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  • Sustainability, Scarcity and Climate Change: Business Strategy: PwC
    or less complex That s why the utilities energy and power Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks Compliance in 2025 An increasingly important future role for industrial manufacturing 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the industrial manufacturing Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks The surprising truth about the C Suite star of 2025 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks Compliance in 2025 A key future role for retail consumer companies 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the retail consumer Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks Compliance in 2025 An increasingly critical future role for technology companies 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the technology Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks Compliance in 2025 A continued critical role for the pharmaceutical life sciences industry 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the Pharma Life Sciences Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks Compliance in 2025 A key future role for the insurance industry 21 10 14 The business environment in 2025 is not going to get less risky or less complex That s why the insurance Chief Compliance Officer will play an increasingly critical role in setting strategy steering the business clear of dangerous waters and helping business managers take the right risks What motivates your CEO over the long term Shareholder or social value 14 10 14 How many chief executives want to create a socially valuable legacy And how many of those can balance such longer term priorities with the urgent demands of their investors and shareholders This juggling act is hard to pull off even for the minority of CEOs surveyed who desire this legacy Social listening How market sensing trumps market research 20 08 14 Customers don t always tell you what they really think And they might not even know

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/risk/resilience/environmental-exposure.html (2016-02-10)
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  • Global Sustainability & climate change: Measuring social impact and economic impact: PwC
    and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Helping business measure its socio economic impact Download Many companies are starting to measure how they impact the economies environments and communities in which they operate By creating fairly paid jobs training workers building physical infrastructure procuring raw materials transferring technology paying taxes and expanding access to products and services ranging from food and healthcare to energy and information technology companies affect people s assets capabilities opportunities and standards of living sometimes positively sometimes negatively And because these people are companies employees customers suppliers distributors retailers and neighbours their growth and well being matters to the bottom line It influences whether or not companies have happy customers healthy value chains contented local communities and supportive governments and other stakeholders now and into the future In measuring their impacts companies are driven by core business objectives such as securing their license to operate influencing policy or improving their reputation However few companies either take full advantage of this opportunity or get the benefits they were expecting Most often measurements focus on resources activities and number of beneficiaries rather than the way that they changed local economies or transformed people s wellbeing This communicates just a fraction of impacts and often misses the mark in addressing stakeholder interests Furthermore many companies fail to assess the benefits that fostering strong sustainable communities have in their long term business success and to identify the initiatives that maximise both private and social value PwC worked with the World Business Council for Sustainable Development WBCSD to create

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/publications/helping-business-measure-its-socio-economic-impact.html (2016-02-10)
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  • PwC CEO survey shows environmental impact on and from business: PwC
    say energy and raw material costs are a threat to growth prospects 35 developed market CEOs to up investment in natural resources in the next three years 52 of emerging market CEOs to up investment in natural resources in the next three years 48 of CEOs plan to reduce environmental footprint in 2013 41 of CEOs want more focus on non financial reporting 56 of CEOs are not happy with their firm s framework for ethical behaviour What s on the CEO s agenda Far reaching changes are taking place and they re taking place faster than ever In this new era of stable instability risks that once seemed improbable and even remote have become the norm and for CEOs across the world expect the unexpected has become the mantra The only solution is to build organisations that can thrive amidst disorder organisations that are agile and adaptable able to cope with disruption and emerge stronger than before Environmental and social issues get more focus CEOs are intent on securing natural resources now including energy water and raw materials Over the next three years 35 of developed market CEOs plan to increase investment in securing natural resources and 52 of emerging market CEOs say the same Energy is on the radar for CEOs with 52 concerned about rising energy costs as a threat to growth prospects Global energy demand is set to grow more than one third between now and 2035 Environmentally that s unsustainable On this path not only will greenhouse gas emissions soar but energy will become thirstier Water needed for energy production is set to grow at twice the rate of energy demand due to more diversity in the energy supply Add a trend toward greater interactions between fuels markets and prices and the result is little immunity from global energy market fluctuations Source World Energy Outlook 2012 OECD IEA November 2012 Beyond securing what they ll need CEOs will make energy efficiency and water conservation measures pay off in both cost and reputation 48 CEOs plan to increase efforts to reduce their company s environmental impacts Other stakeholders including employees local communities governments and supply chain partners are important too 56 CEOs plan to increase the company s focus on a framework to support a culture of ethical behaviour 41 plan to increase the company s focus on non financial reporting giving stakeholders a better view of the company s worth and the value it contributes to society A way forward We know from our work with business that companies are facing growing pressure from many angles the need for transparency from stakeholders to maintain existing investment support and secure new investment consumer pressure and the impact of negative press growing and changing risks to business models and supply chains increased competition for efficiency and growth opportunities attained through access to new products and markets the war for natural resources important to business Engaging with the global CEO community We polled 1 330 CEOs in 68

