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  • News - EY - Family businesses believe in the power of women in leadership - EY - Global
    the non family businesses worldwide the disparity would be even greater Carrie Hall EY Americas Family Business Leader says Family businesses may offer a path forward for all businesses seeking to achieve gender parity within their leadership ranks Our analysis of this data suggests that inherent traits of successful family businesses contributing to their long term success also create an environment that s more welcoming and conducive to the development of women leaders Supporting all women not just family The research shows that family businesses believe in the value of women in leadership overall including women non family members Companies in the survey averaged just over one woman family member in a leadership position but also averaged 3 5 women in the C suite who were not family members Additionally these businesses said they were grooming an average of four women for a top leadership position one family member and three non family members The overall impact of women in management The survey data also shows that having more women being groomed for the C suite correlates with a business having higher growth targets and emphasizing their focus on long term growth and sustainability of the business rather than short term performance goals such as meeting quarterly numbers Joe Astrachan PhD Professor of Management and Entrepreneurship Kennesaw State University says These findings can lead us to reasonably surmise that having women in leadership is good for long term sustainable growth And a focus on long term sustainable growth is a strategy that is a proven accelerator for women in leadership A formula for success The study uncovered three catalysts for women in leadership which many of the surveyed companies had in common Role models Family businesses that tend to have women in top leadership in the C suite and on the board offer role models to less senior women and clearly demonstrate that moving up the ranks and assuming leadership positions are possible Long term thinking Family businesses tend to think in very long time horizons This long term thinking and longevity contribute to the erosion of conscious and unconscious bias making space for women at the top Inclusive environment Family businesses balance the interests of the family with the needs of the business by emphasizing cohesiveness inclusiveness and commitment to the well being and wealth of the family and the family enterprise including non family employees People not just profits matter This is the kind of environment in which women thrive Peter Englisch EY Global and EMEIA Family Business Leader says Some of the largest longest lasting family businesses in the world are moving women farther and faster than their non family counterparts These businesses are the giants of the world economy employing vast numbers of people dominating industries and impacting local and global economies How they operate when it comes to valuing women leaders shows a different more enduring and sustainable path forward for business and for the world economy as a whole Future insights on survey topics

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-family-businesses-believe-in-the-power-of-women-in-leadership (2016-02-10)
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  • News - EY to acquire Integrc, further boosting its governance, risk and compliance consulting services - EY - Global
    its governance risk and compliance consulting services EY to acquire Integrc further boosting its governance risk and compliance consulting services London 18 June 2015 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share EY today signed a conditional agreement to acquire Integrc a privately owned leading provider of governance risk and compliance GRC services to companies that run SAP The acquisition expected to complete in August 1 subject to certain conditions being met will help cement EY s position as an industry leader in SAP GRC services by further enhancing its end to end offering from strategy to technology implementation Integrc s team of consultants based in the Netherlands UK India and the UAE specialize in the full lifecycle of GRC consultancy and support services including SAP GRC operations audit strategy and planning implementation operational control and fully managed services Upon closing the deal will help provide EY clients with new powerful propositions in the field of GRC and help them address big complex issues in this area Jonathan Blackmore EY Advisory Risk Leader Europe Middle East India and Africa says Integrc has unique and differentiating technology and industry insight and we look forward to welcoming their highly skilled people into EY when we complete Through our global alliance with SAP we already co create fit for purpose GRC technology solutions and advanced risk analytics capabilities With this acquisition we will be able to provide a world class set of solutions to help our clients GRC operations work better Acquisitions and alliances are an important part of EY s overall Vision 2020 growth strategy Over the last two years EY s Advisory business has made a series of targeted acquisitions to complement existing services and offerings This deal brings EY valuable GRC intellectual property assets and complementary advisory sector experience enabling EY to offer an enhanced GRC client offering in terms of both business strategy and technology implementation Martyn Proctor and Werner van Haelst Integrc s Joint Managing Directors said We ve inspired some of the world s leading and most responsible companies to break new ground with GRC With EY we now have the opportunity to do this on a much bigger stage Our SAP experience and innovative approach is a perfect fit with EY s trusted brand so this announcement is exciting news for customers The acquisition is expected to complete in August subject to certain conditions being met The terms of the deal were not disclosed ends Notes to Editors About EY EY is a global leader in assurance tax transaction and advisory services The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over We develop outstanding leaders who team to deliver on our promises to all of our stakeholders In so doing we play a critical role in building a better working world for our people for our clients and for our communities EY refers to the global organization and

