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  • Collaboration: preserving water through partnering that works: PwC
    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 Collaboration preserving water through partnering that works Download View the Water collaboration framework The risks for business around having too much or too little water or water that s too dirty or too expensive are only increasing Issues resulting from water scarcity and water stress need to be on the risk agenda and actively managed There is greater recognition of the risk in the WEF Global Risk 2015 report Water Crises was ranked the top risk by business leaders in terms of its impact Access to water is fundamental to business it s used as an ingredient to cool heat and clean as well as all along the supply chain Businesses are exposed to water risk in ways they may not have anticipated and it can have a huge impact on their operations Left unquantified and unmanaged it leaves a risk exposure that can hurt the bottom line and reputations Collaboration Preserving water through partnering that works is designed to Highlight the extent of the water problem and its impact and risks to business Share differing stakeholder perspectives to help you better understand where your potential partners are coming from Explain the drivers of success that make collaboration work for the long term Propose an approach for weighing up trade offs and evaluating the best alternatives for all stakeholders We recognise four clear steps to support the collaboration process and share a case study to support each click on the link below Start off on the right foot Get the system going Strengthen the glue Maintain momentum Global

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/publications/preserving-water-through-partnering.html (2016-02-10)
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  • Risk and growth, but not as we know them: Strategic Resilience: PwC
    they need to prepare their entire organisations to take advantage of big shifts That means creating new markets configuring game changing operating models confronting greater uncertainty and surmounting unprecedented hurdles Indeed key to our understanding of this definition of resilience is that it includes both the capability to recover from crisis and to capitalise on change Without a doubt resilience has always been a valuable characteristic What s renewing its importance today is the fact that it provides CEOs confidence to take on the higher levels of risk needed to realise the reward they seek Growth but not as we know it Growth expectations have soured for most major economies with the notable exception of the US From the slow down in China to stagflation in Brazil and deflation in the Eurozone the global picture does not look rosy The International Monetary Fund recently downgraded its global economic forecast this year from 3 8 to 3 5 Meanwhile megatrends demographic change rapid urbanisation shifts in economic power and climate change are also fundamentally changing the global economy They are turning established business models on their head and disrupting business as usual So why are CEOs optimistic It s because they are crafting entirely new growth strategies and preparing their organisations to respond positively to disruptions Some for example are earning new revenues from generational shifts in purchasing behaviours Others are creating new markets with leapfrogging technologies Indeed technology is a pervasive enabler of responses to disruption I am positive that at some point in time we will be able to tailor a pair of jeans to a body scan that you ve taken on your smartphone or on your webcam and be able to turn that around in a couple of weeks tailored for you one unit at a time That s amazing and it will completely change everything when that capability comes along Chip Bergh President and CEO Levi Strauss Company Risk but not as we know it The ebb and flow of the global economy matters but far more important are these seismic shifts that are cracking open new opportunities CEOs know they have to take on significantly more risk for the same reward One example complex cross industry moves We explore this trend in detail in our Global CEO Survey report A marketplace without boundaries Fifty four per cent of CEOs have entered or considered entering a new industry in the past three years This trend cuts both ways 56 of CEOs also expect to be challenged by competition from outside their core sectors Companies are encroaching on others turf with a sense of urgency They are determined to redefine the way products and services are created and delivered Most visibly Google Apple Facebook and Amazon are blurring lines between technology retailing publishing social networks entertainment telecoms and finance But this new economy is being shaped by many players big and small Majorities of both smaller companies in our survey revenues up to 100 million and the

