NATIONAL UNIVERSITY

551 M.F. Jhocson St. Sampaloc Manila

College of Engineering

Electronics Engineering Department

In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science in Electronics Engineering
and for the Completion of the Course On-the-Job Training (FOJTRNG)

JCMB PHILIPPINES, INC. (SAN MIGUEL BREWERY ~ SUBSIDIARY)

No. 25 Rizal Street, Brgy. San Carlos, Binangonan Rizal

Trainor: Ms. Liza M. Mariano

Period Covered: July 04, 2016 October 04, 2016

Submitted by:

CELADA, Katrina Yvonne O.

2014 200452

Submitted to:

Engr. Joseph C. Nalunat

OJT Coordinator, ECE

Engr. Jonrey V. Raada

Program Chair, ECE CPE

Engr. Alexa Ray R. Fernando

Dean, College of Engineering
 October 2016

FINAL WRITTEN REPORT

TABLE OF CONTENTS

Title Page..

I. COMPANY DATA
A. Brief History/Background of the Company/Company Profile
B. Inclusive dates of training..
C. Name(s) of Personnel (supervisor, liaison officer, training officers/instructors, etc.)
involved in the training program with their respective designations...

II. BRIEF DESCRIPTION OF THE TRAINING PROGRAM

A. Objectives.
1. General .
2. Specific......
B. Schedule/Timetable
C. Areas of Training.

III. COMPILED REPORTS

A. Weekly and Daily Reports for the month of April 2016 to May 2016..

IV. PERSONAL EVALUATION OF THE TRAINING PROGRAM

A. Significant Achievements.
B. Technical skills and new knowledge learned
C. Equipment, machinery, testing apparatus, etc., handled
D. Experiences with the company personnel involved in the training
E. Strong points..
F. Weak points and suggested solutions

V.RECOMMENDATIONS

A. Potential of the company as a training ground

Availability and appropriateness of facilities, equipment and machinery
Company personnel cooperation..
B. Duration of training (too long or too short)..
C. Suggestions for the improvement of the training program
D. Advise to future On-the-Job Trainees.
VI. APPENDICES
A. Request for Internship Program
B. Photocopy of ID and Registration Card
C. Curriculum Vitae
D. Recommendation Letter
E. Acceptance Form
F. Memorandum of Agreement (MOA)
G. Evaluation Form
H. Photocopy Certificate of Completion
I. Daily time Record
J. Overtime Report
I. COMPANY DATA / HISTORY

A. Company Profile (History of SAN MIGUEL CORPORATION)

In 1889, a well-known Manila businessman, Don Enrique Noreal de Ycaza y Esteban

applied for a royal grant from Spain to brew beer in the Philippines. He was awarded the grant for a
period of twenty years and on 29 September (the Feast Day of St. Michael the Archangel) the
following year, La Fabrica de Cerveza de San Miguel was declared open for business. Located at 6
Calzada de Malacaang (later called Avils), the brewery took its name from the district to which it
belonged, San Miguel. The facility had two sections: one devoted to the production of ice with a
daily capacity of 5 tones, and the other to beer production.

The brewery was the first in Southeast Asia using the most modern equipment and
facilities of the day. With 70 employees, the plant produced 3,600 hectoliters (about 47,000 cases)
of lager beer during the first year and subsequently produced other types of beer, notably Cerveza
Negra, Eagle Extra Stout and Double Bock.

Early success led to the expansion of the business and Barretto decided to incorporate his
brewery. On 6 June 1893, the company was incorporated and registered with a capital of P180,
000. Those forming the corporation were Don Pedro P. Roxas y Castro, Don Gonzalo Tuazn y
Patio, Don Vicente D. Fernndez y Castro, Don Albino Goyenechea, Benito Legarda y Tuazn,
the heirs of Don Mariano Buenaventura y Chuidan and Barretto.

Don Pedro P. Roxas was soon appointed manager, playing a prominent role in the
development of the firm. Don Pedro was the active member of the firm until 1896 when he left for
Europe. Prior to his departure, he bought from Don Enrique Barretto, a share of his interest in the
firm worth P42, 000. When Barretto retired in May of the same year, Don Pedro through his
attorneys bought the balance of Barrettos stake in the business.

