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  • EY Webcast | New revenue recognition standard for health care entities - EY - Global
    Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling 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 Insights EY Webcast New revenue recognition standard for health care entities EY Accounting Technical Webcast New revenue recognition standard for health care entities Hosted by EY s Health Care sector Options Overview General FAQ CPE FAQ Thought Center home Share Register Watch Live Watch On Demand How will the new revenue recognition standards affect health care entities The FASB and the IASB have issued new converged standards for recognizing revenue under US GAAP and IFRS Views on implementation

    Original URL path: http://www.ey.com/GL/en/Issues/webcast_2014-12-19-1700_new-revenue-recognition-standard-for-health-care-entities (2016-02-10)
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  • New horizons: health care industry report 2014 - Prelude - EY - United States
    The EY difference Your role here Your development Life at EY Joining EY Experienced Advisory Assurance Tax Transactions Industries Support Services The EY difference Your development Life at EY Joining EY Alumni Home Industries United States sectors Health Care New horizons health care industry report 2014 New horizons health care industry report 2014 Voyage to value Inside Prelude Value and viability Chapter 1 Value in payment Chapter 2 Value in delivery Chapter 3 Value in information technology Chapter 4 Value in compliance Chapter 5 Value in transactions Chapter 6 Value in measurement Share Prelude Value and viability Setting sail The demand to derive greater value from health care producing the best patient outcomes at the lowest cost is pervasive and urgent Compared with the rest of the world the US spends the most money for health care Yet our overall health is not improving especially within the most costly patient populations those with chronic diseases To close the value gap the health care industry today has set sail on a new course Since passage in 2010 of the Patient Protection and Affordable Care Act ACA where the term value appears prominently the pursuit of value based care has rapidly emerged in industry and policy discussions The ultimate goal on the voyage to value is to create an economically sustainable approach to how care is delivered and how it is paid for Advocates maintain that costs can best be controlled by re engineering care delivery and rewarding improved value keeping people healthy using medical interventions appropriately and preventing and managing the chronic illnesses that consume a large part of our health care dollars In the consumer world value is a familiar concept Consumers tend to equate good value with products of the highest quality for the lowest price When applied to health care however value is more complex as the consumer from patients and providers to payers and purchasers and the product patient outcomes can vary widely According to the Institute of Medicine IOM an organization that has studied the issue closely value is in the eye of the beholder representing different things to different stakeholders For health care providers value hinges on making decisions based on appropriateness of care For payers it means using evidence based interventions and paying based on outcomes For employers value is keeping workers and their families healthy and more productive at lower costs For patients value is having a high quality relationship with care providers meeting personal health goals and being assured that out of pocket payments are targeted to these goals Reconciling stakeholder perspectives in a way that creates value for all is a challenge requiring thoughtful discussion diligent focus and unified action Driven by the value challenge industry stakeholders are pursuing a variety of strategies Health care providers are embracing payer incentives to deliver high value care through such models as pay for performance bundled payments global fees and financial risk sharing within accountable care organizations ACOs Payers are finding new ways to

    Original URL path: http://www.ey.com/US/en/Industries/United-States-sectors/Health-Care/ey-new-horizons-health-care-industry-report-2014-prelude (2016-02-10)
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  • EY - Health - EY - Global
    the globe is embarking on a once in a lifetime transformation the move to Health 2 0 the consumer centric outcomes driven prevention focused future of health care There are two catalysts for this shift First with aging populations and emerging market growth chronic disease is becoming a global epidemic and driving health care cost inflation to unsustainable levels To tame costs payers and governments are realigning incentives around value and outcomes At the same time health is finally entering the digital age unlocking information empowering patients enabling real time analytics and bringing much needed focus on prevention Yet just as technology creates opportunities for health care organizations it also presents threats as new entrants disrupt the competitive landscape These changes require patients payers providers governments and life sciences companies everyone within the health ecosystem to think differently about health care as we know it Collaborative approaches will be needed to create sustainable health care systems that deliver high quality care while being efficient and cost effective How EY can help you At EY we re playing our part We work collaboratively with a wide range of organizations from governmental departments of health and public sector service providers and payers to health insurers and private sector providers Our global health practice works with organizations to manage costs and improve efficiency We help deliver digital health solutions and use big data and analytics to improve health services management and as a result health outcomes We collaborate to transform health care delivery and we help develop new business models so that our clients can better compete in a rapidly changing world Our Health Reimagined initiative brings together our professionals from multiple sectors health life sciences technology telecommunications consumer products and more to develop cross sector perspectives and solutions for Health 2 0 Our diverse teams include former chief executives of departments of health clinicians provider executives health strategy and policy advisers and service and program managers Across our network we offer clients access to international panels of recognized experts in health which facilitates innovation decision making and speed of execution We offer services to clients from across the health spectrum From audit and assurance to tax and regulatory compliance to risk and internal audit to IT advisory and cybersecurity to strategy we help organizations navigate an increasingly complex health landscape In addition to these core services we bring some of our best thinkers from across our service areas to help clients solve some of today s most pressing issues Operating efficiently US health care s share of the GDP will increase from 17 in 2012 to 23 in 2023 Europe 13 of adults in France and 6 in the UK have trouble paying their medical bills India health care costs are the leading cause of poverty Globally hospitals are only using approximately 60 of their available capacity Health care systems across the world are under enormous pressure to reduce skyrocketing costs At the same time they are being asked to expand access

