1、KPMG Asia P 2022 CEO Outlook:Asia PacificContentsForewordEnvironmental,social and governance(ESG)Key themesTechnology Economic outlook Exploring opportunities for growthMethodology and acknowledgments031204 15051719Talent10 2023 Copyright owned by one or more of the KPMG International entities.KPMG

2、International entities provide no services to clients.All rights reserved.ForewordA survey of 1,325 business leaders worldwide-including 180 in Asia Pacific(ASPAC)-for the KPMG 2022 CEO Outlook found that although CEOs in the region do not share the expectation of their counterparts elsewhere of a r

3、ecession in the near future,they have nevertheless been taking precautions to protect and develop their businesses which should enable them to maintain healthy revenue growth in the longer term.This despite reporting that they are far less prepared for a recession.While not quite as confident as the

4、ir counterparts elsewhere,business leaders in Asia Pacific trust in the resilience of the global economy and almost all of them expect their companys income to grow over the next three years.As if to underline this confidence,more than nine out of ten corporations in the region say they are planning

5、 to make acquisitions during this period.What is the basis of this confidence in such challenging times?CEOs in this region are clearly not waiting on events but are actively seeking to defend themselves against geopolitical risk,while also working to build their businesses in the long term.The long

6、-term growth potential for the region is possibly a contributory factor as well.Unless otherwise indicated,throughout this report,“we”,“KPMG”,“us”and“our”refer to the network of independent member firms operating under the KPMG name and affiliated with KPMG International or to one or more of these f

7、irms or to KPMG International.KPMG International provides no client services.No member firm has any authority to obligate or bind KPMG International or any other member firm vis-vis third parties,nor does KPMG International have any such authority to obligate or bind any member firm.Honson ToChairma

8、nKPMG Asia Pacific and KPMG China In the short term,ASPAC companies have taken,or plan to take,strong measures:bringing overseas operations back home or in-house,diversifying supply chains,reconsidering investment decisions,freezing hires,and even downsizing workforces.At the same time,corporations

9、in the region are looking to develop in the longer term as they seek to hire specialized talent,manage the post-COVID return to the office,strive to meet the demands of society for better ESG performance,and adapt to and take best advantage of new technology.Instead of back-pedaling on ESG in respon

10、se to the new dangers,ASPAC CEOs are reporting that stakeholder pressure on them to improve ESG performance is accelerating and that they are responding by making more efforts to meet ESG targets.Similarly,while many businesses have paused hiring temporarily,the overwhelming majority are preparing t

11、o take on more talent over the next three years.While there is some evidence of“digital burnout”in the region,CEOs are concerned about emerging and disruptive technologies and are investing heavily in technology,even though they may pause briefly to reconsider precisely which technology to adopt and

12、 whom to work with on it.The challenge for companies in the Asia Pacific region,as in the rest of the world,is to coordinate short-term defensive tactics during the current period of heightened geopolitical and economic risk with longer-term strategies to overcome talent,technology,and other challen

13、ges to build resilient and profitable businesses.To do this,business leaders need to be sensitive and responsive to new,often unexpected,threats and opportunities,while also facing the future with calm foresight.I recognize these elements in my discussions with CEOs in the region,and trust that this

14、 report can help you understand the perspectives of other business leaders in our region so that you can be better prepared to navigate the complex challenges of this persistently risk-filled world.Key themesEconomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and ackno

15、wledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific3 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Four key themes emerge from this years CEO Outlook:1.Economic outlookASPAC CEOs have mixed feeli

16、ngs towards the global economy-they do not anticipate a recession,but are also less confident of growth prospects No slowing downOnly 26 percent of ASPAC CEOs believe a recession over the next 12 months will happen,as compared to 88 percent of their global counterparts.Optimism in growthDespite geop

17、olitical and economic challenges,global economic confidence stands relatively high at 64 percent.M&A as a key tool for growth92 percent of ASPAC firms will make acquisitions over the next three years,notably higher than the 85 percent globally.4.TechnologyASPAC firms are committed to digital transfo

