Private bank Lombard Odier has been on a steady journey of growth in Asia, reflected in its approach of strategic senior hires. Carol Chan, its Chief Operating Officer for Asia, is the bank’s latest addition, who will support the ongoing elevation of process efficiencies and controls in Lombard Odier’s business in Asia.

Federico Quinto, Head of Human Resources, Asia, at Lombard Odier, shares his views on Asia’s growth strategy and hiring in the region, and his take on workplace inclusion and diversity.

Lombard Odier’s business in Asia has been rapidly growing especially in the recent years. Could you share your views, objectives and approach to hiring in Asia?

Lombard Odier has continued to experience robust growth, even amidst keen competition and the ongoing pandemic situation. We have been able to reach this level of growth in large part because of all our staff across our three offices in Singapore, Hong Kong and Japan – work together collectively as «One Team Asia».

This has enabled us to continue providing clients with scale to deliver high-quality services across the different offices, while remaining nimble enough to deliver a genuinely bespoke offering.

In view of this, our hiring strategy has focused deeply on investing in our talents for sustainable, long-term success. To achieve this goal, we have positioned hiring as a leadership responsibility, and have strengthened the hiring process through emphasis around the following key angles: quality, culture and cost.

Our hiring strategy is guided by a selective three-pronged approach:

  • Firstly, in view of increasing industry-wide complexities, the organisation chart at Lombard Odier has evolved to reflect a shift towards a functional model, which positively affects the way that strategic hires support organisational developments within the bank.
  • Secondly, we focus on qualitative revenue-producing hires, who are a crucial support to our organic growth strategy, especially given the fact that current travel conditions restrict their proximal interactions with clients.
  • Thirdly, headcounts in support functions are very carefully assessed with high attention given to the scalability of our platform, but without compromising on risks.

Of course, employee engagement is at the core of our focus at every stage of their career cycle. We continue to promote personal development, are committed to continuing to engage with our staff, and enable them to feel connected and respected.

We were delighted to be recognised as the best «Private Banking Employer of the Year» in the «WealthBriefingAsia Awards» for the past two consecutive years.

The financial industry has been traditionally dominated by men. What is your take on gender diversity in private banking and how do you strike a balance in your role in HR?

In this situation, I feel strongly that actions speak louder than words. Gender diversity, which is a subset of respecting and accepting individual differences, is something that no one should challenge or question in this day and age.

We adopt a zero-tolerance policy towards any discriminatory practice, and firmly believe that diversity, in whatever form it takes, brings great benefits to a company. Various cultures, ages, backgrounds, personalities, preferences and ways of life come together to influence the eco-system of an organisation, and the more we embrace this, the richer we will be for it.

Statistically, I am proud to say that we have an almost equal number of male and female employees within Lombard Odier, and that females make up 40 percent of employees in senior positions.

In addition, we are proud of our diverse pool of employees from 20 different nationalities around the world. We work harmoniously in unison, each championing the importance of diversity and inclusion in our own ways.

Lombard Odier is committed to achieving equal workplace opportunities. How does the HR team in Asia contribute to the bank's diversity and inclusive workplace culture?

Lombard Odier’s ‹Rethink Everything› motto naturally encourages diversity and inclusion represented by different way of thinking that can come from different cultures, ages, experiences and professional backgrounds. We believe in, and execute, non-discriminatory HR hiring practices that only focus on the potential and competence of an individual.

We are robust and deeply-rooted in our Diversity and Inclusion (D&I) practices. Our senior management is committed to a united and inclusive workplace. Some other examples include our meritocratic hiring practices, equal opportunities for training and development that accommodate different employee strengths, and the respect and acceptance of all employees under our roof.

The result of us fostering an inclusive culture that strives to be free of bias has been impressive. Women make up 100 percent of recent senior hires with functional responsibilities reporting directly to the CEO, as well as 52 percent of new promotions in 2020 and 2021.

We also empower women through their training and development for leadership roles, through programs such as the Global Lombard Odier Women’s Leadership Programme.

In particular, retaining and supporting working parents is a key priority of ours. Parents, both men and women, require more understanding and flexibility to manage unexpected family needs and a need to strike work-life balance.

To support our valuable employees who may need such provision, we offer flexible work arrangements to accommodate their evolving situations. We believe that this flexibility is not only respectful and responsible employer behavior but also a way to attract and retain employees who can become more productive, achieving both good work and personal outcomes.

What are some challenges that HR has faced during this pandemic?

I’d like to first express my gratitude to all front liners in this pandemic, especially to our Risk Team, for their relevant role in helping to keep us safe. We have faced this unprecedented situation with a high level of solidarity – truly an embodiment of «One Team Asia» and I’m proud of this.

The key priority was in safeguarding all our staff and clients, while also assisting to ensure business continuity without compromising client service.

Functionally, we overcame certain pandemic-related travel barriers by carrying out webinars and seminars seamlessly over the Internet. As an example, we provided online support through webinars and trainings related to mental and emotional well-being, remote-working management, and general motivation.

However, the real difference and key to success is the strong companionship we have established with one another, and the open communication that we continue to have.

How do you envision Lombard Odier Asia to be in the next few years?

Lombard Odier Asia is no longer a David among Goliaths. We have done well for ourselves, and will continue to grow with agility and adaptability within this extremely competitive and unpredictable landscape.

I often enjoy contemplating what the future of the company will look like for a new joiner five to ten years from now. I would like them to feel the same sense of passion and thrill that we feel when we think about Lombard Odier now, and what it means to be part of such an exciting and evolving environment.

To make this dream a reality, we need to focus on our sustainability and long-term growth. This can only be achieved through continued efforts to build a strong foundation for all our employees, and to espouse our corporate culture and value propositions in every task that we undertake.

Stewarded by strong and empowered leadership at each level of seniority within Lombard Odier, I have no doubt that we will face each triumph and tribulation with the strength, resilience and wisdom that has successfully sustained us for all these years.

 Federico Quinto, Head of Human Resources, Asia, at Lombard Odier.