A Comparison of the Big Four Professional Service Firms

Total Page:16

File Type:pdf, Size:1020Kb

A Comparison of the Big Four Professional Service Firms ARBEIDSNOTAT 08/18 WORKING PAPER This working paper provides a description of the Big Four Professional Service Firms (PSF): PwC, EY, KPMG and Deloitte. The working paper is based on publicly available A comparison of the Big Four information. It provides an overview of the Big Four PSFs, including their history, revenue, values, services and industries. The working paper describes the four PSFs Professional Service Firms according to the following topics: organization, recruitment, way of working, technology, corporate social responsibility, and alliances and clients. Overall, the paper offers a brief overview on how the PSFs create value. Ingeborg Louise Gustavsen Mathias Hove Zimmer Samfunns- og næringslivsforskning AS Centre for Applied Research at NHH Helleveien 30 NO-5045 Bergen Norway P +47 55 95 95 00 E [email protected] W snf.no Samfunns- og næringslivsforskning AS Centre for Applied Research at NHH Trykk: Allkopi Bergen SNF SAMFUNNS- OG NÆRINGSLIVSFORSKNING AS - er et selskap i NHH-miljøet med oppgave å initiere, organisere og utføre ekstern- finansiert forskning. Norges Handelshøyskole og Stiftelsen SNF er aksjonærer. Virksomheten drives med basis i egen stab og fagmiljøene ved NHH. SNF er ett av Norges ledende forskningsmiljø innen anvendt økonomisk-administrativ forskning, og har gode samarbeidsrelasjoner til andre forskningsmiljøer i Norge og utlandet. SNF utfører forskning og forsknings baserte utredninger for sentrale beslutningstakere i privat og offentlig sektor. Forskningen organiseres i program- mer og prosjekter av langsiktig og mer kortsiktig karakter. Alle publikasjoner er offentlig tilgjengelig. SNF CENTRE FOR APPLIED RESEARCH AT NHH - is a company within the NHH group. Its objective is to initiate, organize and conduct externally financed research. The company shareholders are the Norwegian School of Economics (NHH) and the SNF Foundation. Research is carried out by SNF´s own staff as well as faculty members at NHH. SNF is one of Norway´s leading research environment within applied economic administrative research. It has excellent working relations with other research environments in Norway as well as abroad. SNF conducts research and prepares research-based reports for major decision-makers both in the private and the public sector. Research is organized in programmes and projects on a long-term as well as a short-term basis. All our publications are publicly available. SNF Working Paper No. 08/18 A comparison of the Big Four Professional Service Firms by Ingeborg Louise Gustavsen Mathias Hove Zimmer SNF Project No. 4285 The working paper is written as part of the research project Cross-Border Value Creation at SNF funded by Research Council Norway, Deloitte, DNB, Laerdal Medical and Telenor. Centre for Applied Research at NHH Bergen, August 2018 ISSN 1503-2140 © This copy has been drawn up by agreement with KOPINOR, Stenergate 1, NO-0050 Oslo.The production of further copies without agreement and in contravention of the Copyright Act is a punishable offence and may result in liability to compensation. Preface This working paper is part of the FOCUS/Cross-border Value Creation (CiBiViCi) research program. The overall aim of the program is to study how firms organize their international activities to create cross-border value creation. Professional Service Firms (PSF) represent one type of firms in this program. The purpose of this working paper is to provide a description of the Big Four PSFs: PwC, EY, KPMG and Deloitte. The working paper is based on publicly available information. Ingeborg Louise Gustavsen and Mathias Hove Zimmer have collected, structured and summarized the information. Content 1 Introduction ................................................................................................................... 1 1.1 Who is this report for ........................................................................................................ 1 1.2 The structure of the report ................................................................................................ 1 1.3 Implications ....................................................................................................................... 1 2 The “Big Four” ................................................................................................................ 3 2.1 PwC ................................................................................................................................... 3 2.1.1 About PwC ........................................................................................................................... 3 2.1.2 Vision and values ................................................................................................................. 5 2.1.3 Services ................................................................................................................................. 6 2.1.4 Business areas and industries ............................................................................................. 8 2.1.5 Clients ................................................................................................................................... 8 2.2 EY ..................................................................................................................................... 8 2.2.1 About EY .............................................................................................................................. 8 2.2.2 Values, purpose, culture .................................................................................................... 10 2.2.3 Services ............................................................................................................................... 