18、rmation-two-thirds of ASPAC CEOs say that their digital transformation strategy will have an impact on their organization in the next three years.Emerging tech top growth riskDisruptive technology has been perceived to be a major risk to organizational growth.Staying on the right trackMore than ever

19、,investment should be tied to growth,and 63 percent of CEOs say they need to be quicker to shift investment to digital opportunities and divest in those areas where they face digital obsolescence.2.TalentRetaining high-quality talent remains a major priority for business leaders in ASPAC,as in the r

20、est of the world.Recession driving short-term freezes38 percent of ASPAC companies(and 39 percent of global companies)have implemented a hiring freeze,and 44 percent(35 percent globally)were planning to do so in the next six months.Return to the office?Remote working has had a positive impact on hir

21、ing,collaboration and productivity over the past 2 years,but 62 percent of CEOs see in-office as the preferred work style over the next 3 years.3.ESGCEOs in ASPAC are cognizant of their companies responsibilities towards climate and society,and are seeking to balance their ESG commitments among mult

22、iple stakeholders.Connecting ESG to the bottom lineOnly 39 percent of CEOs agree that ESG programs improve financial performance.Remaining accountable to stakeholdersMore than two-thirds of ASPAC CEOs report greater attention from stakeholders regarding ESG assessment and accounting.ForewordKey them

23、esEconomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsKPMG 2022 CEO Outlook:Asia Pacific4 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ASPAC CEOs

24、,unlike their global counterparts,are not expecting another recessionIn September 2022,we asked executives how confident they were in the resilience of the global economy in the next six months,their country,their industry and their company,given expectations of a recession.Economic outlook26%just o

25、ver a quarter of ASPAC CEOs are expecting a recession,compared with 86%of CEOs worldwide.64%of ASPAC CEOs express confidence in the resilience of the global economy,while 73%of their global counterparts share a similar sentiment.of ASPAC firms are confident in their own countrys resilience.of ASPAC

26、CEOs perceived their own industry to be resilient.of ASPAC leaders are confident in the short-term resilience of their own companies.This is notably more downbeat than their global counterparts,who registered confidence levels of 76 percent,80 percent and 79 percent respectively.69%70%68%Key themesE

27、conomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific5 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ASPAC

28、s key growth strategies22%Strategic alliances with third partiesJoint ventures12%Outsourcing6%Bullish on revenue and income growth In 2022,56 percent of Asia Pacific CEOs reported that their organizations revenues in the most recent fiscal year had increased over the previous year,while 27 percent s

29、aid that it had decreased.In the longer term,almost all companies in the Asia Pacific region,as in the rest of the world,expect positive income growth over the next three years,with ASPAC more bullish than the rest.When asked what percentage of their anticipated earnings could be impacted by a reces

30、sion in the next 12 months,business leaders in the Asia Pacific region forecast an average of 12.2 percent of earnings.In the longer term,69 percent of ASPAC CEOs say that a recession would upend their anticipated growth over the next three years.Expecting income growth of between 2.5%and just under

31、 5%:49%of ASPAC CEOs28%of CEOs worldwidevsExpected income growth:ASPAC vs Rest of the worldExpecting income growth up to just under 2.5%:30%of ASPAC CEOs42%of CEOs worldwidevsWhile its unsurprising the economic climate is now a top concern for business leaders,over these past few years,theyve learne

32、d to navigate the unpredictable,realigning their workforces,untangling supply chain disruptions and adapting to geopolitical and economic impacts.As the possibility of recession looms,many are already prepared with a deep focus on planning and agility.And some see opportunities through this fog of u

33、ncertainty brought on by the promise of technology,talent and ESG.Bill ThomasGlobal Chairman and CEOKPMGKey themesTalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsEconomic outlook ForewordKPMG 2022 CEO Outlook:Asia Pacific6 2023 Copyright owned by one or more of t

34、he KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.M&A as a key tool for growth92 percent of ASPAC firms will make acquisitions over the next three years,notably higher than the 85 percent globally another indication that ASPAC companies are

35、 somewhat more optimistic.12%Joint ventures will be the most important strategy for reaching their growth objectives22%6%Strategic third-party alliancesOutsourcingAlternative approaches to M&AIn a similar vein:19 percent of ASPAC business leaders say that M&A will be the most important strategy for

