You Matter: How Security Bank's people-first strategy gives a competitive edge

In the financial services sector, an organisation's assets are not just its capital or technology, but also its people. In an increasingly competitive labour market, keeping a highly skilled and motivated workforce is a major competitive advantage. This is especially true for Security Bank, one of the Philippines' oldest banking institutions and an industry leader in employee-centric practices. 

Nerissa Berba, Security Bank's Executive Vice President and Chief People Officer, is one of the key leaders in this transformation. During her keynote speech at the 2025 People Matters TechHR Pulse Conference in Manila, Berba detailed the bank's strategy for building a vibrant, resilient, and high-performing organisation by putting its people at the centre of its business.

You Matter: Redefining the employee value proposition

Security Bank began from a rigid, top-down structure and 'time in the office' mentality to a more flexible, trust-based, and outcome-oriented culture. This shift is encapsulated in their employee value proposition 'You Matter', which is built on six pillars that are designed to address employee needs:

Pillar #1: Hybrid, purpose-driven work

Instead of a blanket on-site work policy, Security Bank adopted a growth-based hybrid work arrangement. This arrangement allowed employees and their managers to choose which days to work on-site, as long as their roles allowed. 

Berba said performance is measured by outcomes, not time spent at the office. "If people can work from home and remain productive, why even ask them to be in the office?" she said. "It's what you deliver that counts."

Pillar #2: Empowerment through digital self-improvement 

Security Bank enables its staff to take charge of their professional development through technology. In 2020, it partnered with LinkedIn Learning to give employees access to a vast library of courses and personalised learning tools. Integrating compensation and performance reviews under a cloud-based HR system also gave leaders better data to make more informed decisions.

Pillar #3: Fostering a culture of wellbeing

Security Bank understands that wellbeing goes beyond basic health benefits. "In the past, wellbeing meant going to the clinic if you didn't feel well," Berba noted. "Nowadays, there are other ways by which you can actually take care of yourself.

To support this broader view, the bank introduced Flexa, a benefits program that allowed employees to choose from various benefits that suit their needs. From travel subsidies to gadgets, the various options provided by Flexa have led to a significant increase in employee satisfaction and loyalty. The bank also implemented a 'Dress for your Day' policy, allowing employees to wear what they want at work, creating a more authentic and comfortable work environment.

Pillar #4: Listening to employees' voices

To encourage honest feedback, Security Bank invested in Microsoft Glint, an AI-powered tool to collect real-time, anonymised employee feedback. It not only provides managers with immediate insights but also recommends LinkedIn learning courses to help address developmental areas. Berba's team also trained managers to set up coaching circles, providing a support system for employees to navigate difficult work situations and increase collaboration.

Pillar #5: Cultivating purpose

In line with its commitment to corporate social responsibility, Security Bank encourages employees to participate in meaningful activities that connect them to a greater purpose. A prime example is Learn for a Cause, where the bank donates for every hour an employee spends on LinkedIn Learning courses.

The bank is also actively working to build a culture of diversity, inclusion, and belonging. "In the past, discussions on workplace culture revolved mainly around stability, risk aversion, tradition, and focus", Berba said. "Now it's more on vibrance, inclusivity, and innovation."

Pillar #6: Rewards and recognition

Moving away from traditional employee recognition methods, the bank launched Cheers, a digital, peer-to-peer rewards system. Employees earn points for achieving certain objectives, which they can redeem for shopping discounts or dining vouchers at dining establishments, giving them more control over how they are celebrated.

A business imperative

By putting people at the heart of its strategy, Security Bank has seen a positive impact on employee morale and engagement. This approach has also been validated with numerous awards, including being recognised as one of the Philippines' best companies to work for.

As Berba concludes, investing in people is not just a moral responsibility  —  it's a business imperative. Security Bank's success proves that by listening to employee needs, embracing technology, and fostering a culture of trust and flexibility, an organisation can thrive and set a new standard for what it means to be a modern workplace.