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Global Integrity Report 2022

Focusing on governance can help reimagine corporate integrity

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FEATURED INSIGHTS

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HOW CAN BOARDS STRENGTHEN GOVERNANCE TO ACCELERATE THEIR ESG JOURNEYS?

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THE CEO IMPERATIVE: HOW MASTERING ECOSYSTEMS TRANSFORMS PERFORMANCE

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IF CLIMATE CHANGE IS EVERYBODY’S BUSINESS, HOW CAN ALL BENEFIT FROM GREEN
LEADERSHIP BY THE FEW?

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WHAT TO DO IN 2022

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2022 GLOBAL INSURANCE OUTLOOK: GROWING WITH PEOPLE, PURPOSE AND TECH

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WHEN POLITICAL DISRUPTION SURROUNDS YOU, WHAT’S YOUR NEXT STRATEGIC MOVE?

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IS YOUR ESG DATA UNLOCKING LONG-TERM VALUE?

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THE COO IMPERATIVE: ARE YOU READY TO REFRAME OPERATIONS FOR RESILIENCE AND
SUSTAINABILITY?

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HOW CAN FS FIRMS TURN CARBON AMBITION INTO REAL-WORLD ACTION?

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CYBERSECURITY: HOW DO YOU RISE ABOVE THE WAVES OF A PERFECT STORM?

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THE BOARD IMPERATIVE: IS NOW THE TIME TO REFRAME RISK AS OPPORTUNITY?

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THE CEO IMPERATIVE: REBOUND TO MORE SUSTAINABLE GROWTH

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THE CEO IMPERATIVE: MAKE SUSTAINABILITY ACCESSIBLE TO THE CONSUMER

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THE GENERAL COUNSEL IMPERATIVE: HOW CAN YOU EVOLVE ENTITY MANAGEMENT INTO
EFFECTIVE GOVERNANCE?

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FOREIGN INVESTORS BACK EUROPE, BUT IS EUROPE BACK?

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STRATEGY, TRANSACTIONS AND TRANSFORMATION


EY can help you realize your ambitions by offering a radically different
approach to connecting strategy, transactions, transformation and technology,
where design and delivery inform each other at every step.


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SUSTAINABILITY

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work for business. We can help you create new value from the innovation
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Case Study
The better the question The better the answer The better the world works
Case Study


CASE STUDY: HOW SMART TECHNOLOGY HELPED FISERV ACCELERATE M&A STRATEGY

MULTI-BILLION-DOLLAR MERGERS ARE FRAUGHT WITH COMPLEXITY, BUT SMART DIGITAL
PLATFORMS CAN ACCELERATE YOUR DEAL STRATEGY FROM DESIGN TO DELIVERY.

Case Study
The better the question The better the answer The better the world works
Case Study


HOW DO YOU MERGE TWO FINANCIAL SERVICES PLAYERS?

MARKET CONSOLIDATION BRINGS SCALE AND INNOVATION BY STREAMLINING ONLINE
PAYMENTS.


HOW EY CAN HELP

MERGERS AND ACQUISITIONS INTEGRATION SERVICES

We work with clients to integrate acquired assets and prevent value erosion,
help accelerate synergy realization, and minimize transaction risk. Read more

Read more

Fintech companies specializing in online payment solutions have been essential
support for banks, credit unions and businesses. But, they have tended to build
dominance in one link of the financial payment transaction chain. Until a year
ago, First Data, a global merchant acquiror, was operating in some 100
countries, providing point-of-sale and online payment solutions for large and
small businesses. Fiserv was one of the leading US account processors for banks,
with over 37% of US market share in the years prior to the merger.1 With
combined revenues of US$13 billion, these companies had grown both organically
and through acquisitions to develop their offerings across the payment
processing chain. They’d built up capabilities in risk management and credit and
debt issuing. The question was, could they be brought together to unlock
additional value, provide a better service to customers and accelerate their
growth as an integrated asset?

The leaders of both Fiserv and First Data were convinced that their companies
would be stronger together, by providing their clients with a holistic payment
solution. The underlying logic for the deal — a set of complementary
capabilities and complementary clients — was compelling on paper. But grafting
together two complex businesses in US$40 billion enterprise value acquisition
with over 45,000 employees is a notoriously difficult undertaking. In addition
to this, Fiserv made an external commitment to achieve US$900 million in cost
synergies and $500 million in revenue synergies within the first five years
following the close of the transaction. The achievement of these synergies would
be integral to the success of the deal, as the company announced it would invest
an additional US$500 million in an ambitious growth and innovation agenda.

