新闻中心/瑞联卓见

How UBP is deepening its client-centric investment proposition in Asia?

For the younger generation, private banking is no longer necessarily as attractive a business sector as it was for their predecessors. Nonetheless, these institutions’ recruitment needs remain high, and attracting young talent is becoming an increasingly important issue for them. So how can private banks attract and retain the next generation?

The world as we have known it for the past few decades now looks to have been fundamentally turned on its axis, as indeed have traditional portfolio-management models. In light of this new environment, in which crises – each of which is not necessarily related to the next – appear thick and fast, private banks have to have the right asset management tools to protect their clients’ assets.

They are increasing affluence through careers, entrepreneurship, investments and savy wealth management.

Lately, several commentators have suggested that Switzerland’s dominance in global wealth management, particularly in Asia, is fading. But is this narrative accurate?

The importance of a financial centre or bank cannot be assessed based on assets under management alone. First and foremost, what makes Switzerland the world leader in cross-border private banking is the excellent service and management know-how it offers, rather than the volume of assets it manages.

Many of today’s youngsters see private banking as a much less exciting career option than tech start-ups, yet they have the wrong perception. The private banking industry keeps evolving. It has recognised the need to change and has adapted. Today, it has all the hallmarks of a desirable sector to work in for budding professionals.

作为由企业家家族所有的私人银行，瑞士瑞联银行在助力超高净值家族管理财富方面别具优势。对一些家族来说，设立自家的家族办公室以作为内部财管部门，是实现世代财富管理的最佳方式。

Will the first half of 2022 be remembered as the turning point? It certainly looks that way, judging by the shift in the prevailing mood since last winter.

Le Temps (17.05.2021) - The wealth management sector in Switzerland, seen by some as traditionalist or even downright old-fashioned, has once again shown how its agility and innovativeness still make it the leader.

Few have been forced by their environment to go through such a deep professional change as private bankers. While relationship-building and advising remains their core role, their job today does not have much in common with what it was before the 2008 slump.