36、achieving their organizations growth objectives over the next three years,higher than the 11 percent of global CEOs who said so.The combination of uncertainty,delays and price fluctuations is forcing some executives to significantly shift their priorities and pivot their business models,in an attemp

37、t to maintain their growth and confidence as they enter an incredibly challenging period.Regina MayorGlobal Head of Clients and MarketsKPMGKey themesTalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsEconomic outlook ForewordKPMG 2022 CEO Outlook:Asia Pacific7 2023

38、Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Risk factors Firms in the Asia Pacific region identified these as the top five risk factors affecting their current performance:A noted difference between

39、Asia Pacific and global firms is in the evaluation of economic risk:while 14 percent of global CEOs said their most pressing concern were factors such as interest rates,inflation and anticipated recession,only 8 percent of ASPAC CEOs shared the same concern.A slightly different picture emerges when

40、ASPAC CEOs look further ahead at their longer-term performance:Other threat factors identified by ASPAC firms(all in single-digit percentages)include:cyber security,political uncertainty,a return to territorialism,interest rates,supply chain constraints,reputational risk,operational issues,internal

41、unethical culture;and,jointly at the bottom,talent and tax.Current risks18%12%11%11%11%Pandemic fatigue or continued uncertainty/restrictions Emerging/disruptive technologyRegulatory concernsTalent growth and retentionReputational risk(including misalignment with customer/public sentiment)Longer-ter

42、m risks17%13%11%Regulatory concerns Emerging/disruptive technologyEnvironmental/climate change factorsKey themesTalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsEconomic outlook ForewordKPMG 2022 CEO Outlook:Asia Pacific8 2023 Copyright owned by one or more of the

43、 KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.CEOs in ASPAC are taking protective action in the face of global uncertaintyThe geopolitical instability has led to ASPAC firms to take up a more conservative stance vis-vis international oper

44、ations.of ASPAC CEOs have already discontinued their working relationship with Russia44%of business leaders in the Asia Pacific region have adjusted their risk management procedures in light of geopolitical risk31%of ASPAC businesses have transferred overseas operations locally or brought them back

45、in-house48%of ASPAC firms have diversified their supply chains in response to geopolitical challenges36%are planning to do so in the next six months46%are planning to do so in the next six months36%are preparing to do so in the next six monthsThe deteriorating international environment is also affec

46、ting investment decisions.Already 41 percent of ASPAC CEOs(and 47 percent of global CEOs)report that they have reconsidered their investment strategies in response to geopolitical challenges,while 33 percent(and 38 percent globally)will do so in the next six months.The pandemic and the events in Eur

47、ope have shown us how interconnected we are as a world.To me,geopolitical issues are the number one risk.I think we all need to build optimized and resilient supply chains.TV NarendranChief Executive OfficerTata Steel69%Key themesTalentESGTechnology Exploring opportunities for growthMethodology and

48、acknowledgmentsEconomic outlook ForewordKPMG 2022 CEO Outlook:Asia Pacific9 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Importance of retaining talentAttracting and retaining high-quality talent

49、 remains a key priority for business leaders in ASPAC,as in the rest of the world.However,the majority of ASPAC CEOs are devoting investment towards new technology.Inflation and the looming short recession are prompting many to implement a temporary freeze on hiring;some firms are also downsizing th

50、eir labor force.Nevertheless,in the longer term,firms everywhere expect to hire more than fire.Over the next three years,only a negligible 1 percent of companies in the Asia Pacific region(as opposed to a non-negligible 9 percent of enterprises worldwide)expect any decrease in their headcount,while

51、14 percent(12 percent globally)expect it to stay the same and 85 percent(79 percent worldwide)expect a net increase,though mostly by less than 5 percent.Talent33%of ASPAC CEOs are placing more investment in developing their workforces skills and capabilities67%percent of ASPAC CEOs are placing more

52、capital investment in buying new technologyInvesting in workforceDownsizing and hiring freezes38%of ASPAC firms have implemented a hiring freezewere planning to do so in the next six monthsare planning to consider downsizing in the next six months44%48%had considered downsizing their employee base28

