Special report

Economic crime in New ZealandAre you a victim?

How technology is transforming businesses

Talent

PwC QUARTERLY COMMENTARY AUTUMN 2014

adaptability Unlocking value for your business

Family business Preparing for the

next generation

he Global Financial Crisis is firmly in the rear view mirror, and with that you’ve told us your business focus is changing. You’re now more worried about the trends that are going to impact your business.

In this year’s Annual Global CEO Survey we summed up this new sentiment as ‘running today’s businesses for tomorrow’ to describe the play-off between having a focus on the here and now and transforming at the same time.

So, what does the future hold? And what’s heading your way?

We’re working to better understand the global forces impacting you today and in years to come. But equally, understanding how we at PwC will be affected as an organisation in terms of our own purpose and impact.

Through discussions with our clients and the experiences of our colleagues across our global network, we’ve narrowed down what we believe are the five ‘global megatrends’ having the biggest impact – technological advances, demographic changes, globalisation, urbanisation, and climate change and resource scarcity.

We see these five trends as creating big opportunities or risks depending upon how businesses prepare and respond. They will create potentially disruptive forces for good or will challenge us in terms of new opportunities for innovation or creativity. They will define our future world.

And these forces will touch our business lives as much as our personal lives – whether you’re a retailer, dairy farmer, insurance company, not-for-profit or professional services organisation – we will all feel an impact.

From the people we employ, to the customers we target and how we engage with them, the markets we trade with, our investment decisions, how we run our businesses and interact with the community, our relationship with government and strategic planning, where we live and work: huge change is coming fast.

The digital revolution – which spurred the rise of social media, mobile technologies and the boom of big data – is continuing at a rapid pace and shifting customer expectations. In fact, 91 per cent of CEOs in our annual survey told us technology is the biggest disruptive force hitting their organisation and the biggest challenge they face.

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Inside this new magazine we debate the big business issues impacting New Zealand organisations, now and in the future.

1 AddingValue

On our cover: Richard Scoular, Partner and Jerry Ielemia, Associate.

2Autumn 2014

But more significantly is to note these megatrends aren’t working in isolation; they’re colliding together to impact us in unique and varied ways. And we need a greater awareness of what’s around the corner and the implications for business.

How do we stay agile and ready to respond? When should we stick to our strategy, stay resilient and be less reactive?

We’re seeing technology advances merging with New Zealand’s population growth, demographic changes and globalisation, meaning the workforce skills we need now and how we develop our talent is changing.

Social media is making it easier to recruit the talent we need, while digitisation is eliminating the tyranny of distance we have faced for so long in New Zealand, meaning we’re now increasing the work we do across the world and turning increasingly eastwards as you, our clients, seek to expand into emerging markets. And we know further into the future, Africa may well be the focus of your attentions.

We need to continue debating and sharing how the changing world is changing business.

Inside this magazine you can further explore our thoughts on digitisation – including how it’s creating new types of risks such as cybercrime – tomorrow’s workforce, the needs of the next generation of business owners, and those Kiwi companies that are making a big impact in the hi-tech space.

I hope you enjoy this read, and it gets you thinking about your changing business.

Best regards,

Bruce Hassall CEO & Senior Partner

he availability of key skills is of particular concern, not only in New Zealand but

around the world. The results of our 17th Annual Global CEO Survey released earlier this year found that 80 per cent of New Zealand CEOs were concerned about the availability of key skills.

Our Chief Executive Officer Bruce Hassall says this is not surprising. In his experience, companies, both in New Zealand and abroad, are crying out for skilled workers.

“More than half of New Zealand CEOs surveyed plan to increase their headcount this year. Yet many have been unable to fill key positions within their organisations because they just can’t find the right people.

“Technological advances present both a challenge and an opportunity to finding skilled workers. While they will make it easier to draw on knowledge and skills from around the world, they also necessitate changes to the kind of education and skills required to perform many jobs.”

Yet Bruce says building knowledge and skills for today’s jobs is unlikely to be enough to keep up with the workforce requirements of the future.

“The world will be a very different place in five, 10, 20 years. It’s impossible to know what future social or technological revolutions will mean for tomorrow’s workforce.

