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  • Real Estate Overview - EY - Global
    the horizon how will commercial real estate values be affected Economic cities wave of growth in Saudi Arabia The Kingdom of Saudi Arabia is investing heavily in real estate and infrastructure projects to resolve housing and employment challenges Explore the current trends Top ten thoughts for 2016 Trends in real estate private equity for 2016 How infrastructure builds economies communities Real Estate Hospitality Construction Capital Confidence Barometer Managing cyber security in real estate Hospitality trends 2015 Perspectives on risk 2015 REIT report Commercial property outlook in a rising rate environment Economic cities wave of growth in Saudi Arabia Real Estate Hospitality Construction Overview About our Real Estate Hospitality Construction services Advisory Assurance Tax Transactions Library Contacts Press Building your business future Today s real estate hospitality and construction companies must adopt new approaches to address regulatory requirements and financial risks while meeting the challenges of expanding globally and achieving sustainable growth Our Real Estate Hospitality Construction practice has the ability to mobilize a team of seasoned professionals to address complex and demanding challenges and provide seamless service on a global basis We can help move you forward Are you ready to break ground In working with you we draw on our industry knowledge and insight to help you strategically position yourself wherever you are in the world Let us help you better understand some of the key challenges facing the industry including Real estate IPOs With fewer financing options available companies increasingly are looking to IPOs to raise equity using the proceeds to refinance portfolios make new investments or to provide owners and investors with the opportunity to liquidate their holdings The IPO value journey We can help you evaluate your options and assist you throughout the entire process including working through the challenging accounting and tax issues Although the IPO event itself generally lasts 90 to 120 days the IPO value journey begins at least a year or two before the IPO and continues well beyond it Even when the financial climate is not ideal for fund raising it could be a good time to begin planning for an IPO while you wait for markets to settle The IPO journey is not easy but with the right people and careful planning real estate companies can navigate the long road from private to public ownership Related materials Visit EY s Global IPO Center of Excellence EY IPO leaders insights Europe Middle East India and Africa EY IPO leaders insights Get the most from your IPO Charting the right course Board governance for US IPO bound companies Regulatory and technical accounting changes Major regulatory and technical accounting changes are occurring in the US Europe and other geographies which has created a challenging environment for real estate hospitality and construction organizations These include the Dodd Frank Act the Alternative Investment Fund Managers Directive AIFMD and proposed accounting changes for leases and revenue recognition from the Financial Accounting Standards Board and International Accounting Standards Board We are committed to helping our clients understand

    Original URL path: http://www.ey.com/GL/en/Industries/Real-Estate/Real-Estate_Overview?id=CON-USDD-8Y2KRN (2016-02-10)
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  • EY IPO leaders insights - Welcome to EY’s IPO Leaders insights - EY - United Kingdom
    Effectiveness VAT GST and Other Sales Taxes Strategic Growth Markets Transactions About Transaction Advisory Services Divestiture Advisory Services Lead Advisory Restructuring Operational Transaction Services Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services China Overseas Investment Network Climate Change and Sustainability Services Family Business Services French Business Network Global Business Network Japan Business Services Pensions Russia and CIS Business Services Careers Students 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 Services Strategic Growth Markets Welcome Welcome IPO leaders insights overview With you all the way Welcome Making connections Strategic considerations Driving activity Listing as a family Selling privatizations Selling brands abroad Where to list Finding the right spot Choosing a junior market Listing in London Entering US markets Going public in Turkey Getting IPO ready Getting ready Making a statement Optimizing taxes Converting quickly Closing fast Growing apart Anticipating future risks Comforting thoughts IPO planning and plan B options Perfect planning Pulling it all together Getting the facts straight Covering both exits Digitizing diligence Alternative exits Videos Your contacts Share In EY IPO leaders insights our IPO leaders from across Europe the Middle East India and Africa EMEIA set out the key stages of the IPO journey from the decision to go public to the critical post IPO work needed for continued success For fast growing private companies an IPO can be an attractive route to raising capital and funding growth And while challenging market conditions will come and go companies that fully prepare will always be the best able to take advantage of open IPO windows Whether you have recently completed your IPO or are still in the process of preparing for

