Robert Karofsky

In a year marked by shifting economic tides, the world’s wealth landscape continued to evolve. The 2025 edition of the UBS Global Wealth Report reveals not only a 4.6% rise in global wealth but also offers deeper insights into who holds that wealth and how it’s growing. From the rise of the EMILLI (or Everyday MILLIonaire) to generational wealth perspectives in the United States, this year’s findings spotlight the nuanced and dynamic nature of wealth creation in today’s world.

In 2024, global wealth grew 4.6% after a 4.2% increase in 2023, continuing a consistent upward trend. The speed of growth was far from uniform, largely tilted towards North America, with the Americas overall accounting for the majority of the increase, with more than 11%. A stable US dollar and buoyant financial markets were key contributors to this growth. Asia-Pacific (APAC) and Europe, the Middle East and Africa (EMEA) were lagging behind, with growth rates of below 3% and less than 0.5% respectively.

The 16th edition of the Global Wealth Report highlights the following regional and demographic themes:

• Adults in North America were the wealthiest on average (USD 593,347) in 2024, followed by Oceania (USD 496,696) and Western Europe (USD 287,688).
• However, measured in USD, in real terms over half of the 56 markets in the sample not only didn’t take part in the world’s growth last year, but saw their average wealth per adult decline.
• Despite this, Switzerland continued to top the list for average wealth per adult on an individual market level, followed by the United States (US), Hong Kong SAR and Luxembourg (Table 1).
• Denmark, South Korea, Sweden, Ireland, Poland and Croatia recorded the biggest increases in average wealth, all growing at double digit rates (when measured in local currencies).
• The number of USD millionaires rose 1.2% in 2024, an increase of more than 684,000 people compared to the previous year, with the US adding over 379,000 new millionaires. That’s more than 1,000 a day.
• The US, mainland China and France had the highest number of USD millionaires, with the US accounting for almost 40% of global millionaires.
• Over the past 25 years there has been a marked and consistent increase in wealth all across the world, both overall and in each main region individually. Total wealth has risen at a compound annual growth rate of 3.4% since 2000.
• This decade, the wealth band below USD 10,000 has ceased to be the most populated one in the sample, having been overtaken by the next-higher band between USD 10,000 and USD 100,000.
• Over the next five years, the report’s projections for average wealth per adult point to continued growth. This expansion will be led by the US as well as Greater China, Latin America and Oceania.

The rise of the EMILLI – also known as the Everyday MILLIonaire 

This year’s report highlights a growing but often overlooked segment: EMILLIs – Everyday Millionaires with investable assets between USD 1–5 million. Their numbers have more than quadrupled since 2000, reaching around 52 million globally by the end of last year. 

This group now accounts for approximately USD 107 trillion in total wealth, approaching the USD 119 trillion held by individuals with over USD 5 million in assets. The growth of this segment has largely been driven by rising real estate prices and exchange rate effects. Despite regional differences, the long-term upward trend in the Everyday Millionaire group is visible around the globe. 

Asset allocation, generational wealth perspectives, and wealth transfer 

The Global Wealth Report also highlights the differences in wealth distribution among generations in the US. Millennials (born after 1981) have the highest proportion of their assets in consumer durables and real estate, and invest more heavily in private businesses. Baby Boomers (born between 1946 and 1964) hold over USD

83 trillion in net wealth, far surpassing Generation X (born between 1965 and 1980), the Silent Generation (born before 1945), and Millennials. Globally, wealth allocation also varies: in the report’s spotlight sample, the US stands out with its high allocation in financial investments, Australia in real estate, and Singapore in insurance and pensions. 

Over the next 20–25 years, more than USD 83 trillion is expected to be transferred, with USD 9 trillion moving horizontally, between spouses, and USD 74 trillion moving between generations. The largest volume of wealth transfers is anticipated in the US (over USD 29 trillion), Brazil (nearly USD 9 trillion), and mainland China (more than USD 5 trillion). 