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/risk/resilience/publications/risk-management-growth-strategies.html (2016-02-10)
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  • Global Power & Utilities Survey 2015: PwC
    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 Global Power Utilities Survey 2015 A different energy future Transformation in power utilities markets is happening right here right now Read more Check out the PwC Power Utilities Disruption Index Find out where energy transformation in the power utilities sector is taking us Discover the regional trends Download We are witnessing considerable disruption in the power sector arising from a combination of policy technological and customer change It s creating a transformation in how we think about produce and use electricity In some parts of the world disruption is already taking a strong hold In other parts of the world it is just beginning It comes on top of the already considerable existing challenges companies face in providing energy security affordability and sustainability Our survey looks at what is driving the change and where it is leading to Therefore we talked with 73 top level power utility company executives from 52 countries all around the world We include an analysis of some of the principal disruptive factors at work Looking further ahead we find that a big majority in our survey expect significant or very significant market model change by 2030 Most think that current business models won t be sustainable and many think existing business models are already broken Norbert Schwieters PwC Global Power Utilities leader Global Power Utilities Survey About the survey Key challenges Disruption

    Original URL path: http://www.pwc.com/gx/en/industries/energy-utilities-mining/power-utilities/global-power-and-utilities-survey.html (2016-02-10)
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  • Resilience: Strategy, Risk Management, and Agility: PwC Advisory
    will be happen by Dennis Chesley The Metaphysics of Risk and Resilience by Fiorella Iannuzzelli The difference between Enterprise Resilience and Enterprise wide Risk Management is a distinction worth noting Read more When Power is Risky by Matthew Hinton Do powerful leaders take more risks Not always says business school researchers Read more RISK INSIGHTS BLOG Short current posts bringing you the best thinking on turning risk into advantage Latest post Crises happen are you prepared Read tips for boards in preparing for responding to and recovering from crisis Explore the Risk Insights blog BLOG Ask not what to do with all the cash but what the cash can do for your company in a risky environment It s not even a decade since businesses started amassing cash as a buffer against volatile markets Now sitting atop piles of surplus corporate cash corporate treasurers are asking what to do with it to make it perform But the world today is equally volatile argues PwC s Peter Frank and in this article he suggests some questions to ask first in guiding strategic decisions about cash ALL ARTICLES Explore PwC s in depth insight on business resilience an organisation s capacity to anticipate and react to change and crisis not only to survive but also to evolve All articles BLOG Who wants food regulations when growth is on the menu In early September the US Food and Drug Administration finalised new rules that for the first time will require US food manufacturers to develop and implement detailed plans to prevent foodborne illness How can they turn this requirement into an opportunity to grow and take advantage of change ARTICLE What s the most important capability for business today The emerging capability every business needs The art and science of enterprise resilience ARTICLE

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/risk/resilience.html (2016-02-10)
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  • Risk in review 2015: Decoding uncertainty, delivering value: PwC
    leaders And the 12 excelled in something else they displayed significantly superior profit margins and annual profit margin growth Risk leaders have developed a comprehensive strategy to anticipate measure and accept risks This enables them to take on more business risk and better identify strategic opportunities And when they act it s with greater speed and confidence than their competitors Navigating the risk environment Risk assessment demands an integrated approach In today s business environment opportunity is always tied to risk Technological growth has led to faster decision making increased contact with third party vendors and mounting cybersecurity threats Disruptive technologies are hitting the market at an exponential rate Meanwhile regulators have sharpened their claws in response to the global financial crisis To face a world of interconnected risks it takes an integrated approach that views risk management from multiple lenses across all lines of defence And to grow in this world it takes a proactive risk enabled approach that is open to new opportunities Opportunities in risk management 55 of risk management leaders recorded increased profit margins over the past three years By creating and constantly updating their risk tools and procedures companies that lead in risk management develop knowledge they can leverage to meet their operational and strategic goals They become smarter seeing the interconnected and cascading nature of risk and deepening their understanding of their own risk appetite Even when prioritising speed to market they re able to involve risk management at every turn The end result of this risk enabled approach to growth is that over the past three years 55 of risk management leaders recorded increased profit margins compared with only 43 of non leaders Empowered with risk management platforms they are able to explore new opportunities and grow with confidence Audit and assurance services

