全球家族办公室薪酬基准报告

KPMG International kpmg.com Contents 14About Agreus and KPMG13Professionalization, progress,and the push for governance10A focus on investments11A focus on recruitment12A focus on governance 1Survey methodologyand demographics 2Key findings — maturation, consolidation,and an eye for the long-term 3UK Foreword Across ancient civilizations, from the Tjaty (or Vizier) in Egypt tothe Oikonomos in Greece and the JiZi in China, through tothe barons of America’s Gilded Age, wealthy families haveappointed trusted individuals to oversee and manage theirassets. Across cultures and eras, dynastic families have longrelied on dedicated stewards to manage their affairs. More recently, geopolitical instability, trade wars, andheightened global tensions due to conflicts in the Middle Eastand Europe have forced Family Offices to rethink risk,investment strategies, and staffing. In the pulse survey weconducted earlier this year (see appendix), prior to the makingof this report, we asked Family Offices what their mainconcerns were, and over 80 percent reported being eitherseriously or somewhat concerned about the effects ofgeopolitical changes. The Family Office landscape hasradically transformed through the 21stCentury. Very simply, Family Officeshave become an acknowledged andincreasingly influential participant infinancial markets. As wealth has cascaded from being held by the owners of anation’s political power into the hands of bankers, merchants,and entrepreneurs, families of wealth have continually facedone persistent challenge — the attraction and retention ofthese trusted individuals and particularly the alignment of theirinterests, as a basis for ensuring the family’s longevity. Global regulatory pressures, from increased tax burdens andreporting to compliance demands, are also shaping the FamilyOffice landscape. Simultaneously, many jurisdictions, mostnotably Singapore, the United Arab Emirates, and Hong Kong(SAR), China, have designed policies to deliberately attractforeign capital owned by Family Offices. Increasingly, Family Offices are nowoperating globally, many havingevolved from small, informal unitsserving the needs of a single familyinto sophisticated organizationsemploying some of the world’s mostexperienced professionals. Once, such loyalty was rewarded by status and influence. In2025 Family Offices are sophisticated entities competing for toptalent and consequently the right compensation structures arefundamental to their success and longevity. A Family Office requires a distinct skillset and a nuancedcultural fit, incomparable to any other industry. Afterall, thisis an environment where it is often more than just work. It isnot uncommon for Family Offices to have blurred lines inbetween personal and business affairs. As a result, thedecision of compensation is often driven by loyalty, legacy,or guesswork and emotion rather than benchmarking orrobust data. The Family Office landscape has radically transformed throughthe 21st Century. Very simply, Family Offices have become anacknowledged and increasingly influential participant in financialmarkets. Increasingly, Family Offices are now operating globally,many having evolved from small, informal units serving theneeds of a single family into sophisticated organizationsemploying some of the world’s most experienced professionals. To add to this, most of tOffices come from highbanking, asset managehe professionals hired into Familyly structured industries like investmentment, and professional services, wherepay structures are transparent and predictable. Comparingthose expectations with the opaque nature of a Family Officecan lead to frustrations on both sides. Family Office space, the 2025 report endeavors to build on thelearnings from that survey and identify not just the specificquestion of ‘who earns what?’ but understand the impact ofboth social mobility, the deepening maturity of the FamilyOffice sector and the inevitable challenge of succession. Greg Limb Head of Family Officeand Private ClientKPMG International and PartnerKPMG in the UK This edition benefits from the insights from over 580 FamilyOffice leaders and professionals from across the world. Withtheir inputs and the reliance on our in-house proprietary data,we have created benchmarks for salaries, bonus structures, andlong-term incentive plans (LTIP). We have focused on trendsspecific to major Family Office jurisdictions across the world,including both the mature and the up-and-coming markets. However, like any business, not all candidates fit, and perhaps,more so than other more structured organizations, therelevance of cultural intelligence plays a key role. Following the overwhelming success of our first edition in2023, which set a new benchmark for data-led insights in the Paul WestallCo-founderAgreus This report is one of the world’s largest datasets on Family Office compensationand we gratefully acknowledge the time and consideration given by the FamilyOffice