Andrew McAuley, Chief of Investments at UBS Global Wealth Management Australia, said: “The report paints a positive picture for Australia, with median wealth having grown by 11% since the previous year due to real estate appreciation and financial market returns. Australia now has approximately 1.9m USD millionaires which ranks us eighth globally. Our average wealth per adult at USD516k sees us fifth overall out of the 56 markets analysed. In terms of median wealth, which is a more relevant comparison of wealth across a full population, Australia ranks second, ahead of New Zealand, the UK and Canada. This shows that we have a more equal spread of wealth than comparable nations. Additionally, our Gini coefficient, a statistical measure of wealth equality, is fifth best. Like many developed nations, Australia’s demographics are changing and as the population ages we are likely to see a significant wealth transfer over the next 20 to 25 years of around USD170bn. This transition will likely prompt investors to think about legacy, guiding them to an endowment style asset allocation with long term resilience.” 

Iqbal Khan, Co-President UBS Global Wealth Management, said: “In an era marked by rapid economic shifts, increasing volatility and unprecedented market developments, understanding the trends and drivers of wealth creation is more crucial than ever. The Global Wealth Report, now in its sixteenth edition, provides a clear and detailed picture of wealth generation and distribution in over 50 key markets across the globe, while offering valuable insights of what’s ahead in the years to come.” 

Robert Karofsky, Co-President UBS Global Wealth Management, added: “With global wealth expected to continue to grow, the ability to manage that wealth in a dynamic and complex financial environment becomes even more important, requiring strategic foresight and expert guidance. With our unparalleled global footprint and deep local expertise, UBS is uniquely positioned to help clients unlock opportunities, make informed decisions and preserve wealth across generations.” 

Paul Donovan, Chief Economist at UBS Global Wealth Management, noted: “Wealth is not just an economic measure – it’s a social and political force. As we navigate the fourth industrial revolution and rising public debt, the way wealth is distributed and transferred will shape opportunity, policy, and progress. This year’s report underscores the evolutionary shifts in wealth ownership, especially the growing influence of women and the enduring importance of property and long-term asset trends.” 

Read the report.

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Benjamin Cavalli

UBS has published its annual Global Family Office Report 2025, with insights from 317 single family offices across more than 30 markets around the globe. The average net worth in the survey was USD 2.7 billion, with family offices managing an average of USD 1.1 billion, confirming the report as the most comprehensive and authoritative analysis of this influential group of investors.

About a quarter of family offices we spoke to globally were from APAC, the second largest region surveyed. The survey was conducted from 22 January to 4 April 2025. Further, the survey findings were supplemented by in-depth interviews which took place between 9 April and 7 May 2025 and focused on key topics such as the impact of the recent market developments on the asset allocation and portfolio construction of family offices.

“At a time of increased volatility, global recession fears and following a near unprecedented market selloff in early April, our latest report serves as a good reminder that family offices around the world are first and foremost pursuing a steady, long-term approach, as they focus on preserving wealth across the next generations,” said Benjamin Cavalli, Head of Strategic Clients at UBS Global Wealth Management. “Even with the survey largely conducted in the first quarter, family offices were already acutely aware of the challenges posed by a global trade war, identifying it as the year’s greatest risk. Yet in interviews conducted following the market turmoil that erupted in early April, they reiterated their diversified, all-weather strategic asset allocation.”

“We’re pleased to say that the size of our dataset has allowed us to conduct deeper regional analysis than ever before,” said Yves-Alain Sommerhalder, Head of GWM Solutions at UBS Global Wealth Management. “While the global macroeconomic and political environment continues to be marked by rapid changes and a high degree of uncertainty, this survey offers a glimpse of what we can expect over the coming five years. And most importantly, it provides a snapshot into the thinking of family offices around the world, their objectives, preferences and concerns.”

“More than half of APAC family offices plan to increase their investments in APAC (excluding Greater China) and 30% to Greater China in the next five years. As we navigate through a period of heightened uncertainty, our role to support family offices in managing risks and identifying opportunities globally becomes even more pivotal, said LH Koh, Head of UBS Global Family and Institutional Wealth, APAC. “Furthermore, close to six in ten of APAC family offices will involve their next generation on their boards, and almost half of APAC family offices will involve their next generation in management roles, significantly higher than their global peers. Our expertise in advising clients on succession planning can play a key role in ensuring the longevity and success of these family offices.”

Asia Pacific

APAC (excluding Greater China) is the region where most family offices globally (35%) plan to increase their investments to in the next 5 years. In fact, 55% of APAC family offices themselves are planning to increase their investments to APAC (excluding Greater China) and 30% to Greater China.

