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  • EY appoints John Rudaizky as Brand and External Communications Leader - EY - Global
    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 EY appoints John Rudaizky as Brand and External Communications Leader Press release EY appoints John Rudaizky as Brand and External Communications Leader London 23 January 2014 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share EY is delighted to announce the appointment of John Rudaizky as Brand and External Communications Leader John joins EY as a partner from his team leader role across WPP companies where for nine years he has delivered multi disciplinary brand programs for global clients including two FTSE world class brand powerhouses Vodafone and GSK In this newly created role John will be instrumental in leading EY s efforts to achieve its ambition of having the world s best professional services brand Working alongside the global management team John will be responsible for building the EY brand worldwide through a program of accelerated brand investment Mark Weinberger EY Global Chairman and CEO said We have recently seen significant changes at EY with our new brand name logo and tagline demonstrating clearly and confidently who we are John joining EY underscores the importance of brand to our organization because of the unique role we play in helping to build trust and confidence in the capital markets Barbara Davies EY Brand Marketing and Communications Leader said John s appointment is fantastic news for EY John joins the team at an exciting time as we continue on our journey towards building the world s best professional services brand He brings a wealth of experience to the role and I look forward to working closely with him John Rudaizky EY Brand and External Communications Leader adds The opportunity to help drive the EY brand globally to the next level of success is an exciting new challenge EY has a profound impact in the world business ecosystem with brand now being put at the center of the business 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 may refer to one or more of the member firms of Ernst Young Global Limited each of which is a separate legal entity Ernst Young Global Limited a UK company limited by guarantee does not provide services to clients

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-EY-appoints-John-Rudaizky-as-Brand-and-External-Communications-Leader (2016-02-10)
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  • EY - Foreign companies in India to expand presence - EY - Global
    indicates that of the respondents who are not planning any investment in India 61 6 do not have any short term overseas expansion plans According to the survey India remains one of the top global destinations for FDI on account of its local labor cost domestic market and availability of educated workforce Rajiv Memani Country Managing Partner at EY India and EY Global Chair of Emerging Markets comments In the short term we would see the investors consolidating their existing presence in India 2014 will be decisive for new players as the election results come in and expectations are formed in terms of sustaining the pace of reforms and deregulation Investors are considering India for both their services and manufacturing supply chain but for investments to materialize the environment must be more enabling and measures on other competitive issues including currency stability and ease of doing business must be implemented The survey highlights that while India captures investor attention it is increasingly facing competition from new markets China remains India s main competitor for FDI as both economies are strongly competing to obtain greater share of world trade and investment However new destinations such as Indonesia the Philippines and Vietnam are also emerging as competitors The Philippines is competing with India in the outsourcing industry whereas Indonesia and Vietnam are also gaining significance due to their huge domestic market The long term outlook for India is also positive with investors expecting the country to be among the world s top three growth economies and among top three manufacturing destination by 2020 TMT to remain most attractive sector for future TMT Technology Media and Telecoms was the most attractive sector to investors from 2007 to 2012 with a 21 6 share of projects followed by industrial with 16 6 and business services with 11 4 While TMT will remain the leading sector investors expect industrials retail automotive life sciences and consumer products sectors to become more attractive in the next two years The industrial sector is also likely to grow in importance in the same time period which is in line with the sentiment from survey respondents indicating that India will be among the three leading destinations for manufacturing by 2020 The supply of a large skilled workforce an emerging supply base access to natural resources and government initiatives will all play a significant role in driving the momentum of India s manufacturing sector However between 2007 and 2012 services accounted for 52 of FDI projects while manufacturing accounted for 31 In 2012 the service activity s share increased to 61 but manufacturing declined to 24 Issues such as poor infrastructure land acquisition regulatory hurdles and the slow pace of reforms have hampered manufacturing projects Despite low project numbers manufacturing leads FDI in job creation and total capital inflows India priority market for Middle Eastern investors The US remains the top investor in India Between 2007 and 2012 the US established 1 505 projects worth US 64 2b Although investment from

