Our international footprint means thatweoffer the best combination of international access combined with deep local market expertise


forefront of their industry.“We strongly believe in the need to build a strong talent pipeline and a deep pool of resources is important for the bank and for our clients,” he adds. Information and cyber security

are an integral part ofAUB’s IT capabilities. Last year, the bank expanded its cyber threat monitoring capabilities by implementing an advanced security monitoring system.“We are focused on optimising security technologies, to prevent both traditional and new generation threats,” Mr Hirst says. During the Covid-19 outbreak,

AUBconducted a reviewof its operations to assess the extent to which they were reliant onhuman intervention and find outwhich transactions could be automated. “In the future, the business-as-usual vs business continuity plan methods of operation will becomeobsolete. Both have merged to create a new flexible frameworkwhich can be adapted in all conditions. This is a significant step forward in terms of changing the existing practices and will further strengthen our agility as a bank,” he adds.PG


KBC Private Banking experienced high growth in operating profits last year, driven by double digit growth in AuMand the inclusion of new business lines, such as insurance, in private banking activities. Among innovations introduced by

the private bank last year, its ‘plan for the future’ tool has beenmuch appreciated by clients, as it provides them with an overviewof future incomeand expenditure, taking into account personal needs and goals. Non-banking services in the KBC

Mobile app, such as airport lounge reservations, registered e-mails and


a digital safe, were also popular, says Achille Boeyé, marketing manager at KBC Private Banking. The bank has takenmajor steps to

build a ‘phygital’ approach,whose main building block is an engine called Iris,which screens private banking portfolios daily based on a risk-return factor algorithm, developed by the group’s asset management arm. Alerting the private banker of any changes required to the client portfolio, it frees up their time, allowing a more customised advice. “The significant investments in

digital transformation made by KBC over the past years has clearly paid off and ensured that we could continue to serve our customers flawlessly during the pandemic,” says Mr Boeyé. Bankers have proactively kept in

touch with clients,whilewebinars were very well attended during the lockdown. As a result, the bank recorded an increase in its net promotor score. Itwas also particularly important

for employees to feel that the organisationwas looking after their wellbeing. “Clients and employees need contact and trust: be present, evenwhen you’re distant,” recommendsRegine Debeuckelaere, general manager, KBC Private Banking andWealth. ET


Established in Bermuda as a private bank in 1858, Butterfield is the only financial services provider in Bermuda to offer banking, trust, asset management, advisory and custody services. With banking operations in the Cayman and Channel Islands, trust

subsidiaries in seven international financial centres (IFCs) and a specialist lending operation in London, the bank offers local clients access to international services and products, such as secure financing on London investment properties or trust structures available only in certain locations. It also provides international clients abroad with access to Bermuda’s advisers and select structures, products and services. “Our international footprint

means that we offer the best combination of international access combined with deep local market expertise,” says Nir Sadeh, head of private banking at The Bank of N.T. Butterfield&Son Limited. Its asset management division

has a “strong” track record, dating back to 1997, ofmanaging clients’ assets through various boom and bust investment cycles.“With more than $5bn in AuMwe are big enough to compete globally for large mandates, but our structuremakes us nimble enough to serviceHNW individuals with bespoke solutions and personalised service,” he adds. Due to the pandemic, wealthy,

international families are interested in diversifying their holdings and “are casting a wider jurisdictional net for holding and managing assets”. They are also increasingly mobile,which could boost demand for offshore residency and the use of IFCs. These trendsmay benefit IFCs

such as Bermuda. Here the local government has done “an excellent job” of managing the pandemic and has introduced a one-year residency programmefor financially independent individuals and those who canwork remotely to aid recovery of the local economy,which has attracted “significant interest”. Against a background of rising global geopolitical and economic

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