Noah Holdings ("Noah") and its subsidiary, Glory Family Heritage ("Glory"), have once again earned industry recognition for professional excellence and innovative service models.

Recently, at the Wealth APAC 2025 and the International Private & Family Wealth Management Awarding Ceremony , Noah Holdings was honored with the IPWM 2025 Best Wealth Management Performer HK China — Asset Management. At the same time, Glory Family Heritage received the IFWM 2025 China Family Office TOP50 and the Best Family Succession Service Award.

Launched by the Caice Think Tank in collaboration with Wealth Management magazine, and supported by the Shanghai Advanced Institute of Finance (SAIF) at Shanghai Jiao Tong University, these awards serve as a benchmark for wealth management institutions across the Asia-Pacific region and an authoritative recognition of professional innovation.

Noah's Professionalism: Resilience Tested by Complexity

In wealth management, the most meaningful accolades do not simply judge performance over a single period. Instead, they reflect an institution's ability to consistently deliver professional value in a long-term environment defined by uncertainty and complexity .

The recognition received by Noah and Glory reflects this standard. These awards do not highlight a single product, market, or year; they acknowledge the ability to provide stable, replicable, and forward-looking solutions across cycles and market conditions.

Through years of serving global Chinese families, Noah has developed a clear methodology — moving from a "point-to-point problem solving" approach to one of "systematic companionship." In this view, wealth management is no longer only about returns; it is a professional discipline centered on long-term structural design.

Family Legacy: Building a Wealth Architecture for Long-Term Stability

Michael Chen, Deputy General Manager of Glory Family Heritage & Chief Editor of Noah Holdings CIO Report

At this year's Asia-Pacific Wealth Forum, Noah shared its systematic insights on the long-term planning, organization, and governance of family wealth.

During a roundtable discussion, Michael Chen drew on extensive case studies and a global perspective to outline three core pillars of family wealth governance:

1.Asset Layer: Wealth management should align with the realities of the times, building an asset structure that supports sustainable participation in global growth.

2.Structure Layer: Establish a stable, workable framework using specialized tools and mechanisms to create a buffer against "unbearable risks."

3.Governance Layer: Family governance is more than just a set of rules; it carries values and legacy, ensuring assets remain a long-term source of cohesion across generations.

When discussing whether a family should establish its own family office, Michael Chen noted that the key issue is not the choice of model, but clarity of purpose. Families differ widely in their expectations for stable returns, risk control, intergenerational planning, and depth of involvement. No single model is inherently superior; success depends on fit with a family's actual needs. He observed that many families rush to build a family office before clearly defining their objectives, which can lead to frequent changes, staff turnover, and significantly higher management costs and uncertainty.

Drawing on a long-term service experience and international research, Michael Chen highlighted a commonly overlooked point: a family office an ongoing, systematic investment rather than a one-time setup. This is also a key message in the recently released Noah Holdings' H1 2026 CIO Report.

The report suggests that a mature, sustainable legacy strategy follows a clear sequence: first build the structure, then allocate the assets, and finally pursue growth. The core value of family legacy work is not a one-off service delivery, but helping a family build a wealth architecture that can consistently make sound decisions and operate steadily in an era of uncertainty.

If you are thinking about how wealth creation is changing in the age of AI, how to participate in global growth with the right tools, or how to build a resilient foundation for the next generation, we invite you to explore our latest findings.

Scan the QR code to access the full Noah Holdings' H1 2026 CIO Report.