Pwc Global Power and Utilities Statement of Consulting Capabilities

We don’t just consult… we deliver

www.pwc.com/utilities

PwC global power & utilitiesstatement of consulting capabilities

CustomersAssets and operations

RegulationPeople and change

Commodities and risk management

Financial and systems integrity

Introduction 3

PwC power & utilities consulting – much more than the sum of the parts 4

Making your ambitions a reality 8

Assets and operations 8

capital projects 8

transmission and distribution 10

generation 12

supply chain 14

cybersecurity 14

Customers 16

People and change 18

Regulation 20

Commodities and risk management 22

Financial and systems integrity 24

What makes us different? 26

Contacts 27

Contents

Making the connections…

…to make you strongerIn an interdependent world, making the connectionsbetween the impacts in one place and those in anotheris important. Inside a company, it is vital. And, in thepower and utilities sector, it is even more vital. Our bigstrength is to identify those connections, bringingdifferent capabilities and workstreams together,making sure every project you undertake is connectedto making your business stronger overall.

2 Global power & utilities statement of consulting capabilities

IntroductionEverything we do is designed to help you deliver on your ambitions. Our aim is to move far beyond advice and support, going all the waydown the line to help you make your ambitions an operational reality.

We’re strong on lots of things –including technology, people,process, data, governance andstrategy. But our big strength isbringing them all together – makingsure every project you undertake isconnected to making your businessstronger overall.

We’ve looked hard at your industry.We’ve drawn on decades ofexperience and pulled togetherspecialists with a wide range ofskillsets – from strategy and financeto engineering and IT – to focus onthe issues that matter most in thepower and utilities industry.

The result is an approach that makesit easier for you to look in front,behind and all around to deliver thebest possible result. It means ouradvice and support is geared togiving you maximum impact andvalue for your business as well as onthe immediate project challenge.

We can deliver you all the parts, butour focus is on making the wholegreater than the sum of the parts.

Global power & utilities statement of consulting capabilities 3

Norbert SchwietersGlobal Power & Utilities Leader

David EtheridgeGlobal Power & Utilities Advisory Leader

At a glance– why PwC?

We are willing to invest in our relationship with you and view all projects as a long-term commitment.

We tailor our services around your needs not the other way around. Because we have global scale and a wide range of skills, we can deploy integrated teams with the industry insight that your specific project demands.

We give you independent advice and support with no links to subcontractors, software providers or outsourcing service solutions.

We offer proven state of the art methodologies,customised to your needs including a number of exceptional in-house developed tools and industry-specific methods.

We have subject matter specialists and consultants with extensive practical hands-on industry and consulting experience.

We have a track record of large successful transformation projectsas well as achieving significant cost savingsand efficiency gainsfor our clients.

We give you a full serviceoffering. Our multi-disciplinary capability gives you the support you needto cover all aspects of a challenge.

When you team up with PwC you are teaming up with peoplewho understand the big challenges facing the sector. With morethan 4,000 sector specialists and offices in 158 countries, wework with power and utilities companies in just about everylocation that they do business.

PwC power & utilities consulting –much more than the sum of the parts


We’re on hand every day as yourneighbours in your community but we arealso present in all the places worldwidewhere important things are happening in the industry. And we put that reach to work for you through our global powerand utilities centre of excellence. It’s not a physical centre. It’s much more powerfulthan that. It’s a channel for accessing theknowledge of all our subject specialistsaround the globe.

We’re able to rapidly deploy a big range of skillsets to address your particularproject challenges. You’ll know us for ourcore strength in finance but our teams also include engineering, technology,human resources, IT and data specialists to name just a few.

And we have practical in-depth experienceright across the power and utilities valuechain – from upstream energy supply allthe way through the generation,transmission, distribution, sales andmarketing value chain.

Strong on delivery

With PwC, you get a consulting servicethat offers you distinct advantages. We’reable to focus on strategy if you need us tobut we’re also strong on turning strategyinto reality, drawing on skills in finance,technology, people, operations, risk andindustry restructuring. We’re able to giveyou much more than a strategy house can,getting you much further along thedelivery road.

Our focus is on you and that focus is notdistorted by where we are coming from.We are a genuine ‘client-side’ advisor.Unlike many systems integrators, forexample, PwC is independent of softwarevendors and others who sell proprietarysolutions. We also employ a wide range ofexperience and specialists. Other largeconsultants are often mostly technologydriven, and lack PwC’s breadth of verticalcapabilities.

Strong on industry understanding

We know how your industry is changingand the extent of the challenges in front of you. Transformations in technology,regulation, customer expectation andmarket dynamics are resulting in majorchallenges and opportunities for powerand utility companies. Companies arefacing huge capital investment challengeswhile also moving to extend their presence in high growth markets globally.We anticipate a future with a much widerrange of technologies and where the shapeof the industry will be different.

Getting the best operational excellence andperformance from existing assets, whilepositioning for new and different growthroutes, is becoming more important thanever. Making the connections betweendifferent projects to add to your company’sstrength is all-important. Our focus on theindustry through our global presence andcentre of excellence means we can offer in-depth knowledge and understanding ofmany of the issues that matter most – suchas customer management & smart energy,renewable & cleaner energy, nuclearenergy, capital projects & infrastructure,enterprise asset management & energytransformation, industry regulation,commodity trading & risk management.

Strong on methodology

We combine a strong results orientationwith in-depth insights and provenmethodologies. These include PwC’sTransform Methodology which providesguidance for preparing, conducting andimplementing organisation change projectsand programmes. We’ve also drawn on ourdeep experience of working alongsidepower and utilities companies to developour Connected Power and Utilities Model.

The Connected Power and Utilities Modelenables companies to focus on the areasthat we have identified as core drivers ofvalue in the power and utilities industry –fiscal integrity, customers, assets,employees, regulation, and commodities.The model’s framework helps utilitycompanies:• Ensure alignment of operational

strategy to deliver on the core drivers of value.

• Optimise operations across the business.• Maintain a balanced focus on

operational excellence, risk management and cost effectiveness.

It enables companies to pinpoint theintersection points and capabilities that are vital for optimising performance. By building up a living repository ofknowledge content across the mostimportant industry dimensions andcapabilities, it gives power and utilitycompanies a head start for deliveringimprovement.

Strong on analytics andreporting

We are helping utilities at all managementlevels to track and manage enterpriseperformance management by developingbusiness intelligence systems anddashboards. We have created two solutionaccelerators to help deliver analyticalcapabilities to our power and utility clients– Connected Analytics and Metric TouchiPad app.

Connected Analytics overviewThis provides a forward-thinking businessanalytics framework to move beyond silos of operational information to cross-business strategic analysis. Our ConnectedAnalytics framework provides power andutility executives with a cross-organisationview of key process performance,interdependencies and new opportunitiesfor efficiency. It has a pre-built library of over 100+ KPIs tailored to eachexecutive’s responsibility.

Metric Touch iPad appAll the metrics from PwC’s ConnectedPower and Utilities model, configured for your company, to give you real-timedata on your operations at the touch of a screen. It means you can give all yoursenior executives and management teamfully mobile and easy access to the datathat matter.


• Business strategy, market trends, and predictive models help push information and key metrics to executives.

• Connected analytics link various business intelligence solutions through executive dashboards, business scenarios, and predictive models.

