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Published in conjunction with:Banif Banca PricadaBank DelenBank GutmannBank of ChinaBank of CyprusBNP ParibasSEBSantander Private BankingSG Private BankingUBS

Private Banking and Wealth Management

03.09.2010 14:01 PDF_QUADRI_300dpi_txvecto

Vienna-based Bank Gutmann: Private banking “from entrepreneur to entrepreneur”With its unique approach of providing partner-led services to wealthy private clients for more than 30 years, an international team of experts, and a strong, client-driven system of values, Vienna-based Bank Gutmann is one of the top names in private banking in Europe

Focussed on asset management and investment advice for foreign

and domestic high-net-worth individuals and institutional inves-

tors, Vienna-based Bank Gutmann is a leading private bank in

German-speaking countries, operating also in Central, Eastern and

South-eastern Europe as well as in selected overseas markets. A

strong international private banking team works closely with an

international pool of advisers, including lawyers, tax advisers and

business consultants. Bank Gutmann currently manages total assets

of approximately 12 billion euros for high- and very high-net-worth

clients, trusts and foundations, and institutional investors.

Owner-managed bank with traditionFounded in 1922 by the Gutmann family, one of Central Europe’s

most influential industrial dynasties with a long tradition of en-

trepreneurship as owners of leading industrial enterprises in the

Austro-Hungarian Empire, Bank Gutmann today is one of the few

truly independent and privately owned private banks in the region.

Since 1959, the Kahane family has been the majority shareholder

of Bank Gutmann AG. Twenty per cent of the share capital is held

by 10 senior managers of the bank. The consistent involvement of

these working partners in the day-to-day running of the business

is one of the bank’s key distinguishing features: Gutmann clients

are served by the bank’s owners personally – from entrepreneur to

entrepreneur. They make their clients’ affairs their own business, for

which they assume long-term responsibility. This Gutmann partner-

ship concept ensures independent and speedy decision-making

processes as well as the special personal commitment of the bank’s

owners, based on discretion and trust.

At home in Central and Eastern EuropeNot only its historic roots but also Vienna’s geographical proximity

to the Central and Eastern European markets explain why Bank Gut-

mann has been working successfully with high-net-worth investors

and entrepreneurs in this region for more than a decade. In addi-

tion to serving customers in German-speaking countries, the bank

focuses on customers from Hungary and Romania (where Gutmann

has its own investment advisory entities), from the CIS countries, the

Czech and Slovak Republics and Bulgaria.

Apart from offering asset management, Bank Gutmann has success-

fully added private equity funds of funds to its portfolio of activities.

Gutmann not only invests in private equity funds itself but also

helps its customers to participate in attractive investments. Ilinca

von Derenthall, member of the board of management and head of

international private banking: “Our clients benefit from the close

relations with the international private equity community that

we have built over many years: we have access to extraordinary

investment projects and are pleased to share this access with en-

trepreneurial clients, who would not be able to get involved in such

projects without our assistance.”

Gutmann is also a sought-after partner for entrepreneurs who have

sold their companies to private equity investors and now wish to

invest the proceeds in the best possible way. The Gutmann team is

assisted by a network of international and local best-of-breed advis-

ers, among them law firms, tax advisers and business consultants.

Through its many years in the business, Bank Gutmann has

developed not only a strong bond with the region but also a deep

understanding of the needs of investors from these markets. Thanks

to its geographical location and very favourable legal and fiscal

conditions, Vienna is an excellent platform for serving international

high-net-worth investors.

Individual one-stop asset management Bank Gutmann offers personal, efficient and discrete customer

service. Solid, customized solutions, security and capital preservation

– that is, the clients’ long-term interests – are top priorities. Gordian

F. Gudenus, deputy head of international private banking and a

The Bank’s partnership concept ensures personal commitment and continuity in customer service service

Bank Gutmann CEO Frank W. Lippitt on ...

... an owner-managed bank and personal responsibility:“Private banking needs much sensitivity and discretion. Bank

Gutmann is an owner-managed bank. Therefore, our business model

is strongly infl uenced by our partners and their values. Gutmann

partners are entrepreneurs who are committed to both the clients

and the bank. This means long-term planning rather than decisions

driven by quarterly results and a high degree of employee loyalty.

Each and every client may trust that one of the partners will feel

personally responsible for their affairs and will apply special safety

standards in managing investment risks.”

... Bank Gutmann’s special services in Central and Eastern Europe:“Being located in Vienna, we are naturally positioned to provide

services in the region of Central and Eastern Europe, which is right at

our doorstep. Clients from these countries greatly benefi t from being

served by a Vienna-based bank that is fi rmly embedded in western

banking culture and geographically close to its clients. Bank Gutmann

is organised along multicultural lines, which means that we address

clients in their native languages, sharing with them our profound

knowledge of East European markets. We have operating investment

advisory offi ces in Budapest and Bucharest. Early next year, an offi ce

will be established in Prague.”

... reliability and trust:“At Gutmann, we are special-

ists for wealth management,

to which we devote our

undivided attention, handling

all matters with care and

precision. In serving our clients,

we pursue a very personal

approach, with a staff of 200

experienced offi cers attending

to 1,500 clients. Spending time

with the client and building

trust make all the difference.