Over the next 12 months, 22% of APAC family offices are also planning to increase their exposure in India and Taiwan, and 39% of APAC family offices are planning to increase their exposure in Mainland China. The preferred asset classes for APAC family offices are equities and bonds from developed markets. In 2024, on average, an APAC family office allocated 24% to equities and 20% to bonds from developed markets. In terms of asset allocation, 48% of APAC family offices are looking to increase investments in equities – developed markets, and 40% in equities – emerging markets over the next 5 years.

Succession planning is a big topic for many APAC family offices. Close to six in ten of APAC family offices will involve their next generation on their boards and almost half of APAC family offices (49%) will involve their next generation in management or executive roles in the family offices, higher than that of their global peers (31%).

Global trade war is the biggest concern for 2025

When asked about threats to their financial objectives over the next 12 months, more than two thirds (70%) of family offices highlighted a trade war. The second biggest concern for more than half (52%), was major geopolitical conflict, followed by higher inflation. Looking five years ahead, those worried about a major geopolitical conflict increased to 61% and 53% were anxious about a global recession likely off the back of potentially serious trade disputes.

Despite concerns, at the time the survey was conducted, 59% of family offices planned to take the same amount of portfolio risk in 2025 as they did in 2024, staying true to their investment objectives. However, 38% highlighted the difficulty in finding the right risk offsetting strategy when managing portfolio risks, while 29% pointed out the unpredictability of safety assets due to factors such as unstable correlations. Off the back of this, 40% see relying more on manager selection and/or active management as an effective way to enhance portfolio diversification, followed by hedge funds (31%). Almost as many are increasing illiquid asset holdings (27%), and more than a quarter (26%) are using high-quality, short duration fixed income. Precious metals, used by almost a fifth (19%) globally, have seen their use grow most of all compared with the previous year, with 21% anticipating a significant or moderate increase in their allocation over the next five years.

Other regional findings: United States

Alternative investments make up 54% of U.S. family office portfolios, with 27% in private equity, 18% in real estate and 3% in private debt, according to the survey. By comparison, 46% of portfolios were invested in traditional asset classes, with the largest share in equities (32%), followed by fixed income (9%) and cash (5%). Their portfolios had the highest geographic tilt towards North America (86%), with just 7% in Western Europe and 3% in APAC (excluding Greater China). Amongst family offices with equity investments, forty-seven percent of equity portfolios are managed actively.

Latin America

Traditional asset classes constitute 71% of Latin American family office portfolios, with 33% in equities and 31% in fixed income. The share of alternative asset classes was 29%, with the largest investments in private equity (17%) and real estate (6%). Sixty-four percent of their regional asset allocation focused on North America, followed by Latin America (15%), Western Europe (11%) and APAC (excluding Greater China) at 5%.

Switzerland

Traditional asset classes account for 56% of Swiss family office portfolios, with 34% in equities and 13% in fixed income. Forty-four percent were invested in alternative asset classes including 16% in private equity, 12% in real estate and 5% in hedge funds. Western Europe was the preferred regional asset allocation (53%), followed by North America (39%) and APAC (excluding Greater China) at 4%. More than two thirds (68%) of equity portfolios were managed actively.

Europe (excluding Switzerland)

Traditional asset classes make up 51% of European family office portfolios, with the largest share in equities (30%), followed by fixed income (15%) and cash (6%). The share of alternative asset classes was 49%, led by private equity (27%) and real estate (11%). Like their U.S. peers, they had a preference towards their home market, with 44% of their investment portfolio allocated to Western Europe, followed by the U.S. (43%) and APAC (excluding Greater China) of 5%.

Middle East

In the Middle East, portfolios are evenly split between alternative and traditional asset classes (50%), with the largest share in equities (27%), followed by private equity (25%), fixed income (16%) and real estate (14%). North America was the preferred region in terms of asset allocation (55%), followed by Western Europe (21%) and the Middle East (14%). While Greater China currently ranks fourth (4%) in terms of geographical tilt in portfolios.

Read the report.

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UBS achieved positions in all 19 categories across the Research survey, with:

• 8 teams ranked 1st
• 6 teams ranked 2nd
• 2 teams ranked 3rd
• 3 teams as runners-up

Extel is the only survey of Australia & New Zealand financial institutions that includes the views of both domestic and international investors with half of the votes directly from client panel reviews.

