Core Insights - Deloitte China has established a "Deloitte Outbound Special Team" to provide comprehensive professional services for mainland companies seeking global expansion [2] - The initiative aims to address challenges faced by mainland enterprises, including strategic planning, localization, and capability building [2][3] - The report indicates that China's outbound direct investment is expected to exceed $190 billion in 2024, with a year-on-year growth of 8%, and a 20% increase in investments in Belt and Road Initiative countries [2] Group 1 - Mainland enterprises are entering a 2.0 phase of internationalization, driven by high-quality economic development and strong international competitiveness in technology and business models [3] - Three new trends in outbound investment have emerged: market diversification, capability upgrading, and optimized engagement with local economies [3] - The demand for digital economy and infrastructure in regions like ASEAN, Middle East, and Latin America is significant, necessitating localization to meet end-user needs [3] Group 2 - Hong Kong is increasingly recognized as a "super connector" and "value enhancer" for mainland enterprises going global, addressing pain points such as currency management and high financing costs [4] - Hong Kong's status as an international financial center allows it to provide risk hedging tools and facilitate capital flow through tax agreements with various countries [4] - The establishment of the "Deloitte Outbound Special Team" is expected to optimize related policies and services, enhancing the internationalization foundation for mainland tech companies and brands [5]

Core Viewpoint - The article emphasizes the necessity for companies to develop and implement transformation plans in response to climate change and the global shift towards net-zero emissions, highlighting that such plans are essential for survival, compliance, and future value creation in a competitive landscape [1]. Group 1: Governance and Strategy - High-quality transformation plans must integrate climate goals, such as net-zero emissions, into the core of corporate strategy, supported by a robust governance framework where the board and executives are accountable for climate strategies [2]. Group 2: Setting Goals - Companies should establish clear, measurable, and scientifically-backed mid- to long-term emission reduction targets, with specific milestones to ensure transparency and verification of progress, thereby mitigating greenwashing risks and building stakeholder confidence [3]. Group 3: Implementation Steps - Transformation plans should be broken down into actionable steps across various dimensions, including finance, operations, supply chain, and technology, with clear resource allocation and accountability mechanisms [4]. Group 4: Data Disclosure and Performance Management - High-quality data disclosure enhances corporate transparency, and tracking key performance indicators (KPIs) can link performance assessments and incentives to transformation goals, facilitating a shift from compliance-driven to value-creating approaches [5]. Group 5: Collaboration and Industry Engagement - Individual companies cannot achieve systemic transformation alone; collaboration with supply chain partners, industry organizations, financial institutions, and regulatory bodies is essential to establish unified standards and methodologies for systemic decarbonization [6]. Group 6: Global Trends and Local Initiatives - Over 60% of major economies have policies promoting transformation plans, with more than half of listed companies incorporating these plans into governance and disclosing climate strategies according to international standards. Over 140 countries have set net-zero targets, emphasizing the need for fair transitions and international cooperation [9]. Group 7: Financial Sector's Role - The financial sector is increasingly recognizing the importance of transition planning as a means to manage risks and unlock new value opportunities, with a focus on integrating transition goals into investment and risk management processes [10][12].

Core Insights - Hong Kong is positioned as a key platform for mainland Chinese enterprises to expand internationally, supported by favorable tax policies and strategic initiatives from the Hong Kong government [4][6]. Group 1: Hong Kong's Strategic Role - Hong Kong is designated as a "super connector" between mainland China and the world, playing a crucial role in the national "14th Five-Year Plan" as an international financial, shipping, and trade center [4]. - The Hong Kong government is actively promoting the internationalization of professional services, aiming to make Hong Kong the preferred platform for enterprises going abroad [4][6]. - The establishment of the "Mainland Enterprises Going Abroad Task Force" reflects the government's commitment to attract mainland companies to utilize Hong Kong for international expansion [4]. Group 2: Growth of Mainland Enterprises Going Abroad - There is a strong growth momentum in mainland Chinese enterprises going abroad, with significant increases in overseas mergers and acquisitions, large transactions, and investments in countries along the "Belt and Road" initiative [6]. - Despite the growth, mainland enterprises face challenges in strategic decision-making, compliance operations, partner selection, and talent management when expanding internationally [6]. Group 3: Taxation and Investment Planning - Hong Kong's tax policies provide essential support for mainland enterprises looking to invest overseas, with a focus on common misconceptions in overseas investment tax planning [8]. - Different investment structures and their tax implications are critical considerations for enterprises planning to expand internationally [8]. - The company aims to leverage its global service network and local expertise to assist mainland enterprises in navigating their international expansion effectively [8].