• Executive dashboards enable key business stakeholders to make business decisions based on relevant and timely information.

• KPI watch list tailored to each executive’s responsibility with the capacity to cross over business functions.

• Leverages existing enterprise business intelligence investments in the areas of ERP, CRM, CIS, asset management and others.

• Enables drill-down to existing operational information and delivered analytics.

Connected Analytics – at your fingertips

Strong on knowledge

PwC has added considerably to itsconsulting capacity in recent years. The map above highlights a selection ofrecent acquisitions. We’re also at the heart of the power and utilities sector – on hand when companies, governments or regulatory bodies need top-level advice on major change, such as reform of market structures or hands-on deliveryof the resulting programmes. At aninternational level, we are the fundingpatron of the World Energy Council and a longstanding partner and sponsor of the World Energy Congress.

PwC’s Annual Global Energy, Utilities and Mining Conference regularly formspart of the International Energy Agency’s global roadshow to launch its annualWorld Energy Outlook. PwC and the World Economic Forum have beenstrategic partners since the mid-1980s.PwC is a knowledge provider for theAnnual Meeting in Davos-Klosters,Switzerland, and regional summitsconducted by the World Economic Forum every year.

In many of the individual countries inwhich we operate, we are members ofleading industry associations. For example,in the US we are an active member of the Edison Electric Institute, providingspeakers for some of their major eventsand instructors for a large number of theinstitute’s member training courses. We have similar involvement in industryassociations in countries ranging fromBrazil to Japan, from China to Chile.

Growing stronger – recent additions to the PwC consulting fold

Source: PwC

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CanadaBearing Point teamJRS PartnersKarabus Management MTS Allstream

United StatesAlaris ConsultingAnt’s Eye ViewBearing PointDiamond Technology & Consulting EntologyEquinox ConsultingFolio TechnologiesISHNDSRay Group InternationalVridis

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BrazilConsulting catalysthires

IcelandParX Consulting

United KingdomDiamond Technology & ConsultingLogan TodParagon Consulting

DenmarkE&YGrant Thornton

NetherlandsProxyonTruEconomy

3

4

5

6

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BelgiumS&V

FranceAsk ConseilSellam

SwitzerlandB&M Management

GermanyKPMG IM team

AustriaBeyond ConsultingPSW

CEEDeloitte FS team

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MoroccoAyel

TurkeyParagon Consulting

Middle EastParagon ConsultingUK alliance & E&Y team

South AfricaLMDPick MphutiRemChannelSouthpaw

IndiaBearing Point

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ChinaBearing PointChina Care Group

ThailandGT team hire

SingaporeBearing PointParagon Consulting

JapanBearing Point

AustraliaMainsheet ConsultingThe Difference

PRTM

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56

789

10

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…Take a look at independent analyst reviews of our consulting services. We’ve been rated as a leader in worldwide business consultingservices, worldwide strategy consulting services,worldwide operations consulting, as well as aleader in magic quadrant for business operationsconsulting services.1

Don’t just take our word for it…

1 IDC MarketScape: Worldwide Business Consulting Services2012 Vendor Analysis, Doc# 233425, March 2012; IDC, IDCMarketScape: Worldwide Strategy Consulting Services 2012Vendor Analysis, Doc# 236019, July 2012; IDC MarketScape:Worldwide Operations Consulting Services 2012 VendorAnalysis, Doc #236022e. Gartner Research, September 2012.


PwC and capital projects– morethan the sum of the parts

Driving portfolio and project success with project management technologysolutions.

Providing proven processes, tools and templates to plan and deliver capitalprojects.

Consistent application of leading practices in capital portfolio planning andexecution toachieve transparency and accountability in project delivery.

Deploying experienced capital project professionals to support critical projectoversight functions.

Determining your organisational readiness to achieve project goals, identifyingrisks and defining mitigation strategies.

Providing executive management with an independent view ofgovernance and control effectiveness.

Improving project management decision-making, and consistentlydocumenting prudencyof project decisions.

Assets are the lifeblood of the power and utilities industry.Power stations, gas pipelines, electricity cables, substations, the list goes on. And that is before counting all the dataassets, buildings, people and other assets that are part ofrunning a modern business.

Capital projects

It’s a period of capital project expansion in the sector. But it’s very different fromprevious such periods. Companiesthemselves have changed dramatically.Their market context is very different. The investment and regulatory climatehas changed. Globally, more capitalprojects are located away from OECDcountries. And there is the rapid rate oftechnological change. When you come toplan a project, for example, you have toallow for the way in which technologyand software will have moved on by thetime the project is completed.

By their nature, capital projects are notpart of day-to-day operations. Whetherrelated to infrastructure, construction of a new plant, buildings or systems, theyrequire separate financing, management,governance and assurance. The scale ofprojects in the power utilities sectorpresents immense challenges at the best of times.

When we speak to CEOs in the sector in our annual CEO survey, assets andoperations are top of their agenda. 70% are planning to increase capitalinvestments and operational effectivenessheads up their ‘top three’ list of investmentpriorities, followed closely byimplementing new technologies.

Maximising the performance of existingassets, delivering new assets throughlarge and often complex capital projectprogrammes, and deciding what to dowith ageing infrastructure all go to theheart of the business challenge faced bypower and utilities companies.

On top of this come challenges to assetintegrity such as cybersecurity. The cost and margin implications ofunderperformance can be enormous.PwC can help your company get thingsright enabling you to deliver goodresults right across the power andutilities value chain.


Assets and operations Making your ambitions a reality

PwC – responding quickly to anoffshore construction crisisContextThe construction and development ofoffshore windpower carries significantrisk and the potential for unforeseensetbacks. PwC was contacted by aleading engineering and technologycompany who had been confronted withmassive loss notifications on some of itsoffshore power transmission projects.These were of sufficient magnitude tothreaten the profitability of its entireworldwide energy transmission projectportfolio.

Comment“PwC immediately set about validating and verifying the risks, both on the projectsdirectly affected and on the wider worldwide portfolio. In the space of two weeks, 30 international PwC professionals were deployed in seven different countries across three different continents. The project demonstrated our ability to quickly assemble and mobilise an effective team. Our focus was to eliminate uncertainties within running projects, which threatened the EBIT and the cash flow of a successful business. We were able to give the company transparency, validation and verification of the risks. The result was a sound platform to prepare corrective actions and begin to get the projects back on track.”

How PwC can help

We can help right through the lifecycle of acapital project – from initial funding anddevelopment through to execution andimplementation. Some examples include:• capital project funding• project management – portfolio

management, project planning, tax planning, project execution, project data analytics, quantitative risk analysis, procurement and contracts

• project governance and controls – governance and controls, risk assessment

• capital project technology• capital project regulatory support• capital project recovery – dispute

resolution and forensics, troubled project turnaround

• disaster preparedness• integrated fund, M&A and post-deal

services• ‘mega event’ infrastructure planning –

governance and controls, portfolio management, project planning, risk assessment, project execution, project technology, internal audit and regulatory support.


Transmission anddistribution

A range of technological innovations are bringing the potential for a stepchange in grid efficiency. Smart gridtechnologies and automation can reducecost and improve quality, enabling theintegrated and optimal use of distributedand renewable generation, promotinginteraction between supply and demandtechnologies and between the consumerand the utility.

