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  • Emerging Trends in Real Estate: Europe 2016
    Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research 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 Emerging Trends in Real Estate Europe 2016 Emerging Trends in Real Estate Europe is a joint survey by PwC and the Urban Land Institute Now in its thirteenth edition it provides an outlook on real estate throughout Europe for 2016 and beyond Emerging Trends in Real Estate Europe 2016 Beyond the Capital City prospects 2016 Who is attracting investors in 2016 Key findings Uncertain times Changing places Fundamental changes at the business end of real estate Explore the data Browse the responses to five key questions and compare the results from different European regions Find out more Hear from our experts Simon Hampton and Gareth Lewis discuss the survey findings and their implications for the real estate industry in 2016 and beyond Contacts Gareth Lewis Real Estate Director Tel 44 20 78045537 Email Uwe Stoschek Industry Leader Real Estate EMEA Global RE Tax Leader Tel 49 30 2636 5286 Email Series Emerging Trends in Real Estate Find out more about the real estate trends around the world in our global US Canada and Asia Pacific reports Emerging Trends in Real

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/asset-management/emerging-trends-real-estate/europe-2016.html (2016-02-10)
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  • Equipped to compete: PwC
    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 Equipped for the future Re inventing your organisation How agile is your FS organisation How agile is your FS organisation How agile is your FS organisation Watch the video Download Equipped for the future Re inventing your organisation Most financial services businesses are organised and run for a marketplace that is fast disappearing How can you make sure your business is equipped to compete Customer expectations are defined by the digital experience brand value is determined by conversing on social media and customers are open to switching providers if they believe they can get something better elsewhere A much more urgent and radical organisational change than many FS businesses are undertaking is likely to be needed to reflect these rapid shifts in the market This report deep dives into the forces driving change and proposes five main building blocks for the new organizational paradigm drawing on the insights of PwC s sector experts Champion organisations will have clear insights into where in the complex new value chain they re best able to compete They will be using the latest developments in technology to enhance customer profiling improve customer experience and reduce costs Subsequently this in turn will enable FS organisation to make decisions faster than their competitors even if they occasionally get it wrong Download this report to find out more Financial services Asset management Banking capital markets Insurance Shaping the future landscape of financial services Financial regulation MiFID Basel III Basel updates European financial regulation updates Solvency II Volcker Rule Strategic and operational

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/publications/equipped-to-compete.html (2016-02-10)
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  • Asset management: Prepare for the future of the asset management industry: PwC
    industry participants to prepare their operating models people and processes for the changes ahead Watch the interview clips on this page of Barry Benjamin our Global Asset Management Leader and our PwC Partners talking about the mega trends and the future of the asset management industry as we see it What are your thoughts Let us know The asset management landscape in 2020 Huge rise in assets and shift in investor base The rise in the volume of investable assets is set to increase from around 64 trillion today to 102 trillion by 2020 a compound growth rate of nearly 6 Assets under management in the SAAAME South America Asia Africa and the Middle East economies are set to grow faster than in the developed world Growth in assets will be driven by three key trends the government incentivised shift to individual retirement plans the increase of high net worth individuals HNWIs from emerging populations and the growth of sovereign wealth funds SWFs Pressures on the asset management industry Alongside rising assets there will be rising costs First the costs of complying with regulation will remain high Commercial cost pressures will rise as firms grow their distribution networks Fees will be under continued pressure amid the ongoing push for greater transparency and comparability Investment in technology and data management will need to be maintained or increased to maximise distribution opportunities and to cope with regulation and reporting Nothing to hide nowhere to hide and nothing at risk Full transparency over investment activity and products will exist at all levels there will be nowhere for non compliant managers to hide as regulatory and tax reciprocal rights criss cross the globe By 2020 only the plain vanilla managed account will remain outside regulatory reporting By 2020 regulators will have real time access to portfolios cross referenced to market data Gamechangers that will redefine the industry Asset management moves centre stage Changing demographics and markets will thrust asset management to centre stage First regulation will hinder banks and insurers by forcing them to abandon proprietary investing and other core businesses Second as the world ages retirement and healthcare will become critical issues that only asset management can solve Third asset managers will become more important in the capital raising required to support growing urbanization and cross border trade Fourth asset managers will be at the centre of efforts by SWFs to diversify their huge pools of assets Messaging will need to be systematic and consistently focused on the value the asset management industry brings Distribution is redrawn regional and global platforms dominate By 2020 four distinct regional fund distribution blocks will have formed allowing products to be sold pan regionally These are north Asia south Asia Latin America and Europe Fee transparency goes global By 2020 virtually all major territories will have introduced regulation to better align interests with the end customer RDR or similar regulation on fee models will apply to all major markets including Asia Alternatives become more mainstream passives are