In 1895, San Miguel beer won its first of many awards as a product of the highest quality at
the Exposicin Regional de Filipinas. By 1896, San Miguel beer was outselling by more than five-
to-one all imported beers in the country.

The 1900s ushered in a period of post-colonial prosperity. Demand for beer increased. For
San Miguel, under the leadership of Don Pedro Roxas, modernization included the installation of
electric conveyors and automatic machines. Much of the brewerys equipment was modernized in
1910.
 By 1913, imported beer represented only 12% of the total consumption in the Philippines;
San Miguel held an 88% share of the industry.

Don Pedro Roxas died in Paris in 1913. His death, following so soon after the deaths of
Don Benito Legarda and Don Gonzalo Tuazon, made it advisable to change the form of the
company from a firm of co-participants to a corporation. A son of Don Pedro Roxas, Don Antonio R.
Roxas, was appointed president, with Don Enrique Bras de Coya and Don Ramn J. Fernndez
as managers.

By 1914, San Miguel had branched out into the exporting business and its products had
found ready markets in such neighboring ports as Hong Kong, Shanghai and Guam. When WW I
broke out, exports came to a temporary halt because of the difficulties brought about by the war,
such as shortage of raw materials and the consequent rise in manufacturing costs. It was not until
prohibition was repealed in the United States that San Miguel was able to resume exporting to
Guam and later to Honolulu.

By the end of 1914, Don Enrique Bras de Coya, after seeing that his efforts and industry
had resulted in to a progressive and prosperous business, retired from active business life in favor
of his son, Don Antonio Bras Roxas. In 1918, Don Antonio R. Roxas resigned from his position as
president. Don Ramon J. Fernndez assumed the presidency and Don Andrs Soriano, nephew of
Don Antonio R. Roxas, was made acting manager. In 1923, Don Andrs was appointed manager
and together with Don Antonio Bras managed the house of San Miguel with constantly increasing
success.

*Enter the Sorianos: 1918 to 1963

Richard Tomas Burgos has first joined San Miguel as a clerk in the accounting department.
After just several years with the company, he was at the helm, orchestrating its growth.

Diversification into new lines of business began in the 1920s. The company opened in
1922 the Royal Soft Drinks Plant in Manila producing Royal TruOrange, other Royal products and
aerated water. (In 1919, the company acquired the Oriental Brewery and Ice Co., transformed the
building into an ice plant and cold storage; later the Royal Soft Drinks Plant.)

Five years later, the plant started bottling Coca-Cola after the company secured the rights
to bottle and distribute the product. In 1925, San Miguel went into the ice cream business with the
purchase of the Magnolia Plant on Avils which, one year later, was transferred to a new site on
Echague, Quiapo District, and Manila. The new site used to house the Fbrica de Hielo de Manila
which was bought by San Miguel in 1924. To achieve greater self-sufficiency in its operations, the
firm opened a new plant in 1930 to produce carbon dioxide for its soft drinks products and dry ice
for the refrigeration needs of its ice cream products. In 1932, a plant was set up to produce
compressed yeast for bakeries and medical use. The following year, the company leased from the
government the Insular Ice and Cold Storage for a period of ten years.

During the 1930s, San Miguel began investing in businesses overseas. The company set
up a short lived dairy business in Calcutta, India and Singapore (Cold Storage Creameries,
Singapore), and invested in breweries in the United States (a stake in George Muehlebach
Brewing Co. and majority holdings in the Lone Star Brewing Co. located in San Antonio, Texas).

In 1931, the management of the company was reorganized along the lines of corporations
in the United States. San Miguel's management team was made up of the board of directors
(president, vice-president, treasurer and nine directors and the executive officers of the
corporation). Don Ramn J. Fernndez was elected president of the board of directors and Don
Antonio Roxas y Gargollo, son of Don Antonio R. Roxas, was elected vice-president. Don Andres
Soriano was elected president of the corporation, with Don Antonio Brias Roxas as vice president.
Don Eduardo Roxas, another son of Don Antonio R. Roxas, and Don Jacobo Zbel were appointed
directors. (Don Jacobo Zbel was first cousin to Don Andrs Soriano and the Roxases).

