Annual Reports January 1, 2017 2017 Marsh & Mclennan Companies
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Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences
Journal of Service Science and Management, 2011, 4, 300-314 doi:10.4236/jssm.2011.43036 Published Online September 2011 (http://www.SciRP.org/journal/jssm) Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences József Poór1, Ágnes Milovecz2 1Faculty of Economics and Social Sciences, Szent István University, Gödöllő, Hungary; 2Faculty of Business and Economics, University Pécs, Pécs, Hungary. Email: [email protected], [email protected] Received January 14th, 2011; revised April 2nd, 2011; accepted April 25th, 2011. ABSTRACT We analyze the evolution of management consulting in the field of human resources (HR) for the past 20 years in the transitional economies of Central and Eastern Europe (CEE). Our framework for HR consultancy is based on extensive professional experience in the region, several sets of multiyear surveys, and a review of the literature. We focus on the evolving HR theory and the current HR practice in Bulgaria, Czech Republic, Hungary, Poland, Romania, and Slovenia. Our paper relies on three major sets of multiyear surveys, conducted by the authors’ direct or indirect involvement. Special attention is paid to HR consulting in multinational firms and public sector organizations. Keywords: Central and Eastern Europe (CEE), Human Resource Management (HRM), Hungary, Management Consulting, Multinational Companies (MNCs), Transitional Economies 1. Introduction affect the evolution of such activity. Figure 1 proves In undertaking a study of management consulting with particularly useful when discussing the phases of devel- specific attention on HR consulting practices in different opment that consulting organizations and their clients countries in Central and Eastern Europe, and specifically have experienced during the past 18 years in Hungary in Hungary, we begin by adopting a broad framework and elsewhere in Central and Eastern Europe. -
Pwc Consulting Co., Ltd
PwC Consulting Co., Ltd. I.Corporate profile Business Category: Management consultant Workforce: Approx. 1,600 Location: Yebisu Garden Place Tower 14F, 4-20-3 Yebisu, Shibuya-ku, Tokyo 150-6014 Founding Year: 1984 Capital: 100 million yen Parent company: PricewaterhouseCoopers (U.S.) Foreign Capital Percentage: PricewaterhouseCoopers, 100% Business Areas: Management consultation services II.Main Points in the Personnel Management Scheme • PwC Consulting Co., Ltd. is the Japanese subsidiary of the management consulting division of PricewaterhouseCoopers, which has branches worldwide. The Japanese subsidiary changed its name to the current company name following the renaming of the consulting division to PwC Consulting™. The Company provides comprehensive consultation services to create value and achieve success for businesses. • The organization of PwC Consulting consists of industry-specific operations divisions, with service segments that are broadly divided into strategy, process and technology—the so-called matrix-type organization. Project teams consist of personnel who have the necessary skills for the project, and consultation services are offered by integrating the expertise of each individual. The size of the project teams varies widely: from a couple of members to more than a hundred. Each project team is headed by a project manager, who is authorized to formulate and execute a project plan, determine the project remuneration, manage and develop members’ skills, and manage the personnel. • PwC Consulting’s personnel evaluation and career development system is based on a framework shared worldwide called the Global Capabilities Framework (GCF). The evaluation results based -1- on GCF are disclosed on an in-house database, which can be accessed by all employees. -
Don't Just Come to Work. Come to Change
Operations at McKinsey Don’t just come to work. Come to change. Welcome We are an exciting place to enhance your knowledge and to boost your career. We are the trusted advisor Giving clients the tools to Welcome to and counselor to many of the improve their performance, most influential businesses with approaches like design- and institutions in the world. to-value, supplier development, the McKinsey Our clients include 90 of the and global sourcing world’s top 100 corporations Helping them improve their and 45 national governments, relationships with their Operations and the issues we tackle customers, through better are no less diverse than product designs, services, Practice our clients themselves. and sales strategies We are problem solvers with a Building skills and developing passion for excellence. We are knowledge to improve their intellectually curious and highly their performance through McKinsey & Company collaborative. We minimize targeted training and capability- is the world’s leading hierarchy. We come from all over building programs management consulting the world. Our backgrounds Setting the right course for the and areas of expertise future, by designing smarter, company, with over 100 are diverse; our collective more flexible supply chains, offices in 56 countries. experience is rich and varied. for example, or building responsible global production Our value proposition, “Don’t networks We blend strategic just come to work. Come to thinking with hands-on change.” sums up what the Our impact is seen in dramatic McKinsey experience offers. improvements in efficiency, implementation, developing By tackling real challenges, productivity, quality, and flexibility, and defining operational we will help you reach your giving our clients the tools they strategies to help our clients potential and make meaningful need to dazzle their customers, contributions to the world. -
