Business

Looking to set up a family office, or a new branch? This guide might be useful

Most family offices are set up in the country an individual/family makes their money. But not always. Also, more are opening branches in countries outside of their home jurisdictions. A new guide on location considerations for family offices should help in making geographical choices when setting up a family office, or a branch office. 

Published by the professional services group PwC, the new guide looks at the pluses and minus of nine countries when it comes to setting up a family office. The countries are all the most popular centres for family offices – Australia, Luxembourg, the US, the UK, the UEA, Germany, Switzerland, Singapore, and Hong Kong.

Entitled PwC Family Office Location Guide, the publication considers eight key factors family offices need to bear in mind when considering different locations in order to establish which one best meets their needs. These are: 

  1. Access to professional services and related infrastructures
  2. Access to talent and skilled professionals
  3. Regulatory framework and legal structures
  4. The tax regime
  5. Immigration rules, investment visa availability
  6. Cultural landscape, living standards and connectivity
  7. Reputation
  8. Economic and political stability

“To help family offices to make the right decision, the guide offers practical information and guidance on the most important aspects they need to consider when exploring possible destinations in which to establish a family office or branch out their existing one,” says Peter Englisch, global family business leader at PwC. 

“It also spotlights some of the most popular destinations for family offices across the world, providing the latest intelligence on each location and our views on what it should be considered and what questions they should ask themselves in the location selection process.”

PwC says the guide is dynamic and will also look at more jurisdictions in the coming months, as well as consider other factors beyond the eight mentioned above if they become important in the decision-making process for family offices.

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