Group 1 - The core finding of the report indicates that 65% of family offices in the Asia-Pacific region have implemented succession plans, which is higher than in other global regions [1] - The report highlights a strong preference among Asia-Pacific family offices for direct investments, particularly in innovative sectors such as artificial intelligence, healthcare, and renewable energy [1] - The research reveals that Asia-Pacific family offices prioritize robust frameworks centered on family communication and care for elderly members, contrasting with the focus on investment risk management seen in Europe and North America [1] Group 2 - The report emphasizes that family offices in the Asia-Pacific region are leading globally in structural succession planning, adapting governance frameworks to their unique contexts rather than merely replicating global models [2] - A common trend among these family offices is "professionalization," as they recognize the need to establish comprehensive structures and professional teams [2] - The report notes that 32% of family offices are currently focusing on diversifying investments, driven by the need to avoid over-concentration in existing industries or regions [2]

Core Viewpoint - Hong Kong government is enhancing the tax incentives for family offices and funds to attract more high-net-worth individuals and family offices to establish their operations in the region [1][6][8]. Group 1: Regulatory Framework - Family offices are defined as private wealth management companies established by ultra-high-net-worth individuals to manage family assets [2]. - The Hong Kong government emphasizes strict compliance with regulations for family office activities, including due diligence by professionals providing services to these offices [3][4]. - The licensing system under the Securities and Futures Ordinance requires family offices engaging in regulated activities to obtain a license and adhere to applicable conduct standards [2][3]. Group 2: Tax Incentives - The government has implemented measures to prevent tax avoidance within the tax incentive framework for family offices and funds, ensuring that entities operating for commercial purposes do not benefit from tax exemptions [3][4]. - Proposed optimizations to the tax incentive system include broadening the definition of "funds," increasing the types of eligible transactions for tax relief, and introducing a tax reporting mechanism to ensure compliance with tax exemption conditions [6][8]. Group 3: Industry Growth and Talent Development - The Hong Kong government aims to strengthen its position as a global hub for family offices, with a target of assisting at least 200 family offices to establish or expand their operations by the end of 2025 [8][9]. - Since 2016, over 4,700 applications for funding of professional training courses in asset and wealth management have been approved, indicating a commitment to developing a skilled workforce in this sector [7]. Group 4: Market Potential - According to UBS's report, Asia-Pacific is expected to become the primary investment hotspot, with nearly half of the family offices in the region planning to increase their asset allocation there over the next five years [8]. - As of the end of 2023, Hong Kong is home to approximately 2,700 single-family offices, with over half managing assets exceeding $50 million [9].

Core Viewpoint - The introduction of the "Nansha Financial 30 Measures" marks a significant policy shift in China, emphasizing the inclusion of family offices and diversified investment institutions, which is seen as a major benefit for the family office and family asset management sectors [1][2] Group 1: Family Office Industry Development - The family office industry in China is experiencing rapid growth, with over 3,700 existing enterprises related to family offices, and an annual increase of over 400 new entities from 2021 to 2024 [1] - The demand for wealth protection and inheritance is surging, with an estimated 19 trillion yuan, 51 trillion yuan, and 98 trillion yuan expected to be passed down to the next generation over the next 10, 20, and 30 years respectively [1] - The family office sector is still in its early chaotic development stage, with many practitioners lacking a clear understanding of the "buy-side" advisory role, often focusing on selling financial products instead [3][4] Group 2: Challenges and Opportunities - The average wealth transfer duration for Chinese families is only 30 to 50 years, compared to over 100 years for many Western families, highlighting the urgent need for effective wealth management solutions [5] - The family office industry faces challenges in transitioning from a sales-driven model to a service-oriented approach, requiring significant changes in both mindset and operational practices [6] - The "Nansha Financial 30 Measures" are expected to create a favorable environment for the family office industry, encouraging innovation and the establishment of industry standards [7][8] Group 3: Policy Innovations and Recommendations - The Nansha region is positioned as a testing ground for innovative policies, with suggestions for establishing regulatory frameworks, talent cultivation bases, and long-term capital investments to support the family office sector [7][8][9] - Proposed measures include tax incentives, government subsidies, and the establishment of a family office talent training base to attract more family office enterprises to Nansha [8][9] - The establishment of a cross-border asset management center in Nansha is anticipated to enhance global asset allocation efficiency and attract international capital [10]

