2月10日，德勤发布的最新研究报告显示，截至2025年底，香港的单一家族办公室数量为3384家，较 2023年底的统计数据增加681家，两年间增长25%。 德勤中国香港咨询业务合伙人陈淑娴表示，与业界的访谈中发现，受访者普遍认为相较于新加坡，香港 对家族办公室更具吸引力。与此同时，家办客户将业务或布局重心从新加坡转向香港的趋势正在显现。 在税务政策方面，德勤中国国际税收服务合伙人潘宗杰表示，香港特区政府正不断优化相关政策。预计 在2026年上半年，香港特区政府会将数字资产交易纳入单一家族办公室的税务优惠免税范围。此外，业 界也建议，除了对投资实体给予税务宽免，还可对达到一定规模的管理公司，推出针对其管理费收入的 税率减半优惠，以鼓励其在港扩大团队，开展更多投资活动。 对于单一家办的投资偏好，德勤的报告指出，受访的单一家办普遍正在降低美国市场的敞口，并重新布 局香港。其中19%的单一家办计划减持美国市场持仓，该比例在所有地区中最高。而60%的受访家族办 公室计划在未来三年增加在香港的投资，26%计划增持内地资产。 在资产类别上，刘明扬表示，目前有53%的家族办公室持有数字资产，58%配置了商品和贵金属。在未 来 ...

调研估算，香港的单一家办单在本地直接聘用逾1万名全职专业人员，"单是营运开支就为香港经济带来 每年约126亿港元收益"。 据香港特区政府新闻公报，香港财经事务及库务局（财库局）与投资推广署2月10日联合宣布，投资推 广署委托德勤进行的《香港家族办公室市场研究》显示，截至2025年年底，香港的单一家族办公室（家 办）数目已超过3380间，两年间增加约680间，升幅超过25%。 ...

香港的单一家族办公室数量从2023年到去年底增长了25%，达到3384家，香港巩固其作为亚洲财富中心 地位的努力卓见成效。 据德勤受香港政府委托进行的一项调查，截至2025年底，每个单一家族办公室管理的资产至少为1000万 美元，其中1095个管理资产超过1亿美元。 为了支持这一目标，当局放宽了资本投资入境计划的要求，允许通过全资拥有的私人公司和家族拥有的 投资工具进行的投资也获得资格。 推荐阅读：2025年1月，香港放宽投资门槛以吸引家族办公室 3月1日起实施 香港规定单一家族办公室至少雇用两名全职员工，且在当地每年运营支出不少于200万港元。对本地投 资额没有最低要求。新加坡对规模较大的家族办公室在本地业务支出和员工人数方面有更严格的要求。 家族办公室行业目前通过运营支出每年为当地经济贡献约126亿港元，并直接雇佣约10，766名全职专业 人员。 投资兴趣日益集中于面向未来的行业，62%的单一家族办公室计划扩大对人工智能AI和数据科学领域的 投资。 责任编辑：于健 SF069 香港的单一家族办公室数量从2023年到去年底增长了25%，达到3384家，香港巩固其作为亚洲财富中心 地位的努力卓见成效。 随着香 ...

Core Insights - The report highlights the evolution of family offices from traditional support entities to strategic cores of family wealth and legacy management, emphasizing a "family-first" perspective [1][22] - Family offices are increasingly focusing on diverse services beyond financial management, including education, career development, and well-being support, with over half of surveyed offices offering educational services (56%) and career development (52%) [1][2] - The majority of family offices are single-family offices (SFOs), accounting for 95% of the total, with a significant presence in Europe (65%) [1][2] Family Office Functions - Key functions of family offices include diversification of investments (29%), wealth preservation (23%), next-generation education (10%), and governance (10%) [2][51] - Services related to family governance and legacy are primarily managed in-house, while tax and legal services are often outsourced, with larger asset bases leading to a higher proportion of internal services [2][47] Emerging Trends - The report identifies nine evolving identities of family offices, including embedded, administrative compliance, investment, and founder types, which adapt to family needs [2] - Thirteen emerging trends are reshaping the industry, focusing on generational wealth transfer, accelerated ESG investments, digital transformation, and heightened regulatory requirements [2] Future Directions - Family offices are expected to evolve in three main areas: professional governance, operational flexibility, and diversified value creation, enhancing family cohesion and social impact [2] - The modern family office is characterized as a platform balancing tradition and innovation, privacy and responsibility, with a focus on supporting intergenerational prosperity [2]

