http://pwc.to/1cwD4ln
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 57 dirigeants du secteur de la chimie ont participé à l’enquête. Les études complètes sont disponibles sur www.pwc.fr.
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
KPMG Study - Third EFB-KPMG European Family Business Barometer - Dec 2014Tatiana Andreeva
In this third bi-annual European Family Business Barometer, European Family Businesses (EFB) and KPMG once again seek to bring an insight into the confidence levels of family businesses, the challenges affecting their everyday operations and the solutions they seek to ensure their development and sustainable growth. This time the headline message is that while the outlook is positive the pressure on profitability and the war for talent are the key changes.
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
KPMG Study - Third EFB-KPMG European Family Business Barometer - Dec 2014Tatiana Andreeva
In this third bi-annual European Family Business Barometer, European Family Businesses (EFB) and KPMG once again seek to bring an insight into the confidence levels of family businesses, the challenges affecting their everyday operations and the solutions they seek to ensure their development and sustainable growth. This time the headline message is that while the outlook is positive the pressure on profitability and the war for talent are the key changes.
In last meeting in Davos (Switzerland) in January, the World Economic Forum, expressed its decision to expand investments in green energy. Many new projects are going to be present in the next years.
It is expected a erce competition among companies to be awarded with contracts that will secure their businesses. Some companies have been leading the renewable market for years and they have built a substantial moat which place them in an invaluable position in the market. However, though a good start point, it is not unwavering.
It is time for them to start looking forward and push everyone around to join the industry trend 4.0 also enforced by the Forum. Moving in the right direction will end the controversy of Quality Vs. Production which has dragged down many projects damaging company's image.
Application of conventional NDT methods to supervise the quality has been burdening progress. Production department has been reticent to implement advanced NDT techniques based on wrong concepts.
It is time for NDT companies to look at the industry in the right way, showing that there is a way to work for all. Just by moving forward.
In the next lines, we will try to show and explain that NDT industry must lead the progress introducing FEA analysis in their reports if they want to join all stakeholders around project success.
Beyond Supply Chain Scorecards: New Approaches to Elevating Supplier Responsi...Sustainable Brands
Amy Longsworth, Managing Director, Sustainable Business Solutions, PwC
Amy Hargroves, Director of Corporate Responsibility, Sprint
Is there hope for overcoming supplier survey and scorecard fatigue? Have individual leading companies' custom scorecards worked well to drive supplier sustainability, and is there a clear need to design overarching industry-level standards? What brands and other organizations are best positioned to lead such efforts, and why?
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
National survey of employer sponsored health plans core presentationAnn Gargis
Mercer’s 2018 National Survey of Employer-Sponsored Health Plans, now in its 33rd year, is available now. The survey has long been a preeminent source of timely, reliable health benefit information, used by employers, policymakers, the health care industry and the media. Unlike other surveys conducted by benefit professionals, Mercer’s survey is statistically representative of all U.S. health plan sponsors with 10 or more employees – which means we can provide benchmark data for employer groups based on industry, size and location. And unlike government or think-tank surveys, the Mercer survey is focused squarely on the strategic issues that matter most to employer health plan sponsors.
•Most participants – Over 2,400 employers participated in 2018, far more than most other health benefits survey.
•Highest standards – The survey uses scientific sampling and weighting methodologies.
•Sharpest focus – Mercer’s health benefit experts frame the questions so you get the data you need.
Election results in the U.S. and U.K., and 2017 elections in several European countries, may fuel more of an inward focus, tamping down aggressive climate-change goals and other environmental, social and governance (ESG) efforts.
Etude PwC CEO Survey industrie pharmaceutique (2014)PwC France
http://pwc.to/1o06Z5k
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 119 dirigeants du secteur pharmaceutique et des sciences de la vie, et 81 dirigeants du secteur de la santé ont participé à l’enquête. Les études complètes sont disponibles sur www.pwc.fr.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
The U.S. Energy Outlook survey finds eighty-one percent of middle market energy executives describe 2013 as profitable and 82 percent anticipate continued profitability in 2014.
CEO Survey Distribution & Biens de Consommation (2014)PwC France
http://pwc.to/1lBAoWL
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 199 dirigeants du secteur des biens de consommation et 145 du secteur de la distribution ont été interrogés. Les études complètes sont disponibles sur www.pwc.fr.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
Regulations, staffing keep energy executives on their toesGrant Thornton LLP
The American energy sector is booming like never before. Record domestic oil and natural gas production have ranked the U.S. output above that of Russia and Saudi Arabia. Such explosive growth, however, is challenged by regulations and a competitive M&A landscape, according to respondents to a Grant Thornton LLP and Hart Energy 2014 survey of the energy industry. This infographic outlines the key pain points for executives.
Get more survey findings at http://gt-us.co/1wvd0gJ.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
In last meeting in Davos (Switzerland) in January, the World Economic Forum, expressed its decision to expand investments in green energy. Many new projects are going to be present in the next years.
