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  • Privacy trends 2014 - Overview - EY - Global
    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 Services Advisory Privacy trends 2014 Privacy trends 2014 Insight Privacy trends 2014 Technology trends have privacy implications Regulations fall behind as new technologies emerge To be accountable organizations need to innovate Share With the digital revolution consumers have seized the power to dictate what they want when they want it whom they buy from and how much they want to pay Organizations eager to please the voracious appetites of these super consumers seize any opportunity available often through an ever emerging array of new technologies to communicate build relationships gather reams of data and sell But at what cost Every time consumers browse the internet log on and post to a social media site or shop online they are voluntarily and sometimes involuntarily giving away bits of information about themselves Organizations gleefully collect these petabytes of data to better serve market and sell Yet both consumers and organizations often leave themselves vulnerable to disreputable entities that want this personally identifiable data for themselves This year our privacy trends report primarily focuses on technology Specifically Technology trends have privacy implications Technology has fundamentally transformed the notion of privacy what it means to affected

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Privacy-trends-2014---Overview (2016-02-10)
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  • Top 10 risks in telecommunications 2014 - EY - Global
    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 Telecommunications Top 10 risks in telecommunications 2014 Top 10 risks in telecommunications 2014 Inside About this report Risks 1 5 Risks 6 10 Below the radar risks Share About this report As the increasingly diffuse yet interdependent ecosystem of telecoms technology and media continues to evolve the risk universe for communications operators is changing rapidly As they formulate and execute their strategies to target and occupy parts of this ecosystem operators have to ensure that their understanding and management of the risk to their business keeps pace To help companies gain and apply the necessary risk insights our Global Telecommunications Center has developed Top 10 risks in telecommunications 2014 This is the latest in our ongoing series of periodic reports designed to pinpoint the most critical risk issues in the sector analyze the industry s evolving responses and highlight elements of emerging best practices in addressing these risks As in previous reports we do not claim that the list of risks we present here is comprehensive Also by its nature it can provide only a generalized snapshot of the risks that we and the industry as a whole see at this time During the process of compiling the report our professionals were asked to take two steps first evaluate the most important strategic challenges for global businesses in their industry and second rate the severity of these risks for their sector This

    Original URL path: http://www.ey.com/GL/en/Industries/Telecommunications/EY-top-10-risks-in-telecommunications-2014 (2016-02-10)
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  • EY Spotlight on Telecommunications Accounting - EY - Global
    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 Telecommunications Spotlight on Telecommunications Accounting Spotlight on Telecommunications Accounting Share Welcome to EY s Spotlight on Telecommunications Accounting This bimonthly publication addresses key industry topics and their impact on the financial statements of operators reporting under International Financial Accounting Standards IFRS These brief summaries provide chief financial officers and senior accounting management with information on current topics that may impact financial statements and key performance indicators and help them to determine the appropriate accounting treatment We are happy to discuss any of these issues in greater detail with you Holger Forst Global Telecommunications Assurance

    Original URL path: http://www.ey.com/GL/en/Industries/Telecommunications/EY-spotlight-on-telecommunications-accounting (2016-02-10)
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  • EY Webcast | New revenue recognition standards for telecommunications - EY - Global
    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 standards for telecommunications EY Telecommunications webcast New revenue recognition standard for telecommunications companies Options Overview General FAQ CPE FAQ Thought Center home Share Register Watch Live Watch On Demand The Financial Accounting Standards Board FASB and the International Accounting Standards Board IASB collectively known as the Boards have issued new converged standards for recognizing revenue under US GAAP and IFRS These standards were a decade in the making Telecommunications companies need to know how the Boards new revenue recognition standard will affect them Our webcast explains the issues and discusses the path forward for telecommunications US GAAP and IFRS reporters and practitioners Our webcast will provide telecommunications companies with industry specific considerations for each of the steps of the new revenue model Our panel of subject matter and industry professionals will also discuss how the requirements will impact some common telecommunications revenue arrangements In this webcast we will discuss Highlights of the new standard including effective dates and transition methods The key implications of the new revenue model for telecommunications companies when accounting for revenue arising from contracts with customers Practical application issues for telecommunications companies We are offering this webcast twice in 24 hours Please register for the time that you prefer Asia Pacific viewers may prefer to register for the replay Panelists Dennis Deutmeyer Ernst Young Dennis is the Telecommunications leader for EY s Global IFRS services organization He is responsible for monitoring the IASB s standard setting activities and providing updates and implementation guidance to clients and EY professionals involved with the telecommunications industry He brings over 28 years of auditing and assurance experience predominantly serving clients in the telecommunications sector Dennis is a licensed Certified Public Accountant in the state of New York Greg Hall AT T Vice President Reporting Greg Hall serves as Vice President Reporting for AT T Inc in Dallas Texas where he has responsibility for external reporting management reporting and technical accounting Until recently he was the Vice President Controller for AT T Mobility and was based in Atlanta Georgia Greg joined AT T Inc formerly SBC Communications Inc in 1984 as Manager of Financial Reporting He held numerous positions in Accounting Financial Planning and Mergers Acquisitions with the company including an expatriate assignment in Mexico City working with Telefenos de Mexico Telmex Before joining AT T Greg worked for CLC of America Inc as Assistant Controller and as a member of the audit staff of KPMG in St Louis Missouri Greg earned his bachelor