“Many commonplace jobs today didn’t exist 10 years ago. Much of the technology we’re using hadn’t been invented. The challenge for business leaders, and for employees, is how we prepare for that. ”

Diversity, both cross-generational and cultural, will also challenge business leaders and workplaces of the future.

Some countries are beginning to see more people leave the workforce than the number entering it and by 2025 Generation Y is expected to make up roughly 75 per cent of the world’s workforce.

At the same time, New Zealand is becoming an increasingly multi-cultural country and more of our companies are looking offshore, for both expansion and recruitment.

New Zealand businesses are competing with overseas companies to keep our most talented people but, by and large, are failing to make the most of the opportunities offered by a global talent pool.

Looking beyond the workforce of today to the opportunities of tomorrow is shaping up as one of the top challenges for business leaders.

Looking beyond today’s challenges to tomorrow’s workforce

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CEO Survey CONTACT: BRUCE HASSALL

CEO AND SENIOR PARTNER

T: +64 9 355 8037

E: bruce.hassall@nz.pwc.com

“The ability to bridge gaps between generations and cultures, and to capitalise on the strengths of these different groups will become increasingly important,” Bruce says.

Indeed, the workforce of tomorrow may look quite different from today. A business’ staff may increasingly comprise a mix of full and part time staff, contractors, project-based employees, freelancers and offshore staff, working varied hours, in varying ways and from varying locations.

Bruce says that while this will deliver greater flexibility, it will be a more challenging model to manage.

“It will require a fundamental change in the way we view how we do business.

Managers will require a whole new set of skills to get the best from this diverse working model,” he says.

But surely we’ve got time right? Not really, according to Bruce.

“Attracting and retaining the future’s best and brightest will require businesses to adapt, and adapt quickly, to capitalise on opportunities. Business leaders need to be thinking not only about how they manage their human resources today, but how they leverage emerging trends to build the workforce, and the businesses, of tomorrow. Anything less will see them left behind.”

Difficult questions to consider about developing tomorrow’s workforce

• How well prepared is your organisation to find, attract and keep tomorrow’s workforce – even as you deal with today’s talent challenges?

• What are you doing to make your workforce more diverse? And how will you utilise the benefits of diversity?

• How will you manage employees with different needs, aspirations and experiences from those of your generation?

• How will you address the challenges of dealing with an increasingly autonomous workforce?

• What will it cost your organisation, if you get your talent pipeline wrong?

Looking beyond today’s challenges to tomorrow’s workforce

pwc.co.nz/ceosurvey

#CEOSurveyNZ

Running today’s businesses for tomorrow

17th Annual Global CEO SurveyKey findings for New Zealand

71%of New Zealand CEOs are concerned about overregulation as a threat to their growth prospects

89%of New Zealand CEOs are confident about their company’s growth prospects

91%of New Zealand CEOs believe that technology will be the biggest transforming trend for their businesses

“The ability to bridge gaps between generations and cultures, and to capitalise on the strengths of these different groups will become increasingly important”

Bruce Hassall CEO and Senior Partner

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Adapt to surviveHow better alignment between talent and opportunity can drive economic growth

pwc.co.nz

A global study by PwC, commissioned by LinkedIn

usinesses are competing in a consumer world monopolised by generation Y –

a generation who were born ‘plugged-in’ and who remain constantly connected; a generation who want it all now.

They’re also competing in an environment that is demanding greater efficiency and a faster response to market.

With this new demand for immediacy, digitisation now represents the Holy Grail for those wanting to better compete and meet their customers’ expectations. Simply put, technology is the great enabler of our time.

The world is changing. Fast. Customers now dictate how they interact with business and demand a more personalised, responsive and engaging experience, which digital technology can provide.

Let’s look for a moment at how we’re now living our everyday life through a digital lens.

Consumers now have access to a potentially infinite market through the ability to buy both on and offline. This results not only in competitive pricing, but also an abundance of choice, all accessible from anywhere at the swipe of a finger.

As the use of smartphones, tablets and other portable devices explodes, so too do revolutionary Apps that give customers the ability to make market-wide price comparisons.

For example, the Warehouse has released its smartphone App that allows users, while in a competitor’s store, to scan a product’s barcode and compare how much it would cost at the Warehouse. Countdown supermarket, and overseas, online retailer Amazon, have also launched scan technology Apps to make shopping simpler and more convenient.