It is expected a erce competition among companies to be awarded with contracts that will secure their businesses. Some companies have been leading the renewable market for years and they have built a substantial moat which place them in an invaluable position in the market. However, though a good start point, it is not unwavering.
It is time for them to start looking forward and push everyone around to join the industry trend 4.0 also enforced by the Forum. Moving in the right direction will end the controversy of Quality Vs. Production which has dragged down many projects damaging company's image.
Application of conventional NDT methods to supervise the quality has been burdening progress. Production department has been reticent to implement advanced NDT techniques based on wrong concepts.
It is time for NDT companies to look at the industry in the right way, showing that there is a way to work for all. Just by moving forward.
In the next lines, we will try to show and explain that NDT industry must lead the progress introducing FEA analysis in their reports if they want to join all stakeholders around project success.
Beyond Supply Chain Scorecards: New Approaches to Elevating Supplier Responsi...Sustainable Brands
Amy Longsworth, Managing Director, Sustainable Business Solutions, PwC
Amy Hargroves, Director of Corporate Responsibility, Sprint
Is there hope for overcoming supplier survey and scorecard fatigue? Have individual leading companies' custom scorecards worked well to drive supplier sustainability, and is there a clear need to design overarching industry-level standards? What brands and other organizations are best positioned to lead such efforts, and why?
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
National survey of employer sponsored health plans core presentationAnn Gargis
Mercer’s 2018 National Survey of Employer-Sponsored Health Plans, now in its 33rd year, is available now. The survey has long been a preeminent source of timely, reliable health benefit information, used by employers, policymakers, the health care industry and the media. Unlike other surveys conducted by benefit professionals, Mercer’s survey is statistically representative of all U.S. health plan sponsors with 10 or more employees – which means we can provide benchmark data for employer groups based on industry, size and location. And unlike government or think-tank surveys, the Mercer survey is focused squarely on the strategic issues that matter most to employer health plan sponsors.
•Most participants – Over 2,400 employers participated in 2018, far more than most other health benefits survey.
•Highest standards – The survey uses scientific sampling and weighting methodologies.
•Sharpest focus – Mercer’s health benefit experts frame the questions so you get the data you need.
Election results in the U.S. and U.K., and 2017 elections in several European countries, may fuel more of an inward focus, tamping down aggressive climate-change goals and other environmental, social and governance (ESG) efforts.
Etude PwC CEO Survey industrie pharmaceutique (2014)PwC France
http://pwc.to/1o06Z5k
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 119 dirigeants du secteur pharmaceutique et des sciences de la vie, et 81 dirigeants du secteur de la santé ont participé à l’enquête. Les études complètes sont disponibles sur www.pwc.fr.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
The U.S. Energy Outlook survey finds eighty-one percent of middle market energy executives describe 2013 as profitable and 82 percent anticipate continued profitability in 2014.
CEO Survey Distribution & Biens de Consommation (2014)PwC France
http://pwc.to/1lBAoWL
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 199 dirigeants du secteur des biens de consommation et 145 du secteur de la distribution ont été interrogés. Les études complètes sont disponibles sur www.pwc.fr.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
Regulations, staffing keep energy executives on their toesGrant Thornton LLP
The American energy sector is booming like never before. Record domestic oil and natural gas production have ranked the U.S. output above that of Russia and Saudi Arabia. Such explosive growth, however, is challenged by regulations and a competitive M&A landscape, according to respondents to a Grant Thornton LLP and Hart Energy 2014 survey of the energy industry. This infographic outlines the key pain points for executives.
Get more survey findings at http://gt-us.co/1wvd0gJ.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
La 21ª Encuesta de CEO de PwC da luz sobre esta aparente contradicción y los factores que contribuyen a la perspectiva ansiosamente optimista de los CEO en 2018 y más allá. La presentación que la consultora hizo en ABAC 1, en Auckland, se centra en los hallazgos de Asia Pacífico de la encuesta global, y proporciona recomendaciones sobre cómo abordar las preocupaciones comerciales clave.
Supply Chain Metrics That Matter: A Focus on the Chemical IndustryLora Cecere
Supply Chain Metrics That Matter is a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand the differences, we share deep analysis in each report.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Le cabinet d’audit et de conseil PwC a mené son étude « Carbon Factor » auprès des 20 principaux producteurs d’électricité européens pour la 14ème année consécutive.
Le facteur carbone (exprimé en kg CO2/MWh) se définit comme le rapport entre les émissions de CO2 générées et la production d’électricité correspondante. En 2014, il s’établit à 313 kg CO2/MWh, soit une baisse de 5,8% par rapport à 2013, pour atteindre son plus faible niveau depuis 2001.
Etude PwC : La transition énergétique pour la croissance verte (nov 2015)PwC France
Quels sont les impacts attendus et les tendances du marché français de la Transition Energétique ?
