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  • Infrastructure transactions, due diligence and finance: PwC
    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 Are you doing the right deals The headlines are hard to avoid The world has grossly underinvested in its critical infrastructure Funding from the public sector has lagged the need and the infrastructure funding gap continues to grow Prior to the global recession the major banks and private equity funds looked to fill this gap with aggressive capital If the banks and funds have learned anything these last few years it is this Investing in infrastructure is more than a financial play you need sector knowledge and an ability

    Original URL path: http://www.pwc.com/gx/en/industries/capital-projects-infrastructure/deal-planning.html (2016-02-10)
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  • Sectors: Capital projects and infrastructure: PwC
    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 Sectors test test test Follow the links below for trends and thought leadership pertaining to key asset classes Technology Infocomm Entertainment Media Broadband First responder network Transmission cable broadcasting Hosting mega sporting events Sports complexes stadia Power and Utilities Mining Nuclear power generation Energy Oil and Gas Environmental Water wastewater Solid waste Recreation Cultural Recreational facilities Parks and other land development Social infrastructure Healthcare facilities Education

    Original URL path: http://www.pwc.com/gx/en/industries/capital-projects-infrastructure/asset-classes.html (2016-02-10)
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  • Capital projects and infrastructure: Case studies: PwC
    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 Featured projects Capital projects require specialised support across many of the variables critical to their success such as financing management and governance This is because risks and resource requirements for capital projects are different as are the strategies required to address them This is particularly true in today s uncertain economic environment The best examples of our integrated approach and global reach come from our clients Featured below are four examples of work we have performed by working with our clients and understanding their specific issues Be it

    Original URL path: http://www.pwc.com/gx/en/industries/capital-projects-infrastructure/featured-projects-case-studies.html (2016-02-10)
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  • Capital projects and infrastructure: PwC’s global presence
    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 Who we are Our Capital Projects Infrastructure practice is composed of more than 600 professionals throughout the PwC global network Working on more than 800 infrastructure projects across the globe we are focused on helping our infrastructure clients make a difference for tomorrow Our teams leverage the creative mindset and problem solving experience of our consulting professionals who include financial project management risk management and engineering specialists with the precision structure analytical capabilities and the accountability ethic of our Assurance and Tax practices Contact a Global capital projects infrastructure professional Global Richard Abadie Global leader Capital projects infrastructure Tel 44 0 20 7213 3225 Profile Americas US Peter Raymond Tel 1 703 918 1580 Profile Argentina Marcelo Iezzi Tel 54 11 4850 6827 Canada Michel Grillot Tel 1 403 509 7565 Profile Johanne Mullen Tel 1 514 205 5080 Chile Germán Millán Profile Mexico Francisco Ibanez Tel 52 55 52 63 6085 Profile Africa Kenya Tibor Almassy Tel 254 20 2855373 Nigeria Ian Aruofor Tel 234 1 271 1700 Profile South Africa Jonathan Cawood Tel 27 11 797 5236 Europe UK Neil Broadhead Tel 44 20 780 45814 Profile Central Eastern Europe Jan Brazda Tel 420 251 151 296 Profile France Benjamin Ribault Tel 33 0 1 56 57 60 02 Profile Germany Hansjorg Arnold Tel 49 69 9585 5611 Martin Bork Tel 49 21 1981 7288 Italy Guido Sirolli Tel 39 0 348 2740405 Profile Netherlands Paul van den Berg Tel 31 0 88 792 74 53 Profile Spain Patricio de Antonio Lorenzo Tel 34 915 684 360 Profile Sweden Lars Tvede Jensen Tel 46 8 555

