Filipino MSMEs Face a Hiring Challenge as Businesses Prepare to Grow

Filipino MSMEs Face a Hiring Challenge as Businesses Prepare to Grow

Thursday, September 3, 2026

For many Filipino micro, small, and medium enterprises (MSMEs), growth depends on more than finding customers or securing capital. Having enough people with the right skills is becoming a critical business concern.

A recent survey by Boston Consulting Group (BCG) and the Department of Trade and Industry (DTI) found that 46% of MSMEs are experiencing a talent crisis, while 72% plan to expand their workforce, according to Jobstreet by SEEK.

The mismatch highlights a problem that can easily be overlooked in discussions about business growth. An entrepreneur may have demand for a product or service, but expanding operations becomes difficult when the business cannot recruit the people needed to support that expansion.

Against this backdrop, Jobstreet by SEEK is expanding its engagement with Filipino MSMEs through recruitment education, digital hiring tools, business consultations and partnerships with local business organizations.

Why is hiring becoming a growth issue for MSMEs?

Hiring is often treated as an administrative function, particularly in smaller businesses where the owner or a small management team handles recruitment alongside day-to-day operations.

But workforce decisions can directly affect how quickly a business can expand.

A company that lacks employees with the right skills may have difficulty taking on additional customers, opening new locations, extending operating hours or adopting new technologies. At the same time, hiring the wrong person can create additional costs through turnover, retraining and lost productivity.

This makes talent acquisition more than simply filling vacancies. It involves identifying the skills a business needs, reaching appropriate candidates and building a workforce that can support its longer-term objectives.

For MSMEs, that process can be particularly challenging because they may not have dedicated human resources teams or large recruitment budgets.

What is talent acquisition?

Talent acquisition is the process of identifying, attracting, evaluating and hiring people whose skills and experience match an organization's workforce needs. Unlike simply filling an open position, talent acquisition considers the broader skills and people a company needs to support its business strategy.

That distinction becomes increasingly important as smaller companies grow.

How Jobstreet by SEEK is supporting smaller businesses

Jobstreet by SEEK has positioned its MSME initiatives around the theme "Building Better Teams. Growing Businesses."

Rather than focusing only on job postings, the company's recent activities have included education and networking opportunities designed to help business owners address different aspects of workforce management.

Its BizTalks in Pasig and Quezon City, conducted with local government offices, introduced MSME owners to recruitment practices, digital tools, entrepreneurship resources and government programs.

In Pasig, participants were introduced to free Jobstreet Lite Job Ads and AI-assisted job-ad creation.

For a small business owner who does not have a recruitment specialist, tools that simplify the process of writing and publishing job advertisements can potentially reduce one of the barriers to hiring online.

The Quezon City session similarly focused on digital recruitment, entrepreneurship and collaboration within the local business community.

Why digital recruitment matters to smaller companies

Recruitment has increasingly moved online, changing how employers reach potential candidates.

For large companies, digital hiring can be supported by dedicated recruitment teams and multiple HR systems. Smaller businesses may have fewer resources, making simple and accessible digital tools particularly relevant.

However, technology alone does not solve a hiring problem.

A well-written job advertisement still needs to accurately describe the role, responsibilities, qualifications and expectations. Businesses also need to assess candidates consistently and consider whether their compensation, workplace environment and growth opportunities are competitive enough to attract suitable applicants.

This is where recruitment education can complement hiring technology.

For MSMEs, learning how to use a recruitment platform effectively can be just as important as having access to the platform itself.

Jobstreet expands its MSME ecosystem beyond recruitment

Jobstreet by SEEK has also taken its MSME engagement beyond hiring tools.

At Negosyo Forward: READY, SET, GROW, organized with PH Business Network, entrepreneurs had access to a business clinic where they could consult business advisers and industry experts.

The consultations covered several areas that influence business growth, including:

• Finance
• Workforce management
• Labor compliance
• Banking
• Intellectual property
• Digital transformation
• Business registration

This broader approach reflects an important reality for small businesses: hiring does not happen in isolation from the rest of the business.