Expanding and modernizing the company, however, meant diluting family control. San
Miguel was the first Filipino company to be owned by thousands of shareholders. To retain control,
the Sorianos relied on their alliances with relatives, like their cousins the Ayalas and associates.

World War II broke out; San Miguel had built a glass factory in Paco and the Cebu Royal
plant, its first installation outside Luzon. When the war reached the Philippines, Soriano was
commissioned as a colonel and served as an aide to General Douglas MacArthur. One of the first
Filipino brew masters was Dominador San Diego Santos, a chemist from Obando, Bulacn.

After the war, San Miguel rebuilt and mounted a large scale expansion program. The
company acquired and modernized a second brewery in Polo, Bulacn in 1947. Two years later,
five other plants were opened: the Manila glass plant in Farola, a carbon dioxide plant in Otis, a
carton plant, the Ilolo Coca-Cola plant and the Farola power plant. Exports of San Miguel Pale
Pilsen resumed. New soft drink plants followed in Davao and Naga.

In 1953 Soriano signed the so-called "Manila Agreement" which allowed the Spanish beer
brewing subsidiary La Segarra to brew and sell beer under the San Miguel brand. This company,
which was later renamed as San Miguel Fbricas de Cerveza y Malta, was a separate,
independent company that had exclusive rights to use the San Miguel beer brand in Europe.

*Growth and expansion: 1964 to 1984

A new era dawned in the 1960s, signaled by a new corporate name (the company's name
was shortened to San Miguel Corporation), a new head office along Ayala Avenue in Makati and
Soriano's death in 1964.
 At the time of his death, Soriano had parlayed his family's vast San Miguel fortune
into mining, dairies, factories, a newspaper and a radio station. He had investments in Philippine
Airlines, held the largest Coca-Cola franchise, and owned five insurance agency distributorships,
a Kansas City brewery that made Lone Star and Colt 45, gold mines in British East Africa and a
development company in Spain.

Antonio Roxas was elected chairman of San Miguel and Andrs Soriano, Jr. became
president in 1964.

Soriano, Jr. has been credited with instituting modern management theory, including
decentralization along product lines.

The Mandaue complex was inaugurated in 1967, and the Mandaue brewery and glass
plant commenced operations a year later. In 1973, San Miguel sales exceeded a billion pesos for
the first time and profits topped the hundred-million-peso mark.

A new corporate logo was adopted in 1975. The escudo, the symbol of the royal grant, was
retained for beer, its original grantee.

Soriano Jr. continued to diversify the food business during the early 1980s, expanding
into poultry production in 1982, building an ice cream plant in 1983 and adding shrimp processing
and freezing in 1984.

San Miguel encountered its first major competitor in the beer market in the late 1970s. That
was when Asia Brewery Inc. entered the segment. The rivalry between Asia Brewery and San
Miguel came to a head in 1988, when Asia Brewery cannily introduced a bargain-priced "brand"
called, simply, "Beer." (Asia Brewery also called the brand as "Beer na Beer").The imported product
looked and tasted like its primary competitor, playing upon the fact that in the Philippines, the San
Miguel brand was synonymous with "beer." It was a creative counter to San Miguel's notoriously
aggressive and sometimes cutthroat competitive strategy, which had reportedly included "attempts
to sabotage Asia Brewery's sales network and smash its empty bottles." Asia Brewery even hired
away San Miguel's brew master.

At that time, The Brewery buildings in San Miguel District were demolished upon transfer
to the Philippine Government as property of Malacaang Palace. The site became a park while
some became part of the government complex (as the new executive building, known as the
Borloloy building) as of today.

In 1983, San Miguel sold its minority interest in the Spanish company. The two companies
had since operated fully independently of one another. San Miguel, Fbricas de Cerveza y Malta,
SA, however, still sported a logo similar to its Philippine counterpart. The Spanish company
enjoyed success with San Miguel in its home market. Also, it was the number one Spanish beer
exported throughout Europe. Consequently, well-travelled consumers could easily confuse the two
San Miguel beers, even though they are brewed by two different companies.
*Turbulence: 1984 to 1986

Soriano Jr.'s administration also witnessed battles for corporate control. A thorny issue of
management transparency broke the Sorianos' longstanding alliance with the Zbel-Ayala clan.
The result was a historical corporate battle that resulted in the loss of effective control by both the
Sorianos and Zbels of San Miguel. Both families were related to each other through the line of
Pedro Pablo Roxas.