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-Foreign-companies-in-India-to-expand-presence (2016-02-10)
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  • EY - Rapid-growth markets provide opportunities for global insurers - EY - Global
    shifting insurance landscape in rapid growth markets report China will continue to play an dominant role in driving premium growth in international markets but new emergers such as Mexico Thailand Colombia and Indonesia are offering valuable long term opportunities The report features a risk opportunity matrix ranking 21 rapid growth markets in terms of their future prospects for insurers based on projected economic and premium growth until 2020 financial stability regulatory change macroeconomic volatility liquidity risk and other factors Opportunities for global expansion into new markets represent a powerful force accelerating the growth in insurance premiums today especially as economic performance languishes in much of the developed world Shaun Crawford EY s Global Insurance Leader comments The overall contribution of rapid growth markets to insurance premium growth will continue to be very significant Some of the larger economies such as Brazil Russia India and China appear to have entered a period of slower growth but they continue to possess high long term potential And new waves of market liberalization and rapid consumer adoption of new technologies are opening additional markets such as Mexico and Thailand to non domestic firms However each market has its own distinct risk profile Insurers will need to model the risks across all the geographies to clearly evaluate the drivers for growth and pick their targets carefully High growth low risk According to the matrix China Mexico and Thailand will offer the best risk versus opportunity potential for insurers between now and 2020 China despite a recent modest slowdown continues to boast extraordinary income growth that spurs auto and home ownership In addition an aging population will drive the development of life and health markets However while some regulatory restrictions have been relaxed market entry remains difficult for foreign firms Mexico has also undergone a period of extensive liberalization opening its market to foreign insurers On some measures Mexico is the most open insurance market in the study Yet the pace and unpredictability of regulatory change can be risky for investors Thailand offers intriguing near term growth potential with modest risk but unlike other markets such as Malaysia and UAE which also fall into this category Thailand s future growth prospects are also strong Malaysia and the UAE are both Islamic nations where rising incomes a sustained construction boom and the increased adoption of sharia compliant insurance products are creating new opportunities but both markets are fairly small and so insurers are going to need to look elsewhere for rapid growth High growth higher risk Brazil and India remain important opportunities given the size of the markets despite recent slowing growth India is second only to China in terms of absolute forecast growth in insurance premiums Yet the regulatory environment has proved extremely challenging for investors In addition a large current account deficit and reliance on portfolio capital inflows elevate liquidity risks Brazil is third behind China and India in terms of market size Following a program of liberalization Brazil is the most accessible of the

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-New-wave-of-rapid-growth-markets-provide-significant (2016-02-10)
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  • EY - Private equity CFOs play expanded role in facilitating growth - EY - Global
    and five years out PEs that have withstood the financial crisis will continue to flourish With 80 of firms surveyed having raised capital in the last four years CFOs are bullish about future investment opportunities They are also looking to raise additional capital in the next few years We were encouraged to learn that most CFOs feel that the most difficult times are behind them commented Arleen Buckley Director of US Conferences at PEI And that while uncertainties loom with respect to regulation and compliance across various jurisdictions CFOs feel they have the knowledge and power to be an effective partner in the stewardship of their firms Key findings from the survey include Regulation and compliance remain a key concern For 45 of CFOs regulation and compliance is at the top of the list of their concerns for 2014 They also cited the increased regulatory demands have put a strain on their firm s resources and have limited their ability to focus on key priorities Forty percent of respondents said that regulatory issues hinder their ability to oversee operational efficiency As a result of regulatory changes 83 of CFOs expect to see an increase in costs Improving operational efficiency while adding limited headcount With regard to headcount for performing functions such as fund accounting investor relations tax technology valuation and human resources CFOs said they plan to hire fewer professionals in the next few years In areas where they plan to hire CFOs are looking for talent with specialized competencies such as fund accounting 26 investor relations 24 compliance risk management 17 and portfolio analytics 17 More than two thirds of the firms 72 said they currently outsource or expect to outsource technology functions while 66 say they already outsource tax functions Scott Zimmerman EY s Private Equity Assurance leader Americas says As regulatory and investor demands continue to grow CFOs are tasked with doing more with less and using innovative thinking to ensure operations are running effortlessly and creating opportunities that allow their firms to stay competitive in the industry CFOs highly involved in valuation and financial reporting In addition to managing increased regulatory demands firms are also looking to CFOs to enhance their valuation process through developing and implementing formalized policies and procedures Of the firms surveyed 65 have valuation committees with 72 of CFOs highly involved in the valuation process More than three quarters of firms currently validate portfolio company operating results through discussions with the investment teams or through comparison of board materials with management but may look to an automated solution in order to save time and costs When participants were asked to describe their firms current practices for disclosing information contained in quarterly financial statements they unanimously reported that a standard has not yet been developed In Asia 67 of CFOs reported that they do not include footnotes in their quarterly financial statements a practice that can often enable CFOs to alleviate one off requests from investors To gain perspective on CFOs key priorities

