普華永道全球綜述報(bào)告

Working

with

O盯clients

and

communities

to

buildtrust

insociety

and

solve

importαnt

problems.pwc四，\WhDlnflmfilfllJmwI回PwC

has

a

presence

in

almost

every

cornerof

the

world.畫(huà)畫(huà)回歸mn墮噩E量E衛(wèi)lis

year

our

global

workforcereached

a

new

record

level.ContentsInterview

wi由Ch血lnanDennis

Nally2Colliding

l11ega付ends6NelWork

report12Revenues13Corporate

responsibility16Clients22Ompeople24Diversity

and

inclusionAssmance3236Advisory42Tax50COl11mitted

to

rr，缸lsparency56NelWork

leadership61AtP帆<C

因Jr

purpose

is

to

b山ldOust

inso口ety

and

solve

important

probl四15.We're

a

net\>vo此

offirms

皿

157counni四

Wl由more

由血208，000people

who

are

comm?ned

to

delivl

mgquality

inass町皿ce，advisory

and

tax

servi四s.

Find

out

more

and阻11uswhatmat田stoyoubyvisitingusatpwc.c∞1In副sGlobalAnnualReview，we1∞katissu田thatimpactour。stakeholders

aroW1d

由eworld，皿dwe

四皿:llne

our

peJ:íOlTI1皿噸urkeynetworkpolici田andstandards，andourworkin也eglobalconmlUnityduringFY2021Notf.10rw.ders:InthisGlobalAunualRe咀ew，吐leteIn1SPricf\.vaterllouseCoope時(shí)，PwC，ouraud\.vtareusedtorefertothenetworkofmember自mlSofPIicewatemouseCooper.sInternationall.in?tedoras血ec。因四treqUlres，to咀e01"morePWCm皿IbeI且lDlS.ForD10re皿島11舊扭曲，s回ww\>v.pwc/虹ucture.FY2021runsfrom1July2021tD30June2021.R凹四ue皿dotherglobal且guresareaggregat田ofresultsofindividualPwCm田nb田且mls.Wl\響1.1'"也comlannuαIre時(shí)ewChairman's

interviewPetraJUstenh'Ovenrecentlysatd'OWn饑Fran盼LrtwithDennisNally，Chα.irman'OfPricewαterh'OuseC'O'OpersIntemati'OnαlLimited，t'Ogethisviews'Onαrange'Ofissuesandeventsrelatedt'Othepastye阻Y'Oucanreadexcerpts介omPetra'sinterviewwithDennishere'OrviewVide'Oselecti'OnsαtP"屹.c'Om/annualreview.Petra:Del.lnis，aspeoplelookthroughthe2021GlobalAUllUalReview，despitesomechall巳llges，itseemslikeitwasav，臼ysucc巳ssfulyearforPwC.De1Ulis:Overall，itwasaverystrol.lgperformanceforPwc.Theel.lvironment由atwearedealillgwithtodayischallengil1g-whe由erit's

由e

global

economy，由e

geopoliticalissues，orthestiff

∞mpetition.

PwC

p缸formed

reallywell

with

revenue

growth

of

10%

puttil1g

us

over

由巳US$35

billion

m紐:1<

for

the

first

time.

We've

got

great

mom臼ltum

going

into

FY16，

with

much

to

build

on.

There's

a

lot

to

be

proud

of

across

the

PwC

network.Petra:Youm巳lltiOll

solid

growth

overall

-do

sp僅ific

盯eas

stand

ouf?De且Ulis:As

we

1001<at

the

results

for

the

last

12mon由民

all

of

our

lines

of

service

showed

really

positive

grow由一led

by

AdvisOlY

which

is

up

18%，Tax

up

7%

曲d

our

Assurance

business

-notwi由standing

some

really

difficultcompetitive

market

pressures

-up

6%.And

when

11001<

across

the

globe

there

are

alot

of

positives.1start

with

the

US，the

largest且rm

in

our

network，revenues

up

by

an

impressive

10%;ourUK

且rm，a

robust

performance，up

9'110;

South

A.merica

a

strong

result

in

avery

challenging

region

-up

8%.Growthil1由巴

Eurozone

is

challenging

，asyou

welllmow，but

1look

at

practices

such

as

Italy

upll%，Germ缸ly

8%

and

France

6%，doing

well

in

a

very

diffic兇t

marl<etplace.2 PwCGlobalAnnualReview2021China

is

going

through

a

lot

of

呻ustments

to

its

economy

but

our

firm，the

largest

of

allprofessional

services

firms

in

China，grew8%.