    Original URL path: http://www.ey.com/UK/en/Services/Strategic-Growth-Markets/EY-ipo-leaders-insights-demet-ozdemir (2016-02-10)
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  • EY IPO leaders insights - Get the most from your IPO - EY - United Kingdom
    to the critical post IPO work needed for continued success Making connections How can the EY IPO Leaders network help you Being present in each capital market we have strong networks to regulators investment banks and IPO intermediaries to build the right IPO team with you Interview with Martin Steinbach EY IPO Leader EMEIA and Head of IPO and Listing services GSA Watch video Closing fast How can you improve your pre IPO financial statement close process We have identified 10 tasks that will help the advance and fast closing of financial statements create a more cost efficient process and meet stakeholders expectations on financial data Interview with Ambrosio Arroyo Fernandez Rañada EY IPO Leader Spain Watch video Perfect planning What are the secrets to planning a successful IPO For successful pre and post IPO phases the management team needs to have a blend of capabilities and a high level of experience Interview with Mayur Pau EY IPO Leader Middle East and North Africa Watch video Share With you all the way At each stage no matter what your sector location or chosen market we have the knowledge experience and global reach to help you get the most from your IPO journey Welcome Demet Ozdemir Welcome to EY IPO leaders insights Have your recently completed your IPO or are still in the process of preparing for one Demet Ozdemir Strategic Growth Markets Leader for EMEIA Making connections Martin Steinbach Making connections How can the EY IPO leaders network help you Martin Steinbach IPO Leader EMEIA Head of IPO and Listing Services Germany Switzerland and Austria Strategic considerations There are different strategic considerations that may lead to the IPO decision What are your goals and motivations for going public Driving activity Franck Sebag Driving activity How are PE and VC changing the IPO environment Franck Sebag IPO Leader France Maghreb and Luxembourg Listing as a family Anil Menon Listing as a family What are the challenges of a family business IPO Anil Menon IPO Leader Middle East and North Africa Selling privatizations Gary Schweitzer Selling privatizations How can IPOs be used as a privatization strategy Gary Schweitzer IPO Leader CIS and Russia Selling brands abroad Paolo Aimino Selling brands abroad Why are global brands considering cross border listings Paolo Aimino IPO Leader Mediterranean Region and Italy Where to list Companies can choose from more than 100 stock exchanges and listing options worldwide How will you find out which is the best fit for your individual strategy Finding the right spot Martin Steinbach Finding the right spot How can companies ensure they select the right market for their IPOs Martin Steinbach IPO Leader EMEIA Head of IPO and Listing Services Germany Switzerland and Austria Choosing a junior market Sebastian Łyczba Choosing a junior market Why consider an alternative to the main markets Sebastian Łyczba IPO Leader Poland Listing in London Scott McCubbin Listing in London What are the key characteristics of a UK IPO Scott McCubbin IPO Leader UK and Ireland Entering