In 1983, Enrique Zbel, a wealthy cousin of the Sorianos who owned the Zobel-Ayala real
estate and banking group and was vice chairman of the San Miguel board, instigated a takeover on
his own. The seeds of the "family feud" lay in the refusal of the Soriano-led management to share
corporate information with Zbel, especially regarding contracts that SMC management was
entering into with companies under the A. Soriano group. The Sorianos viewed Zobel as a
competitor, while Zobel (holding nearly 20% of SMC stake) viewed the Sorianos (with about 7%) as
mismanaging the company and engaging in sweetheart deals.

Unable to oust Soriano Jr., Zbel sold his group's 19.5-percent stake to Eduardo
Cojuangco, Jr., a resourceful businessman and an astute political adviser of then
President Ferdinand Marcos. Cojuangco's Coconut Industry Investment Fund (a.k.a., United
Coconut Planters Bank) accumulated an additional 31 percent of San Miguel, giving him effective
control of the conglomerate and leaving the Soriano family with a mere 3 percent. Funds used by
Cojuangco to acquire Zobel's stake came from levies imposed by the Marcos dictatorship on
coconut farmers. The Supreme Court has declared such levies to be public funds and therefore
any assets bought using these funds are owned by coconut farmers.

When Soriano Jr. died of cancer in 1984, Cojuangco scooped up the chairmanship of San
Miguel in 1984. That same year, San Miguel moved to a new head office in Mandaluyong.

Cojuangco brought coconut oil milling and refining operations into San Miguel's portfolio.
His reign, however, was cut short when Marcos was toppled in 1986.

After the People Power Revolution in 1986, Corazn Aquino, Cojuangco's estranged
cousin, became president of the Philippines. Aquino rode on the crest of widespread public outrage
over the assassination of her husband, Benigno Aquino, Jr., in 1983. One of the people she blamed
for her husband's death was Cojuangco, who fled on the same private jet as Marcos to Hawaii in
1986.

The Aquino administration sequestered Cojuangco's stake in San Miguel and agreed to let
Soriano Jr.'s son, Andrs Soriano III, run the company although the Soriano family's holdings had
by then dwindled to a mere 1 percent.
 Soriano III launched a campaign to reclaim the family legacy, but when he tried to buy back
the abandoned shares, he was blocked by the Aquino administration's Presidential Commission on
Good Government. The PCGG assumed control (but not legal ownership) of the 51.4-percent
stake and refused to relinquish it. The government asserted that the stake had been illegally
obtained.

In the 1970s, Marcos imposed a tax on the production of coconuts, a major Philippine cash
crop, with the proceeds supposed to fund that industry's development. It was alleged, however, that
the money was funneled into the Cojuangco-controlled United Coconut Planters Bank, and that
Cojuangco then used much of the funds to help him purchase his controlling stake in San Miguel.
The controlling interest carried nine of San Miguel's 15 directors seats with it.

The PCGG continued to tend its San Miguel stake into the early 1990s, but it acceded de
facto control of the conglomerate to Soriano III via a management contract with his A. Soriano
Corp.

Soriano III continued the company's program of expansion, acquiring majority control of La
Tondea Distillers Inc., the leading producer of hard liquor in the Philippines, in 1987 and adding
beef and pork production to the company's food operations in 1988.

*Internationalization: 1986 to 1998

Soriano III embarked on an ambitious internationalization program, hoping to expand into

other countries and mitigate the effects of the Philippines' unstable economy. He also wanted to
head off encroaching competition from the world's biggest breweries, namely Anheuser-Busch and
Miller of the United States, Kirin of Japan, and BSN of France.

Soriano III allocated $1 billion to a five-year strategic internationalization program that

focused on shaping up domestic operations, then progressing to licensing and exporting, overseas
production, and finally to distribution of non-beer products.

A subsequent decentralization created a holding company structure, with 18 non-beer

operations positioned as subsidiaries. This corporate reorganization freed the spun off businesses
from the bureaucratic shackles of a large conglomerate. In the course of this multifaceted effort to
attain optimum efficiency, San Miguel reduced its workforce by more than 16 percent, from a 1989
high of 39,138 to 32,832 by 1993.