53、%Key themesEconomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific10 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights r

54、eserved.Hybrid/remote workingCompany leaders in ASPAC have noted a positive impact that hybrid/remote working has had on hiring,retention and morale over the past two years.Despite the largely positive experience of hybrid/remote working,ASPAC companies appear to be preparing for the majority of the

55、ir staff to return to the office,and for hybrid working to persist only in a minority of cases.Not a single firm in the Asia Pacific region says that it expects it to be fully remote in three years time;in the world as a whole,7 percent of firms do expect this.At the same time,62 percent of ASPAC CE

56、Os(65 percent of global respondents)expect that employees will work in-office,while 38 percent(28 percent globally)expect working to be hybrid.Effect of hybrid/remote working on hiring Effect of hybrid/remote working on moraleEffect of hybrid/remote working on retention Effect of hybrid/remote worki

57、ng on collaboration and innovation We have had an opportunity to really focus on our employees to be more open and honest about subjects including mental health and wellbeing.Weve invested in training our people,pushing for change and updating skills to match our new innovations,digital service port

58、folio and changing customer needs.We want our people to move with us.Nicola DowningChief Executive OfficerRicoh Europe41%34%41%34%49%60%53%58%9%6%7%7%are neutralare neutralare neutralare neutralare negativeare negativeare negativeare negativeof ASPAC CEOs are positiveof ASPAC CEOs are positiveof ASP

59、AC CEOs are positiveof ASPAC CEOs are positiveKey themesEconomic outlook ESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsTalentForewordKPMG 2022 CEO Outlook:Asia Pacific11 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entitie

60、s provide no services to clients.All rights reserved.ASPAC executives less bullish than others about the ESG impact on financial performanceASPAC CEOs recognise the importance of ESG initiatives on their businesses,especially with regards improving financial performance,driving growth and meeting st

61、akeholder expectations.At the same time,most of them are feeling the pressure of an increasing public perception that it is up to corporations to deliver,as confidence and trust in governments decline.temporary freeze on hiring;some firms are also downsizing their labor force.ESGof ASPAC CEOs say th

62、at fulfilling their ESG strategy and commitments will have an impact on their organization over the next three years70%of them agree that major ESG challenges such as income inequality and climate change are a threat to their company 73%agree that the public is looking to businesses to stand in the

63、gap for societal challenges such as inclusion,diversity,equality,climate change or social justice 63%agree that corporations would be suited to help governments find solutions to pressing global challenges with stronger government support 61%Key themesEconomic outlook TalentESGTechnology Exploring o

64、pportunities for growthMethodology and acknowledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific12 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.However,companies are not unanimous in assessing th

65、e effect of ESG initiatives on their bottom line.39%42%of ASPAC business leaders state that their companys ESG performance improved its financial performancehowever,said that it reduced financial performancefar more than the 17 percent of CEOs worldwide who perceived a negative effectRegardless of t

66、he bottom line,do business leaders agree that they have a responsibility to drive greater social mobility?Almost the same proportion of those in ASPAC(78 percent)and the world as a whole(77 percent)say they do.Again,this represents a fall-off since the earlier KPMG CEO Outlook survey,which showed 90

67、 percent of those surveyed in the Asia Pacific region and 91 percent of those surveyed across the world agreeing that they have this responsibility.Another factor possibly leading companies to re-evaluate their ESG stance is the worsening international situation.72 percent of ASPAC leaders(comparabl

68、e to 74 percent of those worldwide)say that geopolitics have affected their ESG plans/strategies.As CEOs take steps to insulate their businesses from an upcoming recession,ESG efforts are coming under increasing financial pressure.The CEO Outlook confirms that ESG has become an intrinsic business im

69、perative,impacting financial resilience,growth and stakeholder expectations.Jane LawrieGlobal Head of Corporate AffairsKPMGKey themesEconomic outlook TalentTechnology Exploring opportunities for growthMethodology and acknowledgmentsESGForewordKPMG 2022 CEO Outlook:Asia Pacific13 2023 Copyright owned

