As it pushes forward with what it calls the “Great Transformation,” Aboitiz Equity Ventures Inc. (AEV) is putting renewed focus not only on technology and innovation, but on developing its workforce as a core driver of long-term growth and competitiveness.

The Aboitiz Group, which brands itself as the Philippines’ first “techglomerate,” said its transformation strategy is anchored on empowering employees – known internally as “A-People” – through continuous learning, leadership development, and holistic well-being programs.

Group President and Chief Executive Officer Sabin Aboitiz has been personally involved in engaging employees on growth, leadership, and purpose as the conglomerate adapts to rapid technological and market shifts. These efforts are institutionalized through structured learning initiatives, open communication platforms, and regular employee engagement programs across the group.

Learning at Aboitiz is designed to be self-driven and holistic, combining leadership training, functional expertise, and emotional intelligence. Employees are encouraged to take ownership of their professional growth through self-paced digital learning tools and immersive programs such as Capability Building Sessions, where internal experts share best practices across business units.

A key focus area has been data and digital literacy, particularly as AEV accelerates its adoption of artificial intelligence and advanced analytics. The company has rolled out learning programs such as Data Sprints and GenAI Prompt Engineering to build confidence in sorting, analyzing, and presenting data, enabling teams to make more informed and value-adding business decisions.

Beyond technical skills, Aboitiz is also investing heavily in employee well-being through its #BetterUs initiative, which addresses five dimensions: purposeful, mental and emotional, physical, social, and financial wellness. Leadership programs emphasize psychological safety, equipping managers with practical tools to foster open dialogue and supportive work environments.

The group measures employee engagement through tools such as the Gallup Q12 survey, but management said progress is reflected beyond metrics – in stronger collaboration, alignment, and shared purpose among teams.

Employee engagement is further strengthened through regular dialogue platforms such as #UpCloseWithSMA, a monthly session where the CEO engages with employees, and SuperDuper Con, the group’s long-running town hall that allows team members to raise questions and exchange ideas across business units.