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/publications/risk-in-review-2015.html (2016-02-10)
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  • Water: a business risk : PwC
    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 Water a business risk Water Find out why business leaders think it s the number 1 risk Water a challenge for business Play video Is water on the board agenda Explore the challenges water presents to industry and why risks must be managed Water is fundamental to all businesses to heat cool clean or as an ingredient Having too little or too much or water that s too dirty or too expensive can have an impact on your bottom line Yet water is the most problematic of resources think about the reliability and quality of the supply the impact of drought and flooding and the collaboration needed to share effectively with others It s a challenge for business that needs active management Research Insights Collaboration preserving water through partnering that works Water disclosure guidelines for business PRI Coordinated engagement on water risks in agricultural supply chains Managing water challenges More reports Research Insights Collaboration preserving water through partnering that works Water disclosure guidelines for business PRI Coordinated engagement on water risks in agricultural supply chains Research Insights Collaboration preserving water through partnering that works Water disclosure guidelines for business PRI Coordinated engagement on water risks in agricultural supply chains Research Insights Collaboration preserving water through partnering that works Water disclosure guidelines for business PRI Coordinated engagement on water risks in agricultural supply chains Business challenges explored Click to open infographic Global Sustainability climate change Strategic sustainability Assurance reporting Governance risk compliance

    Original URL path: http://www.pwc.com/gx/en/services/sustainability/water.html (2016-02-10)
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  • Future-proofing your business – think differently about risk: PwC
    they are often not as robust as they need to be or they are more focused on yesterday s risks rather than being forward looking We re taking a broader perspective based on the view that boards need to start taking a holistic approach to risk moving from being reactive and compliance driven to being proactive seeing it as a strategic driver of performance We have developed a framework to help you explore where risk lies in your business and identify the potential threats and opportunities it holds The framework is flexible and dynamic designed to encourage a broader perspective and future facing approach to risk and resilience It is a catalyst to help you think holistically about your key strategic risks and adopt a different mindset that explores the opportunities presented by risk as much as the threats Used effectively it can help you assess known areas of vulnerability and advantage as well as uncover risks and opportunities that perhaps you didn t know existed enabling you to develop quick effective and confident responses The framework is supported by world class tools and methodologies that enable us to provide businesses with insightful robust and leading edge support in all the areas it covers Types of risk This element of the framework can help you to determine where risk is sitting in your organisation and where you are potentially vulnerable We have identified four types of risk which make up the risk landscape the population of risks which could affect positively or negatively the ability of your organisation to achieve its business strategy and protect or create value These categories help in the identification of unknown or hard to predict risks Approach Businesses need to clearly understand the alignment between what they are trying to achieve through their business strategy and which risks to take avoid and manage This part of the framework captures the elements that should be present in an organisation s model for managing risk the risk control and assurance continuum It can form the basis of a diagnostic evaluation that enables you to identify where you may be stronger or weaker Response The lines of defence are what your business has in place to protect itself They form a critical part of your organisation s overall response to risk We ve identified four lines of defence These are aspects of a business that span people systems and controls the board risk management and compliance functions internal audit external assurance As you move across the four lines they become increasingly independent of the business This element of the framework can help you to consider a specific aspect of the business for example the effectiveness of your internal audit function or it can be used as the basis for a more general exploration of how effective the lines of defence are in protecting your organisation against risk Thinking differently to future proof your business The real power of the framework lies not in its individual components but in

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/risk-assurance/future-proof.html (2016-02-10)
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  • Embracing opportunity in a new world of risk: PwC
    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 Embracing opportunity in a new world of risk The rewards of being risk confident Download For organisations worldwide the concepts of catastrophic risk and likely worse case scenarios have moved decisively from theory to everyday reality With global trade financial markets and supply chains increasingly interconnected across borders and rapid technological advances reshaping every facet of business the question is no longer if a damaging risk event somewhere in the world will impact your company but rather when this will happen At that point a further question will come to the fore is your organisation sufficiently aware and agile to respond to these impacts quickly confidently and effectively 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 the Experts 2015 Accounting advisory services Risk assurance Gamechangers for the enlightened board Building digital trust Culture behaviours Regulatory response Third party trust Enterprise resilience Transformation confidence Future proofing your business Performance assurance IT risk

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/publications/embracing-opportunity-in-a-new-world-of-risk.html (2016-02-10)
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