archive-com.com » COM » P » PWC.COM

Total: 2203

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Trust Insight: understanding the value and drivers of organisational trust: Global Annual Review 2015: PwC
    consistently over time Values does it share common beliefs with its stakeholders For each type PwC has identified specific drivers of trust that apply across organisations and most types of stakeholders Analysing these trust drivers from publicly available digital data PwC can use this approach to measure an organisation s trust levels with its various stakeholder groups This in turn enables them to better understand how their stakeholders are likely to behave in the future Importantly recognising that all organisations operate in an ecosystem they are also able to understand who influences whom giving them better insight into where to focus their efforts More informed decisions This understanding allows organisations to make more informed decisions particularly during periods of change and innovation For example it could be used by retailers to understand and then increase engagement and loyalty with customers employees and the supply chain The Trust Insight work is also being used to support the Building Public Trust Awards in Malaysia PwC Malaysia is applying the Trust Insight methodology to create a public perception profile for Malaysian PLCs from the viewpoint of investors and customers This profile is combined with an assessment of corporate reporting using PwC s benchmarking tool to create the shortlist from which a specially convened panel will choose the winners Global Annual Review 2015 60 second overview Chairman s interview Facts and figures Colliding megatrends The sharing economy Connected living Supercompetitive cities Food integrity and transparency Revenues Corporate responsibility Demonstrating social return on investment Helping countries navigate the road to the Global Climate Negotiations in Paris Helping the Kenya government to transform reproductive health for poor mothers in rural areas Improving the lives of up to a million marginalised girls Partnering with TUI Group and the Travel Foundation to pinpoint the total impacts of tourism

    Original URL path: http://www.pwc.com/gx/en/about/global-annual-review-2015/read-our-case-studies/trust-insight.html (2016-02-10)
    Open archived version from archive

  • Assurance: Global Annual Review 2015: PwC
    year rebuilding public trust has remained a priority for many organisations But we ve found they re also facing a new conflict that as they innovate and grow in new and increasingly competitive markets trust is being further eroded Constant interaction and engagement Why Well as sceptical consumers struggle to keep up with the sheer pace of change companies can no longer rely on the trust they ve built up in the past Instead they need to re establish trust continually as they transform and enter new markets This means organisations can innovate and grow more successfully by having a better understanding of the drivers of trust and by providing stakeholders with deeper and more transparent insights into their business And this imperative for clients is increasingly shaping our Assurance practice s approach and solution set Linking innovation and trust These changes are playing out amid intensifying scrutiny of everything businesses do why they do it and the resulting impacts To thrive in such an environment businesses need to restore trust in innovation as they transform themselves The good news is that part of the solution may lie within innovation itself Turning data into insight For example the explosion in big data is opening up opportunities for businesses to use information in smarter ways both to make better business decisions and also to understand where and how they can build trust with diverse stakeholders And PwC is helping them do this by providing management boards and stakeholders with greater confidence in the information they use and report and deeper insight than ever before into operations risks and performance In the past year organisations have been facing the challenge of reconnecting innovation and growth with trust We ve been helping them rise to this challenge and we ll keep doing so in the years to come Do you want to know more about our Assurance practice Have a look at our case studies or download the complete Assurance section in our Global Annual Review Global Annual Review 2015 60 second overview Chairman s interview Facts and figures Colliding megatrends The sharing economy Connected living Supercompetitive cities Food integrity and transparency Revenues Corporate responsibility Demonstrating social return on investment Helping countries navigate the road to the Global Climate Negotiations in Paris Helping the Kenya government to transform reproductive health for poor mothers in rural areas Improving the lives of up to a million marginalised girls Partnering with TUI Group and the Travel Foundation to pinpoint the total impacts of tourism Clients Diversity and inclusion Enabling the genders to team up for equality GLEE gains momentum Global Diversity Week interactions with global impact Leading PwC s research into female millennials Teaming up with the UN to support HeForShe Our people Bringing a world of technical experience Bringing business acumen and a global view from Beijing to New Jersey Bringing the PwC Professional to life Building trusted relationships Global acumen to cross all kinds of borders Helping millennials own their careers Helping to fight