It is widely accepted that technological advances in an increasingly digital world is the biggest challenge facing business. However, rather than viewing this change with impending doom, most New Zealand CEOs are choosing to develop their vision and strategies to transform their businesses for the future.

Technology is shifting customer expectations and changing business

Digital IQ Survey CONTACT: PAUL BRABIN

PARTNER AND DIGITAL MARKET LEADER

T: +64 9 355 8210

E: paul.g.brabin@nz.pwc.com

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Those who choose to wait and see will undoubtedly be sidelined in this fast-changing and competitive consumer-driven world.

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In the UK, digital payday loan company Wonga will make credit decisions in less than six minutes based on around 8,000 data points it analyses for each application. When Wonga first launched in 2007 its average loan repayment default rate was 50 per cent, yet a couple of years later it reduced defaults to 7 per cent through the success of its fully automated risk processing technology.

The company can now reliably predict whether applicants will repay a loan based on information such as how customers visited their website, how they interact with the website, social media information and many other data points.

These digital times call on businesses to be more proactive.

We know customers today are just as likely to be influenced by what is being offered on the other side of the world as they are by competitors and technology innovations locally. Competition is coming from all corners of the globe, and in many cases, disruption is just around the corner.

Those who choose to wait and see will undoubtedly be sidelined in this fast-changing and competitive consumer-driven world. So, what can we do to better meet consumer expectations?

Technology is shifting customer expectations and changing business

The five behaviours that accelerate value from digital investments6th Annual Digital IQ Survey

March 2014

pwc.co.nz

6Autumn 2014

Know that an engaging, informative, user-friendly website is no longer a nice-to-have, it is business critical. And having an online presence doesn’t mean your business is embracing digital change.

Businesses need to be digital organisations through and through, starting with backroom operations to the front-of-house experience their customers feel and see.

Business leaders should ask themselves, how they can use technology to boost company performance, improve products and services, and disrupt their business models and the market before their competitors? And even more importantly, use technology well.

How can companies use technology to advance their business goals?

Worryingly, new research suggests our New Zealand companies’ technology investments may not be paying off.

In our Digital IQ Survey of nearly 1,500 global executives worldwide, we found few – just one in five – said they truly understand how to use technology to advance their business goals.

Yet encouragingly, organisations that do ‘get’ digitisation are twice as likely to be top performers in revenue growth, profitability and innovation. The difference of digitisation is clear.

How can companies get ‘bang for their digital buck’?

We identified five organisational behaviours that make the difference in giving companies an edge and enabling them to maximise their use of technology across their business, contributing to a high ‘digital IQ’.

Behaviour 1: CEO actively champions digital

A digital CEO sets and steers the company’s digital vision and tackles the inevitable challenges that come with new ways of doing business. Our analysis reveals 81 per cent of top performers say their CEO is an active champion in the use of IT to achieve business strategy, compared with 68 per cent of other companies.

Behaviour 2: Strong CIO-CMO relationship

The relationship between the Chief Information Officer (CIO) and the Chief Marketing Officer (CMO) has become critical: 70 per cent of top-performing companies say they have a strong CIO-CMO relationship, compared with just 45 per cent for non-top performers. The CIO continues to be internally focused and there has been virtually no change in involvement around customer and product innovation during the last six years. The CEO must ensure that marketing and development teams engage the CIO in early discussions around product, service, and customer innovation.

Business leaders should ask themselves, how they can use technology to boost company performance, improve products and services, and disrupt their business models and the market before their competitors? And even more importantly, use technology well.

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Behaviour 3: Outside-in approach to digital innovation

Top performers in our study were found to be more likely to look to outside sources – such as industry analysts, vendors, universities and labs – to fill their idea pipelines, in addition to internal sources. But all companies tend to rely most heavily on traditional sources like internal planning sessions and workshops. A better approach is an ‘outside-in’ innovation because it embraces new ideas and experimentation that comes from unlikely sources and industries. The outside-in approach can even be applied inside the company, where companies can seek out hidden innovators.

