The survey received 763 responses from businesses around the country regarding their experience with acquiring business permits. The majority of respondents were from Regions 5, 7, NCR, CAR and 10. Most respondents applied to renew their permits rather than for new permits. Over 90% of respondents were from micro or small businesses and over 95% were Filipino owned. Most respondents reported it took between 1 to 5 days to acquire their permits and that the process required 6 or more steps and signatories. While most paid fees between PHP 1,001 to PHP 10,000, 7% paid facilitation fees. Overall, the survey found that while the process takes several days for most, some areas still require facilitation fees to acquire permits.
The Supreme Court ruled that local government units' just share of national taxes is not limited to taxes collected by the Bureau of Internal Revenue, but also includes customs duties collected by the Bureau of Customs. This is expected to increase LGUs' internal revenue allotment by 27.61% or PHP234 billion in 2022. To mitigate the fiscal impact, the draft executive order proposes full devolution of certain national government functions to LGUs. It outlines principles for transition plans and establishing a growth equalization fund, while ensuring capacity building and coordination between different levels of government.
This document is the Republic Act No. 7160, also known as the Local Government Code of 1991. Some key points:
- It declares the policy of decentralization and genuine local autonomy for local government units to enable self-reliant communities and effective partnerships in national goals.
- It establishes principles for decentralization including effective allocation of powers and resources to local units, accountable structures to meet community needs, and participation in national programs.
- It outlines the general powers and attributes of local government units including authority to create, divide, merge or abolish units subject to requirements, and responsibility to provide basic services and facilities.
This document outlines the organizational structure of a cooperative. It describes the roles and responsibilities of the general assembly, board of directors, treasurer, secretary, mediation committee, audit committee, election committee, and ethics committee. The general assembly acts as the highest governing body and is composed of all members. The board of directors oversees the cooperative's operations and management. Various committees provide oversight of specific functions like finance, records, mediation, audits, elections, and ethics.
BIR RMC No. 124 s 2020 Tax Exemption of Cooperativesjo bitonio
The document discusses the requirements and obligations for cooperatives to obtain and maintain a Certificate of Tax Exemption from the Bureau of Internal Revenue in the Philippines. It outlines the application process for new and renewal certificates, as well as ongoing obligations such as submitting annual filings and informing the BIR of any changes. It also addresses other tax-related questions that cooperatives may have regarding topics like securing tax identification numbers for members, statutory contributions as deductions, withholding tax exemptions, and audit procedures.
Strategic Local Economic Development: A Guide for Local Governmentsled4lgus
This document provides a guide for local governments to strategically promote local economic development. It discusses integrating local economic development processes into local government functions through a five-stage process: 1) organizing the LED effort, 2) conducting a local economy and competitiveness assessment, 3) formulating an LED strategy, 4) implementing the strategy, and 5) reviewing the strategy. It also features case studies of LED practices in various local governments in the Autonomous Region in Muslim Mindanao that demonstrate how participatory governance can drive economic progress. The guide highlights the importance of collaboration between LGUs, communities, and government agencies to achieve successful LED.
Corporations Code of the Philippines Ateneo ReviewerIvan Monforte
This document provides an overview of corporation law in the Philippines. It defines a corporation and lists its key attributes, such as being an artificial being created by law. The document outlines the various classes of corporations and their distinguishing features. It also describes the process of incorporating a business, including the promotional stage, filing articles of incorporation, and organizational requirements. The summary provides a high-level look at important corporation law concepts in the Philippines.
The document discusses the salient features of notarial law and the 2004 Rules on Notarial Practice, including the duties and responsibilities of notaries public, requirements for obtaining and renewing a notarial commission, prohibited acts for notaries, and cases related to notarial violations. It provides an overview of the legal framework for notarial practice in the Philippines.
The document discusses local government revenue generation and budgeting in the Philippines. It outlines various taxes, fees, and other revenue sources local governments can utilize. It also describes the budget preparation, authorization, review, execution, and accountability processes local governments must follow, including setting allocation priorities, the roles of executive and legislative branches, and factors that can affect budget implementation.
The Supreme Court ruled that local government units' just share of national taxes is not limited to taxes collected by the Bureau of Internal Revenue, but also includes customs duties collected by the Bureau of Customs. This is expected to increase LGUs' internal revenue allotment by 27.61% or PHP234 billion in 2022. To mitigate the fiscal impact, the draft executive order proposes full devolution of certain national government functions to LGUs. It outlines principles for transition plans and establishing a growth equalization fund, while ensuring capacity building and coordination between different levels of government.
This document is the Republic Act No. 7160, also known as the Local Government Code of 1991. Some key points:
- It declares the policy of decentralization and genuine local autonomy for local government units to enable self-reliant communities and effective partnerships in national goals.
- It establishes principles for decentralization including effective allocation of powers and resources to local units, accountable structures to meet community needs, and participation in national programs.
- It outlines the general powers and attributes of local government units including authority to create, divide, merge or abolish units subject to requirements, and responsibility to provide basic services and facilities.
This document outlines the organizational structure of a cooperative. It describes the roles and responsibilities of the general assembly, board of directors, treasurer, secretary, mediation committee, audit committee, election committee, and ethics committee. The general assembly acts as the highest governing body and is composed of all members. The board of directors oversees the cooperative's operations and management. Various committees provide oversight of specific functions like finance, records, mediation, audits, elections, and ethics.
BIR RMC No. 124 s 2020 Tax Exemption of Cooperativesjo bitonio
The document discusses the requirements and obligations for cooperatives to obtain and maintain a Certificate of Tax Exemption from the Bureau of Internal Revenue in the Philippines. It outlines the application process for new and renewal certificates, as well as ongoing obligations such as submitting annual filings and informing the BIR of any changes. It also addresses other tax-related questions that cooperatives may have regarding topics like securing tax identification numbers for members, statutory contributions as deductions, withholding tax exemptions, and audit procedures.
Strategic Local Economic Development: A Guide for Local Governmentsled4lgus
This document provides a guide for local governments to strategically promote local economic development. It discusses integrating local economic development processes into local government functions through a five-stage process: 1) organizing the LED effort, 2) conducting a local economy and competitiveness assessment, 3) formulating an LED strategy, 4) implementing the strategy, and 5) reviewing the strategy. It also features case studies of LED practices in various local governments in the Autonomous Region in Muslim Mindanao that demonstrate how participatory governance can drive economic progress. The guide highlights the importance of collaboration between LGUs, communities, and government agencies to achieve successful LED.
Corporations Code of the Philippines Ateneo ReviewerIvan Monforte
This document provides an overview of corporation law in the Philippines. It defines a corporation and lists its key attributes, such as being an artificial being created by law. The document outlines the various classes of corporations and their distinguishing features. It also describes the process of incorporating a business, including the promotional stage, filing articles of incorporation, and organizational requirements. The summary provides a high-level look at important corporation law concepts in the Philippines.
The document discusses the salient features of notarial law and the 2004 Rules on Notarial Practice, including the duties and responsibilities of notaries public, requirements for obtaining and renewing a notarial commission, prohibited acts for notaries, and cases related to notarial violations. It provides an overview of the legal framework for notarial practice in the Philippines.