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-to-acquire-integrc-further-boosting-its-governance-risk-compliance-consulting-services (2016-02-10)
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  • News - EY - Eurozone is experiencing its strongest period of growth since 2011 - EY - Global
    Eurozone Forecast EEF The forecast also predicts that the recovery will become more broad based with growth forecast at 1 6 in 2015 and then 1 9 for 2016 Businesses are preparing to invest with increasingly positive business surveys and loans data in recent months The EEF expects total investment to grow 1 1 in 2015 before accelerating to almost 3 in 2016 17 but then easing to 2 5 in 2018 19 This is well short of pre crisis rates of investment growth but since much of the latter was accounted for by housing a slower pace of capital accumulation need not necessarily imply lower future output growth Quantitative easing will help keep borrowing costs low for businesses governments and individuals in the Eurozone this year and next However the possibility of a Greek exit from the euro may continue to overshadow financial markets Tom Rogers Senior Economic Adviser to the EEF says Greece aside many of the clouds that have hung over the Eurozone have dispersed over the past 6 to 12 months and the economy has responded with faster growth and job creation Risks remain of course but cheap finance a weak euro and a steadily improving sense of household confidence are all factors that suggest business investment can start to rebound in the quarters ahead Mark Otty EY s Area Managing Partner for Europe Middle East India and Africa says Lower energy prices higher consumer spending a stronger labor market and a weaker euro are all contributing to a broad based recovery But despite the positive movement in consumer spending unemployment is high in much of the currency bloc The Eurozone business and political community have to work together to address this major challenge with the top priority of creating a better environment for young people Consumer spending faster than any year since 2006 In the second half of 2015 households will start to feel energy bills rising by 5 in 2016 in line with world oil prices taking a little steam out of consumer spending Nevertheless with more reliable labor market prospects EEF expects consumer spending to rise by 1 7 in 2015 and by 1 6 in 2016 up from just 1 in 2014 and well above the average of recent years In some countries such as Germany this is being driven by wage growth in tightening labor markets In others such as Italy consumers are spending their energy windfall on big ticket items such as cars and white goods encouraged by stabilizing employment markets Exports to regain momentum Depreciation has left the euro 7 weaker than at the start of 2015 and weaker still against the Sterling This has reinforced Eurozone competitiveness in key export markets as the dollar soars The EEF expects the euro to weaken to US 1 10 by the end of this year and about US 1 05 by the end of 2016 Exporters will also continue to benefit from the recovery in other advanced economies like the UK

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-eurozone-is-experiencing-its-strongest-period-of-growth-since-2011 (2016-02-10)
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  • News - EY - Oil price volatility highlights tax structure vulnerabilities of exporting countries - EY - Global
    Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Newsroom Oil price volatility highlights tax structure vulnerabilities of exporting countries Oil price volatility highlights tax structure vulnerabilities of exporting countries London 16 June 2015 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share Profit based taxation structures best positioned to withstand ongoing volatility New incentives adjustments to tax regimes required in current price environment Exporting countries around the world are reconsidering how they tax the oil and gas industry in the wake of ongoing oil price volatility according to EY s Global oil and gas tax guide 2015 launched today which summarizes the oil and gas corporate tax regimes in 84 countries Alexey Kondrashov EY Global Oil Gas Tax Leader says Over the last decade and especially in the last five years governments of exporting countries around the world have gradually introduced or adjusted their fiscal regimes to capitalize on the high oil price environment The dramatic oil price drop that started a year ago exposed the vulnerabilities of many of these tax structures and is forcing jurisdictions to focus on revising them Fiscal regimes in many countries involve taxation on a per barrel basis But taxing based on volume hasn t served exporting countries well amid oil price volatility Countries that tax profit are best positioned to withstand further dips in oil price Kondrashov says Many tax regimes include terms that automatically respond to oil price variations but even these are being stretched in the current price environment For projects to remain economically viable some countries will need to impose new incentives or make adjustments to existing tax regimes A number of jurisdictions have already begun adjusting fiscal terms For example Argentina the UK Colombia Kazakhstan and China have introduced important changes to their regimes to support and intensify investments Kondrashov says Tax regimes can t depend on a high oil price environment Governments must work with industry to create a regime with the flexibility to withstand price fluctuations and incentives to encourage investment regardless of price point A sustainable model is in reach ends Notes to Editors About the report The Global oil and gas tax guide summarizes the oil and gas corporate tax regimes in 84 countries and also provides a directory of EY oil and gas tax contacts The content is based on information current to 1 January 2015 unless otherwise indicated in the text of the chapter About EY EY is a global leader in assurance tax transaction and advisory services The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over We develop outstanding leaders

