Partners' View 2|2021 english

The art of reading.
PART
NERS‘
VIEW
02|2021
October 2021
FOCUS
STABILITY &
SECURITY
DO WE LIVE IN A STABLE
WORLD?
THEMES
< Politics & Society
< swisspartners’
mission
< Financial markets
< Insurance
< Human resources
< Who is?

PART
NERS‘
VIEW
02|2021
STABILITY &
SECURITY

EDITORIAL
S
Society’s perception of stability and
security has continued to evolve over
the past decades. They are both
indispensable factors, even when it
comes to forward-looking themes such
as digitalisation or automation.
While for those living in third-world
nations or war zones, the overriding
priorities remain essential provisions
or survival, other countries place
greater importance on political stability
or the quality of healthcare. Over time,
the needs of each and every one of us
adapt to our life cycle and
circumstances.
When it comes to financial advice and
the stability and security of
investments, we at swisspartners
have supported wealthy individuals for
almost 30 years, always endeavouring
to tailor our services to their individual
needs.
What is the significance of stability and
security for financial services, politics
and society? Adrian Hasler, who is a
member of the Board of Directors of
swisspartners AG, Liechtenstein,
provides thought-provoking answers to
this question in this issue’s editorial.
Dr Martin Meyer, swisspartners
Group’s new Chairman since May 31,
2021, talks about the advantages
provided by Switzerland, the safety of
investments in turbulent times and the
importance of prioritising our clients’
needs in our interview with him.
Our CIO, Peter Ahluwalia analyses the
spectre of inflation while Stefan
Bischofberger of swisspartners
Insurance explains the benefits of
insurance as an investment option for
wealthy private clients. Vanessa
Burkart, our Partner responsible for
managing our Human Resources draws
the conclusion that there can be no
security for our clients without our
people. In a similar vein, this issue’s
WHO IS? features another key member
of the swisspartners team.
I hope you enjoy reading the second
edition of the redesigned Partners’
View!
Yours
Markus Wintsch
CEO, swisspartners Group
PARTNERS‘ VIEW | Editorial 3

CONTENTS
4 Contents | PARTNERS‘ VIEW

HOW STABLE IS OUR WORLD? 6
Commentary from Adrian Hasler
OUR GOALS IN FOCUS 9
Interview with Dr Martin Meyer
BACK TO THE FUTURE 12
Financial markets analysis by Peter Ahluwalia
INSURANCE –
FINANCIAL PEACE OF MIND 14
By Stefan Bischofberger
PEOPLE POWER 16
Vanessa Burkart on individuals as the key to innovation
WHO IS? 18
Five questions to Othmar Büeler
IMPRINT 19
PARTNERS‘ VIEW | Contents 5

HOW STABLE IS OUR
WORLD?
DIE THE BEDEUTUNG IMPORTANCE VON OF STABILITY STABILITÄT AND UND
SICHERHEIT SECURITY FOR FÜR THE FINANZWIRTSCHAFT,
FINANCIAL
POLITIK SECTOR, UND POLITICS GESELLSCHAFT AND SOCIETY
A COMMENTARY FROM ADRIAN HASLER
I
If we consider the events of the last decade, it is clear that we
live in a period of major change – be it political transition,
climate change or the ongoing pandemic. On the one hand,
these dynamic shifts create new opportunities, but on the other
they are also a source of great uncertainty in our society. For
this reason, values such as stability and security are becoming
increasingly important, as I will illustrate in the following two
examples.
EXAMPLE 1:
EUROPEAN FINANCIAL MARKET REGULATION
The international environment for financial service providers
has fundamentally changed in the last twenty years. In the
wake of the 2007/2008 financial crisis and the subsequent
economic crises, systemically important banks and even some
national governments had to be bailed out. These measures
took a severe toll on public finances globally – and sparked
immense uncertainty in society as a whole. International
organisations created new regulations to prevent similar
developments from occurring again in the future. The aim of
these regulations was to eliminate any systemic shortcomings
identified to date, and to enhance the stability of the system.
The EU has bolstered these international developments and
raised standards even further, while making it difficult for third
countries to access the European market.
6 Main feature – Stability & Security | PARTNERS‘ VIEW