La loi sur la transition énergétique fixe des objectifs ambitieux, définissant la trajectoire énergétique de la France à moyen et long terme
Etude PwC "Total Retail 2015" Sur quoi miser aujourd’hui pour réenchanter la ...PwC France
Dans sa 5ème étude mondiale sur les consommateurs connectés - menée dans 25 pays auprès de 22 600 web-acheteurs, le cabinet d’audit et de conseil PwC révèle que la France a recruté 17% de nouveaux web-acheteurs en 2015, un chiffre en hausse par rapport à 2014.
GEMO 2016 : un digital de plus en plus cannibale ?PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
La publicité sur internet devrait y porter la croissance du secteur, et le numérique en général continue de bouleverser le business model de l’ensemble des segments, qu’il s’agisse de l’édition, de la musique, de la presse, des jeux vidéo ou bien encore de la télévision.
Infographie PwC GEMO 2016 sur l'industrie Médias et Loisirs (juin 2015)PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
Etude PwC Low Carbon Economy Index (oct. 2015)PwC France
L'année 2014 a marqué un tournant en matière de réduction des émissions de carbone dans les économies du G20. C’est ce que révèle le cabinet d’audit et de conseil PwC dans la 7ème édition de son étude annuelle « Low carbon Economy index », qui modélise l'intensité carbone des grandes économies – à savoir les émissions des gaz à effet de serre liées à la consommation d'énergie par million de dollars de PIB. En effet, l'intensité carbone a chuté de 2,7% en 2014, soit sa plus forte baisse depuis 2000.
La France fait office d’exemple : elle a réduit son intensité carbone de plus de 9% en 2014, ce qui représente la 2ème plus forte réduction des pays du G20, juste derrière le Royaume-Uni (- 10,9%).
Etude FCD, ESSEC et PwC sur la distribution responsable (août 2015)PwC France
Les enseignes de la Fédération du Commerce et
de la Distribution (FCD) se mobilisent depuis de
nombreuses années en faveur du développement
durable. Elles mènent des actions volontaristes
pour réduire l’impact environnemental de leur
activité, mais aussi, conformément aux exigences
de la RSE, en matière de consommation
durable, de gestion responsable des ressources
humaines et d’engagement sociétal.
Les introductions en bourse européennes affichent une forte activité au 2e trimestre grâce aux spin-off,
mais entrent de plus en plus en concurrence avec les processus de ventes.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
Dans sa dernière étude « PwC Golden Age Index : how well are OECD economies adapting to an older workforce ? », le cabinet d’audit et de conseil PwC compare l’emploi des seniors (travailleurs âgés de plus de 55 ans) dans 34 pays de l’OCDE.
Etude PwC Global Economy Watch (juin 2015)PwC France
Dans leur dernière étude « Global Economy Watch », les économistes du cabinet d’audit et de conseil PwC ont analysé les performances économiques des cinq premiers pays d’Afrique du Nord – Egypte, Algérie, Maroc, Soudan et Tunisie, près de cinq ans après les débuts du « Printemps arabe » qui a entraîné de grands bouleversements dans toute la région. Cette étude révèle les défis et les opportunités qui attendent les entreprises et les dirigeants politiques en Afrique du Nord.
Etude PwC et Essec "Grande consommation 1985 - 2015 - 2045"PwC France
A l’occasion du 30ème anniversaire de la Chaire Grande Consommation de l’ESSEC, les experts du cabinet d’audit et de conseil PwC ont imaginé les grandes évolutions du secteur de la distribution et des biens de consommation au cours des trente prochaines années.
Etude PwC sur le Top 100 des entreprises les mieux valorisées au monde en 201...PwC France
La dernière étude du cabinet d’audit et de conseil PwC « Global Top 100 Companies by market capitalisation » révèle que plus de la moitié (53) des 100 entreprises les mieux valorisées au monde sont américaines, contre seulement 4 entreprises françaises. Apple reste en tête du classement établi par PwC, avec une capitalisation boursière de 725 milliards de dollars, en hausse de 54% (+256 milliards de dollars) par rapport à 2014.
Etude PwC "Bridging the gap" sur les investisseurs institutionnels (mai 2015)PwC France
Selon la dernière étude du cabinet d’audit et de conseil PwC, intitulée « Bridging the gap », sept investisseurs institutionnels sur dix (70 %) – parmi les 60 qui ont été interrogés par PwC au plan mondial – affirment qu’ils refuseraient de participer à une levée de fonds de private equity ou à un co-investissement si ceux-ci présentaient un risque environnemental, social ou de gouvernance.
Méthodologie :
Pour réaliser cette étude, PwC a mené des entretiens individuels avec 60 commanditaires de 14 pays, totalisant quelque 500 milliards USD d’allocation aux gérants ou general partners (GP) de fonds de private equity. Les participants à l’enquête ont répondu sur la base du volontariat, d’où une surreprésentation probable des investisseurs relativement avancés dans leur approche de l’investissement responsable. Le panel était composé à 30 % de fonds de pension, à 20 % de gestionnaires d’actifs et à 7 % de fonds souverains ou publics. Parmi les répondants figuraient de grands fonds de pension du monde entier, comme le CalSTRS (caisse de retraite de l’enseignement public de Californie), l’USS (caisse de retraite de l’enseignement supérieur britannique), la caisse de retraite de BT, le West Midlands Pension Fund, le Wellcome Trust, un fonds de pension suédois et des fonds confessionnels aux États-Unis et en Finlande. Parmi les principaux gestionnaires d’actifs figuraient les sociétés Aberdeen, Hermes GPE, F&C et BlackRock. 7 investisseurs français ont aussi participé à cette étude comme par exemple BPI France, Ardian ou OFI Asset Management (devenu depuis SWEN Capital Partners).
