Sus­tain­able Growth

Through its fo­cus on trust and long-term re­la­tion­ships, ABN AMRO Pri­vate Bank­ing has won a loyal clien­tele in Asia, which re­mains a top pri­or­ity re­gion

Hong Kong Tatler - - Tatler Focus Abn Amro -

Pri­vate bank­ing is a core ac­tiv­ity for ABN AMRO and it is a business ded­i­cated and fo­cused on in­di­vid­ual clients’ needs, in­clud­ing the chal­lenges faced by fu­ture gen­er­a­tions.

“We take a long-term view of our pri­vate bank­ing business and will strengthen it at a steady pace through or­ganic and in­or­ganic growth, en­sur­ing that we con­tinue to pro­vide mean­ing­ful and rel­e­vant ad­vice for all our clients,” says Hans Hane­graaf, coun­try ex­ec­u­tive for Sin­ga­pore and CEO of Pri­vate Bank­ing for Asia and Mid­dle East.

ABN AMRO Pri­vate Bank­ing is a lead­ing provider of pri­vate bank­ing ser­vices across both the Asian and Mid­dle East re­gions, with of­fices in Sin­ga­pore, Hong Kong and Dubai. In fact, its global pres­ence is sub­stan­tial. It ranks within the top 16 in Asia, is the third big­gest pri­vate bank in the Eu­ro­zone, and the sev­enth largest in wider Europe.

ABN AMRO was first es­tab­lished in Hong Kong with the open­ing of an of­fice in 1906. For ABN AMRO, Asia clearly re­mains a key pri­or­ity, and the Mid­dle East also of­fers tremen­dous po­ten­tial. World­wide, the pri­vate bank now has over US$230 bil­lion of to­tal as­sets un­der man­age­ment, and it in­tends to con­tinue on a tra­jec­tory of grow­ing its business in a sus­tain­able fash­ion.

“We be­lieve that we will be able to fur­ther en­hance our client of­fer­ings by seek­ing out new in­vest­ment ideas and op­por­tu­ni­ties, of­fer­ing our clients qual­ity ser­vices and in­vest­ing in in­fra­struc­ture and train­ing for our staff,” says Hane­graaf, who was ap­pointed to his cur­rent po­si­tion in Septem­ber 2014.

Per­sonal touch

Truly un­der­stand­ing clients’ needs, sat­is­fy­ing them with

out­stand­ing ser­vice, and help­ing them to achieve their wealth man­age­ment ob­jec­tives and more are the es­sen­tial in­gre­di­ents for a suc­cess­ful pri­vate bank.

“It is a highly per­sonal business and the need to be trusted can­not be over­es­ti­mated,” says Hane­graaf. “Trust means en­sur­ing sta­bil­ity and main­tain­ing a solid rep­u­ta­tion that is built over time. Through dis­ci­pline and sen­si­tiv­ity, ABN AMRO has man­aged to forge long-last­ing re­la­tion­ships with our clients and con­tin­ues to be ded­i­cated to that task.”

It means plac­ing a gen­uine value on peo­ple, un­der­stand­ing their needs and form­ing close con­nec­tions that ex­tend over time. In­deed, some of ABN AMRO’S clients have been with the bank for over 17 gen­er­a­tions, ac­cord­ing to Hane­graaf.

ABN AMRO has the size and ca­pac­ity to of­fer a holis­tic ap­proach to its clients,

sup­port­ing a wide of­fer­ing of ser­vices and prod­ucts, and yet is small and nim­ble enough to re­main highly fo­cused on pro­vid­ing clients with tai­lored, per­sonal ad­vice.

It is an in­ti­mate and downto-earth re­la­tion­ship. The bankers must re­turn to ba­sics with their clients and en­gage in hon­est, mean­ing­ful dis­cus­sions through­out their wealth jour­ney to dis­cover their real ob­jec­tives and con­cerns for the short, medium and long term.

“Some clients know ex­actly what their goals are, while oth­ers have a broad idea or no idea at all. We take the time to help them de­fine and re­fine their goals,” says Hane­graaf.

The bank strives to pro­vide the high­est level of ser­vice and gain a deep un­der­stand­ing of its clients’ needs to build a sus­tain­able part­ner­ship through­out the var­i­ous stages of their lives.

“Many of our clients have been with ABN AMRO for a very long time, and we have come to know them as friends. We play an im­por­tant role in help­ing them man­age, struc­ture and pro­tect their wealth in the long term and for fu­ture gen­er­a­tions,” says Ian Pol­lock, man­ag­ing di­rec­tor, re­gional head of Pri­vate Bank­ing In­ter­na­tional, North Asia.

He be­lieves it is an hon­our to share this jour­ney with the bank’s clients and their fam­i­lies, see­ing them through the highs as well as the tough times.

Next gen­er­a­tion

“It is grat­i­fy­ing to be able not only to help clients pre­serve their wealth but also be in­volved in

help­ing them pre­pare their own chil­dren and fu­ture gen­er­a­tions for the im­pend­ing re­spon­si­bil­ity,” says Pol­lock.

In­deed, as a part of good fam­ily gov­er­nance plan­ning, ABN AMRO aims to arm the next gen­er­a­tion with a bet­ter un­der­stand­ing of the is­sues re­lated to the trans­fer of wealth and the suc­ces­sion of fam­ily busi­nesses. They need to be aware of the re­spon­si­bil­i­ties that come with their in­her­i­tance.

The pri­vate bank al­ready of­fers its clients a unique “Next Gen­er­a­tion” pro­gramme that is a po­tent mix of ed­u­ca­tion and peer in­ter­ac­tion de­signed to share ex­pe­ri­ences and un­der­stand the chal­lenges ahead.

It fo­cuses on the needs of the next gen­er­a­tion within the con­text of the fam­ily re­la­tion­ships. It also fosters the de­vel­op­ment of friend­ships and ties with peo­ple in sim­i­lar po­si­tions from dif­fer­ent cul­tures and back­grounds.

The most re­cent event was held in Hong Kong last Septem­ber. It ex­am­ined the joys and chal­lenges of fam­ily busi­nesses, and in­tro­duced con­cepts such as the “three cir­cle model” where fam­ily, own­er­ship and business com­bine.

It was led by an em­i­nent fam­ily of­fice ex­pert from a top business school. Par­tic­i­pants were also able to ben­e­fit from the lessons learned from alumni of the pro­gramme.

“They shared their real-life ex­pe­ri­ences and en­sured that the pro­gramme was rooted firmly in re­al­ity and not the ab­stract,” says Pol­lock.

Ian Pol­lock, man­ag­ing di­rec­tor, re­gional head of Pri­vate Bank­ing In­ter­na­tional, North Asia

Hans Hane­graaf, coun­try ex­ec­u­tive Sin­ga­pore and CEO of Pri­vate Bank­ing for Asia and Mid­dle East

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