„ Stability and security
are extremely
important geographic
advantages,
especially in times
of major regulatory
and political
upheaval.”
LIECHTENSTEIN AS A FINANCIAL CENTRE
Unrestricted access to the European market is of crucial
importance to Liechtenstein as a member of the European
Economic Area (EEA). This also means that Liechtenstein has
to adopt European financial market regulations and has very
little room to manoeuvre when it comes to implementing them
in a specific context. There is no doubt that the onslaught of
regulation presents significant challenges for financial service
providers and will continue to do so in the future. At the same
time, the regulatory environment presents an opportunity for
the Liechtenstein financial centre, as rules that apply at a
multilateral or global level create legal certainty and ensure a
fair competitive environment – both of which are hugely
important, especially when managing international wealth. This
offers financial service providers scope to set themselves apart
from their peers in other locations.
Liechtenstein is a broadly diversified financial centre and has
extensive expertise in international and cross-border wealth
management services. Stability and security are extremely
important geographic advantages that are increasingly sought
by international clientele, especially in times of major regulatory
and political upheaval.
ABOUT ADRIAN HASLER
THE ART OF REAL ESTATE
Adrian Hasler is a member of the Board of Directors of
swisspartners AG, Vaduz, Liechtenstein. As Prime Minister
of the Principality of Liechtenstein from 2013 to 2021, he
was responsible for the Ministry of General Government
Affairs and Finance. After studying business administration
at the University of St. Gallen, Adrian held various
management roles in industry and banking. He was Head
of Controlling of the Thin Films division of Balzers AG
from 1992 to 1996 and the Head of Group Finance at VP
Bank in Vaduz from 1996 to 2004. From 2001 to 2004,
Adrian was an MP and a member of the Finance Commission
in the parliament of Liechtenstein. He became chief of the
Liechtenstein National Police in spring 2004 and led the
authority for nine years before being elected Prime
Minister of Liechtenstein in 2013.
adrian.hasler@powersurf.li
PARTNERS‘ VIEW | Main feature – Stability & Security 7

„
We have
to become more
crisis-resistant.”
EXAMPLE 2:
EFFECTS OF THE CORONAVIRUS PANDEMIC
The world has been at the mercy of the coronavirus pandemic
since March 2020. The repercussions on society as well as on
various sectors of the economy are not yet fully quantifiable.
Will we ever return to normal – and how will the new normal
look? Or have we reached a turning point? It will probably be
some time before we know the answers to these questions.
However, the deep uncertainty that the pandemic has caused
is already clearly visible within society. Many parts of the world
were unprepared for the coronavirus pandemic when it struck.
As a result, countries have taken very different – in some cases
even opposing – approaches to managing the crisis. This has
also added to the confusion. Ensuring stability and security is
a requirement that governments have to meet, especially in
times of crisis.
LESSONS FROM THE PANDEMIC
What have we learned from the pandemic? It has become clear
that both societies and economies are less robust than we
thought. Much of what we took for granted is suddenly no
longer guaranteed. Any weak points that we were aware of
have been magnified by the pandemic. These are the aspects
we must tackle in order to strengthen our resilience. In other
words, we have to become more crisis resistant.
It is vital that we identify trends and developments early, draw
the right conclusions and implement necessary changes in a
timely manner. More specifically, this means being better
prepared for future pandemics based on various scenarios
being simulated by crisis management teams at regular
intervals. Any identified weaknesses can then be rapidly
eliminated. It is also important to improve and ensure
co-ordination between European countries. Going it alone to
the detriment of neighbouring countries must be avoided as
far as possible. Different procedures at borders (such as
border closures), for example, have led to misunderstandings,
particularly in the region of Lake Constance. Open borders and
proactive exchange are crucial factors that keep the European
Economic Area alive. For this reason, it is also important to
consider regional interests. Equally, I expect EU nations to fulfil
their contractual obligations, even in periods of crisis. In my
view, restrictions or blocks on exports are not appropriate and
serve to erode confidence.
The last 18 months have taught us that there is more solidarity
than we have historically been accustomed to. This is very
encouraging and suggests that there is a good chance that we
will maintain and foster this sense of social cohesion in the
future. What it has shown me is that reliability is invaluable,
especially in times of crisis. I consistently strived to uphold
these values during my time as Prime Minister. I experienced
first-hand how important it is for the public to have a
government that takes a clear and decisive approach to
steering the country through crisis. This has a stabilising effect
on a society that craves security in highly challenging times.
„
Reliability is
invaluable, especially
in times of crisis.”
8 Main feature – Stability & Security | PARTNERS‘ VIEW