Core Points - The EY Asia-Pacific Entrepreneurial Winning Women program for 2026 has been launched, inviting outstanding female entrepreneurs aiming for global business expansion to apply [2] - Since its inception in 2015, the program has connected over 156 female entrepreneurs in the Asia-Pacific region and more than 900 globally, facilitating business growth [2] - The program has seen 51 female entrepreneurs selected from the Greater China region since its introduction [2] Program Details - Selected participants will be matched with an EY client service partner to assist in various activities and business planning [13] - Key events include a winners' meeting in May 2026, additional entrepreneurial activities in August and November 2026, and two online sessions led by renowned speakers on important entrepreneurial topics [13] - The program aims to provide opportunities for international networking, enhance leadership and business skills, and improve public visibility for participants [15] Eligibility Criteria - Applicants must be founders, co-founders, or key decision-makers of a company that has been established for at least five years and is headquartered in the Asia-Pacific region [15] - Companies should demonstrate readiness for international expansion and growth, with a focus on female entrepreneurs capable of scaling beyond domestic markets [15] - Participants are expected to engage in a series of online and offline activities alongside other selected members [15]

Group 1 - The core challenge of expanding into the Latin American market includes navigating complex tax environments and supply chain issues, which can significantly impact global supply chain efficiency and profitability [2] - Companies face specific dilemmas such as designing holding structures, pricing internal transactions, and optimizing supply chains while managing tax planning [2] - KPMG offers comprehensive tax solutions to empower global supply chains for businesses entering the Latin American market [3] Group 2 - KPMG provides actionable recommendations for designing efficient holding structures by comparing the advantages and disadvantages of direct and indirect investments [4] - The firm emphasizes the importance of optimizing transfer pricing strategies to effectively manage tax risks and ensure compliance [5] - KPMG integrates tax considerations into supply chain optimization from the outset, helping companies achieve cost reduction, efficiency, and compliance [6]

Core Insights - The event titled "Chinese Enterprises Going Global: Tax Compliance and Asset Fortress in the Internationalization Process" was held on July 31, 2025, in Shanghai, organized by Ernst & Young (EY) in collaboration with various institutions to address the opportunities and challenges faced by enterprises in cross-border asset allocation and globalization [1] Group 1: Event Overview - The event aimed to provide guidance for enterprises going global amidst complex regulatory policies and globalization trends [1] - Key topics discussed included tax compliance, regulatory practices, and cross-border asset protection strategies [1][8][13] Group 2: Key Presentations - EY's partner Zhang Weiliang emphasized the importance of understanding local tax policies and establishing a robust tax information collection mechanism for enterprises venturing abroad [8][9] - OIC's partner Liu Xiaoying focused on regulatory practices and common pitfalls in overseas direct investment (ODI) and financing, advising companies to consider legal, tax, and foreign exchange regulations before expanding internationally [11] - Vistra's regional head Wang Guan discussed cross-border asset protection and inheritance strategies, highlighting the significance of legal tools like trusts and family offices in managing assets and ensuring stability during market fluctuations [13][14] Group 3: Conclusion - The event concluded with a strong emphasis on the ongoing challenges in the globalization journey for enterprises, while the shared insights and professional wisdom provided a supportive platform for future endeavors [17]

