EY Global Review 2015

Global review
2015
EY Global review 2015
EY at a glance
Chairman and CEOs letter
Chairman and CEOs Q&A
2 4 6
Global disruptive forces

Entrepreneurship
Globalization
Urbanization
Natural resources
Health care
Digital
Adapting to a world in motion Facts and figures

12 Talent
16 Corporate responsibility
20 Our service lines
24
28
32
38 50
42
46
EY at a glance
Under our Vision 2020 plans we are explicit about our purpose of
building a better working world, and this has given us great momentum
both inside and outside the organization. It has helped us engage with
our clients and guide our successful work on their complex issues; it has
also helped us attract, retain and motivate our people. We are proud of
this years results, which saw fast-paced growth across all of our service
lines and in each geographic area.
Service line growth

Assurance
8.1%
US$11.3b
Tax
10.3%
US$7.5b
Advisory
17.6%
US$7.3b
TAS
15.5%
US$2.5b
2015 highlights
Growth
Emerging markets
Headcount
Double-digit growth in local

currency terms, to US$28.7b.
Percentage increase
in revenue.
More people in member firms

than ever before.
11.6%
2
Global review 2015
12.3%
212,000
Area growth
Americas
12.3%
US$12.7b
EMEIA
11.6%
US$11.8b
Asia-Pacific
11.2%
US$3.1b
Japan
4.6%
US$1.0b
Gender balance
Most attractive employer
Supporting our communities
Up from 26% last year, the percentage

of new EY partnerranked professionals
who are women.
Universum ranking for

third year running.
Number of volunteering hours to

community projects worldwide.
31%
Top 3
350,000
Global review 2015
Chairman and CEOs letter
Asking better
questions
EY is committed to building a better working world.
The insights and quality services we deliver help
build trust and confidence in the capital markets and
in economies the world over. We develop outstanding
leaders who work together to deliver on our promise
to all our stakeholders. In so doing, we play a critical
role in building a better working world for our people,
for our clients and for our communities.
Global review 2015
Building a better working world starts by asking

better questions: questions that lie at the heart
of all of our services and that unlock new solutions
to some of todays most pressing challenges.
These challenges center on six

major trends entrepreneurship,
globalization, urbanization, natural
resources, health care, digital
that are disrupting and reshaping

the world.
For our clients, these trends
mean major adjustments to
their strategies; and new thinking
about issues such as innovation,
competition, transparency,
cybersecurity and data privacy.
Watch
See what a better working world
looks like, and how were bringing
it to life:
ey.com/globalreview
Our understanding of our clients

issues, our targeted investments,
and our commitment to delivering
exceptional client service through
the highestperforming teams
led to a very strong year for EY
in 2015.
Im proud of our results and the

work that we do helping businesses
and governments address the major,
inter-connected trends that are
driving all of our futures. We dont
claim to have a crystal ball. But we
These trends also affect us,
do believe in the importance of
including whom we recruit and
thinking critically, objectively and
where we invest. We look to attract independently, and asking better
a diverse group of women and men questions
because better
who are curious and excited about
questions lead to better answers.
the possibilities a changing world
These better answers help our
presents; who will bring new ideas clients operate more efficiently,
to the table to help our clients
manage risk, foster growth and
anticipate and seize opportunities. inspire confidence, and, ultimately,
lead to a better working world.
Over the coming years we will
continue to invest in the emerging
markets, in technology and in new
services that reflect an economy
that is more global than ever.
Mark A. Weinberger
EY Global Chairman and CEO
Watch
Mark talks about the growth
achieved across our service lines
and geographies in 2015:
ey.com/globalreview
Follow Mark on Twitter

@Mark_Weinberger
Global review 2015
How would you describe the

current business environment?
Id sum it up as uncertain, fragile and
fragmented. Theres a lot of geopolitical,
economic and regulatory uncertainty
today and, as a result, economic growth
in many parts of the world is fragile.
This fragile growth has led to fragmentation
around monetary policy, for example,
where the worlds biggest central banks
are going in different directions. This will
likely have a destabilizing effect on world
currencies for some time. Energy prices
have also caused fragmentation, as they
affect the economies of energy importers
and exporters in very different ways.
An uncertain, fragile and fragmented
business environment not only tests global
businesses, but also means governments
start looking inward when crafting their
economic policies, becoming more
concerned with protecting borders
than promoting trade.
There are reasons to be optimistic for the
future however. Progress is being made
on two major multilateral trade deals:
the Trans-Pacific Partnership, and the
Transatlantic Trade and Investment
Partnership. Together, they would open
markets in countries that make up two
thirds of the worlds GDP. And the trends
that are transforming our world, such as
globalization, are creating new businesses
and opportunities. They have the potential
to drive global growth in a big way.
In conversation with Mark Weinberger

EY Global Chairman and CEO
Global review 2015
The emerging markets still

attract attention, but often
because of their perceived
volatility. Whats your view?
The emerging markets are a good
example of how important it is to look
beyond todays headlines and really
consider long-term trends.
What a short-term perspective misses
is that the emerging markets represent
great long-term potential. Ten years ago,
there were fewer than 50 Fortune 500
companies headquartered in emerging
markets. Today, that number is 157.
In addition, 90% of the worlds young
people the people who will drive so
much of our future prosperity live in
the emerging markets.
The emerging markets hold some of
tomorrows biggest opportunities.
Thats the advice we give our clients,
and thats why were continuing to invest
in our own emerging-market practices.
Many countries continue to

scrutinize how corporations handle
their tax obligations are businesses
prepared for this level of scrutiny?
Tax authorities continue to be more assertive
in examining cross-border activities, and
the volume of tax information exchange
agreements has increased substantially
in recent years. Companies should now
assume that tax data reported in one
country will be available to tax administrators
in others, particularly given the advent of
the Organisation for Economic Co-operation
and Development (OECD) project to address
Base Erosion and Profit Shifting (BEPS).
The pace, volume and complexity of tax
change mean that businesses need to be
well informed about tax policy developments
and trends not just in the markets they are
already in, but also the markets they intend
to enter in the future. Businesses must also
be prepared to invest more in the tax function
in terms of technology, for data extraction,
analysis and reporting capabilities; as well
as tax talent, to support the business
in providing the information required to
comply with new tax transparency and
reporting regulations and mitigate
increased tax risk.
How is the balance shifting among

the services EY offers?
What is EY doing to improve the quality of its services?
We strongly believe that a multi-disciplinary

model, where professionals from different
disciplines gain a wide range of insights
through the different services they provide,
makes us a better organization, helps us
provide that broad range of insight to our
clients and enhances the quality of all of
our services. Today, all of our service lines
Advisory, Assurance, Transaction Advisory
Services (TAS) and Tax are growing in
response to client demand for them.
We continuously look for opportunities

to improve quality across our service lines.
We are acutely aware of our important
role in serving the public interest,
promoting transparency and supporting
investor confidence and economic growth.
We remain committed to building strong
relationships with our clients, regulators
and other stakeholders through the delivery
of high-quality service.
Assurance remains the backbone of our

offerings, however. Its the largest service
line today, in terms of both revenue and
headcount, and will remain so for years
to come.
Investor confidence is the foundation of
todays global economy, and the audits we
provide play a vital role in enabling that
confidence. Thats why were continually
enhancing our Assurance services and
investing in our ability to deliver highquality audits today and thinking about,
and planning for, what a high-quality
audit tomorrow will require.
Across our service lines, we invest in

recruiting, training and retaining the
best people in their respective disciplines.
We also invest in strong Quality and
Assurance Professional Practice functions
in our geographies to advise, support and
enable our people, and to implement our
quality initiatives, to a consistently high
standard around the world.
Our Quality and Assurance Professional
Practice teams advise on engagements
in real-time, and operate our global
quality review program, which evaluates
engagements for quality as well as
compliance with EY policies and professional
standards, and takes corrective action
where necessary. These teams work closely
with our global Risk Management function,
which has responsibility for ethics, policy
compliance, conflicts of interest and
independence matters. Risk Management
also provides global tools and processes
that support our people in evaluating,

accepting and serving the right clients
with the right services, in accordance
with our commitment to objectivity
and independence.
In Assurance, we are continually working
to improve audit quality and the consistency
of our audit execution. It is central to
our reputation and our brand, and also
necessary if we want to achieve our overall
growth ambitions.
In 2015, as part of the Assurance Sustainable
Audit Quality (SAQ) strategic initiative, a
new role of quality enablement leader was
created globally and in the regions to
support and enable improved audit quality.
Technology and training are also essential
elements of providing high-quality service
and we invest in both. In Assurance for
example, in 2015, we commenced the
global deployment of our new audit tools
resulting from our US$400 million
investment in our audit transformation
initiative. These tools help us to improve
quality by focusing on risk and by better
managing complex audits. Last year
our Assurance professionals collectively
undertook about five million hours of
training, all of it focused on improving quality.
We remain committed to building strong

relationships with our clients, regulators
and other stakeholders through the delivery
of high-quality service.
Global review 2015
How did EY perform this year?

2015 was a very strong year for EY we
have more people, helping more clients, in
more places than ever before. Our headcount
grew past 200,000 people, we promoted
more than 28,000 people around the world
and 753 of our people became partners
in our member firms. Women make up
nearly one-third of this partner group and
nearly one-third of the group are based
in the emerging markets. Along with our
618 direct-admit partners, this represents
our largest annual partner class ever.
Among a host of awards, for the third year
running we were named among the top
three employers globally in Universums
Worlds Most Attractive Employers for
business students. We were also named, for
the second time, to the 25 Best Multinational
Workplaces by the Great Place to Work
Institute. And in a survey of our own people,
84% of us said we were proud to work here,
which is a best-in-class result for our sector.
We continued to invest in our organization
in our services, our people, acquisitions,
in technology and innovation which
enabled us to remain close to our clients
issues and respond quickly to market
changes. As a result we saw combined
revenue grow to US$28.7b, an increase of
11.6% in local currency terms the fastest
revenue growth since 2008.
Im proud of our results. They reflect the
strength of our brand and reputation in
the market, and the commitment and
energy that our people put in every day
to accomplish great results for our clients,
and for our wider community.
What are the major investments

that EY is making?
The business world is changing at an

ever-faster pace. What anchors EY?
We invest heavily in people, and in FY15 EY

member firms hired about 60,000 full-time
employees around the world or about one
person every nine minutes, 365 days a year.
Our headcount is now at an all-time high
of 212,000 people, all rallying around our
common purpose of building a better
working world.
Our values remain the fundamental beliefs

of our organization and guide the actions and
behaviors of each one of us. They influence
the way we work and interact with each
other, as well as the way we serve our clients
and engage with all our stakeholders.
In FY15 we spent US$500 million on training