An entrepreneur may need to understand labor requirements before hiring, establish payroll and financial systems as the workforce grows, or adopt digital tools as operations become more complex.

Building a team, therefore, is closely connected to building the systems that support that team.

What does this mean for the future of Filipino MSMEs?

The reported gap between businesses planning to hire and those experiencing talent shortages points to a larger workforce challenge.

If 72% of MSMEs plan to expand their workforce while 46% are already experiencing a talent crisis, recruitment could become a significant constraint on growth unless businesses improve how they identify and attract talent.

For business leaders, the lesson is straightforward: workforce planning should happen before a company urgently needs people.

That means identifying future roles, determining the skills required and developing a repeatable hiring process rather than treating every vacancy as a one-off problem.

It also means considering how technology can support recruitment without replacing the judgment required to evaluate people.

Jobstreet by SEEK's involvement in MSME events, including Quezon City MSME Week 2026 and the Go Negosyo MSME Summit, places recruitment within a larger conversation about entrepreneurship and business development.

The company's approach also reflects a broader shift in how workforce platforms can engage with smaller businesses. Instead of simply serving as places where employers post vacancies, recruitment platforms can become part of the business-support ecosystem by providing education, tools and connections.

The strategic value of building the right team

For a growing MSME, every hire can have an outsized impact.

A new employee may become responsible for a major customer account, introduce a new capability or take over a function that previously depended entirely on the business owner.

That makes hiring a strategic decision, even when the business itself is small.

The challenge is making that decision deliberately.

As more Filipino MSMEs prepare to expand, access to recruitment tools is useful, but so is knowing what kind of team the business actually needs to build next.

That may ultimately be the more important question for entrepreneurs: not simply "Who can we hire?" but "What people and capabilities will help this business grow?"

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Solaire Resorts Earn Great Place to Work Certification

Solaire Resorts Earn Great Place to Work Certification

Friday, August 21, 2026

Solaire Resort Entertainment City and Solaire Resort Quezon City have earned the 2026 Great Place To Work Certification, becoming the first Filipino-owned integrated resorts in Metro Manila to receive the recognition.

The certification is based on employee feedback about their workplace experience rather than a company's own assessment of its culture. That distinction makes the recognition particularly relevant in the hospitality industry, where employee experience can directly influence how guests experience a property.

For Solaire Resort, the certification highlights its efforts in employee benefits, professional development, recognition, community involvement, and workplace engagement.

Why does Great Place To Work Certification matter?

Great Place To Work Certification is a workplace recognition based primarily on employees' assessments of their experience at an organization. The program evaluates factors related to workplace culture and employee experience, rather than relying solely on management claims or corporate policies.

That employee-led approach is significant because a company can offer extensive benefits and training programs without necessarily creating a workplace where employees feel supported.

In Solaire's case, the certification indicates that its employees provided feedback that met Great Place To Work's requirements for recognition.

Sarah Lewis-Kulin, Vice President of Global Recognition at Great Place To Work, said certification requires sustained attention to the employee experience and noted that the recognition is based on real-time employee feedback about company culture.

For businesses, this matters because workplace culture has moved beyond being an internal human resources concern. Employee retention, engagement, skills development, and leadership practices can all affect an organization's ability to attract and keep talent.

What does this mean for Solaire's workforce?

Solaire says its approach to employee experience covers several areas, including:

Health and well-being: Benefits covering health, nutrition, transportation, and other employee needs.

Recognition: The SIKAT Awards recognize employees for achievements and exceptional service.

Learning and development: Training programs are designed to build skills and support career progression.

Community engagement: Solaire Cares and other corporate social responsibility activities give employees opportunities to participate in volunteer initiatives.

Employee engagement: Life at Solaire provides a platform for employees to share their experiences and personalities.

