Impact investing – allocating capital to generate measurable social or environmental benefits alongside financial returns – has become a strategic choice for UHNWIs. Far from a passing trend, it aligns with their goals of creating lasting legacies while addressing pressing global challenges. This article explores five key reasons why.
The gaming industry has become a global phenomenon, captivating millions of people around the world. With advances in technology and the increasing popularity of online and mobile gaming, the industry has experienced exponential growth. In 2023, the market capitalisation of the largest gaming companies reached billions of dollars, solidifying their position as major players in the industry.
While much of Europe and the US are struggling with stagnant economic growth, it’s a different story in Africa. The International Monetary Fund is forecasting GDP growth of 4% on the continent.
The shipping industry plays a vital role in global trade, but it also contributes to greenhouse gas emissions. With the urgency to combat climate change, there is a growing need to find sustainable solutions for the maritime sector. The goal of achieving zero emission fuels in international shipping by 2030 is a crucial step towards decarbonization. However, recent analyses have shown that the industry is falling short of this target. What is the current state of zero emission fuels in shipping?
The market for sustainable and green building materials is experiencing steady growth due to increasing environmental concerns, government regulations, and consumer demand for green building practices. The market is expected to continue expanding in the coming years, driven by technological advancements and the adoption of green building certifications.
Foreign currencies’ fluctuations significantly impact the financial planning and investment portfolios of HNWIs and UHNWIs. Positive effects include enhanced asset value, increased repatriated profits, greater international purchasing power, geographic diversification, and arbitrage possibilities. These allow for value preservation and profit maximisation from international investments.
In pursuit of a sustainable future, Kenya has emerged as a global powerhouse in geothermal energy. With an abundance of geothermal resources and an unwavering commitment to green energy, Kenya is paving the way for a cleaner, more resilient energy sector. Kenya's geothermal revolution is pushing the country toward a greener future and positioning it as a leader in the global green energy movement.
Since 2016, Neuralink, the company owned by billionaire entrepreneur Elon Musk, has been developing brain implants that Musk hopes will become a cure for incurable diseases such as paralysis and blindness. Now the U.S. Food and Drug Administration (FDA) has allowed a clinical trial.
Customers are increasingly looking for and demanding that companies do more than make profits. And then, a company can improve its reputation among investors by showing them it cares about environmental, social, and governance (ESG) topics. Those are two reasons why companies should bother with ESG issues.
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Most family offices believe they are preparing the next generation. The evidence suggests they are doing something considerably more modest: including heirs in governance without equipping them to participate in it. The distinction matters because presence and preparation are not the same thing, and the gap between them is where succession risk accumulates.
Family offices take measuring investment performance seriously. From benchmarks to fee tracking, the infrastructure for investment measurement is continuous, detailed, and increasingly automated. Apply that same question to governance — how effective is your board, your family council, your oversight function? — and the answer is different. The structures may exist, but the measurement often does not.
Most family offices plan for investment risk, operational risk, and succession risk. Few plan formally for the risk sitting closest to home: family conflict. It is a near-universal feature of multigenerational wealth, and yet the governance mechanisms to address it are among the rarest in family office practice. Wealthy families best at handling conflict have usually created conditions that make disputes less likely to start in the first place.
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Direct access to assets, comprehensive knowledge of family structures, and visibility into legal and succession arrangements make a family office effective. They also make it an attractive target for cyberattackers. For institutional investors, the answer to that exposure is structural: sensitive information travels through governed channels and access is defined by role. Family offices have been slower to adopt that discipline, and the gap is no longer theoretical.