And

India，the

fastest

growing

firm

in

由ePwC

networ飛

up

17%.And

so，as1say，it

gives

us

much

to

build

uponas

we

head

into

FY16Petra:

COlllíI.lg

back

to

Et町ope，

you

know

that

here

the

regulators

are

focused

Oll

audit，

and

evenmore

Oll

tax

advice.What

kind

of

impact

does

that

have

011PwC?D創(chuàng)uús:

Well，the

regulatory

environmentcontinues

to

be

very

challenging

，notjust

for

us

but

for

our

clients.

One

of

our

biggest

challenges

is

thatthe

regulatory

environment

is

not

always

aligned

il1

all

par

也

of

the

world.

Also，the

mov，臼nent

to

mandat01Y

負(fù)rm

rotation

herein

Europe

is

going

to

generate

significantchange

for

everγone

-

IlOt

ollly

for

the

professioll

，but

alsofor

our

clients

as

由ey

implement

由enewrul岱，Hαving

the

highestquαlity

αudits

is

the

key

tosuccess

and

thefound

αtion

ofourbrαnd.Having

the

highest

quality

audits

is

由ekeyto

success

and由e

foundation

of

our

brand.

Whilst

we

support

refonns

that

will

enhance

audit

quality，we

don't

believe

由at

mandatOly

firm

rotation

is

goingto

achieve

this.But

the

rules

are

由e

rules，and

we

will

work

with

our

clients

to

deal

with

thesechanges，whilst

ensuringour

quality

rem創(chuàng)ns

of

the

highest

standard.As

for

tax

refonn，1think

ev，創(chuàng)γone

agrees

由atinmany

cases

tax

r

咱llationswere

written

manyy臼rs

agofor

a

different

type

of

global

e∞nomy.Sowe

needtax

rules

由at

are

really

fitfor

purpose.With

PwC

having

the

largest

tax

practice

in

由e

world，we

feel

that

it

is

a

p缸.'t

of

our

responsibility

to

engage

in

that

debate

and

to

share

0町

points

ofview

四d

perspectives.

And，of

course，we'lldo

so.

But

it

is

a

challengePetra:Eighteen

months

ago，PwClllad巳

lùstory

with

our

largest

acquisition，Booz

&

COlllp創(chuàng)吼

1l0W

kllOWnas

Strategy&.

How

has

that

progress創(chuàng)i?Denlús:

Without

qllestion

it's

an

incredibly

strong

1l10ve

for

PwC.

The

m礎(chǔ)etplaceis

continually

telling

llS

由at

由eneed

to

move

fromjust

providing

advice

to

really

dealing

withsolutions

is

an

absolute

must.

The

capab且ities

that

Strategy&

has

brought

into

PwC

allow

us

tod。由at.But

this

is

notjust

abollt

advisory.

The

wholenotion

of

going

仕om

strategy

to

∞ncretesolutiol1s

is

applicable

to

our

assurance

business

and

our

tax

practice.

50we

are

very

excited

about

Strategy&.

We

are

well

on

our

way

to

malcing

this

盯血saction

a

real

success

for

PwCacrωs

theworld.Petra:In

addition

to

acquisitions，PwC

cOlltillues

to

deve10p

join

t

busilless

venturesand

alliances

-the

1Il0st

r巳C創(chuàng)ltbeillg

withGoogle.Can

you

talk

about

that?DeJ且llis:Yesit's

a

great

point

Petra，because

1would

say

whether

it's

Google

or

some

of

our

oth包

alliances

with

0racleor

Microsoft，we

need

to

think

about

new

ways

of

doing

business.

The

idea

that

as

a

professional

services

network

we

would

house

all

of

those

capabilities

within

PWC

is

a

model

that's

l'eally

outdated.We

are

worlcing

with

Google

in

a

number

ofareas，like

cyber

secul'ity，to

coα傘eate

solutionsfor

our

clients.

We

brillg

in

the

cOllten飛

they

bringin

由e

technology.

