Family businesses urged to adapt in the face of ‘sobering mix’ of disruptions
KUCHING: Family offices – organisations that support the purpose, legacy and ambitions of the world’s most prominent families – need to adapt and transform their strategy and operations to address a series of disruptions brought on by rapid global economic, social, regulatory, geopolitical and technological change, according to the new EY Single Family Office Study.
The study examines the views of more than 250 SFOs in 12 countries around the world, including more than 50 from Asia-Pacific. It also explores the challenges and opportunities SFOs are facing as a result of unprecedented changes related to issues including wealth and regulation, digital transformation, risk and reputation, and strategy and governance.
According to Ernst & Young Tax Consultants Sdn Bhd Malaysia EY private tax leader and partner Bernard Yap, as SFOs become more prominent for entrepreneurs to facilitate their investment and operations, there will always be risks and opportunities to appreciate from constant global changes as reflected in this EY study.
“The upcoming family generations appreciate the professionalism in operating in a complex environment from a corporate governance perspective and complying with constant regulatory changes. Multinational corporations (MNCs) and large organisations have the necessary support and financial strength from their shareholders to adapt to such changes whilst SFOs must rely on their family stewardship to protect their family legacy.
“The unexpected effects from the Covid-19 pandemic have also pressured SFOs to make changes to their current way of doing businesses and adapt to the disruptions highlighted in this study. We see this as great learnings for SFOs in Malaysia and a chance to work with local regulators to build this niche industry in Malaysia.”
A hot topic among many families and their SFOs is the expanding definition of value and purpose beyond traditional performance indicators to encompass environmental, social and governance (ESG) criteria, and the impacts on human capital, communities, customers and stakeholders.
The study observes that 58 per cent of SFO respondents who monitor nonfinancial metrics to a significant extent also perform above their expectations, a higher proportion than those who don’t measure nonfinancial metrics.
SFOs are also facing increasing pressure to improve performance beyond traditional financial measures. Factors contributing to this pressure include the growing influence of Gen Z (34 per cent), actions by competitors (32 per cent) and the emergence of new regulation on nonfinancial and climate disclosure (28 per cent).
While most respondents (83 per cent) believe that tracking nonfinancial metrics does matter, only 30 per cent of SFO respondents currently have any significant measurement of performance beyond traditional financial metrics.
SFO respondents are taking action to pursue more diverse strategies and robust governance frameworks to help ensure their ambitions are being met.
One area of focus is social responsibility, with 44 per cent of SFO respondents now actively excluding investments that clash with their ethics and values, and the same percentage say they plan to make social or environmental investments over the next 12 months.
The study reveals that SFOs are concerned about several current regulatory issues. Fiftythree percent of respondents are worried about increasing requirements for global transparency and information exchange, the increasing complexity of cross-border tax compliance (48 per cent), and concerns around increased regulatory uncertainty in the wake of the Covid-19 pandemic (46 per cent).
With many family members traveling regularly across borders, 72 per cent of SFO respondents highlight concerns around the potential tax implications of remote working.
The study reveals that almost two-thirds of respondents are not confident that their tax operations are high performing, with respondents pointing to areas around processes, people, technology, cost management and risk monitoring.
Examining SFOs’ approach to digitalisation and security, the study reveals that almost three quarters of respondents have experienced a cyber breach in recent years.
Currently, 72 per cent do not have a cyber incident plan and 61 per cent do not have processes in place to detect IT breaches, which may leave them exposed to future attacks. Looking ahead, 81 per cent plan to take action, indicating that they will invest in three or more digital technologies over the next two years.
Another area covered in the survey is broader risk management. Currently, 49 per cent of SFO respondents are confident that they have the processes in place required to identify risks on the horizon, while 31 per cent acknowledge that decisions about risks facing their organisations are not taken at the highest levels.