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  • Investment strategy and due diligence
    insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer 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 Investment strategy and due diligence Globalisation and tiering of A D customers and the supply chain The Issue A major player in the aerospace sector was reviewing its long term strategic options and was seeking both market intelligence and M A due diligence on specific sub sectors of the A D industry Our Approach PwC was appointed to assist in developing a growth strategy that would enable the company to maintain its current industry position and build new leadership positions in attractive niches A Transaction Services team worked with the company s management to understand its criteria for growth and to refine the list of sub sectors for potential M A activity This included conducting a detailed analysis of the attractiveness of a number of industry sub sectors The PwC team assessed the underlying competitiveness industry structure and product and customer profitability in a number of selected markets This was followed by detailed due diligence on a shortlist of companies that fit the required growth profitability and investment profile The Outcome The company was able to formulate and implement a clear strategy for development in both its existing and adjacent markets We also assisted with the

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/investment-strategy-due-diligence.html (2016-02-10)
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  • Programme management improvement
    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 Programme management improvement Continuous improvement in operating performance The Issue Ineffective programme management at an international defence contractor had caused losses requiring a 300 million cash injection Two of the organisation s divisions were about to undertake the largest and riskiest weapon development contracts in their history The failure of either programme could have bankrupted the entire corporation PwC Performance Improvement Consulting was asked to undertake a Programme Management Effectiveness PME assessment of the two divisions Our Approach We created two multidisciplinary and multinational assessment teams The teams used the PwC PME maturity framework to assess programme management processes organisational effectiveness culture and alignment Each team spent two weeks meeting with personnel at all levels in the organisation as well as customers In addition the teams reviewed relevant documents policies and procedures Each division was assessed individually and benchmarked against the other to identify strengths and weaknesses and discover gaps in critical programme management Each division was assigned ratings using the PwC PME maturity framework The teams then came together to compare and contrast assessments and synthesize common themes and recommended remedial actions The Outcome PwC identified several areas for management attention including a competition for scarce engineering talent between the two divisions inadequate Knowledge Management practices and opportunities to optimise supply chain management Based on our work the contractor created a programme management champion and developed a standard programme management work stream analysis In addition several

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/programme-management-improvement.html (2016-02-10)
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  • 10% saving in procurement spend
    Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer 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 10 saving in procurement spend Continuous improvement in operating performance The Issue A major AD S international group was under pressure from shareholders to reduce costs The international group had made significant integration savings following a recent acquisition however it had identified further cost reduction potential in indirect procurement PwC Performance Improvement Consulting was engaged to assist with identifying and securing savings Our Approach We assisted the international group s project and procurement managers to conduct and validate accurate spend analyses across operating companies select suitable national and global suppliers from Europe the UK and the US manage the RFx processes e g Requests For Information and Quotations conduct negotiations with suppliers manage reverse auctions including e Auctions put in place compliance structures and processes to ensure savings were sustainable and could continue to grow We created two multidisciplinary and multinational project teams and gave them a team identity The teams followed the full value procurement methodology and basic Six Sigma tools for opportunity assessment analyzing the total indirect spend across the international group by products and services purchased by region and by supplier PwC enabled change and knowledge sharing between the two regions ensuring the project goals were aligned to those of the business as well as

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/procurement_spend.html (2016-02-10)
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  • Transforming finance at a major defence industry player
    Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer 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 Transforming finance at a major defence industry player Ever increasing burden of financial and industry regulation The Issue A global AD S group was concerned that its newly implemented programme of governance and financial controls was not being consistently applied across its wide network of federated divisions The group s senior management asked PwC to investigate the effectiveness of the implementation and address any inconsistencies Our Approach PwC put together a team comprising Risk Assurance Performance Improvement and Assurance The team interviewed key stakeholders across the group and identified a number of obstacles to the effective implementation of the programme including programme implementation differed between business units regional offices had autonomy to decide how controls were documented the testing process varied significantly from business to business frequently conflicting with the work of internal audit In collaboration with the group PwC used the knowledge gained to produce a financial controls framework which provided the different parts of the group with sufficient scope to adapt the process to their business requirements while ensuring overall compliance and accountability The team then met with key stakeholders to explain the proposals and address any concerns The Outcome The new controls framework has been rolled out and implemented