Kieren Chidgey and Marcus Curley, Co-Heads of Research Australia & New Zealand at UBS, said: “Reflecting the feedback of over three hundred local and international investors, these results highlight the strength of our overall market standing with the breadth and momentum of our franchise evident in our Research team ranking across all 19 categories.”

Michael Hendrie, Head of Global Markets Australia & New Zealand at UBS, said: “To achieve this result in today’s competitive environment is a testament to the quality of our team and importance of a global organisation that connects clients across Markets, Research and Corporate Access. The culmination of all sectors comes together at the annual UBS Australasia Conference, one of the largest investor events of its kind in Australia.”

David Enticknap, CEO at Extel, said: “We were delighted with the response to our inaugural Australia and New Zealand survey of equities and corporate issuers. Long believing that the highly competitive Australian equities market deserved its own dedicated set of data, the interest that we have seen in the project has supported this belief. We have seen over 50% of the contributions direct from the buy-side from their panel votes, which brings a significant level of integrity to the data set. Our congratulations go to UBS for being the first firm to top the new ANZ table.”

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According to the report, the fortunes of different parts of the value chain are likely to vary even in a fast-growing industry, due to rapid innovation, evolving competitive dynamics and shifts in investor sentiment. It identifies three layers that power each other vertically:

• Enabling layer: The companies that provide the backbone for AI development, ranging from semiconductor production to chip design, cloud and data centers, and companies involved in power supply. By 2027 value creation is expected to amount to USD 185 billion.
• Intelligence layer: The companies turning the computing and energy resources from the enabling layer into intelligence, e.g. those developing large language models and those that own data assets that can be turned into intelligence. Given the small base, this layer will likely show the strongest growth into 2027.
• Application layer: The companies which embed the tools from the intelligence layer into specific use cases. This layer likely offers the largest monetization potential over time, yet this opportunity is difficult to quantify at this early stage. Presently, the report expects a directly addressable market of USD 395 billion in revenue opportunities for the application layer by 2027.

The economic value creation by layer provides important information because each layer has to create enough economic value to justify the costs of the preceding layer. One of the key ratios to watch is therefore the ratio of monetization potential of the application layer to the costs of the enabling and intelligence layers. This will likely become a key metric for investment returns.

The economic value creation by layer provides important information because each layer has to create enough economic value to justify the costs of the preceding layer. One of the key ratios to watch is therefore the ratio of monetization potential of the application layer to the costs of the enabling and intelligence layers. This will likely become a key metric for investment returns.

AI’s impact on sectors and sustainable development

Although AI should have a neutral to positive impact on corporate topline and operating margins for most sectors, the report finds that pricing power may suffer for several industries if AI has a deflationary impact on product and prices. Certain industries are used to technological disruption, but for others, AI will create a bigger challenge and companies must adapt their business models fast to stay competitive in the market. Many of these AI-led changes could also have an implication on sustainable development, as the technology enables society to use resources more efficiently and to deliver much needed products and services to remote and/or underserved communities.

How to invest in the future of AI today

The artificial intelligence market potential is vast. The report estimates that AI value creation could amount to almost USD 1.2 trillion by 2027 and it presents four key considerations for investors to seize this investment opportunity:

• Be sufficiently invested. Many investors have built at least some exposure to AI over recent months. Yet, the sheer pace of growth in the industry means that many investors remain under-allocated overall.
• Tilt toward the enabling layer. While there is a risk that fears about overcapacity in the enabling layer could trigger volatility, based on the report’s findings the segment currently offers the best mix of attractive and visible earnings growth profiles, strong competitive positioning, reinvestment runway, and reasonable valuations.
• Mega-caps are core to the AI story. The AI rush so far has seen the largest tech firms benefitting the most. A feature rather than a bug of the new AI investment landscape, as the report expects the AI market to be dominated by an oligopoly of vertically integrated “foundries” and monolithic players along the value chain.
• It’s not only about the US. China’s tech monoliths are still trading at similar valuations as they were prior to the launch of ChatGPT. Yet, they are also investing heavily in AI. Ultimately, China is expected to develop an AI ecosystem that is distinct from much of the rest of the world, which should lead to significant monetization potential.

