Norbert Winkeljohann

Dennis M. Nally
Chairman
Donald V. Almeida
Clients and Markets
Mike Burwell
Transformation
Pierre Coll
Risk and Quality
Richard Collier-Keywood
Vice Chairman
Ian Dilks
Public Policy and Regulatory Affairs
Brand and Communication
Dennis Finn
People and Culture
Christopher Kelkar
Strategy and Alignment Leader
Colm Kelly
Operations
Naresh N. Kumar
Global Transformation Leader
Robert E. Moritz
United States
Markus Neuhaus
PwC Experience
Ian Powell
United Kingdom
Juan Pujadas
Advisory
Wolfgang Richter
Technology
Javier H. Rubinstein
General Counsel
Blair Sheppard
Strategy and Leadership
Development
Norbert Winkeljohann
Germany

Norbert Winkeljohann is the Senior Partner of the German firm of PwC. Norbert was elected Senior Partner with effect from 1 July 2010.

He has been a Corporate Tax Partner with PwC Germany since 1994. In 1999 Norbert was appointed Member of the Executive Board of PwC Germany and leader of the business unit "Middle Market" of PricewaterhouseCoopers Germany.

Norbert is a German certified Tax Advisor and Public Accountant, graduated from University of Hagen with a degree in Economics and from International Institute for Management Development in Lausanne. In 2001 he was appointed Honorary Professor of University of Osnabueck. Norbert´s practice mainly focuses on Corporate Finance, International Financial Reporting and Family Businesses.

He is the author of numerous publications about accounting and taxation issues and a frequent speaker at public presentations on various topics.

Norbert Winkeljohann
Senior Partner, PwC Germany
Contributing to systemic stability

CEOs are telling us...
Global CEOs are watching out for macro-economic risks; 71% report being somewhat or extremely concerned about economic uncertainty. And more than that are allocating more senior management attention to risk management.

Rethinking value and reshaping strategies
Driven by a diverging picture of global growth 84% of CEOs say they are changing their strategies — and a third describe that change as 'fundamental'. As each new venture has its own associated risks, organisations need to anticipate and more formally incorporate risk scenarios into their strategic planning to mitigate the impact of another crisis.

Of further interest
Extending ERM to address emerging risks
Seizing opportunity: linking risk and performance
Biodiversity -- risk or opportunity
Get up to speed on risk management
Navigating the big risks