our people, and delivered 8.2 million hours
of formal learning. Sector knowledge is a
particularly important investment priority
for us. Were bringing on more people with
specific sector expertise and building more
sector knowledge into all training, especially
in the emerging markets.
Were also driving growth through strategic
acquisitions in FY15 EY firms closed 32
deals globally to bolster services we offer
including cybersecurity and analytics.
Were also investing in strategic alliances
with organizations such as LinkedIn.
With this exciting relationship were working
together to help businesses develop deeper
customer relationships by using technology,
social networks and data analytics.
Innovation is also vital. That means
investing where we see future growth,
such as our US$500 million investment in
data analytics. But innovation is more than
new services or technology. Its thinking
of new ways to work with clients and how
we work with each other. To that end weve
appointed a new EY Global Chief Innovation
Officer to help drive all of our efforts
around innovation through our business.
Were continuing to invest in the emerging
markets, despite the volatility those markets
have been experiencing, because they
are an important and growing part of
our business.
Finally, each of our service lines also has a
detailed investment plan. In Assurance that
includes a multi-million dollar, multi-year
investment in audit tools and processes as
part of our audit transformation initiative,
to deliver on our goal to provide the highest
quality audits in the profession.
Global review 2015
Our values define who we are: People who

demonstrate integrity, respect and teaming.
People with energy, enthusiasm and the
courage to lead. People who build
relationships based on doing the right thing.
New hires
60,000
EY firms recruited 60,000 people

one person every nine minutes.
Headcount
212,000
Our headcount is now at an all-time

high of 212,000 people, all rallying
around our common purpose of
building a better working world.
EY talks a lot about its purpose

why is purpose so important?
What do you want your legacy

to be?
At EY our purpose, Building a better

working world, provides the deeper
meaning behind the daily activities of
our 212,000 people in member firms
in more than 150 countries.
We all play many different roles and

leave different legacies. For me, one of
the most important legacies I hope to leave
is to demonstrate that you can be a good
business leader and colleague, as well as
a good father, husband, brother, son and
friend. I always advise our young recruits
that as much as they focus on their seat at
the conference table, their seat at the dinner
table is just as important. Its important to
balance work and family, and I hope Im
leading by example.
We start by asking better questions

because the better the question, the better
the answer, the better the world works.
Building a better working world is part of
everything we do. We believe that every
audit, every tax return, every advisory
opportunity, every interaction with a client
or colleague should make the working
world better than it was before.
In addition, like all my colleagues at EY,

I want to leave our organization stronger
than when I joined. Our great people
Purpose is important because when you
culture, our hugely talented professionals,
explain to people why and provide them
our shared purpose and values, all make
with the context, you get better results
me tremendously proud to be part of this
in terms of greater commitment and greater
organization. I want everybody who works
motivation leading to better results for
here to have the same sense of pride that
clients than if you just tell them the what.
I do, working for this great organization.
For our people, working as part of an
organization where they feel they can not
only have a fulfilling and rewarding career,
but also have a positive impact on the world
is very important especially so for the
two-thirds of our people who belong to
Generation Y.
In order for purpose to work, it has to be
authentic to the organization and permeate
every part of the business. All of our people
have to understand what it means, why we
are talking about it and how they contribute
to it every day. By fulfilling our purpose, we
aim to leave a lasting legacy for our clients,
people and society as a whole.
Our great people culture, our hugely talented

professionals, our shared purpose and values,
all make me tremendously proud to be part
of this organization
Global review 2015
Global
disruptive
forces
10 Global review 2015
Better questions lead to better answers

around the inter-connected trends that
are having a major impact on industries,
businesses, societies and individuals.
Entrepreneurship
Globalization
Urbanization
Entrepreneurs are the lifeblood

of economic growth, but their
success depends on an ecosystem
geared to their needs.
Faster growth rates and favorable

demographics in key emerging
markets will continue to shift power
from north to south and from west
to east.
The number and scale of cities

continues to grow across the globe,
but harnessing the economic
benefits of urbanization requires
planning and investment.
Natural resources
Health care
Digital
The addition of 1.2b people to

the world population by 2030,
notably in emerging markets, will
significantly increase the demand
for energy, commodities, food
and water.
Health care which already

accounts for 10% of global GDP
is embarking on a once-in-a-lifetime
transformation driven by the
convergence of technology and
changing demographics.
Rapid advances in cloud computing,

connected devices, mobile, social
media and data analytics are forcing
companies to reassess fundamental
aspects of their businesses.
12
24
16
28
20
32
Global review 2015 11
Entrepreneurship
Are entrepreneurs
born or made?
Many entrepreneurs share certain traits, but these
characteristics alone wont guarantee a successful
venture. Entrepreneurs also need an ecosystem,
supported by governments and businesses, geared
to their needs.
Read more here:
ey.com/megatrends #BetterQuestions
The growth and prosperity of all economies depend

on entrepreneurial activity. Entrepreneurs are the
lifeblood of economic growth: they provide a source
of income and employment for themselves and for
others; produce new and innovative products and
services; and encourage creativity and competition.
Increasingly, the face of entrepreneurship is
changing. With youth unemployment at an all time
high, its not surprising that young people are turning
to entrepreneurship to create opportunities for
themselves. In a Universum survey of 16,000 young
people from 42 countries, 70% of respondents saw
themselves as entrepreneurs.
But while many of these entrepreneurs share certain
traits they are digital natives, having grown up with
the internet, they have the ability to see opportunity
where others see disruption, and are comfortable
accepting calculated risk these characteristics alone
wont guarantee a successful entrepreneurial venture.
EY insight
Read more about our
recommendations on
entrepreneurial ecosystems at:
ey.com/lostgen
Helping companies
accelerate growth
For over three decades, weve
been helping companies accelerate
growth. We work with entrepreneurs
and leaders of the worlds fastestgrowing companies, combining
our insights and experience, our
global resources and our industry
capabilities to help them develop
unique and groundbreaking
approaches to achieve their
market leadership aspirations.
EY insight
For more information visit:
ey.com/acceleratinggrowth
Follow
Annette Kimmitt, EY Global Middle
Market Leader and Asia-Pacific
Accounts Leader:
@AnnetteKimmitt
Rather, governments and businesses need to work

together to create an ecosystem which includes the
following five pillars, in order to help entrepreneurs
launch and grow their enterprises. An entrepreneurial
ecosystem should include:
Greater choice of funding,

for example, a new class of
loan for small businesses
and entrepreneurial firms.
A change in culture,
to one that promotes
entrepreneurs as
crucial job creators.
Today EY firms audit more IPO

companies, VC-backed companies,
leading family businesses and new
entrants to the Global Forbes 2000
than the other members of the
Big Four.
Mentoring and broader support,

because capital without mentorship
is lost capital; mentorship and
financial education should be
a condition of funding.
Targeted incentives for

success, such as tax benefits
for investing in start-ups.
Less red tape, to ease the

administrative burden.
EY insight
For more information about how
we support entrepreneurs visit:
ey.com/entrepreneurship
Accelerating growth
Creating a win-win
We started working with EY and its tax teams over

15 years ago when we were primarily a fast-expanding
family business. Today were listed on the NYSE and
EYs played an important part in our growth journey,
says Jonny Jones, CEO and Chairman of Jones Energy.
Jones Energy, Inc. is an independent
oil and gas company with sites in Texas
and Oklahoma. With family roots in the
petroleum industry dating back to the
1920s, Jonny is a third-generation
explorationist.
Over the years EY has supported us on
a number of projects. For example, they
helped us develop our tax strategy in the
lead-up to our IPO. In fact, had we not
been able to come up with this particular
strategy, we probably would not have
been able to go public. And since weve
gone public, EY has supported our
different acquisitions, accounting
and risk management strategies.
Most recently Jonny and his entire
management team used EY Growth
Navigator to help plan for future growth.

These sessions give users the opportunity
to step back from their business, get a fresh
perspective on best practices and use these
insights to determine next steps.
The EY Growth Navigator sessions really
challenged our own perceptions about
whats critical to our business, our strengths
and weaknesses, and what strategies we
can implement now that will have the
biggest impact on our business.
As an entrepreneur, I want to create
sustainable value. EY gets that they
understand entrepreneurs, know whats
critical to my business and industry, and
provide long-term growth strategies that
fit our company. EY asks better questions
that lead to better ideas and answers.
As part of EYs commitment to

helping clients accelerate growth,
we have developed specific
initiatives to help guide todays
most dynamic and innovative
start-ups into the market-leading
companies of tomorrow, and
connect them with our ecosystem
and network.
One such initiative is the EY Startup
Challenge, an open innovation
program for tech start-ups, who
receive guidance and support
from senior EY professionals and
EY clients.
The objective is to work
collaboratively to help find use
cases in other words, how the
end-user could use the start-ups
technologies to accomplish a
particular goal. What we wanted
to do was create a win-win help
the start-ups grow, by helping them
win more business; and help our
clients benefit from the innovative
solutions the start-ups can
provide, says Jamie Qiu, EY
Startup Challenge founder and
program lead in the UK.
The success of the EY Startup
Challenge means that its
expanding to other markets.
Mervyn Gerarde Maistry is leading
the program in Germany. He says,
Berlin boasts a vibrant start-up
scene with a unique mix of fashion,
art, creative industries and
technology. A new start-up
with radical ideas and innovations
driven by the possibilities of digital
technology is founded every 20
minutes. These Berlin-based
companies are attracting not
only local, but also increasingly
international, investors to the tune
of US$2.2b in the past 12 months.
This investment boom looks set
to continue for the German capital.
Were excited to be helping these
companies, whether they are at the
seed financing phase or established,
move up to the next level.
EY insight
ey.com/startupchallenge
Open for business
126 million women are launching or operating

brand new businesses in 67 economies
around the world. However, access to finance
remains a hurdle for female entrepreneurs.
EY insight
Find out how our Entrepreneurial
Winning Women program helps
high-potential women entrepreneurs
scale their businesses.
Going up
47% of entrepreneurs expect to increase their

total global workforce this year in contrast to
the hiring plans of senior executives at large
corporates, at 29%.
Entrepreneurial impact
Rapid-growth markets are beginning to see

their fair share of high impact entrepreneurs.
Recent EY World Entrepreneur Of The Year
winners have come from India, Kenya,
Singapore, and China.
EY insight
There are Entrepreneur Of The Year
programs in more than 145 cities and
more than 60 countries. Almost half
of NASDAQ 100 listed companies
are run or were founded by former
Entrepreneur Of The Year winners.
Jump start
Alternative sources of funding, such as

crowdfunding and microfinance, are gaining
traction particularly in the emerging markets
where the crowdfunding market was worth
US$5b in 2013 and could rise to US$96b
by 2025.
Globalization
Where will the

21st century
Silk Road run?
Asia, with China at its heart, will remain at the
center of the worlds fastestgrowing trade routes.
Read more here:
One Belt, One Road might seem a strange name

for Chinas expansive foreign and economic strategy.
But it represents the countrys vision for a modernday Silk Road, with the belt referring to the land
trade route linking central Asia, Russia and Europe,
and the road referring to a maritime route via the
western Pacific and Indian Oceans.
Asia, with China at its heart, will remain at the
center of the worlds fastest-growing trade routes
Asia-Middle East, Asia-Latin America and Asia-Africa.
The Middle East and Africa will become new trade
hubs, driven by economic integration with Asia,
proximity to Europe, capacity for low-cost
production and growing domestic markets.
Thanks in no small part to this expansive Silk Road
network, it is predicted that by 2030 rapid-growth
markets will generate 63% of global GDP
amounting to US$223 trillion up from 38% today.
They will be hotbeds of innovation, with Asia as a global
research and development hub. The war for talent will
become increasingly fierce, and the most successful
businesses will have the most diverse workforces.
Organizations with global ambitions must prepare
for this shift in economic power from north to south
and from west to east. It has the potential to affect
everything from supply chain management to choice
of HQ location to brand positioning to recruitment.
Growing beyond borders

