Smart Art Cheat Sheet

www.pwc.co.
uk
Useable graphics elements

November 2013
Contents
Slide
Arrows
Circular diagrams
10
Other shapes
70
Diagrams, process charts and timelines
90
Maps
123
Icons
147
Audit Transformation common elements
172
Newspapers
182
Important notice
All editable graphics in this pack have been carefully
created by the UK Document Design team.
If you require changes to any of the content, and to
avoid incorrect usage or distortion of the graphics,
please contact the Document Design team for
assistance.
Team contact information
Tel: x774 9757
Email:
UK Document Design
Design bookings need to be made via MyServices
(Portal pathway = Office > Ordering Goods and
Services > Document Production)
Graphics pack designer
Lynne Andrews (x710 2326)
PwC | November 2013
Arrows
PwC | November 2013
Arrows
Circular arrows
Text
Text
PwC | November 2013
Arrows
Circular arrows
PwC | November 2013
Arrows
Curved arrows
VS
PwC | November 2013
Arrows
Square arrows
PwC | November 2013
Arrows
Square arrows
text
Text
text
Text
Text
text
text
Text
Text
Text
PwC | November 2013
Arrows
Square arrows
Text
Risks
Text
Text
Text
Text
Text
Text
Text
Opportunities
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
PwC | November 2013
Circular diagrams
PwC | November 2013
10
Circular diagrams
Venn diagram
[ ]
Text
Text
Text
[ ]
[ ]
[ ]
Text
PwC | November 2013
T
e
x
t
Text
11
Circular diagrams
4 segment Venn diagram
xxx
x%
xxx
x%
x%
x%
x%
xxx
x%
x%
xxx
x%
x%
x%
x%
x%
x%
x%
x%
PwC | November 2013
12
Circular diagrams
Sections
PwC | November 2013
13
Circular diagrams
Pie sections
2
PwC | November 2013
10
11
12
14
Circular diagrams
Pie sections
xxxxx
14
xxxxx
13
x
xx
xx
xx
xx
x
Xxxxx xxxxx xxxxx
xx
xx
x
x
xx
xxxxx
xxxxx
x
Xxxx
xxxxx
x
xxxx
xx
x
x
xx
xx
xxxxx
xx
x
xxxxx
PwC | November 2013
xx
x
xx
xx
xx
16
xxxxx
xx
x xxx
xxxx
15
xx
xx
xx
x
xx
xx
x
x
xx
Xx
15
Circular diagrams
Relationship models
3 phases
4 phases
5 phases
xxx
xxx
xxx
xxx
xxx
xxx
Title text
Title text
xxx
Title text
xxx
xxx
xxx
xxx
7 phases
6 phases
xxx
xxx
xxx
xxx
xxx
xxx
Title text
xxx
xxx
xxx
xxx
Title text
PwC | November 2013
xxx
xxx
xxx
xxx
16
Circular diagrams
Sections
Placeholder
for text
Placeholder
for text
Placeholder
text
Placeholder
for text
Please insert
your text
PwC | November 2013
Please
insert your
text
17
Circular diagrams
Sections and arrows
PwC | November 2013
18
Circular diagrams
Sections and arrows
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
19
Circular diagrams
Sections
5
4
PwC | November 2013
20
Circular diagrams
Sections
1
5
Please insert
your text
Placeholder
for text
This is a
placeholder text
Text
Placeholder
for text
4
This is a
placeholder text
3
PwC | November 2013
21
Circular diagrams
Cycle
Text text text
tt
Te
x
ex t
t t
t ex
ex
tt
ex
t
xt
Te
PwC | November 2013
22
te x
xt
ex
tt
ex
t te
tt
t
Te
x
x
Te
Circular diagrams
Cycle
Text text text
PwC | November 2013
23
Circular diagrams
Cycle
Title
PwC | November 2013
24
Circular diagrams
Cycle
[Text]
[Text]
[Text]
[Text]
PwC | November 2013
25
Circular diagrams
Layout examples
PwC | November 2013
26
Circular diagrams
Cycles
Text
Text
Te
xt
Te
xt
te
x
PwC | November 2013
Te
x
tt
ex
Text tex
t text
Te
xt
Te
xt
Text
te
xt
te
xt
Text
Te
te
ext
t
t
x
xt
27
Circular diagrams
Cycles
Pre deal
Strategy
xx
x
Ac
c
tra eler
ns ate
i ti d
on
xxxxx
xxx
xx
Str
at
Deal
Execution
xxx
Deal
cycle
Measu
re, m
and co anage
ntrol
ce
en
lig
Di
l
cia
an
Fin
Operational
eal
Post d ities
tu n
oppor
egic
e
Du
Thought
leadership
xxx
xxx
Post deal
PwC | November 2013
28
Circular diagrams
Cycles
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
29
Circular diagrams
Cycles
Header
Header
Header
Header
Header
Mauris consectetuer
ullamcorper quam. Morbi
tincidunt mi ut diam
ultricies non, hendrerit
quis, pellentesque a, eros.
Aenean non mauris quis
massa varius tempus.
Mauris consectetuer
Mauris consectetuer
Mauris consectetuer
Mauris consectetuer
1
Header
Header
Header
Header
Header
Hea
der
Header
Typical
assignment
lifecycle
Header
e
Head
10
He
ad
e
r
de
Hea
der
Mauris consectetuer
a
He
11
PwC | November 2013
er
ad
He
Header
12
Mauris consectetuer
Header
Mauris consectetuer
Header
Header
Header
Header
Mauris consectetuer
Mauris consectetuer
Mauris consectetuer
Mauris consectetuer
30
Circular diagrams
Cycles
Text text text
Text text text
t te
xt
Text text
Tex
Text text tex

t
Te Text text
xt
te
xt
te
xt
Text text
Text text text
PwC | November 2013
31
Circular diagrams
Cycles
[]
[]
text Text
text
ex
t
Text
[]
[]
[]
[]
[]
[]
PwC | November 2013
Text
[]
Text
tt
[]
Text
[]
Text
text
t
x
t te
Te x
Text
x
Text text te
Te
xt
Text
ext Tex
Text t
t te
x
[]
Text
Te
x
[]
Text
Text
Text
[]
[]
32
Circular diagrams
Cycles
[]
[]
[]
Text
[]
[]
text text
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
Text text text

[]
[]
[]
PwC | November 2013
33
Circular diagrams
[]
[]
[]
xxx
xxx
[]
xxxxxx
xxx
xxx
xxx
VAT
8
specialis
m
[]
[]
[]
[]
PwC | November 2013
34
Circular diagrams
xxx
Stock market
volatility
Investor
growth
expectations
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
35
Circular diagrams
Text
Text text
xt
e
T
xt
te
Te
xt
t
ex
t
Text
Te
xt
t
Text
Text
xt
e
T
ex
t
xt
e
t
Text text
PwC | November 2013
36
x
Te
te
xt
Circular diagrams
Cycle
Te
xt
ex
tt
PwC | November 2013
ex
ex T
t
t
ex
t
t
Te
xt
t
37
Circular diagrams
Cycle
xxx
xxx
xx
x
xx
xx
xxxx xxxx
xxx
xxx
PwC | November 2013
xxx
38
Circular diagrams
Cycle
Leading firm
by reputation
Driven by
client
issues
Valued growth
engine for PwC
Outcome
based
Confidence
from repeatable
experience
Excellence
from strength
through
execution
Deep
industry
insight
Deeper client
relationships
Our clients
most valued
partner
Transformational
#1 place
to work
Multiple
perspectives
Developmental
in all we do
Present with
teams at the
client site
Trusting and
collaborative
Unleashing
potential
PwC | November 2013
Creating
extraordinary
value
I am my team
39
Circular diagrams
Cycle
xxxx
xxxx
Text text text

text text
Text text text

text text
Text text text

text text
xxxx
xxxx
xt
Te
xt
e
T
Text text text

text text
Text
Text
Text text text

text text
Text text text

text text
Text
xxxx
Text text text
text text
xxxx
xxxx
Text text text
text text
xxxx
PwC | November 2013
Text text text

text text
Text
Text text text
text text
Text text text

text text
xxxx
40
xx
xx
xx
xx
xx
x
x
x
x
xx
Text text text

xxxx
xxxxx
Te
x
Text text text

xxx
Text text text

Text text text
xxx
xxx
xxxx
xxxx
xxxx
x
xxx
x
x
xx
PwC | November 2013
xxxxxs
Text text text
tt
ex
tt
ex
t
Circular diagrams
Text text text
Text text text

