We continue to strengthen our people strategy as a key enabler of business performance and long-term growth. Across talent, learning, engagement, and rewards, we focus on building a workforce that is the foundation for our future— capable, aligned, and committed to delivering consistent value to our customers and stakeholders.
This year, we made meaningful progress in embedding our new core values, scaling leadership capability, and enhancing employee experience through more integrated systems, programs, and policies. At the same time, we sustained strong engagement levels and reinforced a culture anchored on accountability, collaboration, and excellence.
Our investments in people remain guided by a clear objective: to build a future-ready organization that can adapt, perform, and grow in an increasingly dynamic environment.
We strengthened our talent pipeline through a balanced approach of external hiring and internal development. We onboarded 1,023 new hires across key business units, primarily supporting growth in Residential, Leasing, Hospitality, and Construction.
We also reinforced our commitment to growing talent from within. Internal mobility accounted for 15.9% of total roles filled. A total of 1,217 employees experienced career movement through promotions, transfers, or secondments. This reflects a deliberate effort to create meaningful career pathways, retain institutional knowledge, and ensure leadership continuity across the organization.
The attrition rate increased to 13.16% in 2025 from 11.01% in 2024, but remains lower than the attrition rates in the Philippine real estate sector, which are estimated at 14%–16% per year, and below the national average of 20% in 2025. Our Human Resources Group will continue its recruitment efforts in a consistent cycle while ensuring employee retention initiatives, such as a hybrid work schedule, support programs for employee well-being, and effective communication.
We have strengthened our commitment to building a future-ready and strategically aligned workforce. Through focused capability development, data-driven learning solutions, and leadership programs anchored on global best practices, we have enhanced both functional excellence and leadership readiness across the organization.
In 2025, our employees completed 290,111.97 hours of formal training, averaging 42.06 hours per employee. This represented an increase of 1.80% compared to the 284,993 hours recorded in 2024. Notably, 28% of total learning hours were delivered through ATOM, our enterprise online learning platform.
Self-Directed Growth: 94% of our employees used ATOM in 2025, completing more than 70,000 courses. With a 35% course completion rate, our team demonstrates sustained engagement in self-directed learning.
Strategic Alignment: Our learning efforts are closely integrated with Individual Development Plans, ensuring that employee development directly supports our business priorities. As a result, 89% of staff and 76% of managers completed their development requirements.
We continue to build a strong leadership pipeline through our enterprise-wide leadership programs. Our leaders participated in first-level leadership programs, including the Associate Managers Program and the New Managers Boot Camp, both of which achieved a Net Promoter Score of 88.
Behavioral change feedback collected 90 days after program completion showed measurable improvements in accountability, strategic thinking, leadership presence, and empathy among participants. Furthermore, our high-potential and senior leaders completed structured programs by Harvard Business Publishing focusing on leading the self, leading others, and leading the business, as well as strategic areas such as customer centricity, innovation, and transformation.
In 2025, we formally launched our refreshed core values: We Put Customers First, We Strive for Excellence, We Succeed Together, We Embrace Innovation, and We Build for the Future.
The rollout began with leadership onboarding and was followed by a company-wide launch. Through the “Tatak ALI” workshops, employees reflected on how the values translate into their everyday work and identified opportunities to align our behaviors, practices, and policies with these values. We reinforced this through “Values in Action,” a storytelling initiative that featured real examples of teams and individuals who demonstrate the values in practice.
These efforts reflect a shift from values as statements to embedding them as lived behaviors in how work gets done across our organization.
We introduced changes to our performance management process to improve clarity, consistency, and alignment with strategic business priorities. Our goal-setting was redesigned to be more structured, with employees defining clear performance expectations and stretch targets at the outset, using transparent rating standards. To support this transition, we provided enhanced communications, training, and instructional resources across the group.
Managers were equipped to conduct more effective check-ins and performance conversations, fostering a culture of continuous feedback and coaching. Furthermore, we moved the performance evaluation cycle earlier in the year to allow more time for calibration and alignment, ensuring that our reward and compensation decisions are timely and accurate. By sustaining a merit-based rewards approach anchored in business performance, we continue to reinforce personal accountability that is the foundation of our collective success.
We continue to strengthen how our employees experience work through meaningful engagement, accessible digital platforms, and an inclusive environment that enables individuals to thrive. These efforts create a more connected and responsive workplace that enables employees to perform at their best, laying the foundations for a high-performance culture.
Ayala Land achieved a 91% employee engagement score with 99% participation, and was recognized as the #1 Best Employer in the Philippines, reflecting a strong, trusted workplace culture.
Total Rewards: Aligning Incentives with Value Creation
Our Total Rewards strategy emphasizes performance-linked incentives, harmonized benefits, and long-term sustainability. Pay-for-performance alignment exceeded global benchmarks by 13 percentage points in the 2025 engagement survey. Furthermore, we achieved a mA major milestone by harmonizing our Group Medical and Life Insurance programs across the entire ALI Group, resulting in more consistent and equitable coverage for all of our team members.
In 2025, women comprised 54% of the workforce and 48% of leadership roles. Furthermore, women accounted for 53% of new hires and 65% of promotions, reflecting our sustained progress in building a more balanced and representative organization.
We reinforce our commitment to equal opportunity through inclusive hiring practices and a competency-based approach to talent selection. By prioritizing hiring from the regions where we operate, we ensure that our teams reflect the local communities that form the foundations of our developments. To ensure fairness and accountability, we continue to conduct regular reviews of gender pay equity, reinforcing equitable compensation practices. Our HMO coverage now includes partners regardless of gender, and we continue to enhance accessibility across our properties through features such as ramps, Braille in elevators, wider cubicles, and all-gender restrooms.
We uphold fair labor practices, ensuring full compliance with applicable laws and regulations. We are committed to maintaining a safe, respectful, and ethical workplace for all employees.
We comply with applicable labor laws and regulations and adhere to internationally recognized labor standards, including those of the International Labor Organization (ILO), in promoting fair, safe, and responsible employment practices.
Our employees are entitled to government-mandated paternity and maternity leaves. In 2025, 73 male and 139 female employees went on parental leave, with 68 and 118 returning to work, respectively, as of the end of 2025. Seventeen employees remain on leave as of year-end.
In 2025, we strengthened our whistleblowing framework through a partnership with an independent third-party provider. This secure and confidential reporting channel improves objectivity and supports fair and transparent case handling that is essential to our corporate integrity
Our Non-Discrimination Policy empowers our employees and stakeholders to report any discriminatory practices directly to Human Resources. We are pleased to report that there were no reports of discrimination in 2025.