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UAE philanthropists seek more strategic and measurable approaches to giving, Lombard Odier survey reveals
(MENAFN- Edelman) •57% of UAE respondents seek support to develop strategies with KPIs – the highest across the four markets surveyed
•International survey reveals that while 80% of philanthropists say younger and older generations share the same values and motivations for giving, younger philanthropists are more than twice as likely to prioritise measurable impact and innovation.
•As wealth transfers across generations, philanthropy is becoming more structured, evidence-led and outcome-focused.
•The shift is being reinforced by the growing concentration of philanthropic capital among a smaller group of donors.
Lombard Odier, a global wealth and asset manager, today publishes its new report The Next [Gen] Chapter of Philanthropy, drawing on insights from a survey of 260 high-net-worth individuals (HNWIs) across the UAE, the UK, Switzerland and Singapore.
The report reveals how younger generations are influencing the evolution of philanthropy amid the biggest transfer of wealth in history, exploring the motivations of donors, how they give, the challenges they face, the support they seek, and how innovation and the evolution of new philanthropic vehicles shape their giving.
Generations tend to agree on the ‘why’ of philanthropy – divergence emerges around the ‘how’
Contrary to perceptions of a generational divide, 80% of survey respondents stated that younger and older generations were aligned on the values and motivations behind philanthropy. However, younger donors are changing how it is delivered, with this generation nearly three times more likely to cite measurable impact as a priority (19% vs 7%) and more than twice as likely to prioritise innovation (27% vs 13%).
This shift is also being driven by the increasing concentration of philanthropic capital among a small group of donors, even as total giving reached record levels in 2025. As wealth passes to the next
generation, giving is becoming more structured, evidence-led and intentional. Younger donors are more likely to use new tools and data, explore different giving vehicles, and ask more demanding questions about governance, outcomes and long-term impact.
Each market has its own traditions, culture and philanthropic infrastructure
The report shows that although the desire to give is strong and consistent across markets, there is no single template for next-generation philanthropy. Next to biographical factors shaping one’s giving, each market’s approach is shaped by local culture, family dynamics and how mature each country’s giving infrastructure is. But one thread runs through all four: the next generation wants to give with more intention.
•In the UAE, philanthropy remains deeply rooted in faith, family and humanitarian responsibility, but donors are seeking a more structured approach. With 22% of UAE respondents saying philanthropy is never discussed within their family or decision-making structure, there is an opportunity to strengthen governance and continuity as families seek to translate their values into more enduring impact. At the same time, records the strongest demand for support in developing philanthropic strategies with KPIs (57%), highlighting a shift towards more measurable impact.
•The UK has a strong culture of community-focused giving, but donors increasingly recognise the value of collaboration. While 80% of respondents express interest in collaborating with other philanthropists, only 8% currently do so, highlighting an opportunity to translate generosity into greater collective impact.
•Philanthropy in Switzerland is evolving through refinement rather than reinvention. Built on a mature culture of giving, donors increasingly see philanthropy as part of long-term family wealth planning, with 50% citing the integration of philanthropy into family wealth strategies as the top service they expect from wealth managers.
•Singapore combines digital sophistication with a strong appetite for innovation. 60% of respondents expect to make use of new or different giving vehicles and instruments in the future, highlighting a willingness to embrace new approaches for greater impact.
Dr. Maximilian Martin, Global Head of Philanthropy at the Lombard Odier Group, comments: “Philanthropy enters the second half of this decade carrying a contradiction it has not yet resolved. While in aggregate, giving has never been larger, the base of people doing the giving is thinning fast. As wealth passes to the next generation, philanthropy is increasingly bound up with a much bigger conversation: about succession, governance, family values and long-term purpose. Within this context, younger donors are not abandoning the values of previous generations but are asking how a more professional approach can translate those same values into more enduring impact.
This evolution is changing the support families require. Philanthropy can no longer be treated as a standalone issue; this new generation of philanthropists requires a holistic approach which brings these considerations together, combining structural arrangements with broader ambitions to translate their aspirations into concrete, measurable change.”
