Advisory
today.
Accelerating execution to create a ‘Category of One’
With the global outlook remaining unsettled, businesses are increasingly looking to turn uncertainty into opportunity and resilience. As a result, the needs of the global advisory market are continuing to evolve to meet the changing needs of clients. Building the right relationships remains as important as ever.
‘In response to global shifts the value proposition of our Advisory businesses has evolved towards a higher emphasis on global reach and end-to-end capabilities’
The revolution we have been seeing in the strategies and needs of organisations across the private and public sectors continues apace. In the past year in particular, the dramatic shift in the global aeconomic balance from developed to developing countries has created new growth opportunities for business.
The global forces at play – and the resulting uncertainty – are impacting all of our clients. And, with market instability and uncertainty expected to continue, our clients know that any sustained advantage is elusive or challenging at best – making resilience, and the ability to seize opportunities, increasingly vital.
Juan Pujadas
Juan Pujadas
Vice Chairman, Global Advisory
Play
 
 
Within 10 years Advisory has become a $10 billion business
47,000 people | over 2,600 partners | 157 countries
We have a consistent approach
We have thousands of international clients and handle our cross border operations through our network,
delivery platforms, connectivity and competencies
Advisory
Deals focus

Business recovery services

Corporate Finance

Delivering deal value

Infrastructure advisory

M&A Tax

Sovereign wealth funds

Strategy

Transaction Services

Valuations

Strategy

Operations

People & change

Finance

Technology

Portfolio and Programme
Management (PPM)

Risk

Forensics

Consulting
competencies
Previous
Next
Our regional and global operating model

Continental Europe
Combining Germany, Netherlands, Switzerland, Austria, and Belgium

Middle East and Central & Eastern Europe
UK has invested resources to build out our competencies there

Africa
Integration of Central and Southern Africa with investment from the Network

Japan
US Investment in PwC Japan

China Consulting
China, Australia & the US firms’ JV

South East Asia Consulting
SEA, Australia, US & New Zealand JV

Hispanic America
A joint venture Mexico, US, Canada, Spain and the Network

And we continue to develop our operating model
We have several large regions like the Middle East and Central and Eastern Europe that are already completely integrated with one Leadership team.
And we are currently in the process of implementing a more comprehensive regional structure, with a consistent operating model to ensure rapid mobilization globally. We have also carried out many acquisitions across the world.
Our worldwide acquisitions

Bearing Point team
Canada

Booz & Company
US

JRS Partners
Canada

PRTM
US

Folio Technologies
US

ISH
US

Diamond Management & Technology Consultants
US & UK

Paragon Consulting
UK, Singapore, Turkey,
M-E

Proxyon
Netherlands

Sellam
France

Ayel
Morocco

Southpaw Consulting
South Africa

RemChannel
South Africa

TruEconomy
Netherlands

Grant Thornton
Denmark

E&Y
Denmark

PSW
Austria

PiM-E UK alliance & E&Y team

Avantis
Australia

China Care Group
China

BearingPoint team
Japan

BearingPoint team
Singapore

Our regional and global operating model

Continental Europe
Combining Germany, Netherlands, Switzerland, Austria, and Belgium

Middle East and Central & Eastern Europe
UK has invested resources to build out our competencies there

Africa
Integration of Central and Southern Africa with investment from the Network

Japan
US Investment in PwC Japan

China Consulting
China, Australia & the US firms’ JV

South East Asia Consulting
SEA, Australia, US & New Zealand JV

Hispanic America
A joint venture Mexico, US, Canada, Spain and the Network

And we continue to develop our operating model
We have several large regions like the Middle East and Central and Eastern Europe that are already completely integrated with one Leadership team.
And we are currently in the process of implementing a more comprehensive regional structure, with a consistent operating model to ensure rapid mobilization globally. We have also carried out many acquisitions across the world.
Our worldwide acquisitions

Bearing Point team
Canada

JRS Partners
Canada

PRTM
US

Folio Technologies
US

ISH
US

Diamond Management & Technology Consultants
US & UK

Paragon Consulting
UK, Singapore, Turkey,
M-E

Proxyon
Netherlands

Sellam
France

Ayel
Morocco

Southpaw Consulting
South Africa

RemChannel
South Africa

TruEconomy
Netherlands

Grant Thornton
Denmark

E&Y
Denmark

PSW
Austria

PiM-E UK alliance & E&Y team

Avantis
Australia

China Care Group
China

BearingPoint team
Japan

BearingPoint team
Singapore

 
Previous
Next
Our 2014 revenues:
By industry
Revenues by industry
Our 2014 revenues:
By region
Revenues by region
Our 2014 revenues:
By industry
Revenues by industry
Our 2014 revenues:
By region
Revenues by region
 