Etude PwC, AFDEL et SNJV sur "Les 100 digital"PwC France
PwC, l’AFDEL et le SNJV dévoilent l’édition 2015 du GSL 100, classements des principales entreprises de l’édition de logiciels, des services Internet et du jeu vidéo français, dans le cadre de l’étude « Les 100 digital » qui décrypte les tendances et les progressions des entreprises de la French tech.
Etude PwC Global Economy Watch (mai 2015)PwC France
Selon la dernière étude « Global Economy Watch » du cabinet d’audit et de conseil PwC, les créances libellées en dollars américains, émises hors des Etats-Unis, ont fortement augmenté au cours de ces dernières années, passant de 6 000 milliards de dollars avant l’instauration des premières mesures d’assouplissement quantitatif en novembre 2008 à environ 9 000 milliards en 2014.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
Etude PwC sur l'intérêt des investisseurs pour l’Afrique (avril 2015)PwC France
L’intérêt des investisseurs pour l’Afrique continue de progresser, le continent étant perçu comme un marché à fort potentiel de croissance, susceptible d’offrir des opportunités de retour sur investissement très intéressantes. L’Afrique sub-saharienne s’affirme comme la région la plus attractive. En effet, le Ghana, le Nigéria et la Tanzanie forment le Top 3 des pays de choix pour les analystes et investisseurs que le cabinet d’audit et de conseil PwC a interrogés dans la 7ème édition de l’étude « Valuation methodology survey », qui inclut pour la première fois les réponses des investisseurs en Afrique francophone.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
1. Fit for the future
17th Annual Global CEO Survey
Key findings in the chemicals industry
www.pwc.com/ceosurvey
Februrary 2014
2. PwC
Contents
Page
Sector snapshot 3
Confidence in growth 7
Transforming business 18
Leading through sustainability 27
2
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
4. PwC
Sector snapshot
Chemicals CEOs are optimistic about future prospects,
despite worries about energy costs, raw materials prices,
and skills shortages. They’re looking to technological
advances, climate change and resource scarcity to
transform their business over the next five year. To
adapt, they’re already changing supply chains,
production capacity and R&D and innovation capacity.
4
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
5. PwC
Sector snapshot
Chemicals CEOs are more
optimistic this year
This year 56% of chemicals CEOs
believe the global economy will
improve over the next twelve months
(compared to 44% of the sample
overall), and 42% think it will stay the
same. Just 2% expect it to decline.
That’s a dramatic turn-around from
last year. Chemicals CEOs are more
confident this year too. An impressive
98% expect revenues to grow over the
next three years.
56% of chemicals
CEOs believe the
economy will
improve
but energy costs, skills, and raw
materials prices stand out as
looming risks
The picture isn’t all rosy. The threat of
high and volatile energy costs is
looming large, with 75% of chemicals
CEOs somewhat or extremely
concerned, far more than across the
sample. Chemicals CEOs are more
concerned than their peers across the
sample about the availability of key
skills, supply chain disruption and
high and volatile raw material prices
too.
5
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
6. PwC
Sector snapshot
Chemicals companies are
looking to the US for growth
More chemicals CEOs (44% vs. 30%
overall) rank the US as one of the
most important countries (excluding
their own) for their overall growth
prospects over the next 12 months.
And more say they’re planning a
merger or acquisition, JV or strategic
alliance in North America too (41% vs.
30% overall). That probably reflects
the boom in shale gas production
which is lowering energy costs in the
US.
China is number #2 on the list of
growth markets with 40%, followed by
Germany (21%) and Brazil (19%).
India, Russia and Indonesia were also
ranked as a top growth markets by
more than 10% of chemicals CEOs.
Climate change and resource
scarcity will transform the
chemical industry
More than two-thirds of chemicals
CEOs expect technological advances
to dramatically change their business
environment. But nearly as many
chemicals CEOs (61%) believe that
resource scarcity and climate change
will transform their business over the
next five years. 91% of chemicals
CEOs agree that it is important for
their company to measure and try to
reduce their company’s environ-
mental footprint. We’ve also found
that many chemicals companies are
innovating to help their customers
improve too.
And they’re changing supply
chains, production capacity, and
R&D in response to global trends
More chemicals CEOs see a need to
change their supply chain in response
to transformative trends than do
CEOs in other sectors. One of the
reasons is probably increasing interest
in shifting some production from oil
to biofuels or natural gas in response
to resource scarcity and climate
change. Nearly half have already
started investing in production
capacity, far more than across the
overall sample. More have already
started or completed a change
programme around R&D and
innovation capacity too, reflecting the
strong focus on innovation we’ve seen
over the past several years .