•International survey reveals that while 80% of philanthropists say younger and older generations share the same values and motivations for giving, younger philanthropists are more than twice as likely to prioritise measurable impact and innovation.
•As wealth transfers across generations, philanthropy is becoming more structured, evidence-led and outcome-focused.
•The shift is being reinforced by the growing concentration of philanthropic capital among a smaller group of donors.
Lombard Odier, a global wealth and asset manager, today publishes its new report The Next [Gen] Chapter of Philanthropy, drawing on insights from a survey of 260 high-net-worth individuals (HNWIs) across the UAE, the UK, Switzerland and Singapore.
The report reveals how younger generations are influencing the evolution of philanthropy amid the biggest transfer of wealth in history, exploring the motivations of donors, how they give, the challenges they face, the support they seek, and how innovation and the evolution of new philanthropic vehicles shape their giving.
Generations tend to agree on the ‘why’ of philanthropy – divergence emerges around the ‘how’
Contrary to perceptions of a generational divide, 80% of survey respondents stated that younger and older generations were aligned on the values and motivations behind philanthropy. However, younger donors are changing how it is delivered, with this generation nearly three times more likely to cite measurable impact as a priority (19% vs 7%) and more than twice as likely to prioritise innovation (27% vs 13%).
This shift is also being driven by the increasing concentration of philanthropic capital among a small group of donors, even as total giving reached record levels in 2025. As wealth passes to the next
generation, giving is becoming more structured, evidence-led and intentional. Younger donors are more likely to use new tools and data, explore different giving vehicles, and ask more demanding questions about governance, outcomes and long-term impact.
Each market has its own traditions, culture and philanthropic infrastructure
The report shows that although the desire to give is strong and consistent across markets, there is no single template for next-generation philanthropy. Next to biographical factors shaping one’s giving, each market’s approach is shaped by local culture, family dynamics and how mature each country’s giving infrastructure is. But one thread runs through all four: the next generation wants to give with more intention.
•In the UAE, philanthropy remains deeply rooted in faith, family and humanitarian responsibility, but donors are seeking a more structured approach. With 22% of UAE respondents saying philanthropy is never discussed within their family or decision-making structure, there is an opportunity to strengthen governance and continuity as families seek to translate their values into more enduring impact. At the same time, records the strongest demand for support in developing philanthropic strategies with KPIs (57%), highlighting a shift towards more measurable impact.
•The UK has a strong culture of community-focused giving, but donors increasingly recognise the value of collaboration. While 80% of respondents express interest in collaborating with other philanthropists, only 8% currently do so, highlighting an opportunity to translate generosity into greater collective impact.
•Philanthropy in Switzerland is evolving through refinement rather than reinvention. Built on a mature culture of giving, donors increasingly see philanthropy as part of long-term family wealth planning, with 50% citing the integration of philanthropy into family wealth strategies as the top service they expect from wealth managers.
•Singapore combines digital sophistication with a strong appetite for innovation. 60% of respondents expect to make use of new or different giving vehicles and instruments in the future, highlighting a willingness to embrace new approaches for greater impact.
Dr. Maximilian Martin, Global Head of Philanthropy at the Lombard Odier Group, comments: “Philanthropy enters the second half of this decade carrying a contradiction it has not yet resolved. While in aggregate, giving has never been larger, the base of people doing the giving is thinning fast. As wealth passes to the next generation, philanthropy is increasingly bound up with a much bigger conversation: about succession, governance, family values and long-term purpose. Within this context, younger donors are not abandoning the values of previous generations but are asking how a more professional approach can translate those same values into more enduring impact.
This evolution is changing the support families require. Philanthropy can no longer be treated as a standalone issue; this new generation of philanthropists requires a holistic approach which brings these considerations together, combining structural arrangements with broader ambitions to translate their aspirations into concrete, measurable change.”
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