
Citibank in Singapore; and managed the scored underwriting policy for Small Business
Financial Services and account management credit policy for the retail business, JP Morgan
Chase in New York • Education: Bachelor of Science degree in Computer Science (Magna Jane N. Mañago, RFC
Cum Laude), and Master’s in Business Administration in Quantitative Analysis, St. John’s First Senior Vice President
University in New York Head of Wealth Management Group
Previous Positions: Extensive exposure in treasury, marketing, product management,

Elizabeth E. Coronel account management, and private banking from her work in Citibank, Equitable Bank, and
First Senior Vice President YGC CSI • Education: Bachelor of Arts in Behavioral Science and Bachelor of Science in
Head of Corporate Banking Group Commerce, major in Business Administration degrees (Cum Laude), University of Santo
Tomas
Previous Positions: Head of the Conglomerates and Strategic Corporates Segment, RCBC;
Senior Vice-President and Officer-in-Charge, Equicom Savings Bank; Vice President
and Co-Head of Corporate Finance Department, Mizuho Corporate Bank-Manila Branch; Alberto Magno N. Pedrosa
Vice-President and Head of Corporate Banking Division IV, Equitable PCIBank; Corporate First Senior Vice President
Relationship Manager in the Global Consumer Bank, Citibank • Education: Bachelor of Treasurer and Head of Treasury Group
Arts degree in Behavioral Science (Cum Laude), University of Santo Tomas; earned MBA Starting March 4, 2022
units, Ateneo Graduate School of Business; a Certificant in Sustainable Finance, Cambridge
Institute for Sustainable Leadership, a Certificant in Circular Economy and Sustainability Previous Positions: Head of Asset Liability Management (RCBC), Head of Asset Portfolio
Strategies, University of Cambridge; a Certificant in Principles of Sustainable Finance, Management (RCBC); Head of Investment & Markets Trading; Chairman Treasury Investment
Erasmus University - Rotterdam Committee; Head of Global Liquid Products Trading, JGSummit Capital Markets,. Head
of FCDU Asset Liability Management, PCIBank. Junior Trader, Bank of Philippine Islands •
Education: Bachelor of Science - Philosophy, London School of Economics
Atty. George Gilbert G. dela Cuesta
Corporate Secretary and Head of the Legal Affairs Group Dr. Robert B. Ramos, CFA, CIPM, CAIA
Previous Positions: General Counsel of various companies such as Asian Terminals, Inc., Trust Officer and Head of the Trust and Investments Group
Mirant Phils. Corporation (now, TeaM Energy), and Hanjin Heavy Industries & Construction
Co. Ltd.; lawyer, Department of Environmental and Natural Resources; started his career at Previous positions: Chief Trust Officer and Chief Investment Officer, East West Banking
Baker & McKenzie/Quisumbing and Torres • Education: Bachelor of Law and Bachelor of Corporation • Education: Bachelor of Science degree in Management Engineering,
Arts in Political Science, University of the Philippines Ateneo de Manila University; Master’s degree in Business Management, Asian Institute of
Management, and in Business Economics, University of Asia and the Pacific; doctorate
degree in Business, De La Salle University; a Chartered Financial Analyst, a Chartered
Brent C. Estrella Alternative Investment Analyst, a Certificant for Investment Performance Measurement, a
First Senior Vice President Registered Financial Consultant, a Certificant in ESG Investing (CFA Institute) and a Certified
Chief Compliance Officer and Head of the Regulatory Affairs Group Treasury Professional
Board member of the Association of Bank Compliance Officers (ABCOMP); Co-Chair of

the ACAMs PH Chapter Previous Positions: 16 years of compliance and risk management Bennett Clarence D. Santiago
experience gained from the Hong Kong and Shanghai Banking Corporation across Southeast First Senior Vice President
Asia (Philippines), the Middle East (UAE), and Sub Saharan Africa (Mauritius); areas of Chief Credit Officer and Head of Credit Management Group
expertise focus on financial crime risk stewardship, regulatory compliance risk stewardship,
compliance monitoring, testing and reviews, risk strategy, oversight and governance, Previous Positions: Head for Small Business Loans under the Consumer Banking Group
operational risk management, compliance operations technology and data analytics, cross- and Head of Credit Risk Control for Commercial Banking, BDO; held various senior risk
functional and multi-jurisdictional project management, organizational development, talent roles at Citi Commercial Bank Unit of Citibank Manila, Union Bank of the Philippines, and
management and transformation; Certified Anti-Money Laundering Specialist • Education: International Exchange Bank • Education: Bachelor of Science in Business Administration
Bachelor of Science in Legal Management degree, Ateneo De Manila University degree, University of the Philippines; units for Masters in Business Administration, Ateneo
Graduate School of Business
Rowena F. Subido Maria Cecilia F. Natividad

First Senior Vice President Senior Vice President
Head of Human Resources Group Chief Marketing Officer and Head, Marketing Group
Previous Positions: Senior Vice President and Lead Human Resources Generalist and Senior Previous Positions: Head of Marketing for the Philippine and Indochina markets, The
Vice President and Head of Human Resources for the Institutional Clients Group, Citibank, Western Union Company; Assistant Vice President and Consumer Marketing Manager,
N.A.; Vice President and Human Resources Head, Citifinancial Corporation; and Human Nestle Philippines, Inc.; over 20 years of professional experience in global and cross border
Resources Head for various retail and manufacturing companies • Education: Bachelor of marketing, strategic planning, brand building, and digital marketing • Education: Bachelor
Science major in Psychology, University of Santo Tomas with; earned units for Master’s in of Science in Management, major in Legal Management degree, Ateneo de Manila University
Psychology degree major in Organizational/Industrial Psychology, De La Salle University
Aline A. Novilla
Maria Angela V. Tinio Senior Vice President
First Senior Vice President Chief Audit Executive and Head, Internal Audit Group
Head of Small and Medium Enterprises Banking Group
Previous Positions: Audit Partner for Financial Services in R.G. Manabat & Co., with more
Previous Positions: Held various positions in RCBC, initially handling Metro Manila and than 15 years of experience in audit, assurance and delivery of other professional services
Luzon as Region Head for Corporate Banking and later on Visayas and Mindanao; Head to a variety of business lines including banking and insurance, mutual funds and fund
of the Commercial and SME Banking segment, and Department Head of Special Account management, real estate and asset financing, business process outsourcing and consumer
Management Division, RCBC; Corporate Banking Account officer, Traders Royal Bank; products; Senior Manager for Assurance Services in the Financial Services Industry Practice,
various positions in PDB Leasing and Finance Corporation, Far East Bank and Trust Isla Lipana & Co.; Assistant Manager, KPMG Hong Kong; started as Associate Auditor,
Company, and the Bank of the Philippine Islands where she headed one of its remedial progressing to the role of audit engagement manager, Manabat San Agustin & Co., CPAs •
management teams • Education: Bachelor of Arts degree in Economics, University of the Education: Bachelor of Science in Business Administration and Accountancy degree (Cum
Philippines; and completed MBA units, De La Salle University Laude), University of the Philippines; passed the CPA Licensure Examination in October
2003
Atty. Ramil M. de Villa

Senior Vice President Juan Gabriel R. Tomas IV
Head of Consumer Lending Group Senior Vice President
Chief Risk Officer and Head, Risk Management Group
Previous Positions: Head of Asset Quality Management in Community Financial Services,
Maybank Phils., Inc, Head of Asset Quality Management in Group Finance, Maybank, Phils., Previous Positions: Head of the Customer Service Support Segment, Operations Group
Inc, Head of Asset Recovery & Litigation in Group Finance, Maybank Phils., Inc; Head covering all Head Office and nationwide Cash Center Operations, RCBC; worked for 15
of the Documentation Unit of Legal Services Department, Premiere Development Bank, years with Citibank N.A. Philippines eventually heading its Capital Markets and Custody
Litigation Lawyer of Legal Department, Premiere Development Bank, Legal Assistant/Officer, Operations; worked for five years with Accenture (formerly Andersen Consulting) under
Premiere Development Bank, Senior Associate, Demetria Escondo Maloloyon Law Offices its Process Competency group; • Education: Bachelor of Science degree in Management,
• Education: Bachelor of Laws (LLB) , University of Santo Tomas, Bachelor of Arts major in Ateneo de Manila University; and Master’s in Business Management major in Finance, Asian
Philosophy, University of Santo Tomas Institute of Management
JOSE LUIS F. GOMEZ ARNIEL VINCENT B. ONG RAYMUNDO C. ROXAS RAUL P. RUIZ ANNA CHRISTINA M. VICENTE
President and Senior Vice President President President Senior Vice President
Chief Executive Officer President, RCBC Bankard Services Rizal Microbank RCBC Securities, Inc. President and CEO of RCBC Leasing
RCBC Capital Corporation Corporation and Finance Corporation
(seconded from RCBC) (seconded from RCBC)
Previous Positions: with extensive Previous Positions: Chief Customer Previous Positions: Started Previous Positions: Head of Previous Positions: Head of the
experience in investment banking, Experience and Risk Officer, RCBC as a Microfinance Consultant Research of RCBC Securities for North Metro Manila Division,
fund management, and corporate Bankard • Senior Vice President, and became Head of Lending 9 years; cumulative 11 years of Small and Medium Enterprises
banking working in reputable Contact Center Management and Branch Operations, Rizal experience heading research in Banking Group, RCBC; has vast
local and foreign institutions such and Digital for HSBC Philippines Microbank; Regional Manager, 3 foreign-based stock brokerage experience in corporate and
as Bank of America N.A., AIG • Various other consumer credit United States Agency for houses in the Philippines;. commercial banking focusing on
Investments Corporation, and leadership roles in HSBC including International Development investment analyst in the Trust marketing, account solicitation,
Peregrine Capital Philippines, Inc.; a stint in HSBC Vietnam • (USAID) Microenterprise Access Banking Group of the former Far credit management and collection
Past President for 2017 & 2018, Certified Financial Risk Manager to Banking Services (MABS) East Bank and Trust Co. Head of as well as acquired skills and
Investment Houses Association by the Global Association of Risk Project; Chief Commercial Officer, Business Development for Africa- competencies for managing and
of the Philippines; Director, Professionals, and former Credit ACCION International Inner Israel Investments Phils. Inc. . • leading teams in achieving loan
Financial Executives Institute of Committee Chairman of the Credit Mongolia Microfinance Company; Education: BA Economics, magna volume, deposit, fee income and
the Philippines (FINEX); Board Card Association of the Philippines Microfinance Department Head, cum laude, from UP Diliman, and net income targets • Education:
of Trustees, FINEX Academy • • Instrumental in the launch of First Isabela Cooperative Bank, obtained his MBA from the same Bachelor of Arts degree in
Education: Master’s in Business the country’s first comprehensive Inc. • Education: Bachelor of university; Chartered Financial Interdisciplinary Studies, Ateneo
Administration degree (graduated private credit bureau • Education: Science degree in Psychology Analyst, and attended the Trust De Manila University
with distinction), Katholieke Double degrees in Management (Cum Laude), Lyceum of the and investment Management
Universiteit Leuven in Belgium; Engineering and Economics, Philippines University; completed course of the American Bankers
Bachelor of Science degree in Ateneo de Manila University a Bank Management Development Association in Northwestern
Management Engineering, Ateneo Course sponsored by the People’s University, Illinois, USA.
de Manila University Credit and Finance Corporation,
University of the Asia & Pacific;
RCBC’s Middle Management
Development Program by De La
Salle University, and Leadership
Development Program by John
Clements Consultancy
146 Senior Officers
Chairperson First Senior Vice Presidents

HELEN Y. DEE Senior Vice Presidents
MA. CHRISTINA P. ALVAREZ
Corporate Vice Chairman Head, Corporate Planning Group JOSE MARIA P. BORROMEO
CESAR E. A. VIRATA Head, Central Funding Division
MARITA E. BUENO
President and Chief Executive Officer Head, Data Science and Analytics Group ENRIQUE C. BUENAFLOR
EUGENE S. ACEVEDO Until June 1, 2022 Head, Corporate Cash Management Segment
Corporate Secretary ELIZABETH E. CORONEL KAREN K. CANLAS

GEORGE GILBERT G. DELA CUESTA Head, Corporate Banking Group Head, Wealth Management Division 2
Head, Legal Affairs Group BRENT C. ESTRELLA ANTONIO MANUEL E. CRUZ, JR.
Chief Compliance Officer and Head, Head, Chinese Banking Segment
Assistant Corporate Secretary Compliance Office / Regulatory Affairs Group
JOYCE CORINE O. LACSON RAMIL M. DE VILLA
Vice President FLORENTINO M. MADONZA Head, Consumer Lending Group
Head, Controllership Group
˜ EDWIN R. ERMITA
Senior Executive Vice Presidents JANE N. MANAGO Chief Security Officer
Head, Wealth Management Group
REDENTOR C. BANCOD BENJAMIN E. ESTACIO
Chief of Staff, Head of Information Technology YASUHIRO MATSUMOTO Regional Service Head, Mindanao
Shared Services and Operations Groups Head, Global and Ecozone Segment
BERNICE U. GASPAR
JOHN THOMAS G. DEVERAS ALBERTO N. PEDROSA Head, Chinese Banking Segment Division 3
Head of Strategic Initiatives and Asset Management Head, Treasury Group
and Remedial Group MARY GRACE P. MACATANGAY
ROBERT ROL RICHARD RAYMOND B. RAMOS Head, Consumer Services & Collection Segment
HORACIO E. CEBRERO III Head Trust & Investments Group
Head, Treasury Group JOSE JAYSON L. MENDOZA
Until March 4, 2022 JOSEPH COLIN B. RODRIGUEZ Head, Metro Manila Division
Head, Subsidiaries Treasury Risk Positions Segment
GERARDO G. MIRAL
Executive Vice Presidents BENNETT CLARENCE D. SANTIAGO Head, Global and Ecozone Segment, Division 2
Chief Credit Officer and
RICHARD C. LIM Head of Credit Management Group MARIA CECILIA F. NATIVIDAD
Head, Retail Banking Group Chief Marketing Officer and Head, Marketing Group
ROWENA F. SUBIDO
EMMANUEL T. NARCISO Head, Human Resources Group ALINE A. NOVILLA
Head, Global Transaction Banking Group Chief Audit Executive and Head, Internal Audit
MARIA ANGELA V. TINIO
ANGELITO M. VILLANUEVA Head, Small and Medium Enterprise Banking Group NANCY J. QUIOGUE
Chief Innovation and Inclusion Officer and Head, Regional Service Head, North Metro Manila
Digital Enterprise and Innovation Group
ELSIE S. RAMOS
Head, Litigation / Labor Division
147 Senior Officers
ISMAEL S. REYES First Vice Presidents MARY CATHERINE T. BUNTUA

Head, Retail Banking - Support Segment Assistant Regional Sales Director, Rockwell
STEPHANIE S. ABENDANO
RAOUL V. SANTOS Head, Wealth Management Division 3 CHRISTINE ROSELLE O. CABACUNGAN
Head, Investment Services Head, Makati Lending Center
JOY PURIFICACION T. ALCANTARA
JOSE RENE Y. SARMIENTO Regional Sales Director, Metro Cebu JOSE MANUEL E. CANIZA
Head, Conglomerates & Strategic Corporate Segment Head, Trading Division
CHARLITO T. ALONSO
LIBERTINE R. SELIRIO Special Projects Director, Small & Medium Enterprise MA. CARMINA P. CARPIO
Head, Global and Ecozone Segment, Division 1 Banking Head, Trust Services Division
JOHAN C. SO CONRADO B. ALUNAN MARIA CARMEN M. CASACLANG

Head, Local Corporate Banking Segment Region Head, Office of Visayas Region Head, Trust Credit Management Division
ELVIRA D. SORIANO CLINT STANLEY D. ANG RHODORA L. CASTRO

Head, Business Center and Lending Center, Head, Employee Relations Division Regional Service Head, South Luzon
Audit Segment 1
SHEILAH R. APOSTOL NATHAN FRANCIS C. CHINCUANCO
CECILIA E. TABUENA Head, Regulatory Affairs Division 4 Head, Business Development Division
Head, Local Corporate Banking Segment
ALVIN F. ASUNCION D’ANGELO T. CO
GIANNI FRANCO D. TIRADO Head, Applications Development Division 6 - Head, FX Spot and Swap Department
Regional Sales Director, West Mindanao Digital Systems Division
SHIRLEY S. CO
JUAN GABRIEL R. TOMAS IV YVONNE LOU O. BADA Head, Wealth Management Division 1
Chief Risk Officer and Head, Risk Management Head, Trade Product Management Department
VIVIAN Y. CO
LEA B. TORRES MA. LYLAH CRISPENA S. BALLARAN Relationship Manager, Wealth Management Division 1
Head, Remedial Management Head, Service Delivery Management
ROMEO R. COMABIG
RAUL MARTIN J. USON ROSELYN P. BARRETTO Regional Sales Director, Central/East Visayas
Head, Branch Services Support Segment Regional Sales Director, Quezon City
NENER G. CONCEPCION
EMMANUEL MARI K. VALDES ROLAND R. BAY Head, Head Office Audit Segment
Head, Metro East Regional Office Regional Sales Director, Cavite Region
RAFAEL N. CRUCILLO
PAULA FRITZIE C. ZAMORA GUILBERTO K. BENEDICTO Head, Global Transaction Banking Group
Head, Financial Institutions and Support Segment Head, CL Internal Sales Auto
ARIEL J. CRUZ
NILO C. ZANTUA MANUEL R. BENGSON, JR. Head, North and Central Luzon Region
Chief Technology Officer Head, Derivatives Trading Department
LILIAN B. CRUZ
LUIS GONZAGA S. BONOAN IT Head, Applications Development
Project Manager, Business Development Division Division 1 - Core Banking Systems
148 Senior Officers
ROSE ANNE M. CRUZ RICARDO B. GONZAGA MARIETA O. MIRANDA

Business Relationship Manager, Sucat Head, Mindanao Division Head, Financial Accounting and Management Division
ANNA MYCHELLE C. CRUZADO FRANCISCO VICENTE O. HILARIO ROBERTO L. MORADA

Head, Global & Ecozone Segment Division I Head, IT Management Services Head, South Luzon Division
FRANCISCO J. DE SILVA TRISTAN JOHN A. KABIGTING SUZETTE Y. NG

IT Head, Applications Development Head, General Accounting and Services Division Head, Chinese Banking Segment Division 2
Division 7 - Back Office Application Systems
ARMI M. LAMBERTE HELEN G. OLETA
CRISPINA S. DEL ROSARIO Head, Portfolio Quality Division Head, Trust Trading Division
Regional Sales Director, North East Luzon
JOSE ROY G. LAPORNO GWENDOLYNN S. PADILLA
SIMPLICIO B. DELA CRUZ, JR. Head, Western Visayas Division Head, Legal Documentation Department
Head, CEVA Division
MARIA ARLENE L. LEYCO CRISELDA Y. PASTORAL
JO ANNE R. DESALES Head, Luzon Division Head, Trust Retail Marketing Division
Assistant Regional Sales Director, Pacific Place
EDWARD NIÑO S. LIM ROSITA T. PECSON
MARIELLA RHEA P. DIZON Head, Consumer Loans Evaluation Segment Regional Sales Director, Northwest Luzon
Assistant Regional Sales Director,
Metro Central/BGC Region JOY T. LIM MARICEL ELENA M. PERALEJO
Head, Financial Planning and Credit Support Division Head, Institutional Distribution Department
EVANGELINE M. DY
Regional Sales Director, Makati ROEL L. LUSTADO RICHARD M. PERALTA
Head, Cross Sell Division Head, Branch Operations & Control Segment
JOEL RIZALDY G. FLOR
IT Head, Applications Development Division 5 - MA. TERESA R. MANOTOK CLARO A. PINEDA III
Workflow Systems and Office Productivity Head, CL Internal Sales Division Head, Wealth Management Support Division
KENNETH MARK F. GARCIA ALMA TERESA I. MENDALLA MICHAEL ANGELO C. RAMOS

Head, Account Management Department 3 Regional Service Head, North Luzon IT Head, Applications Development Division 8 -
Retail Loans Systems
MARIA VILMA U. GARGANERA CESARIA AILEEN R. MERCADO
Business Relationship Manager, The Fort-JY Campos Regional Sales Director, Laguna & South Luzon Ecozone JENNIE R. REIFSNYDER
Head, Standard Quality Assurance
HELEN GRACE D. GAVICA MA ROMINA C. MERESEN and CX Division
Project Director, Applications Development Division 8 - Head, Product Management Division
Retail Loans Systems ALMA D. REYES
MARIE RORECEJACK R. MESINA Regional Sales Director, Central Luzon
SOPHIE B. GO Relationship Manager,
Business Relationship Manager, Tomas Mapua Local Corporate Banking Segment Division 1 FRANCIS NICOLAS G. REYES
Head, Business Site Management Division
RAYMUND C. GOLEZ LINDA D. MINA
Regional Service Head, Visayas Regional Sales Director, Pasig YVONNE A. ROQUE
Head, Capital Market Services Division
149 Senior Officers
RACELIS S. SAMSON DENNIS R. VERGARA MARIBETH D. AMORIN