OUR GOALS
IN FOCUS
DR MARTIN MEYER HAS BEEN THE
NEW CHAIRMAN OF THE BOARD OF
SWISSPARTNERS GROUP SINCE
MAY 31, 2021. HE SUCCEEDS
MARTIN P. EGLI, WHO
SUCCESSFULLY SHAPED THE
GROUP’S GROWTH FOR SOME
30 YEARS. WE SPOKE TO DR MEYER
ABOUT CRITERIA FOR STABILITY
AND SECURITY, HIS EXPERIENCE IN
POLITICS AND BUSINESS AND HIS
OBJECTIVES FOR SWISSPARTNERS.
Interview by Kathrin Meister.
Dr Meyer, how can swisspartners offer its clients secure
solutions even in turbulent times?
swisspartners is in an excellent position to ensure that clients
continue to benefit from a long-term and stable business
relationship into the future. Highly qualified, motivated staff, a
track record of expertise in wealth management and wealth
structuring, excellent performance and a consistent willingness
to keep developing and adapting to new trends – these are and
will remain some of the key factors underlying our success that
we can extend to clients, now and in the future.
How significant is the fact that the group is based in
Switzerland?
swisspartners benefits from being able to offer our services
into international markets from our base in Switzerland, and
into the EU from our office in Liechtenstein. We can operate
within an economic area and customs union benefitting from
political stability. This also enables us to offer our clients a high
level of legal certainty. We can provide stable, cross-border
solutions at all times. Clients wishing to have their wealth
managed or structured in Switzerland or Liechtenstein in line
with an asset protection approach, as well as those embarking
on estate and succession planning, can rely on watertight state
guarantees. In times of global political uncertainty, this puts
Switzerland at a huge advantage. Thus “Swissness” epitomises
stability and security.
PARTNERS‘ VIEW | swisspartners‘ mission 9