Behaviour 4: Significant new IT platform investments

While investing in disruptive technology is crucial for innovation, top-performing companies realise they need to think bigger. They are innovating how they think about IT and remaking it to better meet the needs of the business. The IT department’s role should be established as a services orchestrator, instead of a centralised authority that aims to control and own all IT.

Behaviour 5: View digital as an enterprise capability

Organisations should begin broadening how they think about their digitally-savvy resources, realising that it is becoming essential to have an IT capability that is woven throughout the business rather than only centralised in a single function.

Digital IQ

CEO activelychampions digital

View digital asan enterprise

capability

StrongCIO-CMOrelationship

Significantnew IT platform

investments

Outside-in approachto digital innovation

The five interdependent digital behaviours that make a difference

Source: PwC, 6th Annual Digital IQ Survey, 2014

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...of New Zealand

organisations report being hit by economic

crime.

33%

hile business confidence is high and the economic outlook looks bright, fraud is an

unfortunate downside for businesses, finds our 2014 Global Economic Crime Survey.

Our Forensic Services Partner Eric Lucas says, “Fraud continues to hit New Zealand companies in the pocket – and while it can be hard to measure the cost of goods falling off the back of trucks, kickbacks, the theft of intellectual property and ideas – we know that financial costs are far from the only or most costly concern.

“Economic crime erodes employee morale, damages external relationships, tarnishes your reputation and the bottom line. This may explain why some fraud goes unreported,” warns Eric.

For the first time this year, our survey asked respondents about procurement fraud, reported by 19 per cent of New Zealand organisations affected by economic crime. Procurement fraud is seen as a double threat, victimising businesses both in their acquisition of goods and services and in their efforts to compete for new opportunities.

Eric adds, “The Canterbury rebuild is continuing apace, we’re trading more with emerging markets, facing rapid urbanisation in cities such as Auckland, and new threats have arisen with fraudsters increasingly turning to technology to assist their criminal activities.”

“New Zealand organisations must remain alert to the threats they face, particularly in this environment where we can expect investment activity to accelerate. Businesses may not know if their organisation is being targeted by fraudsters or not.

“While the survey suggests New Zealand ranks lower for economic crime than many other countries, it must be asked whether our organisations are adequately monitoring and aware of fraud and security breaches or simply not reporting them. For example, global respondents told us around a quarter have been a victim of cybercrime compared to New Zealand’s 11 per cent,” adds Eric. “Significantly our respondents expect cybercrime to be double from current reported levels to 22 per cent, over the next two years.”

One third of New Zealand respondents report their workplaces being victimised by economic crime in the past two years (33 per cent), lower than the global average at 37 per cent and significantly below our neighbours in Australia at 57 per cent.

Economic crime: What you don’t know can hurt you

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CONTACT: ERIC LUCAS

PARTNER, FORENSIC SERVICES

T: +64 9 355 8647

E: eric.lucas@nz.pwc.com

STEPHEN DRAIN

DIRECTOR, FORENSIC SERVICES

T: +64 9 355 8332

E: stephen.c.drain@nz.pwc.com

“Economic crime erodes employee morale, damages external relationships, tarnishes your reputation and the bottom line”

Eric Lucas Partner

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37%

Tip-offs, including whistleblowing, detect 37% of economic crimes in New Zealand.

Economic crime

...of New Zealand

organisations report being hit by economic

crime.

33%

Further, being a systemic problem, cybercrime’s direct economic impact can be exceeded by the effect on employee morale, brand and reputation.

“Pleasingly, the results of our Global CEO Survey show New Zealand business leaders are beginning to take the threat of cybercrime seriously with four in 10 worried about cyber threats and the lack of data security. Cyber worries are moving up the threat radar and on the minds of the c-suite,” says Eric.

With new anti-money laundering legislation coming into effect in 2013, respondents reported high awareness of the legislation (82 per cent) and a similar number reporting they were aware of the requirements to be fully compliant.

“As trade with Asia increases, New Zealand businesses are increasingly exposed to countries which may have higher levels of corruption. There are significant risks for New Zealand entities in engaging in facilitation payments which seek to by-pass official processes or transparent contractual arrangements,” concludes Eric.

Encouragingly, the survey found 71 per cent of New Zealand respondents have a whistleblowing mechanism, with 37 per cent of crime detected through tip-offs and 56 per cent through corporate controls.