But companies face a difficult transmissionand distribution balancing act. Not only isthere the literal physical balancing ofpower in a new much more volatiledistributed power environment withmultiple sources of intermittent renewablegeneration. There is also the need tobalance maintenance of ageing assets withthe development of next generationinfrastructure.


PwC and T&D– more than the sum of the parts

2Assistance with applying leading processes andpractices in T&D asset & workmanagement across distributedoperating and organisation structures.

Deploying proven methodology to plan, design, rollout and maintain technology solutions with successful user adoption and benefit realisation.

Improving your ability to execute as well as inform upstream strategy and investment plans to achieve operational objectives in safety, reliability, compliance, efficiency, customer andemployee engagements.

How PwC can help

Whether it is delivering the very bestoperational performance from existingtransmission and distribution assets orrolling-out the next generation of smartgrids, PwC is on hand to help yourcompany.

Delivering T&D operational excellenceWe help companies design, simplify,standardise and integrate businessprocesses, practices and their supportingtechnology solutions through major phasesof T&D asset and work management todeliver work on target – budget, scheduleand scope – to meet the company’soperational and financial objectives. Our services include:• asset management – business

intelligence roadmap/solutions, capital programme execution and critical project recovery

• work management – workforce mobility strategy/deployment, work and resource planning strategy

• records and data management – records/information management, data transformation process design/procedures

• technology implementation – business case development, process alignment, deployment planning/management

• public safety – emergency prevention, preparedness/response

• regulatory compliance – quality assurance/controls, rate recovery/regulatory support.

Delivering smarter gridsWe help companies address the issues that will be key to success all the wayalong the smart grid project life cycle – from optimising the regulatoryenvironment through to roll-out andmaximising the smart grid opportunitypost-implementation.• strategy and planning – business case

development, alignment of the smart grid plan to organisational strategy and overall project management

• technology integration – selection and implementation of technology and IT solutions to support smart grid initiatives

• business process readiness – optimisation of critical processes to ensure the value of smart grid investment is achieved

• compliance and risk management – validation of all compliance/contractual obligations to ensure they are achieved and managed

• regulatory and cost recovery – alignment of initiatives with market, regulatory and stimulus requirements.

Delivering a major US smart meter roll-outContextPacific Gas and Electric (PG&E) hadalready deployed 3.5 million gas andelectric smart meters throughoutnorthern California as part of NorthAmerica’s largest smart meter roll-out.As part of the next phase of the roll-outthey had to deliver 10.2 million smartmeters in a US$2.2bn, five-yearprogramme to 2012.


ImpactWe leveraged our understanding of theindustry to implement processes andimprovements that fitted with the needs ofthe project and the project team. As aresult, the project has demonstrated strongPMO capability to the utility regulator, and has been able to operate and managescope, schedule and budget to successfullymeet project goals. A collaborative projectenvironment was key to the project’ssuccess, and enabled us to effectivelyimplement the real-time process changeswhich were needed to ensure the bestoutcome for the client and their customers.

What we didWe provided extensive consultingservices to the project, includingparticipation in all executive steeringcommittee discussions and contributionto eight distinct work streams. Thisincluded key areas such as programmemanagement office (PMO) processesand controls design, business processdesign, and deployment of real time costand customer impact metrics. We alsoprovided an integrated quality assuranceand process design team, whichreviewed PMO processes and proceduresacross nine functions.

Creating the re-engineered organisationContextA large African power utility wasstructured in generation, transmissionand distribution divisions.Acknowledging the shortage of skillsand new demands, it restructured and combined all engineering ina single division. This required theestablishment of new, updated and re-engineered business processes.

What we didPwC was requested to assist with thedevelopment programme for newengineering business processes.These were completed in record timeand reduced average cost. Further

ImpactThe benefits from the project includestandardised processes, structures andsystems across the organisation whichreduce silo operations, improve assetavailability, plant performance, EAF and SAIDI and, specifically, utilisation of scarce engineering resources.

assistance was provided in managing the development programme on newways of working and processes, training,change management, deploymentplanning and benefits realisationmanagement. The programme includedbusiness processes required forengineering business management,engineering design, technologymanagement, specialised engineering,technical assurance and supportservices. In addition to the processdetail, the following were developed:enterprise KPIs, process risks andmitigation actions and controls, RACImatrices, reports, document templates,standards and system implications.

PwC and generation – more than the sum of the parts

Enhancing asset risk management.

Improving safeplant operations.

Extending asset life, providing significant cost reductions.

Driving reduction in plant maintenance requirements and maintenance-relatedactivity costs.

Focusing the organisation on moreefficient and effective methodsfor deployment of capital and other organisational resources.


Generation

The world faces a major powergeneration challenge. In growth marketsit is the challenge of expandinggeneration capacity to respond toincreased demand. In mature markets, it is the challenge of replacing ageing orless clean power plants. Either way, itmeans investments in generation arehigh on the agenda of most companies.PwC’s global survey of the companies inthe sector found that over two thirds(68%) of survey participants are makingmajor or very major investment inupgrades and replacement generation.

As well as investing in new andreplacement generation, power generatorsface a continual need to get the best fromexisting assets. This means identifying and implementing sustainable changes to improve system reliability, controlmaintenance and operating costs, andimprove life expectancies of current plantequipment. At the same time, generatorsface new risks as they sell into a morecompetitive and commoditised powermarket.

Resource shortages characterise thecurrent management environment ofpower utilities. This makes it even moreimportant to make the most of resourceefficiency and reduce waste in high impactareas. The limited availability of capitaland skills, and increased demand forenergy availability, is focusing attention on optimising utility company resourcebases.

How PwC can help

PwC can support you to achievesustainable improvements in assetperformance and reduced asset-relatedcosts, through an Enterprise AssetManagement approach for performanceimprovements, system implementationsand reliability techniques designed tocomplement each other and drivesignificant organisational improvement.Our EAM services include: • performance improvement• implementation services • business process modeling• EAM assessments

(process/organisational)• asset reliability optimisation for

new/existing asset systems• subject matter specialists (for audit,

product selection, assessment, PMO, etc)

• geospatial technology (GIS).

PwC can assist with specialised services to streamline utility operations and reduce waste:• Identification and prioritisation of

business areas where waste reduction will have maximum impact.

• Implementation and training on specialised Lean/6sigma tools and techniques.

• Development and implementation of new business processes.

• People and change programmes to entrench the ‘new world of work’.

• Management programmes to ensure reporting of actual benefits achieved.

Examples of application in generation,transmission and distribution include:• Powerplant operations (e.g. improving

heatrate, conversion efficiency and capital utilisation).

• Maintenance (e.g. improving availability, EAF, SAIDI).

• Shutdown projects (e.g. reducing duration, improving availability).

• Asset management (e.g. improve availability, delay or reduce capital investment requirements).

• Capital projects (e.g. reducing duration, optimising capital efficiency).


