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  • Gary Rapsey
    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 Gary Rapsey Global Assurance Transformation Leader LinkedIn Gary Rapsey is the Global Assurance Transformation Leader and is a member of the Global Assurance Leadership Team Executive Gary is also a member of the UK Assurance Executive responsible for assurance transformation Gary has a broad experience in PwC He has worked on audits transactions and consulting engagements He has considerable experience in designing and evaluating controls over new systems processes finance functions and shared services for large multinational in the

    Original URL path: http://www.pwc.com/gx/en/contacts/g/gary-rapsey.html (2016-02-10)
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  • Risk assurance, business controls and processes: PwC
    vulnerable as business becomes more complex virtual and interdependent Building and sustaining a resilient business is a commercial imperative Learn more Gamechangers for the enlightened board Regulatory response redefining the value of regulation It s time to look again at regulation and see it as a benefit and not always a burden In a challenging business environment getting on to the front foot with your regulatory response with a well executed and communicated approach can bring significant opportunities Learn more Gamechangers for the enlightened board Third party trust who s keeping your promises An ecosystem of trust needs to exist between you and any stakeholder or partner who is making and keeping promises on your behalf Learn more Gamechangers for the enlightened board Transformation confidence Most senior executives will only ever sponsor one or two big transformation programmes They can feel removed from the detail and need help to feel confident of achieving the desired outcome Learn more Gamechangers for the enlightened board Digital trust Businesses now operate in an interconnected ecosystem and cyber security risks have evolved Old security models are no longer fit for purpose Learn more Risk Assurance helps management make well informed decisions The insight and independent assurance we bring provides an invaluable safeguard in today s complex operating environment We work with you in your boardrooms and back offices helping you protect and strengthen every aspect of your business from people to performance systems to strategy business plans to business resilience Explore our services IT risk assurance Internal audit Corporate treasury solutions Performance assurance Latest insight Explore our latest research and insights Risk in review 2015 Decoding uncertainty delivering value Resilience Infographics Resilience Risk Strategy Business continuity beyond company walls Fit for the future But are you truly resilient Risk in Review 2014 Re evaluating

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/risk-assurance.html (2016-02-10)
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  • Accounting advisory, business change and IFRS reporting: PwC global audit and assurance
    in industries and sectors of all kinds We apply a disciplined consistent methodology across our global network This enables us to maintain our focus on helping you manage change safeguard compliance and optimise the quality and efficiency of your accounting function no matter where or how you do business Here are a few of the services we can help you with Embedding new standards and processes Standardising your IFRS conversion and integrating your reporting Updating your accounting tools and function including in house training Supporting with recurring accounting and reporting compliance Board reporting and internal controls Remediating any issues identified Beyond our global network s presence technical capabilities sophisticated tools and track record of success we believe that our focus on dialogue and interaction with our clients is key and that significant value can arise from unique real world solutions that meet your unique needs We invite you to contact us and learn more about how we can help your accounting function during periods of complex change Depending on the independence and regulatory requirements that may be applicable such as Sarbanes Oxley certain services may not be available to audit clients of PwC member firms Related research insights Manual of accounting IFRS 2015 Nov 2014 This PwC publication provides guidance on the IFRSs issued by the International Accounting Standards Board IASB IFRS News November 2014 Nov 2014 The November edition of IFRS news covers the following Revenue TRG October meeting EFRAG New governance structure ESMA enforcement priorities Cannon Street Press Leases Conceptual Framework Research agenda Questions and answers U is for underlying and The bit at the back The PwC Family Business Survey 2014 Oct 2014 Explore growth succession and global trends impacting family businesses today IFRS news October 2014 Oct 2014 The October edition of IFRS news covers the following Conceptual Framework IASB takes debt versus equity off the table Leases IASB holds the line on a single model Financial reporting Calling time on the blame game IFRS in the EU EC consultation Cannon Street Press IFRS 10 and IAS 28 amendments Annual Improvements 2012 14 ED on fair value PxQ Rate regulated activities DP Disclosure initiative Insurance redeliberations Questions and answers T is for Translation of foreign currencies IFRS quarterly update September 2014 Oct 2014 The September 2014 IFRS quarterly update is a publication that outlines the IFRS reporting requirements as at 30 September 2014 It the standards that apply at this date and the standards are published but effective at later dates and hence required to be disclosed plus a summary of the latest topical issues IFRS news September 2014 Sep 2014 The September edition of IFRS news covers the following Alternative performance measures Time for ground rules IFRIC activity The NIFRIC Spotlight on IASB Interview with Amaro Gomes Cannon Street Press IAS 27 narrow scope amendment Exposure draft on IAS 12 narrow scope amendment IASB Workplan and Questions and answers S is for service concession arrangements PwC Regulatory Briefing Updated Feb 2015 Aug 2014 The latest