The basis of this trust is reli-

ability. That clients may rely on Gutmann is particularly evident at times

of crises. By concentrating consistently on our clients’ needs and follow-

ing our business model we successfully mastered the years of 2008 and

2009. This very personal approach in providing our services has ena-

bled us to compete successfully against the best international private

banks. External experts such as the international fi nancial magazine

Euromoney and the renowned German publication Fuchsbriefe have

consistently awarded us top ranks among asset managers in German-

speaking countries.”

Frank W. Lippitt, CEO, Bank Gutmann

Gutmann partner, explains: “We offer attractive services to high-net-

worth individuals, entrepreneurs and their families. As the leading

Austrian private bank with a strong international focus we offer our

customers tailor-made cross-generational personal asset manage-

ment. Thanks to the independence of the bank’s owners, our recom-

mendations are always objective and not infl uenced by the interests

of international fi nancial groups.”

For Bank Gutmann, private banking is more than simply the optimal

management of individual portfolios. The starting point for tailor-

made investment management is a careful analysis of each custom-

er’s current needs and plans for the future. “Our customers can avail

themselves of the services of a strong international private banking

team that is thoroughly acquainted with the markets and operates in

16 languages,” is Gudenus’s concise description of Bank Gutmann’s

multi-cultural competence.

Core competence of portfolio managementGutmann is also closely involved in fi nancial studies and research.

Partnering with the Vienna University of Economics and Business

(WU), Bank Gutmann operates the WU Gutmann Centre for Portfolio

Management created in 2001. Academic advisory board members

over the years included not only numerous professors of notable

international universities but also Nobel Prize laureate William Sharpe,

inventor of the world-famous Sharpe ratio.

In portfolio management, Gutmann works closely with independent

research partners, the WU Gutmann Centre for Portfolio Management

and the world’s leading securities experts.

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For further information please contact:

Bank Gutmann AktiengesellschaftGordian F. Gudenus, PartnerSchwarzenbergplatz 16, 1010 Vienna, AustriaPhone: +43-1-502 20-290Email: gordian.gudenus@gutmann.atwww.gutmann.at

SEB Private Banking: entrepreneurship at the heartSEB Private Banking’s customers live and breathe their business and consider it integral to their private wealth. So does SEB

For SEB, banking has always been closely linked to entrepreneurship.

In 1856, André Oscar Wallenberg founded Sweden’s first private bank

and effectively became the country’s first venture capitalist. Wallen-

berg shaped modern banking in Sweden by financing the country’s

entrepreneurs. When those individuals and families became successful

– creating small well-run companies or iconic firms such as Ericsson or

ABB in the process – SEB helped them manage their wealth efficiently.

That tradition of stewardship of wealth – and close links between busi-

ness and personal wealth – continues to the present day at SEB Private

Banking. “For SEB, the division between what we can help clients

accomplish in their business and how we help them manage their per-

sonal wealth is a false one,” says Gerth Svensson, global head of private

banking at SEB. “Our clients consider their business as integral to their

overall wealth and so do we.”

To that end, the advisory and capital markets credentials of SEB are

as important to private banking clients as the numerous accolades

achieved by the bank’s wealth management division (see box). “En-

trepreneurs choose to work with us for their private banking needs

because they appreciate that, for example, SEB has around 50% of the

Nordic M&A,” says Svensson.

Potential private banking customers also recognize the importance

of SEB’s leadership in the Swedish SME market, the largest in the

Nordic region. Similarly, they understand the significance of SEB’s

distinguished track record of innovation for SME companies – SEB

introduced the first internet banking for SMEs anywhere in the world,

for example.

A fully integrated approach SEB’s customers live and breathe their business and consequently

entrepreneurship is at the heart of everything the bank does, accord-

ing to Svensson. Within private banking, SEB operates a dedicated

entrepreneur team, which comprises a variety of experts with vast

experience in structuring, tax advice, financing and SMEs. “A client’s

private banking relationship is the key mechanism for delivery of these

services. Our SME adviser is included in the private banking team so

that we can fully service that individual,” adds Svensson.

Equally, SEB Private Banking offers a full range of more traditional

private banking services, including family office services such as tailor-

made investment policies for the family or succession planning. Indeed,

SEB’s legal capabilities and family office services are a key differentia-

tor for SEB – it has more tax and family lawyers than any other private

bank in the Nordic region and can offer almost every service in-house.

Where it is necessary to work with third parties for specialist require-

ments – to form a company in Luxembourg, for example – SEB has a

powerful network of established partnerships to call on.

As clients often consider their business and their personal finance to be

a single pot of funds (although from a tax and accounting perspec-

tive that is not the case), SEB recently made a significant investment

to deliver an improved reporting capability that aggregates corporate

and personal wealth. While facilitating an overriding view of an indi-

vidual’s wealth, the reporting system also allows easy administration of

personal and company tax affairs.

SEB is perfectly sized to achieve the effective integration of personal

and business advice and financial and legal services that its customers

demand. “We are not so big that we can’t easily communicate between

the various teams within the bank to ensure that clients get expert

advice,” says Svensson. “Equally, we are not so small that we don’t have

the scale and resources to fulfil our clients’ requirements.”