PwC and China’s DayaBay nuclear powerstation

Comment“CGNPC needed to be able to demonstrate worldclass business controls, practices, and transparencyto participate in world financial markets and toadhere to world nuclear safety standards. The projectwas able to deliver clear and verified reporting into acomplex multitude of processes, organisations, andtools. Another system integrator had failed. DNMCwas in the unenviable position of having a projectthat had to be restarted from the beginning. Theproject included a team of PwC American ERP/EAMspecialists integrated with a team of PwC Chinaconsultants with further support from our GlobalDevelopment Center (GDC) in Beijing.” (PwC)

ContextDaya Bay is the largest operating nuclearcomplex in the world. PwC assisted theDaya Bay Nuclear Management Company(DNMC), and its holding company ChinaGuangdong Nuclear Power Corporation(CGNPC), to implement SAP’s ERP andEAM solution at three existing power plantsfor six operating reactors. This solution will provide Daya Bay’s management fullfinancial and enterprise asset management,coordinating everything from daily plantoperations, maintenance, supply chain, and financials.

DeliverablesThe project was completed in less than 18 months. The full original project scopewas completed on time and on budget. The business scope included end to endfinance, costing, supply chainmanagement, work management, assetmanagement, plant operations andblocking, and HR time entry. The solutionis the foundation upon which CGNPC canmanage its fleet of five other nuclear sites(20+units) currently under construction.

Better operational performancemanagement for a French utility companyContextIn an increasingly aggressive competitive environment, this majorFrench utility company identified the need to move to a more focused and value-added performance management scheme, robustly linking financial and operational data throughout the organisation.

What we didWe acted as the architect of the newperformance management frameworkand assisted the company in designing,implementing and rolling-out acomprehensive large-scale transformationprogramme. We used our provenworkshop-based methodology and co-constructed the target solution withthe client teams, including a set oftransitional improvements.

ImpactThe project is still in progress but some of the main impacts so far include:• General mobilisation of participants

around transformation and clear understanding of the need for and objectives of the project.

• Better visibility of the contribution of operational units to global performance.

• Empowerment of people all along the management lines.

• Increased performance and better monitoring of activities and time.

Supply chain

Getting the best asset performancedepends also on getting the best fromyour supply chain. Power and utilitycompanies need to get the right materialsat the right time to the right place in allsorts of circumstances, both routine and sometimes in emergencies. Rapid responsiveness and visibility allalong the supply chain are essential.

Companies also need to look foropportunities to sustainably leverage the supply chain to drive down cost,increase productivity and add to customer value.

How PwC can help

Supply chain and logistics management:• Supply chain strategy and network

design.• Forecasting and demand planning.• Material logistics optimisation

(inventory management, warehousing,transportation, spares asset management).

• Fleet management.

Sourcing, procurement and supplymanagement• Strategic sourcing.• Category management.• Contract & supplier

relationship/performance management.• Procure-to-pay process improvement.

Cybersecurity

Cybersecurity has risen fast up the list of corporate and national securityconcerns. Power utility plants,infrastructure, operational and customerdata are critical assets that could be aprime target for cyberattack.Cybersecurity needs to be an intrinsicpart of everything that companies do and considered right across all existingoperations and activities. It needs to bebuilt in right at the outset of newbusiness initiatives.

The importance of cybersecurity is alsogaining regulatory impetus. For example,in the US, as part of an initiative toimprove the security of the country’scritical national infrastructure, the Obamaadministration has issued an executiveorder directing federal departments andagencies to strengthen cybersecurity. The executive order is a sign of things tocome in all countries and companiescannot afford to be behind the curve in this essential area. The clock is ticking for companies to make the necessarypreparations to position theirorganisations accordingly.

How PwC can help

We can help companies in a number ofways to reduce the cyberattack threat.Examples include:• IT security, privacy and data protection –

identity and access management (IAM),business continuity and disaster recovery programmes, enterprise architecture,outsourcing advisory services.

• Regulatory compliance – national regulations, quality assurance/controls, rate recovery.

• Disaster preparedness.• ‘Mega event’ infrastructure planning.


PwC and your supply chain – more than the sum of the parts

P

Helping you build anefficient and service-oriented supply chain.

Establishing leadership in a green,sustainability-basedsupply chain.

Establishing performanceexpectations and measuring performanceacross the entiresupply chain.

Aligning thesupply chain with the business units, while capitalising on an efficient centralisedorganisation.

Providing visibility and control of inventory throughoutthe supply chain, and focusing on reducing inactive inventory.

Delivering sustainablereductions in utility spend on materials and services.

Establishing lean but effective supply chain and fleet operations

Creating service-oriented supply chain organisation, processes and systems.

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Developing a PV supply chain in IndiaContextA Taiwanese manufacturer of thin-filmsolar PV modules was looking to expandin India. The company needed tounderstand the market potential, findthe right partners to help sell theirproducts, and select a strategic partner tobuild a new turnkey manufacturing plant.

ApproachOur team took a comprehensive look acrossthe entire solar supply chain in India. We started by assessing the potentialmarket for solar PV modules in differentsegments and identifying potential partnerslike utilities, developers and integrators,manufacturers and distributors. Then wecreated a selection matrix to rank potentialtargets based on the company’s priorities.

We also prepared a pitch document toshowcase the value of using the solar PVmodules offered by the client.

In addition to the sale of modules, theclient wanted to support partnersinterested in thin-film manufacturing.We helped prepare a pitch document toshowcase the value of manufacturingthin-film solar PV modules based on theequipment and process solution offeredby the client.

Since the client wanted to build amanufacturing plant, we also helpedevaluate Engineering, Procurement andConstruction (EPC) contractors capableof delivering a turnkey facility.

BenefitsOur analysis helped the companyunderstand the Indian marketplace anddevelop a compelling case for theirproducts. By identifying prospectivetargets, we helped raise interest in thecompany, creating a competitivebidding situation for a bilateral salescontract. And with potential strategicpartners already identified, we gave the company comfort in their ability to hit the ground running in a growingnew market for both supply andmanufacturing.

PwC – helping deliver a global operating modelContextThe client was one of the largest power and utilities companies in Europe, based in Italy. It launched a project aimed atpromoting the integration of the variousgroup areas by establishing a commonprocess and governance framework with a consistent decision-making process. With operations in more than 40 countriesworldwide, a key decision was to establisha new Global Business Service (GBS)function, looking to implement a newoperating model for finance activities,maximising synergies and economies ofscale.

What we didWe supported the company toimplement:• Robust governance through common

global guidelines for finance processes and a standard service management framework across the group.

• Consistent operating procedures in GBS and in the retained organisation for finance processes in compliance with global guidelines.

• A business case for evaluating options for regional Shared Service Centres.

ImpactWe helped increase efficiency andreduce costs by designing core andtransactional finance processes as well as identifying responsibilities acrossdifferent relevant functions (governancemodel). We also designed a servicemanagement framework and identifiedthe ‘IT critical’ minimum requirementsneeded in order to standardise andharmonise the finance processes. We then prepared an implementationplan for the designed model. The newmodel was finalised and deployed inpilot countries. As the project is stillongoing, preparatory work has also beenundertaken for the adoption of the newmodel in other regions, taking accountof the local context and the potentialglobal benefits for the group.

PwC and customer operations– more than the sum of the parts

Reducing customer service costs by building and implementing proactive strategies to take advantageof new technologies and streamlinedbusiness processes.

Reducing time andeffort associated with monthly revenue reporting by employing PwC’s best practice billing cycle enhancements.

Reducing the cost to serve by streamlining operational processes forthe entire meter-to-cash lifecycle.

Understanding thesegments withinyour customer base, their valueand their differing needs and expectations.

Meeting customer expectations by managing the customer journey and finding the“moments that matter”.