Core Viewpoint - Hong Kong is expanding its leading advantage in the family office sector, with expectations to surpass its 2022 goal of attracting over 200 large family offices by the end of 2025 [2] Group 1: Family Office Growth in Hong Kong - Hong Kong's 2025-2026 budget includes more tax incentives for single family offices (SFOs) [2] - The Capital Investment Entrant Scheme (CIES) has been optimized after one year, with a set investment threshold of HKD 30 million, receiving 918 applications and expected total funding exceeding HKD 27 billion [2][6] - Over 2,700 SFOs were reported in Hong Kong last year, with one-third of ultra-high-net-worth individuals having assets over USD 100 million [2][3] Group 2: Comparison with Singapore - Hong Kong's favorable policies and tax reductions contrast sharply with Singapore's stricter tax rules and complex approval processes for family offices [3] - Singapore is expected to see a 43% increase in family offices in 2024, reaching 2,000, despite a projected slowdown in growth due to regulatory changes [6][8] Group 3: Wealth Growth in Asia - The number of individuals with over USD 10 million in assets in Asia is projected to grow at an annual rate of 8.7% from 2024 to 2028, surpassing the global growth rate of 6.9% [8][11] - By 2028, the number of ultra-high-net-worth individuals in Asia is expected to increase by 8.5% to 35,895, representing 32% of the global total [11][12] Group 4: Strategic Position of Hong Kong - Hong Kong serves as a strategic gateway for private banking in the Greater Bay Area and mainland China, with government policies aimed at attracting wealthy individuals and family offices [9] - Southeast Asian wealthy individuals may find Singaporean banks more advantageous for transferring funds overseas [9]

Core Insights - The report by UBS highlights the perspectives of 317 single-family offices globally, with an average net worth of $2.7 billion and average assets under management of $1.1 billion [1] - A significant portion of family offices (79%) are involved in active business operations, primarily in real estate (14%), banking/financial services (9%), and consumer goods (9%) [1] Group 1: Recruitment and Staffing - Trust and personality are prioritized over education and qualifications in recruitment, with 73% of family offices emphasizing the importance of suitable personality traits [6] - The average number of employees in family offices is 12, with some larger offices employing over 50 staff members [13] - Operational costs are expected to remain high, with personnel costs constituting 66% of operational expenses in 2024 [13] Group 2: Risk Management - The global trade war is identified as the biggest risk for family offices in 2025, with 70% of respondents expressing concern [17] - Major geopolitical conflicts and global economic recession are also significant worries, with 61% and 53% of family offices respectively highlighting these risks [17] - Despite concerns, 59% of family offices plan to maintain the same level of investment risk in the next 12 to 18 months [18] Group 3: Investment Strategies - Family offices are increasingly focusing on diversification strategies, with 40% indicating a reliance on various asset classes to mitigate risks [21] - Active management is favored in stock investments, with over one-third (36%) of portfolios being passively managed, varying significantly by region [21] Group 4: Succession Planning - Only 53% of family offices have established wealth transfer plans, indicating a need for improved succession planning [23] - The lack of urgency among beneficiaries is a key reason for the absence of succession plans, with 29% of family offices noting this issue [25] - The complexity of family structures necessitates careful planning, especially for large and intricate family assets [23]