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Private-equity-CFO-play-expanded-role-in-facilitating-growth (2016-02-10)
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  • EY - Oil & Gas M&A outlook remains robust despite a decline in 2013 - EY - Global
    Upstream activity Normal M A drivers of portfolio and capital optimization helped upstream remain the most active segment with US 237b in announced transaction value from 1 009 deals in 2013 accounting for about 70 of the global totals of both value and number of deals North America continued to be the dominant region for upstream activity generating approximately 30 of upstream transaction value and about 53 of the global deal volume Nonetheless this was a slight decline in the region s relative importance with upstream deal activity in the US dropping as shale gas activity declined largely a victim of its own success in previous years Brogan comments As well as shale deals declining 2013 also saw uncertainty over the future oil and gas price trajectories increase in prominence which probably acted to defer a significant number of transactions As a result the inventory of assets either officially or unofficially on the market has reached historically high levels Downstream activity Transaction values and deal volumes in the downstream segment were down sharply in 2013 with reported deal values totaling only about US 14b and only 109 deals In comparison segment values totaled US 47b in 2012 with almost 200 deals Ownership change in retail and refining in mature markets continued stemming from ongoing portfolio rebalance and capital allocation reviews Growing oil demand and refining capacity particularly in Asian markets supported a brighter picture for other markets albeit with relatively low transaction levels Brogan continues Storage facilities that deliver global connectivity and trading potential continue to attract acquirers with conversion of refining facilities also being considered particularly in markets with stagnant or declining oil demand such as in the US or Europe and surplus relatively inefficient refining capacity However capacity management has come increasingly to the fore in this market towards the end of 2013 Midstream activity In contrast to the other segments activity strengthened in the midstream segment in 2013 with reported deal values rising to more than US 70b compared with US 60b in 2012 but well below the US 88b seen in 2011 although the number of deals declined from 104 in 2012 to 90 in 2013 With its vibrant and tax advantaged Master Limited Partnership MLP sub segment that relies on acquisition activity to grow North America accounted for about 71 of all midstream transaction activity and reported deal values As Brogan explains We do however expect midstream activity levels to continue to increase outside of North America as infrastructure ownership further disaggregates from upstream assets driven by capital allocation and regulatory factors Indeed we expect the deployment of infrastructure fund capital into the parts of the sector where stable returns can be structured to be a global trend for as long as monetary policy restricts the availability of alternative low risk assets Oilfield services After a strong year in 2012 activity in the oilfield services OFS segment struggled in 2013 with reported deal values declining by almost 50 to about US 15b and the number

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-Oil-Gas-M-A-outlook-remains-robust-despite-a-decline-in-2013 (2016-02-10)
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  • EY- A third of global businesses are planning a sale in two years - EY - Global
    EY s Global Vice Chair Transaction Advisory Services says Divestments are now a fundamental part of business strategy selling is becoming as great a focus for many CEOs as buying with strategic divestments and capital redeployment offering a route to value and growth The pace of innovation changing purchasing patterns and the return of modest growth to the global economy means business leaders will need to more regularly re assess their portfolios and strategic goals to maximize their growth Selling while often leading to a short term dip in the top line can lead to longer term growth as capital is redeployed into higher growth core activities expanding into new markets or developing new products Paying the price With 80 of executives open to offers even for prized assets a 30 premium on a fair price will bring half to the deal table Higher prices will be needed to lure the trophy from the cabinet for others and contrary to the old adage not everyone has a price 20 of executives say they would not sell a valued asset for any premium Mrs McCrostie continues Business leaders are revealing what premiums to a fair price would bring them to the deal table to sell prized assets At a time when we see renewed focus on deals following years of historically low M A activity these insights into price expectations will be interesting reading for potential buyers Selling is big deal for some sectors As with all aspects of M A different factors drive divestment activity across industries Life Sciences should be the most active divesting sector with 41 expecting to sell in the next two years the main reason being regulatory change The key driver for divestments in Consumer Products is off trend product 58 followed by 44 who said reduced demand or market share would make them consider divesting In the fast moving Tech sector half of executives said the biggest trend prompting them to consider divestments is big data and analytics developments followed by cloud innovations and mobile as companies re evaluate their core business and competitive positions Extracting value leading practices proven to deliver More than half of respondents have divested an asset in the past two years The vast majority of those 80 that pursued a strategic rather than opportunistic approach to a sale saw a positive impact on their valuation as a result half of those experienced greater benefits than anticipated compared to only a fifth of companies 12 months ago However even though a third plan a divestment further opportunities to fully optimize value remain Half the respondents don t conduct regular portfolio reviews to assess new growth opportunities Only 41 undertook a strategic portfolio review to drive their last divestment 52 said their executive board was involved in setting portfolio review goals McCrostie comments Businesses extracting the most value from divestments regularly redefine their strategic core business and determine whether to invest acquire or divest The survey clearly finds better stakeholder returns are

