PPSB has a very comprehensive <strong>Corporate</strong> <strong>Governance</strong> Code, <strong>and</strong>the practices are in line with central bank <strong>and</strong> SEC (the marketregula<strong>to</strong>r) guidelines. The Philippines banking system benefits fromhaving a banking supervisor very concerned with <strong>Corporate</strong><strong>Governance</strong>. PPSB approach <strong>to</strong> <strong>Corporate</strong> <strong>Governance</strong> is inaccordance with international best practices, but not particularlytailored <strong>to</strong> <strong>Access</strong> <strong>to</strong> <strong>Finance</strong> objectives.<strong>Access</strong> <strong>to</strong> <strong>Finance</strong>PPSB is a small institution limited in its outreach by the constrain<strong>to</strong>f not having the capacity <strong>to</strong> use the Post Office network ofbranches, which is normally considered as the main advantage ofpostal banks. Out of the 2,817 branches that the Post office has,only 25 are used as PPSB branches. There are two reasons for this.First, there is an IT connectivity problem in the postal network <strong>and</strong>second PPSB capital is considered insufficient by the Central Bank<strong>to</strong> allow for expansion.For the PPSB <strong>to</strong> be able <strong>to</strong> use the post office network, it will firstneed <strong>to</strong> find a solution <strong>to</strong> the capital increase problem. The plan is alsodependent on the central bank forthcoming regulation on “thirdparty entities as agent banks”, which includes a reference <strong>to</strong> thePostal Bank. This regulation will probably relax the conditions forthe use of agents, which may benefit the outreach capacity of PPSB.<strong>Corporate</strong> <strong>Governance</strong> <strong>and</strong> <strong>Access</strong> <strong>to</strong> <strong>Finance</strong>The mission of PPSB is <strong>to</strong> “be a strong <strong>and</strong> dynamic nationalinstitution that will mobilize savings <strong>and</strong> promote entrepreneurship<strong>to</strong> widen economic opportunities. Provide the Filipino people witha full range of professional banking <strong>and</strong> financial services accessiblein all areas of the country <strong>and</strong> promote the values of thrift, industry<strong>and</strong> prudence especially in the youth”. This statement includesgeneral references <strong>to</strong> <strong>Access</strong> <strong>to</strong> <strong>Finance</strong>. These general guidelineshave not been translated, however, in<strong>to</strong> specific financial inclusionpolicies or objectives. Thus, there seems <strong>to</strong> be certain disconnectbetween the <strong>Corporate</strong> <strong>Governance</strong> Code <strong>and</strong> the financialinclusion objectives as stated in the mission of the institution.54
3.4. FoundationsFoundations do not have owners but founders. Whereas owners’ objectiveis, in general, <strong>to</strong> obtain a profit from an initial investment, founders donot intend, as a rule, <strong>to</strong> recover their profits or net worth. As time passes,founders can disappear, or the weight of their initial endowment canbecome very small as compared <strong>to</strong> the <strong>to</strong>tal own funds, in particular if thepace of accumulation of reserves is very rapid. For this reason, it is typicalthat over time these organizations tend <strong>to</strong> be influenced by the publicadministration, as has been the case of the Spanish savings banks,including for the appointment of the members of the Board. In this case,the <strong>Corporate</strong> <strong>Governance</strong> problems of these institutions tend <strong>to</strong> convergewith those of public banks (see above), with a certain disadvantage fromthe point of view of the mechanisms for recapitalisation.BOX 4. SPANISH SAVINGS BANKS (CECA)<strong>Corporate</strong> <strong>Governance</strong>Spanish savings banks are private foundations, profit makingfinancial institutions designed <strong>to</strong> foster economic <strong>and</strong> financialdevelopment in their respective areas, fighting social <strong>and</strong> financialexclusion <strong>and</strong> return profits <strong>to</strong> society. All these objectives aresubject <strong>to</strong> a financial performance according <strong>to</strong> market st<strong>and</strong>ards.Some specificities of Spanish savings banks are the absence ofowners <strong>and</strong> the composition of their governing bodies, appointedby a plurality of stakeholders representing the community in whichthey operate: deposi<strong>to</strong>rs, staff, municipalities, regional government,the founding entities <strong>and</strong> other private bodies of the community 13 .<strong>Access</strong> <strong>to</strong> <strong>Finance</strong>Spanish Savings Banks have continuously promoted <strong>Access</strong> <strong>to</strong><strong>Finance</strong> from a geographic <strong>and</strong> sec<strong>to</strong>ral dimension, as a result oftheir extensive network of branches <strong>and</strong> their specialized attention<strong>to</strong> retail clients (households <strong>and</strong> SMEs) in their area of influence.13 A Law approved in July 2010, when this report was in advance stage of finalization,included a series of changes in the <strong>Corporate</strong> <strong>Governance</strong> of savings banks, including thelimitation <strong>to</strong> 40% of members of the Board appointed by the public sec<strong>to</strong>r.55
- Page 6 and 7: BoxesBox 1. German Sparkassen 27Box
- Page 9 and 10: EXECUTIVE SUMMARYBackground and obj
- Page 11 and 12: nnAccess to Finance in enshrined in
- Page 13 and 14: Chart A.Corporate Governance, Acces
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- Page 43 and 44: Figure 2. Sound Governance of Finan
- Page 45 and 46: As can be seen in the figure above,
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- Page 63 and 64: 4.1. Financial deepening and improv
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- Page 88 and 89: Chart 13. Corporate Governance comp
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A very recent contribution to the d
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For example, in Latin America, WSBI
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The paper examines whether a poor e
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For the survival of microfinance in
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ANNEX 2: CASE STUDIES 32CASE STUDY
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It is one of the major characterist
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Although Sparkassen are legally and
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Figure A.2. Corporate Loans Market
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Financial education is also an impo
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Corporate GovernanceKPOSB is wholly
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Among the initiatives that the gove
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Related to the concession of credit
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OPERATIONS1. Deposit Base: It was p
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Corporate GovernanceThe Central Ban
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To address the problem of capital,
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Financial inclusion ranges very hig
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CASE STUDY 4:SPANISH SAVINGS BANKS
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The uniform financial regulation of
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Figure A.3. Governing Bodies - Span
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The web-based tool www.rededucacion
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On the liability side, CMAC offer m
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A specificity of CMAC is that the m
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Table A.3.MissionMissionCMAC AREQUI
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As of September of 2009, the twelve
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Furthermore, the consensus culture
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ANNEX 3: QUESTIONNAIREQUESTIONI. Ge
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ANNEX 4:THE HONOHAN INDEX 43COMPOSI
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COMPOSITE MEASURE OF ACCESS TO FINA
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ANNEX 5:QUANTITATIVE RESULTSCountry
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Overall Corporate Governance IndexO
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REFERENCES- Andrianova, S., Demetri
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- FSD Kenya (2009), Financial Secto
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- World Bank (2006) The Role of Pos
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WSBI - ESBG - The Global Voice of S