Text text text
Text text text
41
Circular diagrams
Section title
Xxx
Xxx
Xxx
Xxx
tit
Se
ct
i
on
ti
tl
e
io
ct
Se
le
i
ct
Se
ti
tl
e
Section title
Xxx
Xxx
Xxx
Xxx
ti
Se
ct
i
on
on
xxx
PwC | November 2013
tl
Section title
Xxx
Xxx
Xxx
Xxx
Section title
Xxx
Xxx
Xxx
Xxx
42
Circular diagrams
Text
Text
xt
Te
xt
e
tt
x
te
t
x
Te
xt
te
xt
te
PwC | November 2013
Te
xt
xt
te
Text
te
xt
xt
Te
te
xt
xt
te
Text
Text
43
Circular diagrams
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
n
io
t
ec
Se
le
tit
Sec
tion
Section title
titl
Xxx
Xxx
Xxx
Xxx
ct
io
Xxx
Xxx
tit
le
Xxx
Xxx
it l e
Xxx
Sec
tion
t
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
PwC | November 2013
Xxx
Xxx
Xxx
44
Circular diagrams
Team risk
Project organisation
Resourcing skills and numbers
Team mobilisation and succession
Risk management process

Risk identification, management
and escalation procedures
Documentation and audit trails
Monitoring and reporting
Team is high
performing
Benefits risk
Business case and ownership
Measurement, baseline and KPIs
Cost tracking
Benefits tracking and reporting
Schedule risk
Project and workstream planning
Progress monitoring and
reporting
Project control processes
Quality assurance process
PwC | November 2013
Benefits
are
realised
Risks are
managed
6 pillars of
project
success
Work and
schedule
are predictable
Scope is
realistic
and
managed
Stakeholders are
committed
Scope risk
Clear and agreed scope
Scope change control
Dependency management
Implementation timing
Stakeholder risk
Project governance and
stakeholder buy-in
Supplier management
Communication internal and
external
Organisational change
management
45
Circular diagrams
Petals
8 petals
9 petals
xxx
xxx
xxx
xxx
8
xxx
xxx
xxxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
46
Circular diagrams
Petals
xxx
x
xx
xx
x
xxx
xxx
xxx
xxx
xxx
xxx
Title
xxx
xxx
xxx
xxx
x
xx
xxx
xxx
x
xx
xxx
PwC | November 2013
xxx
xxx
47
Circular diagrams
/T
itl
e
itle
ea
H
6 pillars of
project
success
e
it l
/T
H
ea
di
n
ng
di
/T
it
le
W
or
k
tio
n
People
T
ng /
Head
in g /
Title
di
Hea
Reward
ing
ad
e
H
He
ad
ing
e
it l
/T
Re
co
gn
i
al
n
s o th
r
Pe row
rk
g
o
tw
e
N
Heading / Title
PwC | November 2013
48
Circular diagrams
Employer
Excellence
Data Sharing
Data Sharing
rk
wo
PwC | November 2013
Assignees
Le
am
Te
PwC
ad
er
sh
ip
Our
values
49
Circular diagrams
Functions
xxx
xxx
xxx
xxx
xxx
xxx
Optimisation
p
or savings
Cost
t
Day 1 Actions
Carve Out
Te
ch
nic
a
ls
up
Target
Operating
Model
Geographies
xxx
PwC | November 2013
xxx
xxx
xxx
xxx
50
Circular diagrams
Independent Senior Partner
[Name surname]
Nam
e
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Core Team
Name
Title
Name
Title
Name
Title
Na
me
Na
me
Name
Title
Name
Title
Name
Title
me
Na
Name
Title
Name
Title
e
Nam
Name
Title
me
Na
Na
me
me
Na
Name
Title
Name
Title
Name
Title
Name
Title
Quality
Review Partner
Name
Name
Title
Name
Title
PwC | November 2013
[Name surname]
Title
Name
Title
51
Circular diagrams
Sections
Text
Text
Text
Text
Title
Text
Text
Text
PwC | November 2013
Text
52
Circular diagrams
Sections
Heading
Mauris consectetuer ullamcorper quam. Morbi tincidunt
mi ut diam ultricies non, hendrerit quis, pellentesque a,
eros. Aenean non mauris quis massa varius tempus.
Mauris consectetuer ullamcorper quam.
Heading
Heading
Heading
Heading
Heading
Heading
Heading
Main
Heading
Heading
Heading
Heading
PwC | November 2013
Heading
Heading
Heading
Heading
Heading
53
Circular diagrams
IT Controls
Optimisation
Global IT
ain
ch
y
l
y
or
pp
Su vent ent
m
in
ge
&
na
a
M
d b Et
us hic
i
co nes s
s
nd
uc
t
IT security
& resilience
Fr
au
ge
an t
Ch
n
e
gem ing
na
in
ma tra
d
an
PwC | November 2013
Sou
rcin
gR
isk
cts
oje
Pr
Bu
Re sines
sil
ien s
ce
P)
ess ncl. ER
n
i
s
i
Bu ms (
e
syst
Core
Internal
Audit
Team
Human
resources &
pensions
Customer
relationship
management
lity
Data Qua
Reduce compliance cost
ory
lat ce
u
g
Re plian
com
He
a
env lth, s
a
i ro
nm fety &
en
t
Protect the business
Security and
privacy
an
ts
se
s
A
Em
Ma ergin
g
rke
ts
IT
t
en
em
ag
an ing
M
t
or
rep
ance
vern
Emer
Tech ging
nolog
y
o
IT G
Co
re mp
gu li
la a n
tio ce
n an
d
Treasury/cash
management
Independent IT Assurance
54
Circular diagrams
Speedometers
30%
PwC | November 2013
70%
40%
55
Circular diagrams
Speedometers
40
50
60
30
70
20
80
10
90
0
PwC | November 2013
Average
49.7
100
PwC traffic light colour values

Red
Amber
Green
R:
224
R:
255
R:
73
G:
48
G:
182
G:
169
B:
30
B:
B:
66
56
Circular diagrams
Heat map
He
ad
ing
/T
itl
e
Title
ng /
Head
ing /
di
Hea
Title
g
din
a
He
e
it l
T
/
e
it l
/T
H
ea
di
n
ng
/T
it
le
di
ea
H
Heading / Title
PwC | November 2013
PwC traffic light colour values

Red
Amber
Green
R:
224
R:
255
R:
73
G:
48
G:
182
G:
169
B:
30
B:
B:
66
57
Circular diagrams
Circular bar chart
Active chart
values can be changed
5
4
3
2
1
0
PwC | November 2013
Sub Area Current