    Original URL path: http://www.ey.com/UK/en/Services/Strategic-Growth-Markets/EY-ipo-leaders-insights (2016-02-10)
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  • EY Charting the right course - EY - Global
    institutional and large investors A plan to meet those expectations is key to cultivating investors and analysts and is important to long term success in the markets As their influence in the boardroom has grown investors are challenging governance practices Many companies have made governance changes to demonstrate responsiveness with larger companies leading Specifically investors seek Independent board leadership Annual director elections Diversity and independence in board composition One share one vote We conducted extensive research into governance practices of companies in the Standard Poor s 500 index and companies that went public in the US and were included in the Russell 3000 in 2013 IPO companies generally have some distance to travel before attaining what investors consider governance maturity Companies that boast of strong financial performance or solid reputation can enjoy some leeway The not so good news is that financial results and reputations can change quickly That should give pause to both public companies and those looking to go public soon because sustaining valuation after the IPO is key A call to action When analysts and investors believe a company is well run with accountable and transparent governance they are more likely to give it the benefit of the doubt during a rough patch Investor expectations of corporate governance practices and transparency continue to rise and our research shows that governance practices are evolving accordingly To attract maximum long term investor support leading IPO bound companies should develop a plan to incorporate these expectations into their practices Independent board leadership Among S P 500 companies independent board leadership whether in the form of an independent chair or lead director has grown substantially recently In 2002 just 8 of S P 500 company boards had independent board leadership In 2013 71 did mostly in the form of independent lead directors who set board meeting agendas control the flow of information to the board and convene non management directors By contrast just over half of IPO companies have independent board leadership Director elections Large companies are moving away from classified boards in which directors are elected to staggered terms and from plurality voting in director elections where a director can be elected with the support of just one vote A classified board has traditionally formed part of companies defenses against hostile takeovers today the value of these measures in terms of takeover avoidance is discounted Instead large companies focus on demonstrating greater board accountability to investors And investors are now looking at smaller companies to adopt these measures Given the more concentrated holdings common at newly public companies these measures are relatively rare Among companies in the S P 500 87 have annual elections while 85 have majority voting Among 2013 IPO companies 25 had annual elections and 3 had majority voting Companies demonstrating plans regarding director elections and majority voting will likely fare better with investors Board composition As an IPO company s strategy shifts so will its board composition Investors want to know about the board s skills

    Original URL path: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/EY-charting-the-right-course-board-governance-for-us-ipo-bound-companies (2016-02-10)
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  • EY Webcast | The new revenue recognition standard: a closer look (3) - EY - 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 The new revenue recognition standard a closer look 3 EY IFRS webcast The new revenue recognition standard a closer look 3 A webcast series for IFRS preparers session 3 Options Overview General FAQ CPE FAQ Thought Center home Share Register Watch Live Watch On Demand We are offering this webcast twice in 24 hours Please register for the webcast that best suits your scheduling needs Please note that participants can earn CPE for only one event Viewers will not earn two or more CPE credits for participating in all events This webcast is timed for the European and Americas time zones Please see replay to register for the webcast scheduled for the Asia Pacific time zones Register for session 3 of our three part webcast series The new revenue recognition standard a closer look The webcast series includes a detailed discussion and a variety of examples for each step of the new revenue recognition model by our panel of subject matter professionals During the third webcast in this series we will cover the following topics Key implications and requirements of Recognising Revenue When or As the Entity Satisfies a Performance Obligation Step 5 of the new revenue recognition model Key requirements included within the application guidance on licenses of intellectual property including examples highlighting areas where questions have been raised Presentation and disclosure requirements highlighting areas that may require significant amounts of data and or judgments by management Other upcoming Revenue Recognition Standard webcasts 24 February Revenue Recognition Session 1 Click here to register 10 March Revenue Recognition Session 2 Click here to register NOTE The content in this series is consistent with the US Revenue series held in late 2014 It is recommended that you take either the US version or the IFRS version based on your engagement mix to avoid similar content The links for the US Revenue series follows Session 1 Click here to register Session 2 Click here to register Session 3 Click here to register Panelists Richard Crisp Ernst Young LLP UK Executive Director Richard is an executive director in our Financial Accounting Advisory Services in the UK Ireland practice where he assists clients on

    Original URL path: http://www.ey.com/GL/en/Issues/webcast_2015-03-31-1500_the-new-revenue-recognition-standard-a-closer-look-3 (2016-02-10)
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  • EY - Trends in real estate private equity 2015 - Introduction - EY - Global
    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 Real Estate Hospitality Construction Introduction Introduction Trends in real estate private equity Inside Introduction Fund administration Fundraising and M A Global deal flow tax and reporting Outlook Share The term disruption has come to signify off the charts seismic activity that is tearing down the old order Schools banks and retail shops are being disrupted by online classrooms mobile payment systems and consumer products that are now one click away Businesses are leasing less office space to reflect leaner more streamlined operations Retailers are looking for giant distribution centers to serve customers who expect convenient and immediate access to their products Millennials and baby boomers want live work play environments instead of suburbs with large yards and two car garages Even real estate investors have caused disruption in the fund space by demanding more and faster information about who is allocating their capital and where This Trends in Real