IT Head, Shared Technology Services Head, Business Intelligence and District Service Head, South Luzon Region
Campaign Management Division
GUIA MARGARITA Y. SANTOS VIRGILIO M. AMORIN, JR.
Head, Wealth Management Division MA. VICTORIA P. VICTORIA District Service Head, Mindanao Region
Head, Cross Sell Division
RENAN L. SANTOS MARIA CRISTINA T. AMPIL
Head, Liquidity Management Division GRACE R. VILLAHERMOSA Head, Credit Services Management Division
Business Relationship Manager, MEPZ 2
CARREN T. SARIA JOSEPH C. ANCHETA
Regional Sales Director, Metro North ABELARDO B. VILLAROSA, JR. Business Relationship Manager, Baguio
Head, Metro Manila Division
ATSUSHI SEGAWA EDWIN R. ANDERSON
Relationship Manager, ABIGAIL SUZETTE F. VIROLA Operations Head, Treasury Operations Department
Japanese Business Relationship Office Head, Commercial Distribution Department
MARICAR C. ANGELES
ANNA LISSA L. SELVA RAMON FORTUNATO S. YBIERNAS III Head, Human Resource Services Division
Relationship Manager, Head, Market and Liquidity Risk Management Division
Local Corporate Banking Segment CHRISLYN C. ARCILLA
Head, Project Development & Joint Venture
RAYMOND JOEL B. SIASAT, JR. Vice Presidents
Region Head, Mindanao Region LETICIA ARMADA
FRANCES RUTH P. ABELLA Program Manager, Smart Customer Acquisition
FRANCISCO G. SINGIAN, JR. Relationship Manager, Wealth Management Division 2 Department
Deputy Head, Funding Management Division
TRINITY MARIE T. ADOLFO MANUEL E. AVILES
PAULINE S. SUA Head, Credit Policy & Asset Quality Regional Sales Director, East Mindanao
Business Relationship Manager, Otis Management Segment
OMAR L. AYALIN
RAMON JAIME R. TABUENA, JR. ROSALIND U. AGUILA Head, Implementation Department
Relationship Manager, Global & Ecozone Operations Head, Customer Care Department
Segment Division 2 JOCELYN SYLVIA E. BADURIA
MA. NINA T. ALBA Head, Talent Management and Analytics Division
TED EDWARD R. TOLENTINO Regional Sales Director, Rizal
Head, Small Enterprise Division 1 JERIK T. BALISI
ENRICO A. ALBANO Operations Head, Trust Operations Department
BENJAMIN C. TOM WONG Assistant Regional Sales Director, Quezon Avenue
OIC - Segment Head, Emerging Corporate JENNYLYN R. BARCELONA
YNA S. ALBERTO Head, Housing Loans,
RANDY B. TORRES Head, Remittance & Payments Services Division Developer Generated Department
Head, Mortgage Product Management Division
TERESA M. AMBROSIO CLARIBELLE S. BAUTISTA-PEREZ
MARIA RHODANA E. VALERIO Project Manager, Business Development Division Head, Regulatory Affairs Division 3
Regional Sales Director, Metro South Region
RONUALDO U. AMBROSIO LALAINE ISABEL D. BEGONIA
Infrastructure Architect, Shared Technology Services District Service Head, South Luzon Region
150 Senior Officers
SHIRLEY K. BENEDICTO JESUS MANUEL M. CASTRO DENNIS I. DE VERA

Assistant Regional Sales Director, Connecticut Unit Head, Marketing-Cabanatuan PLC Head, Credit Appraisal and Investigation Division
ANTHONY B. BERJAMIN PASCUAL L. CEFRE MA. DIVINA GRACIA C. DELA CRUZ

IT Director, Network and Communications Department Head, Business Site Expansion & Branch Risk Manager, Operational Risk
Maintenance Department Management Department
JOE MARCH S. BERNABE
District Service Head, Central Metro Manila DORIS A. CHAVEZ JUAN L. DELGADO, JR.
and Rizal Region Relationship Manager, Regional Sales Director, Davao City
Local Corporate Banking Segment
CELESTE G. BONGON MANUEL R. DELIZO
Regional Sales Director, Makati ARSD 1 ANGELITO C. CHUPECO Deputy Chief Security Officer
Operations Head, Regional Support Center
NICK M. BONITA Department 4 JOHN FRANCIS A. DELOS REYES
Assistant Regional Sales Director, Limketkai Head, CL Internal Sales Housing
MICHELLE B. CHY
JOSE ZERNAN T. BULDA Business Relationship Manager, A. Mabini PERLA L. DEPUSOY
Assistant Regional Sales Director, Imus-Nueno Ave. Relationship Manager,
JOHN PHILIP V. CINCO Global and Ecozone Segment, Division 2
MA. RHEA P. CABANERO Head, Operational Risk Management Department
Independent Credit Review Officer, MARIA CARMEN G. DIAZ
Portfolio Quality Division RHENEE T. COLLAMAR Independent Credit Review Officer,
District Service Head, Visayas Region Portfolio Quality Division
MICHAEL JOHN B. CALUSTRE
District Service Head, Mindanao Region IAN B. CORBILLA MARIA BERNADETTE F. DIMAANDAL
Audit Reviewer & Strategic Projects Officer, Head, Business Center and Lending Center,
ROBERT ALEXANDER O. CAMPOS Internal Audit Audit Segment 2
Head, Ecosystem Build & Market Activation
JESSICA B. CRISTOBAL MARIE ANTHEA VINA D. DIZON
CHARLIE J. CARABEO Head, CL Customer Management & Records Division Assistant Regional Sales Director, San Fernando-JASA
IT Director, Technical Support Department
ERBITO C. CRUZ POMPOSA C. DOTILLOS
ELI GRACE B. CARABEO Assistant Regional Sales Director, Sta. Maria, Bulacan Business Relationship Manager, Fuente Osmeña
IT Director, Operations Command Center
MERCI F. CUARESMA BEVERLY DUNGCA
GINA P. CAROLINO Operations Head, Trade Services Department Head, Business Process Management Department
Head, Know Your Client Department
MELITA R. DARLINGTON SHERWIN A. ESGUERRA
CARLO ANTONIO M. CARPIO Head, AML Monitoring and Reporting Division Business Relationship Manager, Timog
Head, Regional Support Division
MA. KRISTINA P. DAVILA ROY C. ESQUEJO
CLEMENTE A. CARPIO, JR. Head, Business Development Division IT Manager, Data Center Operations Department
Relationship Manager,
Global and Ecozone Segment, Division 1 ARNEL G. DE GUZMAN CECILIA B. EVANGELISTA
Head, Business Intelligence and Campaign Project Director, Information Technology
KATHRINA S. CARRANZA Management Division Shared Services Group
Head, Business Intelligence and
Campaign Management. Division
151 Senior Officers
MERFEL S. FERNANDEZ JEROME J. LAGUSTAN DENISE AMELIA D. MANANZAN

Business Relationship Manager, Luzuriaga Head, Asset Portfolio Management Division Head, Global Macro and Investments Credit Division
MA. THERESA JENNIFER A. FERNANDO NARCISO A. LAPUT ROMULO F. MANUEL

Head, Asset Division Project Director, Applications Development Division 2 Business Relationship Manager, Pasong Tamo
JOEL V. FRANCISCO ANNA G. LEGASPI KAREN KRISTINE L. MARCELO

Head, Business Center Accounting Head, Business Solutions Division Head, Learning and Development Division
and Control Department
CAROLYN L. LIM TRICIA R. MARCELO
RODNEY O. GABATAN Regional Sales Director, Meteo West Regional Office Head, Talent Acquisition Division
Assistant Regional Sales Director, Batangas-Bicol-
MIMAROPA ARSD 1 ROSCHELLE MARGARET S. LIMCO CRISTINA O. MARCIAL
Relationship Manager, Wealth Management Division 3 District Control Manager, North Metro Manila Region
JOSEPH ERICSON L. GALVEZ
Digital Distribution Officer, Commercial LUIS ALFONSO A. LLAGUNO LUISA MERCEDES L. MARTINEZ
Distribute Department Documentation Lawyer, Legal Documentation IT Head, Shared Business Services Division
Department
AIDA C. GATBUNTON MICHAEL H. MARTINEZ
Head, Asset Management, Disbursement and MYRA LIZA L. LORA Region Head, South Luzon Region
Sundry Department District Service Head, North Luzon
DULCE CORAZON J. MATIAS
FERNANDO PASCUALITO R. GENEROSO JOHN LYNDON O. LUDOVICE Head, Financial Planning and Administration Division
IT Head, Applications Development Division 2 - Head, Strategic Planning Office
Loans, Trade and Other Systems Division CLARISSA P. MENDOZA
MARIA PAMELA GRACIA C. MACAPAGAL Relationship Manager, Global and Ecozone Segment,
JOSEPH G. GENTOLIA Head, Corporate and Institutional Distribution Division Division 2
Head, ATM Services Division
LOUCHELLE R. MACARAIG ROBERTO N. MENDOZA
CORA M. GOYAL Head, Management Services Lending Center Head, Central Luzon Lending Center
Head, Digital Branch Support Department
EDUARDO L. MAGCAMIT BRIEN ANICETUS S. MERLE
GEORGE NEIL P. GUERRERO Head, Business Center and Lending Center, District Service Head, South Metro Manila Region
Trader, FX Spot and Swap Department Audit Division 2
MICHAEL JAMES C. MILLA
ATTY. ANGELUZ B. TORRES-GUERZON CECILIO ENRICO P. MAGSINO Lending Center Head, North Luzon Lending Center
Head, Asset Management Support Division District Service Head, South Metro Manila Region
JENNIFER L. MOLINA
VILMA M. GUIDON JOY O. MALIG Segment Head, Credit Evaluation Division
Business Relationship Manager, Tandag Operations Head, Credit and Loans
LORNA A. NACAR
ABRAHAM JOSE JESSIE S. MALUBAY District Service Head, North Luzon Region
IT Director, Technical Support Department Business Relationship Manager, Cubao
JEMELLI E. NERIA
CEZAR B. JUYO JOHAN S. MANALILI IT Head, Applications Development Division 3 -
Applications Architect, IT Management Services Relationship Manager, Global and Ecozone Segment, Head Office Systems
Division 1
152 Senior Officers
RODOLFO C. NICODEMUS, JR. ZENAIDA D. RAMOS DONNA LIZA Y. SEE

Business Relationship Manager, Carlos Palanca Regional Service Head, Central MM & Rizal Relationship Manager, Chinese Banking
Segment Division 2
MICHAEL G. OLIVA CLAUDETTE S. RAYMUNDO
Head, Financial and Business Planning Division Operations Head MELISSA ANN P. SIOSON
Relationship Manager, Conglomerates & Strategic
MIGUEL B. OLIVAR, JR. MARY JANE V. REYES Corporate Segment
Head, Leyte Samar Lending Center Business Relationship Manager, Alabang
RYAN ROY W. SINAON
JOHN ANTHONY M. OLPINDO MICHAEL L. RICAFORT Head, Portfolio Management Department
District Service Head, South Metro Manila Region Chief Economist, Treasury
FRIEDA L. SIY
JENNIFER M. ONA MICHAEL A. RICALDE Relationship Manager, Chinese Banking
Trader, Commercial Distribute Department Relationship Manager, Wealth Management Division 2 Segment Division 3
ARLENE O. PADILLA MARIA ESTHER V. RICALDE JINKY B. SOBREMONTE

Assistant Regional Sales Director, Butuan Relationship Manager, Conglomerates and Strategic Business Relationship Manager, San Lorenzo
Corporates Segment
CARMINA C. PAMILAR MYLES JOSEPH G. SOTELO
Business Relationship Manager, Kapitolyo-Shaw Blvd. MICHAEL A. RICALDE Regional Sales Director, Western Visayas Region
Relationship Manager, Wealth Management Division 2
MARIA PAZ C. PANTOJA ARVIN C. SY
Relationship Manager, Wealth Management Division 2 HELEN T. RIVERO Head, Chinese Banking Segment Division I
Head, Policy Development and
ALVIN A. PEREZ Cost Standards Department CAESAR O. TAGLE
Head, Retail Cash Management Head, Remedial Management & Solutions Division
RAUL A. RODIL
JOSELITO M. PERLADA District Service Head, Visayas Region HAROLD CHRISTIAN S. TALLEDO
Head, Facilities and Records Management Department Head, Regulatory Affairs Division 2
MARIE ANTONEITTE G. RODRIGUEZ
ERIC S. PESTANO IT Head, Applications Development Division 4 - CECILIA S. TAMAYO
Business Relationship Manager, Mactan IT Finance and Maintenance Relationship Manager, Global and Ecozone Segment,
Division 1
RODANTE G. PINEDA DON S. SALDANA
Project Director, Applications Development Division 6 – Unit Head, Marketing-SF Pampanga PLC CYNTHIA S. TENORIO
ATM & Card Systems Head, Systems Integrated Solutions Department
RAYMOND G. SAMPANA
VICENTE H. PURIFICACION, JR. Head, HOAS Division 4 ARUN THAVAREKERE
Project Director, Applications Development Division 8 - Applications Architect, Applications Development
Retail Loans Systems MA. RUBY B. SAN JOAQUIN Division 1 - Core Banking Systems
Head, Management Accounting Department
ROLANDO I. RAMIREZ, JR. SHEILA MARIE O. TIN
Head, Property Management Department LESLIE L. SANCHEZ Business Relationship Manager, Angeles
Business Relationship Manager, Lipa City
RAMIL S. RAMOS NERISSA C. TOLEDO
Business Relationship Manager, Novaliches ANA LIZA M. SANTOS Head, Business Control & Administration Division
District Service Head, North Metro Manila Region
153 Senior Officers
MICHELLE V. TRAJECO
Head, Enterprise Risk Division
GARY R. TUBERA, JR.

Business Relationship Manager, Greenbelt
DAVID U. TY
Relationship Manager, North Luzon Lending Center
IRENE CHRISTI L. URBANOZO

Assistant Regional Sales Director, Western Visayas
JERICHO KONRAD K. UY
Head, Enterprise Fraud Management Department
LIZZA CORAZON C. VALLENTE

Relationship Manager,
Wealth Services & Acquisition Division
MARELIN L. VALLES
Business Relationship Manager, Cagayan De Oro - Velez
LIZA MARIE G. VENGCO

Head, Marketing Communications Division
TRISHA VANESSA L. VENTURA

IT Director, Infrastructure Security
MARIA ELENA V. VILLANUEVA

Head, Global Filipino Banking Segment
JUDITH S. VISTAN
District Service Head, South Luzon Region
MEI FEN T. VISTAN

Relationship Manager, Chinese Banking Segment, Division 2
WINNIE G. YU
Relationship Manager, Wealth Management Division 1
MARY JANE F. ZABALO

Business Relationship Manager,
Palawan National Highway
SUBSIDIARIES JUAN MARCELO M. QUIJANO First Vice Presidents

Head, Credit and Administration
DOMESTIC MA. ANGELA C. MIRASOL
Vice Presidents Group Head, Marketing
CAJEL REALTY CORPORATION JAYWIN R. MINA
Head, Financial Services AILEEN L. DELA CRUZ
Chairman and President Group Head, Human Resources
JOHN THOMAS G. DEVERAS ATTY. CHRISTIAN M. CHAVEZ and Corporate Services
Compliance Officer
Vice President Vice Presidents
MA. THERESA JENNIFER FERNANDO TIMOTHY O. NGAW HYGEIA C. CALAOR
Account Officer, Investment Banking Group Head, Collection
Treasurer
FLORENTINO M. MADONZA GWENDALENE T. DOMINGO KARLO C. GONZALES
Account Officer - Investment Banking Group Head, Fraud Management
Corporate Secretary and Authorization
ATTY. GWENDOLYN S. PADILLA Corporate Secretary
ATTY. SAMUEL V. TORRES CRISTINA V. MACALINAO
Head of Legal Group Head, Credit Policy
ATTY. GWENDOLYN S. PADILLA
SUBSIDIARIES RENAN D. UNSON
Controller Group Head, Information Technology
TRISTAN JOHN A. KABIGTING RCBC BANKARD SERVICES CORPORATION
JOCELYNE D. JANORAS
Chairman Group Head, Financial Accounting
RCBC CAPITAL CORPORATION CESAR E. A. VIRATA
RICARDO ISIDORO M. REYNOSO III
Chairperson Vice Chairman Group Head, Business Development
YVONNE S. YUCHENGCO RAUL M. LEOPANDO
MA. SHENIE S. VALENCIA
President and Chief Executive Officer President and Chief Executive Officer Group Head, Operations
JOSE LUIS F. GOMEZ ARNIEL VINCENT B. ONG
(Seconded from RCBC) MARIA FATIMA MICHELLE V. ANTONIO
Senior Vice President Group Head, Loan Products Management
ARSENIO KENNETH M. ONA Senior Vice Presidents
Investment Banking EUGENIO U. FERNANDEZ ELIZABETH L. BENIN
Chief Finance Officer and Treasurer Group Head, Legal and Compliance
First Vice Presidents
XAVIER Y. ZIALCITA MA. REGINA Y. MILLARE MICHAEL C. BAUTISTA
Senior Account Officer, Investment Banking Chief Operating Officer Group Head, Acceptance Services
CLAUDINE C. DEL ROSARIO MYLENE J. BICO SALVE TIEN C. GATPANDAN

Senior Account Officer, Investment Banking Chief Commercial Officer Division Head, FAD and Cardholder Support
BENJAMIN WILLIAM R. CUMPAS, JR.

Group Head, Sales and Distribution
IRENE D. TAYLO ROBERT M. ILAGAN RCBC FOREX BROKERS

Division Head, Corporate Sales and Partnership Division Head, Authorization CORPORATION
JOSE PAULO I. AGUILERA ROSEBIE J. BRAGADO Chairman

Division Head, Direct Sales and In-House Senior Lead, Vendor Management HORACIO E. CEBRERO III
Sales Channels
HAYDEE ANN M. CASTRO President and Chief Executive Officer
Assistant Vice Presidents Division Head, Salary Loans JOSEPH COLIN B. RODRIGUEZ
RITA REICHEL S. RIVERA
Group Head, Customer Service GODOFREDO A. DAWANG Corporate Treasurer
Division Head, Personal Loans CRISELDA T. ESPINOSA
MARICAR S. SAN PEDRO
Group Head, Internal Audit HERBERT J. DELA CRUZ Corporate Secretary
Division Head, General Accounting and Funding ATTY. SAMUEL V. TORRES
MELLROSE N. PESIGAN
Group Head, Business Transformation MARIEL VICTORIA F. REGALA
Division Head, Employee Rewards and Services RCBC-JPL HOLDING CO., INC.
ADRIANO S. REYES III (Formerly President Jose P. Laurel Rural Bank, Inc.)
Group Head, Business Intelligence and MARIEL S. SALVACION
Data Analytics Senior Lead, Credit Policy Chairman and President
KENNETH MARK F. GARCIA
JUANITA L. BAYUDAN Corporate Secretary
Division Head, IT Operations ATTY. SAMUEL V. TORRES Director / Senior Vice President
LEA B. TORRES
JOHANNA Y. DEE
Division Head, Intra-YGC Sales RCBC SECURITIES, INC. Director / First Vice President-Treasurer
MARIANO JOSE R. LAUREL
JOHN CARLO A. CECILIA Chairman
Division Head, Applications Development RAUL M. LEOPANDO Director / Vice President
ATTY. ANGELUZ B. TORRES-GUERZON
RALPH LAWRENCE M. LAZARO President
Division Head, IT Management Services RAUL P. RUIZ Director / Vice President
ROLANDO I. RAMIREZ, JR.
ROSALINDA D. SANTIAGO First Vice President
Division Head, Management Accounting ANTONIO JOSE K. GARCIA Corporate Secretary
Head, Retail Sales and Online Marketing JEFFREY M. CASTOR
MA. JOSEFA V. BALIGOD
Senior Lead, Business Development Vice President
MARILEN C. BAUTISTA
GRACE PATRICIA T. CAGRO CFO and Head, Operations
Division Head, Merchant Business
Corporate Secretary
MAUREEN P. FRADEJAS ATTY. SAMUEL V. TORRES
Division Head, In-House Collection (X Days)
RCBC LEASING AND FINANCE CORPORATION SUBSIDIARY Assistant Vice Presidents

MITCHELLE P. ADOBAS
Chairperson RCBC RENTAL CORPORATION Head, Microfinance Department and
HELEN Y. DEE Microenterprise Lending Department
Chairman
Vice Chairman of Leasing JOHN THOMAS G. DEVERAS JEAN MELODY P. NARANJO
EUGENE S. ACEVEDO Head, Internal Audit
President and Chief Executive Officer
President and Chief Executive Officer ANNA CHRISTINA M. VICENTE Corporate Secretary
ANNA CHRISTINA M. VICENTE (Seconded from RCBC) JOSEPH DANIEL N. LUMAIN
(Seconded from RCBC)
Treasurer
First Vice President REY JOSE BUMANGLAG NIYOG PROPERTY HOLDINGS, INC.
AMANDO ANTONIO A. BOLUNIA
Credit Support Head Corporate Secretary Chairman and President
(Seconded from RCBC) LIEZEL GONZALES JOHN THOMAS G. DEVERAS
REY JOSE Q. BUMANGLAG Vice President