    Original URL path: http://www.pwc.com/gx/en/industries/capital-projects-infrastructure/contacts.html (2016-02-10)
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  • Capital projects and infrastructure: Research and publications: PwC
    a virtuous circle of urban interests June 24 2015 Business and government are joined by mutual self interest in long term city wellbeing Navigate your way to successful capital projects April 09 2015 Many capital projects previously put on hold are now being started up again Consequently some companies find themselves trying to deliver a portfolio of projects not just one In this environment of complexity and volume it is easy to lose sight of where capital project value is being created or diminished This series of four thought leadership pieces shares with readers PwC s collection of frameworks processes and insight to help guide you towards successful capital projects Trends challenges and future outlook Capital projects in East Africa Southern Africa and West Africa December 01 2014 This report provides in depth insight into the realities of infrastructure delivery across countries regions and development corridors in sub Saharan Africa What s the direction of travel for airport investments November 16 2014 A compendium of articles on the changes shaping the aviation market This series answers questions for investors eyeing airport infrastructure today Infrastructure development in Asia Pacific APEC The next 10 years November 08 2014 Asia Pacific critical infrastructure needs are changing and regional planning and investment will play a pivotal role in how APEC economies grow Adopt a business case approach to resolving capital projects disputes September 24 2014 Capital project disputes are a fact of life in most infrastructure developments particularly in the emerging markets A business case approach can help Global nuclear capital projects and infrastructure capability September 23 2014 Few capital or infrastructure projects are more challenging than nuclear projects with demanding scale construction cost and complexity PwC can help Brazil priority issues and insights in the land of infrastructure opportunity September 05 2014 A brief video discussion on Brazil s special capital projects infrastructure landscape including talent shortage BNDS finance PPPs and incentives Unlocking Investment in Infrastructure Is current accounting and reporting a barrier July 01 2014 A report by the six largest international accounting networks on accounting and corporate reporting reforms that could help attract increased private financing Infrastructure trends in Australia June 26 2014 Mario D Elia of PwC Australia talks about the country s infrastructure landscape including considerations for inbound investors and Australia as an entry to SE Asia Capital project and infrastructure spending Outlook to 2025 research findings June 20 2014 What are the global capital project infrastructure spending trends around the world Download the PwC Oxford Economic report now Investor Ready Cities How cities can create and deliver infrastructure value May 06 2014 This PwC PSRC report looks at the challenges for cities in delivering investor ready infrastructure projects starting with the legal and governance structures and then illustrating how cities can leverage financial mechanisms to their advantage to help deliver the infrastructure Cities of Opportunity Building the future December 11 2013 This special edition of PwC s Cities of Opportunity focuses on current infrastructure provision and unmet demand among the 27 cities Gridlines A new Mexican mix welcomes infrastructure investors November 26 2013 This PwC report explains why a strong economy new laws and an ambitious infrastructure investment program in Mexico spell opportunity The new normal for airport investment November 18 2013 This PwC report explains why instead of planning for a new phase of constant straight line growth airline and airports investors will need to adjust their strategies to ink the best deals in the new normal 1 2 3 All Cities of Opportunity Emerging markets infrastructure series Gridlines Nuclear power comes of age but challenges remain February 02 2016 Fiona Reilly Global Nuclear Lead for PwC s Capital Projects Infrastructure practice examines the key dimensions of the shifting global landscape of nuclear projects Infrastructure in Asia Pacific December 02 2015 PwC s 2015 APEC CEO Survey looks at Infrastructure in Asia Pacific With demand for world class infrastructure intensifying what new funding sources will we see Ways and means for delivering new nuclear November 11 2015 In this article we consider the seven alternatives to government financing being used in the market today Connectivity and growth Issues and challenges for airport investment November 10 2015 A compendium of articles on the issues affecting global aviation markets and the challenges airport investors face today Assessing the global transport infrastructure market Outlook to 2025 September 29 2015 Outlook to 2025 assessing the global transport infrastructure market including investment growth by sector and region challenges and opportunities Business and government close a virtuous circle of urban interests June 24 2015 Business and government are joined by mutual self interest in long term city wellbeing Navigate your way to successful capital projects April 09 2015 Many capital projects previously put on hold are now being started up again Consequently some companies find themselves trying to deliver a portfolio of projects not just one In this environment of complexity and volume it is easy to lose sight of where capital project value is being created or diminished This series of four thought leadership pieces shares with readers PwC s collection of frameworks processes and insight to help guide you towards successful capital projects Trends challenges and future outlook Capital projects in East Africa Southern Africa and West Africa December 01 2014 This report provides in depth insight into the realities of infrastructure delivery across countries regions and development corridors in sub Saharan Africa What s the direction of travel for airport investments November 16 2014 A compendium of articles on the changes shaping the aviation market This series answers questions for investors eyeing airport infrastructure today Infrastructure development in Asia Pacific APEC The next 10 years November 08 2014 Asia Pacific critical infrastructure needs are changing and regional planning and investment will play a pivotal role in how APEC economies grow Adopt a business case approach to resolving capital projects disputes September 24 2014 Capital project disputes are a fact of life in most infrastructure developments particularly in the emerging markets