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/publications/ceosurvey-sustainability.html (2016-02-10)
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  • PwC Sustainability services - Monitoring & reporting
    that affect your company quantify them value and report on them Related Links Sustainability and climate change Climate Change Ideally reporting on sustainability promotes efficiency in that a company can respond to all inquiries about its performance with a single comprehensive statement However producing such a definitive document is challenging because of the need to reconcile the demands of numerous reporting mandates For example a mining company could face the daunting task of producing a sustainability report that meets the requirements of the Global Reporting Initiative as well as of the International Council on Mining and Metals Further challenges arise in achieving consistency of monitoring and reporting throughout a widely dispersed global organisation While much of the payback from monitoring and reporting stems from stakeholders gaining an appreciation for the value of a company s sustainability practices companies also derive considerable benefit in the feedback they receive from stakeholders about their reports Such follow up can produce invaluable perspective on how stakeholders see a company and how it might build on its competitive advantages PwC provides a full range of services to companies monitoring and reporting their sustainability practices including Advice on the design and implementation of data gathering and reporting systems Harmonisation of monitoring and reporting practices throughout global organisations Collection of feedback from stakeholders on sustainability reporting Assistance in defining clients reporting aims their audiences and what information they need to report Determination of measures for monitoring sustainability performance Adherence to standardised reporting practices and reconciliation of multiple standards Identification of best practices for communicating sustainability efforts Establishment of greenhouse gas inventories Quantification of carbon footprint at the product process or organisational level Triggers Customers institutional investors and NGOs are requesting information about our sustainability activities How can we respond to all of them and issue other required reports most efficiently Our regional offices in Europe North America Latin America Asia and Africa have developed their own systems for reporting energy efficiency How can we get consistent data across our organisation We have adopted fair labor practices throughout our organisation How do we report that other than in a qualitative way Many of our competitors are already reporting about sustainability How can we most quickly get up to speed and optimise our monitoring and reporting Case studies Increased transparency Assurance and improvements Strategic sustainability agenda Creating a platform PwC helped a leading South American financial institution strengthen stakeholder relationships and competitive advantage by developing a compelling sustainability communications and reporting strategy The client s challenge The leading bank sought guidance in developing a sustainability report that would capture the depth and scope of the organisation s sustainability initiatives and create a baseline for ongoing improvement Our approach PwC professionals Analysed current activities and stakeholder engagement strategies and identified opportunities for enhancements Produced a comprehensive sustainability report incorporating best global practices Benefits to the client PwC s objective external assessment and reporting expertise helped the bank achieve greater return on its sustainability investment by increasing transparency and credibility PwC