6
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
7. PwC
Confidence in growth
“LyondellBasell has a very strong
growth program, and we have quite a
bit of confidence in it. I can say that for
this reason: the United States is where
we’re doing most of our investing over
the next few years. The reason for that
is the boom in shale gas. Because of
shale gas, we have cheap natural gas
feedstocks and, as a result, our
products are generally cheaper than
our competitors’ products in all
regions except the Middle East.”
Jim L. Gallogly, Chief Executive
Officer, LyondellBasell
Industries N.V.
7
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
8. PwC
Views on the economy are looking up
• 56% of chemicals CEOs believe the
global economy will improve over the
next 12 months, while just 2% think it
will decline. That’s more optimistic
than the overall sample with 44%,
and a dramatic reverse from last year,
when just 14% expected an upturn.
• Our industry research suggests that
signs of recovery are already
apparent, beginning in Q3 2013.
56
14
2
30
2014
2013
Improve
Decline
48%
Base: All respondents 2014 (Chemicals, 57); 2013 (Chemicals, 77)
Source: PwC 16th Annual Global CEO Survey 2013
Source: PwC 17th Annual Global CEO Survey 2014
Q: Do you believe the global economy will improve, stay the
same, or decline over the next 12 months?
Stay the same
42%
8
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
9. PwC
Chemicals CEOs are extremely confident in future
prospects
• Chemicals CEOs continue to be confident in their own growth prospects, with 80%
expecting to grow over the next 12 months.
• An even more impressive 98% of chemicals CEOs expect revenues to grow over the next
three years, and 51% are very confident.
2
164
47
47
51
33
Next 3 years
Next 12 months
Not very confident Not confident at all Somewhat confident Very confident
Q: How confident are you about your company’s prospects for revenue growth over the next 12 months? Over the next 3 years?
Base: All respondents (Total sample, 1344; Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
%
9
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
10. PwC
But more than half of chemicals CEOs are still
concerned about a wide range of issues
• 75% of chemicals CEOs worry
about high and volatile energy
costs. Across the sample, just 55%
are concerned.
• 72% of chemicals CEOs are more
concerned about over-regulation
this year, far more than last year
when just 57% of chemicals CEOs
were concerned.
• Concern about the availability of
key skills has jumped sharply too.
It’s up 20 percentage points vs.
last year.61
63
67
70
70
70
72
72
75
79
82
Rising labour costs in high-growth
markets
Protectionist tendencies of
national governments
Exchange rate volatility
Slowdown in high-growth markets
Increasing tax burden
Continued slow or negative
growth in developed economies
Availability of key skills
Over-regulation
High or volatile energy costs
Government response to fiscal
deficit and debt burden
High and volatile raw materials
prices
Q: How concerned are you, if at all, about each of the following threats to your growth
prospects? Top choices listed
Base: All respondents (Total sample, 1344; Chemicals, 57)
Note: Respondents who stated ‘extremely’ or ‘somewhat’ concerned.
Source: PwC 17th Annual Global CEO Survey 2014
%
10
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
11. PwC
Percentage of
chemicals CEOs who
worry about raw
materials prices
Concerns around raw materials prices stand out
• 82% of chemicals CEOs worry about high
and volatile raw materials prices. Across
the sample, just 55% are concerned.
• That reflects the high proportion of costs
bound up in chemical feedstocks.
• Many chemicals producers are reacting by
looking to regions where feedstock costs
are anticipated to be lower – particularly
the US.
82%
11
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
12. PwC
And structural issues will be important too
“In petrochemicals, the challenge is the low
industrial competitiveness of Brazil, which
results from the cost of labour, the cost of raw
materials, and the lack of infrastructure. As I
mentioned earlier, Brazil’s future growth
depends on solving issues that are bottlenecks to
competitiveness, such as labour reform, tax
reform and investments in infrastructure.”
Marcelo Odebrecht, CEO, Odebrecht
12
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
13. PwC
Increasing tax burden
Like their peers in other
sectors, seven of ten
chemicals CEOs believe
increased taxes could side-
track growth prospects.
Governments could also have a big impact
That’s reflected in many of chemicals CEOs’ top concerns
Percentage who are concerned
about government responses
to debt and deficits
79%
Debt and deficits
Chemicals CEOs, like their
peers overall, are
concerned about the ability
of debt-laden governments
to tackle soaring deficits.
It’s a worry that’s been
increasing over the past
several years.
Over-regulation
Many chemicals CEOs are
also concerned that
regulation could put the
brakes on growth. It’s
another area where we’ve
seen an increase in concern
levels across the overall
sample.
Percentage who are concerned
about over-regulation
72%
Percentage who are concerned
about an increasing tax
burden
70%
13
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
14. PwC
Supply chain issues stand out
Chemicals companies are investing in production capacity
• More than half of chemicals CEOs (51%) believe supply
chain disruption could threaten growth, compared to just
41% of CEOs overall.