Industrial and Commercial Bank of
China (ICBC), the largest bank in the
world by assets, recently completed
the acquisition of a 60% stake in
Standard Bank plc the Londonheadquartered global markets
arm of Standard Bank Group (SBG).
The landmark deal, which
represents the first foray into the
UK wholesale banking market by
a Chinese bank, was a complex
carve-out involving legal entities
in the Americas, EMEIA and AsiaPacific. EY teams worked with the
vendor (SBG) and target (Standard
Bank plc) during the eight months
prior to deal completion, identifying
the documentation and governance
for the numerous inter-company
and intra-group service level
agreements required, so that
effective provision of services
could continue post-completion.
Japanese trading house ITOCHU
Corporation and Thailands Charoen
Pokphand Group have announced
a joint investment of US$10.4b in
state-controlled Citic Ltd, Chinas
largest conglomerate. This is the
largest ever foreign investment
deal to date in a Chinese-backed
state firm.
The three parties have also
entered into a strategic cooperation
agreement to work together across
sectors and countries, bringing
mutual opportunities for close
collaboration to three of Asias
largest conglomerates.
Satoshi Sekine, the Japan Private
Equity leader who worked on the
deal with ITOCHU, said: This alliance
between three of Asias biggest and
most powerful conglomerates will
provide a valuable opportunity
to complement and expand their
businesses in Asia and the rest
of the world.
All roads lead out of China

China is on the verge of becoming a net exporter of
capital, which will have an important and far-reaching
influence on the movement of global capital, explains
Loletta Chow, EY Global Leader, China Overseas
Investment Network.
With the gradual maturing of Chinas outbound
investment, the focus has shifted from neighboring
countries to further afield. Today, the footprint of
Chinese investors covers 184 countries and regions,
including resource-rich developing countries such
as Brazil and South Africa, and developed countries
such as the United States and the UK.
In recent years, developed countries
have had lower asset prices due to the
European debt crisis, while Chinese
enterprises investments have shifted
to brand, technology and other high-end
areas, making Europe and the US attractive
destinations for Chinese investors
looking for mergers and acquisitions.
In the first half of 2015, Chinas outward
foreign direct investment totalled US$56b,
a year-on-year increase of 29.2%. During
these six months, the roll-out of the Chinese
governments 'One Belt, One Road initiative
and the implementation of a series of
reform measures have encouraged more
Chinese enterprises to go out into the
global market.
At EY, our China Overseas Investment

Network, comprising multilingual
professionals in member firms in 65
countries, is providing consistent and
coordinated services to such enterprises, as
well as businesses looking to invest in China.
Were helping to improve their ability
to establish and implement strategic
planning, and then to integrate
internationalization into their long-term
development goals, conduct an assessment
of their competitiveness, and consider the
external environment and their practical
needs in order to make the right move
at the right time. Experience tells us
that with this kind of approach and plan,
companies can step out onto the new
Silk Road with confidence.
Chinas foreign direct investments
US$56b
Out of Africa:
Rendani Neluvhalani
heads to the east
The EY Global Tax Desk
Network (GTDN) is staffed by tax
professionals, like me, in member
firms who provide advice and
guidance to clients on investments
in their jurisdictions.
In 2013, in response to the growing
demands of clients in Asia, I moved
from my home city of Johannesburg
in South Africa, to join the tax desk
of EY China in Beijing, to advise
clients in the AsiaPacific region
and particularly in China and Japan.
My colleagues on the desk include
EY professionals from Brazil
and Russia. I am the first point of
contact, operating in their time
zone, for Asian investors looking to
start or expand operations in Africa.
I provide lots of technical advice.
My role is to help guide local clients
through the complex tax issues
they face when engaged in trading in
Africa, including: global expansion;
business restructuring or operational
improvement of a business.
Although this is my primary remit,
it has become so much more than
this. Im a Tax professional, but in
Beijing I really feel Im representing
EY Africa across all business units.
And in fact it works the other way
as well I have become an extension
of the local EY member firm
teams in Africa too. So business
development and relationship
management have become part
of my role as well.
The combination of real-time
support and in-depth, broad tax
expertise is helping the GTDN
to bridge the gap for investors
between countries, continents
and regions.
EY insight
Find out more about our tax services:
ey.com/tax
Chinas outward foreign direct

investment in the first half of 2015.
29.2%
Year-on-year increase.
Loletta Chow
EY Global Leader, China Overseas
Investment Network
EY insight
Find out more:
ey.com/emergingmarkets
ey.com/COIN
Charging up GDP
By 2030, rapid-growth markets will generate

63% of global GDP amounting to US$223
trillion up from 38% today.
Going East
Two-thirds of the global middle class will be

Asia-Pacific residents by 2030, up from just
under one-third in 2009. Global and homegrown companies will increasingly compete
to meet the needs of these newly empowered
and diverse consumer bases.
Investing in research
Asian countries have grown their share of

global spending on R&D from 33% to 40%
in the past five years. Southeast Asia has
become the worlds largest region for new
research investments a trend expected
to continue through the next decade.
Home grown
China has overtaken the US in the number

of doctorates awarded in science and
engineering; it also has around 1.6 million
researchers and academics and more than 30
million students enrolled in higher education.
One of the outcomes of this knowledge shift
will be increased innovation in China and the
outsourcing of services to the wealthiest
rapid-growth markets.
Urbanization
Can bigger cities

be better cities?
Every week for the next two decades, more than one
million people are expected to move to a city, placing
enormous strain on resources. While many cities
are already smart, they also need to be resilient.
Read more here:
In the past thirty years some 500 million people in

China have moved from the countryside into cities
one of the biggest mass migrations the world has
ever seen.
This pattern is repeating itself around the world.
In Africa, Kinshasa will have seen its population
grow from 200,000 in 1950 to a projected 20 million
by 2030; Lagos will have over 24 million residents
by that time. Even in mature economies were seeing
expanding urbanization, as more people move to
existing city centers to live and work.
Regardless of location, urbanization is driving demand
for resources and infrastructure food and water,
energy and telecommunications, houses and highways.
India alone will need to build 12,000 miles of roads and
up to 250 miles of new subway lines each year for the
next two decades.
The work that we do around the

challenges and opportunities of
urbanization directly supports our
purpose of building a better working
world, says Bill Banks, EY Global
Infrastructure Leader.
We support infrastructure
programs from end to end. We help
clients develop the right strategic
approach, raise capital, improve
efficiency, manage risk, build
stronger relationships, enhance
accountability and improve
stakeholder confidence so that
they in turn can deliver benefits
to their clients and citizens.
Whether advising on job creation
or supporting city planners with
smart metering, were helping to
improve living standards through
healthier, better connected and
more competitive cities for billions
of people.
EY insight
ey.com/infrastructure
Many cities are already smart they use technology

and exploit data to make buildings more efficient,
reduce energy consumption and waste, and make
better use of renewable energy thus helping to
alleviate some of the challenges around infrastructure.
But cities should also be resilient. That means city
planners should also ensure that the economic growth
that cities generate is inclusive and sustainable, and
that efficient and affordable transport, health and
education services are built in. Resilient cities are
also able to withstand sudden, threatening events
as a result of climate change; disease outbreaks;
or terrorist attacks.
Local and national governments, along with
businesses, city planners, environmentalists and
citizens need to work closely together to plan and
manage urbanization effectively. Policies must
incorporate job-creation and investment; innovation
and technology; security and governance, in order
to deliver the cities of the future.
Bill Banks
EY Global Infrastructure Leader
The model railway of the future

How do you maintain 20,000 miles of railway track
and keep 7,000 maintenance engineers connected?
With an app My Work developed by EY.
My Work is just one of Network Rails many
successes under its ORBIS (Offering Rail
Better Information Services) digitization
program. The aim of ORBIS is to enable the
UKs Victorian-era railway infrastructure
to support the estimated 400 million extra
passenger journeys expected between now
and 2020.
My Work sends out daily job schedules
to all maintenance engineers, according
to location and skills required. The app
uses precise map coordinates so that
workers can find sites easily and finish
jobs more quickly. Management reports
are sent from the app, including information
such as whether additional maintenance
is needed, thus supporting track safety
even further.
EY firms work with organizations

such as the Rockefeller Foundation,
whose many initiatives include 100
Resilient Cities to help more cities
build resilience to the physical,
social and economic challenges
that are a growing part of the
21st century.
100resilientcities.org
quickly see trends is driving better

decisions, enabling the teams to be safer
and more agile in how they work.
Tricia Nelson, EY Client Service Partner for
Network Rail in UK & Ireland adds: ORBIS
has really affected the way Network Rail
approach change they are putting the
employees affected by the change at the
center of the conversation and debate,
which ultimately engages not only hearts
and minds, but also makes it much easier to
realize the benefits. My Work, one of the first
apps developed under ORBIS, replaces paper
with automatic work scheduling. We now
have over four million work orders processed
by My Work.
Amanda Clack, Head of EY UK & Ireland

Infrastructure (Advisory) says: The ability
to access the right information on track and
How can technology-enabled

transport infrastructure improve
the lives of citizens, the operations
of businesses and efforts to attract
investment? Our Urban Mobility
Indicator uses data analytics to
assess and define the ultimate
purpose of mobility in a city.
EY insight
Find out more:
ey.com/smarttransport
City slickers
Every week for the next two decades, more

than one million people roughly the population
of Stockholm are expected to move to a city.
This growth will fall disproportionally to the
Far East. By 2030, 40% of the worlds largest
cities in the world, in terms of constant-prices
GDP, will be in China.
Gear change
The cost of addressing Africas infrastructure

deficit is US$90b every year for the next decade,
with spending needed for new investments,
such as new highways, as well as maintaining
what is already there. Infrastructure financing
must look beyond aid, and governments have
to look at alternative financing solutions that
are economically feasible.
EY insight
EYs Africa attractiveness survey
explores what it will take to drive
inclusive and sustainable growth
in Africa.
Adding jobs
Urbanization is driving sector shifts and

changing employment patterns. Lagos, Beijing
and Mumbai are all expected to create more
financial service sector jobs than London from
2013 to 2030; these financial and business
service jobs, in turn, will drive the real estate
office sector.
Here come the young
The largest urban explosion of young people

will be in Africa. But old and new cities both face
risks aging populations can reduce economic
growth and strain public resources; young
populations can drive unrest in countries with
high unemployment.
EY insight
For more details on how EY is
tackling youth unemployment visit:
ey.com/youthjobcreation
Natural resources
Can growth
be green?
According to EYs analysis, Formula E a new
racing championship featuring single-seater
cars powered exclusively by electricity could
contribute to sales of an additional 77 million
electric vehicles by 2040 and prevent 900 million
tonnes of CO being released, proving that its
possible to deliver positive change for business
and the environment.
Read more here:
Can growth be green? For FIA (Federation