Workplace culture: The organization identifies Focused, Integrity, Respect, Steadfast, and Teamwork as its core values.

Taken together, these programs show that Solaire's employee strategy extends beyond compensation. It covers recognition, capability building, social connection, and opportunities to participate in activities outside day-to-day operations.

What can other hospitality businesses learn from the recognition?

The timing is relevant for the hospitality sector because service businesses depend heavily on people.

Hotels, restaurants, casinos, and integrated resorts can invest heavily in facilities and technology, but the guest experience is still shaped by employees. Front-office staff, housekeeping teams, food and beverage workers, engineers, security personnel, and other employees influence how customers experience a property.

That creates a business case for treating employee experience as an operational issue rather than simply an HR initiative.

A recognition based on employee feedback can also provide an external benchmark for employers. It does not mean that every aspect of an organization's workplace is perfect, but it provides evidence that employees' experiences have met the certification criteria.

For employers competing for talent, this distinction can be valuable. Workers increasingly assess companies not only by salary, but also by benefits, development opportunities, management practices, workplace culture, and whether they can see a future within the organization.

Recognition is only useful if it is sustained

One potential challenge for companies receiving workplace awards is maintaining the standards behind the recognition.

Employee expectations change. Benefits that were attractive several years ago may no longer address employees' priorities. Likewise, training programs need to evolve as jobs change and new technologies reshape the workplace.

Solaire's certification therefore represents a snapshot of employee experience in 2026. Its longer-term value will depend on whether the company continues listening to its workforce and acting on that feedback.

That is particularly important in hospitality, where employee turnover and the need for specialized service skills can make talent retention an ongoing business concern.

How is Solaire positioning itself as an employer?

Solaire is also using Life at Solaire to showcase its workplace culture through stories about its employees.

Rather than focusing only on corporate announcements, the platform features team members' experiences, personalities, and everyday interactions. This approach serves an employer-branding purpose: potential employees can get a sense of the people and culture behind the resort before applying.

The strategy reflects a broader shift in employer branding. Companies increasingly use employee stories to show what working for an organization looks like instead of relying exclusively on recruitment advertisements.

For a hospitality company, that can be particularly useful. Prospective employees are not simply choosing a job description; they are choosing a workplace and a service culture.

What does the certification mean for Solaire's business?

The recognition is ultimately about more than an award displayed on a corporate profile.

Solaire operates in an industry where service quality depends on the performance of a large and diverse workforce. Creating conditions where employees can develop their skills, receive recognition, and feel connected to the organization can support the consistency of that service.

Sarci Razon, Vice President for Strategic Development and Special Projects, Metro Manila Region, said the company views employee support as closely connected to guest service and plans to continue investing in its people.

That connection between employee experience and customer experience is particularly relevant to integrated resorts, where guests interact with employees across multiple touchpoints.

Solaire's 2026 Great Place To Work Certification therefore offers a business lesson that extends beyond the resort itself: workplace culture can be part of an organization's operating strategy, not merely an employer-branding exercise.

For companies in hospitality and other service industries, the more important question after receiving recognition may be what they do next to keep employee trust, engagement, and development moving forward.

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Jobstreet By SEEK Salary Pulse Report Shows Pay Fairness Is Not Enough for Filipino Workers

Jobstreet By SEEK Salary Pulse Report Shows Pay Fairness Is Not Enough for Filipino Workers

Saturday, August 15, 2026

For Philippine employers, offering a salary that employees consider fair may no longer be enough to keep them satisfied or committed.

The 2026 Salary Pulse Report from Jobstreet by SEEK found that 80% of Filipino workers consider themselves fairly or well paid, placing the Philippines second in the Asia-Pacific region, behind Indonesia at 81%. Yet only 59% say they are happy with their salary, while 45% say their earnings remain below what they need to cover their cost of living.

The findings point to an increasingly important issue for business leaders: pay fairness and pay satisfaction are not the same thing.

For companies competing for talent, that distinction has implications for employee engagement, retention, performance and how compensation is discussed with workers.