    Original URL path: http://www.pwc.com/gx/en/about/global-annual-review-2015/assurance.html (2016-02-10)
    Open archived version from archive

  • World Watch: Corporate reporting: PwC
    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 Corporate reporting Find out the latest thinking on reporting to help you explain performance in a way that builds trust News Prince of Wales We are failing to run the global bank Government issues Modern Slavery reporting guidance India reporting update IAASB auditor reporting The most fundamental changes in decades Plain speaking Field testing the new auditor s report in Holland Anniversary research finds seven lessons for moving to IFRS Green Deal signed on impact measurement in the Netherlands Prudence returns new IASB exposure draft reintroduces controversial term SEC Chief Accountant IASB and FASB at a critical juncture in their relationship European Commission Financing Green Paper elicits positive response on timely debate IASB aims to fill gaps update and clarify in Conceptual Framework draft Relaxed accounting requirements might sound appealing but may come back to bite investor community says CFA Institute US companies not yet fully ready for new revenue recognition standard Cutting clutter is it the wrong focus Assurance on IR fresh and bold thinking required Comment and analysis Integrated Reporting research highlights trends and disparities Academic Pieter Conradie calls for further development of the IR evidence base Helping businesses to implement integrated reporting At the launch of a new Integrated Reporting guide PwC s IR policy lead Superna Khosla talks to World Watch Seeing behind the numbers a new approach to reporting risk and performance Business leaders are reporting on a wider set of risk and performance indicators Alan McGill talks

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/corporate-reporting/world-watch/corporate-reporting.html (2016-02-10)
    Open archived version from archive

  • Good growth driving business for greater benefit: PwC
    needs growth to pull people out of poverty The developed world needs growth to tackle mounting unemployment and large government deficits But is the growth we re pursuing doing more harm than good Rapid booms are followed by shattering busts Pollution is escalating Precious resources are being drained away If we do need to look at growth in a new way what would it look like Growth sounds good But is it always good Is growth good when it eats up resources and the community pays a bigger price e g through adverse impacts on health than the financial gain it generates Is growth good when one company s gain in market share is another s loss Is growth good when overall wellbeing does not change or there is no increase in GDP Good growth is real inclusive responsible and lasting Good growth benefits everyone consumers communities the economy and shareholders alike Good growth makes good business sense as companies perform better in communities that are stable healthy and prosperous So what do we mean Real Real growth generates wealth rather than simply shifting market share from one company to another what s called zero sum growth Innovation drives real growth by providing solutions that meet people s needs and aspirations e g affordable sanitation for the urban poor creates new a win win for the company and the community Inclusive Growth that benefits a few at the expense of many just isn t good Inclusive growth benefits everyone For example mineral rich economies need to balance creating an environment in which businesses thrive with a desire to make sure communities benefit too Responsible Responsible growth looks at the total impact of doing business rather than just the profits from business Financial return can t be gauged in isolation from the tax contribution environmental impact and the effect on community stability health and prosperity Lasting Lasting growth invests in the future and considers returns over the long term For some meeting short term targets e g based on share price increases or dividend payments shows that a company is in good shape and on track But if this means investment opportunities are being missed others will think it short sighted If we only look ahead six months or three years who will commit to investment that sees strong returns over ten Who has the confidence and the vision But what do you think makes for good growth Can we really have it all or will we have to accept trade offs and sacrifices How will we know that we re doing the right thing Future proofing your business My primary responsibility is to my shareholders If they re happy then I m doing well But how well are you doing Could you be failing in your duty to protect shareholder interests if your business is not sustainable over the long term What about your responsibilities to the customers that buy your products your suppliers that provide components or raw materials

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/publications/total-impact-measurement-management/good-growth.html (2016-02-10)
    Open archived version from archive