The document discusses local government revenue generation and budgeting in the Philippines. It outlines various taxes, fees, and other revenue sources local governments can utilize. It also describes the budget preparation, authorization, review, execution, and accountability processes local governments must follow, including setting allocation priorities, the roles of executive and legislative branches, and factors that can affect budget implementation.
03 chapter 4 deductions from gross estate part 02Flab Villasencio
This document discusses various deductions that can be taken from a gross estate for tax purposes in the Philippines, including ordinary expenses, losses, indebtedness, taxes, transfers for public use, and amounts received by heirs. It provides details on vanishing deductions, which allow a deduction on property received within 5 years that was previously taxed. An example calculation is shown for a vanishing deduction involving property inherited by Gina Dan from her mother Pina Dan that increased in value over time.
Taxation is important and encompasses many areas of daily life. It is defined as the process by which governments raise funds through legislation to pay for necessary expenses. There are several principles and powers related to taxation. Governments have the power to tax based on the theory of necessity, which is that people must fund the government in exchange for protection. Taxes must also be adequate to fund government operations and expenditures. Constitutional and inherent limitations restrict how and when governments can impose taxes.
This document provides information about homework help resources and legal case summaries on Philippine laws. It includes links to homework help and research paper assistance sites, as well as summaries of 6 Supreme Court cases related to statutory construction principles in Philippine law. The cases cover topics like distinguishing between general and special laws, the weight given to administrative construction, and the use of statute titles in determining legislative intent.
The document discusses the concepts of governance and good governance. It states that governance refers to the processes of decision-making and implementation. Good governance has eight major characteristics including participation, rule of law, transparency, responsiveness, consensus orientation, equity, effectiveness and efficiency, and accountability. It explains each of these characteristics in more detail and how they are important for good governance.
This document contains the articles of cooperation for organizing a primary cooperative under Philippine law. It outlines the cooperative's name, purpose, goals, powers, term of existence, area of operations, names and addresses of founding members, membership requirements, number of board of directors, capitalization structure, subscribed and paid-up capital amounts, and an affidavit from the treasurer certifying the capital contributions. The overall purpose is to establish a cooperative to help improve members' quality of life through increased income, savings, and access to resources.
This document discusses the linkage between local planning and budgeting in the Philippines. It provides the legal basis for harmonizing local development plans with budgets. The key documents in the plan-budget cycle are the Development Plan, Local Development Investment Program, Annual Investment Program, and local budgets. The process involves developing long-term development plans, prioritizing projects and programs, determining resource requirements, and allocating budgets accordingly to operationalize approved development plans. The goal is to achieve efficiency and effectiveness in resource allocation across all local government units.
The document outlines the key principles and responsibilities of the Commission on Audit (COA) of the Philippines based on the Government Auditing Code. It establishes that the COA, composed of a Chairman and two Commissioners, is responsible for auditing all government accounts, funds, and property. It has the authority to examine documents, accounts of public utilities, investigate irregularities, and take actions such as seizing offices and distraining property in cases of financial issues.
1. The document discusses the role of local governments in development in the Philippines based on provisions of the Local Government Code of 1991. It outlines the basic services and regulatory functions devolved to local government units as well as their organizational structure and revenue sources.
2. Key issues in decentralization mentioned include the inadequacy of internal revenue shares for local governments, lack of support for tertiary health services, and the need to further devolve powers, functions and taxing authority. Problems associated with decentralization include the entrenchment of political dynasties and increased potential for corruption.
3. The Local Government Code of 1991 is considered a milestone that increased autonomy of local governments through devolution of certain powers from
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
The document discusses the budgetary system and budget process of the Philippine government. It outlines the four phases of the budget cycle: budget preparation, budget legislation, budget execution, and budget accountability. It provides details on the budget preparation phase, including the budget call, stakeholder consultations, agency budget proposals, technical budget hearings, executive review, and presentation to the President. The budget preparation phase ends with the President's submission of the proposed budget to Congress, beginning the budget legislation phase.
BUDGET PROCESS OF THE PHILIPPINE NATIONAL GOVERNMENT, Report for PA1-Introduction to Public Administration, College of Public Administration - Tarlac State University
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 5Magnolia Raz
This document contains the suggested answers to problems and questions from Chapter 5 of the 6th Edition textbook "Income Taxation" by Valencia & Roxas. The chapter deals with exclusions from gross income under Philippine tax law. The document provides taxability determinations and explanations for over 30 problems covering topics like compensation income exclusions, life insurance proceeds, damages awards, and retirement income.
The document discusses approaches and tools for local government units (LGUs) in resource mobilization. It notes that LGUs have a dual nature as they can impose taxes and fees using their taxing powers, and also operate economic enterprises and charge for services using their corporate powers. The document outlines various revenue mobilization strategies available to LGUs, including increasing resources, expanding funding facilities, tapping private partners, restructuring budgets, and determining appropriate service delivery options. It provides tables and steps for effective revenue generation, analysis of revenue sources, and forecasting future revenues.
1. The document outlines the powers, duties, and functions of local chief executives like Punong Barangay, Mayors, and Provincial Governors according to the Local Government Code of 1991.
2. Punong Barangay has relatively more power than Mayors or Governors and exercises basic duties like executing laws and ordinances, presiding over sessions, and settling disputes.
3. Mayors and Provincial Governors are mandated to promote general welfare, enforce laws, generate resources, and ensure basic services as the chief executives of their localities.
The first cooperatives in the Philippines were established through legislative measures rather than grassroots initiatives. The earliest was an agricultural marketing cooperative organized by Jose Rizal in 1896. Subsequent laws from 1907-1940 aimed to promote cooperatives for rural credit and marketing but many failed due to a lack of cooperative education. Inspired by a successful credit union started by a church in 1938, the government passed more laws to strengthen cooperatives through the 1930s-1940s.
This document provides an overview of the Philippine government budgeting process. It discusses key concepts like budget preparation, authorization, execution, and accountability. The major steps in budget preparation include the budget call, stakeholder engagement, technical hearings, and executive review. The budget then becomes law through legislation by Congress. It is implemented through allotment and cash releases, and agencies are held accountable by submitting budget accountability reports. Adjustments may be made to address changes in laws, macroeconomic parameters, or resource availability.
This document contains multiple choice answers and solutions for questions about accounting for long-term construction contracts. It includes 16 questions with answers that apply the percentage of completion and zero profit methods. Key details provided in the solutions include contract prices, total estimated costs, cost incurred to date, estimated costs to complete, percentages of completion, and gross profits recognized or earned in each period.
The document outlines the organizational structure of a cooperative, including its various governing bodies and committees. The highest policy-making body is the General Assembly, composed of all voting members. It determines amendments, elects the Board of Directors, and approves development plans. The Board of Directors manages the day-to-day operations. Additional bodies include the Treasurer, Secretary, Mediation Committee, Audit Committee, Election Committee, and Ethics Committee, each with defined roles and responsibilities.
Local planning and budgeting linkage_version 2.0yee tandog
This document discusses the legal basis and process for linking development plans to budgets at the local government level in the Philippines. It provides that development plans and budgets must be harmonized based on national and local laws. The key elements of the plan-budget linkage process are:
1) Development plans for provinces and cities that serve as the basis for local investment programs covering 3-6 years.
2) An annual investment program that identifies priority projects and resources needed for the coming fiscal year.