Empowering your front line to enhance key customer interactions.

Improving customerservice andsatisfaction by better bill presentmentand utilising other channels of customer communications, such as e-mail and social media.

How PwC can help

Customer engagementPwC can support you in developing moreeffective ways to interact with customersand potential customers, including:• Customer engagement strategy

(including the ‘voice of the consumer’, making the most of market intelligence, using social media).

• Collections and credit as well as billing and revenue assurance.

• Customer mobile technology strategy and enablement.

• Energy efficiency programme audits.• Energy product and service innovation. • Customer operations (Oracle, SAP).• MSM/MWM implementation. • Managed services.• Customer privacy solutions.

Customer operationsOur services include:• Helping companies get the most out of

their customer information systems(CIS) (Oracle, SAP, deregulated).

• Improved meter data management (MDM) and mobile workforce management (MWM) implementation.

• Better operational performance management (KPIs, business intelligence etc.).

• Smart meter back-office integration.• Managed service (production support,

operations support, application management etc.).

Customers Making your ambitions a reality


In today’s world, many customers areproducers of their own electricity as wellas grid consumers. New strategies need tobe developed in this era of the ‘prosumer’and also if companies are to make the most of the potential of smart grids andmetering programmes.

Understanding the customer base, meeting their expectations andempowering your front-line staff toenhance customer-focus are priorities that can deliver disproportionate value for utilities and customers.

A sound customer engagement strategy is a prerequisite for making the rightinvestment decisions on how to interactwith customers in the future, how toimprove customer service, how to enhancerevenue assurance and how to manage and reduce service costs.

You can also enhance customer satisfactionby incorporating the voice of the customerinto strategic decisions. It can set a cleardirection and priorities and driveoperational efficiency for your customercare organisation. Revenue assurance canbe improved and write-off risk reduced.Also, you can look at the potential ofinnovative energy products and solutionsthat meet the changing needs of yourcustomer base and also changingregulatory requirements.

As well as the challenge of customerengagement, the customer operationsorganisations of utilities are underconstant pressure to drive efficiencies andlower operating costs while balancingcustomer service, revenue management,and other demands. This critical businessarea presents a range of challenges andopportunities:• Customers are demanding more

information and better access to manage their accounts (including self-service) as technology advances.

• Bills and other correspondence represent a significant opportunity to cut costs and increase customer service.

• Many utilities struggle to identify and employ effective KPIs to get the best out of customer engagement and manage costs.

New technologies, shifting customer expectations, greatercustomer choice and expanding regulatory requirements areforever changing the dynamic between utilities and theircustomers. It’s important to be ahead of developments and not be in a position where you are reacting to change ratherthan building and executing a proactive customer strategy.


Helping a US municipal electric utility improve customer serviceContextA large municipal electric utility wanted toupgrade its customer information system(CIS) from its current legacy system tomitigate billing risks and meet specificoperational goals.

What we didWe helped the utility to implement a newsystem which allowed them to improvecustomer service through process redesign and implementation of new CISfunctionality (e.g. complaint handling,payment prioritisation, loans, controls, etc).

ImpactThe project came in on time and wasunder budget by 22.6%. In addition, as a result of using computer trainingmodules, the utility realised ongoingsavings approaching US$1m.

Comment“Implementing a new customer information system (CIS) can be one of the mostcomplex and time-consuming projects a utility can face. In successfully movingfrom the legacy CIS to the new CIS, it is critical that the cutover phase beseamless. If the cutover does not go well or is not planned correctly, it could putthe entire project at risk and create problems for the utility both immediatelyand in the future. PwC has a proven approach to cutovers as part it CIStransformation solutions which is attracting attention from other integrationteams and industries.”

Involving people in delivering a bettercustomer experience for a UK water utilityContextThe client company was facing thechallenge of being 16th of 21 watercompanies in the quality of customerservice as ranked by the UK industryregulator. This was incurring a 1% a yearpenalty on their revenues over five years.

What we didThe company invited PwC to work withthem to build sustainable andmeasurable improvements to customerservice. Together with a cross section offront-line staff, we developed detailed

customer journeys to understand andmap the ‘as-is customer experience’.Twelve workshops were held with 65participants to validate this view andidentify what currently worked well and what could be improved. We alsodefined the ‘target customer experience’,which was again validated with theworking group. We were then able toidentify areas of excellence and areas forimprovement. Over 240 improvementideas were refined and grouped into five categories to inform delivery work streams.

ImpactBy involving and bringing togetherpeople from across the business to focuson the customer experience, thecompany was able to challenge longheld beliefs and behaviour that washolding back improvement. It alsoenabled hard facts and numbers to bediscovered to support future initiatives.The people who had to deliver thechange were able to themselves identifythe things that could deliver a bettercustomer experience. This projectidentified both shorter term initiativesthat would quickly begin to improve thecustomer experience and longer termstrategic improvements.

PwC and people &change – more than the sum of the parts

Improving workforceplanning and forecasting.

Acquiring and retaining the talent needed to meet workforce needs andbusiness objectives.

Supporting the development of organisational change management capabilities.

Establishing HR strategy andpriorities thatalign with overall business goals.

Providing the tools to the business to help understand and increase workforce productivity.

Mitigating risk by predicting attrition among critical work segments.

Increasing efficiency and effectiveness of the HR organisation.

Improving HR deliveryprocesses and staffing models.

Providing leaderswith the processes and tools to foster a results-oriented, high-performance culture.

Companies are also rethinking the mix oftalent and internal cultures as they adaptto more competitive, customer-focusedmarket environments as well as the need toexpand internationally into growth markets.

In the US, for example, it is estimated thatbetween 35–45% of all utility employeesare expected to be retirement eligible overnext three to four years and 52% of skilledtechnicians and engineers will need to bereplaced by 2020. The pattern is similar inmany other countries. No wonder when we speak to power and utility companyCEOs, 63% of them report that they planto invest more over the next three years increating and fostering a skilled workforce.

People and change

People make or break business success. In the power and utilities sector, companies are grappling with the loss of skillsand experience that come from much of the workforce being ator close to retirement, a future talent pool with very differentexpectations and intense competition for that talent from other industries.

Making your ambitions a reality


One of the approaches companies havetaken to respond to changes in technologyand the evolving work/life priorities of a new generation of workers is to look at more flexible and innovative ways of working and to learn what best fits their specific organisation requirementsand culture. This is leading to movestowards a more open, collaborative‘anytime/anywhere’ type of work ethos.

Much of our work helps companies addressthese key issues of future competencies,leadership and culture. For example,defining and developing capabilityroadmaps and assessing a company’scurrent situation and the moves it needs to make. We’ve designed programmes foroperational leaders across all parts of autility company business, includingingredients such as the use of actors and360 feedback. We’ve helped leadersdevelop their coaching skills and moveaway from a directive style of managementwith an emphasis on building a highperformance culture in the workplace.

How PwC can help

We can help you with the new thinking,systems, tools and processes needed tocreate a high performance workforce forthe future. Some of the ways we can helpinclude:• Implementing systems to provide

accurate, reliable data on which to base workforce decisions.

• Understanding of the skills required, the magnitude of scale, where and when the people are needed, and the right mix of in-house and contract labour.

• Development of a solid strategy to address the escalating demands of a changing workforce.

• Alignment of HR strategy with business strategy.