Why does fair pay not always lead to salary satisfaction?

The Jobstreet by SEEK report surveyed more than 1,000 employed respondents in the Philippines in February 2026. It examined how workers assess their pay, their satisfaction with their salaries and their attitudes toward salary discussions and trade-offs.

Among employees who described their compensation as "fair, about right," only 44% were satisfied with their salary. The remaining 56% were not satisfied despite believing their pay was broadly fair.

That gap suggests employees may be comparing their salaries against more than market rates.

Workers also consider whether their compensation reflects their workload, contribution, career progression and ability to maintain their desired standard of living. In other words, a salary can be considered reasonable within a particular market while still feeling insufficient to the employee receiving it.

This distinction is particularly important in an environment where household expenses and lifestyle expectations continue to influence how workers perceive the value of their income.

What does salary satisfaction mean for employee retention?

The report connects salary satisfaction with both motivation and job-search behavior.

Filipino workers who are happy with their pay are more than 2.2 times as likely to feel motivated and willing to put in extra effort at work, according to the report.

The reverse is also significant. Employees who are unhappy with their salary are 2.9 times more likely to actively look for another job.

For employers, this makes compensation more than a payroll issue. Persistent dissatisfaction can become a retention concern, particularly when employees believe their contribution is not being adequately recognized.

However, the findings also suggest that increasing salaries alone may not address every reason an employee chooses to stay or leave.

Would employees trade workplace culture for a higher salary?

Not necessarily.

The report found that 28% of Filipino employees would consider relocating to another city or country for a 10% salary increase.

But the willingness to make a financial trade-off appears to have limits. Employees were considerably less willing to exchange a positive workplace environment for a toxic culture simply to receive a 10% raise.

That finding is relevant for companies developing total-rewards strategies.

"Total rewards" refers to the broader package employees receive from an employer, including salary, benefits, recognition, career development, flexibility and workplace experience. While compensation remains fundamental, employees may evaluate the entire employment proposition rather than focusing on salary alone.

As Jobstreet by SEEK Philippines Managing Director Dannah Majarocon noted, the gap between fair pay and salary satisfaction indicates that compensation is only one part of the employee experience.

Which generation feels the most financially squeezed?

The report highlights differences across generations.

Millennials appear to be under the greatest financial pressure among the groups measured. About 54% of Millennials who said they were happy with their pay also reported that their salaries were below their standard-of-living needs.

Their salary happiness score was 54%, compared with 61% among Gen Z and 60% among Gen X.

Millennials were also the most open to pursuing side hustles to address the gap between income and expenses.

For employers, this is worth watching. Side work can provide employees with additional income, but it can also raise questions around workload, productivity, conflicts of interest and employee wellbeing when workers are already managing demanding primary jobs.

Gen Z shows a different willingness to compromise

Gen Z respondents demonstrated greater willingness to make certain career trade-offs in exchange for a 10% salary increase.

The report found that 83% of Gen Z workers were open to compromises such as accepting a lower job title or less meaningful work for the higher salary.

This does not necessarily mean younger employees value money above all else. Rather, it highlights how compensation priorities can differ depending on career stage, financial obligations and expectations about work.

For employers, generational differences reinforce the need for more nuanced compensation and career conversations rather than assuming that one reward structure will motivate every employee in the same way.

Which industries have the happiest workers when it comes to pay?

Technology and Construction recorded the highest salary happiness figures in the report.

Technology workers recorded 54% salary happiness, while Construction workers recorded 50%. The report links this sentiment partly to wage growth, noting that nearly half of workers in both sectors received salary increases during the previous 12 months.

The Industrial sector showed the lowest pay satisfaction among the industries highlighted. Fifty-eight percent of Industrial workers said their earnings fell below their cost-of-living requirements.

These differences demonstrate why compensation strategies cannot always be designed using economy-wide averages. Demand for particular skills, labor shortages, business conditions and sector-specific wage movements can all influence how employees perceive their compensation.