SEB Private Banking investment programmes SEB has developed a tool-box to show how an individual asset al-

location strategy can be tailored according to clients’ age, needs, risk

profile, cash-flow situation, target return and other factors.

Last year, SEB launched three modern investment programmes with

different risk profiles and time horizons that can be tailored around

the individuals’ profiles. The programmes cover a wide range of as-

set classes – equities, fixed income, foreign exchange, private equity,

real estate, commodities and alternative investments such as hedge

funds – and are combined to limit correlation to the equity market.

The three strategies cater for objectives ranging from wealth

preservation to aggressive growth – all are built on the concept

of identifying new sources of return rather than just following the

interest or equity market.

By performing in-depth analysis on asset classes and understanding

clients’ objectives it is possible to combine a wealth preservation

goal, for example, that previously entailed investment in deposits

and other low-yielding instruments, with a moderate rate of return

– while not increasing risk. The goal for the strategies with more risk

is an equity-like return over a five-year investment period but with

significantly lower expected volatility.

The programmes also use a structured process for manager selec-

tion and evaluation and currently about 3/4 of the assets invested in

the programme are externally managed. The programs embrace the

concept of open architecture.

For further information, please contact

SEB Private BankingTel: + 8 454 60 30www.sebgroup.com/privatebanking SE

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Wealth structuring Wealth structuring is perhaps the most important service provided to

entrepreneurs by SEB Private Banking. The tax and legal implications

of residing in the Nordics are significant. While it is over-simplistic and

inaccurate simply to label the Nordics, for example, as a high-tax region, it

is nevertheless vital to structure Nordic citizens’ business operations and

personal wealth effectively.

“The tax implications of a company sale, an IPO, the sale or purchase of

property or the establishment of a holding company structure are neces-

sarily critical to entrepreneurs,” says Svensson. Similarly, how individuals

manage their financial assets, where they are domiciled and how they are

managed can have huge tax and legal implications for their wealth and

ability to transfer money to the next generation.

The key to effective wealth structuring at SEB Private Bank is the combina-

tion of domestic and international knowledge. SEB’s 11-territory interna-

tional private banking network – which is dictated primarily by meeting

the needs of Nordic citizens in the locations in which they do business and

choose to live and retire – enables the bank to achieve the tax and legal

goals of its clients.

At the same time, SEB’s long heritage ensures that it understands the

cultural issues associated with the Nordics and its citizens. Indeed, its deep

cultural understanding of the Nordic region – built up over 154 years –

gives the bank the ability to anticipate change. The bank’s local knowledge

puts it in a better position than any international bank to understand the

implications of the ever-changing tax environment. Most importantly, it

allows SEB to be proactive in positioning clients for all eventualities.

Working with the next generation SEB Private Banking is about building long-term relationships and being

a custodian of wealth for the next generation. Perhaps more than other

types of clients, entrepreneurs – who have perhaps exited their business

and realized significant wealth – recognize the importance of preparing

the next generation to understand, manage and enjoy wealth. As a trusted

partner, SEB Private Banking is proud to help clients with this task.

The bank operates multi-day training courses for the next generation

that provide an overview of modern portfolio theory and instruction on

manager selection and evaluation. “Given the turbulent market environ-

ment of recent years, demand for courses has increased markedly,” says

Svensson. Moreover, many former students of the courses have enjoyed

the experience so much that they continue to meet once a quarter to

discuss practice and theory relating to managing wealth.

One important aspect of SEB Private Banking’s next generation training

course – one of the few such courses offered in the Nordic region – is phil-

anthropic education. As a bank, SEB understands the social commitments

that their clients have to the local community or to philantropic ventures

and has a strong tradition within for example foundation and trust

management. “Often if an entrepreneur has made an exit they will want to

give something back to society and we help them do that as effectively as

possible,” says Svensson.

SEB now works with a not-for-profit organization to provide structure and

support for charitable giving. Through a series of discussions, SEB helps

clients establish exactly what they want to achieve with their philanthropy,

what financial and personal commitment they can realistically make and

how they can judge the effectiveness of their charitable giving. Should

a suitable charity or organization not exist to fulfil the requirements of

clients, SEB and its strategic partner provide guidance on establishing and

monitoring foundations or charities.

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Awards and accolades Private Banking best in Sweden 2009, 2010

– Euromoney

Best Mergers & Acquisition House in the Nordic & Baltic region, 2009

– Euromoney

No. 1 Equity House in the Nordic region, 2010

- Prospera

Best custodian - in all Nordic & Baltic countries, 2009

- Global Custodian

Best Bank in Sweden for small business enterprises, 2008, 2009

– Privata Affärer

Best Bank in Sweden, 2009

– Euromoney and Global Finance

Best Real Estate Bank in the Nordic & Baltic Region, 2009

- Euromoney

Gerth Svensson, global head of private banking

Bank of China – where knowing your client countsWith their awareness of market risk and the importance of asset allocation increased by the global financial crisis, high-net-worth investors are more willing than ever to seek the advice and services provided by private banks. Bank of China is ready to help

How has the environment for private banking services in China changed in recent years? How are client’s needs evolving?In recent years, China’s strong economic performance has driven an

expansion of the domestic capital market, and given rise to an increasing

number of high-net-worth clients. To serve them, around 20 domestic and

international banks have opened private banking businesses in mainland

China in the past two years, while domestic securities companies, trust

companies and private equity firms are increasingly attempting to service

them too. This has intensified competition, but has improved customer

service and expanded the private banking industry as a whole.