• Transition of HR from a transactional-focused organisation to one that drives innovation and continuous improvement.

• Tools to link with business strategy and performance, i.e. time & labour implementation/upgrade, HCM implementation/upgrade, workforce analytics, organisational effectiveness.

• Global human resources services and associated tax solutions.

• Employee benefit audits: Saratoga human capital measurement and benchmarking.

• Assist leaders in identifying underlying causes of workforce inefficiencies and safety issues.


PwC and major transformation of an Africanutility operating modelContextAs part of the overhaul of the processesand systems within a large Africanpower utility, PwC oversaw themanagement of an extensive andcomplex capacity building programme.The project focused on deliveringtraining in line with the processstandardisation, optimisation andautomation across human resources,finance, sustainability, outages,maintenance and operations, projects,engineering and procurement.

EngagementPwC analysed, designed, developed morethan 280 process-orientated trainingcourses and provided logistical support to implement the training. The trainingwas based on individualised learnerjourneys, which included awarenessworkshops, process and control manualorientation, end-to-end processorientation, policies and procedurestraining, SAP training, assessments andcertification. A blended learning approachwas deployed combining classroomtraining and e-learning.

OutcomeAround 93,000 participants were trained in 18 months with PwC planning andcoordinating close to 4,000 training events.The programme delivered world-classmethodologies, prototypes, templates andlearning for the power and utility sector.

Delivering a more performance-effectiveHR roadmapContextIn a post-merger and fast growingcontext, a leading global utilities groupwanted to develop a three year roadmapfor its global HR information services(HRIS). The main objective was tostructure and prioritise technologyinvestments in HR and use HRIS as alever to improve performance and create value.

What we didWe provided the company with an ‘as-is’HRIS diagnosis at the group level and aforward vision, allowing it to identify and prioritise HRIS evolution projects. We used a phased approach, starting withan analysis of existing systems, costs, andcurrent projects. We looked at the evolvingsystems needs and the definition of theGroup HRIS target and its related three-year trajectory as well as branch targets.We also helped the company implementHRIS governance at group level.

ImpactThe implementation of this project willhelp HR teams throughout the group toface important challenges:• Continuing to meet needs of the

business, managers and employees. • Rolling out new corporate HR

policies. • Structuring and professionalising the

HR functional line.• Improving operational efficiency.

PwC and regulation – more than the sum of the parts

Advising onissues relating to regulatory management, network access and charges.

Analysis of energy demand and optimisation of energy sourcing.

Taking the right make-or-buy decisions.

Capacities andcapacity trading.

Analysing processes by identifying distributionnetwork weaknesses andinefficiencies.

And it is not just regulation concerningpower itself such as market and tariffrequirements. Numerous standards andregulations govern nearly all aspects ofpower and utilities companies, often from outside the sector. For example,legislation designed to regulate financialmarkets in the wake of the credit crisis, is having a profound impact on energytrading activities.

The danger of over-regulation or badlydesigned regulation is an importantconcern for companies. Two-thirds ofpower and utilities CEOs are concernedthat over-regulation could stall growth and80% are increasing their efforts to engagewith governments and regulators.

Regulation

Power is of central importance to everyday life and to nationaleconomic wellbeing. Not surprisingly, all around the worldregulation plays a key role in power and utility companyactivities. Indeed, two thirds of CEOs tell us that governmentand regulators have a significant influence on business strategy.



How PwC can help – assurance

We can help your company across a rangeof regulatory issues. These include:• Independent assurance of regulatory

compliance and benchmarking against industry peers.

• Assessment of current and future regulatory risk profile and impact of new regulations.

• Effectiveness reviews of current compliance departments, with regulatory enforcement actions and remediation exercises.

• Risk assurance services, i.e. internal audit, third party assurance, process assurance, IT & project assurance, governance, risk and compliance.

• Rate case and tariff review support. • Capital markets and accounting

advisory services (CMAAS)/valuation services.

How PwC can help – tax

Examples include:• Tax process improvement (tax

operations management tool).• Provision assessment tool.• SALT planning.• Tax reform. • MLP tax specialisation.• Tax structuring related to

deals/acquisitions.• GHRS.• WNTS.• Sales and use tax conversations.• Abandoned unclaimed property.


Providing a stronger analytical base forregulatory discussionsContextThe revenues of French gas transportcompanies are regulated by the Councilof Energy Regulation (CRE). With theend of a regulation period approaching,our clients were preparing fordiscussions with the CRE, particularlyabout the allowed rate of return onassets (WACC).

What we didKnowing that the WACC for gasdistribution network operators had alreadybeen reduced, our clients wanted to obtaina thorough analysis of the WACC. As wellas providing a classical quantitativeanalysis of the WACC, our report providedthree additional useful elements to informthe regulatory discussions:• A detailed qualitative analysis of

business risks. • A benchmark with tariff regulation in

other European countries. • A benchmark with rates of return

demanded by infrastructure funds.

ImpactOur analysis helped to broaden thediscussion to include key factors thatcould help deliver overall financialequilibrium for the network operators.These included the possibility ofrecovering more expenses through theclawback account; alignment of the(currently lower) WACC on assets inprogress on the standard WACC; and theremuneration of intangible assets.

PwC and Queensland electricity networks reformContextThe electricity transmission anddistribution businesses withinQueensland, and more broadlynationally in Australia, have been thesubject of much discussion in terms of future structure, direction andefficiency gains. PwC was engaged toassist the two distribution companies,Ergon Energy and Energex to improveproductivity, reduce costs and reviseorganisational structures. Followingthese projects we were engaged by theQueensland government to assist inreviewing the electricity networks sector.

What we didWe conducted organisation structurereviews, providing advice on options for the improvement of organisation structures and responsibilities. We alsoprovided distributor-specific detaileddesign advice, including analysis ofbenefits and implementation costs,validation of change plans, and thedevelopment of a business case forapproval and a prioritised implementation plan including quick wins.

ImpactThe productivity programmes andstructural reform programmes are being rolled-out with PwC assistance.Effective organisation structures have been or are being put in place across thetwo distribution companies. Ergon andEnergex have realised approximately 15% efficiency savings from operationalexpenditure. Further savings areanticipated in the following full year and beyond.

PwC and commodities – more than the sum of the parts

Increasing earningsfrom trading operations and optimised assets.

Entering new marketsrapidly.

Quantifying exposure to all counterparties across all subsidiaries easily.

Viewing risk exposureacross a portfolio ona trade by trade basis.

Quantifying risk acrossa diverse and global physicalportfolio.

Creating a culture focused on risk-adjusteddecision making.

Analysing the effects of regulations and quantificationof costs.

Increasing performancewithout taking speculativerisk.

Translating the perceived value of assets into earnings.

Making sure you fully comply with all therecording and reporting obligations of new financial market regulation.

Continually assessthe strategic choices facing your company.

Companies are increasingly engaging intrading to improve and add more flexibilityto their asset position. The increase incommodity trading in markets affectingpower & utility and gas companies has animpact on short- and long-term contractprices, on price volatility, on the choicesfaced by end-customers and on theregulatory landscape governing markets.

New regulations are adding to thechallenges faced by companies inmanaging their commodity position. The Dodd-Frank Act (DF) in the US andthe European Market InfrastructureRegulation (EMIR) in the European Union have been brought into force withsignificant, potentially game-changing,implications for energy traders and power and utility companies.