Internationale de lAutomobile) the answer is yes.
It recently launched Formula E a new racing
championship featuring single-seater cars powered
exclusively by electricity and capable of going more
than 225km/h. Formula E complements Formula 1,
which FIA also governs, and is designed to appeal
to a younger generation of racing fans.
To mark the launch, FIA tasked EY with
analyzing the impact of Formula E and
its contribution to removing the current
barriers affecting the electric vehicle
market such as pricing and technology
and quantifying that in terms of number
of sales.
We found that Formula E could raise
the profile of electric cars and contribute
to sales of an additional 77 million
electric vehicles by 2040 and create
42,000 permanent jobs in the car
industry worldwide.
From an environmental perspective, this
would lead to a reduction in use of four
billion barrels of oil the equivalent of
Japans current consumption over 2.5 years
and prevent 900 million tonnes of C0
being released, the equivalent of Italys
current annual emissions over two years.
Thats not all. Our report also forecast
savings of more than US$25b on health
care costs and productivity from the
reduction of pollution in cities.
Juan Costa Climent, EY Global Leader for
Climate Change and Sustainability Services
says: Todays business has to meet the
expectations of shareholders who want
assurances that companies are meeting
short-term performance targets against
a long-term backdrop of scarce resources,

new regulations and a different set of
stakeholders who are demanding a more
sustainable approach across the whole
supply chain.
Managing all of this requires a fundamental
re-think of strategy and operations of what
constitutes value beyond a financial balance
sheet, and how other types of value such
as environmental impact are reported.
And rather than thinking of sustainability
in terms of a cost outlay to ensure
compliance or appease stakeholders,
far-sighted businesses are using
sustainability as an opportunity to innovate
not just to see new ways to save money,
but new ways to view a changing world,
design new products and services and
expand market share, says Juan.
Juan leads a global network of more than
800 Climate Change and Sustainability
Services practitioners subject-matter
specialists including former geologists
and engineers; government officials; and
accounting, law and tax professionals to
provide a range of services. These include
non-financial (sustainability) reporting and
advisory, sustainability strategy, human
rights advisory, sustainable supply chain,
and waste and cost reduction.
EY insight
Find out more:
ey.com/ccass
fiaformulae.com
Meeting the challenge of climate change

Urbanization and globalization are helping to create
economic growth and improve the lives of millions of
people around the world.
But these trends are also driving climate change and
increased competition for natural resources. By 2030,
freshwater shortages could cause a 30% reduction in
grain production, while global energy demands could
increase by more than onethird.
Combined with the impact of extreme weather caused
by a changing climate, this competition poses significant
risks for businesses:
Strategic
From distributed power

generation to urban water
recycling, businesses must
innovate to meet the demands
of new environmental challenges.
Companies that are not taking
similar steps to understand
and meet these challenges
risk being left behind.
Compliance
An increasing number of
international and national
protocols covering labor laws,
anti-bribery, environmental
performance and carbon
emissions mean that companies
face new compliance risks.
Do you know tomorrows

investment rules?
62%
Out of a survey of 200 institutional

investors, 62% consider nonfinancial data to be relevant to
all sectors.
76%
And if a company were to show a

risk or history of poor environmental
performance, 76% would reconsider
their investment.
EY insight
Learn more about what resilient
and responsible companies are
disclosing to help attract capital.
Download our survey report,
Tomorrows Investment Rules
2.0 via:
ey.com/ccass
Operational
Freshwater shortages,
desertification and climate
change will lead to price
shocks and supply disruptions.
Companies must investigate
ways to remain resilient and
anticipate issues before
they become problems.
Reporting
Disclosing their sustainability

performance to investors
can be viewed not just as an
obligation but also a source
of competitive advantage, but
this requires strong internal
controls capable of producing
investment-grade information.
EY firms work with regulators,

governments and NGOs to
help standardize definitions
and approaches to sustainability.
We are part of working groups
including the International
Integrated Reporting Council,
the Global Reporting Initiative,
and Sustainability Accounting
Standards Board.
integratedreporting.org
globalreporting.org
sasb.org
Reputational
Consumers, empowered
through social media,
increasingly demand not just
traceability and transparency
but also an ethical stance on
labor and human rights issues.
Juan Costa Climent

EY Global Climate Change and
Sustainability Services Leader
Growth and sustainability
In 2014, 64% of investors considered

mandatory board oversight of non-financial
performance reporting as essential or
important. In 2015 that number had
increased to 80% of investors.
EY insight
For more information download
our report, Tomorrows investment
rules 2.0 via:
ey.com/ccass
Thirsty
By 2035 there is expected to be a 33% increase

in global energy demands; the majority of this
demand will come from China, India and the
Middle East.
Energy supply
The number of ultra-deepwater drilling rigs has

increased 22% since 2012. With these advances,
global energy production has begun to shift
away from traditional suppliers in Eurasia and
the Middle East to suppliers in North America,
Australia, Brazil and Africa, with the potential
to change trade patterns and the geopolitical
balance of power.
Carbon free
In 2014, the number of companies setting

an internal price for carbon stood at just 150.
Another 538 companies now say they will
adopt carbon-pricing in the next two years.
EY insight
For more information read
our report, Shifting the carbon
pricing debate via:
ey.com/ccass
Health care
What will it take

to succeed in
Health 2.0?
Health care which accounts for 10% of global GDP
is experiencing a once-in-a-lifetime transformation,
where success demands a reimagined approach.
Read more here:
Rising costs have become increasingly unsustainable,

driving health care systems and payers to seek new
approaches that emphasize value.
These pressures are being exacerbated by aging
populations, increasingly sedentary lifestyles
in emerging markets and an imminent chronic
disease epidemic.
Meanwhile, the rapid rise of digital health apps,
wearables, big data, analytics and more is enabling
real-time, cost-effective interventions. Companies
beyond health care are entering the fray, providing
new sources of competition and collaboration.
These trends are driving a once-in-a-lifetime
transformation from sick care by traditional health
care companies to Health 2.0 a more active
management of health by an increasingly diverse
set of players, including entrants from sectors
such as tech, telecoms, retail and more.
Health insurance
for Health 2.0
To remain relevant in Health 2.0,
health insurers will need new
business models that are patientcentric, behaviorally driven,
grounded in pay-for-performance,
and empowered by mobile health
and data analytics.
In 2015, EY launched a new service
Health insurer of the future to
help clients build a new business
model that approaches health
insurance in a fundamentally
different way. This model
transforms insurance from a
short-term contractual relationship
to a longer-term collaborative one
by laying the foundation for ongoing
engagement with customers.
The model is powered by mobilehealth (m-health) technologies,
which help influence customer
behavior and also generate valuable
data. It is delivered by a consortium
of health care-related entities
including providers, patient groups,
m-health companies and retailers
that collaborate to improve
outcomes and share success.
This model allows the insurer and
its partners to create best-in-class
health data an extremely valuable
asset in increasingly outcomesfocused health care systems.
Most importantly, the model
recognizes that the health insurer
of the future will need to be in a
very different core business. So far,
insurers have been in the business
of pricing and underwriting risk
risk that has been static and,
unfortunately, quantified using
relatively little information.
With this new approach, the insurer
would leapfrog the competition and
enter a very different business not
just pricing and underwriting risk,
but influencing and reducing risk
as well, and doing so with a much
better understanding of customers
behaviors and risk factors.
The algorithm will see you now

A number of years ago I started seeing a lot of
interest in health care from large telecom companies
in markets such as India, China and Japan, says
Jacques Mulder, EY Global Health Leader.
These firms were expecting a significant

portion of their future growth and
revenue to come from health and wellness.
For example SoftBank, the Japanese
telecom giant, and Fitbit, worked together
to bring a subscription-based activity
tracker service to Japanese customers.
Today were seeing similar interest from
technology companies. Their strengths
advanced analytics reporting, cloud and
web-enabled capabilities
will become
increasingly critical in the provision of
health care.
Thats because were moving to a world
where diagnosis, decision and prescription
can all be done by an algorithm on a chip.
For example, a physician treating a cancer
patient needs to make several decisions
for which he or she has limited information.
Decisions such as: What tests do I need to
determine the optimal drug cocktail and

what is the upfront cost of these tests?
How can I use those results to pick a course
of treatment and how do I understand the
economics of that decision?
This is far too complicated for an individual
physician to figure out. Whats needed is for
someone to do the calculations and guide
the doctor to the best prescription based
on the patients genotype/phenotype and
other variables. Thats where health care is
headed, thanks in part to major advances
in testing capabilities and analytics.
Of course, these exciting developments in
health care raise crucially important issues
around patient privacy, data ownership,
risks and accountability, not to mention
regulatory approval. If an app is performing
dosage calculations, someone has to be
accountable for the correctness of the
algorithm used.
Shooting for the moon

As an example of how EY is building
a better working world, we sponsor
HealthXL, a unique global
collaboration that brings together
companies from across health care
payers, providers, manufacturers,
digital health start-ups, etc.
to tackle some of health cares
thorniest challenges.
Specifically, HealthXL members
collaborate on three moonshot
challenges: harnessing the power
of big data; using remote
monitoring to improve outcomes;
and enabling behavior change to
stem the tide of chronic disease.
EY professionals play an active part
in this effort, helping identify the
most promising approaches and
mentoring young companies on
all aspects of running a business.
We have also hosted events in
Boston, Dublin and Melbourne,
providing opportunities for the
network to convene and learn about
the cutting-edge technologies and
approaches being developed
by new start-ups.
Find out more:
healthxl.org
About EY
Health services
EY Health services include 4,000
member firm professionals with
a range of backgrounds: chief
executives of departments of health,
clinicians, hospital administrators,
accountants and policy advisors.
These professionals work closely
with colleagues in other sectors
life sciences, technology,
telecommunications, insurance
and consumer products to help
organizations manage costs
and improve efficiency, use big
data and analytics to improve health
services management, and help
develop new business models.
EY insight
Find out more:
ey.com/health
Jacques Mulder
EY Global Health Leader
Mobile health
Over 20,000 health care smartphone apps

are available, with more on the way. These apps
and wirelessly connected medical devices are
creating real-time data and enabling real-time
interventions.
Like, follow, share
Social media channels will generate 25,000

petabytes of significant health care data by
2020. This data is being analysed to improve
the efficiency of everything from drug R&D
to care coordination.
Increased pulse
The global mobile health and fitness sensor

market will grow at 40% CAGR between 2013
and 2018.
Branching out
Companies from new sectors are entering the

health care business. Technology companies
are tackling the challenge of data analytics
and telecom firms are empowering patients
in managing their health.
Digital
Is your business
strategy fit for
a digital world?
Digital technology isnt merely enhancing
todays businesses. Its driving transformation
to a digital future that will be a new, virtually
unrecognizable world.
Read more here:
The interlacing ripple effects of cloud computing,

