Ian Powell

Dennis M. Nally
Chairman
Mike Burwell
Vice Chairman; Transformation
Richard Collier-Keywood
Vice Chairman
Colm Kelly
Vice Chairman; Operations
Robert E. Moritz
United States
Ian Powell
United Kingdom
Juan Pujadas
Vice Chairman; Global Advisory
Javier H. Rubinstein
Vice Chairman; Global General Counsel
Richard Sexton
Vice Chairman; Global Assurance
J. Richard Stamm
Vice Chairman; Global Tax
Robert Swaak
Vice Chairman; Clients & Markets
Nora Wu
Vice Chairwoman, People

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Ian Powell
United Kingdom

Ian Powell is the Chairman and Senior Partner of the UK firm of PwC. He joined the UK firm's Management Board in 2006 as Head of the Advisory business and was elected Chairman and Senior Partner with effect from 1 July 2008.

Ian joined the UK firm as a graduate trainee in 1977 and is a qualified chartered accountant (ICAEW). After joining the UK partnership in 1991, he worked in Manchester building a team which established a reputation for complex turnarounds. On merger, he developed the Continental European BRS Advisory practice and in 2000 was responsible for the UK BRS business.

Ian has a very broad range of experience on a wide variety of clients. He worked in Assurance in the early part of his career before specialising in the troubled business arena. He has extensive experience in leading strategic independent business reviews and in advising stakeholders on significant restructurings of public companies. He was also Administrator to MG Rover in 2005.

Ian is an Economics graduate. He has also completed the Advanced Management Programme at Insead Business School in Fontainebleau, France.

Ian Powell
Senior Partner, PwC UK
Enhancing trust in organisations

CEOs are telling us...
Over two thirds of global CEOs agreed that business will actively support policies promoting 'good growth' (that which is financially, socially and environmentally sustainable).

Rethinking value and reshaping strategies
Issues of trust will only increase as business transactions occur across places with diverse laws, cultures and practices. Non-governmental institutional approaches and personal accountability can play an important role in addressing the 'trust deficit'. Organisations are increasingly adopting a shared agenda with government, making commitments of their own to match government efforts that build national competitiveness and social well-being.

Of further interest
Trust: the overlooked asset
Integrated Reporting: what does your reporting say about you?