What should Philippine employers take from the report?

The central lesson is that salary benchmarking should be only one part of compensation strategy.

A company may pay at or around the market rate and still have employees who feel undervalued. Business leaders therefore need to understand what employees consider a meaningful reward and how they connect compensation with performance and career progression.

Several areas deserve attention:

1. Make salary conversations more transparent

Employees may find it difficult to understand how their pay was determined if companies provide little information about salary ranges, performance expectations or progression.

Clearer communication can help employees distinguish between market competitiveness, individual performance and opportunities for future increases.

2. Connect compensation with career development

A salary increase addresses the present. A visible career path helps employees understand what their future could look like within the organization.

Companies can strengthen retention by explaining what skills, responsibilities and results are required to progress.

3. Recognize contribution beyond annual increases

Recognition does not replace competitive compensation. But employees may also want acknowledgment that their work has a measurable impact.

Recognition programs, professional development opportunities and greater responsibility can complement compensation when they are implemented meaningfully.

4. Pay attention to cost-of-living pressure

The fact that 45% of respondents said their income falls below their cost-of-living needs is particularly relevant for employers.

Companies cannot necessarily adjust compensation to match every change in household expenses. However, understanding how employees experience those pressures can inform benefits, allowances, flexible work arrangements and other forms of support.

5. Treat workplace culture as part of the reward proposition

The willingness of workers to reject a higher salary in exchange for avoiding a toxic workplace highlights the economic value of organizational culture.

Managers influence that experience through communication, workload management, recognition and how fairly decisions are made.

The bigger shift in compensation strategy

The Jobstreet by SEEK findings point to a broader change in how employers may need to think about compensation.

Fairness establishes a baseline. Satisfaction depends on what employees believe that compensation enables and what they believe their contribution is worth.

For Philippine businesses, that makes compensation a strategic issue rather than simply an HR or finance function.

Organizations that understand the difference between "I am paid fairly" and "I am happy with what I earn" will be better positioned to have more productive conversations about rewards, retention and career growth.

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Shell Business Operations Manila Named a Top GBS Employer 2026 by Everest Group

Shell Business Operations Manila Named a Top GBS Employer 2026 by Everest Group

Wednesday, July 22, 2026

As competition for skilled professionals intensifies, employer reputation has become a strategic advantage for companies operating in the Global Business Services (GBS) sector. Organizations are increasingly evaluated not only on operational performance but also on their ability to attract, develop, and retain talent.

Against this backdrop, Shell Business Operations (SBO) Manila has been recognized as a Top Global Business Services Employer 2026 by Everest Group, placing its Philippine operations among the region's leading employers in the shared services industry.

The recognition highlights the growing importance of workplace culture, employee experience, and leadership in an industry where talent remains one of the most critical drivers of business success.

What Is the Everest Group Top GBS Employer Recognition?

Everest Group is an international research and advisory firm that analyzes outsourcing, technology, and Global Business Services markets.

Its Top GBS Employer recognition is based on an independent, data-driven evaluation of employer brand perception, drawing from employee sentiment and publicly available information to assess how organizations are viewed in the talent market.

For the 2026 rankings, Everest Group assessed more than 400 Global Business Services organizations across India, Poland, and the Philippines.

Rather than measuring financial performance, the recognition focuses on factors that influence an organization's ability to compete for talent.

Why Employer Brand Has Become a Business Priority

The competition for highly skilled professionals has intensified across finance, technology, procurement, human resources, and business operations.

As a result, employer branding is increasingly viewed as a strategic business function rather than simply an HR initiative.

Organizations with strong employer reputations often benefit from:

• Improved talent attraction
• Higher employee retention
• Stronger workforce engagement
• Better leadership development
• Enhanced organizational resilience

For multinational companies operating Global Business Services centers, these advantages directly influence service quality, innovation, and long-term competitiveness.