Economic crime: What you don’t know can hurt you

New Zealand insights from PwC’s 2014 Global Economic Crime Survey

Economic crime: What you don’t know can hurt you

33%One third of New Zealand organisations report being victims of economic crime.

40%Four in 10 New Zealand CEOs report being concerned by cyber threats, including the lack of data security.

Five‘Big fraud threats’ most commonly affecting New Zealand organisations.

pwc.co.nz/crimesurvey

#NZCrimeSurvey

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ur new research Bridging the gap: Handing over the family business to the next generation, based on its conversations with more than 200 local and global family business members, warns the next generation family business owners need more support – especially if they’re to follow the success of the many leading New Zealand companies that began or continue as family-owned firms.

Our Private Business Market Leader Robbie Gimblett says, “A family business transition can be likened to a game of tug of war, particularly given the nature of the family business model where some owners rarely retire.

“The next generation can be ambitious and full of ideas for change and growth, yet many expect to remain in a state of limbo and frustration. More than two-thirds tell us the current generation will find it tough to let go. We came across businesses where the next generation are in their sixties and their father is still running the show in his eighties,” adds Robbie.

Our survey found there is a tendency for some in the older generation to overestimate how well they have run the business, while underestimating their children’s ability to do this as competently as they did.

“Many New Zealand family firms face big challenges to their business models given the pace of change regarding global forces, like technological advances, demographic changes and economic power shifts. The children of the older generation wish their parents would embrace technology and be open to new ideas. With the pace of change accelerating, it may be time to give the next generation more credit and control,” advises Robbie.

Our report also finds the risks to the family business, or indeed family relationships, are stacked against a successful transition: only 12 per cent of family firms make it to the third generation, with the handover for ‘first generation’ businesses even more fraught.

Passing control from one generation to the next can make or break a family business; and as New Zealand’s ‘baby boomers’ hand over to ‘millennials’, we find the risks of getting it wrong have never been greater.

Taking control of the family business without breaking it

CONTACT: ROBBIE GIMBLETT

PARTNER AND PRIVATE BUSINESS MARKETS LEADER

T: +64 9 355 8036

E: robbie.gimblett@nz.pwc.com

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Did you know?Many of New Zealand’s leading companies began or continue as family-owned firms.

Bridging the gap

“The issues are most marked for those taking over from the founding owner. Twenty per cent of the next generation in these circumstances tell us they’re not looking forward to running the family business, compared to less than 10 per cent of respondents as a whole,” says Robbie.

And we found one of the biggest challenges for the next generation is establishing credibility with colleagues, employees and customers, noted as a concern by 59 per cent.

“Credibility is hard won, with the significant majority saying they have to work harder than others to gain respect and prove they’re more than the boss’s son or daughter.

And even with that hard work, promotion to CEO is also no longer automatic for the next generation, with only 35 per cent confident they would one day have this role.

“The family way of doing business has unique strengths but also unique challenges, as it isn’t always easy working with people you’re related to. The next generation want the family business to focus more on planning for succession and having conversations that address roles, responsibilities and timings early to ensure their businesses are successful for generations. Interesting times ahead,” concludes Robbie.

Taking control of the family business without breaking it

“Many New Zealand family firms face big challenges to their business models given the pace of change regarding global forces, like technological advances, demographic changes and economic power shifts”

Robbie Gimblett Partner and Private Business Markets Leader

Bridging the gap:Handing over the family business to the next generation

pwc.co.nz/nextgen#nextgen

Next Generation Survey

12% ... of family firms make it to a third generation

Family businesses make up

30%of the world’s billion dollar businesses... and deliver

70-90%of global GDP

12Autumn 2014

Transition to the next generation can make or break a business

e’re always looking at ways to bring these focus areas to life, integrating corporate

responsibility further into our culture to ensure it becomes an inherent driver of how we operate, both as individuals and collectively as a business.

By understanding the importance of diversity and inclusion, we’re recognising, valuing and leveraging individual points of difference to drive our high performance culture. Part of this is our support for Global Women and DiverseNZ Inc, and our investment in initiatives such as the Women in Leadership Break Through Leaders Programme.