    Original URL path: http://www.ey.com/GL/en/Issues/webcast_2014-09-09-1400_new-revenue-recognition-standards-for-telecoms (2016-02-10)
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  • EY Advisory Services - EY - Global
    and our communities We strive to help create a legacy of improved business performance confidence and trust How can 40 000 industry professionals help you to meet your objectives We are a diverse team of consultants and industry professionals with a global mindset and a collaborative culture We work hard to understand our clients issues and are driven to ask better questions in the pursuit of making their businesses work better Automotive Transportation Consumer Products Retail Financial Services Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Which complex business issues are on the top of your list We solve big complex issues and capitalize on opportunities to help deliver better working outcomes that grow optimize and protect businesses now and in the future Analytics Is the next evolution of big data big judgment Cybersecurity If you were under cyber attack would you ever know Digital Is your business strategy fit for a digital world Innovation When does failing fast become the fastest route to innovation success Risk If there s no reward without risk can risk be a good thing Transformation When everyone else is asking how are you asking why How do you combine all industry and functional skills for better results We team globally to co create more innovative answers with our clients The unique and ongoing collaboration between EY consultants and our clients results in better working businesses Actuarial Regulators customers value creation are you balancing or juggling Customer How do you turn fickle customers into loyal ambassadors Cybersecurity If you were under cyber attack would you ever know Finance If the CFO is counting terabytes who s looking after the money Financial Services Risk Management Does the way financial organizations manage risk

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Advisory---home (2016-02-10)
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  • EY Cybersecurity - Security Operations Centers - EY - Global
    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 Services Advisory Security Operations Centers Cybersecurity Security Operations Centers Inside Overview Cybersecurity and the Internet of Things Cyber threat flash points Mergers and acquisitions Entering new markets New product launch Front page news Major organizational change Audit responsibility Steps you should take now Get ready to anticipate 4 questions CEOs should ask their CISOs Cybersecurity threats require board level attention The legal counselor s role in cybersecurity response Security Operations Centers Cyber Program Management Cyber threat intelligence Achieving resilience in the cyber ecosystem Cyber breach response management Cyber investigation Cyber and network security insurance claims Enhancing your security operations with Active Defense Share Preparing for known cyber attacks is hard enough But how do organizations build controls for the security risks they don t even know about yet Vital to foundational cybersecurity are the processes and technology that support the Information Security function These are most effective when they are centralized structured and coordinated which is why a Security Operations Center SOC is a valuable starting point A well functioning SOC can form the heart of effective cyber threat detection helping to secure and enable the business about attackers It can enable Information Security functions to respond faster work more collaboratively and share knowledge more effectively For an overview of fundamental SOC principles we recommend reading Security Operations Centers Helping you get ahead of cybercrime which explores the top 10 considerations critical to the success of an SOC However with the exponential growth of the digital world and as the threats continue to rapidly evolve in both sophistication and scale the need to protect organizations intellectual property operations brand and shareholder value in addition to their customers data is ever more critical SOCs have therefore needed to evolve First generation SOCs tended to focus upon signature based controls such as anti virus and intrusion detection systems allowing organizations to detect known bad artefacts associated with an attack The second generation of SOC heralded the advent of 24x7 operations in recognition that attackers don t close for the day even if your business does We are now seeing the emergence of the third generation of SOCs converging specialist skill sets from disciplines related to cybersecurity threat intelligence data science and cyber analytics into advanced SOC ecosystems where the whole is greater than the sum of its parts The