The Philippines Continues to Strengthen Its GBS Position

The recognition also reinforces the Philippines' growing role as a destination for Global Business Services operations.

Over the past two decades, the country has evolved from primarily providing customer service support to delivering higher-value business functions, including:

• Finance and accounting
• Human resources
• Procurement
• Digital technologies
• Data analytics
• Information technology
• Engineering support
• Business transformation

This shift reflects the broader maturation of the Philippine GBS industry as organizations increasingly locate knowledge-based and strategic functions within the country.

SBO Manila Supports Shell's Global Operations

Shell Business Operations Manila serves as one of the company's global delivery centers.

The organization supports more than 150 Shell companies operating across over 50 countries, providing end-to-end business services in areas such as:

• Finance
• Human Resources
• Corporate Functions
• Contracts and Procurement
• Technology
• Renewable energy operations
• Downstream business support

Its role extends beyond transactional services, contributing to operational efficiency while supporting Shell's broader business strategy and energy transition initiatives.

What Makes High-Performing GBS Employers Different?

Everest Group's recognition reflects several characteristics that have become increasingly important in today's workplace.

According to Shell, these include:

• Continuous learning and career development
• Leadership support
• Employee well-being initiatives
• Collaborative work environments
• Innovation-driven culture

Across the GBS industry, these elements have become important differentiators as employees place greater value on professional growth, organizational purpose, and workplace flexibility.

The recognition highlights a broader shift in how organizations measure business performance.

Today, talent strategy is increasingly linked to operational excellence.

Companies that invest in employee experience are often better positioned to:

For business leaders, this underscores that employer reputation has become a competitive asset capable of influencing productivity, customer outcomes, and organizational resilience.

The recognition of Shell Business Operations Manila as a Top Global Business Services Employer 2026 reflects more than workplace excellence. It highlights how talent strategy has become central to business performance in the rapidly evolving GBS sector.

As organizations compete for skilled professionals across increasingly specialized functions, investments in employee development, leadership, and workplace culture are becoming key differentiators. For the Philippines, the award also reinforces its position as a mature Global Business Services hub capable of supporting complex, high-value operations for multinational enterprises.

To learn more about career opportunities at Shell, visit https://www.shell.com/careers

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EastWest Strengthens Wealth Management Expertise Through SMU Executive Program

EastWest Strengthens Wealth Management Expertise Through SMU Executive Program

Tuesday, June 16, 2026

As wealth management becomes increasingly sophisticated, clients are looking for more than investment recommendations. They want advisors who understand their goals, navigate market complexities, and provide guidance they can trust throughout different stages of life.

Recognizing this shift, EastWest has further strengthened its commitment to advisory excellence with the successful graduation of more than 80 bankers from the Singapore Management University (SMU) Wealth Management Programme. The milestone highlights the bank's continued investment in developing highly skilled professionals capable of delivering deeper, client-centered financial advice.

EastWest Celebrates Graduation of Wealth Management Program Participants

East West Banking Corporation (EastWest) recently honored over 80 bankers who completed the five-month SMU Wealth Management Programme, an executive learning initiative developed in partnership with SMU Executive Development.

The program brought together participants from various units across the bank and its affiliated businesses, equipping them with advanced skills needed to navigate today's evolving wealth management landscape.

Designed to go beyond traditional product knowledge, the curriculum focused on strengthening capabilities in:

• Market and product mastery
• Portfolio construction
• Investment suitability
• Duty of care
• Wealth stewardship
• High-stakes client conversations
• Advisory decision-making

The goal was to help bankers transition from transactional product discussions toward more meaningful and trusted advisory relationships with clients.

Investing in People as a Long-Term Strategy

For EastWest, the program reflects a broader philosophy that sustainable growth begins with investing in talent.

According to EastWest CEO Jerry G. Ngo, people remain the institution's most valuable asset despite advancements in banking technology and financial solutions.

“When we began this partnership with SMU, we were making an investment in talent, in capability, and in the next generation of EastWest advisors,” Ngo said.