We create and deliver value to our clients
Our clients range from some of the world’s largest multinationals to small entrepreneurs and represent just about every
industry sector. We listen closely to them, understand their goals, and collaborate with them in creating value.
Icons
We work with industry leaders wolrdwide as they expand their platforms in innovative ways, continually seeking to help them identify new sources of growth. Rapid advances in technology and innovation are triggering changes to business models and providing greater opportunities to generate higher value. Equally, these same drivers present risks of disruption and competitive displacement to businesses that fail to respond quickly and effectively
Previous
Next
 
“PwC and Strategy&’s approach involves using insights derived from data, testing, and learning along the way with all of the key stakeholders; the resulting strategy becomes a living, evolving model that helps the organisation adapt rapidly to changes in the environment, as it develops and strengthens new capabilities. The resulting outcome is…the best, most insightful, and differentiated strategy.”
IDC
Our value is clearly recognised by key market analysts
In fact, looking across all the analyst research covering Advisory, PwC is one of the only firms to consistently be awarded Leader ratings across major analyst reports in Strategy, Operations, Deals, Risk, Finance, Crisis, Forensics, People / HR, Customer, Digital and Technology, Strategy through Execution ... from Strategy through Execution
“PwC is seen as the most capable of all firms at providing a full spectrum of business consulting services on Operations engagements.”
IDC
 
“PwC has essentially leap-frogged over its standard competitors, placing it at the boardroom table with McKinsey, Bain and BCG, the strategy consulting heavyweights.”
TBR
 
"PwC has very strong capabilities in business transformation, and it takes a leading role to advise customers who are looking for global best practices for significant organisational process transformation and system implementation.”
Gartner
 
“PwC and Strategy&’s approach involves using insights derived from data, testing, and learning along the way with all of the key stakeholders; the resulting strategy becomes a living, evolving model that helps the organisation adapt rapidly to changes in the environment, as it develops and strengthens new capabilities. The resulting outcome is…the best, most insightful, and differentiated strategy.”
IDC
Our value is clearly recognised by key market analysts
In fact, looking across all the analyst research covering Advisory, PwC is one of the only firms to consistently be awarded Leader ratings across major analyst reports in Strategy, Operations, Deals, Risk, Finance, Crisis, Forensics, People / HR, Customer, Digital and Technology, Strategy through Execution ... from Strategy through Execution
“PwC is seen as the most capable of all firms at providing a full spectrum of business consulting services on Operations engagements.”
IDC
Our value is clearly recognised
“PwC is seen as the most capable of all firms at providing a full spectrum of business consulting services on Operations engagements.”
IDC
 
“PwC has essentially leap-frogged over its standard competitors, placing it at the boardroom table with McKinsey, Bain and BCG, the strategy consulting heavyweights.”
TBR
 
"PwC has very strong capabilities in business transformation, and it takes a leading role to advise customers who are looking for global best practices for significant organisational process transformation and system implementation.”
Gartner
 
“Growth and change are two realities that no business can afford to ignore. Sustainable strategies that help your business innovate and grow while reducing costs and leveraging talent are just as essential as having the agility and creativity to respond to rapidly changing environments. Put simply, today’s clients want the right strategy and the ability to execute it. ‘Strategy through execution’ enables us to deliver on both fronts, by providing strategic advice based on an understanding of the risks and opportunities in implementation.”
The opportunity of a lifetime

We represent the opportunity of a lifetime. We engage our people through recognising individual skills, experience and aspirations. Our aim is to provide all our people with specific opportunities that fit their individual strengths, interests and career goals.

We focus on consistently attracting the best and brightest from a variety of disciplines and backgrounds, including both campus and experienced recruits.

We provide and promote flexibility in the way we work, and flexibility in career paths and progression, enabling our people to balance work and life priorities throughout different career and life stages.