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/accounting-advisory/address-accounting-issues.html (2016-02-10)
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  • Executive and employee reward and retention strategies: PwC
    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 Reward Make your reward and compensation strategy truly strategic Compensation and reward programs must do more than just drive your business The disclosure and governance rules regarding executive compensation and incentive plans are now more complicated putting your organisation under closer scrutiny We can help you develop market driven total compensation programmes that meet employee and executive expectations while satisfying governance and outside review PwC can improve your organisation locally and internationally in the way it rewards its employee efforts If this is your situation You want to align your reward strategies with your business objectives to create value for shareholders You want your reward strategies to better support the objectives of recruitment retention and motivation You want to confirm that your reward plans are tax efficient in all relevant jurisdictions You want to ensure your reward plan is competitive in the marketplace and reasonable to shareholders and other stakeholders You are dealing with pension deficits which are causing problems with employees shareholders and the rating agencies You need to comply with new legislation and corporate governance codes You want to optimise the P L balance sheet and cash flow aspects of your compensation and benefit programmes How we can help you By drawing on the compensation benefits pension and financial experience of our global network we help organisations link executive and employee rewards to business goals and shareholder

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/executive-and-employee-rewards-attract-and-retain-key-staff.html (2016-02-10)
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  • What is the total tax contribution framework? Total tax contribution
    Switzerland United Kingdom United States Complete list of PwC territory sites What is the Total Tax Contribution framework and what will it tell me Tax is an important factor in delivering shareholder value and managing corporate reputation Businesses are facing greater pressure from a range of stakeholders to be more transparent about their tax positions At the same time the growing international reach of business together with further regulation and competition between countries for business investment means that tax is even more complex and high risk Having a clear understanding of your total tax contribution can help your business make informed decisions demonstrate your wider social and economic impact and better monitor and manage tax risk Our Total Tax Contribution framework provides a standardised approach to identify and measure a company s overall tax contribution It s a framework that can be used on a country by country industry and or global basis How can the Total Tax Contribution framework help me Our Total Tax Contribution framework can help your company to identify its true tax contribution We will help you collect data consider appropriate benchmarks and help you decide how to communicate your total tax contribution to stakeholders Using our robust methodology standardised across industries we can help you collect this data which can then be used to Highlight the importance of all taxes as well as corporate income tax Manage tax costs Make strategic decisions Benchmark the business Communicate the Total Tax Contribution of the company internally with departments responsible for areas such as corporate responsibility and also to brief the Board Communicate tax contributions externally in financial statements corporate responsibility or other reports PR and marketing campaigns and investor communications Facilitate dialogue with HMRC We can also benchmark your company against those in your industry sector so

    Original URL path: http://www.pwc.com/gx/en/services/tax/tax-policy-administration/what-is-total-tax-contribution-framework.html (2016-02-10)
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  • Sustainability, governance, risk, compliance and operations: PwC
    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 Governance risk compliance Responsible investment Creating value from environmental social and governance issues As businesses face more restrictions on the materials they use the need to establish governance around sustainability to manage risk and ensure compliance is growing National and international companies trying to meet these standards or regulations can find themselves in a minefield as they navigate the areas of governance risk and compliance Drawing from knowledge of recent developments globally advising other organisations and best practices we ll help you to Develop codes of conduct policies and procedures that meet your stakeholders expectations and ensure your organisation s values are respected and reinforced Win employee buy in to your sustainability strategy with effective frameworks and approaches that outline risks and opportunities and help everyone understand and support your strategy resulting in clear and coherent communications and optimal employee engagement Manage risk and regulatory compliance so you ll understand their impact on your company s strategy and operations We ll examine all sustainable development legal requirements company policies and industry voluntary codes to assess what your compliance levels are where you can improve and how future planned operational changes might interact with these Case studies Responsible investment and ownership practices CSR agendas for less risk and more growth Sweden Financial services With increased media scrutiny and efforts made by competitors a Nordic private equity firm decided to bring sustainability considerations into its investment and ownership agenda Learn more Korea Retail consumer A Korean based cosmetics company wanted to organise its CSR activities into a meaningful overarching sustainability platform that helped

