Enabling growth in a changing world

The megatrends continue to reshape the world we live in. New opportunities and risks affect industries, businesses and people every day. And as the global balance of economic power continues to shift, no business – large or small – can afford to ignore the opportunities in emerging markets. In such an unsettled environment, businesses need help in defining and implementing winning strategies.

“In today’s markets, clients need a seamless service from one global provider, from creating strategy, through to implementing that strategy into their business.”

It’s imperative that companies are prepared for profound changes – and equipped to take swift action to seize the opportunities.

We know that clients need to trust in the people they work with, confident that their providers are helping to create the strategies that will be relevant and work for them. They need teams who can offer a wider range of skills and disciplines, capable of providing advice and support at every stage of a project or deal.

And this is exactly what we can offer.


At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 157 countries with more than 208,000 people who are committed to delivering quality in assurance, advisory and tax services.

In Advisory, we have over 53, 000 talented people. With access to a broad spectrum of skills, our network of firms provides the global reach our clients want and need.

We are proud of our client portfolio

Ranging from the world’s leading multinational companies to new and growing enterprises, from large family businesses and governments to NGOs and private individuals –our clients are located in nearly every country in the world.

We differentiate ourselves by focusing on the value our clients are looking for and having a strong, global network with deep roots and local knowledge, delivered wherever it’s needed.

PwC firms provided services to:

418 Fortune Global 500 companies

443 FT Global 500 companies


Advisory expertise

Combining expertise and industry insights to address client issues:

Deals Strategy Management Technology Risk Forensics
Growth and innovation

Implementing a new clinical pathway in Norway for patients with acute stroke


In Norway, around 15,000 people a year suffer from a stroke. Strokes are one of the major causes of death and disability, and are a huge challenge for those affected and their relatives, as well as for medical services and society as a whole. Every minute that passes before a patient with an acute or ‘ischemic’ stroke receives treatment results in a poorer outcome and more damage.

An analysis showed that Haraldsplass Deaconess Hospital, located in the city of Bergen in Norway, was taking 70 minutes on average to deliver medical treatment to patients suffering from ischemic strokes – far exceeding the target of 30 minutes set by the Western Norway Regional Health Authority. So, to provide the best possible clinical pathway for these patients, the hospital set up a project to identify actions to reduce the ‘door-to-needle’-time. It asked PwC Norway to manage the project, supported by an interdisciplinary team assembled from units involved in diagnosis and treatment.

The PwC team began by mapping out the existing pathway, enabling it to identify bottlenecks and possible mitigating actions. Using this analysis, the team then developed and proposed a new clinical pathway to enable faster diagnosis, more efficient patient treatment and better outcomes. This pathway was approved by the client, who gave the go-ahead for it to be implemented. With the new pathway now in place, the average medical delivery time is down dramatically to an average of 16 minutes. The hospital also has an increased focus on pathway performance, with regular simulations, training and usage of key performance indicators to support continuous improvement.

The client is delighted with the results. Christer Lie, Chief Attending Physician, Division of Internal Medicine at Haraldsplass Deaconess Hospital, comments: “The new clinical pathway is leading to a significant reduction in the risk of damage by the disease.”

Åse Nordstrønen, Head of Department, Division of Internal Medicine at Haraldsplass Deaconess Hospital, adds: “Now we have a pathway for patients with acute stroke which we are proud of, and which gives rapid diagnosis and treatment time well within the target set by the Western Region Health Trust.”

Morten J Areklett, a partner in PwC Norway’s Bergen office, says: “This project is a great example of what you can achieve when joining a good team from the client with a good team from PwC.”


Building a foundation for innovation in Latin America with Grupo GIA


Grupo GIA – widely known as GIA – is a leading Mexican business providing vital services to the construction, property development and infrastructure industries in Latin America. Founded in 1996 by a group of professionals with backgrounds in engineering, architecture and property, GIA’s principal focus for a number of years was on private sector development. More recently, it has also been an active participant in public-private-partnerships (PPPs), key vehicles for driving forward the development of Mexico’s national infrastructure through large-scale projects in highways, ports, airports, environment, urban mass transportation, water and tourism.

As a group, GIA has undertaken more than 600 projects. Five of these are PPPs with two completed (a hospital and a prison) and three still underway (two hospitals and a major road scheme). GIA has received the Socially Responsible Company award from the Mexican Center for Philanthropy for five years in a row.