mobility, big data analytics, social media and the
internet are driving the transformation of businesses
worldwide and shaping a new economy whose inner
workings are still hard to predict.
Technology is transforming business

models (including revenue models),
customer relationships, sales, marketing
and supply chains.
Simultaneously, digital developments are
replacing unskilled and semi-skilled labor
with robotics and knowledge workers with
artificial intelligence. Its exponentially
intensifying competitive dynamics as
companies in all sectors re-examine
their role in value chains and technology
companies blur into every other industry.
Digital is creating more collaborative,
virtual workforces and increasingly flexible
office configurations. And it has exposed all
aspects of business enterprise to escalating
cyber risks.
Coping with this digital future requires
organizations to develop new skill sets.
And topping the list is agility.
Hard-to-anticipate challenges will often

appear such as the still-unanswered
questions around revenue recognition,
taxation and customer privacy resulting from
digital distribution of goods and services.
Another required skill is the ability to make
sense of a rapidly expanding volume and
variety of customer data. Organizations will
gain important advantage if they can derive
real insight by interpreting the data that
emerge from social media, online behavior,
geo-location and direct customer interaction
with products and services. Already, some
businesses are engaging in an ongoing
dance of product development, continuously
evolving in response to customers
observed use of new releases, customer
feedback and collaborative conversations.
EY professionals can help companies

truly realize their new business models,
aligning their operational efficiency, capital
Agility is paramount because the core
requirements and risk profiles in support
challenge is not that digital transformation
of transformation and in the process, giving
will affect what you sell, how you distribute it
them greater confidence in fitting their
and how you organize the business to support
business strategy to a digital world.
your operations. The core challenge is that
all those business aspects will be evolving
continuously for the foreseeable future.
Investing in technology
in EY
Technology is an important growth

driver for our own business.
That is why we invest significantly
in technology internally
strengthening our infrastructure
and improving our network so that
it is faster, more secure and more
stable and externally, in terms
of how we work with our clients,
and how we can better meet their
needs. Recently we implemented
Skype for Business, and Sharepoint,
to improve collaboration and
knowledge sharing with our people
and clients.
Strengthening our global analytics
and big data capabilities is a
particular focus for EY. Our Vision
2020 plan explicitly describes
analytics as a key differentiator for
EY not only for taking analytics
solutions to market, but also in
transforming our existing services.
Recent achievements in the
area of data and analytics include
embedding analytics into all service
offerings, including in audit, where
analytics is an integral part of our
audit transformation initiative,
our US$400 million plan to deliver
high-quality audits now and in the
future. This year we launched
our audit analytic suite of tools,
EY Helix, to enable us to more
efficiently and completely examine
large tranches of client data in an
audit, thereby helping us focus on
higher-risk areas more quickly and
continuously improve audit quality.
Other achievements this year
also include hiring more than 500
analytics professionals around the
world across all service lines, and
acquiring 10 organizations to build,
and enhance, our capabilities.
We also formalized eight new
strategic business relationships
with market leaders in analytics.
Our alliance network now includes
Microsoft, IBM, SAP, SAS,
Guidewire, Hortonworks and
Los Alamos.
In all service lines, harnessing
new technology and innovating
new solutions gives deeper
understanding of clients
businesses, enables us to more
quickly identify risks and issues,
and deliver solutions tailored
to their needs.
Will 3D printing unleash your supply chain?

Because 3D printing is in a classic technology industry
gap everyone is excited about its possibilities, but
the infrastructure for it to become mainstream is still
being built too many executives believe they have
plenty of time before 3D printing has an impact on
their organizations.
But while printed human hearts may still be
some time in the future, 3D-printed heart
valves and blood vessels are available now.
In other industries, 3D printing is even more
established mining companies on remote
excavation sites, for example, already use
it to print out spare parts.
questions 3D printing will raise. But it is

certainly not too early to start defining
these questions and influencing the policy
surrounding their answers, notes
Channing Flynn, EY Global Technology
Industry Leader, Tax Services.
3D printing has the potential to transform

The benefits of 3D printing include cost
every aspect of manufacturing and
savings on inventory, factories and shipping, distribution, from how goods are sold
as well as speed to market and customization. to where companies base their operations.
But analyzing the 3D business opportunity
However, widespread adoption of this
without understanding its tax implications
technology also means disruption on
could severely undermine the anticipated
a massive scale. Manufacturing could
benefits.
come closer to the end user, flattening
supply chains. Prototyping, production,
We help businesses start planning
warehousing and delivery could all be
now for 3D printing, in order to seize
redefined. Logistics could be more about
the opportunities and mitigate the risks.
sending digital designs to a system of
With 3D printing, its important for
networked printers than about moving
organizations to keep their tax teams
container ships and cargo planes from
closely involved with strategic
one part of the world to another.
development to ensure that their
choices arent undermined by tax
The most immediate disruption likely is
surprises, concludes Flynn.
the way 3D printing will force changes in tax
rules. Its too early to answer the countless
EY Technology
Industry services
Its in the nature of technology to

push into new frontiers. Technology
companies are constantly faced
with addressing business questions
that have never been asked before
much less answered.
Thats where EY Technology Industry
services come in. Since the first
technology companies emerged
from Silicon Valley, weve been
helping them answer these
questions. Our tech clients are
always extending their passion for
advancing technology into new
frontiers of exploration. And were
right there with them, helping them
explore the business ramifications
of their uncharted territories.
EY Technology Industry services
draw on a global network of
professionals from across our
member firms, all sharing deep
technical and industry knowledge.
Our high-performing teams are
diverse, inclusive and borderless.
Our experience helps clients
grow, manage, protect and,
when necessary, transform
their businesses.
EY insight
ey.com/technology
@EY_Technology
EY insight
Download the report, 3D printing taxation
issues and insights via:
ey.com/technology
All systems go
Todays smartphone has more computing

power than NASA used to send three men
to the moon and back less than 50 years ago.
The speed of technological change is just
one of the challenges that businesses must
face today.
Zettabytes
40 zettabytes 40 trillion gigabytes of data

will be created by 2020.
EY insight
Find out how to make the
most of this data:
ey.com/analytics
Cybersecurity
Cybercrime globally costs more than US$445b,

equal to 0.5% of the worlds total GDP. Read
our annual Global Information Security Surveys
to help you understand your information
security.
Virtual communities
Technology is enabling new virtual communities

that are bigger than any country. But while
vocal individual consumers may serve as
powerful brand or product ambassadors,
and online communities may provide key
platforms for introducing and testing products,
companies can find it challenging to control
messages about themselves in this new era.
Adapting
to a world
in motion
The investments we are making in our
organization in our people, services,
technology and innovation enable us to
remain close to our clients issues and have
a positive impact on our wider community.
Talent
Corporate
responsibility
Assurance
Working at EY is more than a job.

Our promise to all our people is:
Whenever you join, however
long you stay, the exceptional
EY experience lasts a lifetime.
Our purpose is building a better

working world. We do that through
the services we provide our clients,
and the opportunities that we give
our people. But fulfilling our purpose
goes further than our day jobs.
Assurance is committed to
innovating new services, delivering
exceptional client service and
continuing to protect and serve
the public interest and safeguard
the long-term reputation and
sustainability of the audit profession.
38
42
46
Tax
Advisory
Transaction Advisory Services
In Tax we combine business insights

and technical knowledge on the
latest developments in tax policy,
legislation and administration,
to help our clients develop tax
strategies that align with
business drivers.
In Advisory we develop sustainable

services that can make businesses
more efficient, profitable and
innovative.
In TAS we help clients make better

and more informed decisions about
how they strategically raise, invest,
preserve and optimize their capital
in a changing world.
47
48
49
Talent
A job?
Or a lifetime
experience?
Working at EY is more than a job. Our promise to all
our people is: Whenever you join, however long you
stay, the exceptional EY experience lasts a lifetime.
#LegacyBuilders
Our promise to all our people is that time spent with EY

is exceptionally valuable, whether they stay with us for
three years or 30 years. Thats because we help people
grow, develop and contribute in ways that are unique.
Starting from the beginning, at recruitment,
candidates learn about the issues our clients
face and our purpose of building a better
working world. Whether joining EY or not,
they find out more about themselves through
the interview process and opportunities
like our intern programs around the world.
The outstanding candidates who join EY
participate in world-class learning, coaching,
counseling and on-the-job experiences that
provide opportunities to contribute, excel
and build careers. We focus on creating
and maintaining a diverse and inclusive
environment where everybodys voices
are heard and valued and where there is
flexibility in how and where people work.
lasting value for us, our people and clients.

Engaged and inspired by a shared vision,
highest performing teams bring together
the right mix of talent and deliver quality
results that surpass expectations.
Leadership is one of the hallmarks of the
exceptional EY experience for all our people.
Developing inclusive leaders underpins how
we make the world work better, as the actions
of EY leaders have a lasting impact on our
clients, our people and our communities.
Our distinctive definition of leadership at EY
provides one shared vision and language of
leadership to unite our efforts in building the
leaders of tomorrow, for EY and for the world.
The EY culture is an important reason why

people join EY and develop their careers here.
Two powerful elements of our culture are
highest performing teams and a global and
inclusive vision of leadership.
When people eventually leave EY, their lifetime experience continues. We are proud of
the more than 800,000 EY alumni who today
are excelling in business, government and
academia and who remain connected to the
EY family through our global alumni program.
Highest performing teams inspire individual

and collective success. Across all ranks and
roles, we are advancing a culture of worldclass, highest performing teams that create
For every one of our people, this is how we

sum it up: Whenever you join, however long
you stay, the exceptional EY experience
lasts a lifetime.
Nancy Altobello
EY Global Vice Chair Talent
Investment
8.2m hours
In 2015 we invested more than

US$500 million on training and
delivered 8.2 million hours of
formal learning through our career
development framework EYU
(EY and you). EY has a strong
legacy of high-quality learning,
and 2015 was our biggest
year ever in terms of industry
recognition for our learning
programs.
Mobility
88 countries
Leadership at EY
Our definition of team, business, client and personal leadership at EY
This year 2,600 EY people at

member firms in 88 countries went
on an international assignment.
Mobility is important, to both
accelerate our peoples career
development and to meet our
clients increasingly cross-border
demands.
onal leadership
Pers
performing te
am
hest
s
Hig
Team leadership
Shared vision
Right mix
Quality results
Business acumen
Business development
Innovation
lc
wi
se
rv
ic
Pr
nt
nn
li e
he market
Connected
Responsive
Insightful
in t
Business
leadership
ona
Client
leadership
in g
Excepti
Leadership at EY
is grounded in our
values, commitment
to technical excellence
and inclusiveness and
our purpose of building
a better working world.
EY alumni
ese
c
Fo
n ce
V i ta l i t y
li
Agi
us
ty
800,000+
We are proud of the more than