Group 1: Family Office Overview - Family offices in Europe and the US have become a common wealth management vehicle for ultra-high-net-worth individuals, aiding families in wealth preservation and transfer [1] - The Hermansen family office, represented by Michael Zhang, utilizes global asset allocation strategies and robust risk management systems to navigate economic cycles [1] Group 2: Hermansen Family Business - The Hermansen family business has a history of over 170 years, with its largest company, DSD Group, founded in 1855, making it one of Norway's oldest private enterprises [2] - DSD Group was transformed from a regional ferry service into an international company with diverse operations under the leadership of Folke Hermansen [4] - DSD currently employs over 5,600 people, equating to one employee for every 1,000 Norwegians [4] Group 3: Investment Structure - The Hermansen family operates two main investment entities: DSD Group's strategic investment department and the family fund Herfo, both led by Yuhong Jin Hermansen [5] - The strategic investment department focuses on capturing emerging business trends and primarily invests in growth-stage companies, while also seeking acquisition opportunities [7] - Herfo, established in 2005, aims to assist the family in professional global asset allocation, leveraging the advantages of long-term investments [9] Group 4: Global Asset Allocation Strategy - Herfo allocates approximately 50% of its investments to global secondary markets, with the remainder in primary markets and real estate [10] - The family office has increased its investment in primary markets, particularly direct investments, to enhance team capabilities and experience [11][13] - The focus is on identifying quality projects based on the family's resources and advantages, with a keen interest in technology and niche traditional sectors [13] Group 5: Risk Management Strategies - The Hermansen family employs four core risk management strategies: maintaining legal and operational independence between the family business and the family fund, global diversification in asset allocation, liquidity management, and team collaboration [15][16][18][19] - The family office emphasizes the importance of team experience and diverse perspectives to avoid groupthink [19] Group 6: Advantages and Challenges of Overseas Branches - The Hermansen family office is unique in having a branch in China, allowing for long-term engagement in both Chinese and Norwegian markets [21] - The family office aims to leverage its experience in the complex Chinese market to identify and seize investment opportunities quickly [22] - The changing global economic and political landscape presents both opportunities and challenges for the family office in achieving global asset allocation [22] Group 7: Opportunities in Sino-Norwegian Cooperation - There are significant collaboration opportunities between China and Norway in the fields of renewable energy, technology co-creation, and capital co-creation [23][24] - The Hermansen family office has expanded its services to include consulting for Nordic companies entering the Chinese market and vice versa, enhancing its role as a bridge between the two markets [24]

香港政府通过一系列政策支持家族办公室的发展。2023年3月，香港发布《有关香港发展家族办公室业务的政策宣言》，提出多项措施，包括新的"资本投资 者入境计划"，以吸引全球家族办公室。此外，香港的家族办公室历史悠久，可追溯至19世纪末，已发展成为亚洲最大的跨境财富管理中心之一。这种历史 积淀与现代政策的结合，使香港在全球家族办公室市场中占据独特优势。 香港长期以来被视为全球金融的璀璨明珠，尤其在家族办公室领域，其吸引力无可比拟。家族办公室是为超高净值个人和家庭提供定制化财富管理服务的机 构，而香港凭借其金融实力、战略位置、税收优惠、稳健的监管环境和全面的支持生态，成为这些机构的首选之地。 香港的金融基础设施是其吸引力的核心支柱。作为全球第三大金融中心，香港在银行、资本市场和资产管理领域展现出无与伦比的优势。根据2024年9月的 全球金融中心指数，香港仅次于纽约和伦敦，稳居全球前列。香港连接了49个全球交易所和50多家跨国基金及投资公司，提供数千种金融产品，涵盖股票、 债券、基金和另类资产。这种多样化的金融生态使家族办公室能够轻松构建跨资产类别的投资组合，满足长期财富增长和保护的需求。此外，香港的金融行 业雇佣了超 ...