Treasurer RIZAL MICROBANK, INC. – EVELYN NOLASCO
A THRIFT BANK OF RCBC
MERCY K. CHUA Controller and Treasurer
Head, Marketing Chairman FLORENTINO M. MADONZA
EUGENE S. ACEVEDO
NORBERTO A. DAWA Head of Legal
Head, Operations Vice Chairman ATTY. GWENDOLYNN S. PADILLA
JOHN THOMAS G. DEVERAS
RAUL M. CABATINGAN Corporate Secretary
Marketing Head - Visayas and Mindanao President ATTY. GWENDOLYNN S. PADILLA
RAYMUNDO C. ROXAS
LALAINE MAIZTEGUI
Marketing Head - Luzon Senior Vice President INTERNATIONAL
EMELITA B. ROCERO
KHRISNA B. CALATA Group Head, Branch Lending RCBC INTERNATIONAL FINANCE LTD.
Internal Audit Head
First Vice Presidents Chairman
Chief Compliance Officer MARIANO JOSE R. LAUREL EUGENE S. ACEVEDO
HAROLD CHRISTIAN S. TALLEDO Treasurer
General Manager
Corporate Secretary LIBERTINE B. CUBIO FEDERICO E. AGUS, JR.
LIEZEL A. GONZALES Head, Mindanao Area Lending
Accountant and Company Secretary
Vice Presidents LIU YUEN SHEUNG
MA. HAZEL F. VELASCO
Head, Luzon Area Lending
ASSOCIATES Corporate Secretary

MARIA CHRISTINA C. ORTUA-ANG
HONDA CARS PHILIPPINES, INC.
Assistant Corporate Secretary
President and General Manager CECILE MARGARET E. CARO-SELVAGGIO
MASAHIKO NAKAMURA
Executive Vice President LUISITA INDUSTRIAL PARK CORPORATION

VICENTA BALARBAR
Chairman
Vice President HELEN Y. DEE
YASUNORI MIYAMOTO
President
MARIO C. PAGUIO
Treasurer
VICENTA BALARBAR Treasurer
ELENA F. TRAJANO
Corporate Secretary
PRISCILLA B. VALER Corporate Secretary
ATTY. SAMUEL V. TORRES
ISUZU PHILIPPINES CORPORATION

YGC CORPORATE SERVICES, INC.
President
HAJIME KOSO Chairman & President
HELEN Y. DEE
Executive Vice President and Treasurer
SHOJIRO SAKODA Executive Vice President and Chief Operating
Officer
Vice Presidents LIWAYWAY F. GENER
YOSHIHIRO YANAI
Manufacturing Vice President
ALBERT S. YUCHENGCO
YASUHIKO OYAMA
Sales Treasurer
REVIE B. QUINQUITO
WATARU MIYAMOTO
After-Sales Corporate Secretary
ATTY. SAMUEL V. TORRES
Assistant Vice President
DAVID YANDOC, JR.
Administration
metro manila ADB AVENUE - GARNET

Unit 110 AIC Burgundy Empire Tower
AMORANTO
422 N.S. Amoranto corner D. Tuazon
AYALA
Unit 709 & 710, Tower One
ADB Ave. corner Garnet Rd. Sta. Mesa Heights, Quezon City Ayala Triangle, Ayala Ave., Makati City
11TH AVE. BGC
Ortigas Center, Pasig City Tel. No.: 8253-2097 Tel. Nos.: 8848-6985; 8848 -6984
G/F BGC Corporate Center Bldg.
Tel. Nos.: 8941-9938
11th Ave. corner 30th St.
ANNAPOLIS - MISSOURI AYALA PASEO
Bonifacio Global City, Taguig
ADRIATICO Unit 102 Victoria Plaza Condo G/F 8767 Philamlife Tower
Tel. No.: 8801-0561; 8731-9844
Hostel 1632 G/F Unit 1632 Minium 41 Annapolis St, Paseo De Roxas, Makati City
M. Adriatico St., Malate, Manila Greenhills San Juan Tel. Nos.: 8523-5817; 8812-4066
168 MALL
Tel. Nos.: 8252-9403; 8252-9424 to 25; Tel. No.: 8641-0783
Unit 4H-01 4F, 168 Shopping Mall
8252-9515 AYALA VICENTE MADRIGAL
Soler St., Binondo, Manila
ANONAS Unit 100-B, G/F Vicente Madrigal Bldg.
Tel. No.: 8708-2290
AGUIRRE- BF HOMES 69 Anonas St. corner Chico St. 6793 Ayala Ave., Makati City
G/F Fitness & Beauty Mall Bldg. Project 2, Quezon City Tel. No.: 8801-0962; 8275-5971;
7 AVE. BGC
TH
290 Aguirre Ave. corner Gov. Santos St. Tel. No.: 8928-9762 8727-6953
Unit E2 G/F, W City Center Bldg.
BF Homes, Parañaque City
7th Avenue corner 30th St., Bonifacio
Tel. No.: 8824-5164; 8824-5162 ARANETA CENTER BACLARAN
Global City, Taguig, Metro Manila
G/F Unit 111, Sampaguita Theatre Bldg. 21 Taft Ave., Baclaran
Tel. No.: 8724-5487; 8276-1687;
ALABANG Gen. Araneta St., corner Gen. Roxas St. Parañaque City
8894-9000 loc. 5632
RCBC Bldg., Tierra Nueva Subd. Cubao, Quezon City Tel. Nos.: 8832-3938; 8852-8147
Alabang-Zapote Rd., Alabang Tel. No.: 8912-6049
A. MABINI
Muntinlupa City BACLARAN - QUIRINO
1353 Tesoro Bldg., A. Mabini St.
Tel. No.: 8807-2246 ARNAIZ 3916 Qurino Ave. corner Aragon St.
Ermita, Manila
843 G/F Prudential Life Bldg. Baclaran, Parañaque City
Tel. Nos.: 8526-0424; 8526-0444 to 45;
ALABANG - FILINVEST CORPORATE CITY Arnaiz Ave. Legaspi Vill., Makati City Tel. Nos.: 853-9692; 8551-1593
8526-0468
Units G04 & G05 Vivere Hotel Tel. Nos.: 8869-0430; 8869-0314;
5102 Brigeway Ave. 8869-0306 BANAWE
ABAD SANTOS
Filinvest Corporate City Unit I-K CTK Bldg., 385 Banawe St.
1628 Jose Abad Santos Ave.
Alabang, Muntinlupa City ARRANQUE corner N. Roxas St., Quezon City
Tondo, Manila
Tel. Nos.: 8556-3419; 8856-3416 1001 Orient Star Bldg., Masangkay St. Tel. Nos.: 8742-3578; 8743-0210
Tel. No.: 8251-7369
corner Soler St., Binondo, Manila
ALABANG - MADRIGAL BUSINESS PARK Tel. No.: 8244-7055 BAYANI ROAD
ACROPOLIS
Unit 5 & 6, G/F CTP Alpha Bldg. #37 Bayani Road, AFPOVAI Subd.
191 Triquetra Bldg., E. Rodriguez Jr.
Investment Drive AURORA BOULEVARD - MADISON Fort Bonifacio, Taguig City
Ave. Bagumbayan, Quezon City
Madrigal Business Park Madison 101, Aurora Blvd. Tel. Nos.: 8808-7436; 8808-7469
Tel. Nos.: 8638-0550 to 53
Ayala Alabang, Muntinlupa City corner Madison St., Quezon City
Tel. Nos.: 8802-2916 to 17 Tel. No.: 8531-9360 BEL-AIR
ACROPOLIS - EASTWOOD AVE.
Unit 101 Doña Consolacion Bldg.
Unit G8A-B, G/F MDC 100 Bldg.
AMANG RODRIGUEZ ATY CENTRE 122 Jupiter St., Bel-air, Makati City
188 E. Rodriquez Jr. Ave.
1249 Amang Rodriguez Ave. RCBC Savings Bank Corporate Center Tel. No.: 8519-7711
corner Eastwood Ave.
Dela Paz, Pasig G/F, 26th & 25th Sts., Fort Bonifacio
Bo. Bagumbayan Quezon City
Tel. No.: 8635-5115 Taguig City
Tel. Nos.: 8364-8651; 8366-7265
Tel. Nos.: 8843-3035; 8843-3049;
8843-3051; 8843-3054 to 55;
8843-3043
BETTER LIVING CAMARIN CUBAO EAST CAPITOL DRIVE

14 Doña Soledad, Better Living Subd. Susano Road cor. Palmera Spring, Ali Mall Bldg. 2 Gen. Romulo Ave. G/F Tinity Bldg., 26 East Capitol Drive
Parañaque City Camarin, Caloocan City Cor. P. Tuazon Blvd. Araneta Center Brgy. Kapitolyo, Pasig City
Tel. Nos.: 8525-0429; 8828-9795; Tel. No.: 8961-7239 Cubao, Quezon City Tel. No.: 8721-8971
8828-3095 Tel. No.: 8911-0870
CARLOS PALANCA EASTWOOD MALL
BETTER LIVING - BICUTAN G/F BSA Suites, Carlos Palanca St. D. TUAZON G/F Unit A - 102B, Eastwood Mall
133 Doña Soledad Ave. Legaspi Vill., Makati City G/F Academe Foundation Bldg. Bagumbayan, Quezon City
Brgy. Don Bosco, Better Living Subd. Tel. No.: 8888-6939 47 D. Tuazon St., Sta. Mesa Heights Tel. No.: 8470-6275
Parañaque City Quezon City
Tel. Nos.: 8824-0175; 8823-9232; CARUNCHO Tel. No.: 8731-5806 EDSA CALOOCAN
8659-6204 Prima 3 Commercial Center 520 E. Delos Santos Ave.
7 Caruncho Ave., Pasig City DEL MONTE Kalookan City
BF HOMES Tel. Nos.: 8894-9000 loc 5623 180 Del Monte Ave., Quezon City Tel. No.: 8990-3651
Unit 101 Centermall Bldg. Tel. Nos.: 8712-7570
President’s Ave., BF Homes COMMONWEALTH EDSA TAFT
Parañaque City G/F Verde Oro Bldg. DELA ROSA Giselle’s Park Plaza, EDSA
Tel. No.: 8807-8763 535 Commonwealth Ave. G/F Sterling Center, Ormaza St. corner Taft Ave., Pasay City
Diliman, Quezon City corner Dela Rosa St., Legaspi Vill. Tel. No.: 8779-8626
BINONDO Tel. No.: 8931-5251 Makati City
ETY Bldg., 484 Quintin Paredes St. Tel. No.: 8893-9050 ELCANO
Binondo, Manila COMMONWEALTH - BALARA 676 Elcano corner Lavezares St.
Tel. No.: 8878-3456 local 3612 Block 3 Lot 43 Commonwealth Ave. DELA ROSA - PASONG TAMO Binondo, Manila
Old Balara, Quezon City G/F King’s Court 2 Bldg. Tel. No.: 8242-8684
BLUMENTRITT Tel. No.: 8931-0718 2129 Chino Roces Ave., Makati City
1876 Blumentritt St. corner Andrade St. Tel. Nos.: 8824-6248; 8824-6238; ERMITA
Santa Cruz, Manila CONCEPCION, MARIKINA 8824-6241 550 United Nations Ave., Ermita
Tel. No.: 8743-1316 #21 Bayan Bayanan Ave Concepcion Manila
Uno, Marikina City DILIMAN Tel. Nos.: 8525-5238; 8523-2948;
BONI AVENUE Tel. No.: 8661-7568 Matalino St. corner Kalayaan Ave. 8523-2983; 8523-7640; 8525-5219
617 Boni Ave., Mandaluyong City Diliman, Quezon City
Tel. Nos.: 8533-0280; 8532-5532; CONGRESSIONAL AVENUE Tel. No.: 8925-2148 EVANGELISTA
8533-6335 to 37; 8894-9000 loc. 5223 188 Congressional Ave. cor. Sinagtala Hernandez Bldg., Evangelista St.
St., Quezon City DIVISORIA corner Gen. Alejandrino St.
BUENDIA Tel. No.: 8288-5015 New Divisoria Condo., 628 Sta. Elena Brgy. Bangkal, Makati City
Grepalife Bldg. Divisoria, Manila Tel. No.: 8845-1843
219 Sen. Gil J. Puyat Ave., Makati City CONNECTICUT Tel. No.: 8241-7884
Tel. No.: 8844-1896 51 Connecticut St. FAIRVIEW
Northeast Greenhills, San Juan City E. RODRIGUEZ Medical Arts Bldg., Dahlia St.
C. RAYMUNDO Tel. Nos.: 7744-6348; 8726-9793; 444 E. Rodriguez Sr., Doña Aurora North Fairview, Quezon City
261 Unit C, C. Raymundo Ave. 8894-9000 loc. 5882 Quezon City Tel. No.: 8930-2052
Brgy. Maybunga, Pasig City Tel. Nos.: 8740-4954; 8734-1920
Tel. Nos.: 8532-0304 to 05;
8532-0294
FORT BONIFACIO BURGOS CIRCLE HERMOSA - LIMAY LAS PIÑAS MACAPAGAL AVE. - PEARL DRIVE
Unit 1-D Crescent Park Residences Hermosa St. corner Limay St. Veraville Bldg., Alabang-Zapote Rd. Scape Bldg., Macapagal Ave.
2nd Ave. Burgos Circle, Tondo, Manila Las Piñas City corner Pearl Drive, Business Park 1
Fort Bonifacio, Taguig City Tel. No.: 8251-2414 Tel. Nos.: 8874-1659; 8874-8365; Brgy. 76, San Rafael, Pasay City
Tel. Nos.: 8816-3930; 8816-3938 8894-9000 loc. 5582 Tel. Nos.: 8824-5790
J.P RIZAL-POBLACION
FRONTERA VERDE 773 J.P. Rizal Ave., Brgy. Poblacion LAS PIÑAS - PAMPLONA MAGALLANES
G/F Transcom Bldg., E. Rodriguez Ave. Makati City G/F Elena Bldg., Alabang-Zapote Rd. G/F BMG Centre, Paseo de Magallanes
Frontera Verde Compound, Pasig City Tel. No.: 8815-2493 Pamplona 3, Las Piñas City Makati City
Tel. Nos.: 8706-4721 Tel. Nos.: 8872-6822; 8874-5341; Tel. Nos.: 8808-7604 ; 8808-7787;
KALENTONG 8478-4421 8815-7636
GARNET 49 C & D Bldg., New Panaderos St.
Unit No. 106 Parc Chateau Cond. Kalentong, Sta. Ana, Manila LEE - SHAW BOULEVARD MAGINHAWA
Garnet corner Onyx St., Tel. No.: 8533-6590 Lee Gardens Cond., Shaw Blvd. 129 Maginhawa St., Brgy. Teachers Vill.
Ortigas Center, Pasig City corner Lee St., Mandaluyong City Quezon City
Tel. Nos.: 8570-9141; 8570-6317; KALOOKAN Tel. Nos.: 8634-1497; 8635-5769 Tel. Nos.: 8426-4152 ; 8640 0450;
8570-6319 259 Rizal Avenue Ext., Caloocan City 8426 4063; 8894-9000 loc 5295
Metro Manila LEGASPI VILLAGE
GILMORE Tel. No.: 8365-6701 122 First Global Bldg. Gamboa MAKATI AVENUE
100 Granada St., Valencia corner Salcedo St., Makati City 369 Executive Bldg. Center
Quezon City KAPITOLYO - SHAW BOULEVARD Tel. No.: 8812-4893 Sen. Gil Puyat Ave., Makati City
Tel. No.: 8726-2404 615 Shaw Blvd., Brgy. Kapitolyo Tel. No.: 8897-9384
Pasig City LEVISTE - SALCEDO
GREENBELT Tel. No.: 8631-8178 LP Leviste St. corner San Agustin St. MAKATI RADA
BSA Tower, Legaspi St. Salcedo Vill., Makati City One Legaspi Park, 121 Rada St.
Legaspi Vill., Makati Ctiy KATIPUNAN Tel. No.: 8802-0376 Legaspi Vill., Makati City
Tel. No.: 8845-4051 321 G/F Torres Bldg., Katipunan Ave. Tel. No.: 8915-2046
Loyola Heights, Quezon City LINDEN SUITES
GREENHILLS Tel. No.: 8929-8869 G/F The Linden Suites Tower II MALABON
Unit MA-103 McKinley Arcade 37 San Miguel Ave., Ortigas Center 685 J.P. Rizal Ave., San Agustin
Greenhills Shopping Center LA HUERTA Pasig City Malabon
San Juan City G/F Delos Santos Bldg. Tel. Nos.: 8477-7267; 8477-7269; Tel. No.: 8281-2709
Tel. No.: 8721-2121 1003 Quirino Ave., Lahuerta 8477-7274; 8477-7271
Parañaque City MALATE
GREENHILLS - P. GUEVARRA Tel. Nos.: 8829-6022; 8829-6023; LOYOLA HEIGHTS 470 Maria Daniel Bldg., San Andres St.
G/F Ongapauco Bldg., P. Guevarra St. 8820-7606 G/F MQI Centre, 42 E. Abada St. corner M.H. del Pilar Malate, Manila
Wilson, Greenhills, San Juan City corner Rosa Alvero St., Loyola Heights Tel. Nos.: 8516-4686 to 87; 8516-4690;
Tel. Nos.: 8725-1121; 8724-9368 LAGRO Quezon City 8516-4695
Km 22 Quirino Highway Tel. No.: 8426-6528
H. V. DELA COSTA Greater Lagro, Quezon City MALAYAN PLAZA
Shop 1 G/F, Alpha Salcedo Cond. Tel. No.: 8936-0158 MACAPAGAL AVENUE - EDSA GF Ortigas Malayan ADB Ave.
124 H.V. Dela Costa St. G/F Double Dragon Plaza, EDSA corner Opal Road, Ortigas Center
Salcedo Village, Makati City corner Macapagal Ave., Pasay City Pasig City
Tel. No.: 8731-0722; 8890-0578; Tel. Nos.: 8824-0314; 8824-0322; Tel No.: 8635-5164
8726-4467 7216-9004
MANDALUYONG MOONWALK - PARAÑAQUE OLD STA. MESA PABLO OCAMPO - VENECIA

Unit 102, G/F, EDSA Central Square 2 Armstrong St., Moonwalk Vill. 4463 Old Sta. Mesa, Brgy. 587 G/F Savanna Commercial Center Bldg.
Greenfield Dist., Mandaluyong City Parañaque City Zone 58, Sta. Mesa 1201 Pablo Ocampo-Venecia
Tel. Nos.: 8633-9585; 8637-5381; Tel. Nos.: 8865-6612; 8894-9000 Tel. No.: 8716-0631 Brgy. Sta. Cruz, Makati City
8631-5804; 8894-9000 loc. 5275 loc 5269 Tel. No.: 8802-4749
ONE BONIFACIO HIGH STREET
MARIKINA MORAYTA 5/F PSE Bldg. PACIFIC PLACE
36 Gil Fernando Ave. 828 Nicanor Reyes Sr. St. One Bonifacio High Street Unit 105, G/F Pacific Place Cond.
corner Sta. Ana Extn. Sampaloc, Manila 28th St. corner 5th Ave. Pearl Drive St. corner Amethyst St.
San Roque, Marikina City Tel. Nos.: 8736-2478 Bonifacio Global City, Taguig Ortigas Center, Pasig City
Tel. No.: 8681-6270 Tel. Nos.: 8851-6908 Tel. No.: 8636-6617
MUNTINLUPA
MARULAS National Rd., Putatan ORTIGAS AVENUE - SAN JUAN PADRE RADA
McArthur Highway, Marulas Muntinlupa City Medecor Bldg., 222 Ortigas Ave. 649 Padre Rada St., Tondo, Manila
Valenzuela City Tel. Nos.: 8862-0034; 8862-0737; Greenhills, San Juan City Tel. No.: 8245-0250
Tel. No.: 8291-6634 8403-7137 Tel. Nos.: 8635-7874 to 75; 8635-7860;
8635-7871; 8635-7873 PALANAN - BAUTISTA
MCKINLEY HILLS NAVOTAS - EAST G/F Shalimar Bldg., 3696 Bautista St.
G/F Two World Hill Bldg. Estrella corner Yangco St. ORTIGAS AVENUE Palanan, Makati City
Upper McKinley Rd. Navotas East, Navotas City Unit 104 Grace Bldg., Ortigas Ave. Tel. No.: 8846-4468
McKinley Town Center Tel. No.: 8282-4392 Greenhills, San Juan City
Fort Bonifacio, Taguig City Tel. Nos.: 8941-2473; 8941-2247; PASAY
Tel. Nos.: 8403-1516 ; 8401-6137 NEW MANILA 8894-9000 loc. 5510 2015 Gil Puyat Ave., Pasay City
U/G Hemady Square Bldg. Tel. No.: 8846-6285
MENDIOLA 86 Doña Hemady ORTIGAS EXTENSION
163 E. Mendiola St. corner E. Rodriguez Sr. Ave. G/F Prudentialife Bldg., Riverside Vill. PASAY - LIBERTAD
corner Concepcion Aguila St. Brgy. Kristong Hari, Diliman corner Ortigas Ave. Extn. 2350 Taft Ave. corner Libertad St.
San Miguel, Manila Quezon City Brgy. Sta. Lucia, Pasig City Pasay City
Tel. No.: 8734-0452 Tel. No.: 3414-3683 Tel. No.: 8635-2134 Tel. No.: 8833-8925
MERALCO AVENUE NEWPORT CITY OTIS PASEO DE ROXAS