800,000 EY alumni who today are
excelling in business, government
and academia, and remain
connected to the EY family through
our global alumni program.
EY insight
Meet some of our EY alumni:
ey.com/alumni
Better begins with you
Celebrating OUTstanding future leaders
Women. Fast forward
Better begins with you, is our

flagship global awards program.
Rath Wang, a Tax Senior in EY Japan,

was ranked fourth in OUTstandings
Top 30 LGBT Future Leaders.
According to the World Economic

Forum Global Gender Parity
Report 2014, it will take until
2133 to achieve global gender
parity in the workplace.
Individuals and teams are

nominated in four categories:
exceptional client service;
strengthening communities;
pursuing innovation; and
developing outstanding
leaders and teams.
We think 118 years is too long

to wait.
From more than 3,600

nominations recognizing
12,000 people, judges selected
20 global finalists EY people
who, through their everyday
work, make an impact and leave
their mark on EY and beyond.
Edwin Aguilar, an Assurance
professional, was nominated
in the developing outstanding
leaders and teams category.
Edwin grew up in Watts, a tough
neighborhood in Los Angeles,
California, and became the first
in his family to go to college,
working full-time to do so.
At EY, Edwin has been deeply
committed to helping other
deserving students reach their
potential. He not only mentors
students to position them for
success, he also launched the
self-funded Edwin Scholarship
which he awards to a deserving
accounting student each
semester. So far, Edwin has
identified and mentored 13
high-quality recruits, all of
whom have accepted offers
from EY member firms.
Rath leads the EY Unity network

for LGBT employees and allies in
Japan; co-founded a non-profit
organization promoting LGBT
equality in the workplace; and
has contributed to campaigns
to prevent suicide among young
LGBT people.
leverage those differences to

deliver better business results.
FORTUNE magazine as a great

place to work for 17 years in a row
Training Journal, who shortlisted

Advisorys World Class Learning
eLearnings program for best
commercial program
We are taking the lead in

accelerating the rate of change
toward gender parity with
Women.Fast forward, our
unifying platform around
womens initiatives that
brings together the collective
knowledge of our people
and our clients, in order to
accelerate womens progress
in the workplace.
EY insight
Every day, we connect with

all sorts of people and teams
ey.com/womenfastforward
around the globe, both inside
and outside of EY. By maximizing
the power of different
perspectives and experiences,
Diversity and inclusiveness (D&I) we are able to build the highest
performing teams. We are able
is a strategic imperative for the
to ask better questions and offer
global economy and for EY as
a global organization. Our clients better approaches which help
our clients achieve their goals.
work across borders and so do
we. Our clients represent diverse The end result? We make a
tremendous impact on the
backgrounds, capabilities
working world. Rath is an
and points of view and so do
example of how we make
the people on our teams.
this tremendous impact.
Diversity is about differences.
We believe that all differences
EY insight
matter. Inclusiveness is about
Find out more about our approach
creating an environment in
to D&I and read key thought
leadership on D&I best practice:
which people feel, and are,
ey.com/differencesmatter
valued and where we can
Awards
In 2015 we were recognized by
94,000 business students in
Universums annual survey as
one of the top 3 most attractive
employers in the world, for the
third year running.
Around the world EY member firms
have also been recognized by:
Great Place to Works Worlds
Top 25 Best Multinational
Workplaces the only one
of the Big 4 to be listed
Working Mother magazine

as one of Americas 100
best companies for working
mothers 18 years in a row
The Mexican Ministry of
Labor and Social Welfare as
an inclusive and responsible
family company
Corporate University Best-inClass CUBIC Awards as the
Corporate University of the year,
2015, EY South America Region
Canadas Mediacorp as one of

Canadas best diversity employers
UKs Race for Opportunity for
our Far East Network
Expatriate Management and
Mobility Awards (EMMAs) for
our mobility programs in the
Americas, Asia-Pac and EMEIA
The Australian Workplace

Equality Index for LGBTI
workplace inclusion
Women in Leadership Economic
Forum as the most womenfriendly international employer
in China
Japans Ministry of Health,
Labor and Welfare for supporting
the next generation
Indias World HRD Congress as
dream employer of the year
Corporate responsibility
How can we lead

with purpose?
Our purpose is building a better working world.
We do that through the services we provide our
clients, and the opportunities that we give our
people. But fulfilling our purpose goes further
than our day jobs.
#BetterQuestions
EYs purpose is building a better working world, and

we believe strongly that the services that we provide
our clients, the way we manage our business, and the
opportunities that we give our people go a long way
to fulfilling that purpose.
So when we talk about corporate responsibility, that
really runs through the entire organization and is
about what 212,000 EY people do on a daily basis.
An important idea thats wrapped up in our purpose
is our search for better in everything we do. And that
search for better goes further than our day jobs.
In a world thats uncertain, fragile and fragmented
with rising tensions, an uneven economic recovery
and rising inequality we ask ourselves: what can we
do to improve that situation? Where can we have the
biggest impact?
For us the answer is in unlocking the human potential
for social and economic growth in four ways:
supporting young people who are the
builders of tomorrows working world
d
riving entrepreneurialism for
innovation, growth and jobs
valuing greater diversity to find better
answers and outcomes
working together with others to solve
the worlds most complex problems,
and create a positive impact
Business has a pivotal role in solving societys
issues and through these four areas, EY must,
and will, play its part.
Contribution
Time
US$60m
350,000
Member firm contributions

in cash to our communities.
Member firm contributions in

hours to more than 100 initiatives
around the world.
Equipping young people for

the innovation economy
Todays young people face a
new reality: a world that is more
dynamic, and more uncertain
than ever before.
According to the World Bank, there
are currently 75 million unemployed
young people globally and, in the
next 20 years, there will be at least
600 million more young people
looking for work than projected
jobs. No longer are good grades
and college acceptance the only
keys to success.
To be competitive in todays
economy, young people need
a certain outlook and way of
approaching their lives. They need
to have an entrepreneurial mindset,
be able to demonstrate comfort
with risk, problem-solving ability,
interpersonal skills and confidence.
The Network for Teaching
Entrepreneurships (NFTE) mission
is to provide programs that inspire
young people from low-income
communities to stay in school, to
recognize business opportunities
and to plan for successful futures.
It is trying to unlock the potential
of young people by teaching them
how to think entrepreneurially
to recognize opportunity, take
initiative, and to be innovative
in the face of challenges.
EY is supporting NFTE in creating,
launching and institutionalizing
the Entrepreneurial Mindset
Index (EMI), a definitive system
of assessment tools to measure
entrepreneurial mindset in young
people. The EMI will collate the
essential attitudes, skills, and
behaviors of entrepreneurs, and
certify or badge young people as
having learned and demonstrated
this mindset.
Nicky Major, EY Global Corporate
Responsibility Leader says: EY is
working with NFTE to identify the
unique qualities of successful
entrepreneurs and to look at
which of these qualities are
malleable and can be taught;
what entrepreneurial literacy is
and how can we measure it; and
how entrepreneurial qualities vary
across cultures and nationalities.
For more information:
nfte.com
What are your memories of your first job?

Were you full of excitement and optimism and keen
to learn and grow? Today, many of the worlds young
people long to create these kinds of memories.
But the odds are stacked against them.
Young people account for roughly 40% of

the worlds unemployed and are up to three
times more likely to be unemployed than
their older peers. With a record number
of young people on the planet, combatting
the persistent youth employment crisis is
the focus of the World Banks Solutions
for Youth Employment (S4YE) project.
It involves designing and setting up the
S4YE coalition, aimed at increasing
employment opportunities for 150 million
young people in developing countries
by 2030.
Established in late 2014, the coalition will
seek to accelerate the employment of young
people, between the ages of 15-24 years
old, through transformative and scalable
solutions, linking them to governments,
civil society and business.
Safa Razeghi, in Advisory, in collaboration
with the World Bank Group account and the
financial services team in McLean, Virginia,
helped the World Bank to lay the financial
foundations on which the initiative
could build.
She helped to develop the S4YE Five

Year Sustainability Strategy, outlining
how the coalition can obtain the necessary
funding required to implement its mission
through 2020.
She also conducted a detailed research
analysis on the state of the youth
employment investment portfolio across
the World Bank and associated external
organizations. Portions of her analysis were
used in S4YEs Towards Solutions for Youth
Employment inaugural flagship report.
My experience of working with a variety
of private sector clients really helped in
my work with the World Bank, says Safa.
I was able to bring a different perspective
and consulting approach to their financial
planning, which complemented their more
traditional methods.
For more information vist:
s4ye.org
Empowering local
entrepreneurs to
save lives
According to the World Health
Organization, unclean water used
for drinking and cooking causes
115 deaths every hour in Africa.
With operations in Uganda, Rwanda,
Democratic Republic of Congo and
Kenya, a promising small business,
Jibu, is aiming to put a huge dent
in that number. Co-founded by
a father and son team from the
United States, Jibu wants to help
one million people gain access to
clean drinking water in five years.
Jibu means solution in Swahili
and its solution is an ingenious
business model a franchise
operation that empowers local
entrepreneurs to run street-front
shops, using water treatment
equipment to produce clean, locally
sourced water and make it available
to their communities at a fraction
of the price of other bottled water.
As part of the EY Enterprise Growth
Services (EGS) program, an EY
professional from Switzerland spent
five months in Uganda. Working
with the local EY member firm, he
helped the Jibu team to design and
implement the kind of financial and
operational metrics and controls
that will be essential to supporting
the businesss continued rapid
expansion.
EGS filled a skillset and experience
gap that was crippling our capacity
to grow, says Galen Welsh, CEO,
Jibu. For the first time, were able
to make management and business
model decisions that we were
previously making blindly.
EGSs corporate social enterprise
model brings the best of EY to
organizations that wouldnt
ordinarily be able to work with us.
In two years, EGS teams have
supported 27 social-impact
businesses across the world.
Jon Shepard, Director, EGS says:
Growing a business to support
people in poverty is tough work.
The entrepreneurs we work with
have vision and work hard, and
its a privilege to help them.
Safa Razeghi
Manager, Advisory
EY insight
ey.com/egs
jibu.org
Assurance
Sub-service lines:
Climate Change and
Sustainability Services
Financial Accounting
and Advisory Services
Financial Statement Audit
Fraud Investigation &
Dispute Services
EY insight
ey.com/assurance
In Assurance, better questions and

increased professional skepticism around
financial information enables us to help
protect and serve the public interest, and
safeguard the long-term reputation of the
audit profession.
This year we launched our global audit
platform, EY Canvas, an important
milestone in our US$400 million audit
investment program designed to deliver
the highest-quality audits in the profession.
EY Canvas is online, global and transparent,
which means our audit teams have a clear,
comprehensive overview of the entire audit
plan, helping us to better manage risk.
We also launched EY Helix, our suite of
analytic tools that enables us to analyze
large volumes of audit-relevant data,
and thereby derive deeper insights and
understanding of our clients financial
operations; EY Atlas, a research tool that
allows us to share relevant insights and
knowledge with clients more quickly; and
an audit approach tailored especially to the
needs of our private middle-market clients.
In addition to innovating specific tools,
in FY15 we looked at what we need to do
to reinforce our quality-driven culture
in EY. To that end we launched our global
Sustainable Audit Quality (SAQ) strategic
initiative. This initiative highlights auditor
integrity, ethics and professional skepticism,
and covers: tone at the top, people issues
(such as recruitment, resourcing and
reward), simplification and standardization
of the audit process, transformation
through the use of modern technology,
increased quality support to teams and