70、 by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.33%15%26%26%institutional investorscustomersregulatorsemployees and new hiresRemaining accountable to stakeholders on ESG reporting69 percent of ASPAC CEOs are seeing a s

71、ignificant demand today from stakeholders for increased reporting and transparency on ESG issues.55 percent-of ASPAC CEOs agree that stakeholder scrutiny of their performance on ESG issuessuch as employee diversity,gender equity and climate impactswill continue to accelerate,compared to a much highe

72、r proportion of 72 percent of CEOs worldwide.Even so,companies cannot afford to ignore stakeholder opinion or defy scrutiny,and ASPAC CEOs identified six downsides of failing to meet stakeholder expectations regarding ESG,as well as five key challenges in reporting ESG performance:Downsides to faili

73、ng to meet stakeholders ESG expectations:Key challenges in reporting ESG performance:36%32%24%28%16%23%14%8%8%8%3%The higher cost of and/or difficulty in raising financeArticulating a compelling ESG story;this is followed by a similar,perhaps related problemCompetitors gaining an edgeESG performance

74、 reporting within their organization not approaching the rigour of their financial reportingRecruitment challenges as a result of failing to meet expectations The lack of an accepted global framework for measuring and disclosing ESG performanceA threat to the CEOs continued tenure Stakeholder skepti

75、cism around“greenwashing”of ESG performance disclosuresLosing customersThe problem of disengaged employees Meeting the ESG reporting needs of different investors and other stakeholdersAs a result of this increased scrutiny,73 percent of ASPAC CEOs(much higher than the global figure of 52 percent)exp

76、ect to rely increasingly on the external assurance of their ESG data to meet stakeholder/investor expectations around consistent and robust sustainability reporting.Key themesEconomic outlook TalentTechnology Exploring opportunities for growthMethodology and acknowledgmentsESGForewordKPMG 2022 CEO O

77、utlook:Asia Pacific14 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.66%73%26%ASPAC CEOs,as with their global counterparts,value digital transformationDespite the accelerated pace of digital transf

78、ormation,companies all over the world appear from our survey to be coping well,while taking seriously the challenges involved.A majority of business leaders polled in the Asia Pacific region say that their organization already has an aggressive digital investment strategy,intended to secure first-mo

79、ver or fast-follower status.This claim is aligned with the importance given to digital transformation strategies in ensuring business success.Enterprises digital transformation strategies are also driven by risk aversion,though technology is not at the top of the list of dangers.For many ASPAC CEOs,

80、deciding on the right technology is holding back progress on their business transformation,suggesting that there is a widespread need for more preparatory research and due diligence in adopting new technology.In this regard,forging new partnerships will be critical to continuing companies rapid pace

81、 of digital transformation.Technologyof ASPAC CEOs say that their organization already has an aggressive digital investment strategy.say that a digital transformation strategy will have an impact on their organization in the next three years.that advancing digitization and connectivity across their

82、business will be their top operational priority in the next three years.Key themesEconomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and acknowledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific15 2023 Copyright owned by one or more of the KPMG International entities.

83、KPMG International entities provide no services to clients.All rights reserved.say that continuing to drive digital transformation at a rapid pace is critical to their competition for talent and customers57%say they need to be quicker to shift investment to digital opportunities,and divest out of ar

84、eas where they face digital obsolescence63%say their most pressing concern today is emerging/disruptive technology11%predict that emerging/disruptive technology will pose the greatest threat to their organizations growth over the next three years13%of ASPAC CEOs say they need to address burnout from

85、 accelerated digital transformation over the past two years65%of ASPAC CEOs say that deciding on the right technology is holding back progress on their business transformation 64%agree that new partnerships will be critical to continuing their pace of digital transformation54%We have always been con

86、fident in our technology and innovations,but in our conversations with clients,we realized they needed more than just products they needed integrated,value-adding capabilities to help advance their own digital transformations.Takahito TokitaCEOFujitsu LimitedKey themesEconomic outlook TalentESGExplo

87、ring opportunities for growthMethodology and acknowledgmentsTechnology ForewordKPMG 2022 CEO Outlook:Asia Pacific16 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Exploring opportunities for growth