• Nearly nine out of ten chemicals CEOs see a need to
change their supply chain in response to transformative
trends, more than CEOs in other sectors. One-third
already have programmes underway or completed.
• And nearly half (47%) of chemicals CEOs have already
started investing in changes to production capacity to
cope with global trends, far more than across the overall
sample.
• That may partly reflect increasing interest in shifting
some production from oils to biofuels or natural gas in
response to resource scarcity and climate change. But
shifts in demand are probably a factor too.
Recognise need to change
Developing strategy to change
Concrete plans to implement change
programmes
Change programme underway or completed
No need to change
47%
Q: In order to capitalise on the two-three global
trends which you believe will most transform your
business over the five years, to what extent are you
currently making changes, if any, in the following
areas? (Investment in production capacity)
Base: All respondents (Total sample, 1344 ; Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
14
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
15. PwC
Chemicals CEOs are looking most to the US for
growth
Chemicals CEOs who rate the US
as a top growth market over the
next 12 months
44%
Looking to the US for
growth
Nearly half of chemicals
CEOs rank the US as one of
the most important
countries for their overall
growth prospects. That’s
more than across the
overall sample (30%).
Chemicals CEOs expecting an
M&A, JV or strategic alliance who
are looking to North America
41%
North America as a
continent stands out
Compared to the overall
sample, more chemicals
CEOs are planning deals in
North America, compared
to the overall sample
(30%). That probably
reflects the shift towards
shale gas in the US.
Chemicals CEOs who ranked
Indonesia as an important 3-5
year growth market for their
sector
26%
China still strong, but
other countries are
important too
China’s #2 on the list of
growth markets for the
next 12 months. But when
looking beyond the BRICS
out over three years, other
countries like Indonesia,
Germany and Turkey are
important too.
15
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
16. PwC
Looking beyond the BRICs, both advanced and
high-growth economies will be important
When we asked chemicals CEOs to
consider high-growth markets outside the
BRICS over the next three to five years,
the US and Indonesia headed the list.
But Germany, Turkey, Thailand, Mexico
and Korea all got votes from at least 10%
of CEOs too.
The list is rounded out by Nigeria, Saudia
Arabia, and France, each of which were
named as a key growth market by 7% of
chemicals CEOs.
3
4
3
5
10
7
8
13
16
26
7
7
7
11
12
12
14
19
26
32
France
Saudi Arabia
Nigeria
Korea
Mexico
Thailand
Turkey
Germany
Indonesia
USA
Overall sample
Chemicals
Base: All respondents (Overall sample, 1344 ; Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
Source: PwC 17th Annual Global CEO Survey 2014
Q: Thinking specifically about high growth markets beyond
the BRICs, which three markets excluding Brazil, Russia,
India, China and South Africa do you consider most
important for your growth prospects over the next 3 to 5
years? (top choices listed)
%
16
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
17. PwC
The chemicals deal outlook is positive for 2014
A third of chemicals CEOs say they’re planning
cross-border M&A next year, more than across
the overall sample. That’s in line with our other
analysis of chemicals deal activity. We’re finding
that prospects are bright for M&A activity in the
sector in 2014, with expectations of a continued
US recovery and an end to the recession in much
of Europe. While volumes are likely to remain
close to the 10-year average this year, deal
values are likely to remain lower than usual.
Why?
Acquirers seem to be more risk averse and will
probably be less likely to engage in larger, more
transformative deals.
So while the number of deals appears to be
stable, deal values will likely continue to be
smaller than in previous periods.
Deals involving the US look likely to drive
activity.
15
18
26
18
23
9
11
18
33
39
End an existing strategic
alliance or joint venture
Sell majority interest in a
business or exited a
significant market
Complete a domestic M&A
Complete a cross-border
M&A
Enter into a new strategic
alliance or joint venture
Q: Which, if any, of the following restructuring activities do you
plan to initiate in the coming twelve months? (not all choices
listed)Survey 2014
Base: All respondents (Total sample, 1344; Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
%
17
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
19. PwC
CEOs identified transformative global trends
Headed up by technological advances
Chemical CEOs told us they
think three big trends will
transform their businesses
in the coming five years.
Nearly two-thirds of them
identified technological
advances such as the digital
economy, social media,
mobile devices and big
data.
More than three-fifths also
pointed to resource scarcity
& climate change and global
shifts in economic power.
That puts resource scarcity
and climate change higher
on their list than most other
sectors.
68%
Technological
advances
65%
Shifts in global
economic power
61%
Resource scarcity &
climate change
Q: Which of the following global trends do you believe will transform your business
the most over the next five years? (Top three trends chemicals CEOs named.)
Base: All respondents (Total sample, 1344; Chemicals, 57).
Source: PwC 17th Annual Global CEO Survey
19
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
20. PwC
Chemicals CEOs see changes ahead in most areas
Q: To what extent are you currently making changes, if any, in the following areas?
