search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
uncertainty,HNWfamilies are also increasingly looking for options for safeguarding wealth, to ensure it can be protected and transferred to future generations. Despite still suffering fromthe stigmaof being ‘offshore’, Bermuda has a long history of stability andCommonLaw tradition,whichmake it an attractive domicile for the protection and transfer of assets, says Mr Sadeh. ET


BEST PRIVATE BANK IN BRAZIL; BEST PRIVATE BANK IN LATIN AMERICA FOR CUSTOMER SERVICE ITAÚ PRIVATE BANK


Latin America as awhole has had a challenging year in 2019, but economic policy and a strong reformist agenda helped Brazil fare better. Ona structural basis, the


country’s capital markets were very active during the year, driving newliquidity events.“We were able to attract net newassets from the competition and also fromthis newwealth and liquidity creation,” says Luiz Severiano, CEOat Itaú Private Bank. “Our structure and positioning played the strongest roles in attracting newclients and motivating our current customers to continue concentrating their investments with us.” As interest rates remained low, the


bank focused on further expanding its investment platform, adding newinvestment solutions both in the traditional and alternative investment areas. Itaú Private Bank’s strategy is


built on four pillars: client centricity, sustainable partnerships, constant evolution, and relationships built on trust. The bank believes that the success and sustainability of its business requires relationships of trust with clients, as well as the delivery of outstanding financial advice and services. “In order to do that, we need to be


the trusted adviser of the client: help them with their wealth planning needs and investment advice, locally and abroad, in addition to using our corporate and investment bank structure to help them with their businesses, real estate investments and other real assets. And we need to do that in a very customised manner, understanding each client’s needs, circumstances and aspirations,” Mr Severiano explains. Covid-19 presented the business


with challenges requiring adjustments to the bank’s operations. But the pandemic has not altered the bank’s growth plans – so far in 2020, net newassets have sustained last year’s record levels. “We had already been preparing


for a more intensive use of technology, and this advance


investment allowed us to decisively shift 100 per cent of our operations to the home-office model and provide our complete range of services at a distance,” he adds. “Our relationships with our customers have growneven stronger as they have recognised our dedication and efforts to maintain our high service standards.”PG


BEST PRIVATE BANK IN BULGARIA UNICREDIT BULBANK


UniCredit Bulbank’s most important objective in the long run is to increase customer satisfaction and becomethe preferred partner for clients. This long-term focus paid off last year,when AuM, including life insurance products, grewby 27 per cent. “Every year we aim to achieve


better results than the previous one,” states Darin Peshev, head of private banking atUniCredit Bulbank. “Despite the challenges private banking faces today, we continue to thrive, being a trusted partner for clients, providing best in class financial services and added value through the private banking team’s high-level of expertise and knowledge, and by leveraging on the group’s investment strategy.” TheUniCredit Group investment strategy is a “pillar” of the bank’s


OCTOBER/NOVEMBER 2020 23


Drivingforward:


UniCredit Bulbank saw client assets in


Bulgaria rise by 27 per cent in 2019


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76