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/monitoring-and-reporting.html (2016-02-10)
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  • Talent Management HR services– Attract, develop, retain and deploy people :PwC
    Diagnostic we work with you to develop and implement strategies that deliver the right improvements those that give you the best return on investment We ve worked across many industries geographies and with both growing and mature businesses We understand that different organisations see talent in their own unique way For instance in China we have worked with businesses who need to rapidly upscale their operations and with others who struggle to incentivise and keep their star performers in pivotal roles Learn more Do you need a talent management rethink Is your current talent management plan fit for purpose Ask yourself these challenging questions Do I have the talent to quickly and successfully execute my organisation s strategy Do I have people with the right skills the right knowledge and the right experience in the right places now and in the next 3 to 5 years What will it cost me if I get my talent pipeline wrong Which roles drive most value in my business how do I best resource them and what is my cost of turnover How am I engaging and rewarding talent in these pivotal roles Am I over rewarding non talent Are my global mobility programmes truly strategic or are they reactive How do my people metrics stack up to my competitors in this industry Is my people ROI good enough How effectively is the HR function delivering what I need Finally does every aspect of my talent strategy directly contribute to the business plan and to creating value Our experience We ve supported clients in all aspects of talent management across all industries often in large global complex businesses Banking organisation Managing top talent We helped this global bank consider how a small top talent cadre could be best structured managed and assessed as a unit controlled centrally by the Executive Committee They had challenges identifying that top talent and determining how to coordinate the selection process between HR and the Executive Committee Help was also needed to define differentiated career development and management activities that could be adopted for the top talent cadre We provided external insight on how top talent could be best cultivated against the shifting global landscape We also provided options regarding the management of top talent including Executive coaching and creating a committee structure for managing top talent globally Global Energy Company Performance Management We worked with our client to conduct a comprehensive review of the global performance management process applied to over 100 000 employees We reviewed the existing performance appraisal process for compliance and quality and advised on process change to drive performance value We also supported implementation of the new process and tools Global pharmaceutical company Talent management strategy This global pharmaceuticals company s existing talent management activity had been too focused on current performance and leadership capabilities rather than assessing potential for leadership in future roles The client also faced the issues of the inconsistent assessment of potential indicators and the variability in line manager

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/talent-management-strategy-services.html (2016-02-10)
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  • Human capital measurement and benchmarking: PwC
    of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Human capital measurement and benchmarking PwC s Saratoga human capital measurement and benchmarking capability is globally recognised We work with 40 of FTSE 100 and Fortune 500 companies and believe that intelligent measurement is fundamental to performance improvement Our benchmarks cover a broad spectrum including country workforce size and sector Data is collected to strict definitions ensuring resultant benchmarks reflect a like for like comparison How we can help you PwC s Saratoga team works closely with clients to provide measurement and benchmarking solutions that address organisational challenges and inform business HR strategy These can include insight into a range of potential issues facing organisations including Optimisation of the effectiveness and impact of the HR function Measurement and benchmarking of human capital to use in external reporting to understand competitiveness or to support development of future strategies Identification of human capital priorities supported by application of methodologies to assist development of HR objectives Saratoga s clients gain insights into bottom line performance and basic people behaviours and also to gain a measurable appreciation of key organisational forces such as motivation commitment innovation talent management and leadership The results give insight into existing human capital profiles and to highlight opportunities to gain competitive advantage People and organisation Who we are HR management Talent management Human capital measurement and benchmarking Reward Global pensions Role of