11 2.2.4 Business areas and industries ........................................................................................... 13 2.2.5 Clients ................................................................................................................................. 14 2.3 KPMG ............................................................................................................................. 14 2.3.1 About KPMG ..................................................................................................................... 14 2.3.2 Vision and values ............................................................................................................... 16 2.3.3 Services ............................................................................................................................... 17 2.3.4 Business areas and industries ........................................................................................... 20 2.3.5 Clients ................................................................................................................................. 20 2.4 Deloitte ............................................................................................................................ 20 2.4.1 About Deloitte .................................................................................................................... 20 2.4.2 Vision, purpose, values ...................................................................................................... 22 2.4.3 Services ............................................................................................................................... 23 2.4.4 Business areas and industries ........................................................................................... 25 2.4.5 Clients ................................................................................................................................. 25 3 Value creation in PSF .................................................................................................... 26 3.1 PwC ................................................................................................................................. 26 3.1.1 Organization ....................................................................................................................... 26 3.1.2 Recruitment and employees .............................................................................................. 28 3.1.3 Way of working .................................................................................................................. 31 3.1.4 Technology ......................................................................................................................... 33 3.1.5 Corporate social responsibility ......................................................................................... 34 3.1.6 Alliances and important clients ........................................................................................ 34 3.2 EY ................................................................................................................................... 35 3.2.1 Organization ....................................................................................................................... 35 3.2.2 Recruitment and employees .............................................................................................. 37 3.2.3 Way of working .................................................................................................................. 39 3.2.4 Technology ......................................................................................................................... 41 3.2.5 Corporate social responsibility ........................................................................................
Recommended publications
  • Billboard.Com “Finesse” Hits a New High After Cardi B Hopped on the Track’S Remix, Which Arrived on Jan
    GRAMMYS 2018 ‘You don’t get to un-have this moment’ LORDE on a historic Grammys race, her album of the year nod and the #MeToo movement PLUS Rapsody’s underground takeover and critics’ predictions for the Big Four categories January 20, 2018 | billboard.com “Finesse” hits a new high after Cardi B hopped on the track’s remix, which arrived on Jan. 4. COURTESY OF ATLANTIC RECORDS ATLANTIC OF COURTESY Bruno Mars And Cardi B Title CERTIFICATION Artist osition 2 Weeks Ago Peak P ‘Finesse’ Last Week This Week PRODUCER (SONGWRITER) IMPRINT/PROMOTION LABEL Weeks On Chart #1 111 6 WK S Perfect 2 Ed Sheeran 120 Their Way Up W.HICKS,E.SHEERAN (E.C.SHEERAN) ATLANTIC sic, sales data as compiled by Nielsen Music and streaming activity data by online music sources tracked by Nielsen Music. tracked sic, activity data by online music sources sales data as compiled by Nielsen Music and streaming Havana 2 Camila Cabello Feat. Young Thug the first time. See Charts Legend on billboard.com/biz for complete rules and explanations. © 2018, Prometheus Global Media, LLC and Nielsen Music, Inc. Global Media, LLC All rights reserved. © 2018, Prometheus for complete rules and explanations. the first time. See Charts on billboard.com/biz Legend 3 2 2 222 FRANK DUKES (K.C.CABELLO,J.L.WILLIAMS,A.FEENY,B.T.HAZZARD,A.TAMPOSI, The Hot 100 B.LEE,A.WOTMAN,P.L.WILLIAMS,L.BELL,R.L.AYALA RODRIGUEZ,K.GUNESBERK) SYCO/EPIC DG AG SG Finesse Bruno Mars & Cardi B - 35 3 32 RUNO MARS AND CARDI B achieve the career-opening feat, SHAMPOO PRESS & CURL,STEREOTYPES (BRUNO MARS,P.M.LAWRENCE II, C.B.BROWN,J.E.FAUNTLEROY II,J.YIP,R.ROMULUS,J.REEVES,R.C.MCCULLOUGH II) ATLANTIC bring new jack swing and the second male; Lionel Richie back to the top 10 of the landed at least three from each of his 2 3 4 Rockstar 2 Post Malone Feat.