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-oil-price-volatility-highlights-tax-structure-vulnerabilities-exporting-countries (2016-02-10)
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  • News - EY - More than half of consumer products and retail companies expect to pursue acquisitions in the next 12 months - EY - Global
    percent plan to make an acquisition of up to US 250m in the next year while only 1 intend to allocate more than US 1b to M A This cautious approach is also reflected by deal pipeline expectation with 34 of CPR executives expecting the number of deals to decline over the next 12 months a significant about turn on October 2014 sentiment 6 Gregory J Stemler EY Global Consumer Products Transaction Advisory Services Leader says The Barometer points to increased optimism in the global economy and a growing appetite for M A But today intense cost scrutiny and efficiency are central tenets of corporate strategy Consumer products and retail companies in particular are extending caution in their M A planning by focusing on the lower middle market despite the trend toward a small number of big ticket acquisitions Shift to innovative investment to accommodate consumer trends CPR companies are also shifting the scope of business into new markets and services with 75 focusing on innovative investment In particular large food companies are responding to changing consumer preferences for healthier options and ingredient transparency This is reflected by EY s Consumer Products Deals Quarterly Q1 2015 which shows that companies are increasingly diversifying portfolios by embracing health and wellness Cost reduction and portfolio optimization remain key priorities As stagnant volume growth continues cost reduction and operational efficiency remain the focus for more than half of CPR executives 52 up from 36 in April 2014 Similarly 42 of respondents are elevating cost reduction and improving margins on the boardroom agenda Strategic portfolio optimization also remains a key priority for CPR companies as they seek to achieve the right balance for profitable growth Twenty percent of respondents expect to invest in new technologies to develop innovative products while 18 intend to change the mix of existing products Indeed 33 believe that challenges in setting up a sustainable and profitable growth strategy are the main obstacles to completing acquisitions Stemler says Achieving the right balance for profitable growth is still the main focus for the consumer products and retail sector Companies are seeking to create value and are pursuing mergers both to improve their bottom line by cutting costs and also to grow their top line in a low growth environment through portfolio optimization Enhancing existing markets rather than expansion More so than in other industries CPR companies primarily aim to enhance their share in existing markets rather than expanding into new geographic markets 44 of respondents According to the Barometer the UK China Australia India and the US are the top five destinations of choice for consumer products investors China and India remain the emerging markets of choice for many executives driven by relatively strong growth and great market potential View the report online at http www ey com ccb Follow us on Twitter EY Press Ends Notes to Editors About EY EY is a global leader in assurance tax transaction and advisory services The insights and quality services we deliver help

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-more-than-half-of-consumer-products-and-retail-companies-expect-to-pursue-acquisitions-in-the-next-12-months (2016-02-10)
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  • News - EY - Global biotech industry continues to sizzle as market capitalization surpasses US$1 trillion - EY - Global
    second year in a row that R D spending outpaced the sector s revenue growth adjusted for the skewing factors mentioned above and smaller companies in both the US and Europe drove the uptick Fundraising sets records Biotech companies in the US and Europe raised US 54 3b in 2014 a whopping 72 increase from the strong funding results achieved in 2013 Companies raised a record US 28 3b in non debt financing driven by the booming market for IPOs and follow on offerings Innovation capital defined as the amount of equity capital raised by companies with less than US 500m in revenues and a key metric of the sustainability of earlier stage biotechnology companies hit an all time high of US 27 6b That amount represents a 120 increase from the annual average achieved from 2009 2012 Venture financing reaches near record US and European companies raised US 7 6b in venture capital a 28 increase from the prior year and just shy of the all time record of US 7 9b raised in 2007 In a positive sign for innovation companies raising early stage rounds captured US 1 8b the greatest amount in at least the last decade A wide open IPO window A record breaking 94 US and European biotech companies went public in 2014 shattering the previous record of 79 IPOs in 2000 The US 6 8b raised from these IPOs is the second highest total in the industry s history surpassed only by the US 7 8b raised during the genomic bubble of 2000 The IPO window which began in 2013 remained strong for eight consecutive quarters another new record Drug approvals surge Efforts by the U S Food and Drug Administration FDA to get differentiated medicines to market contributed to 41 product approvals in 2014 up from the 27 approvals in 2013 More than three quarters of these 2014 approvals were on first filings Mergers and acquisitions M A skyrocket M A activity in 2014 reached a 10 year high in deal volume as pharmaceutical companies increased their buying activity There were 68 biotechnology M A deals with a total value of US 49b in 2014 2014 was also the most lucrative time in at least the last eight years for biotechs to enter alliances As a percentage of total deal value up front payments reached 11 while the total dollars paid up front soared 96 to US 5 1b For all its successes the sector has some significant challenges ahead A number of mature biotech companies may face additional headwinds says Jeffrey Greene EY s Global Life Sciences Transactions Advisory Services Leader As firms deal with pricing pressures and increased competition including from biosimilars they will need new sources of growth Achieving such growth through deals and acquisitions will likely be more costly and challenging Today s M A landscape is clearly a seller s market Assets that could tangibly affect a buyer s financial performance are scarce and they will command premium

