APG has unveiled its new strategy for the coming years. With Strategy 2030, the pension administrator is building a future-proof organization. By 2030, APG aims to be faster, more efficient, and more agile. In the coming years, the transition to the renewed pension system will be the main focus; after that, APG will open its pension services to new clients. This approach ensures APG remains a leading pension administrator in the new system, delivering high-quality services to pension funds and their participants at market-based prices.
This strategy responds to major changes in the pension sector: funds are demanding more control, regulations are becoming stricter, and competition is increasing. APG intends to significantly reduce execution costs—and therefore the cost per participant for the funds. Through automation, AI, and standardization within the renewed system, pension services can be delivered more efficiently.
Two Core Activities
At the heart of the strategy are two strong business units: Pension Services and Asset Management. Pension Services will continue to provide high-quality execution at market-based rates. After completing the transition, APG will be open to new clients for pension services—on the condition that the transition for existing clients is completed carefully and on time, and that costs for both new and existing clients are reduced.
Asset Management will focus entirely on investing for ABP and will differentiate itself through strategic investment advice, responsible investing, and private market investments. For other asset management services, such as index investing and executing investments for balance sheet management, APG will maintain sufficient scale to offer these cost-efficiently.
Both business units will be supported by an efficient Corporate Center.
Maintaining a Leading Role
With Strategy 2030, APG aims to maintain its leading role in a changing pension landscape. CEO Ms Annette Mosman: “Our purpose remains strong: Building a good pension together in a livable world. We will continue to support the funds we work for with excellent service and provide their participants with a sustainable pension. But the context has changed. That’s why we are expressing our purpose in a new way—by moving toward an organization that is faster, more efficient, and more agile.”
A Leaner Organization
This strategy requires a leaner organization with a lower cost base. To reduce the cost per participant, execution costs must be €240 to €270 million lower by 2030 than they are today. This will impact employees across all business units and offices. Based on current insights, the number of structural positions will be reduced by 1,000 to 1,200 FTEs, phased down to around 2,500 FTEs by 2030. Ms Mosman: “Teams will change—some will relocate, others will split or disappear. APG will become leaner. That’s not an easy message. But to maintain our meaningful role and remain a leading player in the sector, we need to take these steps.”
APG will manage these changes—implemented gradually through 2030—with care and in close consultation with the Works Council and trade unions. Ms Mosman: “We will keep a close eye on the human side and personal development, and guide employees step by step through the changes at APG.” Part of the reduction will be absorbed through natural attrition. Where necessary, APG will fully support employees in finding new opportunities.
Focus on Today and Tomorrow
Our strategy looks ahead to 2030, but today’s work remains crucial. “Right now, teams across our organization are working hard to serve our clients and ensure the successful transition of funds in 2026 and 2027. That requires our full attention—and it’s getting it,” says Ms Mosman. “This is how we set the course today that will guide us through the transition and help us build an organization that makes an impact well beyond 2030.”