On 8 October 2026 the Financial Supervisory Commission issued the “Directions for Banks Conducting Family Office Advisory Business,” effective immediately. Banks that have operated family-office services inside the Kaohsiung pilot for a minimum of one year may apply to expand outside the zone. Eleven institutions currently meet the threshold. The pilot itself (end-August data) comprised 17 banks, 239 clients and NT$107.4 billion in assets under management.
For allocators and private-wealth platforms the regulatory change is material on two levels. First, it removes the geographic restriction that previously confined formal family-office advisory to a single pilot zone. That constraint had limited both client reach and the ability of banks to build scalable talent and control frameworks. Second, the FSC has imposed a clear experience filter and case-by-case review of staffing, third-party arrangements and anti-money-laundering controls. The result is a controlled expansion path rather than an open invitation.
The eleven eligible banks are First Commercial Bank, Hua Nan Commercial Bank, Shanghai Commercial and Savings Bank, Taipei Fubon Commercial Bank, Cathay United Bank, Mega International Commercial Bank, Yuanta Commercial Bank, E.SUN Commercial Bank, CTBC Bank, UBS and Taiwan Cooperative Bank. Each must submit a detailed business plan covering pilot results, proposed additional service locations, staffing and resource allocation, service content, third-party collaboration models and client-eligibility standards. The FSC will review applications individually with particular attention to professional capacity.
Service scope is defined in three categories: integration of the bank’s existing investment, financing, trust and insurance offerings; direct advisory on family succession, governance and continuity planning; and collaboration with external legal and accounting professionals for multi-disciplinary support. Explicit requirements address conflict-of-interest management, information confidentiality, fee disclosure, anti-money-laundering controls and client data protection. These standards convert the pilot experience into a permanent regulatory baseline.
On 8 October 2026 the Financial Supervisory Commission issued the “Directions for Banks Conducting Family Office Advisory Business,” effective immediately. Banks that have operated family-office services inside the Kaohsiung pilot for a minimum of one year may apply to expand outside the zone. Eleven institutions currently meet the threshold. The pilot itself (end-August data) comprised 17 banks, 239 clients and NT$107.4 billion in assets under management. For allocators and private-wealth platforms the regulatory change is material on two levels. First, it removes the geographic restriction that previously confined formal family-office advisory to a single pilot zone. That constraint had limited both client reach and the ability of banks to build scalable talent and control frameworks. Second, the FSC has imposed a clear experience filter and case-by-case review of staffing, third-party arrangements and anti-money-laundering controls. The result is a controlled expansion path rather than an open invitation. The eleven eligible banks are First Commercial Bank, Hua Nan Commercial Bank, Shanghai Commercial and Savings Bank, Taipei Fubon Commercial Bank, Cathay United Bank, Mega International Commercial Bank, Yuanta Commercial Bank, E.SUN Commercial Bank, CTBC Bank, UBS and Taiwan Cooperative Bank. Each must submit a detailed business plan covering pilot results, proposed additional service locations, staffing and resource allocation, service content, third-party collaboration models and client-eligibility standards. The FSC will review applications individually with particular attention to professional capacity. Service scope is defined in three categories: integration of the bank’s existing investment, financing, trust and insurance offerings; direct advisory on family succession, governance and continuity planning; and collaboration with external legal and accounting professionals for multi-disciplinary support. Explicit requirements address conflict-of-interest management, information confidentiality, fee disclosure, anti-money-laundering controls and client data protection. These standards convert the pilot experience into a permanent regulatory baseline. The decision forms part of Taiwan’s broader policy objective of developing an Asian asset-management centre. By requiring demonstrated operational track record before geographic expansion, the FSC has prioritised controlled scaling over rapid proliferation. Banks that treat family-office advisory as a simple extension of high-asset product sales will struggle to meet the governance and capacity tests now required for expansion beyond Kaohsiung. When a regulator converts a successful pilot into a permanent, experience-gated regime, the allocation implication is capacity certainty rather than product novelty. The framework therefore supplies private banks, multi-family offices and the managers that serve them with a clearer map of where credible, regulated family-office capacity can be built in Taiwan over the next cycle. For asset owners and institutional allocators, the development reduces regulatory uncertainty around the intermediation of high-asset Taiwanese capital. For private banks already operating inside the pilot, the pathway to nationwide coverage is now defined. For those outside the eligible group, the one-year experience requirement sets a clear timeline and performance threshold. Capacity can expand, but only through institutions that have already demonstrated operational competence under regulatory scrutiny. That is the material change for decision-makers.
The decision forms part of Taiwan’s broader policy objective of developing an Asian asset-management centre. By requiring demonstrated operational track record before geographic expansion, the FSC has prioritised controlled scaling over rapid proliferation. Banks that treat family-office advisory as a simple extension of high-asset product sales will struggle to meet the governance and capacity tests now required for expansion beyond Kaohsiung.
When a regulator converts a successful pilot into a permanent, experience-gated regime, the allocation implication is capacity certainty rather than product novelty.
The framework therefore supplies private banks, multi-family offices and the managers that serve them with a clearer map of where credible, regulated family-office capacity can be built in Taiwan over the next cycle. For asset owners and institutional allocators, the development reduces regulatory uncertainty around the intermediation of high-asset Taiwanese capital. For private banks already operating inside the pilot, the pathway to nationwide coverage is now defined. For those outside the eligible group, the one-year experience requirement sets a clear timeline and performance threshold. Capacity can expand, but only through institutions that have already demonstrated operational competence under regulatory scrutiny. That is the material change for decision-makers.