Core Insights - Indonesia is emerging as a strategic choice for Chinese enterprises looking to globalize, driven by its market potential and favorable policies [2][4] - The "Seizing Opportunities in Indonesia" seminar, co-hosted by Ernst & Young (EY) and DBS Bank, aimed to assist companies in exploring the Indonesian market [2][4] Group 1: Seminar Overview - The seminar featured experts from EY, the Indonesian Investment Authority (INA), and DBS Bank, focusing on the unique values and development opportunities in Indonesia [2][4] - Opening remarks were made by senior executives from EY and DBS, emphasizing the importance of supporting enterprises in their international expansion [4] Group 2: Investment Opportunities - Professor Hu Jie from Shanghai Jiao Tong University discussed the historical ties between China and Indonesia, highlighting current investment opportunities for Chinese companies in Indonesia [6] - Andry Setiawan, Chief Investment Officer of INA, provided insights into the fund's establishment, operational model, and key investment sectors [7] Group 3: Tax Incentives - EY's tax consultant Li Cunjuan outlined three tax incentive scenarios for Chinese enterprises in Indonesia, including pioneer enterprise tax incentives, special economic zone benefits, and new capital city tax incentives [9] - The discussion emphasized the importance of understanding industry requirements, investment amounts, and application processes to maximize the chances of obtaining tax benefits [9] Group 4: Roundtable Discussion - A roundtable discussion allowed participants to explore trends in Southeast Asia, focusing on cultural integration, financing exit mechanisms, and tax incentives in Indonesia [12] - The session fostered deep discussions and shared insights from various industry experiences, receiving positive feedback from attendees [12][14]

Core Insights - The tax sector is facing unprecedented challenges, including geopolitical uncertainties, evolving regulations, talent shortages, and rapid technological changes, necessitating significant investment and transformation to navigate future complexities [2] Group 1: Application of GenAI in Taxation - Generative AI (GenAI) can enhance efficiency and productivity in tax departments by simplifying compliance and reporting processes, allowing for better analysis of information and effective communication with tax authorities [2][3] - 29% of companies have deployed GenAI in their tax departments, with an additional 26% exploring its use, indicating a growing trend towards automation in tax functions [3] - Key application areas for GenAI include reducing time spent on routine tasks (84%), managing large data sets (59%), assisting in tax regulation retrieval (52%), and improving compliance while reducing risks (48%) [3] Group 2: Risks and Concerns of GenAI - Nearly half (49%) of respondents express concerns about the accuracy and reliability of tax-related information generated by AI, while 42% worry about a decline in human professional judgment in tax decisions [5] - Data privacy, security, and ethical challenges are significant, requiring tax teams to implement protective measures to comply with regulations and avoid penalties [5][6] - The potential for tax authorities to leverage AI for real-time monitoring of taxpayer transactions raises concerns about compliance and the risk of tax fraud detection [6] Group 3: Strategic Actions for Tax Leaders - Tax leaders should prioritize the credibility, safety, and ethical considerations of GenAI applications, ensuring that the data used to train models is reliable and that strict controls are in place [9] - Collaboration with internal departments and external partners is essential for tax teams to adapt to new technologies and enhance compliance [11] - Human collaboration remains crucial, as tax professionals' analytical skills and judgment are necessary to interpret AI-generated data and make informed decisions [12] Group 4: Future Skills and Workforce Dynamics - The demand for diverse skills in tax teams is increasing, with a focus on strategic thinking and effective change management, as traditional tax roles evolve due to automation [13][14] - The expectations of younger tax professionals are shifting, with a preference for varied experiences and flexible work arrangements, highlighting the need for companies to adapt to these changes [14] - Outsourcing and co-sourcing are becoming standard practices to address talent shortages, with 41% of respondents indicating that outsourcing provides easier access to advanced technologies [15] Group 5: Transformation Steps for Tax Departments - Tax departments must redesign their operational models comprehensively, focusing on training personnel and integrating technology effectively [20] - Establishing a robust governance framework around tax responsibilities is essential for enhancing corporate reputation and reducing compliance risks [21] - Continuous iteration and agility in transformation efforts are necessary, with a focus on leveraging GenAI for specific tasks to build confidence and drive progress [24]