G/F Regency Bldg., Meralco Ave. Plaza 66 Newport City, Isuzu Manila, 1502 Paz M. Guanzon St. 8747 G/F Lepanto Bldg.
corner Exchange Rd., Ortigas Villamor Airbase, Pasay City Paco, Manila Paseo De Roxas, Makati City
Pasig City Tel. Nos.: 8556-7647 to 48 Tel. No.: 8561-7272 Tel. No.: 8403-7153
Tel. No.: 8710-1030
NOVALICHES P. OCAMPO - FB HARRISON PASIG
MINDANAO AVE. - TANDANG SORA 882 Quirino Highway and Nitang St. G/F Unit Sunrise Center Bldg. 92 Dr. Sixto Ave. corner C. Raymundo
G/F 003 MC Square Bldg. Novaliches, Quezon City 488 Pablo Ocampo Sr. Ave. St. Pasig City
Mindanao Ave. corner Tandang Sora Tel. No.: 8930-6191 Malate, Manila Tel. No.: 8641-6259
Quezon City Tel. Nos.: 8251-7569 to 70; 8251-7576
Tel. No.: 8277-3656 NOVALICHES - GULOD to 77; 8251-7573 PASIG KAPITOLYO
917 Bo. Gulod, Quirino Highway G/F D’Ace Water Spa Plaza
Quezon City P. TUAZON United St. corner Brixton St.
Tel. No.: 8936-8811 12th Ave. corner P. Tuazon Brgy. Kapitolyo, Pasig City
Quezon City Tel. No.: 8654-4423
Tel. No.: 8913-3118
PASIG TOBY’S - C. RAYMUNDO AVE. PIONEER ROXAS BOULEVARD SOUTH HARBOR

Lot 1 & 2, Good Harvest Complex C. 2B Pioneer St., Brgy. Highway Hills Unit 1, Russel St. Mall, Russel St. Harbor Centre I, Chicago St.
Raymundo Ave., Brgy. Caniogan Mandaluyong City corner Roxas Blvd., Pasay City corner 23rd St., Port Area, Manila
Pasig City Tel. Nos.: 8251-8205; 8280-9313 Tel. No.: 8851-7986 Tel. No.: 8527-7312
Tel. No.: 8637-5651
PRESIDENT’S AVE. - PARAÑAQUE ROXAS BLVD. - SERVICE ROAD ST. IGNATIUS
PASIG WESTLAKE Block 9 Lot 22, President’s Ave. Roxas Blvd. corner Arquiza St. Katipunan Ave., St. Ignatius
Unit A, G/F 168 Westlake Bldg. Sucat, Parañaque City Ermita, Manila Quezon City
Pasig Blvd., Brgy. Bagong Ilog Tel. No.: 8398-1740 Tel. No.: 8526-7990 Tel. No.: 8714-0523; 8731-5108
Pasig City
Tel. No.: 8706-4616 QUEZON AVENUE ROXAS BOULEVARD - LIBERTAD STA. MESA
1405 Quezon Ave., Quezon City Unit 103 Coko Bldg. 1 1-B G. Araneta Ave.
PASONG TAMO Tel. No.: 8371-8184 2550 Roxas Blvd., Pasay City Brgy. Doña Imelda, Quezon City
G/F Manila Memorial Park Bldg. Tel. No.: 8821-1226 Tel. No.: 8715-8939
Lumbang Pasong Tamo QUIRINO AVENUE
Makati City 555 Quirino Ave., Tambo SALCEDO VILLAGE STARMALL EDSA - SHAW
Tel. No.: 8813-3369 Parañaque City G/F, Y. Tower II Bldg., Leviste St. 444 EDSA corner Shaw Blvd.
Tel. Nos.: 8851-4694 corner Gallardo St., Salcedo Vill. Mandaluyong City
PASONG TAMO - BAGTIKAN Makati City Tel. Nos.: 8718-2491; 8724-3547
1173 Don Chino Roces Ave. RAON SALES Tel. Nos.: 8894-2288
Brgy. San Antonio, Makati City 653 Gonzalo Puyat St. SUCAT
Tel. No.: 8802-1629 Sta. Cruz, Manila SAN JOAQUIN 2/F Santana Grove, Dr. A. Santos Ave.
Tel. No.: 8733-1661 227 M Concepcion St., San Joaquin corner Soreena St., Sucat
PASONG TAMO - EDSA Pasig City Parañaque City
Wilcon IT Hub, 2251 Chino Roces Ave. RCBC PLAZA Tel. Nos.: 8640-0154 to 55; 8570-7563 Tel. Nos.: 8828-6719; 8828-5615;
Makati City 6819 RCBC Plaza, Ayala Ave. 8894-9000 loc 5081
Tel. No.: 8802-4297 Makati City SAN LORENZO
Tel. No.: 8878-3307 1018 G/F L&Rag Bldg. SUCAT - DR. A. SANTOS AVENUE
PASONG TAMO - PIO DEL PILAR A. S. Arnaiz Ave., Makati City 8223 Dr. A. Santos Ave.
G/F Matrinco Bldg. RELIANCE Tel. Nos.: 8844-7822;8843-1342; Brgy. San Isidro, Sucat
2178 Pasong Tamo, Makati City TV 5 Media Center, Reliance St. 8894-9000 loc 5260 Parañaque City
Tel. Nos.: 8840-5224; 8840-5226 corner Sheridan St. Tel. Nos.: 8828-8236; 8828-8238;
Mandaluyong City SAN ROQUE 8659-7130
PATEROS Tel. No.: 8637-6673 319 J. P. Rizal St., San Roque
54 M. Almeda St. Marikina City T. ALONZO
Bo. San Roque, Pateros ROCKWELL Tel. No.: 8682-6453 1461-1463 Soler St., Sta Cruz, Manila
Tel. No.: 8641-6201 G/F, Phinma Plaza Hidalgo St. Tel. No.: 8733-7865
Rockwell Center, Makati City SANGANDAAN
PEREA Tel. No.: 8898-1505 A. Mabini St. corner Plaridel St. TAFT REMEDIOS
G/F Sunrise Terrace Bldg, Caloocan City 1932 Taft Ave., Malate, Manila
100 Perea Street, Legaspi Vill. ROOSEVELT Tel. Nos.: 8288-8238; 8288-7723 Tel. No.: 8536-6511
Makati City 300 Roosevelt Ave.
Tel. No.: 8731-9876; 8731-5441 San Francisco Del Monte SHAW BOULEVARD - LAWSON
Quezon City G/F SCT Bldg., 143 Shaw Blvd.
Tel. No.: 8372-2413 Mandaluyong City
Tel. No.: 8535-1641
TEKTITE
1904-A East Tower
TOMAS MORATO
169 Tomas Morato St. LUZON BACAO
Yokota Commercial Bldg., Bacao Rd.
Philippine Stock Exchange Center corner Scout Castor Brgy. Bacao 2, Gen. Trias, Cavite
Ortigas Center, Pasig City Quezon City ALAMINOS Tel. Nos.: (046)-437-6125-67;
Tel. No.: 8638-7305 Tel. Nos.: 8355-7066; 8374-0744 Marcos Ave. corner Montemayor St. (02) 8894-9000 local 5384
Poblacion, Alaminos City, Pangasinan
THE BEACON MAKATI TORDESILLAS Tel. No.: (075) 654-1138; 522-6583 BACOOR
G/F The Beacon Roces Tower G/F Metropole Bldg., Tordesillas St. Maraudi Bldg., Gen. E. Aguinaldo
Chino Roces Ave. corner Arnaiz Ave. corner Gil Puyat Ave., Makati City AMPID Highway Brgy. Niog, Bacoor, Cavite
Makati City Tel. Nos.: 8808-2080; 8808-2378; 122 Gen Luna St., Ampid 1 Tel. Nos.: (046) 458-4073; 477-2830
Tel. No.: 8893-4293 8808-1059 San Mateo, Rizal
Tel. No.: (02) 8941-7788 BACOOR - SALINAS
THE FIRM TRINOMA 333 Gen. Emilio Aguinaldo Highway
CVC Law Center, 11th Ave. Space P015B Level 1, Trinoma ANGELES Salinas IV, Bacoor City
corner 39th St., Fort Bonifacio Taguig EDSA corner North Ave. RCBC Bldg., Sto. Rosario St. Tel. Nos.: (02) 8894-9000 loc. 5025
Tel. Nos.: 8519-6880 ; 8519-7690; Quezon City corner Teresa Ave., Angeles City (046) 471-7131; 471-3670; 529-8965
8519-7090 Tel. No.: 8915-2048 Tel. Nos.: (045) 887-2811; 888-8633
BAGUIO
THE FORT JY CAMPOS TUTUBAN ANGELES - STO. CRISTO RCBC Bldg., 20 Session Rd.
JY Campos Center, 9th Ave. G/F Center Mall I, Tutuban Center 243 Sto. Entierro St. Baguio City
Bonifacio Global Center, Taguig City C. M. Recto Ave., Manila Brgy. Sto. Cristo, Angeles City Tel. Nos.: (074) 442-5345 to 46;
Tel. No.: 8815-0003 Tel. No.: 8361-7080 Pampanga 442-2077; 422-0069
Tel. Nos.: (045) 626-2061; 626-2060
THE FORT SUNLIFE VALENZUELA BAGUIO - MABINI STREET
G/F Sunlife Bldg., 5th Ave. 231 McArthur Highway, Karuhatan ANGONO Rm 104, GP Shopping Arcade
corner Rizal Drive Valenzuela City Quezon Ave., San Pedro Upper Mabini St., Baguio City
Bonifacio Global City, Taguig City Tel. No.: 8291-6593 Angono, Rizal Tel. Nos.: (074) 444-2368; 444-2362
Tel. No.: 8553-6310 Tel. No.: (02) 8451-0456
VISAYAS AVENUE BALAGTAS
TIMOG 6 Visayas Ave., Brgy. Bahay Toro ANTIPOLO McArthur Highway, Borol 1st
RCBC Bldg., 36 Timog Ave. Quezon City Antipolo Triangle Mall Balagtas, Bulacan
Quezon City Tel. No.: 8374-9319 Sen. Lorenzo Sumulong Memorial Circle Tel. Nos.: (044) 693-1350 to 51
Tel. No.: 8373-7218 Brgy. San Jose, Antipolo City
WACK-WACK Tel. Nos.: (02) 8696-9130; BALANGA
TIMOG - PICTURE CITY CENTER Unit K Facilities Center Bldg. 8696-9133 to 34 Don Manuel Banzon Ave.
88 Picture City Center, Timog Ave. 548 Shaw Blvd., Mandaluyong City corner Cuaderno St.
Quezon City Tel. Nos.: 8534-4305; 8534-4416 APALIT Balanga City, Bataan
Tel. No.: 3410-7126; 3929-1260 McArthur Highway, San Vicente Tel. Nos.: (047) 237-9693; 237-9695
WEST AVENUE Apalit, Pampanga
TOMAS MAPUA Unit 101 West Insula Condominium Tel. No.: (045) 457-8221 BALER
630 Park Tower Condominium 135 West Ave. Brgy. Bungad Quezon St. corner Bonifacio St.
Tomas Mapua St., Brgy 305 Dist. 5, Quezon City APARRI Poblacion, Baler, Aurora
Sta. Cruz, Manila Tel. No.: 8294-4594 108 J.P. Rizal St., Brgy. Centro 14 Tel. Nos.: (042) 722-0001; 722-0003
Tel. No.: 8734-1207 Aparri, Cagayan
Tel. No.: (078) 888-0348
BALIBAGO BIÑAN - LIIP CAINTA CARMONA

McArthur Highway, Balibago G/F Admin Bldg. Multicon Bldg., FP Felix Ave. People’s Technology Complex (SEZ)
Angeles City Laguna International Industrial Park Cainta, Rizal National Highway Bo. Maduya,
Tel Nos.: (045) 625-5587; 625-5736 Mamplasan, Biñan, Laguna Tel. Nos.: (02) 8645-6716 Carmona, Cavite
Tel. Nos.: (049) 5390167; 5390177; Tel. Nos.: (046) 430-1402; 4331384;
BALIUAG (02) 8894-9000 loc 5324 CALAMBA (02) 8894-9000 loc. 5356
01 JP Rizal St. corner Tagle St. National Highway corner Dolor St.
Baliwag, Bulacan BINANGONAN Crossing, Calamba City, Laguna CAUAYAN
Tel. Nos.: (044) 766-3530; 766-2642; ML Quezon corner P. Zamora St. Tel. Nos.: (049) 545-1720; 545-1930; Calahi Bldg., FN Dy Blvd.
766-2643 Libid, Binangonan, Rizal 545-9174; 545-6166 Cauayan City
Tel. Nos.: (02) 8652-1177; 8570-7518; Tel. Nos.: (078) 652-1157; 897-1509
BATAC 8652-0082 CALAPAN
Marcos Blvd., Batac, Ilocos Norte Homemark Bldg., J.P. Rizal St. CAVITE CITY
Tel. No.: (077) 792-3126 BOAC Camilmil, Calapan City Big 5 Bldg., 633 P. Burgos Ave.
D. Reyes St., Brgy. San Miguel Oriental Mindoro Caridad, Cavite City
BATANGAS Boac, Marinduque Tel. Nos.: (043) 441-0602; 441-0603; Tel. Nos.: (046) 431-2242; 431-2318;
JP Rizal Ave. corner P. Gomez St. Tel. Nos.: (042) 332-0319; (02) 8894-9000 local 5154 (02) 8529-8503; 8894-9000 loc. 5353
Batangas City (02)-8894-9000 local 5385
Tel. Nos.: (043) 723-7870; 723-3105; CANDON CLARK
(02) 894-9000 loc. 5357 BOCAUE National Highway, San Jose Berthaphil 8, Mercedez Benz Bldg.
249 Binang 2nd, Bocaue, Bulacan Candon City, Ilocos Sur MA Roxas Highway, Clarkfield
BAUAN Tel. Nos.: (044) 692-0053; Tel. Nos.: (077) 742-5575; 644-0102 Pampanga
J. P. Rizal St., Poblacion 769-5028; 769-5027; Tel. Nos.: (045) 599-3057; 599-3058:
Bauan, Batangas (02) 8273-7511 CARMELRAY 499-3029
Tel. Nos.: (043) 727-2715; Adm. Bldg., Carmelray Industrial Park 1
(02) 8894-9000 local 5377 CABANATUAN Canlubang, Calamba, Laguna CLARK 2
1051 Burgos Ave. Tel. Nos.: (049) 549-2898; Pavillion XV Clark Center
BEPZ - BATAAN Cabanatuan City, Nueva Ecija 549-1372 to 73 Jose Abad Santos Ave., Bertaphil
Corner Luzon and 8th Ave. Tel. Nos.: (044) 463-5359; 463-8420; III, Clark Freeport Economic Zone
Afab, Mariveles, Bataan 464-7473 CARMELRAY 2 Mabalacat
Tel. Nos.: (047) 935-4021 to 23 Fax No.: (044) 463-5359 Adm. Bldg., Carmelray Industrial Park 2 Tel. Nos.: (045) 499-2162; 499-1168
Bgy. Tulo, Calamba, Laguna
BINAKAYAN CABANATUAN - MAHARLIKA HIGHWAY Tel. Nos.: (049) 545-1295 ; 545-0964; COGEO
Tirona Highway, Binakayan Maharlika Highway 502-6877; 545-0040 Cogeo Trade Hall Bldg., Sitio Kasapi
Kawit, Cavite corner Paco Roman Extn. Brgy. Bagong Nayon, Antipolo City
Tel. Nos.: (046) 434-3060; 434-3382; Cabanatuan City, Nueva Ecija CARMEN - ROSALES Tel. Nos.: 8654-1654; 8654-1656
(02) 8894-9000 loc. 5037 Tel. Nos.: (044) 463-8640; 463-8641 McArthur Highway, Carmen Rosales
Pangasinan CPIP - BATINO
BIÑAN CABUYAO - J.P. RIZAL AVENUE Tel. Nos.: (075) 564-4228; 582-2657; Citigold J.B., Block 1 Lots 5 & 6
126 A. Bonifacio St., Canlalay J.P. Rizal Ave. corner Del Pilar St. 582-7369 Calamba Premiere Industrial Park
Biñan City, Laguna Cabuyao City, Laguna Fax No.: (075) 564-3912 Batino, Calamba, Laguna
Tel. Nos.: (049) 511-9826; 511-9826; Tel. Nos.: (02) 8520-8920; Tel. Nos.: (049) 545-0015; 545-0016;
(02) 8894-9000 loc. 5091 (049) 531-2021 545-0018; 545-0019
DAANG HARI-VERDANA GAPAN ILAGAN - ISABELA LEGAZPI - LANDCO BUSINESS PARK

L & R Bldg., Verdana Village Center Maharlika Highway, Sto. Niño, Gapan RCK Building, Calamagui 2nd G/F Delos Santos Commercial Bldg.
Molino 4 Daang Hari, Bacoor, Cavite City, Nueva Ecija Maharlika Rd., Ilagan Isabela Landco Business Park, Legazpi City
Tel. No.: (046) 2386514 Tel. Nos.: (044) 486-0375; 958-9279 Tel. No.: (078) 624-1158 Tel. Nos.: (02) 8555-8700;
(052) 742-4697 to 98; 742-4695;
DAGUPAN GATEWAY IMUS
RCBC Bldg., A.B. Fernandez Ave. 6RCBC Bldg., Gateway Business Park Esguerra Bldg., Palico IV LEMERY
Dagupan City Brgy. Javalera, General Trias, Cavite Aguinaldo Highway, Imus, Cavite Ilustre Ave., Dist. II, Lemery, Batangas
Tel. Nos.: (075) 653-3440 ; 522-0828 Tel. Nos.: (046) 433-0289; Tel. No.: (046) 417-3784 Tel. Nos.: (043) 411-0901;
(02) 8894-9000 loc. 5349 (02) 8894-9000 loc. 5140
DAGUPAN - TAPUAC IMUS - NUENO AVENUE
Units 101 & 102, RVR Bldg. GENERAL TRIAS Nuevo Ave., Tansang Luma LIMA
Tapuac Dist., Dagupan City 61 Gov. Luis Ferrer Ave. Imus City, Cavite Lima Technology Center
Tel. Nos.: (075) 632-3162; 523-6599 Gen. Trias, Cavite Tel. Nos.: (046) 471-3989; 471-4097; Malvar, Batangas
Tel. Nos.: (046) 437-7348; 437-1508; (02) 8894-9000 loc. 5038 Tel. No.: (043) 981-1849
DASMARIÑAS (02) 8894-9000 loc. 5030
FCIE Cmpd., Governor’s Drive LA TRINIDAD LINGAYEN
Langkaan, Dasmariñas, Cavite GENERAL TRIAS Peliz Loy Centrum Bldg., Km. 5 G/F Columban Plaza, Avenida Rizal
Tel. Nos.: (046) 402-0031 to 33; G/F Samantha’s Place Commercial Bldg. La Trinidad, Benguet East Poblacion, Lingayen, Pangasinan
(02) 8894-9000 loc. 5358 Gov. Drive, Manggahan Tel. Nos.: (074) 424-3344; Tel. Nos.: (075) 542-3840; 632-8238
Gen. Trias, Cavite 424-3346 to 48
DASMARIÑAS - SAN AGUSTIN Tel. Nos.: (046) 402-3008- 09; LIPA
E. Aguinaldo Highway, San Agustin (02) 8894-9000 loc. 5379 LA UNION C.M. Recto corner E. Mayo St.
Dasmariñas, Cavite Quezon Ave. corner P. Burgos St. Lipa City
Tel. Nos.: (046) 683-5869; GMA San Fernando City, La Union Tel. Nos.: (043) 756-0220; 756-2565;
(02) 8529-8119; 8894-9000 loc. 5029 Blk 2 Lot 10, San Gabriel, Tel. Nos.: (072) 242-5575 to 76 (02) 8894-9000 loc 5325
Gen. Mariano Alvarez, Cavite
DMIA BRANCH LITE Tel. Nos.: (046) 520-8710; 890-2672; LAGUNA TECHNOPARK LIPA EXTENSION OFFICE
Diosdado Macapagal International (02) 8894-9000 loc. 5028; 852-08710 LTI Administration Bldg. II Mezzanine, Southern Twin Bldg.
Airport Clarkfield Special Economic Laguna Technopark, Brgy. Malamig V. Malabanan corner P. Torres
Zone Clark Air Base, GMA - CAVITE Biñan, Laguna Brgy. 5, Lipa City, Batangas
Mabalacat, Pampanga Citi Appliance Bldg., Brgy. San Gabriel Tel. Nos.: (049) 541-2756; 541-3271; Tel. Nos.: (043) 7566357 to 59;
Tel. No.: (02) 8894-9000 loc. 5375 Governor’s Drive, GMA, Cavite 544-0719; 502-7159 723-6959; 404-8067;
Tel. Nos.: (046) 890-2365; 972-0317; (02) 8894-9000 loc. 5074
FELIX AVENUE (02) 8894-9000 loc. 5348 LAOAG
Phase 2, De La Paz, Pasig City, Rizal Jackie’s Commercial Bldg. II LIPA - AYALA HIGHWAY
Tel. No.: (02) 8681-7565 GUIMBA J. Rizal St., Laoag City G/F Trinity Business Center
Afan Salvador St., Guimba Tel. Nos.: (077) 772-0616; 772-1765 Ayala Highway, Lipa City
FIRST PHILIPPINE INDUSTRIAL PARK Nueva Ecija Tel. Nos.: (043) 756-6357 to 59;
(FPIP) Tel. No.: (044) 958-3020 LEGAZPI CITY 723-6959
Unit 1 & 2, G/F Oasis Commercial G/ Tyler Bldg., Rizal St. Legazpi City
Center R.S. Diaz Ave., FPIP HACIENDA LUISITA Tel. Nos.: (052) 480-6416; 480-6053;
Brgy. Sta. Anastacia Plaza Luisita., San Miguel, Tarlac (02) 8429-1812; 8429-1819
Sto. Tomas, Batangas Tel. Nos.: (045) 985-1546; 985-1544
Tel. Nos.: (043) 706-9206; 706-9407;
(02) 8894-9000 loc. 5301
LISP III MASBATE MUZON - SJDM PALAWAN NATIONAL HIGHWAY