In view of current events, many investors are wondering
whether their assets are still safe. Would you say that clients
of swisspartners can still sleep well at night?
As a business, we have an outstanding set-up. We have a
stable shareholder base that has set long-term goals. We have
a strong capital ratio, similar to that of large private banks in
Switzerland and Liechtenstein, which is also a sign of security
and stability for clients. And, as I mentioned earlier, our highly
qualified, experienced and motivated professionals provide a
top-quality service.
As the new Chairman of wisspartners Group, what issues are
you focusing on?
Having had numerous discussions with staff at swisspartners
and carried out my own analyses, I’ve identified three main
areas that I’d like to focus on in my work for the group.
1. As a matter of principle, the needs of our clients always come
first for me. Without clients, we as an organisation would be
redundant. The requirements of the people we serve are going
to evolve, so we have to shift our focus to also meet the needs
of an additional, younger generation of clients. At the same
time, we will continue to develop innovative services and bring
them to the market. We want to add value for our clients –
above and beyond the scope of conventional wealth management.
We have no intention of standing still, but rather will strive to
motivate our team to keep learning about relevant topics.
2. What I’ve learnt in my first 100 days as Board Chair: the
coronavirus pandemic, and the long period it triggered of
people working from home, wasn’t great for our corporate
culture. We are committed to fostering a common team spirit
and sense of togetherness amongst our people, for example
by holding team events.
3. To make sure we future proof our business, we need to live
a continuous change process. This includes optimising operational
processes and keeping pace with digitalisation. In addition, we
are striving to implement attractive succession plans for our
longstanding relationship managers for all parties concerned
– former relationship managers, their successors and, of
course, our clients.
You just spoke about innovative products with which
swisspartners can address the needs of a younger generation
of clients. Can you give us an example?
The stress-free package is one such solution that we have
developed. It stands out because it offers more than just
conventional wealth management, instead encompassing a
holistic service offering. As part of the stress-free package, we
support our clients across a broad range of themes, from
financial planning and tax issues to retirement solutions, estate
planning and lifestyle services. The stress-free package has
one major advantage: clients have a single point of contact who
provides advice on – and takes care of – all aspects of their
finances and retirement provisions.
Regarding “asset protection”: what solutions do you provide
for sustainable asset management?
When financial market participants talk about “sustainable
solutions”, what they mean is that wealth is not just managed
for one generation, but rather across multiple generations.
Thanks to the outstanding position we are in, we at swisspartners
can provide solutions geared to the long term, extending
beyond a single generation or single phase of life. I’m thinking
of smart fiduciary solutions tailored towards asset protection
and wealth structuring or succession and estate planning. This
is the best way to structure and manage wealth over multiple
decades.
10 swisspartners‘ mission | PARTNERS‘ VIEW

„ Without clients, we as an
organisation would be redundant.”
Dr Martin Meyer
Chairman of the Board of swisspartners Group
martin.meyer@swisspartners.com
One more question to finish off – a personal one this time: how
is your experience in politics relevant to business and the
financial markets?
My political career was good preparation for business. At the
age of 32, I was one of the youngest ministers in the Principality
of Liechtenstein. When you take up a post in government, you
gain a lot of experience in dealing with a wide range of
stakeholders and issues, from EU regulations to digitalisation
and other megatrends. These are issues that transcend politics
and are now more relevant to the private sector than ever
before.
An understanding of how politics approaches issues such as
these and identifies possible solutions can be extremely useful
in the private sector. If you understand how political processes
work, you’re at an advantage as you can save time and effort
by focusing directly on the issues that matter most to
businesses.
„ Fiduciary solutions are an
ideal way to structure and
manage wealth over multiple
decades.”
THE ART OF ABOUT REAL ESTATE MARTIN MEYER
Martin Meyer holds a doctorate in economics from the
University of Bern and, as CEO, currently heads the
family office of the ITW group of companies, which is
headquartered in Liechtenstein. ITW is privately held and
makes real estate and corporate investments.
From 2005 to 2013, Dr Meyer was a member of the
government of the Principality of Liechtenstein, holding
positions including Minister of Economic Affairs and
Deputy Prime Minister. He now specialises in corporate
governance, corporate leadership, entrepreneurship,
family businesses and succession planning. Dr Meyer sits
on various boards of international industrial and financial
services companies.
In addition, he has been Honorary Consul of the Federal
Republic of Germany for the Principality of Liechtenstein
since 2016. He has been the President of the Liechtenstein
Chamber of Commerce, which is the largest business
association in the country since 2021.
PARTNERS‘ VIEW | swisspartners‘ mission 11