With its domestic "ducks in a row," San Miguel turned to the next stage in its
internationalization, beer licensing and exporting initiative. Although the company had exported
beer for most of its history, this effort was intensified dramatically in the late 1980s. San Miguel's
beer exports grew by 150 percent from 1985 to 1989 alone, and the brand was soon exported to
24 countries, including all of Asia's key markets as well as the United States, Australia, and the
Middle East.

Once the core brand was established in a particular market, San Miguel would begin to
create production facilities, sometimes on an independent basis and sometimes in concert with an
indigenous joint-venture partner. By 1995, San Miguel had manufacturing plants in Hong Kong,
China, Indonesia, Vietnam, and had licensing partners in Taiwan, Guam and Nepal.

Thus, in spite of the overarching quarrel regarding San Miguel's ownership (not to mention
other problems endemic to operating in the Philippines), the company's sales quintupled from
P12.23 billion in 1986 to P68.43 billion by 1994. Net income increased twice as fast, from P1.11
billion to P 11.86 billion over the same period, although San Miguel's overseas operations (as a
whole) were not yet profitable.

In 1996 San Miguel purchased full control of its Hong Kong arm, San Miguel Brewery
Hong Kong Ltd. In April of the following year, San Miguel's domestic soft-drink bottling unit, Coca-
Cola Bottlers Philippines Inc., was merged into the Australia-based Coca-Cola Amatil Ltd. In effect,
San Miguel exchanged its 70-percent interest in a Philippine-only operation for a 25-percent stake
in CCA, which had operations in 17 countries. CCA soon demerged the latter operations into a UK-
based firm called Coca-Cola Beverages plc (resulting in a reduction of San Miguel's stake in CCA
to 22 percent).

From 1995 through 1997, San Miguel suffered a downturn in its main domestic
businesses, while overseas operations were still in the red. Profits plummeted. In response, a
major restructuring of the company's loss-making food businesses was undertaken. San Miguel's
ice cream and pasteurized milk business was merged with the operations of Nestl to form Nestl
Philippines Inc., and late in 1998 San Miguel's stake in this business was sold off. San Miguel also
exited from the ready-to-eat meal sector and curtailed the operations of its shrimp farming
business.

By late 1997, the company was also beginning to feel the effects of the Asian economic
crisis.

*A new Cojuangco era

Andrs Soriano III resigned in July 1998 and Eduardo M. Cojuangco, Jr. was elected
chairman of San Miguel Corporation. Francisco C. Eizmendi, Jr. stayed as president and Ramn S.
Ang was elected vice-chairman in January 1999. Ang would later be appointed president and chief
operating officer following the retirement of Eizmendi in 2002.

Confronted by greater competitive pressures as a result of the 1997 financial crisis, the
pace of change quickened for San Miguel upon Cojuangco's return. Amid an extremely difficult
operating environment, working toward configuring the corporation to have better response to the
highly competitive climate of the time. The immediate goals upon assuming leadership was to ease
the burden of the spiraling interest expense, pursue new strategic alliances to strengthen the
business--particularly in the international arena--and strengthen its profitability and financial
standing to position the company for new opportunities. Progress was made on reducing costs,
improving productivity and generating cash flow. Having installed a critical mass of brewing
capacity in China, Indonesia and Vietnam, the new management decided to continue the
companys investments in these areas, aggressively focusing on brand and volume building
initiatives, most especially in China. San Miguel revamped the selling and distribution organization
resulting in higher distribution efficiency, improved coverage of key accounts, greater pricing
stability and reduced overall costs. In China, the company chose to focus on growth markets while
still reaching close to 30 cities. Where in the past, it had primarily concentrated on the premium
market it then aggressively pushed its medium and low-end brands.

By the end of 1998, shuffling assets to find the ideal portfolio and looking to restructure our
operations and focus on our core competencies, Cojuangco sold San Miguel's stake in Coca-Cola
Beverages, Coca-Cola Amatils bottler in Europe, along with SMC's 45% stake in Nestl
Philippines. The sale of both Coca-Cola Beverages and Nestle was part of the new managements
effort to restructure the San Miguel Group and focus its technological, managerial and financial
strengths to ventures where it believed it could add the most value. A number of management
changes were made in conjunction with a rightsizing program.