  • Game changers for the enlightened board: Risk assurance: PwC
    Gamechangers for the enlightened board Transformation confidence Helping you get closer to your transformation programme We have identified six of the most important gamechangers for businesses today These are the hottest issues in enterprise risk going right to the heart of your strategic agenda Individually they are so important that a good or bad decision relating to any one of them could dramatically and irrevocably change your organisation s fortunes Collectively they make up a significant proportion of the modern board agenda Fundamentally interconnected boards that actively monitor manage and exploit all six business hot spots are firmly in the driving seat As a result they are more likely to achieve clear comprehensive oversight and control of risks and opportunities across the business But positioning a business for resilience and growth is easier said than done That s why we have developed responses that offer support bringing a fresh perspective to each gamechanger Provocative relevant and value creating these perspectives are designed to help boards respond effectively with brave and confident decision Explore topics Building digital trust Cyber security confidence in your digital future Building digital trust You need to be aware of your cyber security risks be able to assess which cyber threats and possible cyber attacks could actually affect your business goals and have the agility to deal with new information security threats as they arise Culture and Behaviours Creating Confidence in your biggest asset Aligning your culture behaviours and beliefs is the key to success If there is a mismatch between the intended espoused and actual behaviours the consequences for your organisation can be serious Enterprise Resilience Boosting your corporate immune system Leaders need to integrate enterprise risk management with strategy improve their risk profile embed good corporate governance implement stress testing and embed continuous monitoring instead of focusing on cutting costs and aggressively streamlining operations Regulatory Response Redefining the value of regulation Your regulatory response reflects the level of control you have in your business Regulatory compliance can be turned from a requirement to a source of commercial advantage Third party trust Who s keeping your promises Promises are made between people not organisations or contracts Risk assessing contractual obligations understanding sub contractor risk and improving governance maturity will help to increase levels of third party trust Transformation Confidence Helping you to get closer to your transformation programme Many leaders lack visibility of their business transformation programmes Sponsors often feel removed from the detail of a change management programme and need help to feel closer increasing their confidence and certainty of achieving the desired outcome Audit and assurance services Financial statement audit Corporate reporting Integrated reporting Good practices Governance reporting Investor view Survey Webcasts Remuneration people and tax reporting Management and board reporting World Watch magazine Governance Corporate reporting Financial reporting Assurance Library of articles Talk to us IFRS reporting Regulatory compliance Sustainability reporting Capital markets Equity Advisory Execute an IPO Execute a debt offering Capital markets research and insight Capital markets contacts Accounting advisory Meet

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/risk-assurance/game-changers.html (2016-02-10)
    Open archived version from archive

  • Audit, assurance, compliance and financial reporting: News, publications and advocacy: PwC Global
    some of the most vital issues now being debated in this area We hope you will find these short point of view publications as stimulating as they are informative Explore our points of view on Enhancing the quality of financial institution audits Independence Auditors scope of services Benefits of scale Governance and transparency of the audit Competition and choice in the audit market Both the PCAOB and IAASB exposure drafts have some bold and challenging suggestions such as providing insight into key or critical matters that the audit focussed on we now need to consider how these can be practically achieved said Richard Sexton PwC s Vice Chairman Global Assurance We are beyond a debate about the merits of change to the shape of the auditor s report Energies need to shift to begin working on what will be needed to deliver the new style reports Richard Sexton Vice Chairman Global Assurance PwC Statement on IAASB release on enhancing the future auditors report Following the recent release of exposure drafts by both the IAASB and the PCAOB PwC welcomed the important steps towards making the auditor s report more informative and relevant both auditing standard setters are taking We have played an active role in the consultations and debates leading up to these exposure drafts and we applaud the IAASB and the PCAOB for giving priority to making changes to the auditor s report Our research amongst investors shows their appetite for more information from the auditor not abandoning the traditional auditor s opinion on the financial statements but supplementing it with insights from the audit Dive deeper EU audit reform legislation potential extra territorial impacts PwC Briefing Note on potential extra territorial impacts of the 2014 EU audit legislation PwC Regulatory Briefing Updated January 2016 The latest issue of the Regulatory Briefing provides an overview of significant developments focusing on proposals new legislation and other initiatives plus the PwC position on these Auditor reporting Momentum builds towards more informative reports There is plenty of evidence that investors value the auditor s opinion on the financial statements They don t want to lose it But in the wake of the financial crises investors and other stakeholders began to call for auditor s reports to be more informative Auditors have unique and relevant insight based on their audits and investors and other stakeholders are asking auditors to share some of that insight EU audit reform legislation the facts EU legislation to reform statutory audits was adopted in April See a summary of the issues affecting the audit and requirements for public interest entities Auditor reporting PwC s response to the IAASB This PwC booklet provides an overview of all of the developments in audit reporting standards as well as insight into what is being considered in the EU s proposed Audit Directive and Regulation Role of the audit committee A look at the audit committee s central role in effective corporate governance and external audit oversight and how implementing a periodic