3) The annual budget that funds the priorities and projects identified in the investment program on a one year basis.
4) A synchronized calendar and involvement of local councils and officials to develop, approve, and implement plans and budgets in
This document provides a review of related literature on social networks and social media. It discusses both foreign and local literature on how social networks allow individuals to connect and share interests online. The document also examines how governments and organizations are using social media as a public relations tool to engage with stakeholders.
Gain knowledge and insight on how and where to register your business in the state of Illinois and federally as well. Visit the Illinois workNet Start A Business section for more information.
03 chapter 4 deductions from gross estate part 02Flab Villasencio
This document discusses various deductions that can be taken from a gross estate for tax purposes in the Philippines, including ordinary expenses, losses, indebtedness, taxes, transfers for public use, and amounts received by heirs. It provides details on vanishing deductions, which allow a deduction on property received within 5 years that was previously taxed. An example calculation is shown for a vanishing deduction involving property inherited by Gina Dan from her mother Pina Dan that increased in value over time.
Taxation is important and encompasses many areas of daily life. It is defined as the process by which governments raise funds through legislation to pay for necessary expenses. There are several principles and powers related to taxation. Governments have the power to tax based on the theory of necessity, which is that people must fund the government in exchange for protection. Taxes must also be adequate to fund government operations and expenditures. Constitutional and inherent limitations restrict how and when governments can impose taxes.
This document provides information about homework help resources and legal case summaries on Philippine laws. It includes links to homework help and research paper assistance sites, as well as summaries of 6 Supreme Court cases related to statutory construction principles in Philippine law. The cases cover topics like distinguishing between general and special laws, the weight given to administrative construction, and the use of statute titles in determining legislative intent.
The document discusses the concepts of governance and good governance. It states that governance refers to the processes of decision-making and implementation. Good governance has eight major characteristics including participation, rule of law, transparency, responsiveness, consensus orientation, equity, effectiveness and efficiency, and accountability. It explains each of these characteristics in more detail and how they are important for good governance.
This document contains the articles of cooperation for organizing a primary cooperative under Philippine law. It outlines the cooperative's name, purpose, goals, powers, term of existence, area of operations, names and addresses of founding members, membership requirements, number of board of directors, capitalization structure, subscribed and paid-up capital amounts, and an affidavit from the treasurer certifying the capital contributions. The overall purpose is to establish a cooperative to help improve members' quality of life through increased income, savings, and access to resources.
This document discusses the linkage between local planning and budgeting in the Philippines. It provides the legal basis for harmonizing local development plans with budgets. The key documents in the plan-budget cycle are the Development Plan, Local Development Investment Program, Annual Investment Program, and local budgets. The process involves developing long-term development plans, prioritizing projects and programs, determining resource requirements, and allocating budgets accordingly to operationalize approved development plans. The goal is to achieve efficiency and effectiveness in resource allocation across all local government units.
The document outlines the key principles and responsibilities of the Commission on Audit (COA) of the Philippines based on the Government Auditing Code. It establishes that the COA, composed of a Chairman and two Commissioners, is responsible for auditing all government accounts, funds, and property. It has the authority to examine documents, accounts of public utilities, investigate irregularities, and take actions such as seizing offices and distraining property in cases of financial issues.
1. The document discusses the role of local governments in development in the Philippines based on provisions of the Local Government Code of 1991. It outlines the basic services and regulatory functions devolved to local government units as well as their organizational structure and revenue sources.
2. Key issues in decentralization mentioned include the inadequacy of internal revenue shares for local governments, lack of support for tertiary health services, and the need to further devolve powers, functions and taxing authority. Problems associated with decentralization include the entrenchment of political dynasties and increased potential for corruption.
3. The Local Government Code of 1991 is considered a milestone that increased autonomy of local governments through devolution of certain powers from
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
The document discusses the budgetary system and budget process of the Philippine government. It outlines the four phases of the budget cycle: budget preparation, budget legislation, budget execution, and budget accountability. It provides details on the budget preparation phase, including the budget call, stakeholder consultations, agency budget proposals, technical budget hearings, executive review, and presentation to the President. The budget preparation phase ends with the President's submission of the proposed budget to Congress, beginning the budget legislation phase.
BUDGET PROCESS OF THE PHILIPPINE NATIONAL GOVERNMENT, Report for PA1-Introduction to Public Administration, College of Public Administration - Tarlac State University
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 5Magnolia Raz
This document contains the suggested answers to problems and questions from Chapter 5 of the 6th Edition textbook "Income Taxation" by Valencia & Roxas. The chapter deals with exclusions from gross income under Philippine tax law. The document provides taxability determinations and explanations for over 30 problems covering topics like compensation income exclusions, life insurance proceeds, damages awards, and retirement income.
The document discusses approaches and tools for local government units (LGUs) in resource mobilization. It notes that LGUs have a dual nature as they can impose taxes and fees using their taxing powers, and also operate economic enterprises and charge for services using their corporate powers. The document outlines various revenue mobilization strategies available to LGUs, including increasing resources, expanding funding facilities, tapping private partners, restructuring budgets, and determining appropriate service delivery options. It provides tables and steps for effective revenue generation, analysis of revenue sources, and forecasting future revenues.
1. The document outlines the powers, duties, and functions of local chief executives like Punong Barangay, Mayors, and Provincial Governors according to the Local Government Code of 1991.
2. Punong Barangay has relatively more power than Mayors or Governors and exercises basic duties like executing laws and ordinances, presiding over sessions, and settling disputes.
3. Mayors and Provincial Governors are mandated to promote general welfare, enforce laws, generate resources, and ensure basic services as the chief executives of their localities.
The first cooperatives in the Philippines were established through legislative measures rather than grassroots initiatives. The earliest was an agricultural marketing cooperative organized by Jose Rizal in 1896. Subsequent laws from 1907-1940 aimed to promote cooperatives for rural credit and marketing but many failed due to a lack of cooperative education. Inspired by a successful credit union started by a church in 1938, the government passed more laws to strengthen cooperatives through the 1930s-1940s.
This document provides an overview of the Philippine government budgeting process. It discusses key concepts like budget preparation, authorization, execution, and accountability. The major steps in budget preparation include the budget call, stakeholder engagement, technical hearings, and executive review. The budget then becomes law through legislation by Congress. It is implemented through allotment and cash releases, and agencies are held accountable by submitting budget accountability reports. Adjustments may be made to address changes in laws, macroeconomic parameters, or resource availability.
This document contains multiple choice answers and solutions for questions about accounting for long-term construction contracts. It includes 16 questions with answers that apply the percentage of completion and zero profit methods. Key details provided in the solutions include contract prices, total estimated costs, cost incurred to date, estimated costs to complete, percentages of completion, and gross profits recognized or earned in each period.
The document outlines the organizational structure of a cooperative, including its various governing bodies and committees. The highest policy-making body is the General Assembly, composed of all voting members. It determines amendments, elects the Board of Directors, and approves development plans. The Board of Directors manages the day-to-day operations. Additional bodies include the Treasurer, Secretary, Mediation Committee, Audit Committee, Election Committee, and Ethics Committee, each with defined roles and responsibilities.