Sub Area Target
Process Area Current
Process Area Target
58
Circular diagrams
Sections and percentages
He
g
in
ad
He
ad
in
e
i tl
/T
g/
Ti
tle
Heading / Title
Heading / Title
He
ad
in
g/
PwC | November 2013
Ti
tl
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
n
di
a
He
e
it l
T
/
59
Circular diagrams
10.9%
5%
3%
6%
8.8%
6%
N
3%
5%
R
4%
xx
x
xx
xxx
xx
6%
xxx
W
x
xx
3%
7%
N
V
3%
9%
6%
18.4%
3%
4%
5%
15.4%
PwC | November 2013
11%
22.5%
S
xxx
Z
3%
19.4%
4%
3%
4.4%
60
Circular diagrams
49%
12%
Payments
Active charts
39%
26%
Time
39%
27%
36%
TTR
36%
36%
Profit Taxes
Labour taxes
Other taxes
PwC | November 2013
61
Circular diagrams
The current state of human capital analytics
20%
75%
5%
20%: Ad hoc/no formal

approach
75% established
measurement programme
<5%: full worksforce

analytics capability
Above values are fixed. Use chart attached offscreen (to the right)
to create circles with different values. Copy amended chart and paste
as an enhanced metafile. Place and rotate into position
PwC | November 2013
62
Circular diagrams
Question one
Question two
- 42%
- 38%
- 58%
- 25%
Germany
UK
France
US
PwC | November 2013
Question three
- 56%
- 51%
- 76%
- 60%
- 67%
- 41%
- 66%
- 59%
Active charts values can be changed

63
Circular diagrams
Which tools
matter?
Adobe Illustrator
Active chart
9.4
Adobe Photoshop
9.1
Adobe InDesign
8.5
Adobe AfterEffect
5.4
Adobe Dreamweaver
Adobe Lightroom
5.1
4.6
Designers
choice
Autodesk Maya
Autodesk 3ds Max
Adobe Flash
PwC | November 2013
3.6
3.7
4.4
64
Circular diagrams
2011
Bottom chart is active.

Top chart is made using
active chart hidden off
page to right. Change
values then copy and
paste special as an
enhanced metafile
image, then rotate 180
to finish the reverse
curve
PwC | November 2013
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
2012
65
Circular diagrams
What are the chances

Yearly odds
Influenza
8:1
2:1
1573:1
Catching influenza
(any kind)
Catching influenza
(if you have kids)
Being hospitalised
8740:1
Dying
Swine flu
14:1
3210:1
80,681:1
Being hospitalised
Dying
Catching swine flu

70% have high
risk conditions
Pregnancy
Diabetes
Heart disease
Asthma
Kidney disease
Vaccine
1,000,0000:1
Having a serious
reaction to the H1N1
swine flu vaccine
PwC | November 2013
66
Circular diagrams
Radar screen
Sub
Sub
PwC | November 2013
Sub
Title
Sub
Sub
Sub
67
Pe
o
ion
pl
e
at
70%
er
ie
nc
e
30%
60%
Property
Manage
Monitor
nin
et
e/
Pr
oj
ec
t
e
l
du
e
h
Sc
l
ica
t
i
l
Po
Media
l
Externa
PwC | November 2013
Measure
40%
Damage/los
Identify
60
%
80%
%
60
20%
%
50
Envir
onme
n
80%
30%
80
%
ex
p
Pr
og
ra
m
Bu
dg
ut
HR
an
d
Pla
n
l
ncia
Fina
p
Re
Sk
ill
s
Environment
Business
Circular diagrams
Hub and spoke
s
68
Quadrant
Ambition:
What result
do you want?
Responsibility
Authority
Political cover
Intimacy,
credibility,
risk
Execute
Q1
PwC | November 2013
Q2
Q3
Q4
69
Other shapes
PwC | November 2013
70
Other shapes
Pyramid
Constructed from triangles
Constructed from trapezoids
[Text]
[Text]
[Text]
[Text]
PwC | November 2013
71
Other shapes
Pyramid
Basic corporate governance model
Strategic
intent
Progress KPIs
What we want to be
What we must
achieve to get there
How well will

achieve goals
How we will
implement strategy
How we are doing

so far
Strategic goals
Strategy
Performance KPIs
Operational plans and budgets
Results
PwC | November 2013
72
Other shapes
Pyramid
Value
enhancement
Strategy
implications
Delivery future
value
Efficiency
gains
Investment
decisions e.g.
Treasury audits
Monetary
savings
Improving business performance

Systems
development
IT Systems
Process
improvement
Projects &
major
contracts
Due
diligence
Assessing future governance, risk management and control
Value
protection
HEFCE
compliance e.g.
Corporate
governance
Business
process and
systems
Compliance
work e.g. UUK
student code
Financial
processes and
systems
Safeguarding
assets
Robust IT
systems
Assessing current governance, risk management and control
PwC | November 2013
73
Other shapes
Square and hexagon
01
Knowledge
of industry /
sector
Track record
of partnering
Presence in
key markets
Financial
robustness
Security
expertise
04
Process optimisation
Scalability
of solution
03
Commercial terms
1
2
02
Compliance and monitoring

Cash culture and manage
PwC | November 2013
74
Other shapes
Hexagon
Section title
Mauris consectetuer ullamcorper quam. Morbi tincidunt mi ut
diam ultricies non, hendrerit quis, pellentesque a, eros.
Section title
Section title
Morbi tincidunt mi ut diam ultricies non,
hendrerit quis, pellentesque a, eros.
Aenean non mauris quis massa varius
tempus.
Section title
Section title
Section title
Mauris consectetuer ullamcorper

quam. Morbi tincidunt mi ut diam
ultricies non, hendrerit quis,
pellentesque a, eros. Aenean non
mauris quis massa varius tempus.
xxxx
Section title
Section title
Section title
Section title

Section title
Section title
Mauris consectetuer ullamcorper quam. Morbi tincidunt mi ut diam
ultricies non, hendrerit quis, pellentesque a, eros.
PwC | November 2013
75
Other shapes
Hexagon
Text
Text
Text
Text
Text
Text
PwC | November 2013
76
Other shapes
Octogan
PwC | November 2013
77
Other shapes
Spider diagram
Text here
Text here
Text here
Text here
Text here
Text here
Text here
Text here
PwC | November 2013
Text here
78
Other shapes
Radar diagram
Text here
Text here
Text here
Text here
Text here
Text here
Text here
Text here
PwC | November 2013
Text here
79
Other shapes
Jigsaw puzzle pieces
Can be edited to different layouts,
e.g. four pieces+
Objects can be ungrouped and
recoloured and resized. Use shift
to constrain proportions when
resizing
PwC | November 2013
80
Other shapes
e.g. four pieces+
resizing
PwC | November 2013
81
Other shapes
PwC | November 2013
82
Other shapes
e.g. four pieces+
resizing
PwC | November 2013
83
Other shapes
PROCESS
BRAND AND TACTICAL

e.g. four pieces+
resizing
xxx
xxx
xxx
xxx
ROI
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
84
Other shapes
e.g. four pieces+
resizing
PwC | November 2013
85
Other shapes
PwC | November 2013
86
with animation
Other shapes
Cog wheels
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
87
Other shapes
Cog wheels
PwC | November 2013
88
Other shapes
Cog wheels
PwC | November 2013
89
Diagrams, process charts and timelines
PwC | November 2013
90
Bridge diagram / waterfall chart

Hints:
1
Calculate and enter the value corresponding to the area below the column in the row marked "Space"
2
Enter the height of the column in the row marked "Column" row
3
Drag the data labels to the top of the column manually (Make sure that "Snap to Shape" in the Drawing menu is selected)
4
Align the lines between the columns manually
5
To change the height of the columns select Chart Options and turn on the y-axis, then use Format Axis/Scale to set the length of the y-axis. Once the scale is set, use Chart Options again to remove the y-axis
1
2
3
11
Label A
PwC | November 2013
Label B
Label C
Label D
Total
91
Diagrams
Thermometer
xx
2012
xx
xx
xx
xx
xx
xx
xx
2013
PwC | November 2013
92
Diagrams
Bar chart
Active chart values can be changed.