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/publications/regulatory-debate.html (2016-02-10)
    Open archived version from archive

  • Trust, Integrity and Business Value: World Economic Forum: PwC
    well The weighting of who the trust sits with is different between public and private sectors in different parts of the world PwC Alison Social media has to be having an impact Today it seems many people seeking information rely on what they read from their friends on Facebook or celebrities on Twitter more readily than on the media companies or government And recent upheavals such as the Arab Spring have been led by the masses rather than by individuals PwC Christopher Yes in general the user of social media perceives rightly or wrongly that she or he has more power to decide whom to trust And leaders in different parts of the world are reacting to that shift in different ways Some embrace social media others are trying to subdue it but that can undermine trust further between parties Resilience Are there generational differences in trust The Forum Piers There are certainly different generational aspects It s still a deficiency in trust largely but for different reasons The generation which has just hit or is soon to hit retirement faces a challenging future as pension savings diminish There s a generation of investors who have invested and lost a lot of money that wasn t wisely used by company management Parents who invested in the education of their children only to be rewarded with an appalling employment market with a low quality and quantity of jobs PwC Christopher And what about those younger people entering into the market now Have Millennials and other younger citizens been conditioned to be more cynical Are they less trusting in traditional leadership styles Too trusting in socially shared information As the larger proportion of adult society is made up of Millennials leaders will need to engage and communicate with them differently to re invigorate a sense of trust in business and public institutions Leadership and the variables of core purpose integrity communication and courage Resilience Why has trust declined in recent years The Forum Piers It s important here to make a distinction between trust in business and trust in business leaders Trust in business leaders is currently much lower than in business itself That trust has declined due to people learning that those in whom they had placed trust political business financial or regulatory leaders had failed to deliver on their promises or mandates Confidence eroded as people started to conclude that some of these leaders didn t know what they were doing were not in control or were not capable PwC Richard Many commentators attribute the decline in trust to the impact of the global financial crisis But in my view the loss of trust in business has been a gradual process that has been underway for many years And it s not just business that has been affected but even our most trusted organisations across politics law enforcement and even religion They re all facing intense scrutiny and challenge to their credibility It s partly because the relationship between business and society has changed and people s expectations and attitudes have undergone fundamental shifts An understanding of what s needed on both sides of this relationship is needed to earn trust in this new environment As Piers suggested trust is in the eye of the beholder so it follows that the most effective starting point for building trust is at a personal level it s much easier to trust someone than something Of course it s not always possible for every relationship to be managed at a personal or individual level and this is where brand and reputation become important So understanding and managing the dynamic of trust is key in today s environment Embedding a culture of doing the right thing is arguably a core responsibility of leaders in society today PwC Amali Yes the public has become very sceptical of the objectives of large organisations PwC Richard Right Whether it s fair or not the public sees large organisations as having a single motive to maximise profit and distribute it to shareholders or more likely to senior management While wealth creation is a fundamental social good the question of how this wealth is created and can it be created in a more responsible way needs to be more carefully considered by boards and more widely understood Only by visibly behaving in the right way can successful profitable organisations counteract the negative view of business that often prevails This will help to offer an alternative view of businesses and their leaders as being a force for good and of profit and enterprise as a vital means of sustaining jobs and growth Resilience What do you already know about trust and leadership The Forum Alexandra Leaders are incentivised to focus on performance and delivery However many of them feel that these are not the most important factors in defining trust Currently they don t have the tools to open up that discussion with boards and express how important building trust is in the organisation PwC Alison That s partly because trust is a complex asset that can t be measured and tackled using the old ways of measurement While trust is understood at a personal level it is not always transferred into the culture of a business This is where the real work needs to be done Trust has to be understood and brought actively into the corporate mix in a natural way It needs to become an embedded part of an organisation s DNA It really has to matter on a day to day basis and pervade the organisation Leaders of the business need to embody the values of the organisation and to be seen to be doing so Publicly identifying trust as a key strategic goal will be a challenge for many organisations but we believe that companies should be brave and build trust into their strategic agenda and report on it Tone from the top is a vital ingredient in making trust part of the corporate DNA