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Suni Harford

Finance can help unlock the deployment of existing technologies at the speed and scale needed to reduce biodiversity loss by 2030, according to UBS. In its white paper ‘Bloom or bust’, produced with experts in the field and discussed at the World Economic Forum (WEF) Annual Meeting 2024, UBS takes stock of where the world stands on biodiversity loss, existing solutions, and the role that finance, government action, and collaboration can play.

Biodiversity is important for the climate and the economy

Biodiversity and climate are intrinsically linked; failing on one means failing on both. Around 37% of the cost-effective emissions reduction required to be on track with the Paris Agreement by 2030 can be achieved with natural climate solutions^[1]. Biodiversity is also economically important: UBS proprietary analysis shows c. 60% of global GDP is moderately or highly dependent on nature. As a result , there is growing investor, corporate and government interest in how to mobilisre capital toward nature-focused solutions.

To tackle biodiversity loss, the global community agreed on the Global Biodiversity Framework (GBF) in 2022, aiming to reverse biodiversity loss by 2030 and to become nature-positive by 2050. It is a race against time to achieve these goals.

Sergio Ermotti, Group CEO of UBS, said: “Biodiversity loss requires swift action. Collaboration between governments, industries, academia, and communities is critical to accelerate and scale the solutions needed to reduce biodiversity loss by 2030.”

Closing the biodiversity investment gap

To bridge the biodiversity investment gap of USD 700bn^[2] annually to meet the 2030 goal, it is crucial to channel private capital through innovative nature-focused financial approaches which, in turn, depends on better data and measurement.

Data and measurement

Understanding the drivers and pace of biodiversity loss is vital, achievable through technologies like remote sensing from space or satellites, on-the-ground monitoring tools such as eDNA, and data processing via AI and machine learning. Scaling these technologies requires significant investment.

Innovative nature-focused financial approaches

Public, private and blended finance approaches will be needed including:

• Nature-focused transition finance: Transition finance offers the strongest potential for unlocking private capital and has the capacity to operate at the scale. Loans and bonds, for example, which are widely used in financial markets, are tied to criteria that promote better environmental outcomes, such as credible transition plans or reporting against disclosures frameworks (e.g. Taskforce on Nature-related Financial Disclosures). This increases their use and, as a result, biodiversity measurement technologies are increasingly “pulled” into markets, improving the business case of the technologies themselves.
• Blended finance and philanthropic capital: Blended finance can help to crowd-in private funding for previously difficult to finance projects and has proved valuable in addressing local barriers that transition finance alone might not overcome. Today, 80% of the world’s remaining biodiversity exists in land managed by indigenous peoples. Successfully deploying measurement technologies in these areas hinges on effectively engaging indigenous peoples and local communities.

Government action is required

The scale of the investment gap requires complementary government action to help mobilize capital toward nature-positive solutions. The report identifies four key ways in which governments can help:

1. Provide suitable economic incentives: Link agricultural subsidies to positive environmental outcomes, for example.
2. Send clear signals: Through clearcut biodiversity strategies that prioritize measurement and report their progress to the GBF in 2024.
3. Provide public capital to crowd-in private capital and support innovative finance initiatives: Concessional finance will be required for projects without clear revenue streams in the near term.
4. Mainstream better data and methodologies: Supporting the take-up of TNFD in the private sector, and the creation of a public TNFD data facility.

Suni Harford, President of UBS Asset Management and Group Executive Board lead for Sustainability and Impact, said: “There is growing client interest in directing capital toward nature positive solutions both through investment and philanthropic solutions. Governments can help send clear signals to the markets to encourage investors to take account of biodiversity and ultimately expand investment into biodiversity measurement and assets at scale.”

UBS will publish its first TNFD-aligned disclosures alongside its financial statements for financial year 2024.

Key points

• Biodiversity is important for the climate and the economy with c. 60% of global GDP moderately or highly dependent on nature.
• Collaboration between governments, industries, academia and communities is critical to scale the technological-solutions needed to reduce biodiversity loss by 2030.
• Closing the biodiversity investment gap requires the mainstreaming of data and measurement to enable innovative nature-focused financial approaches.
• Government action is required to help mobilize capital toward nature-positive solutions.
• UBS will publish its first TNFD-aligned disclosures alongside its financial statements for financial year 2024.

Read the whitepaper.