Base: All respondents (Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
20
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
40
30
25
23
21
14
12
12
11
11
9
9
5
28
23
51
46
51
54
49
40
64
57
51
51
53
30
44
25
30
28
32
37
47
25
33
39
40
40
60% 40% 20% 0% 20% 40% 60% 80%
Location of key operations or headquarters
Corporate governance
Channels to market
Use and management of data and data analytics
Approach to managing risk
Technology investments
Organisational structure/design
Investment in production capacity
M&A strategies, joint ventures or strategic alliances
Supply chain
R&D and innovation capacity
Customer growth and retention strategies
Talent strategies
No need to change Recognise need/developing strategy/concrete plans to change Change programme underway or completed
Aspiration Action
21. PwC
Innovation continues to be critical for chemicals
companies
• Less than half of chemicals CEOs (44%) are concerned
about the speed of technological change – fewer than
across the overall sample. That suggests they’re already
confident of their ability to keep up. Compared to the
overall sample, more chemicals CEOs say their
companies have already started or completed
programmes to change innovation and r&d capacity, and
more are confident that their R&D departments are well-
prepared, too.
• Many chemicals companies are already partnering
around innovation. And when it comes to building an
innovation eco-system, more see it as a priority for their
own business (46%) than feel government should take
the lead (28%).
• Views are mixed on whether regulation helps or hurts
innovation; 32% say its hindered their efforts, 28% say
it’s helped, and 40% aren’t sure.
In other research we found that
the most successful CEOs are
doing three things to
‘industrialise’ innovation – i.e.,
to make it repeatable,
dependable and scalable.
They’re focusing on
breakthrough innovation in all
its forms; putting disciplined
innovation techniques in place;
and collaborating much more
actively.
We think it’s important to
recognise that innovation means
more than new product
development. It can also help
improve processes, or create new
services or business models.
21
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
22. PwC
Innovation and technology investments are a
focus area
There’s a gap between
Aspirations
and
Actions
Q: Which, if any, of these national outcomes is your organisation focusing on as a priority over the next three years? To what extent are you
currently making changes, if any, in the following areas? (two listed)
Base: All respondents (Chemicals, 57). Aspiration answers include: recognise need to change, developing a strategy to change, have concrete plans to
implement change programmes, and change plan underway or completed. ‘No need to change’ answers not shown.
Source: PwC 17th Annual Global CEO Survey 2014
46% 86%
Most chemicals CEOs want to improve their company’s ability to innovate.
More have already gotten started with innovation. But there’s a ways to go.
89%
39%
Have started or
completed
changes
23%
Have started or
completed
changes
Develop an innovation
ecosystem
Alter R&D and innovation
capacity
Change technology
investments
22
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
23. PwC
IT and R&D are starting to get ready but there’s
still a ways to go
Increasingly technology
investments and innovation
capacity will put significant
demands on IT and R&D.
Chemicals CEOs are more
confident in their readiness
than some other sectors. Still,
only a minority of CEOs feel
that their IT and R&D
departments are well-
prepared for change.
IT
44%
Base: All respondents (Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
Well-Prepared
Somewhat prepared, not prepared, don´t
know or refused
Q: Thinking about the changes you are making to capitalise on transformative
global trends, to what degree are the following areas of your organization
prepared to make these changes?
R&D
32%
23
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
24. PwC
Developing the workforce is a major priority
• Nearly three-quarters of chemicals CEOs
are worried about the availability of key
skills. That’s more than the overall
sample and up dramatically from 52%
last year.
• 49% of chemicals CEOs believe that
creating a skilled workforce should be a
government priority, but only 25% believe
that the government has been effective.
• So many are taking actions themselves –
70% say a creating a skilled workforce is a
priority.
• But is HR ready? Only around a third of
chemicals CEOs think HR is well-
prepared to make the changes necessary
to capitalise on global trends.
64%
41%
63%
70%
49%
72%
Feel creating a skilled workforce
is a company priority
Say creating a skilled workforce
should be a government priority
Are concerned about the
availability of key skills
Chemicals Overall sample
24
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
Q: To what extent do you agree or disagree with the following statements?
Q: Thinking about the role of Government in relation to the following outcomes, which
three areas should be Government priorities, in the country in which you are based?
Q: Which, if any, of these national outcomes is your organisation focusing on as a
priority over the next three years?
Base: All respondents (Overall sample, 1344; Chemicals, 57)
Note: Respondents who stated ‘agree strongly’ or ‘agree somewhat’
on concerns question.
25. PwC
With headcounts increasing, the urgency is
growing too.
49%
say headcount
will increase
(50% overall)
25%
say headcount
will stay the
same
(29% overall)
23%
say headcount
will decrease
(20% overall)
Nearly half of chemicals
CEOs say they plan to
increase headcount this
year. That’s more than twice
as many as anticipate a
decline.
It’s slightly more than last
year too, when 43%
expected higher staffing
levels.
25
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
26. PwC
Talent strategies will need to change too
Talent is one of the main
engine of business growth.