    Original URL path: http://www.pwc.com/gx/en/industries/capital-projects-infrastructure/publications.html (2016-02-10)
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  • Chemicals: Using innovation to drive sustainable growth in the chemicals industry: PwC
    said that taking ideas to market is the biggest innovation challenge for chemicals executives Less than 2 3 of chemicals executives say they have a well defined innovation strategy compared to 79 of the top innovators across industries For most of our chemical clients innovation is already a core part of their internal culture and their company mission but it may not yet be delivering all the value it could be But innovation can and should help improve the bottom line A solid strategy for innovation is the essential starting point yet more than a third of chemicals executives say they don t have a well defined strategy Chemicals is really a cornerstone industry 96 of all manufactured goods are touched by chemistry So innovation in the sector really impacts the whole economy Mike Walls Director of American Chemistry Council Key findings Broaden innovation efforts beyond products and increase innovation ambition Products still top the list as the number 1 innovation priority for many chemicals companies They re critical and so is making sure your product portfolio can address the major trends that are transforming the global economy But it s important to recognise and drive innovation in other areas too In three areas technology customer experience and the supply chain more than 40 of chemicals respondents expect breakthrough or even radical innovation over the next three years Those companies that aren t emphasising these areas or that settle for primarily incremental innovations may fall behind the competition And we see business model innovation as vital too To make progress on a meaningful scale we need to forge what I call a golden triangle of partnership business government and society at large working harmoniously together Andrew Liveris CEO Dow Chemical Get the basics right In our overall research we found that the top innovators spend a greater portion of revenues on innovation compared to the overall sample Our chemicals respondents told us their companies were spending significantly less some may need to consider increasing their investment But to make the most of it chemicals companies need to get innovations to market Technology advances can help for example by streamlining testing procedures Building an innovation function across the whole organisation can also help increase overall efficiency Being part of innovation and R D has become the most important role in our organisation everybody recognises these people as crucial for future company success Jörg Unger Head of Innovation Performance Materials BASF SE Build and maintain a strong culture to attract and motivate talent Every kind of innovation is driven by people When it comes to building a strong innovation culture chemicals executives put the most emphasis on recognition and reward and strong processes Most are also making sure that employees get opportunities to innovate and setting tone from the top A strong innovation culture can help with recruiting Chemicals companies will need to win the fight for talent especially in growth markets like Asia Some are already supporting math and science education