Soyou

can

expect

more

of

those

types

of

缸o(hù)rangements

in

the

future.Dennis

M.NallyCh，rm;

an，PricewatethouseCoopersIntern

ational

UmitedDenn

is

wns

elected

chnirr節(jié)an

ofthe

PwCnetworkon1July2021，hebeganasecondlem、aschairmanon1July2021HejoinedPwC.sNetw。由LeadershipTeamin2021From2002.2021hewasseniorprtner01PwCUSHejomedPwC，"1974andbecameapartnerinIheUSfirmIn1985Petr百

JustenhovenPwC

Germany

Ass

urance

LeaderPetra

is

PwC

Germany.sAssuranceleader，apositionsheassumedin2021.Shehasbeenamember01theExecu幅veBoard01PwCGermanysince2021whenshetookoverresponsibilityformanagingthe1irm'stop-tierclientsandindustriesosMarkelsleaderBasedinMunIchPetraj臼nedPwCGermanyin1992PwCGlobalAnnualReview2021 3Petra:

Youjust

mentioned

technology

drivillgcli創(chuàng)1ts巳rvices.

What

does

t僅hnology

mean

for

us?Denllis:

Thewhole

issue

of

technology

is

clearly

one

of

the

most

significant

m巳gatrends

that

we've

se臼1.It's

transformingeVeIγthing-whether

it's

the

digita1isation

of

businessor

the

use

of

bigdata.We

have

an

important

role

to

play

in

terms

ofhow

we

help

our

clients，and

obviously

the

alIiances

由at

we

talkedabout

will

help

facilitatethat.But

if

this

is

disrupting

OW'clients'

businesses，it's

going

to

disrupt

PWC'Sbusiness

aswell.

Sowe

now

think

about

the

use

of

technology

in

a

very

diff.也'ent

way，to

provide

better，more

efficient

services

across

the

whole

PwC

network.

Our

aspiration

is

to

become

much

more

of

a

technology-enabled

organisation.Petra:

You've

talked

about

the

focus

on

technology，but

we

are

a

people

busilless.

Let's

step

illto

the

shoes

of

our

futurecolleagues.

So

whatwouldyou

say

to

persuade

potential

創(chuàng)nployees

tojoin

PwC?Dellnis:

The

world

is

such

a

d歸1amicplace

today-there

are

50

many

tremendous

opportunities

out

由ere

to

help

cliex1tS-it's

an

四Cltmg

tJme

to

be

part

of

a

professional

s創(chuàng)vices

network，and

p缸ticularly

PwC

-socomejoin

us!4 PwCGlobalAnnualReview20211think

PwC

is

unique

because

of

OW'specialfocus

on

taleIJt

-not

only

atn'acting

出巳bestandbrightest

but

how

we

help

develop

their

c缸'eers，andgive

由em

therightkinds

of

expex'iences.1liketo

say

wehelp

them

build

their

r是sum在，wehelp

them

build

th臼r

balance

sheets.

What

weW創(chuàng)lt

to

do

is

help

individua1s

set

goals

that

meet由eir

needs，their

timetable

and

由四.aSpIratJOns.Wew皿t

由四1to

be

part

of

a

culture

由atalIows

evelyone

to

succeed.Petra:

Has

anythillg

challged

i且

terms

of

d1e

U且也

of

people

or

skills

we

are

looking

for?Denllis:

Well，obviously

the

world

is

changing

pretty

rapidl弘

and

so

our

taleIJt

needs

to

keep

up

wi由由at.Italk

about

the

necessity

ofev.也

y

one

of

OW'people

continually

reinveIJting

themselves

and

having

a

focus

on

progressing

their

own

careers.

We

have

talkeda

lotabout

technology，and

having

the

ability

to

continually

adapt

to

new

technologies

will

b龜

1think，a

real

skill

for

the

futW'e.But

由eworld

is

so

complex

today，we

need

people

who

know

how

to

work

with

teams，people

who

know

how

to

collaborate，

and

whoknow

how

to

listen.

The

wholeissue

of

diversityand

beingable

to

work

with

diff巳rent

peoplewith

diffeI'ent

backgrounds

and

cultW'es

is

a

critical

skill

set.

We

help

our

people

develop

these

skills

and

capabilities

-that's

why

1由ink

it'sso四.citing

to

be

a

p創(chuàng)

t

of

PwC

today.Petra:

You've

lllentio且ed

diversity

alld

1

know

PwC

is

illvolved

in

lllany

progranunes

prolUoting

diversity.

Just

this

year

we

saw

PwCjOillillg

a

UN

initiative

caU巳dH巳ForShe

(seepαge

34).