#1

#1

#1

For the 11th year running, PwC UK placed number one in The Times Top 100 Graduate Employers for 2014
PwC Spain ranked number one firm in Deals by Thomas Reuters and Mergermarket
PwC and Strategy& are named Advisory Firm of the Year
We are committed to diversity, work-life balance, career coaching and training. This makes us one of the best places to work, learn and excel.

“To be successful in business organisations need to adapt by having a deeply ingrained moral fibre that recognises and values difference which, in turn, will act as the engine room for creativity, innovation and competitiveness, all of which are key business enablers.” - John Dwyer
We have built
a diverse network of capabilities
Previous
Next
Singapore
Developing HR leadership skills for the Singapore Government
As a knowledge-based organisation with deep experience in nurturing and encouraging leadership at all levels, we’re delighted to work with clients to help them develop their own leaders. This year, the Public Service Division (PSD) and the Civil Service College (CSC) commissioned PwC Singapore to design and deliver a flagship leadership programme for senior HR leaders across the Singapore Public Service.
The objectives set for the programme included helping participants to recognise emerging changes in the external landscape, their impact on public services, and implications for the role of HR leaders. Additional goals included honing their skills as strategic business partners to organisational leaders in decision-making, and leveraging private sector best practices to drive innovation in the Public Service.
In the course of the seven-day programme, PwC facilitators worked closely with PSD and CSC, and their invited guest speakers to guide participants through a co-ordinated series of learning activities and development exercises to enhance their leadership effectiveness and performance. The programme included sessions designed to boost their HR business partnering skills, through leveraging HR data analytics, strategic work force planning, assessment of their HR function effectiveness and managing change. Facilitated activities also focused on improving their self-awareness as leaders, learning how best to adapt their own leadership styles and behaviours to various stakeholders, and building individual development plans.
The inaugural and second sessions were well received and the programme objectives were met for both sessions.
Following the inaugural programme, Mr Roger Tan – Institute Director of CSC’s Institute of Public Administration & Management – conveyed his appreciation of PwC Singapore’s efforts. “Throughout this project, the PwC project team demonstrated collaboration and flexibility, and provided solutions with the aim of maximising participants’ learning from the programme.”
Southern Company
Helping Southern company drive innovation
Southern Company is one of the largest utilities in the United States, with 4.4 million customers across four states. Like other power companies, Southern is facing a need to evolve its business model to keep pace with advances in technology and customer preferences. To help prepare for these changes, Southern’s CEO decided to tap into the innovation potential of the business’s 26,000 employees through a contest and obtain structured engagement and collaboration. This idea was a first both for Southern and the whole US utility industry.
Both Strategy& and PwC US had been working with Southern for some years, with Strategy& active at the C-Suite level and PwC US engaged on several of the company’s most important capital investments. In two short weeks, Strategy& and PwC US helped to shape the design of the contest by applying leading innovation practices. As a result, Southern’s initial concept of a one-way flow of ideas evolved into a crowd-sourced collaborative contest – the ‘So-Prize’ – with employees generating ideas, reshaping each other’s, and crowd-voting on the best ones.
Our team then helped Southern put the plan into effect, with a focus on generating transformative ideas and stimulating wide employee participation. This also involved assisting with the selection and implementation of the technology backbone for the So-Prize.
Since the competition kicked off, a PwC US and Strategy& team have continued to support Southern on a variety of activities, including screening almost 1,000 ideas submitted by employees to create a shortlist, and developing a framework for evaluating them. The next step is helping the client team prepare for the contest’s final stages, which will result in the ‘Top 20’ ideas being down-selected to a ‘Top 5’ for team presentation to the CEO and selected senior team members.
“With Strategy& and PwC working hand-in-hand with the client to solve complex problems, this assignment is a great example of the ‘power of one’ – blending our senior-level relationships and successful track record with deep subject matter expertise,” says Tom Flaherty, Senior Vice President, Strategy&.
Empresas Publicas de Medellin (EPM)
Working together to plan and execute EPM's unique growth journey
The establishment of Strategy& was completed as recently as April 2014. But there are already more and more projects around the world where joint PwC and Strategy& teams are collaborating to solve complex problems and deliver great results for clients.
A good example is our work for Empresas Publicas de Medellin (EPM). Owned by the municipality of Medellín in Colombia, EPM was originally created in the 1950s as a residential public utilities company for the inhabitants of Medellín. From that base it has grown to become a major South American multi-utility provider.