    Original URL path: http://www.pwc.com/gx/en/industries/chemicals/using-innovation-to-drive-sustainable-growth-in-the-chemicals-industry.html (2016-02-10)
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  • Sustainability, climate change and carbon disclosure metrics: PwC
    sent on behalf of 722 institutional investors representing US 87 trillion of assets under management PwC has served as global advisor to CDP and report writer of its three flagship reports the Global 500 S P 500 and FTSE 350 reports since 2008 CDP Global 500 report highlights The Global 500 report assesses how ten key sectors are addressing the challenges of climate change It looks at how growing markets for products and services are affecting companies responses to climate change It also outlines trends seen in companies which are reporting barriers to actions This year over 400 of the Global 500 companies responded to the CDP questionnaire Their responses provide valuable insight into how the world s largest companies are operating and driving action on emissions and climate change The main findings of the report are Corporate emissions are still closely linked to growth Total direct and indirect scope 1 and scope 2 emissions have not changed significantly in the past five years In fact the 50 largest emitters have increased their emissions since 2009 Companies are yet to report emissions from the most relevant parts of their value chains Current reporting of indirect value chain scope 3 emissions does not reveal the full impact of a company s value chain Money talks financial incentives are driving emissions reductions Monetary rewards for employees particularly at board level are powerful catalysts of climate action Change in emissions reported by the 50 largest emitters in 2013 between 2009 and 2013 1 65 Global 500 Sector Assessment 2013 1 Sector Emissions performance Governance Strategy Verification stakeholder engagement Consumer Discretionary Consumer Staples Energy Financials Healthcare Industrials Information Technology Materials Telecommunication Services Utilities Assessment of each sector s performance against the Global 500 average Significantly above average Average Significantly below average 1 The sector assessment is based on the following areas of the questionnaire Emissions performance Reporting of Scopes 1 2 and 3 emissions data and operational spend on energy costs energy use absolute and or intensity targets emission reduction activities change in emissions from prior year Governance Level of Oversight incentives rewards risk management approach Verification Stakeholder Engagement Verification assurance engagement with policy makers communication of sustainability information to public and Strategy Integrated strategy identified risks and opportunities emissions trading CDP S P 500 report highlights The 2013 CDP S P 500 report shows that the number of leaders on the Climate Disclosure Leadership Index CDLI doubled indicating that a growing number of companies are embracing transparency and addressing the risks and embracing the opportunities that come with climate change Leaders are doing 3 things to accelerate their sustainability agendas They re going beyond reporting and investing to cut carbon emissions 98 of leading companies and 68 of all respondents can link investments in emissions reductions to value creation They are discovering new ways to boost efficiencies create new markets engage employees and build competitive advantage They re transforming their business models to prepare for the impacts of climate change 78 of respondents

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/publications/carbon-disclosure-project.html (2016-02-10)
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  • Next-generation supply chains: Efficient, fast and tailored: Chemicals and Process industry
    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 Chemicals and Process industry findings Global Supply Chain Survey 2013 Supply chain performance Supply chain performance The leading Chemicals and Process industry companies achieve average EBIT margins 13 5 with a high number of inventory turns 17 3 and a better delivery performance than does any other industry except Retail and Consumer goods 97 5 The supply chain performance gap between the Leaders and Laggards is also the smallest Organisational set up Chemicals and Process industry companies typically manage their planning manufacturing operational procurement and delivery functions regionally and their enabling and strategic procurement functions globally They outsource about 5 of their planning sourcing and enabling activities only 13 of their manufacturing and assembly activities and 7 45 of their delivery activities The key attributes of Chemicals and Process Industry companies Leading practices Leading practices The most important value drivers for Chemicals and Process industry companies are minimised costs 87 maximum delivery performance 87 maximum volume flexibility and responsiveness 77 and complexity management 72 The Leaders focus on continuous improvements in production efficiency and inventory management coupled with process simplification to drive down costs and on end to end supply chain planning and visibility Top differentiating practices Inventory reduction Decreased manufacturing costs through reduction of wastes Reduction in process flow complexity End to end supply chain planning and visibility Collaboration with key customers on planning e g effective forecasting Order fulfilment cycle time reduction to improve information flow Internal capacity flexibility 80 120 End to end supply chain planning and visibility Involvement of partners for capacity reservation Development of multiskilled employees in order to cope with complexity Making to order Assortment

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/supply-chain/supply-chain-survey/chemicals-findings.html (2016-02-10)
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