Local planning and budgeting linkage_version 2.0yee tandog
This document discusses the legal basis and process for linking development plans to budgets at the local government level in the Philippines. It provides that development plans and budgets must be harmonized based on national and local laws. The key elements of the plan-budget linkage process are:
1) Development plans for provinces and cities that serve as the basis for local investment programs covering 3-6 years.
2) An annual investment program that identifies priority projects and resources needed for the coming fiscal year.
3) The annual budget that funds the priorities and projects identified in the investment program on a one year basis.
4) A synchronized calendar and involvement of local councils and officials to develop, approve, and implement plans and budgets in
This document provides a review of related literature on social networks and social media. It discusses both foreign and local literature on how social networks allow individuals to connect and share interests online. The document also examines how governments and organizations are using social media as a public relations tool to engage with stakeholders.
Gain knowledge and insight on how and where to register your business in the state of Illinois and federally as well. Visit the Illinois workNet Start A Business section for more information.
This document provides an analysis of business registration and licensing procedures in the Philippines. It describes the national and local requirements for business registration, permits and licensing. At the national level, businesses must register with agencies like DTI, SEC, SSS and BIR. At the local level, businesses go through a process with the mayor's office and other local offices to obtain a business permit. The process typically takes 18 steps and involves submitting documents to various agencies. The document also outlines the relevant laws governing business registration and licensing in the country.
[Philippines] Learn About Setting Up a CompanyFleire Castro
Perez Go Cimafranca Avanzado & Associates is a law and consulting firm founded by Perez Go Cimafranca, who has degrees in accountancy and law from USC and teaches various business courses. He is a partner at Perez Go Cimafranca Avanzado & Associates as well as other firms, and specializes in corporate law, IT, and business development. The document provides contact information for Perez Go Cimafranca's law firm in Cebu and Taguig, Philippines.
The document provides information about business registration and licensing processes in the Philippines. It outlines the various government agencies involved in registration like SEC, DTI, LGUs, and requirements for different business structures. The registration process starts with business name registration at DTI, securing permits from LGUs, and other mandatory registrations. It also lists incentives and support services provided by agencies like NERBAC to facilitate business set up.
APPLICATION OF QUEUE MODEL TO ENHANCE BANK SERVICE IN WAITING LINESPavel Islam
. In this slide, queue theory is applied to enhance the service of a bank in lines. For this, firstly a queue model (M/M/C): (GD/∞/∞) is selected to find out efficiency of the servers, number of service facilities, when (days of the week) customers can typically be expected to arrive,amount of time customers has to spend to get the desired service, length of the queue, how much time the customers have to wait before the service starts, how much time the customers have to wait in the bank, human psychology (frustration). After that, the optimal number of counter is calculated to improve the operational efficiency. At last, we calculate the optimal service rate and service efficiency.
The document summarizes a business plan for a snack delivery service called Snacks-To-Go. It will deliver snacks to student organizations at universities in Cebu City. The plan discusses the target market of student organizations, competitors, marketing strategy, operations, management, and financial projections. Snacks-To-Go aims to make snack provision more convenient for events by delivering orders on time. It expects demand to grow 10% annually over the next 5 years.
Este documento explora la formación ciudadana como elemento fundamental para la sana convivencia escolar en cuatro instituciones educativas de la región suroeste de Antioquia, Colombia. Presenta el contexto histórico de violencia en esta región y cómo ha afectado las relaciones interpersonales. Describe el marco teórico e investigativo sobre formación ciudadana y convivencia escolar. Finalmente, detalla el método cualitativo utilizado, incluyendo instrumentos como diarios de campo, grupos de discusión y entrevistas para identificar dinámicas de conviv
Durante o terceiro trimestre, os alunos devem se concentrar em completar seus trabalhos escolares e se preparar para os exames finais. É importante que eles estudem regularmente e peçam ajuda aos professores se tiverem dúvidas. Terminar bem o ano letivo é fundamental para o sucesso futuro.
This was a primer on the IT-BPO industry as presented to the AmCham ICT Committee by Alejandro "Bud" Melchor III, Deputy Executive Director for ICT Industry Development, Department of Science and Technology, ICT Office (DOST-ICTO) on March 27, 2012
This document discusses leadership continuity and change at McDonald's. While there was a leadership change, the new leader maintained the same strategic platform and expansion plans as the previous leader in order to continue the company's success. The leader planned to expand McDonald's operations through strategic decision-making and growing the company's numbers in areas like cash flow and employment.
The VariCura 819 is essential PC TECHNOLOGY for busy hospital settings that demand workspace flexibility and the latest features to deliver and MANAGE patient care. This all-in-one PC frees up space and can be mounted on a wall or medical cart to be used where needed: patient rooms, OPERATING rooms.
Featuring a 19” LED Panel, VariCura 819 retains the capability to scan barcodes, RFID, and fingerprints, and read smart cards, this all-in-one PC eliminates the need for other peripherals because everything can be done on one piece of hardware: the VariCura 819 . The optional webcam and Skype VOIP can be used for telemedicine in the operating room or to collaborate with other medical professionals. Versatile features, all in one space saving package.
Key Features
The latest Intel dual Core i5/i3 processor
Up to 4GB memory expandability
19" high brightness, wide viewing angle display
Wipe-clean Simplicity all-in one terminal
Front and Rear enclosure IP65 Certified
Magic Multi-touch technology
Flexible, modular accessory option
MSRA Anti-bacteria coating
802.11 a/b/g/n Internal WLAN antenna option
Medical Certification
The document compares trucking rates from various areas in Cavite, Laguna, Batangas, and Lipa to the Batangas Port and Manila Port. It finds that transporting goods to Batangas Port results in significant savings in travel time and costs compared to Manila Port, with savings ranging from PHP10,000 to PHP45,000 per 10 containers depending on origin. However, transport from Cavite to Batangas Port takes much longer than to Manila Port, with higher overall costs.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshows.
The document provides an overview of the Bible, including:
- It is divided into the Old Testament and New Testament
- The Old Testament contains the Pentateuch, Historical Books, Wisdom Books, and Prophetic Books
- The New Testament contains the Gospels, Acts of the Apostles, Pauline Letters, General Epistles, and Revelation
- There are differences in the contents of the Catholic and Protestant Bibles, with the Catholic version containing additional books.
Dokumen tersebut membahas tentang mengajar dan belajar dalam Standar Proses Pendidikan. Secara garis besar, dokumen tersebut menjelaskan konsep dasar mengajar, perlunya perubahan paradigma mengajar, makna mengajar dalam SPP, dan beberapa teori belajar seperti behavioristik dan kognitif.
The document provides a summary of Lopes-LPS Brasil Consultoria de Imóveis S.A's 2Q12 presentation. It highlights include total real estate transactions of R$4.9 billion, of which R$1.2 billion was in the secondary market. Net revenue was R$109.2 million and EBITDA was R$42.3 million with a 39% margin. CrediPronto! origination grew 15% from 2Q11. In July 2012 they acquired LPS Raul Fulgêncio, a leading real estate company in Londrina. The presentation also provides breakdowns of transactions by market, region, income segment and homebuilder.
The document provides financial results and highlights for Profarma's 3Q12 earnings release. Key points include:
- Consolidated revenues grew 15.3% year-over-year to R$957.7 million.
- Net income increased 27.4% to R$10.8 million, with a net margin of 1.3%.
- EBITDA grew 14.7% to R$22.1 million and the EBITDA margin was 2.7%.