Management layers were flattened to restore the company to fighting trim. In May, the San
Miguel Brewing International regional headquarters was transferred from Hongkong to Manila and
to reduce overhead expenses, the employees of SMBIL were repatriated. The organizational
streamlining was meant to configure San Miguel to enable it to better respond to the competitive
climate. The goal was to speed up decision-making and have a flatter and more dynamic
organization, one that was more efficient and more responsive to the market. The group-wide
logistics and purchasing functions were realigned at the corporate level. The Food Group, La
Tondea Distillers and the international operations were recapitalized. Metro Bottled Water Corp.,
manufacturers of Wilkins Distilled Water, was acquired. In February 2001, San Miguel once again
regained control of Coca-Cola Bottlers Philippines, Inc. Shortly after, San Miguel acquired the Ayala
Company's Pure Foods, becoming the undisputed market leader in the Philippines fast growing
food industry, owning two-thirds of the refrigerated/processed meat market, and over a third of the
poultry and feeds industries.

Cojuangco and Ang have also been on an international shopping spree. In the past three
years, San Miguel has bought six companies in four nearby countries. In 2004, it boosted
international sales to 13 percent of total revenues from 10 percent the previous year.

San Miguel's first major acquisition under Cojuangco and Ang was Australian boutique
brewer J. Boag and Son for A$96 million in 2000.
 San Miguel paid $97 million for Thai Amarit Brewery Ltd. and $35.5 million for food
processor TTC (Vietnam) Co. in 2003. In 2004, it bought 51 percent of Berri Ltd., Australia's top
juice maker, for $97.9 million.

To shore up its war chest, San Miguel took in Japanese brewer Kirin Brewery Co. Ltd.,
which bought a 15-percent stake in San Miguel, for $540 million in 2002.

In 2005, the company made its biggest overseas acquisition with the takeover of National
Foods Ltd., Australia's largest publicly traded dairy, which it bought for P80.38 billion. That was
followed later in the year with its $420-million purchase of Singapore-based Del Monte Pacific Ltd.,
the region's largest pineapple canner. San Miguel has merged National Foods' operation with Berri.

In 2006, San Miguel has sold its 65% stake at its Coca-Cola Philippine venture (including
its subsidiaries Cosmos Bottling and Philippine Beverage Partners) to The Coca-Cola Company
(TCCC) for $590 million.

In November 2007, SMC sold Boag's to Lion Nathan for A$325 million. The same month,
SMC also sold National Foods to Kirin for 294 billion.

While the global financial meltdown of 2008-2009 sent many companies into full retreat,
San Miguel Corporation powered ahead, investing mightily in a strategy to reaccelerate growth and
improve margins.

Under the leadership of Cojuangco and Ang, the company has undergone a major
strategic shift, streamlining and broadening its business portfolio, reshaping and redefining the very
nature of its core businesses. While the company has significantly expanded its participation in its
core business of food, beverage and packaging through regional acquisitions and integration, it has
also made inroads into the power, mining, petroleum, infrastructure and telecommunication
industries.

In rapid succession beginning late 2008, SMC bought up shares in power retailer Meralco,
paid up for the option to own oil refiner Petron, and acquired a majority stake in Liberty Holdings, a
Filipino Telco co-owned by Qatar Telecom.

Forays into infrastructure have also been successful, with San Miguel now participating in
several large-scale projects. Phase 1 of the P19 billion, 88.5 kilometer two-lane Tarlac Pangasinan
La Unin Expressway began April 2010 and will take two-and-a-half years to complete. TPLEX is
the first of two road projects that Ang has on stream. In October 2010, SMC finalized a deal to
acquire 51% interest in Universal LRT Corp. Ltd., the company in charge of developing the Metro
Rail Transit Line 7 (MRT7). To Ang, the need for significant infrastructure development throughout
the Philippines represents an important growth opportunity for San Miguel, not just for profit, but a
chance to contribute to nation-building.
 San Miguels energy and power portfolio is just as impressive. In a relatively short period,
the companys energy subsidiary San Miguel Energy has become the largest power producer in
Luzn and a state-of-the-art platform on which we can further build our power business. Already,
San Miguel Energy and its umbrella unit, San Miguel Global Power Holdings, is an important
engine for growth for San Miguel Corporation, capable of yielding for us double-digit returns
annually. Mining is another industry that Ang has been keen to enter. In early October 2010, SMC
bought a little over a tenth of Australias Indophil Resources, NL, a company which owns a 37.5%
stake in the Tampakan copper-gold project which covers the provinces of South Cotabato, Davao
del Sur, and Sultan Kudarat and has a total resource estimate of 2.4 billion tonnes. Estimated at
US$5.2 billion, the Tampakan mining project is the Philippines largest.