Group 1 - The Hong Kong family office industry is expected to maintain an annual growth rate of 10% to 15% in the future, indicating significant development potential [1][3]. - The number of family offices in Hong Kong has exceeded 2,700, supported by the rising wealth growth rates globally and in the Asia-Pacific region [3]. - Family offices effectively address issues related to power distribution, asset allocation, and trust arrangements, allowing for a separation between family assets and business operations [3]. Group 2 - The demand for family offices is evolving towards diversification and refinement due to differences in clients' perspectives and cultural backgrounds, necessitating professional teams to explore new investment areas [3]. - The application of artificial intelligence tools has significantly enhanced market observation efficiency, with companies integrating data analysis experts into their family office frameworks [3]. - Hong Kong's unique advantages include its close ties with the mainland Chinese market and a well-developed industrial ecosystem, making it a core competitive strength compared to other regions [3].

Core Insights - The rise of Dubai, Hong Kong, and Singapore is reshaping the global private capital landscape, establishing a competitive family office ecosystem alongside traditional Western financial centers [1][21] - High-net-worth individuals are increasingly relocating from Europe due to high wealth taxes and regulatory pressures, seeking more favorable environments in regions like Dubai, Hong Kong, and Singapore [1][21] Dubai - Over the past fifty years, Dubai has emerged as a technology, finance, and business hub, with over 81,000 millionaires expected by the end of 2024 [1][6] - Dubai's appeal lies in its low tax rates, golden visa program, and strong growth prospects, making it a preferred destination for high-net-worth individuals [1][6] - The Dubai International Financial Centre (DIFC) has seen a remarkable increase in family offices, growing from 50 in 2020 to over 1,000 currently [6] Hong Kong - Hong Kong is accelerating its family office sector with government initiatives aimed at creating a competitive business environment, including tax incentives and new investment programs [7][10] - The city serves as a unique hub connecting East and West, benefiting from its geographical proximity to mainland China and a favorable tax regime [8][10] - As of 2024, Hong Kong has over 2,700 family offices, with a significant portion managing assets exceeding $100 million [10] Singapore - Singapore has positioned itself as a leading family office base in Asia, with over 2,000 family offices established by the end of 2024, reflecting a 42.9% increase from the previous year [11][12] - The city-state's advantages include a stable political environment, favorable tax policies, and a robust legal framework, making it an attractive location for ultra-high-net-worth families [11][12] - Recent regulatory tightening has prompted Singapore to streamline processes to maintain its competitiveness in attracting family offices [14] European Wealth Centers - European traditional wealth centers are experiencing capital outflows due to high taxes and stringent regulations, with many wealthy individuals relocating to more favorable jurisdictions [21] - London remains a significant financial center, but there is a noticeable trend of wealthy individuals considering relocation, although many family office teams continue to operate from London [15][17] - Countries like France and Germany face challenges in retaining ultra-wealthy families due to high taxes and regulatory burdens, leading to capital flight [17][18] Summary - The emergence of the "family office triangle" with Dubai, Hong Kong, and Singapore signifies a structural transformation in the global private capital landscape, with each city offering unique advantages [21][23] - Hong Kong and Singapore complement each other, enhancing cross-border capital flow and asset allocation flexibility, while family offices increasingly adopt a multi-location operational model [23][24]