„ There
BACK TO THE FUTURE!
FINANCIAL MARKETS ANALYSIS BY PETER AHLUWALIA
Inflation is as violent
as a mugger, as
frightening as an armed
robber and as deadly as
a hit man.”
RONALD REAGAN, 1978
has been an inordinate amount of nonsense talked
about in the markets since the advent of 24/7, 365 days a
year financial coverage. From my rather no-nonsense and
pragmatic perspective, it often seems as if people revel in
making things unnecessarily complicated.
A prime example is the recent decline in the 10-year US
Treasury bond yield from 1.75% to around 1.30%, which has
prompted many market observers to come up with all sorts of
interesting theories. But might this story actually be fairly
simple? With so many people all positioned the same way for
US Treasury yields to rise, it wasn’t going to take much to move
the needle the other way as investors with leverage quickly
found themselves on the wrong side of the trade. I fully expect
US 10-year Treasury yields to finish the year at around the 2%
level. To put this into perspective, the last time inflation
readings were this high the Fed funds rate was at 4.75% and
the 10-year US Treasury was yielding over 7%. This move will
no doubt lead to some excitement in the second half of the year.
12 Financial Markets | PARTNERS‘ VIEW

PETER AHLUWALIA
PARTNER
Chief Investment Office
peter.ahluwalia@swisspartners.com
STOP GAMBLING
Another major contributor to the enhanced volatility which I
expect in the second half of the year is the overall make-up of
the market. The advent of ETFs with and without leverage,
stimulus cheques and excess liquidity means that many
financial markets have turned into the equivalent of sports
betting, where people are able to place their bets quickly and
cheaply without much in the way of a thought process. The
overall market make-up, with the vast majority of people
never having witnessed inflation and ensconced in a belief in
permanent deflation, could also contribute to gut-wrenching
volatility.
Everywhere I have travelled in Europe I have seen nothing but
people enjoying themselves without a thought for the cost or
the weather. Is it really possible that in just a few months
people could have made up for all the activities they had
planned but had to forego? I get the same feedback from clients
all across the world, who tell me they are seeing an economic
boom driven by pent-up demand, high savings rates and
animal spirits.
Economic growth in developed markets is likely to be at levels
we have not seen for decades, with the US economy growing
8% this year and then 6% next year. Europe, meanwhile, is
expected to grow by 5% each year. I would not be surprised if
there is actually upside to both numbers. Amidst such strong
economic activity, it is only reasonable and logical to expect
higher inflation as well.
Which brings us very neatly to what is perhaps the biggest risk
in markets.
AN UNFORCED POLICY ERROR BY CENTRAL
BANKS
Central banks are effectively walking a high wire above an
abyss filled with crocodiles – none more so than the US
Federal Reserve. It will require some nimble footwork and fine
balancing to avoid a fatal accident.
The good news is that there is still some time left. That said,
the window is narrowing.
While it is highly commendable for central banks to let
economies run hot in order to make up for lost output during
the pandemic and also for the years when economies were not
growing, there is a very real danger that inflation could get out
of control, with economic growth going supernova and the
central banks ultimately hurting the very people they are trying
to help – those at the lower end of the income scale, who are
more exposed to inflationary pressures.
While I do not believe that inflation numbers will continue
at the same velocity we have seen recently, we should be
prepared for a higher final level of inflation over the longer
term (let`s call it 3.5%). In return, however, we are likely to
experience higher economic growth rates than we have seen
over the last decade.
CALORIE COUNTING
Prices of major agricultural commodities have surged over the past 12 mohths.
Soybean oil
Ethanol
Lean hogs
Corn
Palmoil
Arabica coffee
Soybean
Sugar
Soybean meal
Wheat
Live cattle
Whole milk powder
Feeder cattle
Rough rice
8%
24%
22%
21%
20%
15%
62%
59%
56%
54%
47%
74%
73%
124%
Source: Bloomberg
PARTNERS‘ VIEW | Financial Markets 13