In the past five years alone, EPM has expanded its customer base from one million to six million households across six countries, taking its total annual revenues to US$7 billion. But EPM thinks that’s just the start. By 2022, the company plans to more than double its revenues to US$16 billion – an achievement that would make it a top-50 company in Latin America, while retaining its uniquely important social role in supporting the regeneration of Medellín.
To help plan out and execute its very successful growth strategy, EPM has turned to Strategy& and PwC US. Since 2011, Booz & Company – now Strategy& – has been enabling and supporting EPM’s transformation into a business ‘fit for growth’, through a sweeping enterprise-wide change programme. Now, with PwC on the team, the combined proposition is generating even greater value for EPM, with Strategy&’s strengths in strategic and operational improvement supplemented by PwC’s large local presence and world-leading expertise in areas like shared services.
Today, Strategy& and PwC US are helping EPM embark on the next phase of its expansion. “Together, Strategy& and PwC have an unequalled offering from strategy to implementation – and this combination can help EPM achieve its ambitions,” says Eduardo Alvarez, the head of Strategy&’s global operations practice and one of the leaders making an impact at EPM. “It’s a fantastic journey, and we’ve been with EPM at every stage. Taking them to the next level is the most exciting step yet.”
“We are very happy with our selection of Strategy& and PwC as our consulting partners. Their strategic, operational and change management capabilities have made us feel well accompanied in this challenging transformational journey,” says Juan Esteban Calle Restrepo, EPM CEO.
Madhya Pradesh
Enhancing people’s everyday lives in Madhya Pradesh
As recently as 2009, the electricity supply industry in the state of Madhya Pradesh in central India was facing a range of apparently insurmountable problems. With a shortfall of some 15% between power supply and demand, widespread rationing in rural areas resulted in less than 12 hours’ supply per day. At the same time, overloaded equipment and underinvested systems meant technical and commercial losses of 37%, and the industry’s ageing organisational structures were ill-equipped for change.
To improve the lives of people across Madhya Pradesh and enable businesses to thrive, these serious problems needed to be solved. Fast forward to 2014, and the progress made in just five years is truly remarkable.
Today, Madhya Pradesh enjoys 24 hours’ supply across the state – including rural areas – and has provided access to electricity to 1.42 million new consumers. Private sector generation accounts for 32% of total capacity, and the state transmission utility has one of the best availability ratings and lowest loss levels in the whole of India. Meanwhile, in distribution, private suppliers have been selected for retail supply in three cities on a public-private partnership (PPP) basis.
What’s more, the electricity sector reforms are already beginning to boost the local economy and improve quality of life. For example, they contributed to the state’s agriculture sector achieving nearly 25% revenue growth in 2013-14.
Acting as advisers to the power entities, and working closely with a wide array of public, private and international development sector stakeholders, PwC India has played a pivotal role in this dramatic transformation. Initially engaged by the UK Department for International Development (DFID) – which initiated the reform programme – PwC India is now working directly for the power companies. The government’s aggressive electrification programme was funded by the Asian Development Bank (ADB). Among other actions, the state government’s role has included undertaking structural and institutional reforms, hiring over 5,000 young engineers, and developing a detailed strategy for ensuring 24-hour power supply to all consumers.
The success of the reforms reflects a number of factors. One of the most important was the state government’s clear vision and strong commitment to achieving this dramatic turnaround, backed up by the support of international development agencies in providing technical assistance and loans. Equally vital were the efforts of the power company staff and PwC India consultants in defining and implementing the necessary actions, including financial restructuring, loss reduction, organisational change, enhancements to procurement processes and manuals, regulatory and commercial responses, and programme management.
Mohammed Suleman, Principal Secretary Energy, Government of Madhya Pradesh, says: “Distribution is the backbone of the power sector, and improvement in the financial position of distribution companies in Madhya Pradesh is very remarkable. PwC India played a significant role as an adviser to the power sector – not only in distribution but more in the entire planning process.”
Kameswara Rao, PwC India Industry Leader for Energy, Utilities and Mining, says: “Speed was of the essence, and we were able to leverage our strong industry knowledge, bring in our experience of reform life-cycle, and deploy dedicated onsite teams in three cities in the state to make this happen.”
Roche
Roche builds in quality