Core Viewpoint - China Ping An has launched the "Yuxiang Guoyi" and "Family Office" services, marking a significant upgrade in its service offerings and commitment to serving the public's financial needs [1][3]. Group 1: Service Launch - The launch event for the "Yuxiang Guoyi" and "Family Office" services took place in Changsha on November 20 [1]. - This initiative is part of China Ping An's strategy to enhance its service capabilities and fulfill its responsibility towards improving people's lives [1]. Group 2: Strategic Focus - China Ping An is committed to the "financial for the people" principle and is deepening its dual-driven strategy of "comprehensive finance + healthcare and elderly care" [3]. - The company has established a comprehensive financial business system centered around insurance, banking, and asset management, while also developing a healthcare service ecosystem represented by Ping An Health and Peking University International Hospital [3]. Group 3: Target Market and Services - There is a growing public demand for high-quality health management and wealth protection, particularly among high-net-worth clients who seek systematic and professional services in wealth inheritance, tax planning, and family governance [3]. - The "Yuxiang Guoyi" service integrates traditional Chinese medicine wisdom with modern medical technology, focusing on a health management system that combines Chinese and Western medicine [3]. - The "Family Office" service offers comprehensive support for high-net-worth families, covering wealth, health, and family governance to ensure orderly wealth inheritance and sustainable family legacy [3]. Group 4: Future Commitment - As a leader in the comprehensive finance and health service sectors, China Ping An aims to continuously create value for its clients and promote a high-quality lifestyle characterized by health, orderly wealth, and strong family values [3].

Core Insights - Family offices (FOs) are private wealth management institutions responsible for overseeing and coordinating family financial, administrative, and related affairs. Effective governance mechanisms are crucial for their core operations [1] - Good governance helps families achieve wealth transfer across generations, maintain harmony among family members, and drive long-term strategic goals. Conversely, weak governance can lead to inefficiencies, internal conflicts, and missed opportunities [1] Governance Importance - Governance in the context of family offices refers to a system of rules, structures, and processes that dictate decision-making, risk management, and alignment of family members' actions with long-term goals. This includes ownership structure, succession planning, reporting mechanisms, and accountability systems [2] - Good governance brings clarity and order, reduces conflicts, and ensures the continuity of family wealth and values across generations. Weak governance often results in disputes, management errors, and reputational or financial risks [3] Common Governance Traps - Common governance traps include unclear roles and responsibilities, weak succession planning, insufficient communication, and inadequate oversight of advisors or external partners [4] Strategies to Avoid Governance Failures - Family offices can avoid governance failures by establishing clear decision-making frameworks, formalizing succession plans, creating unified reporting and accountability standards, and regularly assessing and optimizing governance systems. Many family offices also engage independent advisors or non-family board members to ensure balance and objectivity [6] Role of Technology - Technology can enhance information transparency, decision quality, and reporting efficiency. However, without a proper governance framework, technology alone cannot resolve issues related to coordination or accountability [7] Governance Structure Review - Best practices suggest that governance frameworks should be systematically reviewed every few years. Significant changes, such as the addition of new family members, major asset acquisitions, or shifts in family strategy or priorities, should trigger earlier reviews [8] Eight Major Governance Traps - To thrive, family offices must avoid structural and behavioral pitfalls that can silently undermine long-term success. The eight major governance traps include: 1. Ignoring foundational planning 2. Unclear roles and responsibilities 3. Lack of a formal decision-making framework 4. Poor communication and inconsistent goals 5. Inefficient project execution and coordination 6. Rigid governance and excessive centralization 7. Talent management challenges 8. Weak security and risk management [9] Strategic Responses to Governance Traps - For each identified trap, strategic responses include: - Establishing a clear mission and purpose before forming a family office [10][12] - Creating governance charters, detailed job descriptions, and RACI matrices to clarify roles [14] - Developing a written decision-making framework and maintaining a decision register [23] - Implementing structured meeting mechanisms and transparent reporting systems to improve communication [18] - Utilizing project management frameworks to enhance project execution [21] - Regularly reviewing governance structures and involving next-generation members in decision-making [31] - Building a comprehensive talent strategy to attract and retain skilled professionals [27] - Establishing a formal risk classification system and enhancing cybersecurity measures [28] Future Outlook - In the next decade, family offices will evolve beyond asset managers to become data managers, venture partners, and value guardians. As digitalization and AI advance, governance must keep pace with technological changes. Strong ESG governance frameworks will be essential for family offices to remain relevant in a changing landscape [33]