INSURANCE –
FINANCIAL PEACE
OF MIND
SOLUTIONS FOR
WEALTHY PRIVATE CLIENTS
BY STEFAN BISCHOFBERGER
Insurance dates back to the Middle Ages. In Old Germanic
communities, the first guilds were established in the medieval
era. They offered their members support for events such as
illness, theft, loss of livestock, fires and bereavement. This type
of cover has survived to this day, especially with regard to
insuring against risks. Insurance is rooted in the principle of
solidarity within a defined group of people. As time has gone
on, a further element has been added to the traditional concept
of insurance protection – saving as a way of making financial
provision for later in life.
SAVING: INSURANCE OR WEALTH
MANAGEMENT?
There is no fundamental difference between saving via an
insurance policy and wealth or asset management – both
models can be used to make financial provision, as well as to
build and safeguard wealth.
That said, from the regulatory perspective insurance offers
significant advantages. The state has an interest in ensuring
that all its citizens, as well as drawing on state pensions and
social security, also take out relevant insurance cover to
provide for themselves. As a result, governments frequently
offer incentives to policyholders in the form of tax breaks.
At the same time, the state imposes strict rules on the
insurance industry. Insurers are subject to rigorous and
recurring supervision when it comes to criteria such as
solvency, reserves, levels of cover and financial obligations.
The fundamentally stringent approach adopted by the state
towards the industry can almost be seen as a guarantee of
insurers’ security.
INSURANCE POLICIES FOR WEALTHY PRIVATE
CLIENTS
Over the past 15 to 20 years, international insurers have
specialised in the wealthy private clients segment. Like all
other policyholders, affluent clients also benefit from the
advantages of using insurance policies for savings purposes.
As I outlined above, regulators consider an investment within
an insurance policy to be a form of financial provision. As a
result, the state grants incentives in the form of tax breaks
while ensuring regulatory supervision, irrespective of the sums
held within the insurance policy.
Insurance solutions for wealthy private clients can be divided
into two groups.
1. COMBINING AN INSURANCE POLICY WITH
OUTSOURCED WEALTH MANAGEMENT
This solution is predominantly used for succession and tax
planning. These policies incorporate no – or very little –
conventional (biometric) life insurance risk. However, they are
structured such that they are deemed to be a form of life
insurance – with the attendant tax breaks – as far as the
regulatory and tax authorities are concerned. This type of
insurance has become firmly established for European clients
who are also domiciled in Europe. The providers are generally
companies whose registered office is in Liechtenstein, Luxembourg
or Ireland, while some are domiciled in other EU member
states or overseas. These policies can be offered under rules
covering the freedom to provide services within the EU.
14 Insurance | PARTNERS‘ VIEW

2. CONVENTIONAL LIFE INSURANCE WITH HIGHT
BIOMETRIC LIFE RISKS
This group is classified as conventional insurance in that the
policies combine retirement or savings capital with a high level
of insurance cover. They are mainly used for liquidity and
succession planning. Policyholders can also take advantage of
tax breaks in many countries, irrespective of whether the
policies are deemed to qualify as insurance for regulatory or
tax reasons. The insurance company is in charge of investing
the assets. The providers are companies whose registered
office is located overseas, and the offering is targeted towards
clients whose tax domicile is outside the EU.
CONCLUSION: INSURANCE POLICIES HAVE
NUMEROUS ADVANTAGES
Individuals who decide to put their investments or savings into
an insurance policy can be certain that this option offers
security and stability at all times. The benefits are obvious:
▪ Policyholders enjoy tax breaks.
▪ Conventional investment products, such as those
distributed by banks, can be combined with insurance.
▪ Policies covering high biometric life insurance risks are
available.
▪ There are established companies that offer insurance
policies with outsourced wealth management.
▪ Insurers that cover high biometric life insurance risks
have generally been in business for over 100 years and
are rated AA- by S&P.
▪ Should the need arise, regulatory measures will be taken
to safeguard assets.
ABOUT STEFAN BISCHOFBERGER
THE ART OF REAL ESTATE
Stefan Bischofberger is a member of the Board of
Directors of swisspartners life insurance companies in
Liechtenstein and Austria that provide private
placement life insurance for clients resident in Europe.
He is also a Senior Consultant at IPG Howden based in
Liechtenstein with a focus on Russian and Turkish high
net worth clients. Prior to IPG Howden, Stefan
Bischofberger was a founder and Managing Partner of
Swiss Insurance Consulting & Brokerage Family Office
Ltd., a brokerage firm providing life, health and other
non-insurance solutions to affluent individuals and
families.
Previously, Stefan was the Chief Market Officer and a
member of the Executive Committee at Swiss Life’s
International Division, where he led sales strategies for
private and high net worth clients worldwide. Stefan
previously held leadership positions at Swiss Life as
well as Credit Suisse Life in Liechtenstein.
Stefan graduated from Zurich University of Applied
Sciences (ZHAW) with a degree in economics.
sbischofberger@ipghowden.com
These features offer the very peace of mind desired by
demanding clients seeking savings products as part of an
insurance policy.
PARTNERS‘ VIEW | Insurance 15