Science Park III, Admin Bldg. 460 Quezon St., Brgy. F. Magallanes Diaz Bldg., Carriedo St., Brgy. Muzon Lustre Arcade, National Highway
Millenium Drive, Sto. Tomas Masbate City San Jose Del Monte, Bulacan Brgy. Tiniguiban,
Batangas City Tel. Nos.: (02) 8894-9000 loc. 5389 Tel. No.: (044) 893-4928 Puerto Princesa Palawan
Tel. Nos.: (049) 530-9604; 530-9619; (056) 578-1088; 578-1089; 578-1090; Tel. Nos.: (048) 717-0172;
(02) 8894-9000 loc. 5393 NAGA (02) 8894-9000 loc. 5368
MASINAG G/F Crown Hotel Bldg.
LUCENA 259 Sumulong Highway Peñafrancia Ave., Naga City PLARIDEL
Quezon Ave. corner M. L. Tagarao St. Mayamot, Antipolo City Tel. Nos.: (054) 473-9114; 811-9115 to 16; Cagayan Valley Rd., Banga I
Lucena City Tel. Nos.: (02) 8570-7514 (02) 8894-9000 loc. 5390 Plaridel, Bulacan
Tel. Nos.: (042) 710-4086; 710-6461; Tel. Nos.: (044) 795-0688; 670-2289
710-4458; MEXICO BRANCH LITE NAIC
(02) 8250-8208; CLK Bldg., Jose Abad Santos Ave. Capt. C. Nazareno St., Poblacion PUERTO PRINCESA
Brgy. Lagundi, Mexico, Pampanga Naic, Cavite 175 Rizal Ave., Pacific Plaza Bldg.
LUCENA - EVANGELISTA Tel. Nos.: (045) 455-1195; 455-2568 Tel. Nos.: (046) 507-0183; 412-0391; Puerto Princesa City, Palawan
Quezon Ave. cor. Evangelista St. (02) 8894-9000 loc. 5031 Tel. Nos.: (048) 433-0365;
Lucena City, Quezon MEYCAUAYAN - MALHACAN (048) 433-0367
Tel. Nos.: (042) 710-5788; 710-8068; Sterling Square NOVELETA
(02) 8250-8325; 8894-9000 loc. 5369 Sterling Industrial Cmpd. Magdiwang Highway, Noveleta, Cavite RIZAL AVE. GOGON SIRANGAN
Iba Malhacan National Highway Tel. Nos.: (046)-438-2571; 438-8411; Stall 21 VTC Riverside Bldg.
MAGSAYSAY - NAGA Meycauayan City, Bulacan 438-1056; Virac Town Center, Rizal Ave.
G/F Sarap Realty Bldg. Tel. Nos.: (044) 766-3374 (02) 8894-9000 loc. 5026 Gogon Sirangan, Virac, Catanduanes
Magsaysay Ave., Balatas, Naga City Tel. No.: (052) 741-3221; 741-3224
Tel. Nos.: (054) 884-9904; 884-9147; MEYCAUAYAN - REQUINO STREET OLONGAPO
(02) 8894-9000 loc. 5869 831 McArthur Highway 1055 Rizal Ave. Extn. RIZAL ST.- TALISAY
Meycauayan City, Bulacan West Tapinac, Olongapo City LKY Property Holdings Bldg.
MALOLOS Tel. Nos.: (044) 228-2241; 796-0530 Tel. Nos.: (047) 611-0205 to 06; Rizal St., Talisay, Sorsogon City
FC Bldg., McArthur Highway 611-0179 Tel. No.: (056) 211-0969; 211-0973;
Bo. Sumapang Matanda MOLINO 211-4036
Malolos Bulacan G/F RFC Molino Mall, Molino 2 PADRE GARCIA
Tel. Nos.: (044) 794-3524; 813-3820 Bacoor, Cavite 45 A. Mabini, Poblacion ROSARIO EPZA
Tel. Nos.: (046) 477-2278; Padre Garcia, Batangas Cavite Export Processing Zone
MALOLOS - PASEO DEL CONGRESO (02) 825-98967; 8894-9000 loc. 5137 Tel. Nos.: (043) 436-0215 to 16; Rosario, Cavite
Paseo Del Congreso, Catmon 515-7177; Tel. Nos.: (046) 437-6260; 417-1367
Malolos City MONTALBAN (02) 8894-9000 loc. 5148
Tel. Nos.: (044) 791-5989; 798-2093 J. Rizal St. corner Linco St., Balite SAN FERNANDO JASA
Montalban, Rizal PALAWAN Unit 3 & 4, G/F
MARINDUQUE Tel. No.: (02) 8948-1385 RCBC Bldg., Junction 1, Rizal Ave. Kingsborough Commercial Center
EDG Bldg., Brgy. Lapu-Lapu corner National Highway Jose Abad Santos Ave.
Sta. Cruz, Marinduque MORONG Puerto Princesa City San Fernando City
Tel. Nos.: (042) 332-0046; T. Claudio St., Brgy. San Juan Tel. Nos.: (048) 433-2091; 433-2693; Tel. Nos.: (045) 961-5147; 961-5143
(02) 8894-9000 loc. 5373 Morong, Rizal (02) 8894-9000 loc. 5858
Tel. Nos.: (02) 8653-0289; 8691-5245
SAN FERNANDO PAMPANGA SAN PEDRO - NUEVA STA. ROSA-BALIBAGO SUBIC

G/F Emerald Bldg., Dolores National Highway, Brgy. Nueva Carvajal Bldg Old National Highway Precision Tek Bldg., Lot B
San Fernando, Pampanga San Pedro, Laguna Balibago, Sta Rosa, Laguna Rizal Highway, Subic Bay
Tel. Nos.: (045) 961-7614 to 15; Tel. Nos.: (02) 8808-4608; 8520-1788; Tel. Nos.: (049) 534-5017; 534-5018; Freeport Zone, Olongapo CIty
961-4505 8894-9000 local 5027 (02) 520-8443; Fax (049) 534-5017 Tel. Nos.: (047) 252-5023;
252-5025 to 26
SAN FERNANDO SINDALAN SANTIAGO - CENTRO WEST STA. ROSA - BEL AIR
SBC Bldg., McArthur Highway 29 City Rd., Centro West CW Home Depot, Sta.Rosa TABACO
San Fernando, Pampanga Santiago City, Isabela Tagaytay Rd., Brgy. Pulong 232 Ziga Ave., Tabaco City, Albay
Tel. Nos.: (045) 455-0382; 861-3662 Tel. Nos.: (078) 305-2056 to 57 Sta.Cruz, Santa Rosa City, Laguna Tel. Nos.: (02) 8429-1808;
Tel. Nos.: (049) 530-0793; 530-0795 8894-9000 loc. 5367
SAN ILDEFONSO SCIENCE PARK
Cagayan Valley Rd. Poblacion Admin Bldg., LISP 1, Pulo Rd. STA. ROSA PASEO TAGAYTAY
San Ildefonso, Bulacan Brgy. Diezmo, Cabuyao, Laguna Unit 1 Paseo 5 Paseo De Sta Rosa Unit 1 Olivarez Plaza
Tel. Nos.: (044) 797-0521; 797-0523 Tel. Nos.: (049) 543-0105 to 06; Sta. Rosa, Laguna E. Aguinaldo Highway, Tagaytay City
543-0571 Tel. Nos.: (049) 541-2751 to 54; Tel. Nos.: (046) 483-0540 to 42;
SAN JOSE BATANGAS (02) 8420-8020 (02) 8894-9000 loc. 5376
Cameco Bldg., Makalintal Ave. SOLANO
corner J. A. De Villa St. 211 J. P. Rizal Ave. National Highway STA. ROSA - SOLENAD TANAUAN
San Jose, Batangas Solano, Nueva Vizcaya Unit M 20, Bldg. 2, Nuvali Solenad 2 G/F Reyes Bldg., J P Laurel Highway
Tel. Nos.: (043) 726-0053; Tel. Nos.: (078) 326-6678; 326-5559 National Rd., Brgy. Sto. Domingo Poblacion 4, Tanauan City, Batangas
(02) 8894-9000 loc. 5143 Sta. Rosa City, Laguna Tel. Nos.: (043) 778-3700; 778-3600;
STA. CRUZ Tel. Nos.: (049) 530-1482; 530-1384; (02) 8894-9000 loc. 5138
SAN JOSE CITY, NUEVA ECIJA A. Regidor corner Burgos St. (02) 8894-9000 local 5382
Abar 1st, Maharlika Highway Sta. Cruz, Laguna TANAY
San Jose City, Nueva Ecija Tel. Nos.: (049)-510-2136; 501-4586; STA. ROSA - TAGAPO M.H. Del Pilar St. corner J. P. Laurel St.
Tel. Nos.: (044) 958-5090; 958-5097 (02) 8894-9000 loc. 5315 J. Rizal Blvd. corner Tagapo Brgy. Plaza Aldea, Tanay, Rizal
Santa Rosa City, Laguna Tel. No.: (02) 8693-1267
SAN MATEO STA. CRUZ - NATIONAL ROAD Tel. Nos.: (049) 534-3207;
323 Gen. Luna St., Guitnangbayan II Teoxon Bldg., Unit 1, Sitio Narra (02) 8520-8190 TANZA
San Mateo, Rizal Brgy. Labuin, Sta. Cruz, Laguna A. Soriano Highway, Tanza, Cavite
Tel. Nos.: (02) 8948-0199; 8942-6969 Tel. Nos.: (049) 502-9938; 500-9408; STARMALL DAANG HARI Tel. Nos.: (046) 437-7715; 437-1507;
(02) 8894-9000 loc 5383 Starmall Prima, Daang Hari (02) 8894-9000 loc. 5032
corner Molino Rd., Brgy. Molino 4
SAN PABLO STA. LUCIA EAST Bacoor, Cavite TARLAC
Ultimart Shopping Plaza Ground Level, Bldg. 2, Sta. Lucia Mall Tel. Nos.: (02) 8894-9000 loc. 5396 F. Tañedo St., Tarlac City
M. Paulino St., San Pablo City Marcos Highway corner Felix Ave. (046) 435-0437; 435-0439; 435-0440 Tel. Nos.: (045) 982-0820 to 21;
Tel. Nos.: (049) 562-7834; 562-0782 Cainta, Rizal 982-3389
562-0781 Tel. Nos.: 02) 8682-0359; 8645-7911; STARMALL - SAN JOSE DEL MONTE
8682-7126; 8682-5963; 8645-3685 G/F Starmall Bldg., Brgy. Kaypian TARLAC - STO. CRISTO
SAN PEDRO San Jose Del Monte, Bulacan McArthur Highway, Blossomville Subd.
EM Arcade 1 Bldg., Brgy. Poblacion STA. MARIA - BULACAN Tel. No.: (044) 797-0275 Sto. Cristo, Tarlac City
National Highway, San Pedro, Laguna 39 J. P. Rizal St., Poblacion Tel. No.: (045) 382-9133
Tel. Nos.: (02) 8868-9459; 8847-5685; Sta. Maria, Bulacan
8868-5724; 8868-9460 Tel. Nos.: (044) 641-0251; 641-5371
TAYTAY BACOLOD LACSON CADIZ CEBU MANALILI

Manila East Rd., Taytay, Rizal G/F Lourdes C. Bldg. II Abelarde St. corner Mabini St. Tan Sucheng Bldg., V. Gullas St.
Tel. No.: (02) 8286-0490 14th Lacson St., Bacolod City Cadiz City Cebu City
Tel. No.: (034) 432-3441 Tel. No.: (034) 493-0751 Tel. Nos.: (032) 412-3441; 255-0422;
TAYUG (02) 8894-9000 loc 5424
A. Bonifacio St., Brgy. A Tayug BACOLOD - LIBERTAD CALBAYOG
Pangasinan A.U Gomez and Sons Bldg. Magsaysay Blvd. corner Rueda St. CEBU - STO. NIÑO
Tel. Nos.: (075) 572-4800; Libertad Ext., Bacolod City Calbayog City Belmont Hardware Depot Bldg.
(075) 572-6515 Tel. No.: (034) 433-9647 Tel. Nos.: (055) 209-1338; 209-1565; P. Burgos St. corner Legaspi St.
(02) 8894-9000 loc. 5351 Brgy. San Roque, Cebu City
TERESA BACOLOD - MAIN Tel. Nos.: (032) 256-0173; 412-1828;
RCF Building, R. Magsaysay Ave. Rizal St. corner Locsin St. CATARMAN (02) 8894-9000 loc. 5453
San Gabriel, Teresa, Rizal Bacolod City Ang Ley Bldg., JP Rizal St.
Tel. No.: (02) 8570-9693 Tel. No.: (034) 433-7844 Brgy. Sampaguita Catarman CONSOLACION
Northern Samar ADM Bldg., Cansaga
TRECE MARTIRES BACOLOD - SHOPPING Tel. Nos.: (055) 500-9480; 544-9234; Consolacion, Cebu
Brgy. San Agustin, Trece Martires City Hilado Extn., Capitol Shopping Center (02) 8894-9000 loc. 5350 Tel. Nos.: (032) 423-9335; 564-2014;
Tel. Nos.: (02) 8894-9000 local 5036 Bacolod City 564-2052;
(046) 419-2671; 419-3270; 419-2602; Tel. No.: (034) 709-1708 CATBALOGAN (02) 8894-9000 loc. 5742
Del Rosario St., Catbalogan
TUGUEGARAO BACOLOD - MANDALAGAN Western Samar DUMAGUETE
Bonifacio corner Gomez St. Lacson St., Brgy. Mandalagan Tel. No.: (055) 543-9062 Dr. V. Locsin St., Dumaguete City
Centro 7, Tuguegarao City Bacolod City Negros Oriental
Tel. No.: (078) 846-2845 Tel. No.: (034) 434-4691 CATICLAN BRANCH LITE Tel. Nos.: (035) 422-8096;
Jetty Port, Caticlan, Malay, Aklan (02) 8894-9000 loc. 5428
URDANETA BALAMBAN Tel. No.: (036) 288-7644
E.F. Square Bldg., McArthur Highway E.S. Binghay St, Balamban, Cebu ESCARIO
Urdaneta City, Pangasinan Tel. Nos.: (032) 266-9127; 887-6032; CEBU - PASEO ARCENAS N. Escario St., Capitol Site
Tel. Nos.: (075) 568-8436; (02) 8894-9000 loc 5436 Don Ramon Arcenas St. along Cebu City
(075) 656-2289 R. Duterte St. Banawa, Cebu City Tel. Nos.: (032) 255-6404; 412-6943;
BANILAD Tel. Nos.: (032) 236-8012; 236-8017; (02) 8894-9000 loc 5067
VIGAN AS Fortuna St., Banilad, Cebu City (02) 8894-9000 loc. 5452
Plaza Maestro Annex, , Vigan, Tel. Nos.: (032) 346-3892; 346-3894; F CABAHUG
Ilocos Sur 346-7083; CEBU BUSINESS PARK G/F Pacific Square Bldg.
Tel. No.: (077) 722-6512 (02) 8894-9000 loc. 5451 Block 6 Lot 1, Mindanao Ave. F. Cabahug St., Mabolo, Cebu City
corner Siquijor St. Tel. Nos.: (032) 505-5801; 505-5805
BAYAWAN Cebu Business Park, Cebu City
National Highway, Bayawan City Tel. Nos.: (032) 233-6229; 233-5450; FUENTE OSMEÑA
VISAYAS Negros Oriental
Tel. Nos.: (035) 228-3322; 531-0554;
238-6923;
(02) 8894-9000 loc. 5437
Grepalife Tower, Fuente Osmeña
Rotonda, Cebu City
ANTIQUE (02) 8894-9000 loc. 5420 Tel. Nos.: (032) 255-4886; 255-9864;
Del Carmen Bldg., Solana St. CEBU IT PARK (02) 8894-9000 loc. 5445
corner T. Fornier St., San Jose BORACAY Skyrise 4 Building, Lahug, Cebu City
Antique Station 1, Brgy. Balabag Tel. No.: (032) 260-0515
Tel. No.: (036) 540-7025 Boracay, Malay, Aklan
Tel. No.: (036) 288-1906
GUADALUPE KALIBO NORTH RECLAMATION SILAY

63 M. Velez & A. Abellana Sts. Roxas Ave., Poblacion, Kalibo, Aklan G/F CIFC Tower, Humabon St. Rizal St. corner Burgos St.
Guadalupe, Cebu City Tel. Nos.: (036) 268-5108; corner Juan Luna Ave. Silay City
Tel. Nos.: (032) 252-7508; 254-3103; 262-3474; 500-8262 North Reclamation Area, Cebu City Tel. No.: (034) 495-1989
254-5512; 254-3104; Tel. Nos.: (032) 252-9235; 231-7045;
(02) 8894-9000 loc. 5446 LA PAZ - ILOILO (02) 8894-9000 loc. 5448 TABOAN
Calle Luna, Bantud, Iloilo City C. Padilla St., Brgy. San Nicolas
HINIGARAN Tel. No.: (033) 329-1201 ORMOC Cebu City
Rizal St., National Rd., Hinigaran G/F MFT Bldg., Real St. Tel. Nos.: (032) 261-6061; 261-6062;
Negros Occidental LUZURIAGA BACOLOD corner Carlos Tans St., Ormoc City (02) 8894-9000 loc. 5467
Tel. No.: (034) 495- 0505 G/F Golden Heritage Bldg. Tel. Nos.: (053) 255-3454; 520-7538;
San Juan St. corner Luzuriaga St. 300-6142; TACLOBAN
ILOILO Bacolod City (02) 8894-9000 loc. 5449 RSB Bldg., Zamora St.
Iloilo Business Center, JM Basa St. Tel. No.: (034) 432-1543 to 45 corner Sto. Niño St., Tacloban City
corner Arsenal St., Iloilo City OTON ILOILO Tel. Nos.: (053) 888-5276;
Tel. No.: (033) 336-9643 MAASIN LEYTE Madr & Sons Arcade, J.C Zulueta 523-4167; 832-7725;
Tomas Oppus St., Brgy. Abgao St. Oton, Iloilo (02) 8894-9000 loc. 5466
ILOILO LEDESMA Maasin City, Southern Leyte Tel. No.: (033) 336-0306
MJM Bldg., Ledesma St. Tel. Nos.: (053) 381-3854; 570-8282; TAGBILARAN
corner Quezon St., Iloilo City (02) 8894-9000 loc 5131 P. DEL ROSARIO CEBU RCBC Bldg, C.P.G. Ave.
Tel. No.: (033) 388-4370 G/F RCBC Savings Bank Bldg. Tagbilaran City
MACTAN P. Del Rosario St., Kamagayan Tel. Nos.: (038) 412-3555; 501-7536;
JALANDONI - ILOILO MEPZ Bldg., MEPZ 1, Mactan Cebu City (02) 8894-9000 loc. 546
Jalandoni St., San Agustin Lapu-lapu City Tel. Nos.: (032) 255-6182; 255-6702;
Iloilo City Tel. Nos.: (032) 340-1853; 340-1726; (02) 8894-9000 loc. 5066 TALAMBAN CEBU
Tel. Nos.: (033) 338-0212; 337-4785; 340-1282; G/F Ecotrade Bldg., J. Panos St.,
338-2065 (02) 8894-9000 loc. 5431 PANGLAO - BOHOL Talamban, Cebu City
Yap Bldg., Panglao Circumferential Tel. Nos.: (032) 343-7992; 412-1620
JARO MANDAUE Road, Tawala, Panglao Bohol
E. Lopez St. corner Seminario St. A.C. Cortes St., Ibabao Tel. No.: (038) 411-2794; 411-0484; TALISAY
Jaro, Iloilo City Mandaue City 411-2226 South Central Square, Lawaan III
Tel. No.: (033) 320-4075 Tel. Nos.: (032) 346-0025; 346-0948; Talisay City, Cebu
(02) 8894-9000 loc 5432 ROXAS CITY Tel. Nos.: (032) 505-5194; 505-6199;
JCENTRE MALL Plaridel St., Roxas City (02) 8894-9000 loc. 5645
A.S. Fortuna St., Bakilid MANDAUE - M.C. BRIONES Tel. No.: (036) 621-1104
Mandaue City, Cebu Highway Seno, Mandaue City, Cebu TALISAY - BULACAO
Tel. Nos.: (032) 344-2368; 520-3258; Tel. Nos.: (032) 345-8065; 345-8063; SAN CARLOS South Rd., Bulacao, Talisay City, Cebu
(02) 8894-9000 loc. 5435 (02) 8894-9000 loc. 5086 S. Carmona St., San Carlos City Tel. Nos.: (032) 272-2701; 272-2833;
Negros Occidental (02) 8894-9000 loc. 5127
KABANKALAN MEPZ 2 Tel. No.: (034) 312-5141
Guanzon St., Kabankalan City Pueblo Verde, Mactan Economic TOLEDO
Negros Occidental Zone II Brgy. Basak, Lapu Lapu City SARA G/F Toledo Commercial Vill. Bldg.
Tel. Nos.: (034) 471-2316; 746-8177 Tel. Nos.: (032) 340-6895; RCBC Bldg., Don Victorino Rafols St., Brgy. Poblacion
341-2738; 340-8637; Salcedo St., Sara, Iloilo Toledo City, Cebu
(02) 8894-9000 loc. 5439 Tel. No.: (033) 392-0172 Tel. Nos.: (032) 322-7768; 322-7775;
(02) 8894-9000 loc. 5440
MINDANAO CDO - MASTERSON AVENUE