Summary values need to be updated manually
100%
90%
79%
80%
70%
60%
66%
50%
55%
40%
34%
30%
20%
10%
0%
PwC | November 2013
Category 1
Category 2
Category 3
Category 4
93
Diagrams
Line chart
Active chart
100
88
90
79
80
70
60
55
53
50
40
30
47
29
22
20
10
0
PwC
94
Process charts
Bottle neck
Group/Corporate controls
Group/Corporate controls
Full local substantive audit
procedures and opinions
Increase in
controls reliance
Local procedures tailored
Shared processes/systems
Shared processes/systems
Time
PwC | November 2013
95
Process charts
Maze
PwC | November 2013
96
Process charts
Linear flow
Text
Text
Text
Text
Text
Text
Text
PwC | November 2013
97
Process charts
Linear flow
Text
Text
Text
Text
Text
Text
PwC | November 2013
98
Process charts
Linear flow
3
Text
Text
Text
PwC | November 2013
99
Process charts
Linear flow
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
PwC | November 2013
100
Process charts
Text
PwC | November 2013
Text
Text
Text
Text
Text
Text
Text
Text
101
Process charts
This is a placeholder
text. It can be replaced
by your own one.
This is a
placeholder
text
by your own one.
PwC | November 2013
Please
insert your
text
by your own one.
Placeholder
for
Title
by your own one.
Title
Placeholder
for
Title
This is a laceholder
by your own one.
102
Process charts
xxx

pellentesque a, eros.
1
Mauris consectetuer
ullamcorper quam.
PwC | November 2013
xxx
xxx

2
Mauris consectetuer
ullamcorper quam.

3
Mauris consectetuer
ullamcorper quam.
4
Mauris consectetuer
ullamcorper quam.
xxx
xxx

5
Mauris consectetuer
ullamcorper quam.

6
Mauris consectetuer
ullamcorper quam.
7
Mauris consectetuer
ullamcorper quam.
103
Process charts
Scale
1 2 3 4 5
1 2 3 4 5
Strong
Average Weak
Item 1
Item 2
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
PwC | November 2013
Item 3
104
Process charts
Understand
the business
PwC | November 2013
Value
enhancement
Define
Assess
Analyse
Value
protection
Plan and
scope
Execute
Finalise
Design
Determine
approach
105
Process charts
Step 1
Title
Step 2
Title
Step 3
Title
PwC | November 2013
Task description
Task description
Task description
Task description
Task description
Task description
Task description
Task description
Task description
106
Process charts
Text
Text
PwC | November 2013
107
Process charts
Funnel
OUTPUTS
INPUTS
xxx
xxx
xxx
xxx
xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
xxx
xxx
xxx
PwC | November 2013
Xxx
Xxx
Xxx
Xxx
Xxx
Xxx
108
PwC | November 2013

2.xxx
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
non, hendrerit quis,
Aenean non mauris
quis massa varius
tempus.
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
2011
3.xxx
109
xxx
xxx
xxx
xxx
1. xxx
4. xxx
2016
9.
xxx
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi ut
diam ultricies non,
hendrerit quis,
xx
3. x
10. xxx
xxxxxxxxxxxxxxxxx
x
x
5. O
xxx
x
5. xxx
xx
x
xxx
4. xxxxx
xxx
xxx
xxx
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
xxx
xxxxxxxxxxxxxxxx
1. xxx
2.
Originally printed on A3 card and cut to square

Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
7. xxx
8. xxx
Process charts
Monopoly board
6.xxx
Mauris consectetuer
ullamcorper quam.
Morbi tincidunt mi
ut diam ultricies
Aenean non mauris
quis massa varius
tempus.
Phases
Phase name
Phase name
Phase name
Phase name
Phase name
Short description
Short description
Short description
Short description
Short description
Phase name
Phase name
Phase name
Phase name
Phase name
Phase name
Short description
Short description
Short description
Short description
Short description
Short description
Phase name
Phase name
Phase name
Phase name
Phase name
PwC | November 2013
6
6
Phase name
110
Road map
What to
action in
the coming
weeks
Communicate
Target
Mauris consectetuer
What to
action now
Prioritise
Analyse
Mauris consectetuer
Mauris consectetuer
PwC | November 2013
Mauris consectetuer
Develop
Mauris consectetuer
Implement
Mauris consectetuer
What to
action in
the coming
months
Training
Mauris consectetuer
111
PwC history
Timelines
PwC UK History
PricewaterhouseCoopers was created on 1 July 1998 by the merger of two firms - Price
Waterhouse and Coopers & Lybrand - each with historical roots going back some 150 years.
1849
Samuel Lowell Price sets
up in business in London
1854
William Cooper establishes his
own practice in London, which
seven years later becomes
Cooper Brothers
1865
Price, Holyland and Waterhouse join forces in
partnership 1874 Name changes to Price,
Waterhouse & Co.
1898
Robert H. Montgomery, William
M. Lybrand, Adam A. Ross Jr. and
his brother T. Edward Ross form
Lybrand, Ross Brothers and
Montgomery
1957
Cooper Brothers & Co (UK), McDonald,
Currie and Co (Canada) and Lybrand,
Ross Bros & Montgomery (US) merge to
form Coopers & Lybrand
1982
Price Waterhouse World Firm formed
1990
1990 Coopers & Lybrand merges with
Deloitte Haskins & Sells in a number
of countries around the world
1 July 1998
Worldwide merger of Price
Waterhouse and Coopers & Lybrand
to create PricewaterhouseCoopers
1 January 2003
PricewaterhouseCoopers UK adopts Limited Liability
Partnership (LLP) status.
PwC | November 2013
112
Timelines
27/01/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
03/02/2012
17/02/2012
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
10/02/2012
xxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxx
24/02/2012
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
02/03/2012
17/04/2012
05/04/2012
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
23/03/2012
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
09/03/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
30/03/2012
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
02/05/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
04/05/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
14/05/2012
14/06/2012
xxxxxxxxxxx
xxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
25/05/2012
25/05/2012
xxxxxxxxxxx
xxxxxxxxxxx
xxxxxxxxxxx
xxxxxxxxxxx
xxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
26/05/2012
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
13/04/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
20/04/2012
08/05/2012
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
09/05/2012
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
18/05/2012
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
01/06/2012
xxxxxxxxxx
xxxxxxxxxx
xxxxxxxxxx
xxxxxxxxxx
19/07/2012
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
xxxxxxxxxxxx
18/06/2012
10/05/2012
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
KEY
Team A
Team B
PwC | November 2013
Team C
Team D
Team E
Team F
Team G
113
Timelines
EVENT
Description
19
90
19
91
19
92
19
93
19
94
EVENT
Description
19
95
19
96
19
97
19
98
19
99
EVENT
Description
20
00
20
01
20
02
20
03
20
04
20
05
20
06
EVENT
Description
EVENT
Description
EVENT
Description
EVENT
Description
20
07
20
08
20
09
20
10
20
11
20
12
20
13
EVENT
Description
EVENT
Description
EVENT
Description
KEY
xxx
xxx
PwC | November 2013
xxx
xxx
xxx
xxx
114
Timelines
Gantt chart example
27 July
m
Governance
3 Aug
t
10 Aug
t
17 Aug
t
24 Aug
t
31 Aug
t
4 Sep
t
Title
Internal model
Capital
Group supervision
Technical provisions
Regulatory policy
Standard formula
PwC | November 2013
xxx
xxx
xxx
115
Our methodology has been