———

Notes:
[1] Grisom, B. et al. (2020), Natural Climate Solutions, PNAS; According to the analysis, Natural Climate Solutions could provide 37% of the “cost-effective” emissions reduction needed by 2030, (under assumptions about the social cost of carbon) to have a good change of limiting warming to be low 2oC.
[2] Paulson Institute et al. (2020), Financing nature: Closing the global biodiversity gap.

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Alison Telfer

UBS Asset Management (UBS) has partnered with CBRE Investment Management, Listed Real Assets LLC, part of CBRE Investment Management (CBRE) to launch a Concentrated Global Property Model on the Praemium SMA. The model is the first SMA portfolio to provide investors with an actively managed portfolio of global listed property securities in the Australian market, with seed capital from private wealth firm, Emanuel Whybourne & Loehr (EWL).

The strategy uses CBRE’s proprietary multi-step investment process to identify 25-45 compelling global property securities across a range of geographic and economic sectors.

Country Head of UBS Asset Management for Australia & New Zealand, Alison Telfer said, “To launch this Global Property SMA is a logical next step for us given our long-standing partnership with the CBRE investment team through our four existing funds, and UBS’ expertise in Managed Accounts globally.

“Additionally, this launch comes at an opportune time. Whilst REITs, like most asset classes, have experienced volatility throughout 2022, it’s our view that valuations have become dislocated from the resilience shown in unlisted property, and are therefore presenting an attractive entry point for long term investors.”

CBRE Investment Management Portfolio Manager, Justin Pica, commented, “In the current market environment of high inflation and volatility and with the likeliness of reduced economic growth over the coming year, it’s important to have a widely diversified portfolio. Historically REITS have outperformed equities during periods of high inflation and offer the opportunity for attractive returns relative to equities and an attractive yield relative to bonds.

“Our proven investment process aims to add value through active stock selection and robust risk management and portfolio construction and is backed by in-depth fundamental market knowledge and investment expertise that leverages the strength and in-depth local private market research platform of CBRE.  We are delighted to partner with UBS to launch this strategy to Australian investors with a leading investment platform such as Praemium.”

EWL Partner, Ryan Loehr, remarked, “We strive to source the best investment solutions available for our clients, and as such, we’re thrilled to seed the first global property SMA with two of the world’s heavyweights in Asset Management, UBS and CBRE. We’re bullish on listed property right now given valuations are trading at rarely seen levels below Net Asset Value so we’re pleased that Praemium have continued to lead the market in terms of managed account innovation with the launch of this product”.

Praemium’s Head of Investment Managers and Governance Damian Cilmi adds, “We are pleased to be the first platform to offer the UBS CBRE Concentrated Global Property Model and to provide those investors seeking exposure to global property the opportunity to achieve this within an SMA. With a highly experienced investment team in CBRE Investment Management, and a proven track record in real assets, they are a wonderful addition to the menu of high-quality investment managers we provide our clients access to via the Praemium SMA.”

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Deepening collaboration across sectors and stakeholders will help develop the necessary frameworks, regulations, education and incentives for scalable action. By showcasing three emission-intensive global corporations that are leading these transformations through their ability and willingness to create novel approaches to sustainability-related challenges, the paper addresses how governments, corporations, financial firms, investors and consumers can work together to help industries accelerate their own transitions towards a low carbon economy.

Mike Ryan, Head of UBS’s Sustainability and Impact Institute: “The first steps have been taken toward decarbonization but we’re now at a critical inflection point. The next green wave is on the horizon and further establishing and developing effective collaborative frameworks, targeted engagement, partnerships and innovative financial approaches will be essential if we are to capture the opportunities and achieve real, measurable and positive impact in the climate transition.” 

The paper concludes that the financial sector has an opportunity to create partnerships, innovate impactful and exciting financing options, mobilize capital in all its forms and drive effective solutions to move decarbonization of the real economy more quickly and more efficiently.  

Read the White paper.

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Tom Hall, Edmund Koh and Ralph Hamers.

The UBS Optimus Foundation (“Optimus Foundation”) the independent philanthropic arm of UBS AG, is pleased to announce that it is launching its Australian chapter, the UBS Optimus Foundation Australia.