Xavier Estates, Masterson Ave.
DIGOS
RCBC Bldg., J.P. Rizal St.
J.P. LAUREL
G/F Ana Soccoro Bldg.
Upper Balulang, Cagayan de Oro City corner M.L. Roxas St., Digos City J.P. Laurel Ave., Bajada, Davao City
BOLTON DAVAO Tel. Nos.: (088) 856-0528; 856-0530 Davao Del Sur Tel. Nos.: (082) 222-2805; 222-2803
Bolton St., Davao City Tel. Nos.: (082) 553-2560; 553-2319
Davao Del Sur CDO - VELEZ KABACAN
Tel. No.: (082) 222-4428 Velez-Cruz Taal Sts. DIPOLOG National Highway, Poblacion
Cagayan de Oro City General Luna St. corner Lacaya St. Kabacan, Cotabato
BUHANGIN Tel. No.: (088) 856-4982 Dipolog City Tel. No.: (064) 572-2207
2010 Santos Bldg Diversion Rd. Tel. Nos.: (065) 212-6479; 212-2542
National Highway, Davao City COTABATO KIDAPAWAN
Davao Del Sur M Bldg., Quezon Ave. DOLE KMCC Bldg., Dayao St.
Tel. No.: (082) 241-0725 Cotabato City Dole Philippines Pavillion Kidapawan City, North Cotabato
Tel. No.: (064) 421-3575 Cannery Plant Site, Polomolok Tel. Nos.: (064) 577-1572 to 73
BUTUAN South Cotabato
FSUU Bldg. E. Luna St. DADIANGAS Tel. No.: (083) 500-2643 MALAYBALAY
corner P Burgos St, Butuan City Pioneer Ave., Gen. Santos City Don Carlos St., Poblacion
Agusan Del Norte Tel. Nos.: (083) 552-5470; 552- 3034 GEN. SANTOS - NATIONAL HIGHWAY Malaybalay City
Tel. Nos.: (085) 352-7551; 341-8829 National Highway, Brgy. City Heights Tel. No.: (088) 813-3564
DAMOSA GATEWAY MALL Gen. Santos City
CALINAN Damosa Gateway Commercial Complex Tel. No.: (083) 553-8197 MARANDING
National Highway, Poblacion corner JP Rizal Ave. and Mamay Rd. National Highway, Maranding
Calinan, Davao City Lanang, Davao City GENSAN Lala, Lanao Del Norte
Tel. No.: (082) 284-1443 Tel. Nos.: (082) 234-7002; 234-7019 RGH Bldg., J. Catholico Ave. Tel. No.: (063) 227-3702
Lagao, Gen. Santos City
CARMEN CDO DAVAO Tel. Nos.: (083) 553-8880; 553-8883 MARBEL
G/F Macaibay Bldg., Carmen RCBC Bldg., C.M. Recto St. Gen. Santos Drive corner Roxas St.
Cagayan De Oro City corner Palma Gil St., Davao City ILIGAN Koronadal City, South Cotabato
Tel. Nos.: (088) 858-5793; 858-6248; Tel. Nos.: (082) 222-7901 to 03; Lanao Fil-Chinese Chamber of Tel. Nos.: (083) 228-2333; 520-1378
856-2461; 856-2465 221-7903 Commerce Inc. Bldg., Quezon Ave.
corner B. Labao St. Iligan City MONTEVERDE DAVAO
CARRASCAL DAVAO - BAJADA Tel. No.: (063) 221-5443 Door 5 & 6 Veterans Bldg.
National Highway, Brgy. Gamuton J.P. Laurel Ave. corner Villa Abrille St. Monteverde, Davao City
Carrascal, Surigao del Sur Davao City IPIL Tel. Nos.: (082) 227-0858; 222-0115;
Tel. No.: (086) 212-8031 Tel. Nos.: (082) 305-5231; 225-1112 National Highway, Ipil 221-9590
Zamboanga Sibugay
CDO - LAPASAN DAVAO - MATINA Tel. Nos.: (062) 333-2257; 333-2254 NABUNTURAN
Lapasan Highway, Lapasan Karpentrade Bldg., McArthur Highway, SMPTC Bldg, L. Arabejo Ave.
Cagayan de Oro City Matina, Davao City ISULAN Brgy. Poblacion, Nabunturan
Tel. No.: (088) 856-1888 Tel. No.: (082) 227-2008 National Highway corner Lebak Rd. Compostela Valley
Isulan, Sultan Kudarat Tel. Nos.: (084) 817-0141 to 42
CDO - LIMKETKAI DAVAO - QUIRINO Tel. Nos.: (064) 201-3867
Gateway Tower 1, Limketkai Center E. Quirino Ave., Brgy. 3-A OZAMIS
Cagayan de Oro City Poblacion, Davao City Don Anselmo Bernard Ave.
Tel. Nos.: (088) 856-3707; 866-3708; Tel. Nos.: (082) 221-4912; 221-4909; corner Mabini St., Ozamis City
852-1291 300-4288 Tel. Nos.: (088) 521-1559
PAGADIAN TAGUM
RCBC Bldg., Rizal Ave., Pagadian City RCBC Bldg., Pioneer Ave.
Tel. Nos.: (062) 925-0397; 214-1773 corner Quirante II St., Tagum City
Davao del Norte
PANABO Tel. Nos.: (084) 655-6341 to 42;
Greatsun Ventures Bldg. 655-9522
National Highway, Purok Atis
Sto. Niño, Panabo City TANDAG
Tel. Nos.: (084) 629-0048; 629-0038 Pimentel Bldg., Doñasco St.
Tandag, Surigao del Sur
POLOMOLOK Tel. Nos.: (086) 211-3066; 211-3063
B-French St., Polomolok
South Cotabato TORIL
Tel. No.: (083) 500-9161 G/F Felcris Supermarket National
Highway, Toril Davao City
SASA Tel. Nos.: (082) 295-1700; 295-1600
LTG Y12 Bldg., KM9, Bo. Pampanga
Sasa, Davao City VALENCIA
Tel. Nos.: (082) 284-0262; 291-6963; Marchedon Bldg., Sayre Highway
291-6949; 291-6936; 291-6973 Valencia City, Bukidnon
Tel. Nos.: (088) 828-2167
STA. ANA
Monteverde St. corner Sales St. VICTORIA PLAZA
Sta. Ana, Davao City Victoria Plaza Mall, J.P. Laurel Ave.
Tel. Nos.: (082) 221-1794 to 95; Davao City
221-2160 Tel. Nos.: (082) 221-8581; 221-8583
SURALLAH ZAMBOANGA
National Highway corner Mabini St. SIA Bldg., Tomas Claudio St.
Surallah, South Cotabato Zone III, Zamboanga City
Tel. Nos.: (083) 238-3017 to 18 Tel. Nos.: (062) 991-2048; 991-0753
SURIGAO ZAMBOANGA -VETERANS

San Nicolas St. corner Burgos St. YPC Bldg., Veterans Ave.
Surigao City Zamboanga City
Tel. Nos.: (086) 826-1288; 826-4034 Tel. Nos.: (062) 990-1200 to 01
TACURONG ZAMBOANGA - GOV. LIM AVENUE

G/F Acyap Enterprises Inc. Bldg. G/F Jesus Wee Bldg., Gov. Lim Ave.
Alunan Highway cor. Magsaysay Ave. Zamboanga City
Tacurong City, Sultan Kudarat Tel. Nos.: (062) 991-0817
Tel. Nos.: (064) 200-3189; 200-3440
172 Rizal Microbank Branch Directory
LUZON VISAYAS
DIGOS
Roxas Ext., Llanos St., Zone 3
Digos City, Davao del Sur
NASUGBU BALAMBAN Tel. Nos.; (082) 272 1658;
J. P. Laurel St., Brgy. 9, Nasugbu D.C Sanchez St., Sta. Cruz, Sto. Niño (02) 8894-9000 loc. 5710
Batangas Balamban, Cebu
Tel. Nos.: (043) 416-0878; Tel. No.: (02) 8894-9000 loc. 5743 GENERAL SANTOS
(02) 8894-9000 loc. 5706
Door A5, ECA Bldg., National Highway
CONSOLACION City Heights, General Santos City
ROSARIO 812 National Highway, Brgy. Pitogo Tel. Nos.: (083) 552-2700;
Gualberto Ave., Rosario, Batangas Consolacion, Cebu City (02) 8894-9000 loc. 5713
Tel. Nos.: (043) 321-1463; 414-0038; Tel. Nos.: (032) 232-4241;
(02) 8894-9000 loc. 5715 (02) 8894-9000 loc. 5704 KORONADAL
601 GenSan Drive, Brgy. Zone 03
SAN JOSE TALISAY Koronadal City
Liboro St., San Jose G/F, South Agora, Tabulasan Tel. Nos.: (083) 228-3198; 228-7693;
Occidental Mindoro San Isidro St. Talisay, Cebu (02) 8894-9000 loc. 5711
Tel. Nos.: (043) 457-0078; Tel. Nos.: (032) 272-5857;
(02) 8894-9000 loc. 5701 (02) 8894-9000 loc. 5740 TAGUM
Door 9, Cacayorin Bldg.
TANAUAN
Circumferential Rd.
A. Mabini Ave., Tanauan, Batangas
Tel. Nos.: (043) 405-2074; 784-8193; MINDANAO Tagum City, Davao Del Norte
Tel. Nos.: (084) 216-4465;
(02) 8894-9000 loc. 5700
(02) 8894-9000 loc. 5714
BUTUAN
PUERTO PRINCESA Door 1 & 2, CJU Bldg., Langihan Rd.
VALENCIA
Unit 3 ARL Bldg., Rizal Ave. Purok 12, Brgy. Limaha, Butuan City
G/F, JTAM Bldg., Purok 3A
San Miguel, Puerto Princesa, Palawan Tel. Nos.: (085) 225-0298;
Poblacion National Highway
Tel. Nos.: (048) 433-0160; (02) 8894-9000 loc. 5718
Valencia City, Bukidnon
(02) 8894-9000 loc. 5709
Tel. Nos.: (088) 828-5906;
CAGAYAN DE ORO
(02) 8894-9000 loc. 5717
ROXAS BRANCH LITE UNIT G/F, GRC Bldg., Limketkai Drive
Magsaysay St., Bagumbayan Brgy. 35, Cagayan De Oro City
TACURONG BRANCH LITE UNIT
Roxas, Oriental Mindoro Tel. Nos.: (088) 880-3115;
F Daniel Bldg., National Highway
Tel. No.: (02) 8894-9000 loc. 5703 (02) 8894-9000 loc. 5712
Tacurong City, Sultan Kudarat
Tel. No.: (064) 477-0012
DAVAO
G/F, AndaRizal Center
corner Anda and Rizal Sts.
Barangay 3-A, Davao City
Tel. Nos.: (082) 222-3947;
(02) 8894-9000 loc. 5716
173 Subsidiaries and Associates
DOMESTIC RCBC-JPL HOLDING COMPANY, INC.

(Formerly President Jose P. Laurel
HONDA CARS PHILIPPINES, INC.
105 South Main Ave., Laguna INTERNATIONAL
Unit-C Bensar Building, Technopark Brgy. Don Jose
CAJEL REALTY CORPORATION RCBC INTERNATIONAL FINANCE
General Malvar Avenue, City of Sta. Rosa, Laguna
12F Yuchengco Tower, RCBC Plaza LIMITED CENTRAL OFFI CE
Poblacion 3, Sto.Tomas, Batangas Tel. Nos.: (632) 857-7200; 541-1411
6819 Ayala Ave., Makati City Room 701, 7/F, Leeloong Bldg.
Tel. No.: (043) 430-5204 PRESIDENT AND GM:
Tel No.: 8894-9000 loc. 1675 4 Queen Victoria St.
CHAIRMAN AND PRESIDENT: NORIYUKI TAKAKURA
CONTACT PERSON: Central, Hong Kong
KENNETH MARK F. GARCIA
JOHN THOMAS G. DEVERAS Tel Nos.: (852) 2167-7400; 2167-7471
ISUZU PHILIPPINES CORPORATION
RCBC LEASING AND FINANCE 114 Technlogy Ave., Fax No.: (852) 2167-7422
RCBC CAPITAL CORPORATION Email: feagus@rcbc.com
CORPORATION Laguna Technopark, Biñan, Laguna
21F Tower II, RCBC Plaza CONTACT PERSON:
2nd Floor Grepalife Bldg. Tel. No.: (049) 541-0224
6819, Ayala Ave., Makati City MR. FEDERICO E. AGUS, JR.
221 Sen. Gil Puyat, Ave.. Makati City PRESIDENT: HAJIME KOSO
Tel. No.: (632) 8894-9000
Tel. No. : 8403-9852; 8403-9895;
Fax No.: (632) 8845-3457 WORLDWIDE BRANCH
8403-9762; 8403-9766 LUISITA INDUSTRIAL PARK
PRESIDENT AND CEO: Shop 129, 1/F, Worldwide Plaza
PRESIDENT AND CEO: CORPORATION*
JOSE LUIS F. GOMEZ 19 Des Voeux Road,
ANNA CHRISTINA M. VICENTE 48F Yuchengco Tower, RCBC Plaza
6819, Ayala Ave., Makati City Central Hong Kong
RCBC BANKARD SERVICES Tel Nos.: (852) 2501-0703;
RCBC RENTAL CORPORATION Tel. No.: (632) 8894 9559
CORPORATION 2537-8342
2F Grepalife Bldg., 221 Sen. Gil PRESIDENT: MARIO C. PAGUIO
31F Robinsons Equitable Tower Email: feagus@rcbc.com
Puyat Ave. Makati City
cor. ADB Ave. and Poveda St. CONTACT PERSON:
Tel. No.: 8403-9852; 8403-9895; YGC CORPORATE SERVICES, INC.*
Ortigas Center, Pasig City MR. FEDERICO E. AGUS, JR.
8403-9762; 8403-9766 5/F Grepalife Bldg.
Tel. No.: (632) 8688-1888
PRESIDENT AND CEO: 221 Sen. Gil Puyat Ave., Makati City
PRESIDENT AND CEO:
ANNA CHRISTINA M. VICENTE Tel. No.: (632) 894-2887
ARNIEL VINCENT B. ONG
Fax No.: (632) 894-9574
RIZAL MICROBANK, INC – EVP AND COO: LIWAYWAY F. GENER
RCBC SECURITIES, INC.
A THRIFT BANK OF RCBC
21F Tower II, RCBC Plaza
3F AndaRizal Center cor. Rizal
6819, Ayala Ave., Makati City
and Anda Sts. Brgy. 3-A, Davao City
Tel. No.: (632) 8894-9000 loc. 1681
Tel. Nos.: (082) 222-3948
Fax No.: (632) 8889-7643
PRESIDENT: RAYMUNDO C. ROXAS
PRESIDENT: RAUL P. RUIZ
NIYOG PROPERTY HOLDINGS, INC.
RCBC FOREX BROKERS
12F Yuchengco Tower, RCBC Plaza
CORPORATION
6819 Ayala Ave., Makati City
8F Yuchengco Tower, RCBC Plaza
Tel Nos.: (632) 8894-9000 loc. 1675
6819, Ayala Ave., Makati City
PRESIDENT:
Tel. No.: (632) 8894-9012
JOHN THOMAS G. DEVERAS
Fax No.: (632) 8894-9080
PRESIDENT AND CEO:
JOSEPH COLIN B. RODRIGUEZ
LOANS
Product/Service Description
Commercial Loans (Peso and/or Foreign Currency)
Short- Term Revolving Facilities
Non-Trade Facilities
This is a revolving credit facility made available to a client within the approved limit(s) and tenor(s).
Credit Line
This is usually granted to augment a business’ short term working capital requirements.
Accounts Receivable Line (ARL) This is a revolving credit facility that is meant to liquefy a borrower’s accounts receivables.
Bills Purchased Line (BPL) BP is a credit line utilized for the purchase of current-dated local checks.
This is a form of accommodation to eligible clients to allow purchase of checks drawn to individuals / entities other than
Second Endorsed Checks Line (SECP)
the borrower – presenter.
These are credit facilities used to finance the movement of goods / merchandise and services within or across country
Trade Facilities
borders and self-liquidating in nature.
Import / Domestic Trade Facilities
This is a credit facility against which the Bank will issue a written undertaking (i.e., Letter of Credit) given to the seller
Letter of Credit Line upon the instruction of the customer / buyer, to pay at sight or at a determinable future date within a prescribed time
limit and against stipulated documents.
This is a credit facility granted by the Bank to finance bills drawn under domestic or import LCs issued by the Bank.
Goods financed by the Bank under LC are released to the customer / buyer under a Trust Receipt (TR) Agreement.
Trust Receipt (TR) Line Trust Receipt is a security transaction intended to aid in financing importers or domestic buyers. It is the security feature
in the LC / TR transaction wherein the Bank extends a loan to a borrower covered by the letter of credit, with the trust
receipt as a security for the loan.
Shipping Guarantee / Shipside Bond is an undertaking issued by the Bank at the request of the importer, addressed to
the carrier (shipping company), asking the carrier to accept guarantee in place of the original shipping document
Shipping Guarantee
(bill of lading), to release the carrier of any legal consequences because it has released the goods without an original
shipping document.
Export Financing
This credit facility is used to finance the production of export sales where the loan is granted for the pre-export
Export Advance Loan / Line
requirements of the client.
Export Bills Purchased Line The Bank purchases drafts or bills of exchange arising from export transactions, drawn on LCs issued by foreign banks.
Others
A standby LC is established primarily as a payment undertaking issued by the Bank to support an underlying contract.
Standby LC Facility
It serves as a security or guarantee for the payment of a loan or the performance of an obligation.
A bank guarantee is an irrevocable commitment of the Bank binding itself to pay a sum of money in the event of
Bank Guarantee
non-performance of a contract by a third party.
Long-Term Non-Revolving Facilities These are non-evolving facilities maturing beyond one year (from date of commitment to date of final payment).
Corporate Finance Loans
Project Finance Loans
Microfinance Loans (through Rizal Microbank)
The PITAKA Micro-Enterprise Loan is an individual loan product for micro entrepreneurs who wish to improve their
businesses. It aims to make available affordable and easily accessible credit to micro entrepreneurs to help them finance
and/or expand their present micro enterprise activities and increase their income. The product primarily targets micro
PITAKA ME entrepreneurs who generate regular daily, weekly, semi-monthly or monthly income sufficient for the household and
to pay their regular loan amortization. The product also aims to provide formal source of credit to micro entrepreneurs
who currently depend on loans from informal moneylenders. Loan amount ranges from P20,000 to P150,000 subject to
client’s capacity to pay.
This is a graduation loan product of the PITAKA ME Term Loan. Loan amount ranges from P150,001 to P300,000 subject
PITAKA ME Plus
to client’s capacity to pay.
PITAKA ME Revolving Credit Line (RCL) is a flexible, standby, microfinance individual loan product of Rizal MicroBank.
This loan allows a client to borrow money from the Bank without the hassle of applying for a loan every time the need
for funds arises. It is a reusable source of funds that can readily be tapped at the borrower’s discretion subject to
approved credit line limit and term set by the Bank.
PITAKA ME Pus RCL
The line will be available for one year. During this allotted period of time, the facility will allow the client to take out,
repay, and take the loan out again, and allow the borrower to use as much of the credit as is available and only pay
interest on what has been used.
SmallBiz Term Loan The SmallBiz Term Loan is an individual loan product designed to cater the financial needs of businessmen who
wish to further improve their business operations. It aims to make available affordable and easily accessible credit to
entrepreneurs to help them finance and/or expand their present business operations and increase their incomes.
Loan amount ranges from P150,000 to P10,000,000 subject to client’s capacity to pay.
The SmallBiz Revolving Credit Line (RCL) Facility is a flexible, standby, individual loan product of Rizal MicroBank.
The SmallBiz RCL allows a borrower to borrow money from the Bank without the hassle of applying for a loan every
time the need for funds arises. It is a reusable source of funds that can readily be tapped at the borrower’s discretion
subject to approved credit line limit and term set by the Bank.
SmallBiz Revolving Credit Line
The line will be available for one year. During this allotted period of time, the facility will allow the borrower to take out,
The AgriBiz Term Loan is a loan product intended for agri value chain players such as agri producers/growers, traders/
consolidators, processors and input dealers /retailers.
AgriBiz Term Loan
A loan product for individual borrowers, particularly farmers or fisherfolks who are 18-60 years old and are engaged in
the production of crops, livestock, poultry, and fisheries/aquaculture. Borrowers must own a farm or agribusiness that
has been operating for at least 5 years.
AgriBiz Production Loan
Loans are evaluated based on the farm plan and budget, and is aligned with cropping cycle of the commodities
produced by the borrower. All loans are likewise insured under Philippine Crop Insurance Corporation (PCIC).
Loan amount should not go beyond P300,000 per borrower, subject to client’s capacity to pay.
The Agri Biz Revolving Credit Line (RCL) Facility is a flexible, standby, individual loan product of Rizal MicroBank
intended for agri value chain players such as agri producers/growers, traders/consolidators, processors and input
dealers /retailers.
The Agri Biz RCL allows a borrower to borrow money from the Bank without the hassle of applying for a loan every time
the need for funds arises. It is a reusable source of funds that can readily be tapped at the borrower’s discretion subject
AgriBiz Revolving Credit Line to approved credit line limit and term set by the Bank.
The line will be available for one year. During this allotted period of time, the facility will allow the borrower to take out,
The RMB Computer Loan is an individual loan product that RMB is offering to its clients at this time of the pandemic
where school classes are mostly held online. The product is an incentive loan to deposit and loan clients with good
repayment record and who have been with the Bank for at least two years or have availed of at least three loans.
Computer Loan
Clients may avail of the loan and purchase the unit of their choice or use the official receipt of their recently purchased
unit to avail of the loan.
Rizal MicroBank’s Pangarap Loan is a product designed to enable its clients to acquire a personal loan guaranteed by
placements in their Basic Deposit Account. It is targeted towards Pangarap Savings Account clients on-boarded via
Pangarap Loan
Bangko ng Bayan cash agents, although those registered via branches may also avail of the said loan. Clients may avail
up to 90% of their available deposit balance at the time of the loan application.
SPECIAL LENDING FACILITIES