People Power –
the key to innovation
Without people, there can be no stable
company growth or security for our
clients.
Vanessa Burkart on values, thoughts for the
future and corporate culture from the
perspective of swisspartners Human Resources.
Respect, trust, personality, performance and innovation: these
five corporate values have always been intrinsic to the way in
which we make our vision reality and pursue our goals as a
leading financial services provider in Switzerland. They are
inherent in our corporate culture, inform our staff in how they
approach their daily work and are core features that our
clients, partners and colleagues can rely on. Unusual, but
effective: our values are displayed on our desktop wallpaper
and even in the company washrooms so that they are always
present in our minds.
Our staff are the most crucial factor for maintaining longstanding
and trustworthy client relationships. As a reliable employer,
we offer our staff the conditions they need to leverage their
individual skills in the best possible way. These include a range
of benefits to ensure an ideal work-life balance, financial
security, good health and well-being.
PERSONAL RESPONSIBILITY AND INDIVIDUALITY
ARE HIGHLY VALUED
But values aren’t everything. Since our company was founded
in 1993, cordiality and a close-knit sense of camaraderie have
been the defining features of our team culture. Flat hierarchies
and targeted processes encourage our staff to be the living
embodiment of personal responsibility and individuality.
We offer our staff incentives for continuing professional
development and unlock their potential to look to the future.
swisspartners thrives on individuals who want to make a
difference and enjoy sharing their experience with others. Staff
events such as drinks receptions, Christmas dinners and ski
weekends are held on a regular basis to nurture our sense of
team spirit.
LOOKING TO THE FUTURE
As Human Resources is largely digital nowadays, it will
increasingly assume the role of change agent and sparring
partner in future. An innovative IT infrastructure, flexible
working times and models for working from home were
already supported before the pandemic.
Practical and paper-free: swisspartners staff have access to
various online portals, for example to record working times
and expenses. The new online platform for the HR department
showcases swisspartners’ qualities as a modern employer that
respects tradition. We plan to continuously develop our Human
Resources department under the guiding principle of “new
work”. Some of the key concepts include employer branding to
support our recruitment drive and an open-plan office to
facilitate interaction and communication.
swisspartners.com/en/career
16 Human Resources | PARTNERS‘ VIEW

„ swisspartners thrives
on individuals who want
to make a difference.”
What we stand for:
A PARTNER TO CLIENTS
The companies that together make
up swisspartners Group offer a
comprehensive and professional
support service to discerning private
clients in Switzerland and abroad.
We see our clients as partners with
whom we aim to grow. Openness,
transparency and appreciation are
core pillars of our client philosophy.
FOUNDED ON RESPONSIBILITY
We at swisspartners set an example
within the financial services industry.
We are convinced that a responsible
approach is the only possible
foundation for our actions as a
company over the long term – in our
dealings with our clients, with society
and, of course, as an employer with our
team. A sense of responsibility is one of
the cornerstones of our success.
Vanessa Burkart
Head of Human Resources
vanessa.burkart@swisspartners.com
MODERN SWISSNESS
As a financial boutique with our
headquarters in Zurich and offices in
Geneva, Vaduz and Feldkirch, we
embody a modern interpretation of
Swissness.
At swisspartners Group, tradition,
fairness and reliability blend with a
forward-looking approach, team spirit
and flexibility.
FIT FOR THE FUTURE THANKS TO FIVE VALUES
Corporate culture at swisspartners is
based on five values that describe who
we are, what we stand for and what we
achieve.
RESPECT
We treat others with respect and
appreciation.
TRUST
We support our staff and clients as
trustworthy partners.
PERSONALITY
We encourage the development of
every single member of staff and their
own personality.
PERFORMANCE
With team spirit at our core, we are
dynamic and consistent in pursuing
our goals.
INNOVATION
Innovation is our philosophy: we seize
opportunities and strive for continuous
development.
PARTNERS‘ VIEW | Human Resources 17