designed to:
Go beyond the traditional

"value protection" approach
to internal audit by
employing a "value
enhancement" approach,
where reviews are focused on
evaluating process
performance to identify
efficiency gains and/or
monetary savings.
Embed ongoing, transparent

and proactive
communication with internal
audit stakeholders through a
well-designed
communication and
reporting process, which is
essential for effective internal
audit delivery.
g
4. R
epo
rtin
und
atio
n
Assess risks and develop

an audit plan based on
the risks to meeting the
company's strategic
objectives.
5. Quality
1. Fo
Establish a strong
foundation where the
needs and expectations
of internal audit
stakeholders are
understood, then
translated into a clear
mission, thus setting
forth the objectives for
the internal audit
function.
3
2. Planning . F
ie
l
dw
or
Timelines
Communication
1. Foundation
2. Planning
3. Fieldwork
4. Reporting
5. Quality
Internal audit
value drivers
Understand
business
objectives
Understand the
area under
review
Detailed
reporting
Client
satisfaction
Mission &
Charter
Annual risk
assessment
Determine
approach
Wrap-up
Performance
metric
measurement
Strategic plan
Annual audit
plan
Value
protection
Value
enhancement
Audit issue
tracking
Internal quality
assessment
Risk assessment
updates
Plan and scope
Define
Management/
Audit Committee
reporting
Execution
Assess
Finalise
Analyse
Recommend
PwC | November 2013
116
Timelines
xxxx
xxx
xxxx
xxx
xxx
xxx
xxx
xxx
xxx
xxxx
xxx
xxxx
xxx
xxx
xxx
xxxxxxxx
xxx
xxx
xx
xx
xx
xxxx
xxxx
xxxxx
PwC | November 2013
xxxxx
117
Timelines
Co
Audit Sponsors
nt i
nu
ou
s
Audit Committee
co
mm
External Audit
Director Finance
un
ica
tio
n
Chief Executive
M
ay
n
Ja
Au
g
Feb
July
ne
Ju
Ma
rch
Apri
l
De
c
Nov
PwC | November 2013
Oct
pt
Se
118
Timelines
Mobilisation
and planning
Half year
update
Sep
Oct
Aug
Jul
Jun
Nov
Timetable and
communication
plan
Dec
Interim
including
controls and
systems
testing
Jan
Debrief
Feb
May
Completion
Apr
Mar
Pre year
end issues
resolution
Year end audit and tax

reporting
PwC | November 2013
119
1
1
0 11
31
0
9 1
19 2
8
8
1
7
17
27
6
6
1
2
5
5
14 1
24 2
3
2 23
1 2
1
21 2
3
10
0
3
9
9
28 2
7 8
6
4 5
ary
Janu
Febru
ary
ar
ch
n
sig
De
t
en
um
24
17
25
10
18
26
11
4
28
13
30
15
16
31
23
14
30
22
29
29
July
21
12
28
20
27
19
27
7
W
5 6
M T
4
3 4
13 1
1 2
1 12
21
10 1
9 20
8 9
18 1
28
6 17
6 27
15 1
25 2
3 4
3 24
22 2
1 2
0 11
0 31
9 1
29 3
7 8
5 6
S S
T F
c
Do
K
U
1
2
3
97
5
Augu
st
Se
p
te
m
be
r
2
29 3
F S
0 31
S
1
5 6
2
3
7
4
8 9
12 1
3 1
10 1
4
1
1
19 2
5 16
0
1
2
7
1
18
22 2
26 2
3 24
7 2
8
25
2
9 30
2 3
3
1
4
1
8
5
M T
W T
6
5
4
3
30
M T
W
ber
Octo
M T
W
T F
29 3
0
S S
1
2 3
6 7
4
8
5
9 1
13 1
0 1
4
1
1
5
12
16 1
20 2
7 18
1 22
19
2
3
27 2
24 2
8
5 26
2
9
30 3
3
1
4
1 2
5
8 9
6
May
J
u
ne
S
F S
T
W
5 6
M T 2 3 4
2 13
1 1
1
S S
T F
l
Apri UK
me
n
t
D
esi
gn
H
otl
ine
77 4
1
23
24
16
25
17
9
26
18
10
2
27
19
11
3
26
28
20
12
4
27
29
21
13
5
28
22
14
6
29
15
7
30
31
PwC | November 2013
2014
Do
cu
Nove
mber
UK Document Design
M T
W
T F
28 2
9 30
S S
31 1
4 5
2 3
6 7
11 1
8 9
2 13
10
14 1
18 1
5 16
9 20
M
17
21 2
25 2
25
2
T
6 27
23 2
4
28 1
4
26
4 5
W
2 3
6 7
11
27
5
T
8 9
18
1
28
2
6
10
F
25
19
13
7
1
S
1
26
20
14
8
2
S
2
27
21
15
9
3
3
28
22
16
10
29
4
23
17
5
30
24
31
6
Hotline 774 9757
7
7
W
5 6
M T
4
3 4
13 1
1 2
1 12
1
10 1
20 2
9
8 9
18 1
28
6 17
6 27
15 1
25 2
5
4
3 24
22 2
2 3
1 12
0 1
10 1
29 3
8 9
6 7
ec
em
be
r
2014 Calendar
T F
28 2
9 30
S S
31 1
4 5
2
6 7
3
0 1
0
30
11 1
8 9
9 1
19 2
2 13
10
7 18
7
14 1
7 8
1
2
1
8
6
6
5 16
2
19 2
M
5 1
0 21
17
4 25
14 1
25 2
25
22 2
2 3
T
23 2
6 27
2
3
1
2
2
4
28 2
21
10
26
2
W
2 3
0 31
9
9
3
3
9
0
4 5
9
1
27
3
7 8
28 2
T
6
6
16
10
7 8
28
4
F
4 5
23
17
11
29
5
S
30
24
18
12
30
6
S
31
25
19
13
7
1
57
26
1
20
1
7
8
4
49
27
2
21
15
77
e
2
3
22
8
in
29
4
otl
H
5
S S
T F
6
W
4 5
M T
2 3
2 13
120
Balance chart
PwC | November 2013
Text
Text
Text
Text
Text
Text
Text
Text
121
Balance chart
PwC | November 2013
122
Maps
PwC | November 2013
123
Map
PwC UK offices
PwC | November 2013
124
Map
PwC UK offices
Aberdeen
Glasgow
Edinburgh
Newcastle
Linen Green
Belfast
Manchester
Liverpool
Leeds
Hull
Sheffield
East Midlands
Norwich
Birmingham
Milton Keynes Cambridge
Swansea
Cardiff
Bristol
Plymouth
PwC | November 2013
Bournemouth
Uxbridge
Reading
St Albans
London
Gatwick
Southampton
125
Map
Our presence in London
80 Strand
Embankment Place
Hays Lane
Union Street
PwC | November 2013
Hays Galleria
More London
Marsh Wall
126
Map
PwC South East offices
Norwich
Cambridge
St Albans
Uxbridge
Reading
Gatwick
Southampton
PwC | November 2013
127
Map
UK countries and counties
PwC | November 2013
128
Map
UK - postcodes
KW
IV
AB
PH
DD
PA
FK
KY
EH
ML
KA
TD
DH
NE
DG
BT
DL
FY
LA
PR
BL
BD HG
BB
WN
WA
DY
TF
CG
TA
PL
TR
TQ
ST
HU
WF
LN
BA
DT
SP
WS
NG
DE
CV
PE
OX
CB
SG
WD
IP
UB
CO
CM
HP
LU
AL
RG
SO
NR
HA
NN
MK
SN
HD
DN
LE
GL
NP
BS
EX
SK
HR WR
LD
SA
YO
LS
CW
SY
WV
HX
OL
CH
LL
PwC | November 2013
SF
TS
CA
ME
GU RH
TN
CT
SS
EN
NW
N
EC
W WC
SW
TW
SM
KT
IG
RM
SE
BR
DA
CR
SL
BN
BH
PO
129
Map
UK local authorities
Moray
Aberdeenshire
Highland
Perth and
Kinross
Fife
Stirling
Argyll and Bute