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/risk/resilience/publications/wef-leadership-trust-performance-equation.html (2016-02-10)
    Open archived version from archive

  • Winning your customers’ trust. Where to start today? : PwC
    technology to enhance controls monitoring hazard detection traceability and data analysis to manage risk and provide more information about their food Approaching crisis management in a transparent way Trusted companies approach issues and crisis events with swift remedial action and open honest communication They prepare for events with scenario analyses planning and rehearsal and have robust product recall and crisis management procedures Fully integrating food supply chains within organisations Vertical integration offers maximum control and traceability throughout the entire supply chain and enables a more structured approach to risk management and crisis planning Managing transactional risk Operational and food trust due diligence is fundamental to managing transactional risk This includes the systems and processes at production sites as well as culture governance supplier risk and support functions such as HR and IT Instilling a strong culture of safety and quality from the farm to the shop floor Organisations are adopting innovative practices that extend to staff awareness and training across the supply chain Risks are identified and managed with ongoing hazard analysis and monitoring of leading indicators Starting at the top to ensure a risk resilient business culture and best practice behaviours Business leaders must be fully engaged with food trust issues Participation in industry bodies and thought leadership is essential to developing a culture that is relevant and responsive to current and emerging issues Regularly reviewing supply chain risks and benchmarking against best practice Companies that have complete oversight over all stages of the supply chain as well as risk management procedures tailored for multiple geographies have a compelling competitive advantage Proactive behaviour in supplier risk management leads to fewer compliance costs fewer product recalls and improved consumer confidence Adopting a risk focused approach Best in class companies ensure their resources are focused on fighting their biggest threats They conduct stringent risk analyses of areas where food trust issues could arise and consider the potential impact to the organisation s value and ability to achieve strategic objectives Investing in technology enabled solutions The best companies continuously invest in new technology to enhance controls monitoring hazard detection traceability and data analysis to manage risk and provide more information about their food Approaching crisis management in a transparent way Trusted companies approach issues and crisis events with swift remedial action and open honest communication They prepare for events with scenario analyses planning and rehearsal and have robust product recall and crisis management procedures Fully integrating food supply chains within organisations Vertical integration offers maximum control and traceability throughout the entire supply chain and enables a more structured approach to risk management and crisis planning Managing transactional risk Operational and food trust due diligence is fundamental to managing transactional risk This includes the systems and processes at production sites as well as culture governance supplier risk and support functions such as HR and IT Instilling a strong culture of safety and quality from the farm to the shop floor Organisations are adopting innovative practices that extend to staff awareness and training across

    Original URL path: http://www.pwc.com/gx/en/services/food-supply-integrity-services/publications/building-trust.html (2016-02-10)
    Open archived version from archive



  •