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/compliance-risk-governance.html (2016-02-10)
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  • World Watch | UK FRC viability statement: PwC
    term health and strategy of listed companies Only two of those five companies adopted the risk related provisions in full so little is known about how the framework will be implemented and how it will operate as a whole All five however have included a viability statement and PwC s analysis of these has led to the selection of five areas of emerging good practice where companies either have or should go beyond a box ticking treatment of the Code The early adopters BAE Systems Derwent London ICG Lancashire Holdings United Utilities Areas of good practice 1 Explanations of why the chosen period is appropriate are based on factors in addition to the period over which the financial forecasts are prepared The FRC suggests a number of other factors e g statements made previously when raising capital the stage of development of the business and so forth Derwent London s viability statement stands out in this respect being linked to a number of aspects of the company s business cycle 2 More clarification on what the directors believe to be the qualifications assumptions in connection with the viability statement Most issues that amount to qualifications or assumptions for the viability statement will be linked to one of the principal risks and in the early statements companies are generally cross referencing from the statements to the risks It can be hard to tell however which of the risks are regarded as qualifications assumptions or why 3 Principal risk disclosures that are less generic and make it clear how risks to solvency and liquidity relate to the viability statement The principal risk disclosures are at the heart of the new Code framework and are explicitly linked to the viability statement The new framework also requires a formal statement from the directors that

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/corporate-reporting/world-watch/uk-frc-viability-statement.html (2016-02-10)
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  • Switzerland fat cat rule OaEC implementation: World Watch: PwC
    OaEC mandates that the board of directors has to be elected annually the members of the compensation committee have to be elected on an individual basis and shareholders have a say on pay This new regulatory environment places a lot of demands on everybody involved but I remain convinced that implementing a balanced compensation system is a strategic factor in the success of a company OaEC asks that three groups have to meet much more stringent requirements Shareholders who want to exercise their voting rights have to pay close attention organisations calling votes have to make sure that they have supplied clear information to the relevant parties and information intermediaries such as proxy advisors have to provide solid ground for their recommendations Compensation committees and say on pay Though the shareholder vote on the election of individuals to the compensation committee means a lot more work for companies this development in my view will have a positive influence on the reputation of committee members The new separate check on the compensation committee report by the statutory auditor will also help to enhance the reputation of the committee as a whole In my experience shareholders are increasingly sensitive to cases where one person is a member of both the audit and the compensation committee because they see this as risking independence The new rules will definitely influence a few decisions and can only help increase transparency so long as companies explain without resorting to boilerplate language how they deal with any conflicts of interest in the event of dual membership Say on pay is attracting a lot of attention too and companies are choosing a variety of methods to carry out the vote on their proposed compensation Around two thirds of entities hold a mainly prospective vote while the remaining third has opted for a mixed prospective retrospective vote for the different types of compensation short term and long term incentives It is crucial to emphasise that the use of different approaches is valid It is important for companies to choose what is right for them based on their system philosophy of compensation and ownership structure But while companies have the freedom to choose how they open up their policies to a vote they should bear in mind that different voting systems require different approaches to communications Justifiable transparent pay From my conversations with organisations investors and proxy advisors and experience of AGMs in the last couple of years some key questions have bubbled up questions that depend on the type of vote taken For retrospective votes shareholders want to know whether the compensation amount proposed is justifiable and complete whether the relationship between pay and performance has been adequately explained and where the system is not wholly formula based that the procedure for deciding bonuses is clear and transparent For prospective votes there are more questions including for example whether targeted maximum and actual pay have been done on a like to like basis whether reasons have been given for

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/corporate-reporting/world-watch/swiss-fat-cat-rule-beds-down-with-lessons-for-global-companies-too.html (2016-02-10)
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