Scottish
Borders
Northumberland
Dumfries and
Galloway
Tyne &
Wear
Durham
Cumbria
Cleveland
North Yorkshire
Humberside
Lancashire
West
Yorkshire
Derbyshire
Cheshire
Lincolnshire
Nottin
Clwyd
shir
e
South
Yorkshire
ide
ys
Anglesey
gham
rse
Me
Greater
Manchester
Gwynedd
Staffordshire
Norfolk
Leicestershire
Shropshire
West
Midlands
Hereford & Worcester
r
No
Gloucestershire
Rhondda
Cardiff &
Vale
Avon
h
ns
ire
Cambridgeshire
Essex
Hertfordshire
Greater
London
Berkshire
Wiltshire
Kent
Surrey
Hampshire
Somerset
West
Sussex
Devon
Suffolk
ire
sh
Oxfordshire
Torfaen
Swansea
pto
m
ha
ing
ck
Bu
Dyfed
am
th
Bedfordshire
Warwickshire
Powys
East Sussex
Dorset
Cornwall
PwC | November 2013
130
Map
England local authorities
Northumberland
Tyne &
Wear
Enfield
Durham
Cumbria
Cleveland
Barnet
Harrow
Haringey
Waltham
Forest
North Yorkshire
Brent
Camden
Islington
Hackney
Barking and
Dagenham
Humberside
Hillingdon
Ealing
d
an
ton
ing lsea and
ns
Ke Che m ith
ers am
m m Fulh
Ha
West
Yorkshire
Lancashire
Westminster
South
Yorkshire
Greater
Manchester
Hounslow
Newham
Southwark
Greenwich
Bexley
Wandsworth
Cheshire
Richmond upon
Thames
Nottinghamshir
e
Staffordshire
Norfolk
Shropshire
City
Tower
Hamlets
Lambeth
Lincolnshire
Derbyshire
Havering
Redbridge
Kingston
upon
Thames
Lewisham
Merton
Bromley
Leicestershire
Sutton
West
Midlands
Northamptonshire
Cambridgeshire
Croydon
Suffolk
Warwickshire
Hereford & Worcester
Bedfordshire
Essex
Gloucestershire
Oxfordshire
Hertfordshire
Greater
London
Avon
Berkshire
Surrey
Kent
Wiltshire
Hampshire
Somerset
W est
Sussex
Devon
East Sussex
Dorset
Isle of Wight
Cornwall
PwC | November 2013
131
Map
London boroughs
Enfield
Barnet
Harrow
Haringey
Brent
Ealing
d
an
ton
d
ing lsea
an
ns
Ke Che mith
ers am
mm Fulh
Ha
Hillingdon
Camden
Islington
Westminster
Hounslow
Waltham
Forest
City
Havering
Redbridge
Hackney
Tower
Hamlets
Barking and
Dagenham
Newham
Southwark
Greenwich
Bexley
Lambeth
Wandsworth
Lewisham
Richmond upon
Thames
Kingston
upon
Thames
Merton
Bromley
Sutton
PwC | November 2013
Croydon
132
Map with contacts
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
PwC | November 2013
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
Country
Name
Email
Tel
133
Map
World map with Atlantic Ocean in the centre
PwC | November 2013
134
Map
World map with European countries enlarged for ease of reference
PwC | November 2013
135
Map
World map with Pacific Ocean in the centre
PwC | November 2013
136
Source: http://www.pwc.com/gx/en/office-locations/index.jhtml
Map
PwC territory sites - world coverage (as of August 2012)
PwC | November 2013
137
Map
PwC territory sites - Europe (as of August 2012)
PwC | November 2013
138
Map
PwC territory sites - Americas (as of August 2012)
PwC | November 2013
139
Map
PwC territory sites Asia Pacific (as of August 2012)
PwC | November 2013
140
Map
PwC territory sites Middle East (as of August 2012)
PwC | November 2013
141
Map
PwC territory sites - Africa (as of August 2012)
PwC | November 2013
142
Map
Australia and Pacific Rim
PwC | November 2013
143
Maps
Globe
PwC | November 2013
144
Remove gradiant shading for

use in branded documents
Maps
Globes
Africa and Europe
Africa
Americas
PwC | November 2013
North America
Africa and Europe and Asia
South America
145
Remove gradiant shading for

use in branded documents
Maps
Globes
Australia
Asia
Asia and Austeralia
Europe
PwC | November 2013
146
Icons
PwC | November 2013
147
PwC business card
PwC | November 2013
Name
Name
P.O.
P.O. Box
Box 9616
9616
1006
1006 GC
GC Amsterdam
Amsterdam
The
The Netherlands
Netherlands
T:
T:
+31
+31 (0)88
(0)88 792
792 76
76 71
71
F:
F:
+31
+31 (0)88
(0)88 792
792 76
76 71
71
M:
M:
+31
+31 (0)6
(0)6 51
51 26
26 73
73 06
06
hans.borghouts@nl.pwc.com
hans.borghouts@nl.pwc.com
Name
Name
P.O.
P.O. Box
Box 9616
9616
1006
1006 GC
GC Amsterdam
Amsterdam
The
The Netherlands
Netherlands
T:
T:
+31
+31 (0)88
(0)88 792
792 60
60 88
88
F:
F:
+31
+31 (0)88
(0)88 792
792 97
97 59
59
M:
M:
+31
+31 (0)6
(0)6 10
10 88
88 17
17 04
04
han.michels@nl.pwc.com
han.michels@nl.pwc.com
Name
Name
Partner
Partner
Name
Name
Director,
Director, Media
Media &
& Technology
Technology
148
Quotes / speech bubbles
PwC | November 2013
Really value his