PwC Mexico’s relationship with GIA Infrastructure, one of the Group’s fastest growing businesses, goes back four years. It’s a relationship built on mutual cooperation. By establishing and exploiting synergies between PwC’s advisory practice and GIA’s business, the two organisations have successfully pooled their know-how in areas ranging from consulting and financial advice to healthcare, design and construction to create a powerful strategic partnership.

As GIA Infrastructure Director Jorge Fernando Moguel says, this has enabled them to offer a unique and differentiated product strategy within the social infrastructure sector: “We’d already jointly developed a ‘project office’ approach, which had been successfully applied during the planning and implementation stages of various projects. Building on that experience, we fine-tuned the ‘project office’ structure for use in the tendering stage of macro-projects. The intention was to generate a pool of continuously updated know-how that could be rapidly consolidated into competitive, highly-targeted proposals, factoring in detailed risk assessments and accurate scenario planning.”

Through a programme of workshops, PwC Mexico and GIA identified the comprehensive range of disciplines that would be needed to develop a winning proposal (spanning design, construction, equipment, pre-operation and operation phases), drawing on the resources and skills of each organisation. This has delivered a number of wins, including a recent project in the healthcare sector where the two firms combined their expertise in medical/functional areas with architectural, construction, administrative, technological and financial capabilities.

Looking ahead, PwC Mexico partners José Alarcón and Francisco Ibañez expect this model to be replicated to powerful effect in other projects across Mexico and more widely in Latin America: “It’s a relationship that generates real mutual benefit that enhances the strengths of both our businesses and creates a far broader range of opportunities than either of us would encounter on our own.” GIA’s Luis Marquez Piñuela agrees: “We look forward to working together on new projects. As strategic partners, we’re setting new limits for what we can achieve and our capacity to generate and innovate as a team is unstoppable.”


Helping Allianz France by delivering a major IT and organisational change programme


The Allianz Group is one of the world’s leading integrated financial services providers, with around 142,000 employees serving 85 million customers in more than 70 countries. Allianz’s French operation provides a comprehensive range of insurance and financial services tailored to the needs of individuals, professionals, businesses, and communities both within France and across the world.

Three years ago, Allianz France identified the need for a major transformation of its investment management systems and processes to deliver the three main business benefits of:

• Improving compliance, by covering part of Solvency II requirements and reaching the Allianz Group standards for financial reporting

• Optimising processes across the business, enabling the company to operate more efficiently and redefine its relationships with third parties, and

• Rationalising its IT architecture, by implementing a new SAP business solution, while also streamlining its overall information technology landscape to generate significant savings in IT running and maintenance costs.

Having carried out the initial planning and scoping for the transformation, Allianz France knew that it would need a trusted, world-class partner to advise it on this strategic initiative and help it deliver this business-critical IT and organisational change programme. Having reviewed the marketplace, it chose the PwC France Advisory practice to play that role.

The PwC team supported a six-month feasibility study to prepare the way for a two-year implementation effort. To carry out the project – which impacted some 90 systems and interfaces, and about 100 end-users – Allianz France mobilised around 60 client staff at group and local level and 30 PwC consultants throughout design and implementation.

The new set-up went live, delivering prompt and tangible benefits to the business. “We helped Allianz France reshape its investment middle-office and accounting functions resulting in increased operational efficiency, closer alignment with group standards and reduced complexity in processes and the IT landscape,” says Ericson Opou, director in PwC’s Paris office, who coordinated the efforts of PwC teams in this project.

According to Ronald Sloukgi, PwC France lead relationship partner for Allianz France: “This project was a great opportunity to build a strong relationship with Allianz at local and group levels, based on common trust resulting from two years of intense and efficient collaboration.”

“I particularly appreciated how our people worked with the PwC team to achieve best practices in our investment management and closing processes,” concludes Fanny Pallincourt, head of Accounting & Corporate Finance department at Allianz France.


Advising one of China’s biggest conglomerates on a Myanmar bid


CITIC Group Corporation is one of the biggest conglomerates in China, with leading businesses in a range of sectors. Over the past 35 years, CITIC has been a pioneer in China’s process of economic reform. Its businesses include financial services, resources and energy, manufacturing, engineering contracting, real estate and infrastructure, both in China and overseas.