BSP Rediscounting Facility
CONSUMER LOANS
Auto Loans a loan that helps finance a purchase of a brand new or used car
an auto loan facility that comes with Motor Car Insurance for the entire loan term. Insurance premium is paid monthly
Auto Loan Plus
along with the loan amortization and in equal amount throughout the duration of the loan.
Housing Loans a loan that helps finance the purchase of real property, or the construction/renovation of a house.
a home loan facility that comes with Fire Insurance for the entire loan term. Insurance premium is paid monthly along
Home Loan Plus
with the loan amortization and in equal amount.
Personal Loans
Salary Loans
DEPOSITS
Peso Deposits
Checking Accounts
A peso deposit account that offers savings, checking, and time deposit features in a single account with zero
One Account
maintaining balance. Customizable add-on features with equivalent maintaining ADBs may also be opted for.
A premier checking account especially designed for women which comes with a transaction journal, debit card, and a
eWoman Checking
free life insurance.
An all-in-one account that combines the tiered interest income feature of a savings account and the functionalities of a
Dragon Checking
checking account. It comes with a debit card, transaction journal, and checkbook.
Savings Accounts
A peso deposit account that offers savings, checking, and time deposit features in a single account with zero
One Account
maintaining balance. Customizable add-on features with equivalent maintaining ADBs may also be opted for.
A non-interest earning savings account that caters to all walks of life. With one (1) valid ID or Barangay Certificate and
Basic Savings Account
initial deposit of P100, the client can already start his/her financial journey.
iSave A virtual savings account that provides free personal accident insurance, hospitalization benefit, and tiered interest rates
GoSavers A start-up savings account that helps kids and teens save money and transact easily with a debit card and/or passbook.
Regular ATM A deposit product that safe keeps funds while it earns interest. It comes with a debit card for ease in transaction.
A premier savings account that lets depositors earn higher interest as their deposits grow with no lock-out period,
Dragon Savings
thereby giving them access to their funds anytime.
A premier savings account that is especially designed for women that comes with a debit card, passbook, and free life
eWoman Savings
insurance.
This is a savings account for OFWs and their beneficiaries with no initial deposit and no maintaining balance. They keep
TeleMoney ATM Savings Account the accounts active by remitting at least once a year so they will not be charged any fees for falling below the required
maintaining balance.
A savings account for Filipino retirees intended to secure SSS pension funds that earns interest and comes with a
SSS Pensioner
debit card.
Time Deposits
Short-Term Peso Time Deposit account that rewards clients’ patience by giving them a risk-free investment option that
Regular Time Deposit
gives them more in return the longer they save, with deposit term ranging from 30 days to 1 year.
Long-Term Peso Time Deposit account available in 2, 3, 4, and 5 year durations

Time Deposit - 2 Year, 3 Year, 4 Year, 5 Year • Interest is paid out through a settlement account upon maturity (except for 5-Year Peso Time Deposit which is paid
every month)
The first-of-its-kind in the country. This product also helps fund initiatives from the RCBC Portfolio that are tagged as
Peso Green Time Deposit
green or sustainable by Sustainalytics.
Foreign Currency Deposits
Regular Savings
US Dollar
Japanese Yen
Euro
British Pounds
A foreign currency denominated savings deposit.
Canadian Dollar
Chinese Yuan
Australian Dollar
Swiss Franc
A premier Dollar savings account that lets depositors earn higher interest as their deposits grow with no lock-in period,
Dragon Dollar Savings
thereby giving them access to their funds anytime. It comes with a passbook.
Time Deposits
Short-Term US Dollar Time Deposit: Short-Term US Dollar Time Deposit account that rewards clients’ patience by giving
them a risk-free investment option that gives them more in return the longer they save, with deposit term ranging from
30 days to 1 year
US Dollar
Long-Term US Dollar Time Deposit: A dollar time deposit account available in 2, 3, 4, and 5 year durations
• Interest is paid out through a settlement account upon maturity (except for 5-Year US Dollar Time Deposit which is
paid every quarter)
Japanese Yen
Euro Dollar
Other Foreign Currency Deposit Unit (FCDU) Time Deposits:
British Pounds
Foreign Currency Deposit Unit (FCDU) Time Deposit account that rewards clients’ patience by giving them a risk-free
Canadian Dollar
investment option that gives them more in return the longer they save, with a minimum term of 30 days.
Australian Dollar
Swiss Franc
Day and Night Depository Services
Safety Deposit Box
Premier Banking
Hexagon Club
RCBC’s Premier Club for retail clients, where members can enjoy premium banking service and special perks for the
Hexagon Club Privilege
total RCBC Banking experience.
RCBC’s Premier- Club for corporate clients, where members can enjoy premium banking service and special perks for
Hexagon Club Prestige
the total RCBC Banking experience.
Branch Channel
RCBC Touch Q enables customers to pre-stage their branch transactions using Touch Q Kiosk machines, the Touch Q
TouchQ
Website, and the Touch Q Mobile Application instead of manually writing on transaction slips.
TREASURY
Foreign Exchange
Foreign Exchange Spot exchange of one currency for another currency (USD/PHP, USD vs Euro, JPY, GBP, SGD, etc.)
RCBC FX Online
Purchase of Foreign Currency
Sale of Foreign Currency for Travel and

Investment
Fixed Income
Peso-denominated government
securities and other debt instruments
Treasury bills
Fixed rate treasury notes (FXTNs)
Retail treasury bonds
Local government units bonds
Quasi-sovereign bonds or government-

owned and controlled corporate bonds
Short and long-term commercial papers
(STCPs/LTCPs)
Global peso notes

Trading of government and corporate debt papers for various debt issuers.
Corporate bonds
Foreign currency denominated bonds
Republic of the Philippines bonds
United States Treasury bills, notes and

bonds
Other sovereign or quasi-sovereign bonds
or government-owned and controlled
corporate bonds
Corporate bonds and other debt
instruments
Derivatives
Foreign Exchange Forwards Exchange of one currency for another at a future date (USD/PHP fwd)
Foreign Exchange Swaps Combination of a FX spot deal and FX forward (USD/PHP up to one year)
Interest rate swaps Exchange of interest rate cash flows, usually from fixed rate to floating rate (net settlement) (PHP IRS , USD IRS, etc.)
Cross currency swaps An agreement between two parties to exchange interest payments and principal of two different currencies.
A cross currency swap where the source of the cashflow of one of the currency is coming from an underlying asset that
Asset Swaps
is assigned to the Bank.
CREDIT CARDS
The ideal card for the highly-esteemed clients.
• Access to worldwide offers with Priceless™ Specials
• Complimentary Priority Pass™ membership
• Unlimited free access to the Skyview Airport Lounge and Club Manila Lounge for the principal cardholder plus one
RCBC Bankard World Mastercard travel companion
• Free International Travel Insurance and Purchase Protection
• Flexible, non-expiring Rewards points which can be exchanged for AIRMILES, Cash Rebates, Shopping Vouchers,
Cash Credit to RCBC Bankard, Deposit to an RCBC account, or as Donation
• Free-for-life Supplementary Cards (maximum of 9)
The highly prestigious card for highly career-oriented individuals who seek the finer aspects of life.
• Available in Peso and Dollar variants
RCBC Bankard Black Card Platinum Mastercard
• Free access to the Skyview Airport Lounge and Club Manila Lounge for the principal cardholder plus one travel
companion
An affinity card that allows you to automatically donate to a worthy cause.

• For every Php100 charged to your Diamond Card, Php0.20 will be automatically donated to a foundation, advocacy,
or charitable institution of your choice through its Diamond Cares Program
RCBC Bankard Diamond Card Platinum Mastercard
Cash Credit to RCBC Bankard, or Deposit to an RCBC account
companion
The premium lifestyle card that offers infinite joy in shopping in international destinations.
• 5% rebate on straight-charge purchases at any local or international clothing and apparel retail shops
RCBC Bankard Visa Infinite travel companion
Prestige & privileges in a single card

• Earn flexible, non-expiring Rewards points for local and international spend, plus get higher Rewards points for card
usage in Japan.
RCBC Bankard JCB Platinum
• Access to world-class travel benefits and offers – complimentary access to over 60 airport lounges and JCB Plaza
Lounges, up to 20% discount on car rental services, and access to 24/7 Concierge Desk.
The VIP Travelers Card

• Earn free flights faster with PREFERRED AIRMILES Program
RCBC Bankard Visa Platinum • Unlimited free access to the Skyview Airport Lounge and Club Manila Lounge for the principal cardholder plus one
travel companion
• Free International Travel Insurance up to Php5,000,000 and Purchase Protection
The ideal card for frequent travelers to China.

• Earn double rewards points for hotel and restaurant spending in many parts of China
• Access to worldwide offers with U Collection, international medical, VIP healthcare and international travel
RCBC Bankard UnionPay assistance, plus concierge services via Aspire Services
Diamond Card • Free International Travel Insurance and Purchase Protection
companion
Enjoy a life full of rewards.

RCBC Bankard Hexagon Club Platinum Mastercard • Free International Travel Insurance and Purchase Protection
companion
• Waived annual fees for life
The YGC Rewards Plus Program comes with a YGC Rewards Plus RCBC Bankard which is used to store and earn
additional Rewards Points.
• Earn Rewards Points from your RCBC and RCBC Savings Bank deposit and Malayan insurance payments
• Earn Rewards Points from your all your spending here and abroad
YGC Rewards Plus RCBC Bankard
• Earn flexible, non-expiring Rewards points from all your purchases which you can exchange for AIRMILES, Shopping
Vouchers, or Cash Credit to your RCBC Bankard
• International Travel Privileges – Travel Plus Lite Insurance, Purchase Protection and Access to the Skyview Airport
Lounge and Club Manila Lounge
The card for those moving up the ladder of success

RCBC Bankard GOLD and CLASSIC Cards
(Mastercard, JCB)
Lounge & Club Manila Lounge
• Free budget monitoring tools
• Convenient and rewarding bills payment
The card for young professionals packed with rewarding benefits

• 2X Rewards Points on three preferred categories – choose from Grocery, Gas, Department Store, Household
Appliances or Travel
• Flexible, non-expiring Rewards points
RCBC Bankard Flex Gold Visa
The card that will enable millennials to achieve their life goals
• 2X Rewards Points on three preferred categories – choose from Dining, Clothing, Travel or Transportation
• Flexible, non-expiring Rewards points
RCBC Bankard Flex Visa • International Travel Privileges – Travel Plus Lite Insurance, Purchase Protection and Access to the Skyview Airport
Issued to corporations for use of their select officers and employees primarily for business-related expenses such as
RCBC Bankard Corporate Card
travel, representation, and purchase of office equipment and supplies. Available in Philippine Peso and US Dollar
CO-BRAND CARDS
The breakthrough card that combines the benefits of a loyalty card, discount card, and credit card ALL-IN-ONE.
• 5% Rebate on your Landmark Department Store, Landmark Supermarket and Anson’s straight purchases every
Mondays to Fridays
RCBC Bankard Landmark Anson’s Mastercard • Earn Rewards points for all purchases outside Landmark
• Redeem your Rewards Points and exchange them for Landmark Gift Certificates
Fashion-forward shopping privileges

• Exclusive Members-Only Sale
• 0% installment at 3 and 6 months
RCBC Bankard Mango Mastercard
• Earn non-expiring Rewards points from all your purchases which you can exchange for Mango Shopping Voucher
The first mall wide card that lets you earn rewards and rebates, free movie passes and discounts all year round
• Earn 1 Rewards point for every Php100 purchase at Sta. Lucia Mall Department Store, Home Gallery and Planet Toys
and earn as much as 5X Rewards points for purchases of at least Php10,000
• 0.5% Rebate for all retail transactions
• 1% year-round discount and members’ only priority lane at Sta. Lucia Supermarket
RCBC Bankard Sta. Lucia Mall Mastercard
• FREE Movie Pass at Sta. Lucia Mall for a minimum purchase of Php3,000 at any of the participating stores at Sta.
Lucia Mall
• Exclusive members-only advance sale events
Enjoy pulse-racing lifestyle privileges
• 5% fuel rebate on Phoenix Fuel purchases at participating Phoenix Fuel Stations nationwide.
• Php500 worth of Phoenix Fuel as a welcome gift
• Free Towing & Roadside Assistance and Accident Insurance through Assist & Assistance Concept (A & A Concept)
Phoenix RCBC Bankard Mastercard
• 5% discount on Phoenix gasoline and diesel engine oils
• Earn flexible, non-expiring Rewards points
Your ticket to free flights
• Up to 8,000 Welcome BIG Points
AirAsia Credit Card • 1 BIG Point for as low as Php22 spend
• Instant upgrade to AirAsia BIG Platinum Membership Status
• Priority Check-in, Boarding and Xpress Baggage
High-status Card with world-class perks exclusive to members of the prestigious Balesin Island Club
RCBC Bankard Balesin World Mastercard
travel companion
• Flexible, non-expiring Rewards points that can be redeemed as payment for Balesin Club transactions at point-of-
sale, as AIRMILES, or as Cash Rebates
High-status Card with unparalled perks exclusive to members of the prestigious The City Club
RCBC Bankard The City Club World Mastercard
travel companion
• Flexible, non-expiring Rewards points that can be redeemed as payment for The City Club transactions at point-of-
sale, as AIRMILES, or as Cash Rebates
TRUST SERVICES
Trusteeship
An arrangement which provides companies with expert assistance and advice in the setting-up, management and
Retirement Fund Management
administration of employee benefit plans to provide for retirement, welfare, savings and other benefits to its employees.
An arrangement established by juridical entities, institutions, foundations, NGOs, agencies, whether government
or private, primarily for charitable, religious, educational, athletic, scientific, medical, cultural, specialized lending
Corporate and Institutional Trust
or developmental project or such other purposes of similar nature for the purpose of seeking assistance in the
management of their investible funds.
A trust fund set up by a pre-need company with a duly licensed trust entity for the delivery of benefits to plan holders
Pre-Need Trust Fund Management under their respective plan contracts, which trust funds shall be managed and administered by the trust entity in
accordance with the Pre-need Code and the regulations of the Insurance Commission.
A product which allows companies to augment their retirement or provident funds through a disciplined approach to
Customized Employee Savings Plan
saving by encouraging its employees to set aside some of their regular pay for investment and savings purposes.
A savings plan established by a company for its employees for the purpose of pooling together employee contributions
Employee Savings Plan
for collective investment and reinvestment in RCBC’s Rizal Peso Money Market Fund.
A living trust created by an agreement whereby the trustor conveys property of funds to be managed by the trustee,
Personal Management Trust
based on the terms and conditions in the agreement.
An arrangement where the trust institution provides advice and facilitates for an individual the process of accumulating
Estate Planning wealth, conserving and growing the family fortune and preparing for the orderly and cost-efficient distribution of assets
to the intended beneficiaries.
An arrangement wherein the trust institution acts as an intermediary between a borrower and its creditors in the
Mortgage/Collateral Trust
administration of a single property or a pool of properties securing the loans of a borrower.
An arrangement wherein the trust institution is given the authority and power by a bond issuer to monitor the terms of
Bond Trusteeship
a bond indenture and protect the interest of the bondholders.
Trust agreements mandated by law, executive order, a court or other government regulatory agency, such as in cases of
Legal/Quasi-judicial Trust
but not limited to receivership, receiving/custodianship arrangements for IPOs or rights offering.
An arrangement wherein a trust entity manages and administers the cash flows and project accounts in relation to
Project Accounts Trusteeship
project finance arrangements between a borrower and a group of creditors.
Agency
Agency agreements where the property owner turns over to the trust institution his valuables or other instruments such
Safekeeping as or those similar to transfer certificate of title or certificate of deposits, where the trust institution has no other duty
but to keep the property safe and return or deliver the same to the owner upon the latter’s order or instruction.
An arrangement wherein a trust entity, as escrow agent, acts as a neutral third party to protect the interest of two or
Escrow more contracting parties while conditions upon which the contract is contingent are being fulfilled, or to protect the
parties’ interests in case of default.
An agency account wherein the trust institution manages and invests funds delivered by individual or corporate clients
Investment Management
in accordance with certain client-prescribed guidelines and parameters.
An arrangement wherein the trust institution acts for and in behalf of a borrower for the purpose of overseeing the
Loan/Facility and Paying Agency timely and organized implementation of the terms and conditions of a loan/facility arrangement with a group of
creditors, including the collection of payments on the facility/loan accounts for remittance to the creditors.
Agency agreement where the trust institution is appointed as registrar and/or paying agent for various financial
transactions such as but not limited to loan paying services to distribute interest payments and prinicpal amortizations,
Bond Registry and Paying Agency
bond paying services to distribute coupon and principal payments to bond investors or simple distribution of funds to
numerous investors
An agency arrangement where the trust institution provides receiving bank services in connection with initial public
Receiving Agency offerings, secondary rights offerings, rights offering and other transactions requiring the recording and receipt of funds
from various clients.
An arrangement whereby an individual or corporation sets aside a certain sum of money for a certain period of time,
Sinking Fund Management proceeds of which shall be used to pay certain obligations or shall be utilized for the specific purpose for which the
sinking fund was intended.
An agency arrangement where the trust entity is engaged in ascertaining, verifying and recording the ownership and
Stock Transfer and Dividend Paying Agency transfer of the shares of stock of a corporation as well as the issuance of cash or stock dividends to the company’s
shareholders.
An open-ended pooled trust funds denominated in any acceptable currency operated and administered by trust entities
Unit Investment Trust Fund
and made available by participation of various clients, both individual and corporate.
A peso-denominated money market UITF which invests and reinvests in a portfolio of short-term peso fixed-income
Rizal Peso Money Market Fund
securities with a maximum portfolio duration of one year.
A peso-denominated money market UITF which invests and reinvests in a portfolio of short-term peso fixed-income
Rizal Peso Cash Management Fund securities with a maximum portfolio duration of one year and has a higher minimum initial investment requirement, a
shorter minimum holding period and a lower trust fee.
A peso-denominated long-term bond UITF which invests and reinvests in a portfolio of short-term and long-term peso
Rizal Peso Bond
fixed-income securities with a minimum portfolio duration of three years.
A peso-denominated balanced UITF which invests and reinvests up to a maximum of 60% of the Fund in equities listed
Rizal Balanced Fund
and to be listed in the Philippine Stock Exchange, with the balance invested in fixed income securities.
A peso-denominated equity UITF which invests and reinvests up to 100% of the Fund in equities listed and to be listed in
Rizal Equity Fund
the Philippine Stock Exchange, with the balance invested in fixed income securities.
A dollar-denominated money market UITF which invests and reinvests in a portfolio of short-term dollar fixed-income
Rizal Dollar Money Market Fund
securities with a maximum portfolio duration of one year.
A dollar-denominated long-term bond UITF which invests and reinvests in a portfolio of short-term and long-term dollar
Rizal Dollar Bond Fund
fixed-income securities with a minimum portfolio duration of three years.
A peso-denominated money market UITF which invests and reinvests in a portfolio of short-term deposits and
RCBC Peso Short Term Fund
government securities.
RCBC R25 Blue-Chip Equity Fund is an equity fund invested in the 25 largest and most actively-traded companies listed
RCBC R25 Blue-Chip Equity Fund
in the PSE.
RCBC R25 Dividend Equity Fund is an equity fund invested in the 25 largest and most actively-traded companies with
RCBC R25 Dividend Equity Fund
the highest 3-year historical dividend yield in the PSE. -
A dollar-denominated equity feeder fund which invests at least 90% of its funds in Blackrock Fund Advisors’ (BFA)
RCBC US Equity Index Feeder Fund
iShares Core S&P500 Exchange Traded Fund (IVV).
ELECTRONIC BANKING CHANNELS