We also recently released our report Next Generation Diversity – Developing tomorrow’s female leaders, which focuses on what organisations can do to create the right environment for millennial/Gen-Y women to flourish in the workplace. Identifying six key themes which are integral to the successful attraction, retention and development of the female millennial, the report complements other research we’ve carried out on the millennial generation.

Our corporate responsibility strategy focuses on four areas: responsible business, diversity and inclusion, community engagement and environmental stewardship.

Corporate responsibility values are at the heart of what we do

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Diversity and inclusion

Community engagement

Respecting the environment

Responsible business

Being a catalyst for change

Doing the right thing

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CONTACT: JONATHAN FREEMAN

CHAIRMAN AND SENIOR PARTNER

T: +64 9 355 8303

E: jonathan.d.freeman@nz.pwc.com

We’re committed to being a contributing member of society and place value on our partnerships with charities such as Leukaemia & Blood Cancer (LBC) New Zealand. LBC’s annual ‘Shave Week’ was held from 17 March. To help raise awareness, this year’s Shave for a Cure campaign featured a selection of past supporters, including two shaves from PwC, Sarah Pocklington and Hunter Fullarton. We’re very proud of our relationship with LBC and the charities dedication to supporting patients and their families living with leukaemia, lymphoma, myeloma and related blood conditions.

Going back 10 years, we’ve raised over $600,000 for this charity and look forward to continuing our support.

We’ve also competed in the Great Adventure Race for Cure Kids for the past seven years, which raises funds to research cures for life-threatening illnesses. On 4 April, we had three teams compete in the 2014 race and we were thrilled with the results - our Wellington team came in first place, and another PwC team were placed third. Over $40,000 was raised for the charity – the largest amount from any competing team. We’re very proud of the effort our people went to for this wonderful cause.

We’re involved in many initiatives, helping charities in our communities to raise awareness. It’s all about making a difference to the lives of New Zealanders, and we look forward to continuing our engagement throughout 2014.

Corporate responsibility values are at the heart of what we do

Shave for a Cure 2014 campaign video

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arlier this year Richard Forgan joined our Wellington practice as a new

Consulting Partner.

Some of you may know Richard from his time as an Advisory Director at PwC, from 2002 to 2009. Richard then joined the Treasury as Executive Director of the National Infrastructure Unit, where he led the team that prepared the second National Infrastructure Plan, and set up the Treasury’s Public Private Partnership (PPP) team. His work led to the successful signing of NZ’s first two PPP’s - Wiri Prison and Hobsonville Schools.

Over the last few years, his responsibilities at the Treasury have covered the Government’s Budget and fiscal management approach, Canterbury earthquakes, Health, Housing, Justice & Security, State Sector Performance generally, as well as a stint as Acting Deputy Chief Executive.

Moving from his role as Deputy Secretary, Budget & Public Services, we were thrilled to see Richard re-join the firm in February.

EPartner, Consulting T: +64 4 462 7118 E: richard.c.forgan@nz.pwc.com

Richard Forgan

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Who’s new

16Autumn 2014

ax Partner Richard Scoular recently joined our Auckland practice.

Previously a leading tax barrister and solicitor, Richard brings with him strong client and commercial skills, and has the attributes and market reputation to help deliver on our aggressive growth goals.

Richard worked as a Tax Partner for 13 years at Russell McVeagh and Minter Ellison. For the last three years he has had his own practice providing tax advice on a wide range of clients and assignments, including to specialist law firms and other professional services firms.

Richard will be leading the Certainty & Controversy team in our Tax practice, which provides a range of tax advisory services, with an emphasis on IRD rulings, tax disputes, and litigation support and e-discovery assignments.

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Partner, Tax T: +64 9 355 8599 E: richard.s.scoular@nz.pwc.com

Richard Scoular

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17 AddingValue

arcus Porter, our new Director in Wellington, worked for eleven

years in the UK before reaching our shores. He had various roles within the UK telecommunications firm BT, ranging from operations management, business improvement and large programme implementations. One of his key achievements at BT, was winning, deploying and managing the first 100 per cent Broadband service in Europe, as part of a high-profile PPP initiative.