Could

yOll

talk

abollt

whatw巳

are

doing

ill

tlús

盯'ea7Denllís:

l'm

absolutely

convinced

that

when

we

bring

people

togetherfrom

different

backgrounds

_

whether

it's

gender

or

diverse

types

of

capabilities

_

there

isno

question

由at

由e

quality

of

our

thought

process

is

significantly

enhanced.

And

so

creating

皿

environment

where

all

of

our

people

feel由at

由eycanm刻ce

a

contribution

and

由atwevalue

由at

contlibution

is

critical

for

us.We

think

HeFor5he

is

a

unique

way

to

approach

由e

diversity

agenda

_

getting

menacross

thePwC

network

to

think

aboutthe

issue

of

gender

diversity

in

a

different

way.

50metimes

Iget

a

little

frustrated由at

we

are

not

making

asmuch

progress

aswe

want

to

on

由e

gender

diversityissue，but

PwC

has

a

real

focus

on

it

_

st缸tmg

from

the

very

topPetra:

Mally

orgal1isations

are

deliberatillg

over

tlleir

purpose.

How

wOllld

yOlldefille

the

Pllrpose

ofPwC7De且lllis:Giventhe

world

that

we

are

operating

in

today，I

believe

every

institution

needs

to

have

a

clearly

defined

and

articulated

purpose.

For

PwC，it's

about

buildingtrust

in

society

and

solving

important

problems.

It

st創(chuàng)

ts

witha

fundamental

pr創(chuàng)ruse

由at

as

an

organlsatron

that

is

over

160years

old

and

that'sproviding

substantial

comfort

to

由e

capital

markets，we

believe

we

have

an

jmportant

role

to

help

build

tr'ust

m

our

sOCIety.5econdly，there

are

some

prettyclJallenging

and

difficult

issues

Ollt

出ere

皿d

resolving

those

problems

is

a

real

focal

point

for

PWCA

good

example

is

our

work

in

Norway

to

help

develop

a

new

clinical

pa由way

for

patients

with

acute

str'oke

(see

page

43)I

seeP田pose

as

our

guiding

light，

who

we

areand

what

we

are

tr'ying

to

get

accomplishedI'm

αvsolutely

convinced

th

αt

when

webring

people

together

from

d盯l

erent

backgroundsthere

is

no年lestion

th

αtthe

qualityof

our

thought

process

lSsignificant與臼由anced.Petra:

What

do

yOll

tlúnk

PwC

willlooklike

ill

10years，i1l20257Denllis:Well，2025

may

be

a

little

bit

of

a

stretch

_

the

world

ismoving

so

quickly.

But

we

all

know

this

global

economy

is

50

interconnectedtod毗

andto

l11e

由at

presents

a

lot

of

excitingopportunities.

50

at

PwC

we

need

to

∞ntrnue

toevolve

to

deal

with

those

issues

and

challenges，That

includes

becol11ing

muclJ

1110re

of

a

teclJnology-enabled

org缸ùsation，

and

∞ntinuingto

anticipate

the

solutions

our

clients

will

needin

tltis

ever-evolving

business

environl11ent.

That

tr'anslates

into

a

lot

of

opportulùties

fOlall

of

our

people，and

to

me

由at's

really

由eexciting

part

of

由ejoumey

to

2025Petra:

Olle

last

qllestiOllb巳f(wàn)ore

we

elose.You

will

step

dOWll

as

tlle

Global

Chaírlllan

n四t

year.

Is

tllere

any

fillal

tll011ghtyOll

would

like

to

share7D巳llllíS:

Well，first

off

Ihave

a

lot

to

do

here

over

the

next

eight

months

or

so，and

I'm

v包y

much

focused

on

what

we

are

trying

to

achieve

witlùn

由ePwC

netwodιBut

as1mentionedat

由e

outset，we

have

a

fabulous

foundationto

build

upon，and

I'm

really

excited

about

the

momentum

由atwehave

in

terms

ofwhatwe

are

doing

for

cliellts

and

other

stakeholders，and

where

we

are

trying

to

take

the

趴NCnetwork.And

1would

sum

up

by

saying

it'sjust

a

tr'emendous

time

to

be

in

professional

services

and，more

importantly，to

be

a

part

of

PwC

_it's

a

chance

to

make

a

contribution

由at

is

valu

eadded

and

to

really

make

a

di仔erence

as

youshapeyourc缸'eeιPetra:

That's

a

great

message.Denlús，III創(chuàng)ly

tll?11ks

for

yOllr

由lle

alld

for

sharing

tl1ese

illSights

with

us.Denllís:

Thanks，greatto

bewith

youPetra，Do

you

have.anyque.stionsfor

Dennis?E11lrul

dennis，11l.nally@us.pwcC0，

11l@Delllùs_Nally:PwCGlobalAnnualReview2021 5Colliding

megatrendsRaymund

Cha。PwC

China

senior

p'葉、erlan

PowellPwC

UK

senior

pa同nerBob

MoritzPwC

USs劇ior

partnerN。由ert

WinkeljohannPwC

Germany

senior

pa而、eLast

yeαηwe

asked

the

members

of

the

PwC

NetworkLeadership

Team

(NLT)

ω

take

a

look

atfive

megatrendsthatare

sh叩ing

and

disrupnng

the

global

economic

landscape

and

society.

The

megat陀nds

provide

a

power:如llensfor

examining

the

broad

changes

tak饑g

pl

ace

acrossthe

globe

that

are

hav凱g

an

impact

on

αllofus.6 PwCGlobalAnnualReview20212|⑩2 號(hào)25;α川|We

believe

it's

the

interaction

-01'collision

-

ofthose

tr創(chuàng)lds

that

is

now

the

most

powe1'ful

manifestation

yet

of

the

significantchanges

that

wesee

也.'ound

us

in

theworld

today.The∞nsequent

disruptive

changes

缸.-e

having

一

缸ld

will

increasingly

have

-a

major

impact

on

businesses.We

缸.e

en∞uraging

om

clients

to

map

likely∞Uisionsand

由epossibleimpact

of

由eseontheir

business.Here

we

have

aslced

members

of

the

NLT

to

lùghlight

fom

megan-end

∞Uisions由at

由ey

believe

have

m句or

consequences

for

bu

sinesses

around

the

world.Collision

1The

sharing

economyNorbertWinke飛joh

annThe

sharing

economy

is

the

result

of

the

collisionbetween

technological

breakthroughs

and

resource

scarcity

as

wellas

rapid

mbanisation

and

d臼nographic

shifts.

These

colliding

mega盯ends

缸巳s業(yè)hapμingn巳wbus缸mes岱smodels

由a撾t

巳mpha缸slsea缸ccess

tωo嚴(yán)produc岱ts創(chuàng)E叫d

serv比ices

ove創(chuàng)rt由h】

創(chuàng)eirou口tr地恤hlt

own巳r凹shiψp.

The

success

ofbusinessessuch

as

Kickstarter，Uber

and

Airbnb

isj

u

st

the

start.PwC

research

suggests

由at

five

sectors

of

the

sharing

economy

-peer-to-peer

aαomrnodation，

car

sharing，peer-to-peer

finance，music，TV

and

video

streaming，and

online

staf且ng

-could

generate

revenues

ofUS$335

billion

by

2025Technology

sitsat

theheart

of

由e

sharing

economy.Sm缸tphones

have

reached

near

ubiq山町"

providing

every

consumer

Wl由immediate

access

to

a

huge

r四ge

of

services，from

renting

a

bicycle

to

且nancing

a

business

idea.

Resource

sc缸'cityis

theotherkey

也.iver

of

the

sharing

economy，with

a

growing

number

of

people

believing

ouoightownership

of

tangible

goods

to

be

undesirable.Business-to-business

platforms

are

already

offering

organisations

access

to

new

rev創(chuàng)1Ue

S盯巴ams.

For

example，at

any

one

time

half

由e

desks

in

an

office

may

be

empty.

Factories

operate

at

200/0

below

capacity.Ret副lers

generally

spend

half

theirtime

closed.

The

sh創(chuàng).-mg

economycan

help

山llock

that

dormant

valu

e.

Take

the

automobile

indusoγ.On

average，a

car

is

in

use

forj

ust

one

hour

per

day.

Consumers

andmanufacturersare

responding.

Car

sharing

tleets缸e

growing

rapidly

-even

in

Gennany，a

traditional

so'onghold

of

the

global

car

indusoγ

and

ofvehicle

own巳rship.

Car

manufacturersincreasingly

position

themselves

as

providing

mobility

s創(chuàng)氣!icesin

addition

to

selling

carsOver

a

million

Germans

have

registered

to

usethese

services.BMW'sDrive

Now，Dainller's

C缸"2Go，Volkswagen

's

Quic副-

-

most

manufacturers

are

engaging

in

acar

sharing

scheme.