    Original URL path: http://www.ey.com/GL/en/Industries/Health/EY-health-care?id=CON-STHR-9YUQZA (2016-02-10)
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  • EY - Health contacts - EY - Global
    rising Global marketplace Health reimagined Resourceful planet Urban world Industries Automotive Transportation Consumer Products Retail Financial Services Wealth Asset Management Banking Capital Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling 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 Industries Health Contacts Health Share Contacts Global Health Sector Leader Jacques Mulder Contact 1 212 773 1499 Global Health Advisory Leader Jim Costanzo Contact 1 313 628 7105 Global Health Assurance Leader David Copley Contact 1 949 437 0250 Global Health TAS Leader Gregg Slager Contact 1 212 773 8041

    Original URL path: http://www.ey.com/GL/en/Industries/Health/EY-health-care-contacts (2016-02-10)
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  • News - EY launches new approach to global solutions for the future of health care - EY - Global
    down and adopt new technologies driving them to seek more viable approaches including incentives that emphasize value Compared to other industries health care has been slow to embrace the digital age Yet just as technology creates opportunities for health care organizations it also presents threats as new entrants disrupt the market This pace of change is only going to increase across the industry Collaborative approaches will be needed to create sustainable health care systems that deliver high quality care while being efficient and cost effective Guiding organizations to Health 2 0 Health care systems across the world are under enormous pressure to reduce skyrocketing costs At the same time they are being asked to improve service delivery and health outcomes expand access and also integrate the latest technologies seamlessly To respond to these and other future demands in this new landscape EY s health consultancy practice will utilize its internationally recognized industry professionals to facilitate innovation decision making and speed of execution to help its clients successfully navigate this new terrain EY s health consultancy practice provides core services including Operating efficiently Through cost and workforce optimization EY helps its clients streamline operational processes and reduce inefficiencies It advises payers and providers on transforming their IT systems to enable strategies aligned to digital solutions and data protection EY also helps organizations across the health spectrum use big data and analytics to measure outcomes and develop value based incentives Digital EY advises its clients to devise business strategies and create new business models that are built for a digital world It helps organizations make sense of its data collection through the use of powerful analytics data capture and integration IT systems and architecture transformations cloud computing and cyber security Working with highly respected technology and telecommunications providers EY develops mHealth applications to empower patients who are dealing with chronic conditions in their everyday lives Wellness EY helps health insurers re orient the customer relationship as a long term partnership rather than a short term transaction This involves reevaluating customer behaviors deploying mHealth technologies and data analytics and building consortia to combine different skills EY s work in mHealth also empowers providers and patients to focus on prevention and manage diseases in real time to help ensure more long term wellness in patients Uschi Schreiber Global Vice Chair for Markets at EY says The health care industry is undergoing an once in a lifetime transformation Aging populations and spiraling costs mean that health systems and organizations need to find new ways to operate more efficiently The industry must evolve and adapt to these new megatrends especially with the huge demand for digital health care The industry s transformation is also accentuated by disruptive new entrants from the technology consumer products life sciences and insurance sectors EY s health consultancy practice leadership Mulder will oversee a worldwide team of more than 4 000 professionals focused on health care across the world These practitioners come from a range of backgrounds including chief executives of

