When UBS integrated Credit Suisse in 2023; the first time two global systemically important banks had been combined. The world’s financial press focused on the risks: merging two giants under extraordinary market pressure. Yet what might have distracted or delayed progress quickly became something else: a catalyst. The enlarged bank used the moment not just to streamline governance and operations but to sharpen and scale its sustainability ambitions.

For UBS, sustainability has moved from the margins to the center of its business model. With more than USD 6 trillion in invested assets and a presence in 51 countries, the bank now presents itself not only as the world’s largest wealth manager but also as a leader in sustainable finance. The integration provided reach, resources, and the opportunity to unify frameworks. Most importantly, it gave UBS the chance to embed climate and nature considerations into governance, risk, and client services across the group.

Integration as a Turning Point

The Credit Suisse acquisition in 2023 was a first-of-its-kind event in global banking. UBS leadership faced a choice: treat sustainability as a secondary priority during integration, or use the moment to hardwire it across the group. They chose the latter.

By 2024, sustainability governance had been fully aligned. Credit Suisse’s parallel structures were retired, policies streamlined, and a unified framework for product approval, climate risk, and reporting put in place. Every business division—from wealth management to investment banking now works toward measurable sustainability targets, overseen at Board level.

By using integration as an accelerator rather than an excuse for delay, UBS positioned itself ahead of many peers still grappling with fragmented ESG systems.

Sustainability in the Boardroom

The transformation begins at the top. The UBS Board of Directors directly oversees sustainability through its Corporate Culture & Responsibility Committee (CCRC). Each year, the committee reviews and approves climate and nature objectives, monitors societal trends, and ensures stakeholder concerns are addressed at strategic level.

Other Board committees including risk, audit, governance, and compensation carry explicit ESG responsibilities. Risk integration, disclosure controls, and even executive pay outcomes are tied to sustainability metrics.

On the management side, a Group Executive Board Lead for Sustainability and Impact works with the Chief Sustainability Officer to co-chair the Sustainability and Climate Task Force, which monitors delivery against the strategy. UBS also created a Sustainability Chief Financial Officer role to ensure sustainability is embedded in financial planning and disclosures.

This structure means sustainability is not an add-on. It is part of the same decision-making forums that govern risk, capital, and strategy.

💡 Insight: UBS shows that ESG leadership depends less on glossy targets and more on who has the authority to decide and how tightly sustainability is tied to financial trade-offs.

Climate Action Delivery

One of UBS’s most visible steps in 2024 was bringing forward its net-zero target for Scope 1 and 2 emissions by 15 years to 2035 instead of 2050. The bank followed up with action: operational greenhouse gas emissions fell 35% in 2024 compared with 2023, driven by near-universal renewable electricity (99.8%) and energy-efficient buildings.

The bigger challenge lies in financed emissions; the carbon footprint of UBS’s loans and investments. Here, the bank has taken a sector-by-sector approach. By 2024, it had set decarbonization pathways for power generation, coal, cement, steel, and shipping industries considered some of the hardest to transition.

This approach makes the strategy more credible. Rather than issuing a distant net-zero pledge, UBS is embedding science-based, industry-specific targets. In shipping, for example, counterparties are expected to align with the International Maritime Organization’s 2050 decarbonization plan. In cement, the focus is on backing innovation in low-clinker materials.

UBS is also pushing change upstream. In 2024 it engaged 95 key vendors; 78% disclosed emissions and net-zero targets, and 70% of all invited suppliers responded through CDP. By requiring transparency across its supply chain, UBS is extending its influence well beyond its own footprint.

Sustainable Finance at Scale

If governance provides the backbone and climate targets the compass, sustainable finance is UBS’s growth engine. By the end of 2024, sustainability-related invested assets had reached USD 296.4 billion, a 5% year-on-year increase.

The bank also facilitated 96 green, social, and sustainability-linked bond transactions in 2024, channeling capital into renewable energy, social housing, and climate-resilient infrastructure.

UBS’s reach across client types gives it an unusual breadth:

Wealth Management: With USD 4.1 trillion in invested assets, the division offers sustainability mandates tailored for high-net-worth clients.
Asset Management: 23.4% of its active fund shelf is now classified as sustainable, spanning climate, biodiversity, and water strategies.
Institutional Banking: UBS held USD 2.0 billion of sustainable loans on its balance sheet by end-2024, financing renewables and transition infrastructure.