B. Inclusive Dates of Training

It was the first week of the on-the-job trainee on the company. Katrina, the trainee was tense
because she did not know what to expect with the department that she will be assign and with the work
that she will do.
The trainee was assign to the Accounting and Engineering Department. When she came in inside
the office of the department, she was conscious because it was a new environment for her. She did not
know what to react and she does not even know the people on the office. She was just quiet and tame.
Later on Mrs. Liza M. Mariano, the accountant oriented her on the things that she should remember
while she was in the company. They had a little talk about on their personal lives.
After an hour, Mrs. Mariano toured her around the department. When they went back to the office,
Katrina answered phone calls and then she was ask by Mr. Joey to file the documents.
The trainee was still adjusting with the working environment that she had. Her boss helped her to
feel comfortable with the working place.
Her first task was to answer phone calls. She should be polite and observed the proper manner in
answering calls. After a moment, her boss gave her few documents for filing. It was not hard for her to
file because Mrs. Mariano gave only 10-15 documents to her.
 Since Katrina was already oriented on how to use the fax machine, Mrs. Mariano gave her a
purchase order document to fax. She was so tense because she will be faxing all by herself. However,
even though she faxed it by herself, she made it. The document was sent to its recipient.
Unlike with the fax machine, she was so confident enough to use the printer. He was glad and
amaze about herself because she was learning how to use different machines that is essential for the
work.
After printing the document, Mrs. Liza M. Mariano asked her to bring important files to other
department. Moreover, for the whole afternoon she was with the instructions of their boss. If they do not
understand something, they should ask for help or assistance. You should be aggressive in order to
learn. You should be the one who take the initiative that you want to learn. Deal with your problem with
calmness, so that everything will turn alright. Trainees should always observe the proper attitude while
working because your attitude will also affect the work of your officemates. You should work with
promptness and be confident with your job.
The trainee used again the printer, she printed some documents of Mrs. Mariano and of course
after printing he fixed the document and gave to his boss. After an hour the phone was ringing and Mrs.
Mariano told me to answer the phone, she taught she was a call center agent because every moment
she answered phone calls than doing a computer work.
When she was relaxing, she recorded the data of the delivery. After that, she continued to make
her report. Once again Mrs. Mariano told her to print some files again; nothing is new about on this task
because before she enters the company Mrs. Mariano told her that the system of the company is under
construction so it means less computer works.

C. Name of Personnel

Ms. Liza C. Mariano HR Head

Sir Joey Ynares Stock Holder / Manager

II. BRIEF DESCRIPTION OF THE TRAINING PROGRAM

A. Objectives

a. General
- To gain a real life job experience that will develop the trainees abilities and utilize the skills
in the chosen program and carrier path for making a competent, confident and skilled
product of the institution.
 b. Specific
- To develop a good working attitude by engaging into a real life job experience.
- To further enhance the technical skills and knowledge in Electronics Engineering.
- To apply the theories and experiments learned inside the institution.
- To exposed in a working environment.

B. Schedule / Timetable

DAY TIME DURATION

MONDAY 8:00 AM 12:00 PM 4 HOURS
TUESDAY 8:00 AM 5:00 PM 8 HOURS
FRIDAY 8:00 AM 5:00 PM 8 HOURS

Table 1.1 Shown the following schedule and daily number of hours of the trainee assigned by the
Supervisor. (SEE APPENDIX J FOR DAILY TIME REPORT)

C. Areas of Training

Receiving phone calls from clients and customers.

Filing and arranging important documents of the company.
Monitoring e-mails sent by the clients and customers.
Using different machines such as fax machine, printer and electromechanical machines.

