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LLB Annual Report 2022 de

One more perspective

The LLB Group’s strategy unifies various perspectives: it operates as a universal bank in Liechtenstein and Switzerland, but also as a secure, sustainable, international private bank.

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The works of Kokichi Sugihara, a Japanese mathematician and artist, illustrate what happens when perspectives are changed. He has explored forms, which appear completely different when they are viewed from other viewpoints. With this pictorial comparison we want to visualise the various facets of the LLB Group’s duality.

Growth and stability

The LLB Group aims to achieve an annual growth rate in net new money and net new loans of at least 3 per cent by 2026. LLB’s security and stability ensure that opportunities and risks are balanced. A sound relationship between core capital and risk positions forms an important criterion for this (Tier 1 ratio of 19.7 %).

See Consolidated management report

Tradition and innovation

Liechtensteinische Landesbank’s 160-year history obligates it to be particularly aware of its special responsibility. Planning and acting for the long term necessitate a state of constant renewal. Only extensive experience permits the setting of ambitious goals. Since 2021, the LLB Group’s banking activities have been certified as climate-neutral by the Swiss foundation myclimate. In a first step, this is largely achieved by purchasing climate certificates. As official partner of the Climate Pledge, the LLB Group has undertaken to be completely climate-neutral ten years earlier than specified in the Paris climate agreement. Currently, it is the only bank in Liechtenstein to be awarded an MSCI ESG rating of AA.

See Sustainability report

Digital and personal

LLB attaches great importance to providing personal care and service for its clients and to excellent, motivated employees. From 2021 to 2026, the Group is investing CHF 100 million in the digital transformation of the organisation. The digital client platforms are being modernised and the digital product and service offer are being continually expanded. This not only improves efficiency – in 2026 the cost/income ratio should amount to a maximum of 65 per cent –, it also generates additional capacities to address client requirements even more intensively. The interaction between “digital and personal” is one of LLB’s great strengths.

See Closeness to clients

Regional and international

As a universal bank, LLB is the leader in Liechtenstein and the adjacent region. At the same time, it pursues a growth strategy as an international private bank with the goal of being a secure and sustainable partner for private and institutional clients, as well as in investment fund business. Since 2022, the LLB Group has bundled its market activities in two equally strong divisions which reflect its dual positioning: Retail and Corporate Clients and International Wealth Management.

See Structure and organisation

The dual positioning of the LLB Group – a central element of the ACT-26 strategy – opens new perspectives. Like making rectangular forms appear cylindrical and vice versa.

See Letter to shareholders