Session: Why capital matters

Transcription

1 Session: Why capital matters Tuesday, 10 May :00 Moderator: Julie Hood Panelists: Zhu Wei I Hazimah Zainuddin 会议 : 资本为何重要 2016 年 5 月 10 日, 星期二 上午 10:00 主持人 :Julie Hood 专家组成员 :Zhu Wei I Hazimah Zainuddin 강연주제 : 자본이중요한이유 2016 년 5 월 10 일화요일, 오전 10:00 사회자 : Julie Hood 참여패널 : Zhu Wei I Hazimah Zainuddin

2 Why capital matters

3 EY Growth Navigator Advance your journey to market leadership Market leadership People, behaviours and culture Digital, technology and analytics Operations Assessing where you are today Customer The EY 7 drivers of growth All Require Capital... Risk Transactions and alliances Funding and finance Achieving market leadership

4 How to consider allocation of capital The right capital structure to meet our strategic priorities The best way for our company to grow alignment to core business The Capital Agenda Improve the performanc e of our assets Maximise our portfolio s performanc e

5 How to consider allocation of capital key aspects to consider. Fundraising (equity and debt) IPO readiness Private Equity Capital markets Optimising funding structures Asset divestment Infrastructure projects Cost and tax-efficient structures Stress and distress Customer and supplier analysis Preserving tax assets Refinancing and restructuring Dealing with stakeholders Dispute resolution The right capital structure to meet our strategic priorities Improve the performance of our assets The Capital Agenda The best way for our company to grow alignment to core business Maximise our portfolio s performance Acquisition and alliances Delivery of synergies Optimise stakeholder returns Focused due diligence Asset valuations Cost and tax-efficient structures Optimising asset portfolio Delivery of synergies Improving working capital Optimising capital structure Optimising tax and corporate structure

6 Where is your capital held and how best do you utilise it to advance your journey to market leadership? Is an IPO the answer for me? How do I prepare to go public? How can I leverage to drive transformation incorporating technologies such as e- commerce and big data? How can I enter new geographies, triple our revenue and ensure costs are minimised? The right capital structure to meet our strategic priorities The Capital Agenda The best way for our company to grow alignment to core business How can I continue our aggressive global growth? Have I considered all relevant risks for markets we are entering? How can I access the capital tied up in my business How can I create a national network with full integration, online & offline? Improve the performance of our assets Maximise our portfolio s performance How can I continue to evolve my business model in this rapidly changing market?

7 Addressing the strategic questions regarding growth potential and access to capital Growth H Raising What strategic options should we pursue for non-core and capital intensive business/products? Is this business unit saleable and how do we maximize value from disposal? Do we have the right capital structure to enable us to fund our strategic acquisitions? Investing Are we in the right geographic and product markets? What is the best way to enter new markets? What should my growth strategy be in emerging markets? Which targets are most attractive for us? Have we considered all relevant risks for markets we are entering? Optimising Preserving How do we protect our core business to retain margins and maximize ROI? Are we getting appropriate returns on capital? Are we over leveraged or are our borrowing costs too high? If we are not growing how do we maximize shareholder value? What are low capital intensive growth strategies? How do we unlock cash in the business? To promote growth, should we modify our investment priorities / portfolio of businesses? Should we alter our geographic footprint? What are my competitors doing? Should we divest certain or all our businesses to create shareholder value? Have we achieved expected synergies / effective integration from our last transaction? Do we need to move along the value chain to gain strategic advantage? Do we have the right/optimal and sustainable cost and operations structure? L Capital H

8 EY Assurance Tax Transactions Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organisation, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organisation, please visit ey.com Ernst & Young Australia All Rights Reserved. APAC no This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice. ey.com/au