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/news-ey-launches-new-global-solutions-for-future-of-health-care (2016-02-10)
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  • EY - Health reimagined - EY - Global
    Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling 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 Industries Health EY Health reimagined Share Health care is being disrupted Cost inflation has become unsustainable driving health care systems and payers to seek new approaches including incentives that emphasize value These cost pressures are exacerbated by changing demographics rising incomes in emerging markets and an imminent chronic disease epidemic The rapid rise of digital health mobile health big data and analytics is enabling real time cost effective interventions Companies beyond health care are entering the fray providing new sources of competition and collaboration These trends are driving an entirely different approach moving beyond the delivery of health care by traditional health care companies in traditional ways i e sick care to the management of health by diverse sets of players with more focus on healthy behaviors prevention and real time care We are moving to Health 2 0 the consumer centric outcomes driven prevention focused and cross sector future of health care It s time to reimagine our approach to health EY s Health Reimagined initiative is our attempt to catalyze this shift in thinking What is Health Reimagined The issues we focus on and our approach to addressing them are guided by five basic principles 1 Over the horizon focus In business as in sport you need to go where the ball is going to be not where it has been Health Reimagined does just that We analyze long term disruptive trends and help our clients from start ups to multinationals align their business models with the future of health care rather than its past 2 Cross sector open innovation Health care is no longer just for health care companies Firms from technology telecommunications retail trade and other sectors are already entering the fray Health Reimagined breaks down barriers both within EY and in the industry to connect dots between health care challenges and creative approaches from other sectors 3 Co creation Health 2 0 requires creative collaboration and nobody has all the answers Health Reimagined reflects this reality We are partnering with health care entities patients providers payers governments through variety of forums and networks 4 Multi channel engagement We want to be wherever you are

    Original URL path: http://www.ey.com/GL/en/Industries/Health/EY-Health-Reimagined (2016-02-10)
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  • Reshaping portfolios to drive growth - EY - Global
    were among the most important methods used to assess business unit performance yet just 25 of respondents said they were very effective in this regard Importantly among the key drivers of divestment are several areas where predictive modeling can add significant value for example understanding the potential economic impact of regulatory or reimbursement changes understanding how patent expiration might affect margin or understanding the opportunity costs of keeping a business versus divesting it and using the proceeds for another Accelerate decision making A key challenge for life sciences companies is taking action on review findings This is in part because nearly half 45 say that the process is not considered a strategic imperative Many companies are paralyzed by internal conflicts of interest and reluctant to sell legacy projects despite new market realities e g availability of generics or other substitutes Findings need to be implemented quickly and decisively to stay ahead of competitors Narrow the portfolio to unlock value Nearly one third 32 of life sciences respondents intend to make a divestment over the next 12 months and a further 19 in the next two years When asked about the major reasons for narrowing their business portfolios more than half 54 said that they lacked sufficient capital to fund all viable opportunities suggesting businesses are being forced to make rigorous assessments about which businesses deserve their limited capital Another major divestment driver was regulatory or reimbursement changes making a business s economics unfavorable 46 However this represents a substantial decline from last year s survey in which regulatory or reimbursement changes were the top divestment driver named by 62 of businesses This reversal likely reflects positive sentiment resulting from more Food and Drug Administration approvals in the US 45 in 2015 was a record high as well as the Affordable Care Act which has had the net impact of more health care spending in the US with accelerating growth in 2015 and expectations for strong growth in 2016 Q From a life sciences perspective what are the major reasons you plan to narrow your company s business portfolio Think creatively about R D projects Although carve outs are a major focus for life sciences companies many appear to be less concerned with monetizing R D projects or seeking third party funding Nearly half of respondents 44 said they rarely looked at doing this Some executives consider R D too precious an asset to consider selling or sharing with outside parties and they would prefer to gain full upside from successes themselves This may make sense for core projects but many life sciences businesses may be spreading internal budgets too thinly Q What is your approach to monetizing R D projects or securing third party financing Think like private equity to create a separate entity Similar to private equity exits successful carve outs that achieve maximum value and speed are often those that can work as separate stand alone businesses with clear value creation capacity These not only create competitive tension

    Original URL path: http://www.ey.com/GL/en/Services/Transactions/Divestiture-Advisory-Services/EY-global-corporate-divestment-study-life-sciences (2016-02-10)
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  • EY - Capital Confidence Barometer, January 2016: Life Sciences | 13th edition - EY - Global
    Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling 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 Industries Life Sciences EY Capital Confidence Barometer January 2016 Life Sciences 13th edition Share Capital Confidence Barometer January 2016 Life Sciences 13th edition Life sciences industry accelerates growth Life sciences companies accelerate dealmaking as rising competitive intensity scarcity of transformativegrowth targets and greater access to financing fuel confidence in M A Bullish executives seek M A despite fierce competition In the 13th edition of the Capital Confidence Barometer our findings show life sciences companies continuing their focus on M A to reinvigorate growth and optimize portfolios In fact 85 of all respondents expect the M A market to continue to improve a new high from six months ago Deal intentions have also continued to increase with 57 of life sciences respondents indicating that they intend to actively pursue acquisitions in the next 12 months Life sciences executives are particularly bullish on the number and quality of acquisition opportunities as well as the likelihood of closing deals Accommodating capital markets combined with fierce competition for the most desirable targets have been pushing asset values higher though not enough to temper the mood of life sciences deal makers so far Rushed

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-capital-confidence-barometer-life-sciences-2016 (2016-02-10)
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