In September 2014, the government of Myanmar launched a bidding process to develop three projects in Kyauk Phyu Special Economic Zone (KP SEZ), one of three such zones created in the country. Located in Rakhine State on the west coast of Myanmar, KP SEZ occupies a strategic central position between China, India and the Association of Southeast Asian Nations. The three projects were a deep-sea port, industrial park, and integrated residential area. CITIC chose a PwC Advisory team led by PwC Singapore to advise it on the bids. The team included specialists from PwC firms in Australia, China and Myanmar.

PwC’s role was to provide financial and commercial services in support of bid preparation. An integrated PwC team undertook key tasks including advising CITIC on the strategy and business plan, conducting a macroeconomic study of KP SEZ’s opportunities and positioning, building financial models to assess all three potential projects, and providing financial analysis to support decisions on the bids.

A key service provided by the PwC team was also the management of the master plans, including detailed reviews from an urbanisation efficiency perspective, as well as driving the creation of a viable business case for the integrated SEZ development.

“Our team also provided tax and accounting advice on the bid structuring, and supported the client in the bid submission and presentation,” said PwC Singapore partner Mark Rathbone. In November 2014, CITIC submitted bids for the deep-sea port and industrial park projects.

CITIC executives said PwC’s advice and support were vital to the successful delivery of the bids. “Through proactive and creative thinking, the PwC team made a considerable contribution – not only to the bidding proposals, but also to other work such as making the demonstration video and creating the bid presentation,” said Mr Yuan Shaobin, Vice Chairman of CITIC Construction.


And we continue to develop our
operating model

We continue to develop our Operating model to ensure rapid mobilisation and agility globally. Our new regional structure enables us to better serve our clients, providing the best placed and right services from across our network, no matter where they are needed.

Our worldwide acquisitions

Bearing Point team Canada

Booz & Company US

JRS Partners Canada


Folio Technologies 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


Working with clients to maximise Deals success

“With a dedicated presence in all major markets, we are working alongside our clients to achieve their strategic vision across the entire deal spectrum – developing the right strategy before the deal, identifying issues, points of negotiation and value and implementing change to deliver synergies and improvements after the deal.”

John Dwyer PwC, Global Deals Leader

Anticipating problems

As change accelerates and the world becomes ever more interconnected, it’s increasingly important that our clients consider potential pitfalls before they happen. Examples include the impacts of the Ebola crisis, or of economic issues in crisis-hit countries where suppliers or distributors may be located. To manage and mitigate risks like these, companies must stay alert – and have ready-made contingency plans in place.

Our broad capability allows us to support our clients at every level of this journey - from strategy through execution.


Our value is clearly recognised by key market analysts


In fact, 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.

Find out what industry analysts are saying about PwC



“PwC has completed the integration of several large acquisitions that provide new strengths in strategy work. It is innovative in areas including its use of customer data and its agency capabilities. The firm is also highly visible in business transformations as evidenced by its recent acquisition of Booz & Company (rebranded as Strategy&), which positions the company strongly for government-related strategy work.”




“PwC is well regarded worldwide by business consulting customers that view it as the most capable firm overall at helping them improve operational efficiency, at understanding the unique needs of their business, and at leveraging local and global staff appropriately.”




“PwC delivers business and operating model client transformation engagements through its proprietary Transform Framework and Operating Model Framework, leveraging accelerators (industry and PwC business and technology reference models) to improve customer time to value.”


Our people are

We put a great emphasis on creating unique career opportunities and a work environment that offers significant personal and professional growth. Our people tell us that these efforts, and the culture we’re building, are attractive to professionals and students alike - worldwide.

To solve important problems we need diverse talent. That’s why we employ people from a vast array of backgrounds and with an equally wide range of experiences. This means they each think differently from one another, and apply varying approaches to problem solving. We’re committed to helping every one of our people build a rewarding career and achieve their full potential.


“The success of our firm comes down to the people who work here and the future we build together. We welcome the thoughts and ideas from our diverse workforce in order to do our very best to provide them with the opportunities and flexibility they need to learn and develop as the leaders of today and tomorrow.”

Martha Corbett PwC, Global Advisory HC Leader

We use our global and local knowledge to work with you and your teams in creating the strategies that work specifically for you. To help you solve your most complex problems – from strategy through execution.

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