At

由e

sanle

time，1叫esharingisbecoming

morepopular.

Opel，for

ex缸nple，powers

a

peer-to-peerplatformwhichallows

privatec缸

owners

to

sell

their

c缸's

spare

capacity，

independ臼lt

ofits

br缸ldThe

financial

services

industry

comes

into

play

here

too，as

these

sharing

schemes

require

high

frequency，small

payments

aswell

as

easy

accessto

short-term

insuran岱

coverage_

At

the

same

time，banks

need

to

watch

out

for

competitionfrom

peer-to-p巳er

credit

services

used

by

those

who

still

want

to

own

出ings.Butoth臼-

mega町ends

are

playing

a

key

role

too.

Rapid

urbanisation

is

crea包ng

the

critical

mass

thatmany

sh創(chuàng)ing

services

1呵山re

to

operate

as

viablebusinesses.

Social

change

meanspeople

創(chuàng)'e

increasingly

comfortable

with

-and

盯ustmg

of

-the

'wisdom

of

the

crowd'

in

reviewing

and

approvmg

出e

sharing

economy

selvices.lno舊view，all

CEOs

and

business

decision

makersneedto

think

carefully

about

由巴

disruptivechallenges

and

opportunitiesthat

the

sharing

e∞nomyposes

for

their

business

lllodels.

There缸e

few，if

any，sectors

that

will

r包nain

untouched.By2025，just

自ve

sectors

of

the

sharing

economy

-peer-旬-peer

accol1ll1lodation，car

sharing，peer-to-peer

finance，l1lusic，TV

and

video

sneaming，and

online

staffing

-could

generate

rev田lues

ofUS$335bnPwCGlobalAnnualReview2021 7σbn·'iv.·'·，A且AUe+LPLqane也-mnmu

nM現(xiàn)O

bG

FU

KFromwhere

缸ld

when

we

work，to

howwe

mteract

Wl由eacho由er，to

由ewayswelook

after

our

health，there

are

few

areas

of

0山·

lives

that

缸e

untouched

by

rapid

technological

change.

The

collision

between

technological

change

and

soαal

and

del110graphic

shifts

isgenerating

considerable

disruption

in

many

industries

and

sectors.As

more

and

more

people

∞nnect

via

digital

platforms，trust

is

a

key

componentof

the

success

ofnewm缸ketplaces

and

new

business

modelsin

areas

as

diverse

as

education，entertainl11ent，由ehome，health，町a(chǎn)nsport

and

work.Many

consumers

are

taking

adv創(chuàng)ltage

of

new

solutions

that

enable

them

to

bypass

traditional

channelsto

access

由e

goods

and

SeJ飛/icesthey

want.Massive

OpenOnline

CoW'ses

(MOOCs)reach

millions

缸.'ound

由eworld，offeJing

unprecedented

access

to

high

quality

educationalresources

lli1bounded

by

由e

physicallil11its由at

restricttraditional

educational

institu

tions.And

as

my

colleague

Norbert

Winkeljohann

has

already

out1ined，we

also

see

the

rapid

growth

of

platforms

that

allow

consum臼.'5

to

take

advantage

of

the

sh缸

mg

economy.While

technology

is

creating

new

solutions

that

potentially

addressmany

different

areas

of

ow'lives，the

question

is

how

quicldy

thesewill

be

embraced

by

cons山ners.

As

technological

breal<throughs

drive

down

costs

缸ldsm缸'ter，

more

intuitive

platforll1s

andapplicationsincrease

convenieJIc龜

we

∞uld

be

at

atippingpoint

for

rapid

adoption

of

connected

livingacross

key

areas

of

0山.day-to-day

lives.The

business

lead缸s1ll1eet

recogniset11e

oppo1'tunities

that

digital

platfo1'ms

p1'esent

fo1'engaging

由ei1'customel'5

enablingthei1'ell1ployees，enhancing

thei1'brand，protectingagainst

competitive

th1'eats，and

transfo1'ming

their

businesses.Eighty-且ve

percent

ofCEOs

see

more

mte1'actlOn

Wl出consume1's

as

aresult

of

being

∞nnected

，according

to

ourrecent

CEOPulse

sW'vey

on

connectivity.8 PwCGlobalAnnualReview2021They

also

recognise由at

trust

will

be

a

k