RCBC Online Banking Retail (ROR) allows clients to conveniently perform various banking services, such as fund
transfers, bills payment and general account management, anytime, anywhere. Moreover, it also provides an additional
security measure for clients because of the lock/unlock card feature which prevents unauthorized transactions with
RCBC Online Banking for Retail the clients’ cards. RCBC Online Banking also provides additional services to the Bank’s clients, including purchasing of
gaming ePins and mobile load and transfers to other eWallets. These services are both available in web and app versions
of the RCBC Online Banking platform. The RCBC Online Banking app may be downloaded from the App Store & Google
Play Store for free.
The latest internet banking experience for RCBC corporate clients. ROC is equipt with the latest securities, and
notifications that will help client feel more secure and experience almost real time updates and notifications. Plus other
Internet – RCBC Online Corporate (ROC)
services such as Fund Transfer, Payroll Creditings, Accounts Inquiry and Transaction History, ACA, ADA, just to name a
few.
This facility allows customers to access their accounts using their Apple/Android smartphones and tablets once they are
Mobile Banking registered with RCBC Online Banking Retail. The application may be downloaded from the Apple App Store and Google
Play Store for free.
Provides the customer 24/7 access to his/her account and perform multiple types of transactions such as withdrawal,
Automated Teller Machines
bills payment, funds transfer, balance inquiry, cash advance, change pin, MyWallet reloading.
RCBC ATM GO is the first and only mobile ATM enabled by a POS terminal. RCBC designed the ATM GO to be the
accessible neighborhood ATM that can reach even far flung areas. RCBC ATM GO provides customers the functionalities
ATM GO (MPOS)/ POS of an ATM (account inquiry, bill payments, fund transfers, cash in and cash out). It enables customers to do their banking
transactions outside the regular Business Centers (BCs) and Automated Teller Machines (ATMs), conveniently through
the Bank’s partner merchants right within their very own communities.
DiskarTech is the first Taglish financial inclusion super app. It is a secure and hassle-free digital bank account for every
Filipino, with all the basic financial services Filipinos need, such as savings, transfers, withdrawals & deposits, bills
DiskarTech Mobile Application
payment, insurance, and telemedicine. Aside from these financial features, DiskarTech will also introduce microloans
among other innovative services.
CORPORATE CASH MANAGEMENT SERVICES

Collection and Receivables Services
Billers or merchants can efficiently and conveniently collect payments or sales from their payors/customers/agents/
distributors through the following channels: 1) RCBC’s strategically located branches nationwide, 2) RCBC internet
banking facilities using RCBC Online Retail (ROR), RCBC Online Corporate (ROC) and RCBC Mobile Banking, 3)
Bills Collection
Automatic Debit Arrangement (ADA) and 4) Automated Teller Machines. At the end-of-day, all payments or collections
will be credited centrally to the biller/merchants account including the consolidated daily collection report summarizing
all collections received for the day. Reports shall be transmitted via Secured File Transfer Protocol or SFTP.
A collection channel wherein collection of bills/dues of our client’s billers are automatically debited from the payor’s
Automatic Debit Arrangement (ADA)
RCBC account enrolled in ADA Facility and credited to the collection or settlement account of the corporate client.
RCBC’s fleet of armored cars is dispatched to the client’s offices or outlets to pick-up funds and deposit to the client’s
Deposit Pick-up nominated RCBC account. This service fulfills the client’s need of having its sales collections and other funds collected in
a secure and safe manner.
The machine is an added service to our Deposit Pick-Up arrangement. The machine has the capability to automatically
count and validate cash bills/notes and issue an acknowledgement receipt to the user. The cash accepted by the
machine is recorded in a system real time which the bank and client can access to view and download the daily
CashCube Machine transactions. The report will be the basis for the bank to credit a corporate client’s account as per agreed time with
client. Cash inside the machine will be picked-up by the Service Provider once the threshold limit is reached as set
by the corporate client. The service provider is responsible for the following: a. Machine maintenance b. Cash pick up
servicing from the machine c. Maintenance of the system where the cash accepted by the machine is recorded.
A cash pick-up service for clients whose cash collections, with a maximum amount of Two Hundred Thousand Pesos
(P200,000.00), are picked-up by the Bank’s accredited service provider’s non-armored motorized collector. The
CashRider
motorized collector will then bring the cash to the designated RCBC Business Center for cash processing and account
crediting.
Safekeeping or custodianship of post-dated checks are outsourced to RCBC. All checks will be safe kept in vaults and
PDC Warehousing will be deposited to the customer’s RCBC account on maturity date. The status of the PDCs in RCBC custody may be
viewed or monitored online through the RCBC Online Corporate (ROC) internet banking system.
RCBC’s CheckStream software allows such companies, particularly real estate and leasing companies, to automate
the printing of details on all blank checks provided by their customers so that all they need to do is sign the checks,
resulting in fast and error-free PDC preparation. The PDCs are then submitted to RCBC, who will monitor maturities and
CheckStream
deposit checks that fall due into the company’s account. Since CheckStream also automatically uploads the details of all
checks prepared, the company can monitor its inventory of PDCs warehoused with RCBC. This software is bundle with
PDC Warehousing.
Check Scan Service allows corporate clients to send and deposit their checks to the bank by using RCBC –provided
check scanner. The check scanner has a software application that will scan and produce checkimages compliant to
CheckScan Philippine Clearing House Corporation (PCHC) Image Quality Assurance (IQA) rules. These check images will be sent to
the Bank through secured file transmission for further check processing, validation and clearing. CheckScan service is
now expanded to include a mobile app to scan and send the check images to the bank for the deposit.
An electronic commerce (e-commerce) payment solutions platform aiding businesses in the collection of payments
online whether it has an online store or not. The payment platform enables its corporate clients to conveniently collect
Pay Portal
from its individual customers using comprehensive electronic payment rails, such as credit card, direct debit through
their bank accounts, online banking, electronic wallets (e-wallets), and over-the-counter payment partners.
Disbursements
Auto Credit Arrangement (ACA) Facility that allows clients to enroll and make regular payments to their suppliers who have RCBC accounts.
Facility that allows clients to make adhoc payments to their various partners/agents/suppliers. No payee enrollment
Batch Crediting
required. There are four payment types, as follows: A) Loan Proceeds; B) Dividend; C) Remittance; D) Supplier Payment.
This facility allows clients to prepare and print their checks, vouchers, and acknowledgement receipts in their offices via
ROC Onsite Corporate Check Printing Facility
RCBC Online Corporate (ROC).
ROC Outsourced Corporate Check Printing This facility allows clients to create or upload bulk check requests via ROC. Printing of corporate checks and subsequent
Facility releasing to the clients’ payees are done by RCBC through its 110 releasing branches nationwide.
This facility allows clients to create or upload bulk Manager’s Check (MC) requests via ROC. Printing of MCs and
Manager’s Check Printing Facility
subsequent releasing to the clients’ payees are done by RCBC through its 110 releasing branches nationwide.
PAYROLL CREDITING
This facility allows clients to conveniently send payroll instructions via ROC, to credit the RCBC accounts of their
employees.
Payroll Service
PAYROLL PROCESSING (with software)
This facility automates client’s payroll computation and processing.
Outward Remittance (Instapay, Pesonet,
Facility to transfer funds from an RCBC account to other bank accounts of clients (Local and International).
RTGS, PDDTS and SWIFT)
Government Payment
BIR ePayment provides clients with a faster and secured way of settling their tax payments via RCBC Online Corporate
BIR ePayment
(ROC).
Third-Party Services
BancNet’s e-Gov Online Facility is a web-based electronic filing and payment facility administered by BancNet. It acts
Bancnet eGov - SSS/PAg-Ibig/Philhealth as a gateway for the electronic processing of loan and contribution payments between employers and government
agencies (SSS, PhilHealth, & Pag-IBIG).
RETAIL CASH MANAGEMENT SERVICES

MyDebit Card
RCBC MyDebit card is a card linked to a deposit or payroll account capable of cash withdrawal, bills payment, funds
RCBC MyDebit Mastercard transfers, payment for purchases and all other ATM transactions. Powered by Mastercard, it can be used for convenient,
secure, cashless transactions at over millions of shops worldwide.
MyWallet Card
The RCBC MyWallet Prepaid Card is a secure reloadable payment tool with no maintaining balance. A client can
enjoy cashless shopping in millions of either online or phyisical merchants without overspending by loading the RCBC
RCBC MyWallet Prepaid Card
MyWallet Prepaid Card with just the amount he/she intends to use, making it the perfect budgeting tool. A client can
use it in all Visa or Bancnet affiliated merchants, partners, and ATMs.
Electronic Banking Channels
Provides the customer 24/7 access to his/her account and perform multiple types of transactions such as withdrawal,
Automated Teller Machines
bills payment, funds transfer, balance inquiry, cash advance, change pin, MyWallet reloading.
INVESTMENT BANKING
Underwriting of Debt and Equity Securities for distribution via Public Offering or Private Placement
Common and Preferred Stock
Convertible Preferred Stock and Bonds
Guaranteeing and facilitating the distribution and sale of equity and debt securities issued by private institutions via
Long- and Short-Term Commercial Papers public offering or private placement. This also includes securities of the Government or its instrumentalities.
and Corporate/Promissory Notes
Corporate and Local Government Bonds
Arranging/Packaging of:
Syndicated Loans (Peso and Dollar)
Facilitates the raising of funds from a lender or a party of lenders which provide credit facilities, either in peso or fcdu. It
Joint Ventures
also includes negotiating the financing structure for project finance loans.
Project Finance
Financial Advisory and Consultancy Providing long-term and/or short-term advice to clients, in the areas of mergers and acquisitions, corporate finance
Mergers and Acquisitions strategies, restructurings, company valuation and spin-offs.
REMITTANCE SERVICES
With RCBC TeleCredit, OFWs can have their remittances credited directly to an RCBC, RCBC Savings account or any
RCBC TeleCredit (Credit to a Bank Account) account with other local banks. This is the safest and fastest way to remit funds as proceeds are immediately credited
to the OFW or beneficiary’s account.
The beneficiary has the option of picking up the cash from any branch of RCBC, RCBC Savings Bank, RMB or branch
RCBC TeleRemit (Cash Pick-Up) of domestic tie-up partners. These domestic tie-up partners make it possible for the beneficiary to claim his/her
remittance even after banking hours or during weekends and holidays.
TelePay is RCBC’s international bills payment service that allows overseas Filipinos to course their payments intended
RCBC TelePay (International Bills Payment) to around forty (40) TelePay-accredited companies in the Philippines. Remitters may pay for their SSS contributions,
home amortizations and insurance premiums, among others, with the use of this service.
With RCBC TeleMoney Door2Door, cash is delivered via courier directly to the beneficiary’s given address, providing
RCBC TeleDoor2Door (Cash Delivery)
ease and convenience to the beneficiary.
ANCILLARY SERVICES
Day & Night Depository Services
Deposit Pick-up and Delivery
Foreign Currency Conversions
Foreign Trade Information
Wealth Management
Safety Deposit Box
Rizal Commercial Banking Corporation & Overview Sustainability Standard Sections Financials
191
Subsidiaries
Financial Highlights
Based on BSP Circular 956
CONSOLIDATED PARENT BANK (SOLO)
Minimum Required Data 2021 2020 2021 2020
Profitability for the year

in million Php except for ratios and net earnings per share
Total Net lnterest Income 28,831 26,281 28,336 25,825
Total Non-lnterest Income 7,563 11,632 6,714 10,684
Total Non-interest Expenses 22,535 22,045 21,510 21,101
Pre-provision profit 13,131 14,393 13,015 13,971
Impairment Losses 6,048 9,375 5,933 8,951
Net Income 7,083 5,018 7,082 5,020
Selected Balance Sheet Data

in million Php
Liquid Assets1/ 254,901 248,769 250,951 244,128
Gross Loans and Receivables 556,566 510,477 547,803 502,177
Total Resources 959,133 772,106 950,294 762,522
Deposits 672,459 535,788 674,414 536,748
Net Worth 111,080 101,378 110,993 101,292
Selected Ratios
Return on Equity 6.71% 5.54% 6.72% 5.55%

Return on Assets 0.84% 0.68% 0.85% 0.69%
CET l Capital Ratio 12.16% 12.64% 11.81% 12.28%
Tier 1 14.37% 15.23% 14.07% 14.95%
CAR (Basel 3 starting Jan. 1, 2014) 15.23% 16.14% 14.94% 15.86%
Per common share data

Earnings per Share:
Basic 3.09 2.43 3.09 2.43
Diluted 3.09 2.43 3.09 2.43
Book Value 47.41 44.89 47.21 44.86
Others
Cash Dividends Declared (in Php million) 939 1,076 939 1,076
Headcount 5,884 6,103 5,650 5,887
Officers 3,730 3,743 3,582 3,599
Staff 2,154 2,360 2,068 2,288
1/
COCI, Due BSP, Due from other banks, Loan and receivables arising from revise repurchase agreement, FVPL, FVOCI, Interbank loans
192 Shareholders Information
CORPORATE INFORMATION Annual Report in SEC Form 17-A

Rizal Commercial Banking Corporation The financial report included in this report follows the information contained in the
Yuchengco Tower, RCBC Plaza Tower 1 Bank’s SEC Form 17-A as required by and submitted to the Securities and Exchange
Ayala Avenue, Makati City 1226 Philippines Commission. Copies of this report may be obtained free of charge by downloading
Tel: (+632) 8894-9000 through the Philippine Stock Exchange and RCBC website.
Website: www.rcbc.com
SHAREHOLDER ASSISTANCE AND SERVICES
Annual Shareholders’ Meeting Investor Relations
Monday, June 27, 2022, 4pm
Yuchengco Tower, RCBC Plaza Tower 1
Virtually through https://www.rcbc.com/ASM2022
Ayala Avenue, Makati City 1226 Philippines
Tel: (+632) 8894-9000
Stock Listing Email: Investor_Relations@rcbc.com
Rizal Commercial Banking Corporation (RCBC) common shares are listed and traded
at the Philippine Stock Exchange under the ticker symbol “RCB.”
Marketing Group
Shareholders A. T. Yuchengco Centre, 26th and 25sts.,
The number of common shareholders of record as of December 31, 2021 was 748. Bonifacio Global City, Taguig Philippines
Tel: (+632) 8894-9000
Major Shareholder
Pan Malayan Management & Investment Corporation Stockholder Services
% of Stockholdings: 39.64% For inquiries regarding RCBC cash dividend payments for Common and Preferred
Nationality: Filipino Series shares and address updating:
RCBC Stock Transfer
Market Information Yuchengco Tower, RCBC Plaza Tower 1
Following are the high and low closing prices of the RCB shares as reported in the PSE Ayala Avenue, Makati City 1226 Philippines
for each quarter of the years ending in 2020 and 2021: Tel: (+632) 8894-9000
YEARS QUARTERS HIGHEST LOWEST
1st
23.50 15.60
2 nd
21.85 14.50
2020
3 rd
17.20 15.30
4th 19.80 16.40
1st 19.00 16.80
2 nd
28.50 16.50
2021
3 rd
23.55 18.50
4 th
21.90 18.00
RCBC 2021 Audited Financial Statements
Scan the QR code to download a complete copy

of our 2021 Audited Financial Statements
RCBC 2021 Impact Report

of our 2021 Impact Report
RCBC 2021 Sustainability Report

of our 2021 Sustainability Report
Yuchengco Tower, RCBC Plaza
6819 Ayala Avenue, Makati City
0727 Philippines
Tel. No (632) 8894-9000

Email: customercare@rcbc.com
investor_relations@rcbc.com
www.rcbc.com

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ANNUAL AND SUSTAINABILITY REPORT 2021

Overview Sustainability Standard Sections Financials

The Report was designed in accordance with the following guidelines:

Scope of the Report

Feedback and Access

An electronic version of this Report is available at: https://www.rcbc.com/annual-reports.

OUR BUSINESS AT A GLANCE

INDUSTRY RANKING AS OF END-2021*

in Assets among IN REACH

CLIENTELE BASE OWNERSHIP

Digital Awards Product Awards

Corporate and COMMERCIAL Awards Sustainability Awards

Retail Awards • Madiskarteng Pilipino: Road to #BuhayAsenso Financial Inclusion Caravan

TOTAL RESOURCES NET LOANS*

* Includes Receivables, Net of Interbank Loans

TOTAL DEPOSITs NET WORTH

NET INCOME DISTRIBUTION NETWORK ATMs

Dear shareholders, customers, colleagues, and partners:

Asiamoney, in hailing RCBC as the “Philippines’ Best Digital Bank 2021”

RCBC CONTINUES TO DRIVE DIGITAL

Casting our net wider to reach more unbanked

DIGITAL ACCELERATION RCBC DIGITAL DISKARTECH

DATA SCIENCE AND ANALYTICS 437% YOY growth in transaction

80% improvement in new cross-sell bookings

RETAIL BANKING GROUP

50% YOY growth in share of mass affluent

63% Availment of RCBC credit cards by

Php60 billion Credit card billings posted by RCBC Bankard

Making our customers happy by providing exceptional customer experience is

We harnessed the value of data science and analytics to personalize product

2021 was also the year we actively promoted digital

We also expanded our digital solutions to further elevate the customer

We continued our journey to provide great customer experiences through

cuSTOMER EXPERIENCE QR CODE WITHDRAWAL RCBC BANKARD

90% YOY growth in remittance transaction

59% Percentage of total UITF client base

DATA SCIENCE AND ANALYTICS

ATM REFRESH PROJECT NET PROMOTER SCORE

99% Overall availability rate of RCBC

CORPORATE CASH MANAGEMENT

— RCBC President and CEO Eugene S. Acevedo

Our Asset Management and Remedial Group contributed to our bottomline

GROWTH STRATEGY CONSUMER LENDING TREASURY

BY THE NUMBERS 28%

CORPORATE BANKING SME BANKING

22% 31% 18%

TRUST AND INVESTMENTS GLOBAL TRANSACTION BANKING

50% 26% 21% 31%

WEALTH MANAGEMENT RCBC CAPITAL

RCBC SECURITIES RIZAL MICROBANK

Sustainable Innovations that Deliver

In recognition of our best practices in the areas of E&S

Financial Intermediation • Credit / transition risk

Workplace Conditions • Health and safety of employees

Economic Performance CET1 ratios:

 60% of our Php67-billion total sustainable portfolio in 2021 consisted of

z Advocacy on Sustainable Finance and Sustainability: We developed mandatory

Financial Intermediation Procurement Practices 96.45%

Ecosystems and Biodiversity

60% of our Php67-billion total sustainable portfolio in 2021 consisted of