A pioneer in healthcare for nearly 120 years, the global pharmaceuticals company Roche creates innovative medicines and diagnostic tests that help millions of patients globally. One of the first companies to bring targeted treatments to patients, Roche is the world’s largest biotech business, with 14 biopharmaceuticals on the market and a workforce of 85,000 people across more than 150 countries. It’s also the world’s leading provider of cancer treatments.
In early 2012, Roche faced a business-critical challenge. As a pioneer and leader in its chosen fields, the company knew that an effective compliance and quality environment was vital for maintaining patient safety and data integrity, as well as to safeguard its reputation and licence to operate. So Roche decided it needed to build quality into all its clinical development and pharmacovigilance (drug safety) activities through a consistent and comprehensive quality management system (QMS).
To create such a system, Roche launched a project called QUDOS – ‘Quality Management and Document Overhaul Strategy’ – encompassing global processes and procedures; mechanisms for reviewing and managing quality; clear roles focused on quality across the organisation; and associated records of outputs and training. The initiative also aimed to establish a new mindset towards quality across the workforce. To help it design, plan and implement the programme, Roche turned to PwC.
A PwC team drawn from the Swiss, UK and US firms began work in October 2012, applying deep industry insight and expertise to assess Roche’s existing QMS and documentation landscape, and help create a clear case for change. This paved the way for the project’s second phase throughout 2013, in which we helped design the new QMS together with the associated global processes, documentation and training for clinical trials. Phase three, due to finish at the end of 2014, added support from our Chinese firm, where we have implemented QMS and developed safety-related processes and procedures as part of the ongoing document overhaul.
Clive Bellingham, PwC Switzerland partner and regional Pharmaceuticals and Life Sciences Industry Leader, explains: “To achieve the required business transformation, we needed to assemble a team of PwC specialists from Switzerland, the UK, US and China so we could offer the global support that a programme of this scale requires. The team, led by PwC UK partner Kate Moss, had the right blend of pharmaceutical knowledge, including quality management and compliance, business transformation, systems technology, training, communications and change management.”
Today, PwC’s efforts mean Roche’s business is underpinned by the embedded global compliance and quality environment it needs – and that its patients across the world deserve. The client has paid testament to PwC’s role in making this happen. Peter Yribar, Global Head, Product Development Quality (PDQ) at Roche, comments: “The PwC team has worked in a partnership with my team, sharing their skills and knowledge and challenging us, so we help Roche make quality part of their thinking. We have tried something similar twice before without success so I’ve been delighted with the collaborative approach and sheer hard work to make this happen.”
Singapore
Developing HR leadership skills for the Singapore Government
As a knowledge-based organisation with deep experience in nurturing and encouraging leadership at all levels, we’re delighted to work with clients to help them develop their own leaders. This year, the Public Service Division (PSD) and the Civil Service College (CSC) commissioned PwC Singapore to design and deliver a flagship leadership programme for senior HR leaders across the Singapore Public Service.
The objectives set for the programme included helping participants to recognise emerging changes in the external landscape, their impact on public services, and implications for the role of HR leaders. Additional goals included honing their skills as strategic business partners to organisational leaders in decision-making, and leveraging private sector best practices to drive innovation in the Public Service.
In the course of the seven-day programme, PwC facilitators worked closely with PSD and CSC, and their invited guest speakers to guide participants through a co-ordinated series of learning activities and development exercises to enhance their leadership effectiveness and performance. The programme included sessions designed to boost their HR business partnering skills, through leveraging HR data analytics, strategic work force planning, assessment of their HR function effectiveness and managing change. Facilitated activities also focused on improving their self-awareness as leaders, learning how best to adapt their own leadership styles and behaviours to various stakeholders, and building individual development plans.
The inaugural and second sessions were well received and the programme objectives were met for both sessions.
Following the inaugural programme, Mr Roger Tan – Institute Director of CSC’s Institute of Public Administration & Management – conveyed his appreciation of PwC Singapore’s efforts. “Throughout this project, the PwC project team demonstrated collaboration and flexibility, and provided solutions with the aim of maximising participants’ learning from the programme.”
Southern Company
Helping Southern company drive innovation
Southern Company is one of the largest utilities in the United States, with 4.4 million customers across four states. Like other power companies, Southern is facing a need to evolve its business model to keep pace with advances in technology and customer preferences. To help prepare for these changes, Southern’s CEO decided to tap into the innovation potential of the business’s 26,000 employees through a contest and obtain structured engagement and collaboration. This idea was a first both for Southern and the whole US utility industry.