    [Show full text]
  • Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019
    Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019 1 Session Date Topic / Outline Kickoff | Building a Fit for Consulting • Consulting / Career Path • Entrance Criteria 1 Feb 5 • Your Fit Assessment / Spark / Career Goals • Gaps for Advanced Degree/Non-MBA Candidates • Building Business Acumen and Case Skils WE ARE HERE Aligning Fit to Consulting FIrms • Industry Overview • Consulting Firm Landscape - Firms, Specialties | Big vs. Boutique WE ARE HERE Feb 19 • Approach to Firm Research 2 • Assessing and Aligning Your FIT • Networking as Research • Case Interview Preview Get the Interview • Resume Deep Dive Summer program 3 Mar 5 • Cover Letter Deep Dirve • Networking and Importance/Integration application dates are posted! Applications <<1-1 Resume Reviews! Noon-5pm>> due March-April. Get the Offer: Part 1 • Case Interview Practice Methods 4 Mar 19 • Experience Interview - Overview • Building Your Story Matrix • Creating SOAR Outlines Get the Offer: Part 2 • Resume Walkthrough Case Workshop Apr 2 • Common Questions April 28 | 10am-6pm 5 • Challenging Questions $50 • Wrap-up/Next Steps 2 TO ACCESS SESSION MATERIALS AND RESOURCES GO TO www.archcareerpartners.com/uchicagogcc-2019 3 AGENDA CCO Session 2| Aligning Your Fit Context Fit Activities u Consulting industry u Approach to firm u Networking as overview research research u Consulting firm u Assessing/aligning u Case interview landscape your fit preview 4 Context 5 The rise of the “knowledge” profession James O. McKinsey Management Consulting 6 Establishing
    [Show full text]
  • Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality Matthew .J Barrett Notre Dame Law School, [email protected]
    Notre Dame Law School NDLScholarship Journal Articles Publications 2008 Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality Matthew .J Barrett Notre Dame Law School, [email protected] Follow this and additional works at: https://scholarship.law.nd.edu/law_faculty_scholarship Part of the Business Organizations Law Commons Recommended Citation Matthew J. Barrett, Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality, 3 J. Bus. & Tech. L. 207 (2008). Available at: https://scholarship.law.nd.edu/law_faculty_scholarship/638 This Article is brought to you for free and open access by the Publications at NDLScholarship. It has been accepted for inclusion in Journal Articles by an authorized administrator of NDLScholarship. For more information, please contact [email protected]. Journal of Business & Technology Law Volume 3 | Issue 2 Article 2 1-1-2008 Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality Matthew .J Barrett Follow this and additional works at: http://digitalcommons.law.umaryland.edu/jbtl Part of the Accounting Law Commons, and the Corporation and Enterprise Law Commons Recommended Citation Matthew J. Barrett, Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality, 3 J. Bus. & Tech. L. 207 (2008) Available at: http://digitalcommons.law.umaryland.edu/jbtl/vol3/iss2/2 This Article is brought to you for free and open access by the Academic Journals at DigitalCommons@UM Carey Law. It has been accepted for inclusion in Journal of Business & Technology Law by an authorized administrator of DigitalCommons@UM Carey Law. For more information, please contact [email protected]. MATTHEW J. BARRETT* Sarbanes-Oxley, Kermit the Frog, and Competition Regarding Audit Quality It's not easy bein' green.