Core Insights - The report indicates that Hong Kong and Singapore have emerged as regional hubs for family offices in Asia, with significant growth in the number of single-family offices (SFOs) [1] - As of 2024, Singapore has established over 2,000 family offices, while Hong Kong has more than 2,700, highlighting their status as vibrant markets for wealthy families [1] - The report emphasizes the importance of inheritance planning, personal and family development opportunities, and establishing family legacies among affluent families in Asia [1] Group 1 - The collaboration between Swiss Bank Pictet and PwC Switzerland has led to the release of the 2025 Pictet Family Barometer report [1] - The report notes that both Hong Kong and Singapore possess robust financial infrastructure and clear regulatory frameworks, making them attractive to ultra-high-net-worth individuals [1] - Hong Kong's mature financial ecosystem and proximity to mainland China and international schools attract clients from across Asia, while Singapore offers political stability and legal certainty [1] Group 2 - The structure of family offices in the Asia-Pacific region is becoming increasingly professionalized, with families outsourcing functions such as liquidity management (73%) and investment management (63%) [2] - Families retain core control over wealth and inheritance planning as well as philanthropic advisory roles [2] - Investment topics are focused on diversifying geopolitical risks, combating inflation, and real estate investments, while social issues of concern include taxation, intergenerational wealth transfer, and political stability [2]

Core Insights - 2021 marked a significant year for the development of family offices in Hong Kong, with the establishment of the FamilyOfficeHK team by the Hong Kong government to promote the city as a global family office hub [1] - The family office sector in Hong Kong is experiencing growth due to policy support, market opportunities, and industry resources, positioning it as a key player in global wealth management [1][7] Group 1: Family Office Definition and Function - Family offices are primarily focused on the concept of inheritance, encompassing the transmission of family wealth, values, and beliefs, with 85% of family offices linked to family businesses [1] - The distinction between family offices and family enterprises lies in their focus on wealth management and cultural transmission [1] Group 2: Hong Kong's Role in Wealth Management - Hong Kong serves as a crucial offshore financial center, facilitating Chinese enterprises' international expansion and enhancing their global influence [1][2] - The city offers a unique advantage in wealth management, being both an international financial center and a leading capital hub, which is difficult for other regions to replicate quickly [1][2] Group 3: Global Family Office Demand - Family offices in Hong Kong cater to diverse needs from various regions, including mainland China, Europe, and Southeast Asia, with each group having different levels of familiarity and requirements regarding family governance and wealth management [2][3] - Hong Kong's low tax regime and transparent legal framework attract established European family offices seeking favorable conditions for wealth management [2] Group 4: Promotion and Growth of Family Offices - In 2024, the Hong Kong government organized 260 promotional events, engaging over 1,000 family office managers, highlighting the city's proactive approach to attracting family offices [4][5] - The number of family offices in Hong Kong has rapidly increased, supported by various stakeholders, including banks and professional service providers [5] Group 5: Professional Support and Ecosystem - The Hong Kong government acts as a facilitator for family offices, providing a network of service providers, including 61 international institutions, to support their establishment and operation [5] - Family offices benefit from a robust ecosystem of professionals, including accountants and lawyers, who assist in setting up compliant frameworks for wealth management [5][6] Group 6: Competitive Advantages of Hong Kong - Hong Kong has become the leading hub for ultra-high-net-worth individuals in Asia, with a high density of professionals (267,000) dedicated to wealth management [6] - The city offers a stable and secure investment environment, ensuring investment freedom and transparency, which is crucial for long-term investors [6] Group 7: Future Policy Support - The Hong Kong government plans to further optimize tax policies for family offices to solidify its position as a top global wealth management center [7] - The evolving global wealth management landscape positions family offices as a focal point, with Hong Kong emerging as a new coordinate for global family offices [7]