The Rural Bank of Digos turned itself around in the 1990s by bringing in new management, increasing capitalization, computerizing systems, and opening three new branches. It also formed partnerships with other Philippine banks and organizations. In the 2000s, the bank further professionalized its human resources department, infused additional capital, opened two more branches, and received regional and national awards. The bank offers microfinance products like short-term loans for small businesses and farmers to help them expand operations and access working capital. It is supported by training, equipment, technical assistance, and product evaluations from MABS-M. The bank has grown in number of active borrowers, loan portfolio size, field staff, loans disbursed, and

1. Gionvanni D. Gabriento
Manager, Human Resource & Administration

3. RURAL BANK OF DIGOS
 The bank turned a new leaf in the 90’s:
 New Management‐ Increased capitalization,
computerization, opened 3 branches
 Business partnerships with Bangko Sentral
ng Pilipinas, Land Bank of the Philippines,
Coconut Industry Investment Fund Finance
Corporation
 Entry of the Microenterprise Access to
Banking Services in Mindanao (MABS‐M)

4. RURAL BANK OF DIGOS
 In the horizon is a brighter 2000’s:
 Head Office & component departments had been
created
 Professionalization of the Human Resources and
Administrative Department
 Infusion of additional capital
 Opened 2 more branches
 Received the Regional and National Award from
Land Bank of the Philippines

6. Microfinance Products:
Negosyo Palambuon Pundo Padaghanon (NPPP)
- short term loan to assist microenterprise operators to expand their business
a
operations and accumulate their own capital that will, in due time, make them
less dependent on borrowed funds. It focuses more on microenterprises that
generate regular daily sales and on microenterprise operators who currently
depend on loans from informal moneylenders for working capital.
KAABAG SA MAG-UUMA (KASAMA)
- short term loan that caters to small farmers with household agricultural
a
activities and sources of income other than the farm , for the purpose of
helping them with their financial requirements. A market driven product which
identifies and meets clients needs based on character and cash flow.

7. Support from MABS:
 ountless trainings and seminars
C
 ransportation equipment – motorcycles
T
 ffice equipment – computers, printers
O
 ranch visit and technical assistance
B
 egular product Evaluation
R

11. 850,000.00
650,000.00
450,000.00
250,000.00
50,000.00
Dec. 2004 Dec. 2005 Dec. 2006 Dec. 2007 Dec. 2008
PAR > 30 days Php PAR > 7 days Php

12. Performance Dec.
Indicators Dec. 2005 Dec. 2006 Dec. 2007 Dec. 2008
2004
Active Borrowers 1,478 1,296 1,233 1,709 1,580
Loan Portfolio 5,391,896 5,518,089 8,851,910 9,439,937
6,506,900
Field Staff 17 12 11 15 11
Cum. No. of
Loans Disbursed 10,865 14,785 18,621 23,897 28,814
Cum. Amount of 88,640,21
Loans Disbursed 8 119,772,970 149,770,043 192,294,151 236,960,171