WHO IS?
A COMPANY IS ONLY AS GOOD AS
ITS STAFF. IN THIS SECTION, WE
PROFILE TALENTED MEMBERS OF
THE SWISSPARTNERS TEAM.
OTHMAR BÜELER
Head of IT
othmar.bueeler@swisspartners.com
Othmar Büeler
is a qualified business IT specialist,
whose previous roles include Head of
IT at Dresdner Bank Schweiz AG.
Since 2010, he has been Head of IT
at swisspartners, where one of his
responsibilities is cyber security.
swisspartners guarantees the data
protection of its clients without
exception. As guardians of the “IT
grail”, Othmar Büeler and his external
team use professional security
technology to ensure that sensitive
client data does not fall into the wrong
hands. As a business IT specialist,
Othmar is also responsible for all IT
solutions at swisspartners.
“Managing the IT system for more
than a hundred staff is a huge
5
FIVE QUESTIONS TO
OTHMAR BÜELER
WHAT’S THE BEST THING YOU CAN OFFER AT
SWISSPARTNERS?
My ability to inspire confidence, straight-talking personality
and innovative thinking ensure that swisspartners is on a solid
and secure path when it comes to technology.
responsibility,” he says. “Each
individual also has to play their part in
IT security – it’s important to be alert
and to report any unusual incidences
immediately.” Last year, Othmar was
also appointed as Managing Director of
FRED. FRED Financial Data AG is an
innovative service company for wealth
management firms. swisspartners
holds a majority stake in the company.
Othmar and his professional team
manage clients’ portfolio data and keep
a close eye on quality assurance. The IT
expert takes an optimistic view of this
new challenge: “Reacting positively to
change and taking responsibility for
steering things in the right direction
are all part of swisspartners’ DNA”.
WHAT DO YOU DO TO ACHIEVE A GOOD
WORK-LIFE BALANCE?
Mountain biking in the countryside is my ideal way to relax.
I enjoy a strenuous work-out and the challenge of dealing with
extreme situations, even when I’m on my bike.
WHAT IS YOUR BIGGEST STRENGTH?
My ability to stay calm and level-headed, even in exceptional
circumstances.
WHAT IS YOUR VISION FOR THE POST-COVID ERA?
A departure from old-school office working, with an ever more
modern and flexible approach to our place of work. I would like
to work according to the slogan of “any time, any place,
anywhere”.
HOW IMPORTANT ARE STABILITY AND SECURITY IN YOUR
LIFE?
These values are important to me as together with other
factors, they allow me to overcome various challenges on a
daily basis, no matter how difficult they are.
Interview by Simone Töllner.
18 WHO IS? | PARTNERS‘ VIEW

IMPRINT
EDITORIAL TEAM
Kathrin Meister | wordflow.de
Simone Töllner | swisspartners.com
LAYOUT & DESIGN
Angelika Plag | corporate-concepts.de
© PHOTOS
Getty Images: pages 1, 2, 9, 12, 16, 20
Gabriela Dumitrescu: pages 4, 8, 19
Adobe Stock: map of the world on pages 6/7,
illustration on pages 14/15
Karin Bischof: page 11
PARTNERS‘ VIEW | Imprint 19

The art of reading.
swisspartners Group
Am Schanzengraben 23
P.O. Box
CH-8022 Zurich
Phone +41 58 200 00 00
swisspartners.com/en
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