Catching the Consumer Data Wave: a New Opportunity in the Insurance
Cognizant 20-20 Insights Digital Business Catching the Consumer Data Wave: A New Opportunity in the Insurance Ecosystem With the profusion of insurance consumer data coming online, the role of data intermediaries is emerging as a key player in the insurance ecosystem. Insurance distributors are especially well-suited to take the lead in analyzing user data and sharing insights to drive innovative product offerings and growth. Executive Summary The eruption of customer wellness and activity data insurance industry is at the cusp of disruption, driven captured by wearables, lifestyle apps and other digital by a combination of nimble start-ups using emerging platforms presents a tipping point for the insurance technologies and new data sources to serve evolving industry. Today’s digital generation expects brands to customer preferences. This is pressuring insurers to use consensual data to enhance their experience by change how they approach product design, pricing and offering more personalized services and offerings. The distribution in ways that leverage all available data. February 2019 Cognizant 20-20 Insights Yet, most insurers are unprepared to access and and share insights to help all stakeholders across use this data to offer personalization, based on the ecosystem enhance their services and offers, individual risk assessments or anonymized profiles, thus providing new growth opportunities. and support customers through their various Insurers would benefit in many ways as they insurance needs and policy lifecycle. Moreover, improve the risk profiles of customers, delight them insurers are not equipped to receive and analyze in new ways, enhance product innovation and reap incoming data flows from myriad digital platforms. -
A Guide to Accountancy and Tax Issues for Financial Brokers
Financial Broker The Financial Broker Guide to Accountancy and Tax One – Unified Voice A Guide to Accountancy and Tax Issues for Financial Brokers Creating your success through Financial Planning Creating your success through Page 1 Financial Planning Financial Broker The Financial Broker Guide to Accountancy and Tax A Guide to Accountancy and Tax Issues for Financial Brokers How to develop and deliver a structured and creative marketing plan to boost the income levels of your business April 2019 Creating your success through FinancialCreating your Planning success through PagePage 01 2 Financial Planning Financial Broker The Financial Broker Guide to Accountancy and Tax Contents About the Authors 4 Introduction 5 Definitions 6 Section 1 Sole Trader versus Limited Company Structure for Financial Brokers 8 Section 2 Content of Accounts 11 Section 3 Central Bank Requirements for Audited Accounts and Solvency 13 Section 4 Recognition of Revenue 18 Section 5 VAT on Fees 23 Section 6 Cash Extraction 25 Section 7 Buy-Out of an Agency & Treatment of Assets Acquired 29 Section 8 Taxes on Sale/Purchase of a Financial Brokerage 34 Section 9 Close Company Surcharge 40 Section 10 Consultants: Contract of Service (Employee) vs Contract for Services (Self-Employed) 42 Section 11 PAYE System/Payments to Employees 44 Civil Service Subsistence Rates for absences within the State 47 Civil Service Subsistence Rates for absences outside the State 49 Civil Service Kilometric Rates 50 Companies prohibited from filing Abridged Accounts 51 Publications Version 1 published in 2012, authors Aidan Byrne and Brian Hyland, RSM Ireland Version 2 updated by Suzanne O’Neill, RSM Ireland and republished in 2016 Version 3 updated by Suzanne O’Neill, RSM Ireland and republished in 2019 Creating your success through Page 3 Financial Planning Financial Broker The Financial Broker Guide to Accountancy and Tax About the Authors RSM RSM is a leading mid-tier firm of accountants and business advisors in Ireland, and an independent member of the sixth largest global audit, tax and consultancy network. -
Deloitte Legal Management Consulting
A changing world requires a new approach to law By Deloitte Legal Content The Deloitte Approach—Legal Management Consulting 01 Measuring Value 03 Strategy 04 Legal Risk Management 05 Operating Models 07 Legal Process 10 Sourcing Strategy 11 Selection 14 Technology 15 Data 18 Roles 19 Predicting the Future 21 Managing Change 23 Supporting Research 24 Foreword Companies need their legal teams to keep pace with the commercial needs of the business—while at the same time, legal departments are increasingly being asked to do more with the same or fewer resources. Today’s corporate General Counsel (GC) faces multiple challenges: a heightened regulatory environment, mass globalisation of business, and acceleration of technology advancements. This is resulting in increased complexity and demand from the business which is creating an unsustainable