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-a-third-of-global-businesses-are-planning-a-sale-in-two-years (2016-02-10)
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  • EY - Strong performance predicted for global lodging industry in 2014 - EY - Global
    2014 according to latest EY report New York and London 15 January 2014 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share Look for transaction activity and even development to pick up across the board as investors seek out new opportunities in the global hospitality sector over the next 12 months according to EY s Global Hospitality Insights Top Thoughts for 2014 released today Following years of a slow and stubborn recovery and constrained capital budgets the global hospitality sector witnessed a strong appetite for growth in 2013 a trend that is set to continue and pick up pace in 2014 Global Hospitality Insights follows 13 key trends expected to have major impacts on the hotel sector in 2014 and anticipates strengthening fundamentals providing a basis for solid financial performance in 2014 Most importantly hotel companies are finding greater access to a variety of debt and equity capital sources across both public and private platforms making further expansion possible In general we expect 2014 to be a signature year for the hotel industry says Michael Fishbin New York based head of EY s Global Hospitality practice EY is anticipating more markets and industry segments will see rising average daily room rates and occupancy next year which in turn will strengthen fundamentals and prompt higher per key prices for hotel acquisitions especially in popular gateway cities but also increasingly in secondary hotel markets Accelerating capital markets With little new hotel development and few transactions in the last five years investors globally have amassed an appetite and capital for new deals leading to an increase in capital markets activity and heightened cross border capital flows Seeking high quality investments in stable markets Asian investors dominated global hotel transactions in 2013 and look set to repeat their high level of activity in 2014 Chinese and Singaporean investors combined are forecasted to account for over 60 percent of the total capital invested in hospitality outside Asia Development opportunities Among global investment opportunities development is attracting attention with developers focused on serving current and projected customer demand in areas such as select service hotels all inclusive resorts and alternative lodging products such as hostels And while development activity is rising in many markets around the world particularly gateway cities developers operating in Asia and sub Saharan Africa are among the primary beneficiaries of increased access to debt and equity capital In sub Saharan Africa Ghana Nigeria and coastal Tanzania in addition to South Africa all are witnessing significant hotel development Yet while hotel investors and operators are growing in confidence long standing risks particularly in respect of widespread energy and transportation infrastructure problems continue to temper their perspective of the region Changing guest demographics The growing worldwide spend of just two groups millennials and Chinese travelers is expected to drive a strongly performing global hospitality sector over the next several years Millennials influence over the business travel spend they are a third of the market and projected to be half of

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-strong-performance-predicted-for-global-lodging-industry-in-2014 (2016-02-10)
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  • EY - Big pharma's need to tap M&A for growth - EY - Global
    when compared to competitors in big biotech and specialty pharma These and other findings were released today in the 2014 issue of EY s Firepower and Growth Gap report The shifting balance of firepower New EY report finds pharma s M A capacity up 15 but down more than 20 when adjusted for higher asset prices With strong shareholder returns and robust pipelines at a few companies big pharma was largely absent from M A in 2013 said Glen Giovannetti EY s Global Life Sciences Leader As they face significant growth challenges ahead pharma companies will need to become more acquisitive but the growing strengths of big biotech and emerging pharma are leading to both increased competition for deals and more expensive targets Key findings highlighted in the report include Pharma s growth gap remains The projected 2015 growth gap for big pharma the additional revenue needed to keep pace with the overall drug market remained essentially unchanged at US 100 billion The inability of big pharma to close this growth gap was due to both a lack of significant M A and slowing sales with revised third quarter guidance indicating that aggregate 2013 sales are expected to decline by about 1 Pharma s firepower increases EY s Firepower Index revealed that big pharma s firepower increased by nearly US 100 billion or 15 in 2013 This increase was almost entirely driven by rising equity market valuations which accounted for more than 90 of the increase The balance of firepower is shifting Despite an increase in overall firepower big pharma s share when compared to big biotech and specialty pharma has fallen significantly from 85 in 2006 to 75 in 2012 and 70 in 2013 In addition as valuations of big biotech and specialty pharma companies outpace those of big pharma the relative firepower of big pharma i e adjusted for higher target prices has actually declined by more than 20 over the last year These shifts should heighten the competition for deals in 2014 Big biotech and specialty pharma have already proven to be significant competitors for assets with these sectors accounting for more than 80 of M A activity by announced deal values in 2013 Implications for 2014 and beyond The shifting balance of firepower report identifies several factors and considerations likely to affect M A in 2014 and beyond Acquisitions to hedge pipeline disappointments seen as likely Among the likely big pharma acquirers in 2014 will be those with growth gaps who decide to hedge potential disappointments in product launches and R D Divestitures to pursue growth targets may be seen Given the rise in target valuations some big pharma companies may turn to divestitures to boost firepower in 2014 EY estimates that approximately 12 divestitures by big pharma principally from non core businesses could be worth up to US 100 billion in incremental firepower that could be redeployed for M A Use it or lose it For companies whose firepower is expected to remain the same

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/EY-News-Big-pharma-need-to-tap-M-and-A-for-growth (2016-02-10)
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