Group 1: Overview of David Rubenstein - David Rubenstein is best known for co-founding the private equity giant Carlyle Group, which manages $453 billion in assets for various institutional investors [1] - As of May 13, 2025, Rubenstein's net worth is $3.9 billion [1] Group 2: Early Life and Education - Rubenstein was born in 1949 in a low-income neighborhood in Baltimore, Maryland, as the only child of a homemaker and a World War II veteran [2][3] - He graduated high school at 16 and later attended Duke University on a scholarship, followed by the University of Chicago Law School [3] Group 3: Career Path - After obtaining his law degree, Rubenstein worked at the law firm Paul, Weiss, Rifkind, Wharton & Garrison and later served as chief legal counsel to Senator Birch Bayh [4][8] - He was involved in Jimmy Carter's presidential campaign and served as a domestic policy advisor in the White House [8] Group 4: Founding of Carlyle Group - In 1987, Rubenstein co-founded Carlyle Group with two partners, initially raising $5 million to start the firm [11] - Carlyle's first buyout fund raised $100 million by 1990, and the firm has since raised billions for over 100 different funds [11][12] Group 5: Declaration Capital - In 2017, Rubenstein transitioned to a role as co-executive chairman of Carlyle and founded Declaration Capital, focusing on venture capital and growth equity [12] - Declaration Capital has $2.2 billion in assets under management and invests in growth equity and real estate [18] Group 6: Family Involvement - Rubenstein's daughter, Alexa Rachlin, leads Declaration Partners LP, focusing on strategic investments [13][15] - Another daughter, Gabrielle (Ellie) Rubenstein, co-founded Manna Tree, a private equity firm focused on health and nutrition [17] Group 7: Recent Transactions - In 2024, Declaration Partners completed a secondary market transaction, packaging minority stakes in 11 assets valued at approximately $90 million [21] - Rubenstein led a group to acquire the Baltimore Orioles for about $1.7 billion in March 2024 [22] Group 8: Philanthropy and Other Roles - Rubenstein is a prolific author with five published books and hosts several television programs [25] - He is also a significant philanthropist, having pledged to donate over half of his wealth to charitable causes [27]

全球视野下的多元破局：家族资本的下一站？ 记者 黄敏 5月13日，在全球经济格局重塑、资产流动加速的大背景下，由亚洲家族办公室基金会（AFOF）主办 的"全球家族办公室2.0时代高峰论坛"在广州举行。南财记者现场关注到，论坛围绕新时代家族企业"走 出去"与全球资产配置的新挑战与新解法展开，吸引了粤港澳大湾区众多高净值家族、家族办公室从业 者、跨境投融资机构及政策研究者参与，共同探讨"家办2.0"时代的布局逻辑与路径演化。 政策驱动 + 制度红利：香港家办生态圈进入加速期 亚洲家族办公室基金会联席会长黄敏硕表示，中国香港正在凭借"一国两制"的制度优势、国际化的金融 体系以及面向全球资本的税务政策，快速跃升为亚太地区家族办公室最具吸引力的落脚地之一。他重点 解读了"新资本投资者入境计划"与税务宽减政策的实施进展，认为香港正在形成以跨代传承、跨界服务 与合规监管为核心的新型家办生态圈，为高净值家族提供"可迁移、可管理、可传承"的资产战略支撑。 "南沙金融30条"：积极引入主权财富基金、家族办公室等多元化投资机构 值得注意的是，南财记者还关注到，近期中国人民银行、金融监管总局、中国证监会、国家外汇局、广 东省人民政府 ...

最近在不同圈子里，我们都常听到"家族办公室"这个词，听起来好像是一个很厉害、很神秘的地方，像专门为有钱人赚钱。但其实，很多人都对家族办公室 有误解，它并没有那么遥远，也不像想象中那么复杂。说白了，每个家庭其实都有一个自己的"家族办公室"，只是大小不同、做法不同而已。希望在这里向 大家分享一下我作为业内人士的一些看法。 什么是家族办公室？ 家族办公室，说得简单一点，就是一个家庭用来管理自己钱财和生活事务的小团队。这个团队可能是爸爸妈妈两个人，也可能是请了一些专业人士来帮忙。 它的任务就是管好家里的钱，安排好生活，让全家人都过得舒舒服服。 比如，在一个普通的家庭里，爸爸妈妈就是这个"家族办公室"的成员。他们负责赚钱、花钱，还要安排孩子的学习和家里的娱乐。听起来是不是很熟悉？因 为这就是我们每天都在做的事情！ 每个家庭都有自己的家族办公室 你有没有想过，在你家里，谁负责管钱？谁决定怎么花钱？谁安排孩子的学校和周末的活动？很多时候，这些事情都是爸爸妈妈一起做的。他们就像一个小 小的工作团队，决定家里的收入怎么用，怎么存钱，甚至怎么花钱让大家开心。 所以，别把家族办公室想得太高不可攀，也别觉得它跟我们普通人没关系。每个 ...