Despite the enormous capacity of the market, penetration by existing

private banking services is still quite low. However, this is likely to change:

high-net-worth clients, influenced by the global financial crisis, are now

keenly aware of market risk and the importance of asset allocation, and

are more willing to accept professional investment advice and services

provided by private banks.

With their growing investment experience, middle and high-end investors

- and private banking clients in particular - have an increasingly vigorous

appetite for financial products. They are not only looking for balance sheet

products, but also a broad range of non-financial products and value-

added services.

They show several characteristics: they expect to receive professional

investment advisory services that will ensure their assets don’t depreciate;

they prefer low-risk investments with stable returns and high liquid-

ity, particularly fixed income products; they prefer Chinese banks and

domestic investments, and have a cautious attitude towards foreign banks

after seeing the high risk of offshore markets during the financial crisis;

and they are confident in China’s domestic market, underpinned by the

outstanding performance of the economy.

What has Bank of China done to meet those needs?Our private banking products include conventional retail banking prod-

ucts, general wealth management and investment products, customer-

tailored products, comprehensive credit lines, and professional advisory

services that have expanded into a comprehensive platform of services. To

serve our clients better, we have established a committee for private bank-

ing product assessment, and we provide custody service for all products

recommended to clients to ensure the operation of third-party manage-

ment is monitored across our products and services. We are therefore able

to respond to the needs of third-party management agencies and the

operational styles of external managers to protect all our clients’ interests.

In addition, we have established detailed ‘know your client’ and risk match

flow systems. Know your client focuses on collecting and understand-

ing customers’ personal information and risk profiles; risk match flow

evaluates and monitors customers’ risk tolerance. Different approval

systems, and different ways of managing client accounts, are applied

when building relationships with clients according to that risk tolerance.

Our private banking principles set out that when they are dealing with

sales of products with a mismatch risk, authorized approvers should make

their decisions on an individual basis, rigorously controlling the number

of clients and overall transaction volume to prevent losses caused by

concentrated risk. Where there is a risk of a severe mismatch, approvers are

authorized to reject clients’ purchase requests – even if the client insists on

purchasing and abandons their rights of recourse.

How did the global financial crisis affect private banking client sentiment in China?Deepening macroeconomic control and fluctuations in the financial

markets caused by the global financial crisis have led to a transforma-

tion in the wealth structure of China’s wealthy individuals, and also to

raised awareness of financial investments.

Although most high-net-worth clients in China suffered comparatively

small losses in the financial crisis, they have realized the importance of

risk-control mechanisms and have begun to emphasize the idea of pursu-

ing return while controlling risk. These changes have made the private

banking concept - maintaining and increasing value – more acceptable

to clients. Additionally, the focus of clients has switched from products

and returns to a proper allocation of assets, and a willingness to diversify

investments so as to mitigate risk.

These trends have generated a huge emerging need for private banking

services. China’s wealthy expect professional banks to act as reliable

information resources, and are now more likely to accept financial advice

offered by banks. This change in client attitudes has brought a crucial op-

portunity to the private banking industry in China.

What sorts of products are proving most popular now? How do you provide them – through manufacturing internally or open architecture?Fixed income products are now the most popular products in the

marketplace. Private investments in securities funds and private equity

investments are also in favour.

Leveraging our own research, and cooperating with other financial insti-

tutions such as securities companies and fund management companies,

our private banking department has gradually established a resource

database of investment products and launched a range of competitive

products tailored to our private banking clients. In addition to asset man-

agement, insurance and trust services, we offer personalized investment

advisory services covering areas such as art, antiques and real estate. We

augment these with value-added offerings such as airport VIP transfers,

and medical, education, travel and entertainment services. By integrat-

ing the BOC group’s resources, we are able to offer specialized advice on

taxation, real estate, overseas financial services and cross-border financial

consultation.

Some of our products are designed internally, and others are sourced

from third-party institutions. Our future product development will focus

on our banking wealth management products, supplemented by third-

party products on an open product platform.

Do Chinese private banking clients show much appetite for overseas investment?Although most Chinese private banking clients’ assets are now held on-

shore, they are increasingly attentive to offshore investment markets.

With global economic integration, private banking clients have begun to

seek to deploy their assets globally to access higher returns. It is extremely

risky for high-end investors to concentrate their assets in domestic securi-

ties and housing, so offshore investments can help diversify risk. Clients

need to discuss offshore investment products and the complexities of

the international market with their private banks, to gain the necessary

knowledge for effective decisions.

At present, China Banking Regulatory Commission only allows commer-

cial banks to invest in offshore stocks and structured products, but not

commercially derived products and hedge funds. There are also many

limitations on stock investment. It is therefore difficult for private banking

clients in China to deploy assets globally. However, BOC has been granted

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For further information, please contact

Jing TingHeadquarter, Bank of ChinaTel: 86-10-66594476Email: ls_jingting@bank-of-china.com

QDII business accreditation, which allows us to offer our clients quality

offshore investment services.

