Trust as strategy: AEV bets on people to power growth
EMPLOYEES collaborate at an Aboitiz Group office, highlighting teamwork and a people-first culture.
Photograph courtesy of Aboitiz Group
Daily TribuneEMPLOYEES collaborate at an Aboitiz Group office, highlighting teamwork and a people-first culture.
Photograph courtesy of Aboitiz Group
In boardrooms traditionally dominated by capital, scale and expansion, one of the country’s largest conglomerates is placing a quieter but increasingly decisive bet: trust.
For Aboitiz Equity Ventures (AEV), the message is becoming clearer in 2026 — employee trust is no longer a soft value. It is a measurable business strategy.
The Aboitiz Group, which spans power, banking, food, infrastructure and data science, has been reshaping itself into what it calls a “techglomerate,” blending legacy industries with digital transformation and startup thinking.
But beyond technology, its leadership underscores a more fundamental shift: putting people at the center of performance.
AEV’s top executives have consistently framed human capital as a core engine of growth, not a support function.
The company’s strong showing in global sustainability benchmarks reflects this. It ranked among the top Philippine conglomerates in the 2025 S&P Global ESG assessment, driven in part by its performance in human capital management, occupational safety, and governance systems.
For the group, this is not branding — it is tied directly to outcomes.
That approach signals a broader shift in corporate thinking: retention, productivity and innovation are increasingly tied to whether employees feel supported — not just compensated.
The strategy is unfolding alongside tangible business activity.
AEV entered 2026 with momentum across multiple fronts — from energy acquisitions and real estate developments to regional food expansion — reflecting a diversified growth engine.
Its energy arm’s multibillion-peso hydroelectric acquisition and ongoing infrastructure developments highlight how capital deployment remains aggressive.
At the same time, earnings have shown mixed but resilient performance, with net income reaching P18.3 billion in 2025, supported by gains in food and other segments despite pressure in power and banking.
Analysts note that this balance — between expansion and internal capability-building — is key.
Embedding trust through leadership development, internal mobility and future skills training allows conglomerates like AEV to execute complex, multi-industry strategies more effectively.
AEV’s emphasis on trust is anchored in governance — long a defining trait of the Aboitiz Group.
Industry assessments have cited the company for integrating governance into its core operations, aligning business ethics, risk management and sustainability with financial performance.
This alignment is critical as investors increasingly scrutinize not just earnings, but how companies generate them.
Strong governance and workforce trust reduce operational risk, improve decision-making speed, and sustain long-term value creation — particularly for conglomerates navigating energy transition, digital disruption and regional expansion.
The Aboitiz case reflects a broader recalibration in Philippine business.
As companies scale across sectors and geographies, culture is becoming infrastructure. Trust is becoming capital.
For AEV, the calculus is straightforward: organizations that invest in people — through leadership pipelines, mobility and skills — are better positioned to deliver consistent performance.
In that sense, employee trust is no longer an internal metric.
It is a bottom-line strategy.