For more than two decades, the Optimus Foundation has been at the forefront of impactful philanthropy, working to deliver scalable solutions and systemic change with four ultimate goals:

• to ensure that children survive and thrive
• to fulfil children’s potential
• to free people from harm
• to protect the future of the planet .

The Optimus Foundation is a leader in blended finance and outcomes-based funding, partnering with governments and development agencies to address social issues, and supporting the Sustainable Development Goals.

Tom Hall, UBS Head of Social Impact & Philanthropy Services, said: “Over the recent decade, we’ve seen the unprecedented growth of philanthropy across APAC with Australia now ranked 5th in the 2020 Charities Aid Foundation World Giving Index. In response to this demand, we are delighted to be launching the Optimus Foundation in Australia and connecting our clients with philanthropic solutions that can improve lives and create lasting change.”

Ralph Hamers, UBS Group Chief Executive Officer, said: “Philanthropy can play a crucial role in unlocking the investment needed to test and advance innovative solutions designed to tackle the most pressing social and environmental issues.

“The Australian chapter of the Optimus Foundation reflects UBS’ commitment to growing our philanthropic efforts globally and our existing community projects within Australia.”

The Australia expansion comes as UBS’ philanthropic activities gather pace around the globe, with new initiatives in environment, health, education and child protection issues. Locally, the Optimus Foundation will continue to apply an investment-based philosophy and specialise in scalable, evidence-based approaches to investing.

The UBS Optimus Foundation supports over 320 programs across 60 countries. In 2021, The Optimus Foundation raised USD 161.45 million, globally, reaching 3.6 million people, of which 2.7 million were children. This is the Optimus Foundation’s eighth office worldwide and fourth in the APAC region, preceded by chapters in Hong Kong, Beijing, and Singapore.

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Alison Telfer

UBS Asset Management (‘UBS AM’) is pleased to announce the launch of the Future Leaders Small Cap Strategy in Australia.

This actively managed global strategy of 40 to 60 small cap “future leader” stocks is designed to provide investors with exposure to high quality companies, selected around three long-term thematic categories, including digital transformation, heath and societal transformation, and sustainable transformation. The strategy seeks to identify winners early and capture emerging and durable growth.

UBS defines future leaders as smaller companies with the potential to disrupt traditional business models, capitalise on emerging trends, and have the potential to create new markets or transform legacy businesses. These companies are often in the introduction and growth stages of their lifecycle and have accelerating sales and earnings growth, expanding margins, and improving financial profiles. Future leaders are also often competitively differentiated, target large market opportunities and are supported by an entrepreneurial culture.

Co-Portfolio Manager of the Future Leaders Small Cap Strategy and Senior Investment Analyst, David Sullivan, said: “This is an exciting addition to the portfolio of strategies that UBS Asset Management offers investors in Australia. Small caps are a great asset class to build a thematic strategy from given the wide breadth of opportunities in the universe, their high exposure to investment themes and the potential for these companies to maintain strong growth profiles for sustained periods of time.  This strategy benefits from our global team of portfolio managers and analysts who conduct in-depth company research to select our pool of diverse and innovative companies.”

Country Head of UBS Asset Management Australia & New Zealand, Alison Telfer, said: “We are delighted to offer the Future Leaders Small Cap Strategy in Australia. This strategy provides our clients access to a best-in-class UBS global offering. In a first for UBS Asset Management Australia, we have collaborated with our global wealth and advisory business to draw on their insights into what clients here and around the world are seeking from an investment product – both financial and non-financial goals.

“This collaboration has also informed the selection of our long-term investment themes of transformation across the categories of digital, heath, societal, and sustainable change. Our ability to understand the goals of our end clients in combination with the investment expertise of our asset management business is an exciting step further into demand driven investing and speaks so well to the breadth of the UBS global service platform.

“Beyond this current launch, we will also debut in Q4 2022, three more strategies that we believe harness UBS’s proven global expertise tailored to the needs of our local market. This ‘local with global’ approach is a wonderful opportunity to solidify our position as a client focused global asset manager here and bring a broader opportunity set to our Australian investors.”

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John Mowat

UBS Asset Management (UBS AM) is pleased to announce that John Mowat, Head of the Australian Real Estate business, is additionally appointed as Head of Real Estate for APAC.

John will play a key role in contributing to UBS AM’s momentum in the APAC region, further expanding the firm’s client franchise and managing money for top tier global institutional clients.

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