How does Bank of China expect the private banking industry to evolve in future and how will Bank of China evolve with it?We believe that China’s private banking industry will experience the fol-

lowing changes:

Firstly, the industry will be able to provide comprehensive wealth man-

agement services tailored to different client needs, with more detailed

classification of different clients. Clients can be grouped by financial

participation, by their career, their source of income, lifestyle, region and

complexity of needs, for example; each can be given different tailored

products and services.

At BOC, for example, we group clients with assets worth more than RMB8

million as private banking clients, and will probably sub-divide them

into high-net-worth and super-high-net-worth clients, providing more

specialized services accordingly.

Secondly, the private banking sector will develop as high-net-worth

clients contribute more to the overall profitability of commercial banks.

At BOC, we are accelerating the development and promotion of products

exclusive to our private banking clients.

Service channels will become further diversified. Self-service banking,

internet banking, telephone and mobile banking will become major

channels for client service. The comprehensive platform for wealth

management will also be technically upgraded and equipped with more

advanced and powerful system support, such as client data consolidation,

intra-group connectivity, and technical support for clients. At BOC, we are

increasing our efforts in channel development, especially internet and

telephone VIP banking services, while also leveraging our retail business

to provide better client resources in private banking.

Risk management will strengthen. For this to happen, private banks must

implement stricter evaluation of their clients’ sources of income, while

conducting more detailed research on financial markets and products.

In this way, consultation between private bankers and their clients will

yield better results. At the same time, private banks will focus more on

occupational ethics.

Finally, we will promote our brand positioning of “private and internation-

al” based on professional, reliable and high-end accreditation. Using our

overseas channels and platforms, we will establish the most international

Chinese private bank.

A trusted ‘finance director’Javier Marin, General Manager of Santander Private Banking describes the bank’s philosophy: taking care of clients’ finances to free them to do what they enjoy most

What is Santander Private Banking’s strategy?Santander Group set up the Santander Private Banking Global Division

in September 2007 to reinforce its business growth within the global

private banking market. This growth relies on four major pillars: a client

approach model that has succeeded in Spain; a team composed of the

best professionals in the market; a wide range of products and services;

and advanced technology capable of managing the relationship be-

tween the bank and the client.

Santander Private Banking’s goal is to promote business growth in Grupo

Santander’s private banking segment globally and become a key ‘player’

within the sector. To accomplish this, we have 2,500 professionals and

140 branches in markets characterized by a high potential in the private

banking business, such as Argentina, the Bahamas, Brazil, Chile, Colombia,

Italy, Jersey, Mexico, Portugal, Spain, Switzerland, the UK and US.

Leveraging on the group’s local presence, we strive to achieve a market

share similar to that of our retail banking operations.

For private banking clients, our strategy seeks to be the equivalent of a

finance director for a company: someone the firm’s owners trust to look

after the cash flow, carry out a good investment of its balance sheet; main-

tain a suitable financial structure and provide the most efficient corporate

structure from both tax and corporate governance points of view.

What is the client approach model?Private banking clients want to spend their time on what they enjoy most.

Our philosophy is to free our clients of the time it takes them to take care

of their finances.

If we become a client’s ‘financial director’ we will have earned their trust

to cover every matter that derives from their finances. Thus, clients will

delegate to us and be able to free extra time for their other priorities.

This is easier said than done. It requires experts in dealing with clients, with

extensive knowledge and supported by teams of specialists in multiple dis-

ciplines. It takes procedures and processes to select and combine the best

products on the market; the tools needed to make every precise calcula-

tions in real time to monitor the profitability, risk, liquidity, taxation and the

adequacy of portfolios to the client’s goals. In summary, many elements are

focused exclusively on client satisfaction and the quality of delivery.

Why is Santander Private Banking a better option than other private banks? There are several reasons, which can be summarized by: “We are Santander”.

This has many implications. On one hand, we are in countries in which

the group has a strong local presence. This translates into strong market

knowledge, the possibility of offering the client and his company a geo-

graphical network that allows us to offer the bank’s support in the most

remote corners of the world.

On the other hand, Santander’s experience in various private banking

markets has served to create the global division. This allows all the units

in the division to share four key elements:

• A team of professionals with the same service philosophy, training and

a common professional development plan that allows them to share

best practices efficiently.

• A business model with proven success based on the quality of client-

focused service that puts the interests of the client before those of the

bank.

• A process of selection and design of products and services that lever-

ages local knowledge and global purchasing power.

• A business intelligence based on common procedures and technology

developed to serve the client better.

Above all, our clients have the solvency of one of the most powerful

financial groups in the world:

• A primarily commercial bank that allows for a recurrence of revenues.

• Geographically diversified: combining mature markets such as Spain,

the UK or the US with others of high growth potential such as Brazil,

Chile or Mexico.

• Among the top five in the world by profit.

• Core capital of 8.8% and a BIS ratio of 14%, without ever having re-

ceived any state aid.