greater accountability.
We also established coordinated networks
of Quality Control Committees and Quality
Implementation Leaders in all of our
geographies. These groups are charged
with implementing all of our quality
initiatives in a globally consistent manner
and providing on-the-ground guidance
to engagement teams.
Alongside our commitment to delivering the
highest-quality audits is our commitment
to creating the highest-performing teams.
This year we expanded our award-winning
Audit Academy, our portal which combines
interactive, classroom-based simulations
with on-demand learning modules. Sectorspecific training, and providing our people
with mobility opportunities, remain priorities.
Throughout FY15 we also provided nonaudit services to meet the needs of our
clients and stakeholders. We are pleased
to report that our Financial Accounting
and Advisory Services (FAAS), Fraud
Investigation & Dispute Services (FIDS), and
Climate Change and Sustainability Services
(CCaSS) all delivered double-digit growth.
Looking ahead we are dedicated to
innovating new services, delivering
exceptional client service specifically,
being connected to our clients business,
responsive to their needs and insightful
and continuing to protect and serve the
public interest and safeguard the long-term
reputation and sustainability of the
audit profession.
FY15 combined revenue
US$11.3b
Assurance professionals
76,760
Felice Persico
EY Global Vice Chair
Assurance
Tax
Sub-service lines:
Business Tax Services
Global Compliance and Reporting
Indirect Tax
International Tax Services
People Advisory Services
Transaction Tax
EY insight
ey.com/tax
In Tax, asking better questions helps our

clients understand how best to meet their
tax obligations and prepare for resolving tax
controversy. Asking better questions helps
facilitate dialogue with administrators,
government officials and other stakeholders
about the desired outcome of policy
decisions. Ultimately, better questions
lead to better answers on tax policy, tax
administration and tax compliance to
ensure companies and individuals are
paying the correct amount of a variety
of taxes.
By combining business insights and technical
knowledge on the latest developments in
tax policy, legislation and administration,
we help our clients develop tax strategies
that align with business drivers. We help
these businesses respond to an increasingly
connected world, where tax policy and tax
changes are accelerating.
Tax had a successful year, with combined
global revenues reflecting an active market
for tax services, built on strong performance
across all our sub-service lines and specialty
practices. We achieved growth across
virtually all geographies and all businesses.
Base Erosion and Profit Shifting project.

We continue to grow EY law practices where
permitted, with services in member firms
in more than 70 countries aligned to tax,
regulatory and commercial laws of the
new global economy. We invested heavily
in developing new tools, including
EYKeySpace, a Global Compliance and
Reporting Innovation platform intersecting
finance and tax. And we invested in local
market services, such as our award-winning
COMPASS solution, which helps companies
in the US to cope with the many tax
reporting compliance implications of the
Affordable Care Act. Our ongoing investment
in digital and data analytics allows businesses
to better leverage their own information
to drive increased value and reduce costs.
We maintained our world-leading thought
leadership program, including our flagship
Tax Risk and Controversy series. Our Tax
Insights publications continue to inform
our clients about important tax trends,
with clear points of view on the implications
to business and actions to be taken.
Finally, we continue to invest in having the
best people in the profession. Our focus
is on engagement with our people, and
building on our proposition: that the
exceptional EY experience lasts a lifetime.
We grew and developed our Tax
professionals and invested significantly
in new talent to continue providing the
highest levels of exceptional client
service. We welcomed over 14,000 Tax
professionals to member firms through
acquisitions and direct recruitment,
increasing headcount by 15% to a recordhigh 43,000 Tax professionals and this
year set a record for promotions.
We continue to invest in the brightest
professionals, who will ask the better
questions to support the better answers.
This year we made significant changes

and investments to our services to help
clients invest in their talent needs
of the future. We formed People Advisory
Services by combining Human Capital
services with Advisorys People &
Organizational Change services, resulting
in more than 10,000 professionals across
member firms in 76 countries providing
60 service offerings that address an
organizations talent and change agenda.
We invested in our transfer pricing and
international tax capabilities in anticipation
of changes triggered by the final
recommendations of the Organisation for
Economic Cooperation and Developments
US$7.5b
Tax professionals
43,182
Jay Nibbe
Tax
@JayNibbe
Advisory
Sub-service lines
Performance Improvement
People Advisory Services
Risk
EY insight
ey.com/advisory
In Advisory, better questions enable us to

gain deeper insight into our clients issues,
and develop sustainable services that
make businesses more efficient, profitable
and innovative.
strengthened our existing alliances with

key organizations such as SAP, Guidewire
and IBM, and signed new alliances with
organizations including LinkedIn,
Hortonworks, Los Alamos, SAS and
YourEncore.
In FY15 we continued to build our presence

in digital, cybersecurity, analytics and
business transformation. EY firms doubled
their share of the cyber market, and
Gartner identified us as the third-largest
security consulting service provider for
North America, Western Europe, Mature
Asia/Pacific in its Security Consulting
Worldwide 2014 market share report*.
We continue to invest heavily in our people.

We introduced a more flexible, modular
approach to training with the launch of
new virtual classrooms, mobile-compatible
training, and investments in new simulation
technology. We welcomed 14,000 new
people and continued our focus on creating
more diverse teams.
We established People Advisory Services

(PAS), a network of more than 10,000
professionals, by integrating People &
Organizational Change in Advisory, and
Human Capital in Tax. PAS is designed
to help our clients better manage the
challenges of an increasingly borderless
economy.
In FY15 we launched a new service, PurposeLed Transformation (PLT). We also launched
the EY Beacon Institute at the World
Economic Forum annual meeting in Davos
where we revealed findings from research
with University of Oxford Sad Business
School and Harvard Business Review
Analytic Services, showing that articulating
a powerful why your organization exists,
and using this purpose to transform the
business, is key to success. Our PLT services
include helping organizations define their
purpose, align their strategy, business
model and operating model to drive growth.
This year Advisory particularly benefited
from member firm acquisitions and new
alliances. In FY15 21 acquisitions brought
in US$200 million of revenue and we
We are proud of our growing list of industry

awards, which is helping to enhance our
position in the market. Analysts continue
to position EY as a leader in numerous
reports and many of them attended and
provided positive feedback on our Global
Analyst Summit this year, which helped
to demonstrate our vision, strategy and
the power of our integrated approach to
addressing big, complex industry issues
globally, cross-sector and cross-service line.
Our clients face relentless disruption.
Given that, Advisory professionals are no
longer prized just for their ability to analyze
data, help manage change and build
relationships. At EY we are deeply connected
to the issues our clients face, collaborate
globally with clients and colleagues, and
consistently seek new ways to solve the
most complex challenges our clients face.
*Gartner Market Guide for Security Consulting Services,

Worldwide, August 24, 2015, G00271917
US$7.3b
Advisory professionals
41,623
Norman Lonergan
Advisory
Transaction
Advisory Services
Sub-service lines:
Capital Transformation
Transaction Support
Transaction Tax
TAS provides a broad range of M&A-related

strategic, financial, operational, tax and
corporate finance services in advising our
clients with their capital agenda how they
raise, invest, optimize and preserve capital.
competitive differentiation, or product

portfolios, often in conjunction with M&A.
In addition to Parthenon, member firms
acquired Roam Consulting and Ricol
Lasteyrie, which will bolster services
in Australia and France respectively.
The M&A environment as predicted

by our own Capital Confidence Barometer
is marked by the pursuit of disruptive
innovation and sector convergence.
Companies are using M&A and capital
allocation strategies to secure competitive
advantage.
Investments in service innovations

are a priority. For example, the launch of
our Social Media Analytics tool makes us
the first transactions advisor to harness
social media for transaction analysis and
due diligence. The tool helps clients
understand what is being said about their
targets products and services across social
media; this insight is fed into the overall
valuation.
In that context, TAS helps our clients

develop and implement growth, portfolio
and transaction strategies.
EY insight
ey.com/tas
The investments we are making in TAS,

in acquisitions, service innovations, and
recruiting and retaining great people,
mean that we are strongly placed to help
our clients navigate this complex market.
This year also saw our highest senior

professional intake since 2008, and we
continued our investment in training
and development, particularly around
deepening our sector expertise.
This year we significantly broadened

our capabilities around Corporate Finance
Strategy, boosted by the US acquisition
of the Parthenon Group. We are now more
strongly positioned than ever to advise
clients on all aspects of their long-term
growth and investment strategies, whether
thats around market positioning,
Looking ahead, we are committed to

continuing to innovate and invest in
our business, in order to help our clients
take advantage of the opportunities
of a market marked by complexity
and disruptive change.
US$2.5b
TAS professionals
10,728
Pip McCrostie
Transaction Advisory Services
@PipMcCrostie
Facts
and
figures
Leadership team
Global Governance Council
At EY we have strong leadership

that sets one single global strategy
and agenda.
The Global Governance Council

is the main advisory body for the
EY network.
Revenue, people and clients
Locations
Areas and Regions
This year saw our fastest revenue

growth since 2008 with global
combined revenues of US$28.7b,
an increase of 11.6% in local
currency terms.
Today we have more people

serving more clients in more
places than ever before.
Our streamlined structure allows

us to provide exceptional client
service wherever in the world
our clients do business.
52
55
54
56
58
Leadership team
EY Global Executive
Americas
EMEIA
Mark A. Weinberger
Steve Howe
Mark Otty
Carmine Di Sibio
Trent Henry
Ajen Sita
Lou Pagnutti
Kelly Grier
Rudi Braes
Beth Brooke-Marciniak
Anthony Caterino
Jacek Kedzior
Nancy Altobello
Ronen Barel
Joe Watt
David Holtze
Francisco lvarez
Andy Baldwin
Felice Persico
Scott Halliday
Jean-Pierre Letartre
Norman Lonergan
Jorge Menegassi
Georg Graf Waldersee
Jay Nibbe
Karole Lloyd
Rajiv Memani
Pip McCrostie
Randy Cain
Donato Iacovone
Steve Howe
Kay Matthews
Abdulaziz Al-Sowailim
EY Global Chairman and Chief Executive Officer

EY Global Managing Partner Client Service
EY Global Managing Partner Business Enablement
EY Global Vice Chair Public Policy
EY Global Vice Chair Talent
EY Global Vice Chair Finance
EY Global Vice Chair Assurance
EY Global Vice Chair Advisory
EY Global Vice Chair Tax
EY Global Vice Chair Transaction Advisory Services
Area Managing Partner Americas
Area Managing Partner Americas Area Managing Partner EMEIA
Canada
Central (US)
Financial Services Organization
Israel
Mexico and Central America

Northeast (US)
South America
Southeast (US)
Southwest (US)
West (US)
Africa
BeNe
Central and Southeast Europe