The leadership and enablement of the synergy program largely fell upon Fiserv’s
finance organization, who was charged with spearheading this effort. Documenting
and rolling up dozens upon dozens of cost and revenue synergy initiatives into a
structured, repeatable monthly rhythm, where progress could be tracked and
measured, was no easy task. Chris Dichiara, Vice President and Head of Financial
Planning and Analysis for Fiserv, was asked to lead this program for the
company. So, how could these two companies leverage technology to realize the
financial benefits and joint vision of this transformational merger?

Case Study
The better the question The better the answer The better the world works
Case Study


A SINGLE GOAL, ENABLED BY AN ADVANCED DIGITAL PLATFORM

CONSOLIDATING MULTIPLE DATA-POINTS WOULD HAVE TAKEN YEARS WITHOUT EY CAPITAL
EDGE.


HOW EY CAN HELP

M&A TOOLS: CONNECTED CAPITAL TECHNOLOGIES

EY teams offer a suite of M&A technologies designed to bring deeper analysis and
faster insights throughout the transaction lifecycle.

Read more

“Early on in the merger, I tried to use Excel,” recalls Chris Dichiara. “But
piecing together hundreds of Excel files, figuring out what was happening in
each of the hundreds of initiatives, getting visibility over the process —
workstreams, financial data, roadmaps, milestones — it didn’t work out so well.”

The EY team who led the post-merger integration recommended their end-to-end
digital platform, EY Capital Edge, to bring all this complexity into a
streamlined solution. Fiserv was able to fully tailor the EY Capital Edge tool
to best meet their needs. The tool provided a monthly package which provided all
the reporting and insights necessary to keep the new organization on track to
meet their synergy targets and execute upon the overall M&A strategy. The
platform kept everyone — from the individual initiative owners to the Fiserv
executive leadership team — aligned, provided instant visibility across the
whole process, and ensured everyone was talking from the same numbers: it
brought efficiency to chaos.

“EY Capital Edge was fluid, flexible, cloud-based and easy-to-access,” says
Dichiara. “Bringing in EY and EY Capital Edge to help organize the process
really accelerated the deal. We’ve got over 100 people on the platform today:
all our teams use it. I see the same data being used in one of our business
units as in Corporate where I sit.”

A merger of this size encompassing hundreds of solutions, millions of clients
and billions of data points, requires “an entire organizational effort,” says
Dichiara. The EY team were “there the next week,” putting together the process,
instituting controls, and “being innovative in the way they were thinking,” he
says. “They built connections internally with us and were extremely
flexible…helping us take the Capital Edge tool and really integrate it into our
existing financial planning and budgeting processes.” The EY organization did
more than provide a flexible digital solution: they got under the skin of the
company, bringing a broad range of experience in where it was needed, helping
deliver on the strategy.

Critical to Dichiara personally was having absolute confidence in the
financials. “We had no room for error,” he says, “and using EY Capital Edge…
gave me 100% comfort in signing off on the numbers.”


The newly combined company, now called Fiserv, is already outperforming its
initial targets. Within 8 months following deal close, the US$900 million cost
synergy target was increased to US$1.2 billion and on the revenue side, “we’ve
already upped that target to US$600 million,” says Dichiara.  With the help of
EY Capital Edge, Fiserv is well on its way to achieving all its external
commitments and most importantly, as Dichiara reflects, “the integration has
come together in a way that we're that we're winning in [our] clients’ offices.”

The merged Fiserv is efficiently cross-selling capabilities to its clients,
providing a seamless, globally-integrated payment solution that is delivering
additional value to its customers.

Case Study
The better the question The better the answer The better the world works
Case Study


A HOLISTIC PAYMENT SOLUTION, BACKED BY A SINGLE TECHNOLOGY PLATFORM

EY CAPITAL EDGE HELPED ACCELERATE THIS MERGER AND IT CONTINUES TO SUPPORT THE
STRATEGY


HOW EY CAN HELP

DIGITAL M&A FRAMEWORK

From portfolio transformation, mergers and acquisitions (M&A), JVs and alliances
to divestments, we help you determine the right strategic course to a digital
future and create better value for your businesses. This can be done by
implementing our M&A framework.