    Original URL path: http://www.ey.com/GL/en/Industries/Real-Estate/ey-trends-in-real-estate-private-equity-2015-introduction (2016-02-10)
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  • Industrial mash-ups: A disruptive new partnering form will accelerate innovation — again - EY - Global
    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 Technology Industrial mash ups Industrial mash ups A disruptive new partnering form will accelerate innovation again Inside Navigating the four themes of technology disruption Stack to solution Hunting for technology s hidden gems Multifaceted security preparing your cyber offense Industrial mash ups A disruptive new partnering form will accelerate innovation again Share A powerful new way for businesses to collaboratively innovate is beginning to emerge Conceptually it borrows from the open source movement and internet mash ups that are able to rapidly create new business value by incorporating specialized services via application programming interfaces APIs Applied to incumbent technology and tech enabled companies it will soon start a next wave of accelerated innovation along with many unlikely partnerships We coined the term industrial mash ups to describe this new form of dynamic and increasingly automated partnering Industrial mash ups will enable important benefits throughout the digital economy They will Stand in for mergers and acquisitions joint ventures JVs and other alliances in certain instances Accelerate innovations to market by enabling more collaboration with less dealmaking friction Enable organizations to migrate more rapidly to

    Original URL path: http://www.ey.com/GL/en/Industries/Technology/EY-Top-of-Mind-Global-Industrial-Mash-Ups (2016-02-10)
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  • EY - Global technology M&A 4Q15: first look - EY - Global
    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 Technology Global technology M A 4Q15 first look Global technology M A 4Q15 first look Megadeals rise 2015 sets all time value record Share Value increases driven by cloud mobility financial services security and gaming The fourth quarter of 2015 concluded a record breaking year surpassing 2000 to set a new all time high for annual tech M A aggregate value We expect the forces behind 4Q15 s stunning deal value to continue in 2016 as the transformations enabled by the cloud mobile social and big data analytics are only beginning Highlights 4Q15 aggregate value of disclosed value deals was 189 8b up 323 YOY Total value in 2015 was 459 6b 11 higher than the previous record in 2000 20 deals topped 1b three topped 10b Quarterly volume of 932 deals declined 3 YOY and 13 sequentially Annual volume increased 14 from 2014 to 3 996 deals Cross industry blur continued to increase as non tech buyer volume rose Internet of things IoT deal volume rose while the volume of other deal driving trends fell In terms of value cloud SaaS mobility security payments financial technologies advertising marketing gaming and online video finished strong in 4Q15 4Q15 overview Aggregate and average deal values soared for most deal driving trends in 4Q15 see chart to right The strategy we call stack to solution encompasses many of these trends as acquirers want to deliver more complete solutions instead of merely a given portion of the technology stack In 4Q15 cloud SaaS driven deals stood out from the pack These encompass both targets generating cloud technology and targets going private to pursue cloud related transformations away from public market scrutiny Mobile gaming security payments financial technologies particularly related to big data analytics and advertising marketing also saw big ticket dealmaking Corporate tech buyers drive average and aggregate deal value to new records Seeking scale and comprehensive solutions corporate technology buyers drove the quarter s stunning value records Average value per deal which never reached 400m during the dotcom era soared to an all time high of 742m Aggregate value set a new post dotcom record as well at 189 8b Corporate tech buyers were not as active however in terms of volume They announced 53 fewer deals in 4Q15 compared with 4Q14 Non tech buyer deals on the other hand increased 24 YOY to 165 US buyers dominate 4Q15 cross border CB deal value Reversing a two year trend in which the US was a significant net seller US companies acquired 20 6b of the quarter s total CB value While 3Q15 CB value was concentrated in IoT targets 4Q15 targets included mobile gaming financial services memory chips health care IT security and big data

    Original URL path: http://www.ey.com/GL/en/Industries/Technology/ey-global-technology-mergers-and-acquisitions (2016-02-10)
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