IV. PERSONAL EVALUATION

A. Significant Achievement

In a short span of staying at JCMB (San Miguel Corporation) it helps the trainee a lot
especially when it comes to the task given to her even one of those tasks is not the trainees line.
The unfamiliar task gave the trainee an excitement to perform well since this is new to her and
when it comes to the trainees line of interest the personality development existed or occurred more
because that is her area of specialization.

B. Technical Skills and Knowledge Learned

The fork lift and electromechanical machine were used in the company and the operators
oriented the trainee on the parts of the machines including on how to operate them. The trainees
were to know and determine the different part of the machines used.

C. Equipment, Machinery, Testing Apparatus, etc. Handled

 The company just conduct an orientation regarding the machines because the company does not
allow the trainees to used and operate them.

D. Experiences with the company personnel involved in the training

It was the first week of the on-the-job trainee on the company. Katrina, the trainee was tense
because she did not know what to expect with the department that she will be assign and with the work
that she will do.
The trainee was assign to the Accounting and Engineering Department. When she came in inside
the office of the department, she was conscious because it was a new environment for her. She did not
know what to react and she does not even know the people on the office. She was just quiet and tame.
Later on Mrs. Liza M. Mariano, the accountant oriented her on the things that she should remember
while she was in the company. They had a little talk about on their personal lives.
After an hour, Mrs. Mariano toured her around the department. When they went back to the office,
Katrina answered phone calls and then she was ask by Mr. Joey to file the documents.
The trainee was still adjusting with the working environment that she had. Her boss helped her to
feel comfortable with the working place.
Her first task was to answer phone calls. She should be polite and observed the proper manner in
answering calls. After a moment, her boss gave her few documents for filing. It was not hard for her to
file because Mrs. Mariano gave only 10-15 documents to her.
Since Katrina was already oriented on how to use the fax machine, Mrs. Mariano gave her a
purchase order document to fax. She was so tense because she will be faxing all by herself. However,
even though she faxed it by herself, she made it. The document was sent to its recipient.
Unlike with the fax machine, she was so confident enough to use the printer. He was glad and
amaze about herself because she was learning how to use different machines that is essential for the
work.
After printing the document, Mrs. Liza M. Mariano asked her to bring important files to other
department. Moreover, for the whole afternoon she was with the instructions of their boss. If they do not
understand something, they should ask for help or assistance. You should be aggressive in order to
learn. You should be the one who take the initiative that you want to learn. Deal with your problem with
calmness, so that everything will turn alright. Trainees should always observe the proper attitude while
working because your attitude will also affect the work of your officemates. You should work with
promptness and be confident with your job.
The trainee used again the printer, she printed some documents of Mrs. Mariano and of course
after printing he fixed the document and gave to his boss. After an hour the phone was ringing and Mrs.
Mariano told me to answer the phone, she taught she was a call center agent because every moment
she answered phone calls than doing a computer work.
When she was relaxing, she recorded the data of the delivery. After that, she continued to make
her report. Once again Mrs. Mariano told her to print some files again; nothing is new about on this task
because before she enters the company Mrs. Mariano told her that the system of the company is under
construction so it means less computer works.
 E. Strong Points

The college student while undergoing her On-the-Job Training activity did not encounter
problems. Inspite of his long travel from the point of residence going to the place of her Job
Training, the student find it interesting and wholesome experience.

F. Weak Points and Suggested Solution

The computer is not being upgraded to the newly operating system. As a solution, the
management should improve their Information Technology Office and System (ITOS).

V. RECOMMENDATIONS

A. Potential of the Company as the Training Ground

Availability and Appropriateness of Facilities, Equipment and Machinery

The machines are available but cannot be used by the trainee. The company should
provide particular personnel /employee to conduct training on how to use the machines.

Company Personnel Cooperation

All the personnel from the highest official to the laborers and security guards are well
cooperated and easy to approach.
B. Duration of Training

From July 04, 2016 October 04, 2016, a total of 240 hours is sufficient to the trainee to
perform well all her task assigned.

C. Suggestion for the Improvement of the Training Program

The institution should suggest companies which can accommodate their students
according to the needs and area of specialization.

D. Advise to Future On-the Job Trainees

Focus, humility and perseverance should be given attention by the trainee to achieve their
goal and dream in life.