Commodities and risk management

The power & utility industry and the world of financial tradinghave progressively become more intertwined. Greater liquidity,increased participation of financial players, new types ofexchanges and new types of commodities, such as emissionrights, have all contributed to the growing importance of the use of financial instruments and trading.



How PwC can help

Through our Commodity OperationsExcellence services, PwC evaluates riskmanagement and trading activities forwholesale and retail operations todetermine how to improve performanceand reduce operational risk. In turn thisenables the optimisation of the generationassets portfolio, hedging the associatedrisk.

PwC can improve your processes, enablingmore effective systems integration,employing the right technologies toincrease commodity transaction velocityand transparency of activities to executivemanagement and regulators.

Among our range of services, examples ofhow we can help you include:• Commodity operations improvement –

operating model optimisation across assets, supply and trading; process standardisation and simplification.

• Commodity trading platforms and related decision support systems – data management and analytics; applications rationalisation; testing and quality assurance; automation through packaged ETRM systems and custom software including interfaces to markets.

• Market readiness – carbon markets; ISOs; international markets.

• Managed services – application outsourcing (includes outsourced/cosourced model); applications hosting promoting service stability and reliability.

• Enterprise risk management – risk management and financial controls; compliance and governance assessment; ERM programme assessment and design.


Strengthening Dutch energy trading data analysisContextFollowing a number of high profiletrading loss cases, many companieswanted to know whether a comparable event could happen to them. Among others, we helped a major Dutch power utilities companyreview their systems and practices.

ApproachPwC performed data analysis procedureson the company’s trading systems. Theseprocedures were performed to provide the client with insights on the reliability of information originating from the tradefloor and the adherence to internalcontrols procedures and guidelines. We included people from the company’srisk management and internal auditdepartments on the team which meant that they were subsequently able toperform the data analysis by themselves.

ImpactThe project helped the company build itsown self sufficiency in reviewing this issue.The reporting format chosen was well-likedas it did not provide any opinion, butinstead included top tens of results foundand possible solutions. The client is nowperforming such data analysis on a regularbasis, which also provides financial auditcomfort.

PwC and US energy marketing and tradingContextPwC performed a thorough review of risk management practices for theenergy marketing and tradingoperations of a US-based utilitycompany.

ApproachThe scope of the review includedvarious elements of the company’s riskmanagement framework includinggovernance and oversight, policy and

procedures, market and credit riskmanagement activities, front and middleoffice processes and controls, riskmeasurement methodologies, riskreporting, and trading risk managementsystems. Review of credit risk managementactivities included areas such as credit riskpolicy, organisational structure, roles andresponsibilities, delegation of authority,counterparty review and approval, creditrisk limits, credit risk measurement andreporting, and collateral management.

ImpactThe project included a benchmarkingassessment against leading industrypractices as well as roadmaps with detailedrecommendations to address identifiedgaps. The roadmaps took intoconsideration incremental future staterequirements given the planned growth in volume and complexity of the company’s trading and marketing activities.By working closely with the organisation’sinternal audit personnel, we ensuredappropriate knowledge transfer of industryleading practices and provided valuableinsight that could be leveraged in futureinternal audits.

Effective risk scenarioplanning and operational planning.

Implementing processes and technologies that allow the finance function to operate efficiently and effectively.

Optimising financial and operationalprocesses to provideadded insight to the business.

Increasing control, reducing costs andconcurrently managing risk and compliance.

Reducing external financial reporting risk.

Improving forecastaccuracy.

PwC and financial &systems integrity –more than the sum of the parts

Companies are having to get used tohaving to do more with less. It’s changingthe way they plan for current and futuregrowth or retraction. Risk antennae arealso increasingly attuned to unpredictablerisks far beyond core operations. Riskssuch as financial meltdowns, cyberbreaches and power system failure have all moved up the risk rehearsal agenda.Agility requires thinking about the system,not just the enterprise.

How PwC can help

• Oracle-enabled transformation• SAP-enabled transformation• power-plan enabled transformation

(capital & O&M budgeting)• other – finance business process

optimisation, working capital shared service structuring, cost allocation models etc

• management reporting optimisation• related tax, assurance and risk

assurance services.

Financial and systems integrity

The revenue changes that come from a tougher economy and thevolatility that arises from increased deployment of distributedrenewable generation sources have put power utility companiesin a difficult situation. They are forced to maintain the assets,systems and infrastructure to keep energy available whenever itis needed but are not able to receive revenue from it. Policymakers have been slow to provide certainty and, in themeantime, valuable generation plant has had to be mothballed.



Finance operations optimisationPwC can help power and utility companyfinance functions implement a set ofenduring processes and technologies toimprove efficient and effective operation.The benefits for companies can include:• lower finance function cost• decreased overall tax expense (income

and property)• reduced cycle time to report financial

results internally • reduced external financial reporting risk• redistributed cost from low-value

transaction processing and reconciliations to high-value trend analysis.

Utilities enterprise performancemanagement PwC can help your finance function build a performance management structure tosupport informed, strategic decisions.Benefits include:• improved forecast accuracy• reduced cycle time to report financial

results internally • redistribution of costs from low-value

data collection and reconciliation to high-value decision support strategy

• increased alignment of financial and operational metrics from use of consistent data structures and models.

Connected IT transformation CIOs must prepare for doing more withless while maintaining productive capacity.Our connected IT transformation servicesassist CIOs in defining, developing andsecuring a customer-focused IT servicedelivery model which can strenghtenfuture business capabilities. Advantagesinclude:• reduced business and technology risks

associated with orchestration of complex initiatives

• reduced cost of delivering IT services by identifying and managing low value-added demand

• improved operational effectiveness with an integrated solution, while minimising future constraints.

Connected analyticsUtility organisations today are confrontingthe need to make sense of the largevolumes of data that must be interpretedand analysed at very high levels ofgranularity. But doing so requires makingsense of all the data buried deep withinnumerous operational and administrativesystems that are neither integrated norfully utilised. PwC’s connected analytics:• uses utilities industry experience to

identify key metrics and create foundational dashboards

• provides a view of critical information from EAM, PowerPlant, CIS and CC&B with ERP to enable cross functional analysis

• builds on enterprise strength Business Intelligence platform and leverages existing investments in Business Intelligence solutions.


PwC – strengthening financial scenario planningin AustraliaContextThe client did not have the rightprocesses to properly analyse theimplications of external factors on thefinancial position of the organisation. In a heavily regulated industry theimplications of missing targets weresignificant. Desktop analysis that hadbeen performed was taking months tocomplete and was out of date by thetime it was available.

What we didPwC developed a sophisticated scenario-based analytical environment that allowed the company executives toperform ‘what if’ analysis over financialprojections of the balance sheet, cash flow and P&L for a ten year horizon. The PwC team then supported thedeveloped a set of production analyticalmodels within the SAP product tool set.

ImpactThe project received the SAP CustomerExcellence Award for the best financeimplementation in Australia based on the innovative way the problem wasapproached and the tool was used.

Improving mass creditcollection in ItalyContextMany power and utility companies arefacing major retail credit collectionissues. This is mainly due to theimpact of the general economy onconsumers in several countries butalso, in some cases, to inexperience indeveloping and organising internalprocesses able to manage a constantlyincreasing amount of credits.