Marcus and his family had always dreamt of living in New Zealand, and this ambition coupled with his desire to change to the supplier side of the business, drove the next phase of his career. Marcus joined NEC adopting a regional role for New Zealand and Australia within their IT Services subsidiary. Marcus then took on a client executive role at Unisys with responsibility for large clients across New Zealand, where he won the IPANZ IT Project of the Year.

In his current role, Marcus is working with Land Information NZ and NZ Lotteries, applying his well-honed technical capabilities to help them with technology modernisation. Marcus is looking to get involved in large IT transformation business, as well as being part of, and continuing to build our successful team.

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Marcus PorterDirector, Consulting T: +64 4 462 7047 E: marcus.j.porter@nz.pwc.com

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Peter ChambersDirector, Consulting T: +64 9 355 8113 E: peter.x.chambers@nz.pwc.com

P eter Chambers is a Director in our Auckland practice, with a focus on operational improvement.

As a procurement and supply chain specialist, Peter brings with him over 20 years of sector experience in both industry and consultancy environments.

Prior to joining the firm, Peter previously worked in the UK as a Supply Chain Director for FTSE 100 company Bunzl plc, a global specialist distribution business. At Bunzl he managed a wide range of functions including imports, quality, inventory control, warehousing and in-house and outsourced transport operations.

Peter has been responsible for service delivery to many of the UK’s largest retailers, including Asda, Tesco, Sainsbury’s, Morrisons, John Lewis Partnership, Marks and Spencer, Debenhams, Boots and Selfridges. With first hand store operations experience, Peter has worked in senior operational, change and project management roles for Tesco plc and Marks and Spencer plc.

While completing an MBA at Manchester Business School, Peter joined A.T. Kearney working on operations based engagements in strategic sourcing and supply chain, both in commercial and public sector environments, such as UK central government functions of Social Services and The Pension Service.

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Our Consulting practice is named a worldwide leader

ur Consulting Leader Paul Nickels says, “These findings recognise that our

Consulting services continue to head in the right direction. They reinforce that we are well placed in advising clients in both public and private sectors on some of the most critical aspects of managing their organisation.”

“We are passionate about working alongside our clients, guiding them through major transactions, operational changes and strategic decisions. It is great to see us recognised as a leading expert in this field, both worldwide and for our region.”

Our Consulting services received a number of accolades throughout the reports, including:

• “Worldwide, PwC is regarded as the most capable of all firms at helping enterprises comply with new or existing regulations and at integrating risk awareness and solutions within other consulting engagements.”

• “In the Asia/Pacific region, PwC is strong in the areas of risk, innovation and operational issues.”

• “In the Americas, PwC is strong in the areas of risk, innovation, growth and operational issues.”

• “In the EMEA markets, PwC is considered to be the most capable of all firms at integrating risk awareness and solutions within other consulting engagements.”

IDC’s evaluation is based on a comprehensive framework and set of parameters expected to be most conducive to success in providing business consulting services during both the short- and long-term. A significant and unique component of this evaluation is the inclusion of the perception of business consulting buyers of both the key characteristic and the capabilities of the consulting providers.

We’re thrilled to announce that we have been named a leader in four IDC MarketScape Reports for Business Consulting Services, Worldwide, Asia/Pacific, Americas and Europe, Middle East and Africa (EMEA).

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Hi-Tech Awards finalist announcement

e’ve sponsored the New Zealand Hi-Tech Awards for nine years, supporting our digital

and technology priority market. The awards celebrate the success of our producers of goods and services from the software, electronics, telecommunications, mobile, agritech, creative and other high-tech industries.

The Awards are run by the NZ Hi-Tech Trust, a not-for-profit organisation aimed at promoting and supporting the wider industry.

On Wednesday 26 March, we hosted the Wellington announcement of the Hi-Tech Awards finalists in the newly refurbished level 16 premises. Congratulations to the finalists for the PwC Hi-Tech Company of the Year Award: Fisher & Paykel Healthcare, Orion Health, Serko and Xero.

This winners will be announced on 16 May 2014.

A record number of entries from a record number of companies across New Zealand were received for this year’s Hi-Tech Awards.

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© 2014 PricewaterhouseCoopers New Zealand. All rights reserved. ‘PwC’ and ‘PricewaterhouseCoopers’ refer to the New Zealand member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details

pwc.co.nz

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@PwC_NZ

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