Read more

Chris Dichiara is clear that EY Capital Edge accelerated and simplified the
process of the merger between First Data and Fiserv: it was “certainly
instrumental in helping us execute on the deal.” But even after the deal was
done, the tool is an invaluable aid to running the new enterprise. “We took our
financial hierarchies, our business structures, our functional structures, and
put them into the tool,” he says. “We linked it in with our ERP system and ...,
eighteen months after the deal, our execution plans are kind of just working.
It's embedded within everything we do, from a finance side but also a business
side and it really has become part of the financial architecture of the
company.”

> EY Capital Edge was fluid, flexible, cloud-based and easy-to-access. Bringing
> in EY teams and EY Capital Edge to help organize the process really
> accelerated the deal.

Chris Dichiara
Vice President and Head of Financial Planning and Analysis, Fiserv

A leading platform that can flex to accommodate a company’s financial, business
and ERP structures and systems can continue to provide value post-merger, not
just for the company, but for their clients too. The story starts with a bold
strategy, but it comes alive through successful execution.


 * SHOW ARTICLE REFERENCES
   
   1. Statista (subscription required),
   https://www.statista.com/statistics/612431/bank-core-processor-companies-usa-by-market-share/,
   accessed June 2021.


RELATED ARTICLES

CASE STUDY: HOW A NORDIC SAAS PLAYER UNLOCKED POTENTIAL IN A GLOBAL LOCKDOWN

A bold strategy and deep, multi-disciplined M&A experience turned “it can’t be
done” into a sale that facilitated outstanding outcomes.

19 Apr 2021 Eric Sanschagrin

WILL COVID-19 TURBO-CHARGE M&A AND TRANSFORMATION?

C-suites reframe corporate strategies and plan to invest their way out of the
crisis.

3 Feb 2021 Andrea Guerzoni

HOW A DIGITAL FOUNDATION IS SETTING THE EDGE FOR NEW MARKET LEADERS

Companies that establish these technology and data models are driving value
extraordinarily fast.

23 Mar 2021 Mazen Baroudi
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FEATURED PRESS RELEASES

EY RECEIVES THREE SAP PARTNER EXCELLENCE AWARDS AT REGIONAL CUSTOMER SUCCESS
SUMMITS 2022

LONDON, 4 March 2022. The EY organization announces that it has been awarded
three SAP Partner Excellence Awards in the SAP S/4HANA Movement, Transformation
Project and Commitment to Certification categories. These awards were received
in recognition of the strength of the EY alliance with SAP in building and
providing solutions that help clients address their challenges and seize market
opportunities.

4 Mar 2022 London GB

EY LAUNCHES 2022 BETTER WORKING WORLD DATA CHALLENGE TO HELP TACKLE BIODIVERSITY
LOSS

LONDON, 1 March 2022. EY today announces the launch of the 2022 Better Working
World Data Challenge.

1 Mar 2022 London GB

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EY WORK IN RUSSIA

As the shocking and abhorrent war in Ukraine continues to escalate, our priority
continues to be the safety of our people in Ukraine, Eastern Europe and across
the region, and actively supporting those impacted.

7 Mar 2022

EY AND HULT INTERNATIONAL BUSINESS SCHOOL ANNOUNCE NEW MASTERS IN SUS…

LONDON, 24 FEBRUARY 2021. The EY organization, in association with Hult
International Business School, today announces a fully accredited Masters in
Sustainability, dedicated to EY people (312,000) exclusively.

24 Feb 2022

EY ANNOUNCES STRATEGIC ALLIANCE WITH THE KING CENTER TO SUPPORT SOCIAL CH…

LONDON, 24 FEBRUARY 2022. EY today announces an alliance between The Martin
Luther King Jr. Center for Nonviolent Social Change (The King Center), an
Atlanta-based nongovernmental, not-for-profit social justice organization, and
Ernst & Young LLP (EY US).

24 Feb 2022

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Featured: How common metrics can drive long-term value creation
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STRATEGY BY EY-PARTHENON

Featured: The CEO Imperative: Will bold strategies fuel market-leading growth?
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Featured: If climate change is everybody’s business, how can all benefit from
green leadership by the few?
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Featured: How can you transform from market leader to market maker?
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COVID-19 ENTERPRISE RESILIENCE

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© 2020 EYGM Limited. All Rights Reserved.

EYG/OC/FEA no.

ED MMYY

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.



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