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/asset-management/publications/asset-management-2020-a-brave-new-world.html (2016-02-10)
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  • Executive pay in financial services – Tighter restrictions ahead: PwC
    term While the initial focus has been banks the deferral and governance requirements are being progressively introduced in insurance and asset management Smarter incentives Turning the regulatory shake up to your advantage looks at how clients can address the changes in the short term while at the same time putting incentives on a more realistic sustainable and forward looking footing This includes aligning incentives into the wider strategic rethink within the business and ensuring they reflect the more modest returns being made Why is reward regulation already proving to be such a headache Fragmentation There is little or no consistency in application approach around the world The EU is applying stringent rules based on how much of the variable pay should be deferred and taken in shares This contrasts with the largely principles based approach adopted in the US and Asia under which incentives should be broadly aligned with the risk appetite and risk adjusted returns Operational headache For global groups there is the operational and talent management headache of running multiple and potentially conflicting approaches to reward How has it been possible to mitigate the impact Few affected So far the rules have only applied to a limited number of so called material risk takers These are people who have a major say on risk decisions such as board members and heads of risk or trading desks rather than the bulk of traders Definition correct at the time of going to press 5 12 12 Paying more as basic For the ones who are affected it s possible to ease the impact of restrictions on bonus arrangements by increasing fixed salaries as a proportion of overall pay Why is the situation going to get harder Tighter restrictions Planned new rules in the EU would impose a bonus cap on banks of no more than two times pay Some notably the Netherlands are set to impose even tighter curbs no more than 20 of basic pay across all FS sectors Broadening the net The definition of material risk takers is also being expanded to include what is in effect all high earners The rules will now apply to around 5 10 times more staff in an investment bank than under the previous definition and 2 4 times more staff in a corporate retail banking or asset management business Is it still possible to mitigate the impact Strategic headache With more people affected decisions over where to locate key operations are going to be more complicated and it will be harder to attract staff in highly prescriptive jurisdictions Less incentives and higher fixed costs If basic pay as a proportion of the total goes up there will be less incentive for exceptional performance and it will be harder to control fixed costs Eroding organisational cohesion As the variations in bonus arrangements between regions become more marked it will be harder to maintain organisational cohesion and align incentives with group wide business objectives What s the longer term answer A more durable

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/publications/smarter-incentives-in-financial-services.html (2016-02-10)
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  • Strategic Imperatives for Asset Managers: taking advantage of new and emerging industry demands: PwC
    library Careers PwC Open University United States 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 Strategic Imperatives for Asset Managers May 2013 At a glance Download Strategic Imperatives for Asset Managers This paper presents a thematic introduction to the issues the asset management industry is facing the key implications to asset managers and the questions firms should be asking to best adapt their strategies A transformation of the asset management industry is taking place as traditional guideposts are replaced by a new set of market demands Economic technological behavioral and demographic macro trends are driving the need for firms to re evaluate their strategies and business models This paper presents a thematic introduction to the issues the industry is facing the key implications to asset managers and the questions firms should be asking to best adapt their strategies and take advantage of these new and emerging industry demands The five key macro trends are highlighted below Rise and inter connectivity of the emerging markets Demographic change

    Original URL path: http://www.pwc.com/us/en/asset-management/investment-management/publications/pwc-strategic-imperatives-asset-managers.html (2016-02-10)
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  • Financial Services , Forging a winning culture: PwC
    Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Forging a winning culture Download Forging a winning culture After several years of determined effort to reshape attitudes and behaviour many boards have been left wondering why the culture within their organisation hasn t really changed While they ve sought to impose a new tone from the top and adjusted compensation policies how confident are they that their businesses aren t at risk of more damaging lapses It s telling that the proportion of FS industry leaders who believe that lack of trust is a threat to growth has continued to rise Looking specifically at risk culture a PwC survey of some 500 banks found that their executives rated their risk culture as C on average when at least A would have been expected given the investment and effort to date In this paper we look at why it s time for a new take on culture which would seek to unleash the full force of your culture by aligning it with your overall strategic objectives Rather than simply responding to regulatory demands and fixing the failings of the past the priority would be building for the future We also look at how to make change manageable by honing in on specific behaviours rather than seeking to overhaul your entire culture The approach could be likened to a short sharp surgical intervention Crucially this approach is also measurable enabling your business to track progress and demonstrate this to customers regulators and other key stakeholders A more far reaching change in culture will take longer But adjusting critical behaviours can help your business to set the right direction and build momentum for broader change We will be following up this paper with a series of

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/publications/forging-a-winning-culture.html (2016-02-10)
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  • Kees Hage
    People and organisation Sustainability climate change Tax About us Global Annual Review Our leadership team Code of conduct Corporate responsibility Network governance Our contribution to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research 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 Kees Hage Global Real Estate leader Kees Hage has been a Real Estate audit partner since 1999 in the Netherlands In 2006 he moved to Luxembourg to assist in the development of the Luxembourg Real Estate practice He has extensive experience in performing special assignments including due diligence assignments and IFRS conversions

    Original URL path: http://www.pwc.com/gx/en/contacts/k/kees-hage.html (2016-02-10)
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  • William Taggart
    conduct Corporate responsibility Network governance Our contribution to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research 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 William Taggart Global FS and Asset Management Tax leader With over 25 years of experience William has served the business and tax needs of all types of Alternative Investment Fund clients His clients range from domestic funds to large multinational fund complexes and funds at all stages of their life from start up to mature organizations William s areas of expertise include business and tax issues for Alternative Investment

    Original URL path: http://www.pwc.com/gx/en/contacts/w/william-taggart.html (2016-02-10)
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