CIS

FraMaLux
GSA
India
Mediterranean
MENA
Steven Phan
Erik Mamelund
Mark Otty
Steve Varley
Nordics
Area Managing Partner Asia-Pacific
UK&I
Area Managing Partner EMEIA
Koichi Hanabusa
Area Managing Partner Japan
Uschi Schreiber
EY Global Vice Chair Markets and Chair

of the Global Accounts Committee
Rajiv Memani
Chair of Emerging Markets Committee
Our global organization
Albert Ng
At EY we have a global leadership team that sets a single global strategy

and agenda. This structure allows us to make decisions and support
exceptional client service wherever in the world EY clients do business.
Representative of Emerging Market Practices
Juliana Pereira
Client-serving partner
Asia-Pacific
Japan
Industry
Steven Phan
Koichi Hanabusa
Alison Kay
Area Managing Partner Asia-Pacific
Area Managing Partner Japan
EY Global Vice Chair Industry
Max Loh
Randy Miller
Gary Hwa
Bill Schlich
Albert Ng
Kristina Rogers
Jin Sug Suh
George Atalla
Tony Johnson
Jacques Mulder
Asean

Greater China
Korea
Oceania
Automotive & Transportation

Banking & Capital Markets
Consumer Products
Government & Public Sector
Health
Shaun Crawford
Insurance
Glen Giovannetti
Life Sciences
John Nendick
Media & Entertainment
Miguel Zweig
Mining & Metals
Adi Karev
Oil & Gas
Benoit Laclau
Power & Utilities
Jeff Bunder
Private Equity
Howard Roth
Real Estate, Hospitality & Construction
Patrick Hyek
Technology
Prashant Singhal
Telecommunications
Mike Lee
Wealth & Asset Management
Global Governance Council
The Global Governance Council consists of 35 senior client-serving

partner-ranked professionals drawn from member firms across the
four EY Areas, as well as five independent non-executive members.
These senior professionals who otherwise do not hold senior management
roles, are elected by their peers. They advise EY on policies and strategies.
The approval of the Global Governance Council is required for a number of
significant matters that affect the organization as a whole.
Albert Anelli
Alexey Loza
Vincent De La Bachelerie
Georg Lutz
Torben Bender
Klaus Mangold
Andreas Blumer
Lucy Myres
Julie Gannon Boland
Kreesen Naidu
Steve Brown
Samar Obaid
Cliff Cammock
Mark Olson
Beth Carr
Torsdon Poon
Vincent Chan
Rocio Reyero Folgado
Geoffrey Choi
Marnix van Rij
CK Chow
Andy Rusnak
Olivier Drion
Chen Shein
Laura Giovacco
Penny Stocks
Shyamala Gopinath
Oscar Suarez
Tarsicio Guevara
Wilson P Tan
Diana Hoff
Koichi Tsuji
Sonu Iyer
Trent van Veen
Dong Chul Kim
Andrea Weichert
Guntars Krols
Ute Witt
Richard Lambert
Masahiko Yamauchi
Canada
Russia
France
Denmark
Germany
Switzerland
UK
USA
USA
South Africa
Jordan
USA
USA
USA
USA
Hong Kong SAR
Spain
China
The Netherlands
Hong Kong SAR
USA
France
Israel
USA
UK
India
Mexico
USA
Philippines
USA
Japan
India
Australia
Korea
Brazil
Latvia
Germany
UK
Presiding Partner
Switzerland
Japan
Independent Non-Executive
Revenue, people and clients
Revenue
People
US$m

Area
% Change
Area
FY15
FY14
US$
local currency
Americas
12,701
11,542
10.0%
12.3%
Americas
EMEIA
11,815
11,780
0.3%
11.6%
EMEIA
Asia-Pacific
Asia-Pacific
3,127
2,949
6.0%
11.2%
Japan
1,012
1,098
(7.8%)
4.6%
28,655
27,369
4.7%
11.6%
Total

Service line
FY14
US$
local currency
11,348
11,277
0.6%
8.1%
Tax
7,487
7,224
3.6%
Advisory
7,285
6,526
2,535
28,655
TAS
Total
Total
FY14
58,411
% Change
12.1%
102,176
90,564
12.8%
36,116
32,051
12.7%
7,701
7,266
6.0%
211,450
188,292
12.3%
% Change
FY15
Assurance
Japan
FY15
65,457
Service line
FY15
FY14
% Change
Assurance
76,760
69,547
10.4%
10.3%
Tax
43,182
38,170
13.1%
11.6%
17.6%
Advisory
41,623
34,534
20.5%
2,342
8.2%
15.5%
TAS
10,728
9,311
15.2%
27,369
4.7%
11.6%
Practice support
39,157
36,730
6.6%
211,450
188,292
12.3%
Total
Basis of presentation
Revenues include expenses billed to clients. For purposes
of reporting combined global revenues, revenues between
member firms have been eliminated. Headcount numbers
reflect personnel as of 30 June of each financial year.
2015 Fortune Global 500
Percentage of clients served by EY member firms
Audit clients
21.2%
Non-audit clients
56.4%
Fortune
Global 500
All other
companies
in the index
22.4%
2015 Forbes Global 2000
Percentage of clients served by EY member firms
Audit clients
23.5%
Non-audit clients
40.5%
Forbes
Global 2000
All other
companies
in the index
34.2%
Locations
EY member firm offices
Combined revenue by Area

Total
US$28,655m
Americas
US$12,701m
EMEIA
US$11,815m
Asia-Pacific
US$3,127m
Japan
US$
1,012m
People by Area
Total
211,450
Up 12.3%
Americas
65,457
Up 12.1%
EMEIA
102,176
Up 12.8%
Asia-Pacific
36,116
Up 12.7%
Japan
7,701
Up 6.0%
Areas and Regions

EY member firms are organized into 28 Regions which are grouped into
four geographic Areas: Americas; Europe, Middle East, India and Africa
(EMEIA); Asia-Pacific; and Japan.
EMEIA
Canada
Africa
Central (US)
Financial Services
Organization
Bahamas
Bermuda
British Virgin Islands
Cayman Islands
United States
Israel
Mexico and
Central America
Costa Rica
Dominican Republic
El Salvador
Guatemala
Honduras
Mexico
Nicaragua
Panama
Northeast (US)
South America
Argentina
Bolivia
Brazil
Chile
Colombia
Ecuador
Paraguay
Peru
Uruguay
Venezuela
Southeast (US)
Aruba
Barbados
Curaao
Jamaica
Trinidad and Tobago
Southwest (US)
West (US)
Angola
Botswana
Cameroon
Chad
Congo
Democratic Republic
of the Congo
Equatorial Guinea
Ethiopia
Gabon
Ghana
Guinea
Ivory Coast
Kenya
Madagascar
Malawi
Mauritius
Mozambique
Namibia
Nigeria
Rwanda
Senegal
Seychelles
South Africa
South Sudan
Tanzania
Uganda
Zambia
Zimbabwe
BeNe
Asia-Pacific
CIS
Armenia
Azerbaijan
Belarus
Georgia
Kazakhstan
Kyrgyz Republic
Russia
Ukraine
Uzbekistan
Financial Services
Organization
FraMaLux
Algeria
France
Luxembourg
Monaco
Morocco
Tunisia
GSA
Austria
Germany
Liechtenstein
Switzerland
India
Bangladesh
India
Mediterranean
Belgium
Netherlands
Italy
Portugal
Spain
Central and
Southeast Europe
Middle East and

North Africa
Albania
Bosnia and
Herzegovina
Bulgaria
Croatia
Cyprus
Czech Republic
Estonia
Greece
Hungary
Kosovo
Latvia
Lithuania
FYR of Macedonia
Malta
Moldova
Montenegro
Poland
Romania
Serbia
Slovakia
Slovenia
Turkey
Japan
Asean
Brunei
Cambodia
Guam
Indonesia
Laos
Malaysia
Maldives
Myanmar
N. Mariana Islands
Philippines
Singapore
Sri Lanka
Thailand
Vietnam
Financial Services
Organization
Greater China
Mainland China
Hong Kong
Macau
Mongolia
Taiwan
Korea
Oceania
Australia
Fiji
New Zealand
Papua New Guinea
Afghanistan
Bahrain
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Oman
Pakistan
Palestinian Authority
Qatar
Saudi Arabia
Syria
United Arab Emirates
Nordics
Denmark
Finland
Iceland
Norway
Sweden
UK & Ireland
Republic of Ireland
United Kingdom
Design Studio 2br Print Push
Americas
EY
Assurance | Tax | Transactions | Advisory

About EY
EY is a global leader in assurance, tax, transaction
and advisory services. The insights and quality
services we deliver help build trust and confidence
in the capital markets and in economies the world
over. We develop outstanding leaders who team to
deliver on our promises to all of our stakeholders.
In so doing, we play a critical role in building a
better working world for our people, for our
clients and for our communities.
EY refers to the global organization, and may
refer to one or more, of the member firms of
Ernst & Young Global Limited, each of which
is a separate legal entity. Ernst & Young Global
Limited, a UK company limited by guarantee,
does not provide services to clients. For more
information about our organization, please visit
ey.com.
2016 EYGM Limited.
All Rights Reserved.
EYG no. FY0030
ED None
This material has been prepared for general
informational purposes only and is not intended
to be relied upon as accounting, tax, or other
professional advice. Please refer to your
advisors for specific advice.
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Global review

EY Global review 2015

Chairman and CEOs letter

Chairman and CEOs Q&A

Global disruptive forces

Adapting to a world in motion Facts and figures

Service line growth

Double-digit growth in local

More people in member firms

Global review 2015

Most attractive employer

Supporting our communities

Up from 26% last year, the percentage

Universum ranking for

Number of volunteering hours to

Chairman and CEOs letter

Global review 2015

Building a better working world starts by asking

These challenges center on six

that are disrupting and reshaping

Our understanding of our clients

Im proud of our results and the

Follow Mark on Twitter

Global review 2015

How would you describe the

In conversation with Mark Weinberger

Global review 2015

The emerging markets still

Many countries continue to

How is the balance shifting among

What is EY doing to improve the quality of its services?

We strongly believe that a multi-disciplinary

We continuously look for opportunities

Assurance remains the backbone of our

Across our service lines, we invest in

that support our people in evaluating,

We remain committed to building strong

Global review 2015

How did EY perform this year?

What are the major investments

The business world is changing at an

We invest heavily in people, and in FY15 EY

Our values remain the fundamental beliefs

In FY15 we spent US$500 million on training

Global review 2015

Our values define who we are: People who

EY firms recruited 60,000 people

Our headcount is now at an all-time

EY talks a lot about its purpose

What do you want your legacy

At EY our purpose, Building a better

We all play many different roles and

We start by asking better questions

In addition, like all my colleagues at EY,

Our great people culture, our hugely talented

Global review 2015

10 Global review 2015

Better questions lead to better answers

Entrepreneurs are the lifeblood

We remain committed to building strong

Our great people culture, our hugely talented

We started working with EY and its tax teams over

One Belt, One Road might seem a strange name