• The international bank with the largest number of shareholders and

branches in the world.

Only Santander Private Banking can offer all of this.

For further information, please contact

Ciudad Grupo Santander Avda de Cantabria s/nDivisión Banca Privada Global Edificio Arrecife 1ª planta 28660 - Boadilla del Monte (Madrid) - España

Javier Ferrer Navarro P: (+34) 91 520 84 80 Email: comunicacionbpg@gruposantander.com

For further information, please contact

Banco Banif Paseo de la Castellana nº 53 28046 – Madrid (España) www.banif.es

Javier Ferrer Navarro Director de Comunicación P: (0034) 91 520 84 80 Email: fjferrer@banif.es

What is Banif’s position within Spanish private banking?Banif is the leader within the Spanish private banking market due to its

experience, number of professionals, number of branches, client bal-

ances and performance.

We have a unique business model within the Spanish market that has

allowed client resources to reach the value of €32,150 million. Our service

philosophy has allowed us to reaffirm clients’ trust in our company and,

thanks to this, we have been able to outdistance our competition. Thus, I

hope to strengthen further the leadership of Banif in the Spanish private

banking market.

What do clients demand in an uncertain environment? The financial crisis that we are still facing has generated uncertainty

among Spanish investors since all investment alternatives, from fixed

income to equity, forex, commodities or the real estate market, are suffer-

ing from high volatility. This has led to greater demand for advice, more

bank proximity to clients, and a higher quality and quantity of informa-

tion that could have an impact on client wealth.

Banif clients have not declined to take advantage of investment oppor-

tunities and continue to demand a differentiated and exclusive service

tailored to their financial needs, from the simplest to the most complex.

Combining this demand with the client objective of wealth preservation,

we have introduced some innovations in our offering, which affect port-

folio management services, asset advisory service and offer investment

products with a capital preservation scheme.

Regardless of the constant updates in the range of products and

services, the true client demand is quality of service, dedication and the

constant review of their goals and needs by trained professionals.

How has Banif adapted its service model to the current market movements?At Banif we have always tried to anticipate market trends for the benefit

of our clients. Thus, new services and products have been launched and

new procedures have been implemented to ensure better contact with

clients. In addition, tools have been implemented to tailor the informa-

tion clients receive to the frequency and content they prefer.

We have developed our technological platform to provide continuous

monitoring of risk levels, liquidity and our client’s portfolio concentra-

tions, needs and expectations.

From an investment strategy viewpoint, we have taken a more conserva-

tive bias, prioritizing capital preservation rather than more aggressive

strategies. From our point of view, this is our clients’ priority although, for

our more aggressive client profiles we also provide strategies that take

advantage of the opportunities that volatility offers.

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Steering a course through uncertain marketsBanif’s CEO, Jose Manuel Maceda explains how the bank has adapted to clients’ changing needs in the wake of the financial crisis

“Banif clients have not declined to take advantage of investment opportunities and continue to demand a differentiated and exclusive service tailored to their financial needs, from the simplest to the most complex”

Banif’s CEO, Jose Manuel Maceda

UBS: pooling resources to offer the bestIntegration is a driving force behind UBS’s strategy. The bank’s firm conviction is that for a wealth manager truly to offer the comprehensive and highly personalized financial services that its customers seek, it has to give them access to the whole range of expertise which its worldwide wealth management, asset management and investment banking operations have on tap. The integrated approach to portfolio management brings particularly tangible benefits for extremely wealthy clients.

Today’s wealthy clients break the mould of traditional private banking.

They can be individuals or entire families, entrepreneurs and in many cases

‘global citizens’ with residences in a number of countries around the world.

Their needs are correspondingly complex, and serving them in the way

they want and deserve presents considerable challenges. Only a handful

of international banks have the size, expertise and global reach to offer

this clientele a truly comprehensive service covering all their private and

business requirements.

UBS is one of those banks. It takes pains to mobilize all the many and

varied capabilities available in its worldwide pool to offer tailor-made solu-

tions for this increasingly complex, individual and global clientele.

Why integration is becoming increasingly relevant for the UHNW sectorReally understanding what motivates a wealthy client, recognizing his or

her particular aspirations and needs and coming up with the right solu-

tions for their individual situations is only possible if a wealth manager

cultivates and develops a close, strong relationship with that client. UBS

is well aware that ultra-high-net-worth (UHNW) clients typically want a

single point of entry to their bank and a single client adviser who remains

with them for the long term. This is why the firm deploys dedicated, long-

term advisers for UHNW clients. UBS client advisers provide a highly indi-

vidual and personalized service and can open the door to all the resources

that the organization has available. Among the services offered to UHNW

clients are wealth structuring, strategic asset allocation, risk management

strategies, global custody, lending solutions, research, trading and execu-

tion and escrow.

Wealthy clients can typically benefit most from the very broad range

of products and services offered by a universal bank like UBS. Many are,

for example, entrepreneurs who have business as well as private wealth

management needs. To cater to the needs of this increasingly important

client group, UBS set up the Corporate Advisory Group (CAG). CAG offers

a broad range of services fully dedicated to entrepreneurs and privately

owned companies from across UBS. Its worldwide team of around 50

experienced corporate finance specialists works very closely at local level

with the bank’s investment banking arm. CAG makes it possible to serve

clients with their own companies from a specifically corporate perspective,

enhancing the client experience by providing in-depth understanding

of private company owners’ requirements and offering them tailor-made

advice and solutions which address their specific needs.