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/saratoga-global-human-capital-measurement-benchmarking-services.html (2016-02-10)
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  • Global employee expatriate risk and compliance issues: PwC
    be the time to examine your expatriate tax program to assess whether it achieves individual tax and social security compliance and payroll reporting requirements minimizes tax authority reviews and challenges and manages both the individual and corporate tax and compliance risks inherent in global deployment Tax compliance payroll How do multinational companies today Navigate the intricate and dynamic nature of national and regional tax regulations Control risk against a vast global backdrop Coordinate assignees taxes and Find the right technology to help manage it all Achieving these goals can seem daunting but it s not impossible PwC s International Assignment Services IAS practice helps companies address Home and host country tax filing requirements Permanent establishment risks created by international assignees Global compensation reporting and payroll withholding Individual tax compliance risk management Nonresident tax filing requirements Cost management Accounting for assignment costs Global equity tax planning and trailing liability management Tax efficient employment structures Technology to support accurate and timely compensation for employees working abroad Controversy PwC s global tax network has the technical knowledge and practical experience to help you address your most complex tax positions and tax authority controversies We have extensive experience resolving issues related to Short term assignees Frequent business travelers Tax treaty matters Transfer pricing for cross border labor and Information reporting e g FBARs FATCA Subpart F expatriation foreign tax credits treaty issues and foreign earned income and housing exclusions To discuss how we might be able to help your company please contact us Corporate PE risk The international relocation of employees on short and long term assignments typically anywhere from 3 months to 5 years may create so called permanent establishment PE risk for the enterprise Companies may fail to establish or enforce guidelines designed to limit the creation of a taxable presence for the home country employer The actual presence of the individual in a foreign jurisdiction may create an unintended taxable presence Corporate tax departments need to understand the structure and nature of temporary international work assignments How many employees will be working in a particular location What activities will they be doing What is the duration of time in country as well as the long term plan for operations there All of these factors are necessary to gauge the level of enterprise tax risk by jurisdiction Working with HR departments and monitoring this risk for global mobility programs should be a fundamental part of the corporate tax department s risk management activities To discuss how we might be able to help you please contact us Immigration A global economy requires a global business strategy which invariably involves the need to move your most important asset your people fluidly and expeditiously across borders But today there s much more to a global mobility strategy than securing work visas and residency permits and assuring unimpeded business travel as critical as those functions are Business planning also requires you to take a strategic approach to immigration which means having your finger on the pulse

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/newsletters/global-watch/managing-risk.html (2016-02-10)
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  • Using technology to deploy talent globally: PwC
    as possible Are you thinking about how to best align your mobility process to meet the needs of your business strategy while keeping costs down Are your assignment policies flexible enough to cope with different assignment patterns a rapidly changing workforce diversity and a growth in new assignment locations Does your mobility function make effective use of technology PwC can help you address these challenges and future proof your mobility function and processes Technology Global mobility effectiveness Cost reduction tax planning We are a journey with our clients to develop and implement technology that supports your global mobility function and business strategy For more information on myTaxes myMobility or any of our technology offerings please contact Shawn McGrath or Dominic Hammond Our technology journey 2011 2012 2013 2014 2015 2016 2011 We launched new and innovative mobile technology applications myTravel and TravelWatch to make companies mobility programs even more efficient portable and automated We also launched Global Data Collect or GDC which is now recognized as the market leading technology solution supporting the efficient timely and accurate gathering of global compensation and payroll tax reporting 2012 PwC s TravelWatch solution was awarded the Re Locate Magazine Award for Technological Innovation in Relocation 2013 We formed a number of collaborative partnerships to complement our global mobility technology development plans including a strategic alliance with Microsoft 2014 We will continue to develop and deliver innovative technology solutions like ShareTax which processes global calculations for share plans 2015 We launched the next generation of global mobility technology in early 2015 myMobility myMobility is the convergence of a number of tools and capabilities utilizing the most contemporary technologies It is your single global mobility experience 2016 PwC to launch new myMobility user interface for a better user experience Short and long term assignees frequent business travelers intra regional and virtual assignees all create a need for an intuitive secure self service technology platform that can handle the many aspects of talent mobility with ease and confidence In addition to changing deployment models and assignment types we are seeing a number of factors in the market that are shifting the expectation of global mobility technology providers including significant growth in talent mobility new and emerging markets and heightened scrutiny from tax authorities on expatriate compensation tax treaties and social security agreements The success of international assignment programme administration is dependent on its processes Without well defined processes programme administration is ineffective We work with our clients to evaluate their processes from beginning to end making sure they have well defined steps established activity ownership and clearly established hand offs Our Global Mobility Consulting practice specialises in all areas of global mobility planning including programme and process reviews They help ensure that your programme meets corporate goals and satisfies your customers the business and your expatriates To discuss how we might be able to help you please contact us PwC approaches tax planning with a holistic perspective We do not simply provide individual tax planning for

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/newsletters/global-watch/becoming-efficient.html (2016-02-10)
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