- Sales of generic medications increased 54.7% compared to 3Q11.
1) The document reports on the 2nd quarter 2006 results of an unnamed company. It highlights an adjusted EBITDA of R$671.2 million for 2Q06 and R$1,253.6 million for the first half of 2006.
2) Net profit was R$201.9 million for 2Q06, a significant increase from R$25.1 million for the same period last year.
3) The company reduced its consolidated net debt by 12% over the last 12 months through debt repayment and renegotiation.
The company reported a 2.5% increase in energy consumption in 2Q12. Revenues increased 2.8% to R$3.8 billion due to growth in residential and commercial classes. However, EBITDA declined 53.6% to R$244 million due to a 16.3% increase in energy costs. Net income fell 77.8% to R$57 million, impacted by higher energy prices and lower financial results. Operational improvements led to reductions in SAIDI and SAIFI indices. The company continues its efficiency programs to control costs.
- CEMAR's billed energy volume increased 5.8% year-over-year in 3Q12. Energy losses decreased slightly while outage times increased slightly.
- Net operating revenues increased 30.4% in 3Q12 driven by CEMAR's growth and the Sol Energias merger. EBITDA grew 7.5% while net income grew 13.4%.
- Investments increased 45.5% in 3Q12 primarily due to higher spending at CEMAR and on the Light For All Program. CEMAR's debt maturity schedule shows debt is well spaced out over time. Net debt increased slightly but leverage remains moderate.
EDP Energias do Brasil reported its 2Q09 results. Key highlights include: 4%
- EBITDA of R$344 million and net income of R$213 million
- Energy volume sold by generation business up 29% year-over-year 18%
- Unveiling of full commercial operations at Santa Fé SHP
- Net revenue fell 1% due to elimination of Enersul figures 78%
- Manageable expenses down 12% for the sixth quarter in a row
- Approval and signature of long-term financing for Pecém I project
Bonds
BNDES/IDB
The presentation provides financial and operational details on EDP
LPS Brasil reported financial results for 3Q12 with the following highlights:
- Net revenue of R$111.5 million, up 24% from 3Q11
- EBITDA of R$42.2 million with a margin of 37.8%, up from 3Q11
- Net income before IFRS of R$32.4 million, with a margin of 29.0%
- Mortgage originations through CrediPronto! totaled R$362 million in the quarter.
The document summarizes Braskem's 2Q12 earnings conference call. It notes that Braskem's EBITDA was R$845 million in 2Q12, up 7% from 1Q12, despite extraordinary effects of R$108 million. Braskem's market share of thermoplastic resins in Brazil expanded 3 percentage points to 71% in 2Q12. New projects such as PVC and butadiene were on schedule. Braskem is focused on expanding market share in Brazil and diversifying its feedstock and suppliers through projects such as acquiring a propylene splitter in the US. Braskem forecasts potential positive factors for 2H12 such as growth in emerging markets, but also
Energias do Brasil achieved several important goals in the first half of 2006. It started operations at its Peixe Angical hydroelectric plant, concluded its redundancy program, and issued new debentures. However, net income decreased due to one-time factors in 2005 and costs associated with the redundancy program. Overall the company is making progress on initiatives to reduce losses and position itself for continued growth.
The document provides an overview of operating and financial results for 3Q12. Key highlights include:
- CEMAR's billed energy volume grew 5.8% year-over-year to 1,213 GWh in 3Q12.
- Net operating revenues increased 30.4% to R$650.3 million in 3Q12, reflecting growth at CEMAR and the Sol Energias merger.
- EBITDA rose 7.5% to R$141.5 million in 3Q12 compared to the adjusted prior year period.
Energias do Brasil held a conference call to discuss its 2Q07 earnings results. The company reported strong growth in revenue and EBITDA of 27.3% and 91.6% respectively compared to 2Q06. Net income increased substantially to R$333 million from R$26 million in 2Q06. Manageable costs were impacted by some non-recurring provisions but productivity gains helped offset costs. The company also reduced debt levels and extended debt maturities. Overall, the results demonstrated continued improvement in the company's financial and operating performance in 2Q07.
The document provides an overview of operating and financial results for 3Q12. Key highlights include:
- CEMAR's billed energy volume grew 5.8% year-over-year to 1,213 GWh in 3Q12.
- Net operating revenues increased 30.4% to R$650.3 million in 3Q12, reflecting growth at CEMAR and the Sol Energias merger.
- EBITDA rose 7.5% to R$141.5 million in 3Q12 compared to the adjusted prior year period.
- Net income increased 13.4% to R$57.5 million in 3Q12 versus the adjusted year-ago quarter.
The document provides an overview of operating and financial results for 3Q12. It discusses highlights such as a 5.8% increase in CEMAR's billed energy volume and a 7.5% increase in EBITDA compared to the prior year. The financial results section notes a 30.4% increase in net operating revenues and a 13.4% rise in net income versus the adjusted figures for 3Q11. The document also reviews debt levels, capex spending, and energy losses at CEMAR.
The document summarizes 3Q12 financial highlights and subsequent events for BR Properties. Key points include:
- 3Q12 net revenues increased 83% year-over-year to R$168 million due to additional rental revenues from new properties.
- Adjusted EBITDA was R$156.4 million, up 84% year-over-year, with a margin of 93%.
- In July, BR Properties issued R$600 million in local debentures and prepaid/refinanced R$364.5 million of debt.
- Several non-income producing properties are expected to deliver throughout 2012-2014, representing potential additional annual revenue of R$300 million.
- The company reported strong financial and operational results for 2Q11, with launches up 37% and contracted sales up 29% compared to 2Q10.
- Net revenue increased 12% year-over-year, while adjusted EBITDA declined 18% due to lower margins.
- Recent developments included the appointment of a new CEO and CFO, as well as a R$170 million securitization of receivables.
- Alphaville was highlighted as a major growth driver through new brand extensions and focus on large urban developments.
Sonae Sierra Brasil reported strong financial and operating results for 2Q11 and 1H11. Net revenue grew 17.2% in 2Q11 and 17.7% in 1H11 driven by increases in rents, parking, and other revenue streams. Adjusted EBITDA rose 17.6% in 2Q11 and 18.2% in 1H11. The company has an expansion and development pipeline that will double its GLA over the next three years, including new projects in Uberlândia, Londrina, and Goiânia. Sonae Sierra Brasil is well positioned for continued growth with a solid portfolio and development pipeline.
CPFL Energia is a leading private electricity company in Brazil. In the first nine months of 2004, it had net revenues of over R$5 billion and EBITDA of R$1.1 billion. It operates in distribution, commercialization, and generation of electricity, with distribution making up the largest portion of its EBITDA. CPFL Energia is focusing on reducing debt levels and increasing investments in generation projects to drive future growth.
The document provides an overview of operating and financial results for 3Q12. Key highlights include:
- CEMAR's billed energy volume grew 5.8% year-over-year to 1,213 GWh in 3Q12.
- Net operating revenues increased 30.4% to R$650.3 million in 3Q12, reflecting growth at CEMAR and the Sol Energias merger.
- EBITDA rose 7.5% to R$141.5 million in 3Q12 compared to the adjusted prior year period.