A new approach to product and service deliveryIncreased client benefits are also the reason why UBS ramped up its focus

on integrated product and service delivery at the start of this year. A new

Investment Products & Services (IPS) unit was created that spans both

the wealth management and investment banking businesses. It breaks

down traditional in-house barriers and institutionalizes cross-divisional

collaboration on a global scale. Not only do clients benefit from having

one single point of contact in the bank, they and their advisers also gain

access to the entire range of UBS products and services via IPS, regard-

less of their location. The unit also specializes in bundling products and

services from across all business divisions to provide comprehensive solu-

tions to clients with complex needs. The integrated approach embodied

in IPS has particular benefits for UHNW clients, and a dedicated IPS UHNW

consulting team has been operational since earlier this year to ensure that

this client segment receives precisely the advisory and execution services

which it needs.

Joe Stadler, head of UBS’s Global UHNW team, says that the traditional

boundaries separating his bank’s various businesses are being broken

down to serve this sort of client properly: “We are making the borderline

between private banking and investment banking increasingly fluid,

and this can be a real boon, especially for private clients with extensive

corporate interests. We can, for instance, now offer them direct access to

“UBS is well aware that ultra-high-net-worth clients typically want a single point of entry to their bank and a single client adviser who remains with them for the long term”

UBS

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our investment banking trading platform and also structure credit transac-

tions with dimensions which really belong in investment banking territory

and would previously have gone beyond the capabilities of a traditional

private banking operation.”

Focus on families and knowledge-sharing The integrated approach also works for wealthy families and family offices,

which benefit from the dedicated service that UBS’s Family Governance

& Family Office Advisory team offers. This team assists clients in establish-

ing formalized family office governance systems, such as management

structures and investment processes and guidelines. It can also offer sup-

port in setting up investment advisory boards and/or infrastructure tools

including reporting platforms, monitoring tools, solutions for efficient

management of joint family assets, asset servicing, safekeeping and execu-

tion tools.

While UBS successfully partners many families in managing the whole

gamut of their financial affairs, its commitment to family relationships

and cross-generational succession does not stop there. The bank also

understands the importance of preparing the younger generation for the

responsibility that comes with managing wealth. This was the idea behind

the highly popular Young Successors programme, which is designed to de-

velop and expand the financial and business know-how of young people

preparing to play a more active role in their families’ financial affairs. In July

this year, around 50 participants had the opportunity to attend an inten-

sive two-week programme of knowledge transfer and peer networking at

the most recent Young Successors event in Zurich.

But the UBS client education offering includes more. Other courses exist to

suit the whole family, and many parents are so inspired by their children’s

experiences with Young Successors that they attend the more general

client-focused UBS Dialogue Series as a result. For professionals working in

family offices, UBS also offers family office roundtables and summits. These

are an excellent platform for discussing the latest trends and issues among

peers.

Philanthropy and SRI: underpinned by the integrated approachThe subject of philanthropic and socially responsible investments (SRI)

is attracting the interest of an increasing number of wealthy individuals

and families. To offer this growing group a comprehensive service in this

field, UBS recently launched a new Philanthropy & Values-Based Investing

unit, a single, global team of 30 experts offering a ‘one-stop’ approach to

all aspects of philanthropy, charitable giving and values-based investing.

The unit’s offering consists of three main pillars: philanthropy advisory,

values-based investing and the in-house Optimus Foundation, a charitable

organization that gives clients the opportunity to make donations to

existing philanthropic projects. It harnesses the various philanthropy-

relevant resources within the bank under one roof, making it possible to

provide clients with a higher quality of service and execution, and to offer

comprehensive and customized advisory and solutions for all the stages in

their philanthropy lifecycle.

Since 1997 UBS has also offered investment vehicles specially designed

for the growing number of clients who want their investments to take

account of environmental, social or ethical criteria. Its socially responsi-

ble investment offering is very diverse and includes products managed

according to environmental, social and governance (ESG) criteria and

theme-based approaches. The ESG offering includes an all-cap SRI Global

Equity strategy, which was among the first of its kind. The theme-based

approach focuses on innovative companies providing solutions to the

challenges of climate change, water scarcity and demographic change.

UBS offers a range of products focusing on each individual theme and

the flagship UBS (Lux) Equity Fund Global Innovators, which spans all

three themes.

11

UBS’s vision UBS’s vision is to be the bank of choice for wealthy individuals, striv-

ing for quality advice, service, execution and performance. Its goals

are to strengthen its position as a leading global wealth manage-

ment business and to be a leading, client-focused investment bank.

Through its wealth management business, UBS offers sophisticated

products and services to ultra-high-net-worth (UHNW) clients with

investable assets of more than Sfr50 million; high-net-worth (HNW)

clients with investable assets of Sfr2 million to Sfr50 million; and

core affluent (CA) clients with investable assets of Sfr250,000 to Sfr2

million. It is recognized as one of the leading banks for HNW and

UHNW clients around the world.