Both Strategy& and PwC US had been working with Southern for some years, with Strategy& active at the C-Suite level and PwC US engaged on several of the company’s most important capital investments. In two short weeks, Strategy& and PwC US helped to shape the design of the contest by applying leading innovation practices. As a result, Southern’s initial concept of a one-way flow of ideas evolved into a crowd-sourced collaborative contest – the ‘So-Prize’ – with employees generating ideas, reshaping each other’s, and crowd-voting on the best ones.
Our team then helped Southern put the plan into effect, with a focus on generating transformative ideas and stimulating wide employee participation. This also involved assisting with the selection and implementation of the technology backbone for the So-Prize.
Since the competition kicked off, a PwC US and Strategy& team have continued to support Southern on a variety of activities, including screening almost 1,000 ideas submitted by employees to create a shortlist, and developing a framework for evaluating them. The next step is helping the client team prepare for the contest’s final stages, which will result in the ‘Top 20’ ideas being down-selected to a ‘Top 5’ for team presentation to the CEO and selected senior team members.
“With Strategy& and PwC working hand-in-hand with the client to solve complex problems, this assignment is a great example of the ‘power of one’ – blending our senior-level relationships and successful track record with deep subject matter expertise,” says Tom Flaherty, Senior Vice President, Strategy&.
Empresas Publicas de Medellin (EPM)
Working together to plan and execute EPM's unique growth journey
The establishment of Strategy& was completed as recently as April 2014. But there are already more and more projects around the world where joint PwC and Strategy& teams are collaborating to solve complex problems and deliver great results for clients.
A good example is our work for Empresas Publicas de Medellin (EPM). Owned by the municipality of Medellín in Colombia, EPM was originally created in the 1950s as a residential public utilities company for the inhabitants of Medellín. From that base it has grown to become a major South American multi-utility provider.
In the past five years alone, EPM has expanded its customer base from one million to six million households across six countries, taking its total annual revenues to US$7 billion. But EPM thinks that’s just the start. By 2022, the company plans to more than double its revenues to US$16 billion – an achievement that would make it a top-50 company in Latin America, while retaining its uniquely important social role in supporting the regeneration of Medellín.
To help plan out and execute its very successful growth strategy, EPM has turned to Strategy& and PwC US. Since 2011, Booz & Company – now Strategy& – has been enabling and supporting EPM’s transformation into a business ‘fit for growth’, through a sweeping enterprise-wide change programme. Now, with PwC on the team, the combined proposition is generating even greater value for EPM, with Strategy&’s strengths in strategic and operational improvement supplemented by PwC’s large local presence and world-leading expertise in areas like shared services.
Today, Strategy& and PwC US are helping EPM embark on the next phase of its expansion. “Together, Strategy& and PwC have an unequalled offering from strategy to implementation – and this combination can help EPM achieve its ambitions,” says Eduardo Alvarez, the head of Strategy&’s global operations practice and one of the leaders making an impact at EPM. “It’s a fantastic journey, and we’ve been with EPM at every stage. Taking them to the next level is the most exciting step yet.”
“We are very happy with our selection of Strategy& and PwC as our consulting partners. Their strategic, operational and change management capabilities have made us feel well accompanied in this challenging transformational journey,” says Juan Esteban Calle Restrepo, EPM CEO.
Madhya Pradesh
Enhancing people’s everyday lives in Madhya Pradesh
As recently as 2009, the electricity supply industry in the state of Madhya Pradesh in central India was facing a range of apparently insurmountable problems. With a shortfall of some 15% between power supply and demand, widespread rationing in rural areas resulted in less than 12 hours’ supply per day. At the same time, overloaded equipment and underinvested systems meant technical and commercial losses of 37%, and the industry’s ageing organisational structures were ill-equipped for change.
To improve the lives of people across Madhya Pradesh and enable businesses to thrive, these serious problems needed to be solved. Fast forward to 2014, and the progress made in just five years is truly remarkable.
Today, Madhya Pradesh enjoys 24 hours’ supply across the state – including rural areas – and has provided access to electricity to 1.42 million new consumers. Private sector generation accounts for 32% of total capacity, and the state transmission utility has one of the best availability ratings and lowest loss levels in the whole of India. Meanwhile, in distribution, private suppliers have been selected for retail supply in three cities on a public-private partnership (PPP) basis.
What’s more, the electricity sector reforms are already beginning to boost the local economy and improve quality of life. For example, they contributed to the state’s agriculture sector achieving nearly 25% revenue growth in 2013-14.