sector experience
and commercial
knowledge
I wanted Ed to
lead my audit
Has a passion
for client service
Provides insight
Thorough and
effective audit
manager
Uses analytical
techniques to
provide a different
point of view
Andrea is at the
forefront of tax
developments
Is always
available no
matter how big or
small the query
Always wants to
strike for the best
outcome for our
organisation
149
PwC icons
Industry sectors
PwC icons
Issues
Aerospace and
defense
Asset
management
Automotive
Banking and
capital markets
Business and
professional
services
Chemicals
Communications
Energy and
mining
Board
governance
Financial
reporting
Innovation and
technology
Engineering
and
construction
Entertainment
and media
Financial
services
Forest, paper
and packaging
Healthcare
industries
Healthcare
payers
Healthcare
providers
Hospitality and
leisure
Operations
Regulation and
standards
Risk
Industrial
manufacturing
Industrial
products
Capital markets
and infrastructure
Insurance
Law firm
services
Metals
Pharmaceuticals
and life sciences
Power and
utilities
Strategy and
growth
Sustainability
Talent
Private equity
Private company
industries
Public sector
Retail and
consumer
Technology
Transportation
and logistics
PwC | November 2013
Tax
150
PwC icons
Assorted
Document; file
Eye; look;
examine;
explore; search
Magnifying glass;
search; look;
explore; examine
Telescope;
search; explore
Healthcare;
medicine
Doctor;
healthcare;
medical
Nurse; healthcare;
medical
Stethoscope
Ambulance;
healthcare
Microscope;
examine; look
Lightbulb;
idea
Lightbulb;
idea
Compact fluorescent
lightbulb; idea;
sustainable; green
Calculator
Tax calculator
Tax;
1040 form
Tax;
1040 form
Contract;
business; deals;
document
Business; pen;
sign; contracts;
deals
Business; pen;
sign; contracts;
deals
Chat; talk;
communicate
Sign up;
document;
contract
Recycle; green;
sustainability
Globe; global;
earth;
worldwide
Environment;
green
Leaf; green
Agriculture;
plant; green
Family;
community
Family; community;
children; corporate
responsibility
Alarm clock;
hospitality;
time; hotel
Bed; hotel;
hospitality
Energy and
mining
Utilities;
plumbing;
power; electric
Water; droplet;
ink; rain
Water; droplet;
ink; rain
Car;
automotive;
transportation
Fuel; gas;
refill
School;
education
Satellite; broadcast;
Wireless ;
communications;
broadcast;
wireless
communications
Coffee; tea;
beverage;
hospitality
Coffee; tea;
beverage;
hospitality
PwC | November 2013
Pill; pharmaceutical; Bandage; bandhealthcare;

aid; medical;
medicine
healthcare
151
PwC icons
Assorted
DNA; life
Industry;
sciences; medical;
industrial
healthcare
manufacturing;
factory
Asterix;
miscellaneous
Business;
financial;
media
House; community; Steel; i-beams;

corporate
infrastructure;
responsibility
construction
Mortar cap;
graduate; school;
education
Gauge;
speedometer;
performance
PwC | November 2013
Forest; trees
Forest; paper
Forest; paper;
packaging
Shipping box
Open shipping
crate; product;
industrial
Working;
laptop;
business
Talent; award;
medal
Medal; award;
talent
Trophy; award;
talent
Add friend;
social network
Thumbs up;
like
Intersection;
highway; roads;
infrastructure
Stock exchange;
Wall Street;
invest; public
Briefcase; security;
business; privacy
Chess; pawn;
strategy; game
Hand;
volunteer
Insurance
Tickets; media;
entertainment
Piggy bank;
invest; save
Safe; security;
privacy
Stopwatch;
timer;
performance
Stopwatch; timer;
performance
Open shipping
Conveyor belt;
crate; product; product; industrial
industrial
manufacturing
Percent key;
tax
Checklist;
regulation
Financial;
reporting
Thumbs up;
like
Unlocked;
padlock;
insecure
Locked;
padlock;
insecure
Bench; public;
park
Traffic cone;
caution;
construction;
zone
Smart phone;
mobile device
Percent key;
tax
Smart phone
with content;
mobile device
Laptop;
computer;
notebook
152
PwC icons
Assorted
S
Pie chart
Circuit; subway;
infrastructure;
technology; data
Line graph ;
chart
Line graph ;
chart
Simulate;
operation
Dashboard;
control; simulate;
operation
Clock; time
Clock; time
Fire
extinguisher
Email; mail;
envelope
Email; mail;
envelope
Suitcase;
travel
PwC | November 2013
Bus; public
transportation
PwC logo
CV photo
Spark logo
153
Other icons
Green team
Icons
Marketplace,
Energy
People
Community
Environment,
Materials and
waste
Transportation
Outreach and
communication
Symbols
PwC | November 2013
28%
25%
energy consumption
air pollution
154
Other icons
Green team
Recycling
Recycle these materials here

Clean all items before placing in bin
Bottles
Cardboard
Paper
Cans
Cups
Recycle these materials here

Clean all items before placing in bin
Bottles
PwC | November 2013
Cardboard, paper and cups
Cans
Food or other
155
Other icons
Unofficial
Business
People
and the body
Industry
PwC | November 2013
156
Other icons
Unofficial
Signs and
notices
Agriculture
Weather and
travel
PwC | November 2013
157
Other icons
Unofficial
Miscellaneous
PwC | November 2013
158
Other icons
Editable buttons / icons for interactive documents NOT ACTIVATED
Print
Go to blog
Information
Close / exit
Competition
Graph
Additional contents
Newsletter link
Pie chart
Go to document link
Submit field filled form
Bar chart
Email
Fullscreen and Minimise
Write response
Fill in text field
www
BLOG
Save
Home page
Play / start video
Twitter
Previous slide
Search
Facebook
Next slide
Go to video link
Library
First slide
Go to web link
Hotmail / MSN Messenger
Last slide
PwC | November 2013
159
Other icons
Editable buttons / icons for interactive documents ACTIVATED
Go to blog
Information
Next slide
Information
Graph
First slide
Competition
Pie chart
Last slide
Newsletter link
Bar chart
Close / exit
Go to video link
Previous slide
Home page (first slide)
BLOG
www
Go to web link
Home page (specific slide)
Need to enter web address

information. Currently set to
www.pwc.co.uk
PwC | November 2013
Need to amend hyperlink details

to 2nd document
160
Other icons
Silhouettes
PwC | November 2013
161
Other icons
Traffic lights
R
A
G
Red
PwC | November 2013
Amber
Green
R:
224
R:
255
R:
73
G:
48
G:
182
G:
169
B:
30
B:
B:
66
162
Icons in action
City scape
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
PwC | November 2013
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
Morbi tincidunt mi
ut diam ultricies
non, hendrerit
quis.
163
Icons in action
People
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi
tincidunt mi
ut diam
ultricies non,
hendrerit
quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
Morbi tincidunt
mi ut diam
ultricies non,
hendrerit quis.
PwC | November 2013
164
Icons in action
City scape
diam ultricies non,
hendrerit quis.
PwC | November 2013
diam ultricies non,
hendrerit quis.
diam ultricies non,
hendrerit quis.
diam ultricies non,
hendrerit quis.
diam ultricies non,
hendrerit quis.
165
Icons in action
Key themes and findings from Paying Taxes 2013
267
hours
27.2
payments
44.7%
Total Tax
Rate
On average it now takes our case study company 267 hours

to comply with its taxes, it makes 27.2 payments and pays
an average Total Tax rate of 44.7%.
PwC | November 2013
Total Tax Rate
Time to comply
(hours)
Number of
payments
8%
54
6.5
On average across the eight years of the study the cost of

