Bpi Internal Culture
BANK OF THE PHILIPPINE ISLANDS:
CULTURE
BPI recognizes the need to engage and retain their talented managers, to prepare BPI officers to lead the strategic initiatives needed to succeed in the competitive and dynamic banking world. Along with this, BPI is being faced by a challenge: their CEO and President, including 40 other senior officers, were scheduled to retire between 2009 and 2012.
With this, BPI established a goal of creating a bank-wide culture of leadership, innovation and customer-centricity and also building a pipeline that enables them to fill in the positions left by retiring executives and resigning employees from within its own ranks. This goal is enunciated by BPI’s initiative to work with Harvard Business Publishing to create programs for middle managers and senior leaders. This is also made clear by the officership training program that they offer to employees.
BPI has numerous firsts. It is the oldest bank in the Philippines still in operation, the country’s largest bank in terms of market capitalization and the country’s most profitable bank. It is also the oldest bank in Southeast Asia with a long and distinguished history that spans over a century. It has also received several awards from various financial magazines and was awarded the Philippines’ Strongest Bank in April 2010. With all these firsts, it is only essential then that the key element of BPI’s mission should be inculcated in its culture which is that of leadership, innovation and customer-centricity.
The commitment to developing the potential of employees is a key element of BPI’s mission – their strategy to succeed in the banking world and thus of which the current culture firmly
CULTURE
BPI recognizes the need to engage and retain their talented managers, to prepare BPI officers to lead the strategic initiatives needed to succeed in the competitive and dynamic banking world. Along with this, BPI is being faced by a challenge: their CEO and President, including 40 other senior officers, were scheduled to retire between 2009 and 2012.
With this, BPI established a goal of creating a bank-wide culture of leadership, innovation and customer-centricity and also building a pipeline that enables them to fill in the positions left by retiring executives and resigning employees from within its own ranks. This goal is enunciated by BPI’s initiative to work with Harvard Business Publishing to create programs for middle managers and senior leaders. This is also made clear by the officership training program that they offer to employees.
BPI has numerous firsts. It is the oldest bank in the Philippines still in operation, the country’s largest bank in terms of market capitalization and the country’s most profitable bank. It is also the oldest bank in Southeast Asia with a long and distinguished history that spans over a century. It has also received several awards from various financial magazines and was awarded the Philippines’ Strongest Bank in April 2010. With all these firsts, it is only essential then that the key element of BPI’s mission should be inculcated in its culture which is that of leadership, innovation and customer-centricity.
The commitment to developing the potential of employees is a key element of BPI’s mission – their strategy to succeed in the banking world and thus of which the current culture firmly