Acting as advisers to the power entities, and working closely with a wide array of public, private and international development sector stakeholders, PwC India has played a pivotal role in this dramatic transformation. Initially engaged by the UK Department for International Development (DFID) – which initiated the reform programme – PwC India is now working directly for the power companies. The government’s aggressive electrification programme was funded by the Asian Development Bank (ADB). Among other actions, the state government’s role has included undertaking structural and institutional reforms, hiring over 5,000 young engineers, and developing a detailed strategy for ensuring 24-hour power supply to all consumers.
The success of the reforms reflects a number of factors. One of the most important was the state government’s clear vision and strong commitment to achieving this dramatic turnaround, backed up by the support of international development agencies in providing technical assistance and loans. Equally vital were the efforts of the power company staff and PwC India consultants in defining and implementing the necessary actions, including financial restructuring, loss reduction, organisational change, enhancements to procurement processes and manuals, regulatory and commercial responses, and programme management.
Mohammed Suleman, Principal Secretary Energy, Government of Madhya Pradesh, says: “Distribution is the backbone of the power sector, and improvement in the financial position of distribution companies in Madhya Pradesh is very remarkable. PwC India played a significant role as an adviser to the power sector – not only in distribution but more in the entire planning process.”
Kameswara Rao, PwC India Industry Leader for Energy, Utilities and Mining, says: “Speed was of the essence, and we were able to leverage our strong industry knowledge, bring in our experience of reform life-cycle, and deploy dedicated onsite teams in three cities in the state to make this happen.”
Roche
Roche builds in quality
A pioneer in healthcare for nearly 120 years, the global pharmaceuticals company Roche creates innovative medicines and diagnostic tests that help millions of patients globally. One of the first companies to bring targeted treatments to patients, Roche is the world’s largest biotech business, with 14 biopharmaceuticals on the market and a workforce of 85,000 people across more than 150 countries. It’s also the world’s leading provider of cancer treatments.
In early 2012, Roche faced a business-critical challenge. As a pioneer and leader in its chosen fields, the company knew that an effective compliance and quality environment was vital for maintaining patient safety and data integrity, as well as to safeguard its reputation and licence to operate. So Roche decided it needed to build quality into all its clinical development and pharmacovigilance (drug safety) activities through a consistent and comprehensive quality management system (QMS).
To create such a system, Roche launched a project called QUDOS – ‘Quality Management and Document Overhaul Strategy’ – encompassing global processes and procedures; mechanisms for reviewing and managing quality; clear roles focused on quality across the organisation; and associated records of outputs and training. The initiative also aimed to establish a new mindset towards quality across the workforce. To help it design, plan and implement the programme, Roche turned to PwC.
A PwC team drawn from the Swiss, UK and US firms began work in October 2012, applying deep industry insight and expertise to assess Roche’s existing QMS and documentation landscape, and help create a clear case for change. This paved the way for the project’s second phase throughout 2013, in which we helped design the new QMS together with the associated global processes, documentation and training for clinical trials. Phase three, due to finish at the end of 2014, added support from our Chinese firm, where we have implemented QMS and developed safety-related processes and procedures as part of the ongoing document overhaul.
Clive Bellingham, PwC Switzerland partner and regional Pharmaceuticals and Life Sciences Industry Leader, explains: “To achieve the required business transformation, we needed to assemble a team of PwC specialists from Switzerland, the UK, US and China so we could offer the global support that a programme of this scale requires. The team, led by PwC UK partner Kate Moss, had the right blend of pharmaceutical knowledge, including quality management and compliance, business transformation, systems technology, training, communications and change management.”
Today, PwC’s efforts mean Roche’s business is underpinned by the embedded global compliance and quality environment it needs – and that its patients across the world deserve. The client has paid testament to PwC’s role in making this happen. Peter Yribar, Global Head, Product Development Quality (PDQ) at Roche, comments: “The PwC team has worked in a partnership with my team, sharing their skills and knowledge and challenging us, so we help Roche make quality part of their thinking. We have tried something similar twice before without success so I’ve been delighted with the collaborative approach and sheer hard work to make this happen.”
 
Our Advisory practice helps our clients address their most complex business issues. From strategy through execution.
Find out more about Advisory:

© 2014 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.