Behind every number lies a story. In our monthly feature “Numbers That Matter,” we highlight a single figure that says something about pensions, APG, or the world around us. In this first edition, we focus on education and development: on average, an APG employee spends 36 hours per year on learning and knowledge development. But what does “lifelong learning” really mean at APG? We asked Anne-Fried Manintveld, Team Lead Learning & Development at APG.
What trends are you seeing in learning and knowledge development?
“One major trend is that learning is increasingly happening on the job. In the past, it was more common to attend a multi-day external training course and then return to your regular work environment. The risk there is that not much actually changes—because it’s hard to maintain new behaviors or apply new methods on your own. That’s why we now focus more on peer learning and blending different learning formats. For example, combining an e-learning module with a team discussion about what colleagues have learned and how they can apply and retain that knowledge. Or having a management team take a training course together, during which they make concrete agreements on how to implement what they’ve learned in practice.
Take the transition to the renewed pension system, for instance—it requires a lot of new knowledge, which some of our colleagues are currently acquiring. We sit down with them to figure out how they can transfer that knowledge and those skills to others in the organization, just when it’s needed. It’s a great challenge for us in the People & Development department, and it really fits APG’s identity: a knowledge-driven organization where colleagues are highly motivated to share what they know.
We’re also seeing that development opportunities are increasingly used as a tool to attract new talent. Today’s employees—especially those just entering the job market—aren’t only looking at salary or the job itself, but also at how they can continue to grow and how well their employer supports that growth.”
One of APG’s key learning principles is linking it to “today’s work and tomorrow’s challenges.” What does that look like in practice?
“One thing is certain: change is a constant—both in our work at APG and in the labor market as a whole. Learning helps you stay well-positioned. Think of the rapid developments in AI and digitalization. Or the organizational changes we’re facing, like the transition to the renewed pension system. To do your job well, you need to keep up.
That’s where collaboration and execution power come in—two skills that go hand in hand. Are we clear on the goal we’re working toward and what we need from each other to get there? It’s important that everyone takes responsibility. And we don’t always need to have every detail figured out in advance—real life often turns out differently. At APG, we tend to be perfectionists, and that can sometimes hold us back. But it’s actually beneficial to try things out early. You might fail, but you’ll learn from it—and that ultimately leads to better results.
Digitalization is another key theme. If colleagues want to use AI, it’s crucial that they do so responsibly. Make sure you validate AI-generated results, interpret them correctly, and understand their sources. APG supports employees in doing just that.
AI and automation will continue to reshape jobs. Across our business units, we’re closely monitoring which (digital) developments are on the horizon and what they mean for the skills our employees need—so we can help them grow accordingly.”
In the hustle and bustle of daily work, there’s always a risk that development takes a back seat. How does your team ensure it stays a priority?
“It really comes down to focus. As a team, we have limited capacity, and our colleagues are often busy with their day-to-day responsibilities. That’s why it’s essential to concentrate on the most pressing challenges APG is facing: where can knowledge development make the biggest impact? We align our training offerings and learning agenda with those priorities.
Another challenge is the speed of change. There are already so many ways to learn—and that number is only growing. Think again of AI, or platforms like LinkedIn Learning. We constantly have to ask ourselves whether the methods that work today will still be the most effective tomorrow. The reassuring part is that you’re actually learning every day, even if you’re not aware of it—by trying new things, observing how a colleague handles something, and gaining experience. Not everything depends on structured training programs. Informal learning plays a big role too.”