workload for existing in-house legal departments. The current business landscape creates a compelling reason for legal departments to rethink their operating model, achieve greater efficiencies and increase the value they deliver back to the business. This paper is intended to present GCs with a variety of opportunities for transforming their operating model to a desired state. Piet Hein Meeter The Deloitte Approach—Legal Management Consulting The Deloitte Approach— Legal Management Consulting The legal world is transforming and Considering an in-house lawyer’s need for Our research suggests that in-house Deloitte Legal is developing the tools rigour and process in legal functions, we functions are under unprecedented to help legal businesses during this decided to draw on our experience in tax pressures, both internal and external, to transformative time. -
Leveraging Service Management to Improve Clinical Development Operations
• Cognizant 20-20 Insights Leveraging Service Management to Improve Clinical Development Operations Executive Summary which increases complexity even further. Most pharma R&D units are not set up in a way to take The challenges within the R&D function of phar- full advantage of these new ways of operating maceutical companies are well understood. The and thus struggle to find one-off approaches and total cost for developing a new drug exceeds $1 solutions to the challenges they face. billion due to the stringent requirements for large clinical trials. At the same time, the pipeline for There is general agreement that the pharma R&D new “blockbusters” (defined as drugs with market model has to be completely reinvented to suc- potential of more than $1 billion in annual sales) cessfully address these challenges, adjust to the targeting the general population has pretty much industry’s new realities and continue to produce dried up, and pharmaceutical companies are new products efficiently and cost-effectively. increasingly developing drugs that address the To improve R&D “yield” in generating high- needs of specific smaller populations, a trend value, patient-centered and regulatory-approved called personalized medicine. treatments, R&D organizations must find a way to more quickly and effectively move from data to The impact on R&D departments has been decisions by focusing on activities such as: staggering: Not only do they have to find ways to do more with less, but at the same time, they also • Adopting predictive capabilities through have to become much more flexible, conducting adaptive trials, signal detection or predictive research on larger numbers of specialty clinical trial planning. -
Roland Berger Brand Perceptions 2016
EXTRACT CLIENT AND BRAND INSIGHTS 2016 BRAND PERCEPTION SUMMARY ROLAND BERGER 2 About this brand perception summary The data contained in this summary represents the views of clients (senior end users of consulting services) as expressed to us via an online survey, more details of which you’ll find in the section entitled “methodology”. It does not represent the view of analysts. The interpretation of that data, however, is ours. It’s based on the unparalleled knowledge that we’ve acquired through years of surveying and interviewing consultants and their clients, and through the work we’ve done—and continue to do—advising the leaders of the world’s biggest and most successful consulting firms about their businesses. A full list of firms for which brand perception summaries are available can be found towards the back of this document. REPORT EXTRACT: non-exclusively licensed for internal use only 3 Methodology In December 2015 we surveyed 2,649 clients—senior end users of consulting services from around the globe, all of whom had made extensive use of consultants—and asked them to tell us about three Firms included in our global study and consulting firms of their choosing, giving us 9,278 responses in total. We asked about those firms’ how we classify them: capabilities, across a range of consulting services, about the extent to which they deliver value relative to the fees they charge, and about the attributes they associate with each firm. We also asked about the Accenture Technology likelihood of using a firm, whether they have recommended a firm, and if that firm is their first choice Aon Hewitt HR for each service. -
Anti-Rebating Laws
50-State Survey: Anti-Rebating Laws State Statutory Text of Rebating Rule Statutory Provisions Regulatory Provisions, Bulletins, and Guidance No property, casualty or surety insurer, or any employee The statute does not prohibit: No insurer may engage in the following without risk of violating thereof, and no broker, agent or solicitor shall pay, allow or • Life insurers from paying bonuses to policyholders. Alabama law: give, or offer to pay, allow or give, directly or indirectly, as an • For policies issued on the industrial debit plan, making • Give a free policy to the bookkeeper, payroll clerk, or inducement to insurance or after insurance has been effected, allowance to policyholders who have continuously for a anyone employed in the office of a city, county, state, or any rebate, discount, abatement, credit, or reduction of the specified period made premium payments directly to an private school system for collecting the premiums from the premium named in a policy of