The document summarizes the key highlights from BR Properties' 2Q12 earnings release presentation. It notes that revenues increased 93% year-over-year due to properties merged from One Properties. Adjusted EBITDA grew 90% and net income was impacted by gains on investment property appraisals. The portfolio market value reached over R$12 billion and several properties were acquired, leased, and sold during the quarter. Non-income producing properties were highlighted that could generate over R$437 million in potential annual revenue once delivered and leased.
NanoHoldings is raising $650 million from existing investors to acquire Magenta, a leader in plasma gasification waste-to-energy technology. Magenta has operated a commercial demonstration plant since 2008 that converts municipal solid waste into syngas to generate electricity. The acquisition will allow NanoHoldings to commercialize Magenta's proven and efficient technology, targeting 10-15% of the large global market for waste management. Projections estimate the investment could return over 9 times within 4 years upon projected sale of the company in 2018.
Similar to Business Permits and Licensing System (BPLS) Client Satisfaction Survey (20)
The document summarizes an event discussing the third assessment of the Arangkada Philippines Project (TAPP). The event will observe the third anniversary of TAPP's launch, release the third assessment, and bring together experts to discuss reforms to promote jobs. It provides an agenda for presentations and panel discussions on economic growth, competitiveness, sectors, and reforms. It also summarizes TAPP's activities over three years and the assessments' findings on Philippines' competitiveness rankings and recommendations.
The document summarizes the state of Philippine infrastructure and the Department of Public Works and Highways' strategic policies and programs to improve it. It notes that while the country's road network is extensive, road quality is low, with only 27% of roads paved. It then outlines DPWH's initiatives to upgrade national roads, implement flood control projects, and increase public-private partnerships to boost infrastructure spending from 2011-2014. Charts show that while the budget has increased, the quality of Philippine roads has improved in global rankings over that period. The document concludes by emphasizing the DPWH's commitment to continued infrastructure investment for job creation and economic growth.
(1) PEZA has experienced significant growth since 1995, increasing the number of economic zones from 16 to 300 and registered enterprises from 331 to 3,213. (2) Total investments in PEZA from 1995-2013 amounted to PHP 2.582 trillion, creating over 1 million jobs and USD 518.97 billion in exports. (3) PEZA provides a one-stop shop for investors, with streamlined permitting and registration to attract businesses while maintaining low fees and a transparent, corruption-free process.
The document discusses creating more and better jobs in the Philippines. It makes several key points:
1) Accelerating inclusive growth is the central policy challenge, but economic growth has not led to good job creation due to past policy distortions in agriculture and manufacturing.
2) There is no single solution, as the jobs problem is linked to deep-seated structural issues.
3) A unique window of opportunity exists today to accelerate reforms that will help create more jobs, but seizing this requires government, business, labor, and civil society to work urgently on an action plan together.
The document discusses the Philippines' performance in global competitiveness rankings from 2011-2014. It shows that the Philippines has improved its rankings over time, moving up 26 places in the World Economic Forum's Global Competitiveness Index from 2011-2014. The Philippines also improved significantly in the World Bank's Ease of Doing Business report from 2009-2014. Specific areas of improvement included reducing the time and cost of starting a business, getting electricity, paying taxes, and resolving insolvency. However, the Philippines still lags behind other ASEAN countries like Malaysia and Singapore in many indicators. The document advocates for further reforms to build on the country's progress and strengthen competitiveness.
The document discusses ensuring energy security, reliable power supply, and affordable power rates in the Philippines. It defines energy security based on definitions from the IEA and European Commission. The Philippines is currently not energy secure due to a cycle of power capacity deficiencies and high prices. It analyzes the adequacy and reliability of power supply in Luzon, Visayas, and Mindanao grids, finding future deficiencies without new power plants. It examines challenges to energy security under EPIRA, including lack of policy to ensure timely new capacity and high electricity prices compared to neighbors. It proposes options like aggregating electric cooperatives and large customers, embedded combined heat and power, and distribution utility bidding to contract new capacity. Finally, it
The document summarizes legislative priorities and recommendations for the Philippine business sector for the 16th Congress. It provides an analysis of business-related laws enacted by the 14th and 15th Congresses, including the pace of legislation. Key recommendations are for Congress to prioritize passage of remaining "low hanging fruit" bills and new economic reform bills that support investment and jobs. Priority bills identified for the 16th Congress include competition policy, customs reform, tax incentives rationalization, and amendments to laws on mining, procurement, and land use.
Investment Grade Philippines: Seizing Opportunities to Achieve Inclusive GrowthArangkada Philippines
The document summarizes the macroeconomic performance and outlook of the Philippines. It notes that the Philippine economy sustained robust growth in the first half of 2013, supported by sound macroeconomic fundamentals including low and stable inflation, a favorable interest rate environment, a sound banking system, and sustainable fiscal and external positions. It discusses key drivers of growth as well as risks, and emphasizes the need to improve social outcomes like employment generation and poverty reduction to achieve inclusive growth. Priority sectors for supporting inclusive growth are also highlighted.
Philippine Business Groups - Joint Foreign Chambers Press Conference on 16th Congress Legislation, September 11, 2013, 10:00 a.m.,
JV Del Rosario Rm, 4/F AIM Conference Center
Maersk Line is the world's largest container shipping company with over 100 years of experience. It has 325 offices globally and serves over 125 countries. The company has a strong presence in the Philippines with 5 offices serving 6 ports. Maersk Line offers weekly feeder services to major Philippine ports and prioritizes berthing for its vessels. It provides direct shipping routes from Batangas to destinations like China, Europe, the US, Australia, and India.
MCC Transport is the intra-Asia arm of A.P. Møller–Maersk Group. It was formed through the acquisitions and mergers of various companies over the years. MCC operates over 60 vessels serving over 170 ports weekly across Asia. It provides reliable container shipping services between various countries in Asia, including the IA7 route from Batangas, Philippines to destinations like Malaysia, Singapore, Thailand, China, Hong Kong and more. The document discusses MCC's business model, competitive advantages, service coverage and schedules on the IA7 route, as well as contact details for sales representatives.
Introduction & summary of Batangas Port presentation by JICA-JCCIPIArangkada Philippines
This document promotes the use of the Batangas Port Container Terminal by providing information on its facilities and services. It details the terminal's berth size, equipment, warehouse space, and annual capacity. Shipping services from MCC-Maersk and terminal services from ATI are highlighted. Contact information for these providers and trucking company Nippon Express is listed. Cost and time savings for users in Lipa, Sta. Tomas, Laguna, and Cavite compared to Manila are shown, with Lipa offering the most savings of around PHP 60,000 and 15 hours for 10 containers.
Energy Sec. Jose Rene D. Almendras was the keynote speaker at the April 23, 2012 Energy Forum hosted by the Joint Foreign Chambers. He discussed in detail the Philippines' diversified energy mix and the development plans for energy resources. One of the highlights of his presentation involved a summary of the power situation for Luzon, Visayas, and Mindanao as of April 2012.
Presentation of PEZA Director General Lilia De Lima at EuroMoney Conference 2012Arangkada Philippines
On March 27, PEZA DG Lilia De Lima presented at the Euromoney Conference Workshop at the Manila Peninsula. In her presentation “Creating the Next Business Hub for Manufacturers,” DG De Lima reported that as of February 29, 2012, PEZA administers a total of 257 economic zones comprised of: Manufacturing (64 zones);
IT Parks and Centers (164 zones); Tourism Ecozones (12 zones); Medical Tourism Park/ Center (2 zones); and
Agro-Industrial Parks (15 zones).