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/EY-cybersecurity-security-operations-centers (2016-02-10)
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  • EY - Partnering for performance Part 3: the CFO and CIO - CFO-CIO: a growing collaboration - EY - Global
    three years 71 of CFOs have increased involvement in the IT agenda in the last three years CFOs say they add most value by managing costs and profitability CFOs insufficient understanding of IT issues is the number one barrier in their relationship with CIOs In today s digital economy the financial well being of the enterprise is dependent on the health of the CFO CIO relationship and this will be amplified as the importance of digital grows Technology innovations from the cloud to mobility offer the potential to transform organizations operations customer experience and business model Organizations are driving performance improvement and creating new competitive advantage through a range of digital initiatives from harnessing the power of big data and analytics to transforming decision making to meeting the demands of the ultra connected customer To succeed organizations must make bold technology investment decisions that are driven by corporate strategy while managing a range of severe risks such as cyber risk and data privacy concerns This mission critical convergence of technology investment strategy and risk has elevated the CFO CIO relationship to new levels of importance Any disconnect between the CFO and CIO will have profound consequences for the organization and jeopardize advancement Key findings about the CFO CIO relationship According to our survey CFOs and CIOs are becoming increasingly connected Sixty one percent of CFOs say that their collaboration with the CIO has increased over the past three years see Chart 1 Chart 1 Over the past three years what change has there been in the extent to which you collaborate with the CIO Similarly 71 of CFOs say that there has been an increase in their involvement in IT over the past three years see Chart 2 Chart 2 Over the past three years how has your involvement in the IT function changed Although the relationship has grown closer there are two concerns for the future of this union First CFOs continue to struggle with balancing their responsibility to maintain cost discipline with more strategic ambitions such as setting the agenda for change see Chart 3 Chart 3 In which of the following areas do you consider your contribution to IT to be most valuable Please select up to three Second lack of understanding between these two C suite peers is an all too common problem CFOs point to insufficient understanding of IT issues among finance executives as the main relationship barrier see Chart 4 Chart 4 What do you consider to be the main barriers preventing a closer relationship with the CIO Please select up to three From cost management to strategic IT investment The relationship between the CFO and the CIO has always had a strong cost dynamic Investments have typically involved large scale purchases of data storage enterprise applications and PCs IT spending as a percentage of revenue as high as 6 in some industries used to be a crucial metric The goal was to bring this figure down and CFOs played a critical role in

    Original URL path: http://www.ey.com/GL/en/Issues/Managing-finance/EY-CFO-program-partnering-for-performance-the-CFO-and-CIO-a-growing-collaboration (2016-02-10)
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  • How global business services can transform your business - EY - Global
    Services Advisory How global business services can transform your business Inside How global business services can transform your business Shared services and outsourcing the next step Perfect 10 the transformative impact of global business services Making multifunctional shared services happen Getting around roadblocks Share It is clear that businesses with vision and imagination have moved beyond tentative steps to improve operational efficiency Global business services operations make it possible for the rest of the company to concentrate its energy on successful and sustainable growth Getting ahead in the growth game To perform best companies need a framework where customer facing business functions can concentrate on delivering value to the marketplace Businesses began using shared service centers and outsourcing to improve back office efficiency more than two decades ago Finance led the way followed by IT The intention was to move routine transactional work to specialists dedicated to processing it more efficiently at lower cost This left the business free to be more volatile and focus on its customers Shared service centers were the in house solution while outsourcing firms provided an external option Over the last 20 years both shared services and outsourcing have become more sophisticated Businesses have explored offshoring scouring the globe for the optimal location and the best providers They have experimented with hybrid models using both shared services and outsourcing And they have taken advantage of steadily improving technology such as enterprise resource planning ERP systems The results have been impressive with organizations routinely able to capture improved performance at lower cost from their support functions Now however businesses are ready for the next stage of this evolution implementing a multifunctional approach to shared services This isn t about revenue or margins which is where most of the global corporations try to do shared services This idea is to have a scalable platform ready for the growth that the company is expecting and already experiencing Piyush Gupta Senior Executive Vice President for Business Transformation and Head of Shared Services at Reliance The evolution of global business services But what do these multifunctional global business services structures look like And how will they evolve to support and enhance the businesses they serve These are the questions this report sets out to answer Today many high performing companies have abandoned structures defined by narrow business functions such as finance or IT Instead they choose to focus on delivering standardized end to end processes Companies recognize that their businesses need more than rigorous attention to cost This remains vital of course but added value strategic input and analytics are also required It s no coincidence that top performing companies stand out precisely because they have achieved many of these benefits What is it that these high performers are doing differently In this evolving multifunctional shared services model there are 10 factors that define the best shared services and outsourcing Making the transition work Companies on this path have reached one of four distinct stages each with a different level

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Driving-performance-with-global-business-services-How-global-business-services-can-transform-your-business (2016-02-10)
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