    [Show full text]
  • Emotional Fortitude: the Inner Work of the CEO
    FEATURE Emotional fortitude The inner work of the CEO Benjamin Finzi, Mark Lipton, Kathy Lu, and Vincent Firth Emotional fortitude: The inner work of the CEO Emotional fortitude—the ability to stay clear-headed while exploring one’s emotional reactions to sources of tension—can improve a CEO’s resilience to the stressors of decision-making and lead to better decision outcomes. HETHER AT A large, established firm or a work” that effective CEOs perform as they journey fast-growing one, making decisions through the decision-making process and live with Wwhile staring disruption in the face may the consequences. be the most grueling element of being a CEO. Data feels insufficient. Assumptions feel tenuous. Options feel How can CEOs increase their constrained. Timing feels rushed. chances of making an optimal Outcomes feel binary: The decision either takes the organization in the right decision when all of the direction or the wrong one. alternatives may not be known, Yet executives—particularly CEOs—are when time is not on their side, expected to be the most qualified people in their organization to make decisions. and when emotions play a central CEOs, perhaps more than those in any role before, during, and after the other executive role, feel enormous pressure to get it “right.” Even the most decision is made? level-headed CEO is apt to experience sleepless nights and personal doubts about the choices they make and the consequences The intellectual and emotional that result. If the decision ultimately proves to be a tensions of perilous decisions poor one, there is no one else to blame.
    [Show full text]
  • Global Center of Excellence for Healthcare
    Global Center of Excellence for Healthcare kpmg.com/healthcare KPMG INTERNATIONAL Global Center of Excellence for Healthcare Supporting clients with the very best minds from around the world. Health systems around the world are facing unprecedented The KPMG Global Center of Excellence for Healthcare challenges that require policy makers, payers, providers, contains some of the world’s leading healthcare professionals. and suppliers to rethink how they work. However, while the Individuals in this team have been at the heart of health reform problems are well known the solutions are taking time to and practice for many decades. Most have held senior positions materialize – and time is running out. New approaches to in the private and public sector and are prominent members of providing and paying for healthcare must emerge in the next highly influential think tanks and associations. Based in North few years. The organizations that succeed will be those that America, Europe and Asia/Pacific, the team is mobile and works are able to adapt, experiment, innovate and take risks. alongside our network of 156 member firms to design and implement creative and practical solutions for our clients that In these unprecedented times, healthcare leaders require harness the latest in national, regional and global perspectives. insight and guidance from audit, tax and advisory professionals We are proud to introduce our team in this document. they can trust. That is why leading organizations turn to KPMG’s global health practice. Our propositions revolve around five For additional information or to speak with one of our Center core themes: of Excellence team members, contact your local engagement • Working across regional health ecosystems to redesign partner or email [email protected].
    [Show full text]
  • Maureen Chakraborty CV
    MAUREEN M. CHAKRABORTY, PH.D. Managing Principal Phone: 212 492 8105 151 West 42nd Street Fax: 212 492 8188 23rd Floor [email protected] New York, NY 10036 Dr. Chakraborty is an economist with an extensive background in finance, accounting, and valuation. She has been retained both as an expert witness and as a consultant in a number of matters involving structured finance transactions and derivative securities, securities litigation, insider trading, tax and transfer pricing issues, valuation, and solvency. Dr. Chakraborty has consulted and testified in matters involving investment and trading strategies, the disposition and sale of securities (including mortgage- backed structured products), securities price movements, and a number of topics related to the financial crisis. She has also provided analysis on matters involving mergers and acquisitions, auction pricing, the determination of royalties, oil price forecasts, and matters involving large datasets. Her work has involved the development of financial and economic models, and the valuation of equities, fixed-income assets, options, and companies in the financial services, energy, telecommunications, transportation, sports and entertainment, and pharmaceutical industries. EDUCATION Ph.D. Economics, University of Notre Dame, Notre Dame, IN B.A. Economics, Colby College, Waterville, ME PROFESSIONAL EXPERIENCE 2003–Present Analysis Group, Inc., New York, NY 1995–2003 PricewaterhouseCoopers LLP, Dallas, TX Dispute Analysis & Investigations (1997–2003) Dispute Analysis & Corporate Recovery Group (1995–1997) SELECTED CONSULTING EXPERIENCE Securities . Evaluated issues related to loss causation, market efficiency, class certification, and damages in a number of securities litigation cases involving both equity and bonds. Provided assistance with settlement discussions and mediations, as well as filed expert reports and provided testimony.
    [Show full text]
  • KPMG Brand Perceptions 2016
    EXTRACT CLIENT AND BRAND INSIGHTS 2016 BRAND PERCEPTION SUMMARY KPMG 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.
    [Show full text]
  • Digital Era for ASEAN Conglomerates Hype Or Reality?