On March 28, DepEd Secretary Armin Luistro presented “The State of Education” to the members of the Philippine Business for Education. He
emphasized the trifocalization of education in the Philippines between DepEd, CHED, and TESDA.
Sec. Armin discussed DepEd’s performance indicators, their change agenda, budget trends, resources, current initiatives, and strategic directions. The K + 12 Basic Education Program was identified as a flagship reform strategy. Also discussed were DepEd initiatives to address the shortage on classrooms, teachers, sanitation facilities, textbooks, and school seats. Apart from K + 12, DepEd has focused on adopting the indigenous people education framework,
strengthening the use of ICT in education, and implementing the five key reforms of the Basic Education Reform Agenda: a) school-based management; b)
national learning strategies; c) quality assurance and accountability; d) complementary interventions; and e) institutional culture change.
The Philippines' Competitive Advantage on Business Environment in Comparison ...Arangkada Philippines
This document discusses the competitive advantages of the Philippines for business compared to other Asian countries from the perspective of the Japan External Trade Organization (JETRO). It outlines that the Philippines has competitive advantages in terms of cost competitiveness, quality of human resources, and government incentives. It also notes that strengthening industrial linkages, manufacturing sectors, and infrastructure would further improve the investment environment. The document provides data on sources of profits for Japanese companies by region, salaries for various roles in manufacturing and non-manufacturing sectors, and reasons for Japanese companies establishing operations in different Asian cities.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
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To download this presentation, visit:
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2. SURVEY PERIOD
The Survey was conducted from January 11 to February 10, 2012
RESPONSE RATE
The Survey was able to generate a total of 763 respondents firms
around the country. Out of these, 86 responses were received through
online, 38 through email, 91 via fax and 548 responses were received
via mail.
4. TABLE 1
No. of Respondents by Region
REGIONS NEW RENEWAL TOTAL
REGION 1 0 0
A total of 763 respondents
REGION 2 3 3
participated in the survey.
REGION 3 3 7 10 Bulk of these respondents
REGION 4A 3 41 44 came from Regions 5, 7,
REGION 4B 3 3 NCR, CAR and 10. Other
REGION 5 12 185 197 respondents came from
REGION 6 3 58 61 Regions 2, 3, 4A, 4B, 6, 8, 11,
12, and CARAGA.
REGION 7 18 122 140
REGION 8 2 2 Additional 87accomplished
REGION 9 0 questionnaires from Regions
REGION 10 8 48 56 5, 6 and 9 were submitted to
REGION 11 4 24 28 the NCC but failed to meet
the cut-off deadline. No
REGION 12 30 30
responses were received
CARAGA 13 2 25 27 from Regions 1 and ARMM.
CAR 6 74 80
NCR 3 79 82
TOTAL 62 701 763
5. TABLE 2
No. of Respondents Applying 8%
for Business Permits
No. of
New/Renewal %
Respondents
New 62 8
92%
Renewal 701 92
New
Total 763 100 Renew
Majority or 92 % (701) have filed for the renewal of permits while 8% or (62) have filed for
new permits.
A total of 185 LGUs are covered in the survey 72 of which are reported to have already
streamlined their BPLS. The remaining 113 may be in the various stages of streamlining
efforts.
6. TABLE3
5%
Respondents by Designation
(New/Renewal) 18%
DESIGNATION NEW RENEW TOTAL % 45%
Owner 41 306 347 45 14%
Owner/
8 137 145 19
Manager
Employee/ 19%
2 101 103 14
Manager
Owner
Employee/ Owner/Manager
9 127 136 18
Staff Employee/Manager
Others 2 30 32 4 Employee/Staff
Total 62 701 763 100 Others
Forty-five percent (45%) of the respondents are owners while 19% are owner
managers. The rest are either employee/manager and employee staff. This
profile holds true for those who renewed their business permits. Those who
applied for new permits are either owners or employees.
7. TABLE 4 6%
Respondents by Nature of Business 3%
(New/Renewal)
NATURE OF
NEW RENEW TOTAL % 40%
BUSINESS
Agriculture 6 38 44 6 41%
Services 33 283 316 41
Mining &
0 7 7 1
Quarrying
Manufacturing, 9%
Construction, Agriculture 1%
1 72 73 9
Real Estate Services
Dev't.
Mining & Quarrying
Wholesale &
22 285 307 40 Manufacturing, Contruction, real estate Dev't.
Retail Trade
Others 16 16 3 Wholesale & Retail Trade
Total 62 701 763 100 Others
Bulk of the respondents are engaged in services, such as transportation, communication,
rentals, food and restaurants (41%) and wholesale and retail trade (40%). Manufacturing
accounts for (9%), while Agriculture (6%), and Mining (1%). Businesses who filed for
renewal are also mostly engaged in Wholesale and Retail Trade, while bulk of those who
filed for new permit are engaged in services.
8. 2% 1%
TABLE 5
Respondents by Business Classification 20%
(New/Renewal)
CLASSIFICATION NEW RENEW TOTAL %
Single
57 529 586 77 77%
Proprietorship
Corporation 2 153 155 20
Partnership 2 13 15 2 Single Proprietorship
Corporation
Cooperative 7 7 1 Partnership
Cooperative
Total 62 701 763 100
Majority (77%) are single proprietors followed by corporations (20%) and 2% accounts for
partnership. This profile holds true for those who renewed their permits. For those who
filed new permits, majority are single proprietors.
9. 3% 2%
TABLE 6
Respondents by Type of Ownership
(New/Renewal )
OWNERSHIP NEW RENEW TOTAL %
Filipino 62 666 728 95
Joint 95%
0 19 19 3
Venture
Foreign 0 16 16 2 Filipino
Joint Venture (Filipino-Foreign)
Total 62 701 763 100 Foreign
95% of the respondents are Filipino owned, 3% are joint venture while 2% are foreign. 95%
of those who filed for renewal of permits are Filipino owned while 100% of those who filed
for new permits are Filipino.
10. TABLE 7
Respondents by Size of Business 10%
(New/Renewal )
BUSINESS 12%
NEW RENEW TOTAL %
SIZE
Micro 43 394 437 57
57%
21%
Small 14 144 158 21
Medium 3 87 90 12
Large 2 76 78 10 Micro Small
Medium Large
Total 62 701 763 100
More than half of the respondents (57%) are micro enterprises, 21% are small, 12%
medium and 10% large. Again, majority of those who filed for renewal and new permits
are micro enterprises. Similarly, this reflects the national profile of establishments as
reported in the 2010 List of Establishments of the National Statistics Office, where micro
enterprises account for 91% of total establishments, followed by small enterprises.
11. TABLE 8
Respondents by Length of Business 10%
(New/Renewal ) 21%
YEARS NEW RENEW TOTAL %
0-11Months 42 37 79 10
35%
1-5 Years 14 252 266 35
6-10Years 4 260 264 34 34%
11 Years &
2 152 154 21
above
0-11 months 1-5 Years
Total 62 701 763 100 6-10 Years 11years & above
35% reported that they have been in their business for 1 to 5 years, 34% 6 to 10 years,
21% 11 years and above, and 10% with barely a year of operation. Majority of those who
renewed their business permits have been in operation from 1 to 10 years.