“EastWest invests in systems, platforms, and products. But our most important investment is in our people, because people build the relationships that define this Bank’s reputation.”

The statement underscores how advisory excellence continues to be a key differentiator in a highly competitive financial services environment.

Building Better Financial Advisors Through Executive Education

The wealth management industry increasingly requires professionals who can balance technical expertise with sound judgment and client empathy.

According to Eddie Tritton, Executive Director of SMU Executive Development, the program was specifically designed to strengthen these capabilities.

“The wealth management landscape requires advisors who can combine market knowledge, client insight, and ethical judgment,” Tritton explained.

He noted that the learning experience was built around practical application rather than theory alone, helping participants navigate real-world client situations where trust, suitability, and long-term stewardship are critical.

By focusing on practical scenarios, the program enabled participants to strengthen both their analytical and interpersonal skills, which are essential components of successful financial advisory relationships.

From Product Discussions to Trusted Financial Guidance

For many participants, the program reinforced the importance of understanding the broader needs and aspirations of clients rather than focusing solely on investment products.

Monina Delartmente, First Vice President and Head of Metro Manila South Region and Business Development, shared that the experience deepened her perspective on the role of a financial advisor.

“The program reminded us that wealth management is about knowing what truly matters to the clients,” Delartmente said.

She added that successful advisory relationships are measured not only by portfolio performance but also by the confidence and peace of mind clients gain from informed financial guidance.

“We learned that a good advisor’s success is defined by how much peace of mind we give our client and how well we can protect them from unnecessary risks. And our impact will not be measured by returns alone, but by the trust our clients place in us.”

Today's investors face a wide range of financial decisions, from wealth preservation and retirement planning to education funding and estate management.

As a result, clients increasingly seek advisors who can provide objective recommendations tailored to their unique circumstances.

Ngo emphasized that trusted advisors often deliver value not by encouraging action, but by helping clients make disciplined decisions.

“Clients need people they can trust. Someone who understands their situation well enough to give honest, considered, and useful advice, even when the honest answer is to wait, to stay the course, or to do something they did not expect,” he said.

“That is what a trusted advisor does, and that is what this program was designed to build.”

Preparing Relationship Managers for Every Stage of Wealth Creation

The graduation ceremony also recognized outstanding project teams that demonstrated excellence in client understanding, portfolio construction, suitability discipline, and advisory judgment.

According to Rafael S. Algarra Jr., Senior Executive Vice President and Head of Financial Markets and Wealth Management, EastWest aims to develop advisors who can guide clients across every stage of their financial journey.

“Our aspiration is to develop Relationship Managers who can become the client’s trusted advisor across financial needs and life stages,” Algarra said.

He explained that effective wealth management extends beyond investment performance and includes broader financial goals such as:

• Liquidity planning
• Wealth protection
• Income generation
• Long-term growth
• Retirement preparation
• Education funding
• Business succession planning
• Estate planning
• Wealth transfer strategies

This holistic approach reflects the growing demand for comprehensive financial advice that adapts to changing life priorities.

Strengthening EastWest's Wealth Management Future

The EastWest-SMU Wealth Management Programme forms part of the bank's larger strategy to strengthen its wealth management business and deepen long-term client relationships.

By investing in professional development and cultivating a culture rooted in trust, suitability, and stewardship, EastWest is positioning its advisors to better serve the increasingly sophisticated needs of Filipino investors.

As wealth management continues to evolve, initiatives like this demonstrate how financial institutions can build stronger client relationships by focusing not only on products and performance, but also on expertise, integrity, and meaningful financial guidance.

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Visa University Launches Payments Education in PH

Visa University Launches Payments Education in PH

Wednesday, June 3, 2026

As digital payments continue to transform the way consumers and businesses transact, the need for skilled professionals who understand the rapidly evolving financial landscape has never been greater. From digital wallets and fintech innovations to emerging technologies powered by artificial intelligence, the payments industry is changing at an unprecedented pace.