For further information, please contact

UBS AGPostfach 8098 ZurichSwitzerlandTel. +41-44-234 11 11

UBS AG1 Curzon StreetLondon W1J 5UBUnited KingdomTel. +44-20-7567 5757

UBS offices in Hong Kong

(top row) René Havaux, Arnaud van Doosselaere, Paul De Winter (center row) Filips De Ferm, Thierry Maertens de Noordhout, Bernard Woronoff, (in the front) Jacques Delen

Jacques Delen: banking without stressBank Delen’s consistent dedication to both its conservative philosophy and best-of-class client relations resulted in yet another record inflow in 2009, and the first half of 2010, and a fourth consecutive Euromoney Award for ‘Best Private Bank in Belgium’

For Bank Delen, both in terms of inflows and returns, 2009 matched the

record-breaking years 2007 and 2008. Based on half-year inflows and re-

sults, 2010 promises to improve significantly on these record levels. The

recipe underpinning Bank Delen’s successful track record has remained

basically unchanged. The bank’s high net worth clients choose Delen

for its prudence and its personal service.

Tailored serviceAsk CEO Jacques Delen what it takes to be a successful private bank for

clients, and he’d probably mention client relations first. If Bank Delen

has been able to grow steadily over the past seven decades, it has large-

ly owed this success to its reputation for providing a service tailored

to individuals’ needs and requirements, inspiring a gradual expansion

of its customer base. In this respect, ‘think global, act local’ has clearly

been Delen’s advice: “As a genuine Benelux-anchored player, Bank Delen

stands very close to its clientele. A personal private banker identifies

exact needs and works out the best way to achieve financial goals, on a

one-to-one basis. In addition, we make a difference by offering a clear

view on all aspects of wealth management. That too is essential. Our

family business advisors offer specialist advice based on their thorough

practical experience with the regulatory framework of family and inher-

itance laws, taking into account regional legislative differences.”

With the expertise the group has acquired over the decades, Bank

Delen knows the best way to “advise customers without creating

unrealistic expectations,” as was the experience of Moneytalk’s mystery

shopper. Indeed, we are a conservative bank and our main goal is to

preserve the capital of our clients. We don’t invest in structured prod-

ucts or hedge funds as we cannot control the risk of these investments

on a continuous basis and cannot guarantee liquidity to our clients. For

the same reasons, investments in third-party funds are limited, as we

prefer to control investments ourselves.

Dynamic prudenceHowever, the quality that sets Bank Delen apart from its nearest com-

petitors, within and outside Belgium, could be categorized as dynamic

prudence. Competition in the Belgian private banking market is fierce.

Says Jacques Delen: “Taking a long-term view and being prudent

but dynamic, are key values of our organization. Our clients know we

won’t change our mind with every new idea that comes along. From a

corporate point of view our dedicated focus on capital preservation has

made us a welcome haven for funds in recent troubled times, as a result

boosting inflows, which beautifully kept pace throughout 2009 and in

2010.

“Old Europe lost some of the values it gradually implanted in the econ-

omy over the past decades,” Delen believes, “especially the quality of

human contact. We might just try to provide a modest contribution to

curbing this trend and restoring some of the historical balance between

the economy’s key players. Bank Delen, for its part, could never uphold

its service level of competence, commitment and humanity, were it not

for the competence, commitment and humanity of its people.”

Organic growthBank Delen’s approach of prudence and tailored, personal service has

stood the test of time since the bank was set up by André Delen in

1936. To this date its organic expansion is essentially being built around

its blossoming and flourishing clientele base, supplemented with delib-

erate doses of growth through acquisitions and partnerships, the most

significant being Delen’s merger in 1992 with investment company

Ackermans & van Haaren.

“Looking to 2011 and beyond, Bank Delen will not stray from its reward-

ing tradition of organic expansion based on a conservative but dynamic

investment philosophy, Furthermore, our model could also be imple-

mented in other national markets, where it could achieve comparable

efficiency levels.”

For further information, please contact

Jan Van Rijswijcklaan 184B-2020 Antwerpen, Belgium

Tel: +32 (0)3 244 55 66Fax: +32 (0)3 216 04 91Email: info@delen.be

www.delen.be

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BOC_PB_Euromoney286x210_FA3.pdf 1 02/09/2010 12:22

to preserve and protect your wealth

“A relationship based on trust grows day by day, generation by generation.

We make a long-term commitment to our clients, creating personal solutions

which evolve with their needs. All over the world, our experts are there to assist our

clients in preserving and protecting their wealth.” Fabrice Corre, Private Banker.

www.privatebanking.societegenerale.com

we stand by you

from one generation to the next.

Fabrice CorreSociete GeneralePrivate Banking

We stand by you

Best Private Bank Worldwide in Western Europe and the Middle East for Equity Derivatives

Best Private Bank for Structured Products in France, Gibraltar, Greece, Luxembourg, the UK and the UAE

Best Private Bank Worldwide in Western Europe and the Middle East for Structured Products

SGPBP42_PAT_EUROMONEY_210X286.indd 1 22/01/10 12:18:40