insurance, or any special favor or office of the insurer in an amount that fairly represents the members of group insurance coverage and remitting the advantage in the dividends or other benefits to accrue thereon or savings in collection expense. premium to the insurer. any valuable consideration or inducement whatever not • Readjustment of the rate of premium for a group insurance • Give a free policy (premium paid) to any city or county specified in the policy except to the extent provided for in rating policy based on loss or expense. Superintendent of Education, principal, teacher, or president systems filed with the commissioner by, or on behalf of, the • Life insurers from allowing its bona fide employees to of a school system for permitting collecting of the premium insurer and approved by the commissioner. -
COVID-19 Thinking Through the Impact 27 February 2020
COVID-19 Thinking through the impact 27 February 2020 COVID-19, née Wuhan Novel Coronavirus, is certainly achieving celebrity status as viruses go. Google alone suggests it can find over 300,000,000 results for the subject. By contrast, the new Bond film, No Time to Die, is just under 180,000,000. COVID-19 is not a straightforward influenza virus, as it is One of the main characteristics of the SARS outbreak was often simplistically portrayed, but instead is a member of the ‘fear multiplier’ i.e. the reaction of the population to the Coronavirus family. This means that it is in fact closer outbreaks in their communities. For example, the economies to SARS than, for example, Avian Flu. Following this logic, in China, Hong Kong, Taiwan and Singapore were badly a comparison to the SARS outbreak of 2002/3 may affected and overall Asian currencies sustained big losses provide some insight with respect to the potential impacts as traders converted into the safe haven of US dollars, and of the outbreak. there were increases in the risk premiums associated with these ecnomies in international capital markets. SARS 2002-2003 One particular example highlights the power of the fear The emergence of the new and virulent virus Severe Acute multiplier. In March 2003 a tourist infected by SARS Respiratory Syndrome (SARS) in 2002 and 2003 claimed travelled from Hong Kong to Canada and effectively the lives of 774 people and infected over 8,098 people transported the virus there. Although the episode was worldwide1. The mortality rate for this virus hovered at contained it resulted in 44 deaths. -
WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY (Exact Name of Registrant As Specified in Its Charter)
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K (Mark one) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2017 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission File Number: 001-16503 WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY (Exact name of registrant as specified in its charter) Ireland 98-0352587 (Jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) c/o Willis Group Limited 51 Lime Street, London EC3M 7DQ, England (011) 44-20-3124-6000 (Address of principal executive offices) (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each Class Name of each exchange on which registered Ordinary Shares, nominal value $0.000304635 per share NASDAQ Global Select Market Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. -
LIMITED Financial Adviser (Insurance Broker) Disclosure Statement Name
CERTUS INSURANCE BROKERS (NZ) LIMITED Financial Adviser (Insurance Broker) Disclosure Statement Name of Broker: Warren Robertson FSP Number: FSP39363 Address: Level 3, Suite 304, 27 Gillies Ave, Newmarket, Auckland 1023 Postal: P O Box 8614, Symonds Street, Auckland 1150 Telephone number: (09) 365 5900 Email address: [email protected] Website: www.cibnz.co.nz It is important that you read this document The information contained in this document will help you choose a financial adviser that best suits your needs in relation to general insurance products and advice. This Disclosure Statement is required under the Financial Markets Conduct (Regulated financial advice disclosure) Amendment Regulations 2020. What sort of adviser am I and what are my duties as your adviser? I am a Financial Adviser who can provide advice to you on behalf of Certus Insurance Brokers (NZ) Limited (“CIBNZ”), which is a licensed Financial Adviser Provider under the licensing and regulatory body, the Financial Markets Authority of New Zealand (FMA) https://www.fma.govt.nz/ (as required by the Financial Services Legislation Amendment Act 2019). When giving financial advice I must: • Abide by the Code of Professional Conduct for Financial Services, ensuring I have and maintain through professional development, the competence, knowledge and skills suitable for providing financial advice. • Treat you fairly and with integrity, and listen to you carefully to discover your needs. • Recommend suitable products or services that meet your needs, and explain why. • Communicate clearly and concisely and ensure you understand the financial advice provided. • Protect your information. • Give priority to your interests. To view my registration and the CIBNZ license, go to the Financial Service Providers Register https://fsp-register.companiesoffice.govt.nz/ and search our company Financial Service Provider (FSP) number FSP25421.