    Digital era for ASEAN conglomerates Hype or reality? Conglomerates have always played a key role in ASEAN economies, with a contribution by top 40 conglomerates, estimated to be more than 20% of the combined ASEAN GDP in 2015. With the digital revolution reshaping the business world across sectors, conglomerates need to devise effective digital strategies to strengthen their leadership position, or find themselves being challenged by more agile newcomers. The USD 100+ billion opportunity for ASEAN conglomerates “Digital” is a hot topic that has forced businesses to question whether it is a passing trend or a strategic topic of substance. Often, we have observed clients consider “digital” as a silver bullet for devising innovative ways of upgrading the business in search of extra opportunities of growth and value. But there are still questions that are not clearly understood. Is digital all about start-ups or is it relevant to established companies? Is it limited to delivering better customer experiences and efficiencies or for enabling focused targeting of sub-segments? Within the ASEAN context, business leaders are also faced with the challenge of managing the diversity and complexity of multiple markets ranging from a fully developed economy (e.g. Singapore) to a market that is only recently opening up to global practices (e.g. Myanmar). How will the digital economy emerge in different markets of ASEAN given such diversity? These are added complications requiring views on how to localize digital innovations to fit the varying market environments. We believe that business leaders need to start by asking the fundamental question “Does digital matter in ASEAN?” Without conviction in this issue, there will be doubts on whether it is even worth putting the topic on the table.
    [Show full text]
  • BRENDA LEE by Tamela Meredith Partridge “Herald & Review” Newspaper Decatur, IL
    BRENDA LEE by Tamela Meredith Partridge “Herald & Review” newspaper Decatur, IL. © 2003 Country Music Hall Of Famer, Brenda Lee, will bring her vibrant vocals to Nashville North USA on Saturday, November 20 at 5 p.m. and again at 8:00 p.m. Tickets are $23.50 and avail- able through the Nashville North USA box office or by calling 287-2103. Country and pop star Brenda Lee has been rockin’ music fans around the world for over four decades with such chart- topping hits as,“Rockin’ Around The Christmas Tree,” “I’m Sorry,” “The Crying Game,” “Nobody Wins” and “Big Four Poster Bed.” “I loved every song I ever recorded,” Brenda Lee said during a recent phone interview. “If I had not, I could not have sung them.” The songstress was born Brenda Mae Tarpley, the second of four children to parents Ruben and Grayce, in a Atlanta, Georgia hospital charity ward. Destined to sing her way out of an impoverished childhood, the young vocalist was first introduced to the music business at age five when she won first place at a local talent show with a touching rendition of “Take Me Out To The Ballgame.” Her father, a carpenter and semi-professional baseball player, was killed in a construc- tion accident when Brenda was only eight years old. In order to support the family, her mother went to work in a cotton mill while Brenda began singing to supplement the family income. Launching her professional singing career at age eleven on entertainer Red Foley’s popular weekly television show, “Ozark Jubilee,” provided a recording contract and financial relief for the struggling family.
    [Show full text]
  • Accenture • Deloitte & Touche • KPMG • Pwc
    Professional Services: Pharmaceuticals: Financial Services: Consumer Goods: Food & Drink: Accenture Abbott Allianz UK 3M Bacardi Deloitte & Touche AbbVie Arab African International AkzoNobel Britvic KPMG Astra Zeneca Bank Clarks Coca-Cola Enterprises PwC GlaxoSmithKline Aviva/Friends Life General Mills Coca-Cola Hellenic AXA Japan Tobacco Diageo Travel & Hospitality: Industrial & Energy: Barclays JTI SA Heineken First Group AngloGoldAshanti Capital One JTI UK Kellogg's Go Ahead BAE Systems Citi L'Occitane Mondelez Manchester Airport Jaguar Land Rover Deutsche Bank Philip Morris International Media: Group Johnson Matthey HSBC Management S.A. Michelin ING Ricoh UK Aegis Retail: Rolls-Royce Intesa San Paolo BSkyB Utilities & Services: Home Retail Group Siemens Investec Plc Experian Jeronimo-Martins Skanksa IPF (International Anglian Water Liberty Global Europe John Lewis Partnership Wood Group Personal Finance) Centrica Pearson Marks & Spencer Nationwide Deutsche Post DHGL Reed Elsevier Property, Construction, Southern Co-operatives Provident Financial Group Housing & Facilities: Legal: The Boots Group Prudential DP World The Co-operative Group BAM Construct UK Rothschild EDP Freshfields Bruckhaus British Land Santander UK Galp Energia Deringer Technology & Telecoms: Hammerson Schroders National Grid Linklaters Alcatel Lucent Intu Properties plc St James's Place Port of Tyne Olswang ARM ISS UK Standard Chartered Royal Mail Wragge Lawrence BT JLL UK Standard Life ScottishPower Graham & Co LLP Deutsche Telekom AG L&Q Housing Group The Royal Bank of Severn Trent Intel Corporation Land Securities Scotland Group SGN ST Microelectronics Lend Lease UBS Terna Workday Foundation Quintain Estates & UniCredit Thames Water Development PLC Zurich United Utilities Sanctuary Housing Group Shaftesbury The Crown Estate Willmott Dixo .