So one of the biggest issues
CEOs face is finding and
securing the workforce of
tomorrow – particularly the
skilled labour they need to
take their organisations
forward.
For chemicals companies,
engineers and technical
staff are in particularly
short supply. They’ll need
to change talent strategies
to cope – and here, too,
they’re slightly ahead of the
curve.
6%
5%
12%
7%
22%
18%
27%
28%
32%
40%
No need to change
Recognise need to change
Developing strategy to change
Concrete plans to implement change programmes
Change programme underway or completed
Base: All respondents (Overall sample, 1344; Chemicals, 57)
Source: PwC 17th Annual Global CEO Survey 2014
Chemicals
Overall
Q: In order to capitalise on the two-three global trends which you believe will most
transform your business over the five years, to what extent are you currently
making changes, if any, in the following areas? Talent strategies
26
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
27. PwC
Leading through sustainability
91%
Chemicals CEOs who say it’s important
for their company to measure and try
to reduce their environmental
footprint.
27
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
28. PwC
Many chemical CEOs
believe that resource
scarcity and climate change
will transform their
business
Climate change and resource scarcity is still high
on the agenda
• Concerns about climate change and
resource scarcity reflect both
chemicals CEOs’ concerns about raw
material prices and the sector’s
strong commitment to tackling CO2
reduction.
• In other research we’ve found that
many chemicals companies are
innovating to help their customers
improve their environmental
footprints.
61%
28
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
29. PwC
The large majority of chemicals CEOs say their
companies emphasise good corporate citizenship
Chemicals CEOs are taking
sustainability seriously – 98%
agree that it’s important to
promote a culture of ethical
behaviour, and nearly as
many feel it’s important to
ensure the integrity of the
supply chain (95%).
Nine out of ten also believe
it’s important to measure and
reduce their environmental
footprint, more than across
the overall sample (91% vs.
81%).
69
74
75
76
82
80
91
95
58
77
81
82
82
91
95
98
The purpose of business is to balance the interests of
all stakeholders
Measuring and reporting our total (non-financial)
impacts contributes to our long-term success
Being seen as paying our "fair share" of tax is
important
Satisfying societal needs beyond those of investors,
customers and employees, and protecting the interests
of future generations is important to my business
Improving workforce and board diversity and inclusion
is important for my business
It's important for us to measure and try to reduce our
environmental footprint
It's important to us to ensure the integrity of our supply
chain
It's important for us to promote a culture of ethical
behaviour
Q: To what extent do you agree or disagree with the following statements?
Base: All respondents (Overall sample, 1344; Chemicals, 57)
Note: Respondents who stated ‘agree strongly or ‘agree somewhat”
Source: PwC 17th Annual Global CEO Survey 2014
%
29
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
30. PwC
About PwC’s 17th Annual Global CEO Survey
In ‘Fit for the future: Capitalising on
global trends’, we also explore three
forces that business leaders think will
transform their business in the next
five years: technological advances,
demographic changes and global
economic shifts. We show how these
trends, and more importantly the
interplay between them, are creating
many new – but challenging -
opportunities for growth through:
creating value in totally new ways;
developing tomorrow’s workforce;
and serving the new consumers.
We also show how, in responding to
these trends, CEOs have the
opportunity to help solve important
social problems.
In short, the demands being placed on
business leaders to adapt to the
changing environment are increasing
exponentially; CEOs are having to
become hybrid leaders who can
successfully run the business of today
while creating the business of
tomorrow.
This sector key findings report takes a
closer look at responses from
chemicals CEOs. It is based on 57
interviews, conducted in 21 countries
around the world. We also cite more
in-depth conversations with two
sector CEOs.
Chemicals
respondents
57
In countries across the
world
21
We surveyed 1,344 business leaders
across 68 countries around the world,
in the last quarter of 2013, and
conducted further in-depth interviews
with 34 CEOs.
Our overall survey sees a leap in CEOs’
confidence in the global economy –
but caution as to whether this will
translate into better prospects for
their own companies. The search for
growth is getting more and more
complicated as opportunities in both
developed and emerging economies
becomes more nuanced, leading CEOs
to revise the portfolio of overseas
markets they will focus on.
30
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry
31. PwC
For more information, please contact:
Acknowledgements
Our thanks to the following CEOs who
are quoted in this document.
Jim L. Gallogly, Chief Executive Officer
LyondellBasell Industries N.V.
Marcelo Odebrecht, CEO
Odebrecht
Antoine Westerman Volker Fitzner
Global Chemicals Leader
T: +31 88 792 3946
E: antoine.westerman@nl.pwc.com
Global Chemicals Advisory Leader
T: +49 (69) 9585 5602
E: volker.fitzner@de.pwc.com
Download the main report,
access the results and explore
the CEO interviews from our
17th Annual Global CEO
Survey online at
www.pwc.com/ceosurvey
Click here to
explore sector
data online
Click here to
visit
pwc.com/
chemicals
31
February 201417th Annual Global CEO Survey – Key findings in the chemicals industry