Recognizing this growing demand for specialized knowledge, Visa has launched Visa University in the Philippines, a global learning platform designed to help banking and finance professionals deepen their understanding of payments, payments technology, and the future of digital commerce.

The initiative reflects Visa's commitment to strengthening the country's financial ecosystem by investing in the next generation of industry leaders.

The financial services industry is experiencing a period of significant transformation. As digital transactions become the norm, organizations need professionals who not only understand traditional banking fundamentals but can also navigate emerging technologies and evolving consumer behaviors.

Visa University aims to bridge that gap by providing structured learning opportunities that combine Visa's global payments expertise with practical insights drawn from real-world international and regional case studies.

The platform is designed to help professionals develop a deeper understanding of how modern payment systems work while preparing them for future innovations that could reshape the industry.

Bringing Industry Leaders Together

The launch of Visa University in the Philippines was led by Visa Consulting and Analytics (VCA), the company's advisory and analytics division that helps clients navigate the increasingly complex payments and commerce landscape.

To mark the launch, Visa University hosted its first forum at the Asian Institute of Management, bringing together more than 100 participants from banks, fintech companies, merchants, and financial institutions.

The event explored both foundational and emerging topics in payments, providing attendees with valuable insights into current industry trends and future developments.

Among the key topics discussed were payments fundamentals, new payment technologies, agentic commerce, and advanced risk management solutions.

Building the Next Generation of Payments Professionals

According to Jeffrey Navarro, Country Manager for Visa Philippines, the initiative is about more than professional development. It is also about strengthening the country's digital economy by developing future-ready talent.

"The rapidly evolving payments landscape requires leaders who are curious and agile, while being strongly grounded in fundamentals. Through Visa University, we are investing in the development of future payments talent to help strengthen the resilience of the Philippine payments ecosystem. By equipping professionals with the right skills and knowledge, we aim to support the country's ambitions to build a more inclusive, innovative, and secure digital economy," Navarro said.

His statement highlights the increasing importance of education and continuous learning as financial institutions adapt to new technologies and customer expectations.

From Payments Fundamentals to Emerging Technologies

For its inaugural forum, Visa University focused on foundational topics that are particularly valuable for early-career professionals in banking and finance.

The curriculum included essential subjects such as card issuing, acquiring, and credit card profit-and-loss management, helping participants build a solid understanding of the core mechanics that power modern payment systems.

At the same time, the platform is looking ahead by incorporating discussions around emerging technologies and innovations that are expected to shape the future of commerce.

This balance between fundamentals and innovation allows professionals to strengthen their expertise while staying informed about industry developments that could influence their organizations in the years ahead.

Expanding Learning Opportunities Across the Philippines

Visa University's launch builds on previous educational initiatives spearheaded by Visa and Visa Consulting and Analytics.

In the past, the program partnered with globally recognized business school INSEAD to provide training for local banking executives on emerging payments innovations and digital transformation trends.

Looking forward, Visa University is exploring collaborations with Philippine higher education institutions and professional organizations. These partnerships could lead to customized courses and specialized learning modules tailored to the needs of local professionals and organizations.

Such collaborations have the potential to expand access to payments education and help create a stronger pipeline of talent for the country's growing financial services sector.

Supporting a More Innovative Digital Economy

As the Philippines continues its journey toward greater digital adoption, the demand for knowledgeable professionals in banking, payments, and financial technology is expected to rise.

Initiatives like Visa University play an important role in ensuring that industry leaders, financial institutions, and future professionals are equipped with the skills needed to navigate this evolving landscape.

By combining global expertise, practical learning, and industry collaboration, Visa University is positioning itself as a valuable resource for professionals who want to stay ahead in the fast-changing world of payments.

For aspiring leaders in banking, fintech, and finance, the platform offers more than education. It provides an opportunity to gain insights, build expertise, and help shape the future of digital payments in the Philippines.

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