What we didWe developed an end-to-end solutionthat entails the full range of creditrecovery services, from phonecollection to legal enforcement. PwC is a first mover in providingthis service with an innovativeapproach, covering processes,organisation structure, IT systems and people – all primary elements in the credit management cycle.

ImpactWeb-based cutting-edge and exclusiverealtime software, developed specifically by PwC, gives the client company fulltransparency and 24/7 aggregated andsingle visibility on the receivables situation.The solution is delivered through a robustprogramme management tool, whichproduces measurable improvements inperformances and represents an interactiveplatform for all actors involved in the creditcollection process.

What makes us different?

We take the time to listen, question andunderstand their goals and theircompetitive and regulatory environment.And then we tap into our global network,deep industry knowledge, and strongjudgement and experience to help eachclient create the kind of value they arelooking for.

The cornerstone of our approach is the belief that developing strongrelationships with clients unlocks valueand meaningful results – and furtherstrengthens the capabilities of ournetwork. This is how we do business.And we believe it’s why more than 415 of Fortune Global 500 companieswork with PwC.

Our people

We aim to draw out people from the verybest talent and develop them to be thevery best in our sector. Our ability toattract the best people is reflected infrequent ‘employer of choice’ awards, forexample PwC was named as the numberone in The Times Top 100 GraduateEmployers in the UK. We ensure ourpeople are immersed in local knowledgeabout the markets they serve but also gain the global perspective that comesfrom a worldwide organisation.

Power Deals

2012 outlook and2011 review

Mergers and acquisitionsactivity within the globalpower utilities market

www.pwc.com/powerdeals

www.pwc.com/renewablesdeals

RenewablesDeals

2012 outlook and 2011 review

Mergers and acquisitionsactivity in renewable power and related cleantechnology

The shape ofpower to come

12th PwC Annual GlobalPower & Utilities Survey

www.pwc.com/utilities

Investment, affordability and securityin an energy-hungry world

Our reach

With a network of over 4,000 staffdedicated to the utilities industry andthe global power & utilities centre ofexcellence covering major regionsworldwide, we are able to be where ourclients most need us. We work with alltypes of utility companies and industrystakeholders in all different markets. Our different centres of excellence enable us to focus on particular aspects ofthe energy market in each location andcross-fertilise that insight across ouractivities and services worldwide.

Our knowledge

Our worldwide network of industryspecialists are linked by a sophisticatedinternal knowledge management system,giving them the tools to input their insightsand draw upon the most up to dateinformation for the benefit of our clients.Our programme of ‘thought leadership’ is widely respected. From roundtablediscussions to global surveys, we shareknowledge with our clients on industryissues. Each year, we prepare industry-dedicated reports and gather opinions on the issues that are of key strategicimportance to our clients and thechallenges that lie ahead. Our knowledgedraws on the insight of our worldwidenetwork of industry specialists as well asthe industry itself.

Why more than 80% of Fortune Global500 companies work with PwC...


Contacts


France Philippe GiraultTelephone: +33 1 5657 8897Email: [email protected]

GermanyNorbert Schwieters Telephone: +49 211 981 2153 Email: [email protected]

GreeceSocrates Leptos-BourgiTelephone: +30 210 687 4693Email: [email protected]

IndiaKameswara RaoTelephone: +9140 6624 6688Email: [email protected]

IrelandAnn O’ConnellTelephone: +353 1 792 8512Email: [email protected]

IsraelEitan GlazerTelephone: +972 3 795 4 664Email: [email protected]

ItalyGiovanni PoggioTelephone: +39 06 570252588Email: [email protected]

JapanKoji Hara Telephone: +81 90 1618 5601 Email: [email protected]

Latin AmericaJorge BacherTelephone: +54 11 4850 6801 Email: [email protected]

Middle EastPaul NavratilTelephone: +971 269 46 800Email: [email protected]

NetherlandsJeroen van HoofTelephone: +31 88 792 1328Email: [email protected]

New ZealandCraig RiceTelephone: +64 9 355 8641Email: [email protected]

NorwayStåle Johansen Telephone: +47 9526 0476Email: [email protected]

PolandPiotr Luba Telephone: +48 22 523 4679 Email: [email protected]

RussiaTatiana Sirotinskaya Telephone: +7 495 967 6318 Email: [email protected]

SingaporePaul CorneliusTelephone: +65 6236 3718Email: [email protected]

South AfricaAngeli Hoekstra Telephone: +27 1 1797 4162 Email: [email protected]

SpainInaki Goiriena Telephone: +34 915 684 469 Email: [email protected]

Carlos Fernandez Landa Telephone: +34 915 684 839 Email: [email protected]

SwedenMartin GaveliusTelephone: +46 8 5553 3529Email: [email protected]

SwitzerlandMarc Schmidli Telephone: +41 58 792 1564 Email: [email protected]

TurkeyMurat Colakoglu Telephone: +90 212 326 6434 Email: [email protected]

United KingdomSteve JenningsTelephone: +44 20 7802 1449Email: [email protected]

United StatesDavid Etheridge Telephone: +1 415 498 7168 Email: [email protected]

UruguayPatricia MarquesTelephone: +598 2916 0463Email: [email protected]

For further information

Olesya HatopGlobal Energy, Utilities & Mining MarketingTelephone: +49 211 981 4602 Email: [email protected]

PwC global contacts

Norbert SchwietersGlobal Power & Utilities LeaderTelephone: +49 211 981 2153 Email: [email protected]

David EtheridgeGlobal Power & Utilities Advisory LeaderTelephone: +1 415 498 7168 Email: [email protected]

Territory contacts

AustraliaJock O’CallaghanTelephone: +61 3 8603 6137Email: [email protected]

Mark Coughlin Telephone: +61 8 8218 7760 Email: [email protected]

AustriaMichael Sponring Telephone: +43 1 501 88 2935 Email: [email protected]

BelgiumKoen Hens Telephone: +32 2 710 72 28 Email: [email protected]

Brazil Guilherme Valle Telephone: +55 21 3232 6011 Email: [email protected]

CanadaLana PatonTelephone: +1 416 869 8700Email: [email protected]

Central & Eastern EuropeDirk BuchtaTelephone: +420 251 151 807Email: [email protected]

ChinaGavin ChuiTelephone: +86 10 6533 2188Email: [email protected]

DenmarkPer Timmermann Telephone: +45 3945 3945Email: [email protected]

FinlandMauri HätönenTelephone: +358 9 2280 1946 Email: [email protected]

PwC firms provide industry-focused assurance, tax and advisoryservices to enhance value for their clients. More than 180,000people in 158 countries in firms across the PwC network sharetheir thinking, experience and solutions to develop freshperspectives and practical advice.

The Global Energy, Utilities and Mining group is the professionalservices leader in the international energy, utilities and miningcommunity, advising clients through a global network of fullydedicated specialists.

For further information, please visit:www.pwc.com/utilities

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should notact upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express orimplied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law,PricewaterhouseCoopers does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone elseacting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.

© 2013 PwC. All rights reserved. Not for further distribution without the permission of PwC. “PwC” refers to the network of member firms ofPricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each memberfirm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients.PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professionaljudgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it controlthe exercise of another member firm’s professional judgment or bind another member firm or PwCIL in any way.

Documents

Pwc Global Power and Utilities Statement of Consulting Capabilities