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/transformitransforming-finance-major-defence-player.html (2016-02-10)
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  • Pension deficit and risk management
    View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer 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 Pension deficit and risk management Ever increasing burden of financial and industry regulation The Issue A large defence contractor wished to analyse the financial risks posed by its significant historical pension schemes and understand the options available for mitigating these risks and controlling future costs These costs were material relative to the earnings of the business and yet were largely related to former employees of the company Our Approach PwC s pension team was engaged to carry out a detailed review of the company s current pension position Pension modelling tools were used to forecast the future balance sheet P L and cashflow impacts of the schemes under various economic scenarios After ensuring that the client had a full understanding of the significant risks exposed by the modelling exercise a further review of risk mitigation and cost reduction ideas was carried out The client was then able to pursue a risk reduction exercise based on full information The Outcome The company is now fully aware of its exposure to pension scheme risk and is better placed to make long term strategic decisions Strategically the business saw that reducing the balance sheet risk of the legacy liabilities was

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/pension-deficit-risk-management.html (2016-02-10)
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  • Finding a strategic owner
    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 Finding a strategic owner Globalisation and tiering of AD S customers and the supply chain The Issue An SME operating in the AD S sector was finding it increasingly difficult to respond to its customers changing demands on contract terms and the industry s shift towards risk share partnerships The shareholders decided that the organisation needed to become part of a multinational corporation better able to respond to these requirements Our Approach PwC was appointed by the shareholders to conduct a strategic review of the business including an assessment of the key value drivers within the business and recommendations with respect to how to position these with potential acquirers during any exit planning how value might differ within each of the business three operating segments and whether value could be significantly influenced by the timing of an exit and whether the business should be sold as one two or three different businesses what range of values might be achieved in a sale process who the potential acquirers were and what benefit each might bring to the business The PwC corporate finance team spent time with the management of the business to understand the key investment considerations From our knowledge and understanding of the industry and its trends the team developed a vision of how these could be capitalized on by a range of potential acquirers Utilising our extensive industry network and contacts we then tested these assumptions with

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies/finding-strategic-owner.html (2016-02-10)
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  • Transforming your business for a new global tax world: PwC
    Management 2020 and beyond Transforming your business for a new global tax world By 2020 how an asset management firm deals with tax risk will be viewed as a competitive advantage or disadvantage Investors will expect robust and efficient tax infrastructure and will have minimal tolerance of tax uncertainty or tax adjustments As a result tax will be a key operational and business activity requiring specialist resources a new approach and integration into front back and middle office activities So what will be the drivers for this new global tax world And how will investment firms transform to meet these challenges as the industry becomes an even more significant part of the financial services sector By 2020 tax and reputation will be inseparable concepts Taxes will be viewed as an operational risk joining the ranks of other key risks which senior management takes a keen interest in and one that needs a strategically planned risk management programme integrated into all aspects of their business operations Asset managers will respond by dispersing their strategic tax resources throughout their business operations to give front middle and back office staff access to real time expertise The in house tax team will have developed to deal with perpetual audits and to engage with tax authorities on a frequent basis to influence policy and help guide the implementation of tax rules The tax function of the future As a result of these considerable changes to the tax environment the tax function in 2020 and beyond will be significantly different from what we know today The tax function will play a key role in the day to day management of operational risks and will no longer only deliver compliance and make tax technical assessments The assessment of complex data and its implication in business and product

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/asset-management/publications/asset-management-tax-2020.html (2016-02-10)
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  • Asset management: Asset Management Insights: PwC
    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 Asset Management Insights Mastering tax complexity In the future we believe that how asset management companies deal with tax risk and complexity will become a critically important differentiator Welcome to Asset Management Insights our flagship publication for communicating key asset management issues to our clients published on a quarterly basis Our specialists will use this platform to keep you informed about our latest thinking on critical topics such as growth governance people regulation and risk management developments globally This quarter s edition focuses on tax as a competitive advantage or disadvantage for asset management firms as the increasing impact of regulations will require asset management firms to build robust and efficient tax infrastructures Please read more in the selection of articles available in our latest newsletter Asia s new fund passports pose tax questions Asset Management 2020 beyond Transforming you business for a new global tax world OECD releases documents for country by country reporting BEPS for alternative investment funds Europe s increasingly complex tax reporting Q3 2015 Topic Alternatives Bridging the gap Aligning the responsible investment interests of limited partners and general partners Capital flows Private equity trend report 2015 Key findings Proposals to extend the Hong Kong offshore fund exemption regime Q2 2015 Topic Set for growth The future of funds distribution in Asia Trends in real estate Indian mutual fund industry Challenging the status quo setting the growth path Hedge fund administration The quest for profitable growth Needs of institutional investors in the new alternative world Asset management Hedge funds Insight Meet our team Private equity Real estate Emerging Trends in Real Estate Global outlook Europe United States and Canada

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/asset-management/publications/asset-management-insights.html (2016-02-10)
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