THE majority of the clients of any trust company operating in Asia are likely to have created the wealth themselves, rather than having inherited it, according to Mr Derek Andrew, managing director of Tyndall Trust International (Asia). ''In the Asian region, there will also probably be a second generation which is also actively involved in the wealth creation process,'' he said. A lot of the clients of trust companies in offshore jurisdictions in the West were no longer involved in the wealth creation process. ''They are really involved in maintenance of wealth or, to a certain extent, spending the money and enjoying life, rather than creating wealth in their own right,'' he said. Most of the clients of trust firms based in the Asian region are more interested in making money than in spending money. As a result of the clients' active involvement in wealth creation, they also tend to be more demanding of the trustees. ''They have a more hands-on approach; they are more aware of what the trustee is doing with their money or, if it is with an investment manager, what he is doing with their money. ''They are concerned with seeing the money working - in seeing the money grow. They are less concerned with absolute safety,'' he said. Here, in Hongkong, clients expect to get good returns for their money, and they actively compare one investment manager or one trustee with another. ''Even a reasonably wealthy person - say someone with more than US$100 million - will typically have two, or maybe three, trust relationships with private banks. ''He would be comparing performance and ease of administration and quality of service.'' This was a more common feature in this region, as the clients were more demanding than elsewhere. Trusts were established as vehicles for an investment account, rather than as vehicles for succession or administration. In Asia, Tyndall had between US$20 and $50 million under management. Most of the accounts were, typically, no more than a $1 million to US$1.5 million. Tyndall, which is a Hongkong registered trust company with international links, is basically an administrative organisation; it is not directly involved in the investment management process. ''We have accounts, either in trusts or companies, which are with large fund managers in Hongkong. We are administrators, not investment advisers,'' said Mr Andrew. ''We think it would be better to leave it to the professionals, or leave it to the client himself. A lot of people could achieve equal, if not better, results, if they paid a little bit of attention to it themselves.'' Mr Andrew, describing a typical scenario, said: ''If a client comes to us with $1 million, the first thing that we would normally recommend to him is that he give some thought to managing it himself. ''Most people who have made money in Southeast Asia are smart enough to manage their own money. And because they are looking after it themselves, they probably can get a better return than a professional money manager.'' But he admitted that, in practice, people preferred to leave the management of their trust funds to professionals, with only a small minority deciding to manage their money themselves. ''About 60 per cent of the money we administer is owned by clients outside of Asia and about 40 per cent comes from clients in this region. ''Some are invested purely in bank deposits, some in managed portfolios, and some in unit trusts. They, typically, follow the trend anywhere else, and the money is also spread between the US, Europe and Asia,'' Mr Andrew said. Mr Henry Cheung, chief representative of Bank Julius Baer, said: ''In Asia - unlike in Europe - [the wealth is relatively new] so the clients are less sophisticated. ''They do not separate private assets from their commercial assets. In Europe, clients place their personal assets with private banks and not commercial banks. They do not entrust their private and commercial banking needs with one banking group.'' Clients in Europe normally did this to ensure that, in the case of a bank collapse, all their assets were not endangered. However, in Asia the two relationships were frequently under one roof, as clients mixed their commercial and private banking relationships.