tax, the Total Tax Rate, has fallen by almost 1% for each
year; the time to comply has fallen by 54 hours (seven
days); and the number of payments has fallen by 6.5.
166
Icons in action
Doughnut charts
49%
12%
39%
49%
12%
39%
49%
12%
39%
49%
12%
39%
Active
charts
values
can be
changed
Profit Taxes
Labour taxes
Other taxes
PwC | November 2013
167
Icons in action
Rating
International connectivity
#4
Shanghai
#5
New York
#6
Madrid
#8
Hong Kong
#7
Tokyo
Sanitary systems
#3
Stockholm
#4
Milan
#5
Madrid
#6
Toronto
#7
Berlin
Primary education enrolment
#1
Moscow
PwC | November 2013
#2
Milan
#3
Toronto
#4
Madrid
#5
Lois Angeles
168
Heading
Mauris consectetuer
ullamcorper quam.
Icons in action
Map
diam ultricies non,
hendrerit quis.
Heading
Mauris consectetuer
ullamcorper quam.
Heading
Mauris consectetuer
ullamcorper quam.
diam ultricies non,
hendrerit quis.
Heading
Mauris consectetuer
ullamcorper quam.
diam ultricies non,
hendrerit quis.
Heading
Mauris consectetuer
ullamcorper quam.
diam ultricies non,
hendrerit quis.
PwC | November 2013
diam ultricies non,
hendrerit quis.
Icons in action
Client
PwC | November 2013
170
Icons in action
Dice
1
32 4
6
5
PwC | November 2013
171
Audit Transformation elements
PwC | November 2013
172
Audit Transformation
Introduction
1. Client acceptance & independence
PwCs audit is built

on a foundation of
smart people, a smart
approach and smart
technology. This
together with our sixstep audit process,
results in an audit
that is robust,
insightful and
relevant.
2. Deep business understanding

3. Relevant risks
4. Intelligent scoping
5. Robust testing
6. Meaningful conclusions
+
Smart
People
PwC | November 2013
+
Smart
Approach
=
Smart
Technology
173
Our new graduate programme
Independent
mind
Critical thinker
Intellectual
curiosity
Personal
responsibility
Professionally
sceptical
Big picture
Agile
minds
Ability to
challenge
Commercial
mindset
Open mindedness
Technical
Research
Practical
Problem solver
Analytical
PwC | November 2013
174
a
ci
er
l
Be
ha
vio
ur
m
Co
al
Essential skills
Technical
Demonstrating a business
perspective, delivering value and
insight and communicating with
impact and empathy are
important foundations for strong
client relationships.
PwC | November 2013
175
Recognition
1st
First
Top 50
2003 2004 2005 2006 2007

2008 2009 2010 2011 2012
ost people focused CEO

2011
2012
PwC | November 2013
First of the Big Four 2012-2013
2006 2007 2008 2009 2010

2011 2012
st
2006 2007 2008 2009 2010

2011
Well being award
st
2013
First for accounting

1999 2000 2002 2003 2004
2005 2006 2007 2008 2009
2010 2011 2012
176
Capturing value
resources
solutions
views
thought leadership
advice
Deep bu
sin
relationshipsess
lue
knowledge
recommendations
for
ery
eliv
new ideas
va
predictions
benchmarks
PwC | November 2013
Pl
an
connections
ni
assurance experience
ng
d
lue
Va
underinsights
standing
Value is:
177
Identifying audit risk
Impact on our
audit
Signicant
Elevated
Normal
Impact on nancial statements
non material nancial risk

material nancial risk
Client identified risks
nancial risk
non nancial risk
PwC | November 2013
PwC challenge
Client risk is assessed
and challenged to
complete the picture
178
Risk map
Likelihood
Risks
1
1
6
2
3
6
4
5
Fraud in revenue recognition
Management override of controls
Tax exposures and related provisions
Impairment of goodwill
Pension asset valuation
Global ERP system implementation
Fraud
Error
Judgement
Financial impact
PwC | November 2013
179
Testing strategy
Inherent risk
Normal
Elevated
Significant
Expected controls reliance

None
Partial
High
Planned substantive evidence

Low
Medium
High
Management override of controls

Global ERP system implementation
Misstatement in cash and cash equivalents
Recoverability of accounts receivable
Incorrect inventory costing
Cycle counts are performed rather than a full physical history
Impairment of property, plant and equipment
Impairment of goodwill
Tax exposures and related provisions
PwC | November 2013
Measurement of deferred tax liability
180
Illustrative audit scope
2012
2016
Group consolidation
Audit of tax, pensions,
impairment
Groupwide functions
Statutory entities
Statutory entities
Component
1
Component
2
Component
3
Component
4
Component
5
Component
6
Component
7
Component
8
Component 1
Component 2
Component 3
Component 4
Component 5
Component 6
Shared services centres

Shared services centres
PwC | November 2013
Finance systems
Finance systems
Common IT
infrastructure
Common IT
infrastructure
181
Newspapers
PwC | November 2013
182
Newspapers
Torn paper
Torn table.
Rip section is loose
Torn pages
PwC | November 2013
HR
Delivery
Operations
Sales & Marketing
Finance
Communications
Manage Projects
Legal and commercial

management
Win business
Finance processes
Physical security
Manage Products
Exports
Manage relationships
Internal Audit
Mr Smith to partner
OldCo in new business
venture
Mauris consectetuer
Integer ultricies pede eu

risus. Vivamus ligula leo,
ultrices nec, venenatis
nec, ullamcorper
faucibus, nulla. Fusce
eros sem,
183
Newspapers
Financial Times
FINANCIAL TIMES
THURSDAY 21 SEPTEMBER 2013
Type your headline here

by our financial staff
Mauris consectetuer ullamcorper quam. Morbi
tincidunt mi ut diam ultricies non, hendrerit
quis, pellentesque a, eros. Aenean non mauris
quis massa varius tempus.
PwC | November 2013











184
Newspapers
Financial Times
FINANCIAL TIMES
THURSDAY 21 SEPTEMBER 2013
Type your headline here xxxxxx

xxxxxx xxxxx xxxxxxxxxxxx
by our financial staff
PwC | November 2013

quis, pellentesque a, eros. Aenean non










185
Newspapers
Telegraph
Telegraph.co.uk
Type your headline here

Urercilla feu feugiam, quissed elisi eum velit praessequisi exero conse
do dunt wisi er summolobor ad do od modip eu feuisl ing et, vel et
iriuscinit, venit augiam irillaor amconum quat, conum iure exero
dolutem amconum quat la facipis nibh et accummo dionull aorper si.
El digna commy nim quisissi blandiatummy non henibh eui blaortie dio
euiscipsum dolestrud modolob oreet, sum num inim zzriure velis nostis
num iure commolesto commy num illuptating eu facidunt irillaoreet aut
PwC | November 2013
186
www.pwc.co.uk
Team contact information

Tel: x774 9757
Email:
UK Document Design
Design bookings need to be made via MyServices
(Portal pathway = Office > Ordering Goods and
Services > Document Production)
Graphics pack designer
Lynne Andrews (x710 2326)
2013 PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC"
refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United
Kingdom), which is a member firm of PricewaterhouseCoopers International Limited,
each member firm of which is a separate legal entity.
Design: UK 880557

Smart Art Cheat Sheet

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Smart Art Cheat Sheet

Uploaded by

Copyright:

Available Formats

www.pwc.co.

Useable graphics elements

Diagrams, process charts and timelines

Audit Transformation common elements

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

Xxxxx xxxxx xxxxx

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

Text text text

Text text text

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

Text text text

Text text text

Text text tex

Text text text

PwC | November 2013

PwC | November 2013

Text text text

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

PwC | November 2013

Text text text

Text text text

Text text text

Text text text

Text text text

Text text text

PwC | November 2013

Text text text

Text text text

Text text text

Text text text

Text text text

PwC | November 2013

Text text text

Text text text

Text text text

PwC | November 2013