Together, these platforms allow UBS to act as a bridge connecting private wealth, institutional capital, and capital markets to accelerate transition finance.

💡 Insight: At UBS, sustainable finance is no longer treated as a niche—it is embedded in the growth model of every division.

Recognitions That Validate Strategy

Independent ratings offer external proof of credibility. In 2024, UBS’s sustainability work was recognized widely:

MSCI reaffirmed its AA ESG rating.
CDP awarded an A– for climate action.
UBS remained a member of the Dow Jones Sustainability World Index.
Its S&P Global Corporate Sustainability Assessment score rose to 76.

Michael Baldinger, Chief Sustainability Officer, put it plainly: “Our first fully consolidated ESG ratings post-acquisition reconfirm UBS’s leading position in sustainability, reflecting the strength of our governance and our commitment to shaping a more sustainable future.”

For clients and regulators, these scores are more than badges they are signals that UBS’s sustainability claims are backed by execution.

Nature and Biodiversity

Where UBS goes further than many peers is in treating nature as a financial risk driver alongside climate. Its disclosure on climate and nature risks framed biodiversity, water, and ecosystems as forms of natural capital essential to long-term economic value.

By aligning early with the Taskforce on Nature-related Financial Disclosures (TNFD), UBS is ahead of regulators who are beginning to require companies to account for nature dependencies and impacts.

It also applies one of the highest internal carbon prices in the sector USD 400 per ton on Scope 1 and 2 emissions. This is not symbolic. It is applied to investment decisions and procurement, ensuring that carbon is accounted for as a real cost in business planning.

💡 Insight: UBS is signaling that the next frontier of sustainability in finance will be ecosystems, not just emissions.

Clients at the Center

UBS’s ability to deliver sustainability solutions across client types is central to its strategy:

Private Wealth Clients: Tailored mandates allow high-net-worth individuals to align portfolios with values on climate, biodiversity, and water. Even modest allocations translate into significant capital flows given UBS’s scale.
Institutional Investors: Asset Management expands thematic funds and strengthens reporting frameworks, helping investors meet disclosure requirements while allocating to impact.
Corporate Clients: Sustainable loans and transition finance products channel funding to renewable projects and climate-resilient infrastructure.

This approach positions UBS not as a passive reporter of ESG metrics but as a mobilizer of capital in support of its clients’ sustainability goals.

Looking Ahead: Ambition with Realism

Despite progress, UBS leadership stresses that finance cannot deliver the transition alone. In their 2024 statement, Chairman Colm Kelleher and CEO Sergio P. Ermotti noted: “Our climate-related ambitions and targets depend on the overall progress made by all sectors and countries, and clear guidance from governments through thoughtful regulations and policies.”

The bank will review its emissions targets again in 2025, adjusting as science and regulation evolve. Partnerships remain central, from the Net Zero Asset Managers initiative to the Glasgow Financial Alliance for Net Zero (GFANZ).

This balance ambition tempered by realism may be UBS’s strongest differentiator.

A Blueprint for the Industry

The UBS case points to three lessons for global finance:

Use disruption to accelerate progress – Integration was a test, and UBS used it to hardwire sustainability faster.
Hardwire governance – The difference lies in putting climate and nature into the same forums that govern risk, pay, and capital.
Think beyond carbon – Biodiversity, ecosystems, and internal carbon pricing are already shaping UBS’s decisions.

In a sector where greenwashing accusations are common, UBS has created a model where sustainability is integrated into governance, risk, and client offerings. It is, in effect, a blueprint for how finance can drive real-world change while still delivering long-term value.

Subscribe to our newsletter for more insights, case studies, and ESG intelligence.

Explore ESG Solutions on our marketplace - OneStop ESG Marketplace.

Keep abreast of the top ESG Events on OneStop ESG Events.

OneStop ESG Educate: Your go-to source for top ESG courses and training programs tailored to your needs.

Stay informed with the latest insights on OneStop ESG News.

Discover meaningful career opportunities on OneStop ESG Jobs.