Surprisingly, 14 of the 62 establishments who applied for new business permits have
been operating from 1 to 5 years, 4 operating from 6 to 10 years, and another 2 operating
for more than 10 years.
12. TABLE 9 1%
2%
Respondents by Length of Time 13%
6%
(New/Renewal ) 8%
TIME NEW RENEW TOTAL %
17%
<10mins. 1 3 4 1
11-30mins. 6 41 47 6 26%
31-60mins. 2 17 19 2
1-2 hours 9 50 59 8 27%
Within a day 15 183 198 26
2-3 Days 15 192 207 27 <10 mins. 11-30 mins.
4-5 Days 9 120 129 17 31-60 mins. 1-2 hours
Others 5 95 100 13 within a day 2-3 days
4-5 days Others
Total 62 701 763 100
27% of the total respondents reported that they were able to acquire their business permits
within 2 to 3 days, 26% within a day, 17% for 4 to 5 days, 13% for more than 5 days. 16%
reported that they were able to get their business permits within 10 minutes to 2 hours.
For both new and renewal, majority reported that they were able to get their permits within
1 to 3 days.
13. 3% 4%
TABLE 10
Number of Steps 12%
(New/Renewal )
43%
NO. OF STEPS/
PROCEDURES
NEW RENEW TOTAL %
19%
1 step/procedure 1 23 24 3
2 steps/procedures 3 26 29 4
3 steps/procedures 7 88 95 12 19%
4 steps/procedures 17 128 145 19 1 step/procedure
2 steps/procedures
5 steps/procedures 12 132 144 19
3 steps/procedures
6 steps/procedures
or more
22 304 326 43 4 steps/procedures
5 steps/procedures
Total 62 701 763 100
6 steps/procedures or more
A total of 43% reported that they underwent 6 steps or more to acquire business permits.
38% from 4 to 5 steps, 12% 3 steps, 4% 2 steps, and 3% 1 step. Majority of the
respondents for both new and renewal also reported to have undergone 6 steps or more
in getting their business permits.
14. TABLE 11 13%
Number of Signatories
(New/Renewal )
NO. OF
NEW RENEW TOTAL %
SIGNATORIES 24%
50%
1 signatory 12 89 101 13
2 signatories 21 160 181 24 13%
3 signatories 5 91 96 13 1 signatory
2 signatories
4 signatories or 3 signatories
24 361 385 50
more 4 signatories or more
Total 62 701 763 100
Half of the total respondents reported that it took them 4 or more signatories to approve
their business permits. 37% reported that it took them only 1 to 2 signatories for
approval, while 13% for 3 signatories.
15. TABLE 12
Number of Forms 31%
(New/Renewal )
50%
FORMS
NEW RENEW TOTAL %
USED
1 Form 37 343 380 50
19%
2 Forms 11 135 146 19
1 Form
3 Forms
14 223 237 31 2 Forms
or More
3 Forms or more
Total 62 701 763 100
Half of the total respondents reported that they were required to use 1 form in applying for
new and renewal of business permits. 31% were required to use 3 forms or more and 19%
2 forms.
16. TABLE 13
Fees Paid 3%
(New/Renewal )
FEES
NEW RENEW TOTAL %
PAID
Yes 61 678 739 97
No 1 23 24 3
97%
Total 62 701 763 100
Yes No
97% of the respondents reported that they paid fees to acquire their business permits,
while 3% did not pay but were able to get permit. This profile holds true for those who
applied for new and renewal of permits.
17. TABLE 14 2%
Respondents by Cost of Fees 5%
(New/Renewal)
Price New Renew Total % 37%
Less than P500.00 4 14 18 2
34%
P501.00-1,000.00 8 28 36 5
P1,001.00-5,000.00 37 216 253 33
22%
P5,001.00-10,000.00 7 157 164 22
Less than P500.00
Above P10,000.00 5 263 268 35 P501.00-1,000.00
P1,001.00-5,000.00
N/A* 1 23 24 3
P5,001.00-10,000.00
Total 62 701 763 100 Above P10,000.00
35% reported that they paid more than P10,000.00, 33% paid P1,001.00 to P5,000.00, while
22% paid P5,001.00 to P10,000.
* N/A – Respondents who did not pay fees
18. TABLE 15 1%
Respondents Issued Receipts or Not
(New/Renewal)
ISSUED
NEW RENEW TOTAL %
RECEIPT
Yes 60 669 729 96
No 1 9 10 1
99%
N/A* 1 23 24 3
Total 62 701 763 100 Yes No
Majority of the total respondents reported that they were issued receipts. However, 10
respondents from Regions 4A, 5 and CARAGA reported that they were not issued
receipts.
* N/A – Respondents who did not pay fees
19. 7%
TABLE 16
Respondents by Facilitation Fees
(New/Renewal)
FACILITATION NEW RENEW TOTAL %
Yes 6 51 57 7
93%
No 56 650 706 93
Yes No
Total 62 701 763 100
93% reported that they did not pay facilitation fees/grease money in order to secure
their business permits. However, 57 respondents from Regions 2, 4A & B, 5, 6, 7, 10, 11,
CAR, CARAGA & NCR paid facilitation fees to process their business permits.
20. TABLE 17
Respondents by Areas for Improvement 19%
(New/Renewal)
Rank 1 only New Renew Total % 34%
1. Reduce number of steps
23 240 263 34
and procedures 12%
2. Reduce Transaction
10 81 91 12
Time
3. Publish/Post list of 9%
8 99 107 14
Requirements 12%
4. Publish/Post cost of fees 14%
7 58 65 9
and taxes 1. Reduce number of steps and procedures
5. Improve information
dissemination about 2. Reduce Transaction Time
6 85 91 12
process and 3. Publish/Post list of Requirements
requirements
6. Establish online 4. Publish/Post cost of fees and taxes
application and payment 8 138 146 19 5. Improve information dissemination about
systems process and requirements
6. Establish online aplication and payment
Total 62 701 763 100
systems
Based on the responses, the following, by order of priority, should be undertaken to improve BPLS:
1. Reduce number of steps and 4. Publish/Post cost of fees and taxes (220)
procedures (263)
2. Reduce transaction time (208) 5. Improve information dissemination about process and
requirements (270)
3. Publish/Post list of requirements (208) 6. Establish online application and payment systems (379)
21. 1% 3%
TABLE 18 6%
5%
Respondents Overall Performance
(New/Renewal)
PERFORMANCE NEW RENEW TOTAL % 25%
1. Extremely
1 8 9 1
Dissatisfied
2. Dissatisfied 2 21 23 3
60%
3. Somewhat
2 33 35 5
Dissatisfied
4. Somewhat
12 177 189 25
Satisfied Extremely Dissatisfied
Dissatisfied
5. Satisfied 41 421 462 60
Somewhat Dissatisfied
6. Extremely
4 41 45 6 Somewhat Satisfied
Satisfied
Satisfied
Total 62 701 763 100
Extremely Satisfied
Sixty percent of the total respondents reported that they are satisfied with their BPLS in
their respective LGUs, 25% are somewhat satisfied, 5% are somewhat dissatisfied and 3%
are dissatisfied.