    [Show full text]
  • The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 the 12 Providers That Matter Most and How They Stack up by Leslie Joseph May 21, 2019
    LICENSED FOR INDIVIDUAL USE ONLY The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 The 12 Providers That Matter Most And How They Stack Up by Leslie Joseph May 21, 2019 Why Read This Report Key Takeaways In our 23-criterion evaluation of Microsoft Avanade, HCL Technologies, And PwC Lead Dynamics 365 service providers, we identified the The Pack 12 most significant ones — Avanade, Cognizant, Forrester’s research uncovered a market in DXC Technology, HCL Technologies, Hitachi which Avanade, HCL Technologies, and PwC Solutions, IBM, Infosys, KPMG, PwC, Sonata are Leaders; DXC Technology, Hitachi Solutions, Software, Tata Consultancy Services (TCS), and Infosys, KPMG, and Sonata Software are Strong Wipro — and researched, analyzed, and scored Performers; and Cognizant, IBM, TCS, and Wipro them. This report shows how each provider are Contenders. measures up and helps application development Business Consulting, Cloud, And Delivery and delivery professionals select the right one for Excellence Are Key Differentiators their needs. As Microsoft Dynamics evolves into a business applications platform, breadth of consulting and delivery capabilities and depth in intellectual property (IP) and domain knowledge will dictate which providers will lead the pack. Vendors that can provide these capabilities position themselves to successfully deliver Microsoft Dynamics services to their customers for high business impact at low risk. This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All
    [Show full text]
  • GES 2020 SENT 10Th TEMPLATE for SPEAKERS BIOS PP NOV. 1-12-20 VER 10
    Simos Anastasopoulos is a graduate of the Department of Electrical Engineering of the National Technical University of Athens (NTUA), and holds a Master’s of Science Degree in Mechanical/Automotive Engineering from the University of Michigan in Ann Arbor. He has worked for two years for General Motors Corporation as a development Engineer at the Milford Proving Ground. Since 2002 he had Been the Managing Director of the company and in 2013 was named Chairman and CEO of PETSIAVAS S.A. Since July 2020, he is President of Associations of S.A. & Limited LiaBility Companies. He is the elected President of the Council on Competitiveness of Greece, since its foundation in 2018. He is also a member of the Board of the Pan-Hellenic Association of Pharmaceutical Industries and a memBer of the General Council of SEV Hellenic Federation of Enterprises. Since June 2019, he is President Emeritus of Simos Anastasopoulos the American-Hellenic ChamBer of Commerce after a tenure of 6 years as the elected President. President Simos Anastasopoulos was Born in Athens in 1957, is married to Peggy Petsiavas and has two daughters. The Council on Competitiveness of Greece (CompeteGR) Born in 1961, Dimitris Andriopoulos has significant experience in the real estate, tourism, shipping and food industries. For more than 30 years he has been the head of major operations and projects in Greece and abroad for Intracom, Elliniki Technodomiki - Teb, Superfast Ferries and McDonald's. Since 2005 Mr. Dimitris Andriopoulos is the main shareholder and Chief Executive Officer of Dimand SA, an Athens based leading property and development company specializing in sustainable (LEED Gold) office developments and urban regeneration projects.
    [Show full text]