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-EY-global-biotech-industry-continues-to-sizzle-market-capitalization-surpasses-one-trillion-dollars (2016-02-10)
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  • News - Marketers should use data to build trust with customers says report by EY and Forbes Insights - EY - Global
    customer touch point This is according to a new report by EY and Forbes Insights Building Trusted Relationships Through Analytics and Experience which features insights from a survey of 301 US based executives from a variety of functions and several in depth interviews with leading marketing executives from a range of industries The report reveals that companies are realizing that their ultimate goal is building relationships and trust with customers They also know they need to leverage real time data and analytics to be predictive to know what customers want even before they do Key insights include 91 of CMOs feel that building trusted customer relationships is a significant focus of their departments strategic and competitive vision 87 of CMOs say their strategic vision includes the customer experience and they recognize that they need to embrace the latest data and analytics technologies in order to build credibility and long term relationships with customers Most CMOs struggle to understand where trust is eroded with customers and only half are able to address negative experiences at the customer touch point Less than a third 30 say with full confidence that their department or company has a full grasp of where in the customer life cycle the trust is breaking down Yet 38 of respondents strongly agree that they are leveraging analytics to understand where trust is being eroded in the experience life cycle Over the next two years 81 of CMOs say that data and analytics will be an important tool with which to build and measure trust And almost three quarters 73 of marketers say they use analytics to check if the brand promise is being kept throughout the customer s interaction with the company Most executives 51 believe that there is a significant opportunity in the use of analytics for customer insight and in expanding the use of external data sources Just 37 say they have the capability to use analytics to tailor communications and outreach to the customer This is a low number considering that many marketing executives see personalization as the next big trend in marketing Marketers at the executive level are collaborating more across various business units to manage and improve the customer experience Sixty seven percent of survey respondents agreed or strongly agreed that the customer experience requires collaboration outside of marketing By having a better grasp of data and analytics marketers may be able to take more control of the customer experience Woody Driggs EY s Global Advisory Leader Customer Practice says Companies understand that building relationships and trust are the ultimate goal Consumers have become more sophisticated Their expectations are higher they want a personalized experience and they want two way communication Companies need to leverage real time data and analytics to enable them to be forward looking and predictive to know what the customer wants even before they do Bruce Rogers Chief Insights Officer at Forbes Media says Marketers and executives across the board continue to recognize the significance of data and analytics

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-marketers-should-use-data-to-build-trust-with-customers-report-by-ey-forbes-insights (2016-02-10)
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  • News - Patrick Flochel, EY's Global Pharmaceutical leader relocates to Tokyo to help expand organization's Asia presence - EY - Global
    Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Newsroom Patrick Flochel EY s Global Pharmaceutical Leader relocates to Tokyo to help expand organization s Asia presence Patrick Flochel EY s Global Pharmaceutical Leader relocates to Tokyo to help expand organization s Asia presence London 10 June 2015 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share Flochel will expand his role to focus on regional growth while maintaining his global leadership responsibilities Patrick Flochel EY s Global Pharmaceutical Leader has relocated to Tokyo from his previous base in Zurich Flochel who will maintain his global leadership role will expand his responsibilities to reflect the growing importance of the Asian market to the life sciences industry and its accelerating presence in Japan and across the region As Global Pharmaceutical Leader Flochel has been responsible for coordinating and supporting EY s relationships with pharmaceutical biotechnology and medical technology companies across markets developing and growing a network of professionals active in the sector and presenting EY s external point of view Yuichiro Munakata EY Japan Area Accounts Leader comments As Japan is the world s second largest pharmaceutical market we look forward to utilizing Patrick s proven experience to help expand EY s presence in the region and for his continued client support around the globe to address their critical business issues Patrick s experience as well as his knowledge of our global organization further strengthens EY s regional footprint Glen Giovannetti EY s Global Life Sciences Leader says Patrick will bring continuity to the role as we maintain our focus on growing the life sciences practice globally This is a particularly interesting and challenging time for pharmaceutical companies who are aggressively restructuring and adopting new patient centric business models in response to a rapidly changing market for their products Patrick s expanded role in the region will help us better address these areas and to increase our influence Flochel has had a 30 year career in auditing and consulting starting in 1979 in EY s Paris office and moving to Brussels in 1989 to lead its EU Policy and Regulation Team providing strategic advisory services to Fortune 500 companies in the industrial and financial sectors He joined the organization s Change Management practice in Paris in 1995 while setting up the French practice s marketing and communications department and later moved to London as Global Vice Chair for Business Development He has also served on various management and leadership positions at EY at Global and EMEIA levels Ends Notes to Editors About EY EY is a global leader in assurance tax transaction and advisory services The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over We develop outstanding leaders who team to deliver on our

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-patrick-flochel-eys-global-pharmaceutical-leader-relocates-to-tokyo (2016-02-10)
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