88、Technology Bring your people and technology together:Organizations have invested so much in digital transformation that they need to make sure people adopt these technologies and use them to their full potential.Work with partners to drive value:With CEOs increasingly interested in partnerships,iden

89、tifying,integrating and managing third parties effectively can help increase speed to market,reduce costs,mitigate risks and supplement capability gaps in delivering the customer promise.Get closer to customers:Orchestrating compelling customer experiences requires companies to begin with the custom

90、er and work backwards,taking an outside-in perspective to reverse-engineer and shape what the experience should be;then,they should adopt an inside-out view to define how the experience should be delivered.View cyber security as a strategic function:Increasingly,cyber is no longer seen as only an IT

91、 issue;its a fundamental business operation imperative.The exponential increase in cyber attacks,coupled with the difficulty of detecting an attack in a timely manner,calls for automation and innovation in dealing with cyber incidents.Talent Experiment with ways of working:As organizations launch re

92、turn-to-office plans,its important for CEOs to develop working structures that suit their people.Its time to experiment and see what works best.Active listening,empathetic communications and a commitment to finding the right balance over the long term will be key.Tell your ESG story:A businesss ESG

93、approach is increasingly seen as a differentiator when it comes to attracting and retaining talent.And with many CEOs saying theyre struggling to tell a compelling ESG story,its important for CEOs to articulate for stakeholders the steps theyre taking to address ESG in their organizations.Build,dont

94、 follow:Organizations and their employees are changing and leaders need to reinvent the enterprise workforce.The old talent management playbooks are out of date,and the challenge is that there arent new ones to replace them yet.The way forward involves strategies that include reinventing the workfor

95、ce,focusing on the social side of ESG,leveraging analytics and designing a nurturing experience.Key themesEconomic outlook TalentESGTechnology Methodology and acknowledgmentsExploring opportunities for growthForewordKPMG 2022 CEO Outlook:Asia Pacific17 2023 Copyright owned by one or more of the KPMG

96、 International entities.KPMG International entities provide no services to clients.All rights reserved.ESG Recognize ESGs impact on financial performance:ESG has become integral to long-term financial success.CEOs increasingly agree that ESG programs improve financial performance,which includes bein

97、g able to secure talent,strengthen employee value proposition,attract loyal customers and raise capital.Invest in real-time technologies:CEOs should monitor deeper into their supply chain(i.e.at the third and fourth levels).Global supply chain leaders are starting to double down on investing in tech

98、nology including real-time,end-to-end analytics to identify where issues exist and improve visibility across the entire value chain.Take the lead on IDE:CEOs can play a powerful role in helping lead and drive the IDE agenda in the years ahead.Its important to normalize and create a culture of IDE ac

99、ross the organization to attract and retain new employees.Build strong connections among functions:Resilient organizations have well-connected internal teams,so for example,the finance function is aware of what the ESG teams are doing.Key themesEconomic outlook TalentESGTechnology Methodology and ac

100、knowledgmentsExploring opportunities for growthForewordKPMG 2022 CEO Outlook:Asia Pacific18 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The KPMG 2022 CEO Outlook:Asiac Pacific,based on a survey

101、of 1,325 CEOs worldwide,including 180 from ASPAC,provides unique insight into the mindset,strategies and planning tactics of CEOs that shows the extent to which ASPAC companies concur with their counterparts in the rest of the worldand how they differas well as recording changes since our the relati

102、vely stable period before the pandemic and the Russian invasion of Ukraine.All companies surveyed have annual revenues over US$500M and a third of them worldwide and over two-fifths in ASPAC have more than US$10B in annual revenue.Changes in attitudes and actions over the year as a whole are traced

103、by comparing the results of the Outlook survey with those recorded in the Pulse survey conducted in early February with 500 firms worldwide,including 160 in the Asia Pacific region.NOTE:some figures may not add up to 100 percent due to rounding.KPMG would like to thank the following for their contri

104、butions:TV Narendran,Chief Executive Officer and Managing Director,Tata Steel Takahito Tokita,CEO,Fujitsu Limited Nicola Downing,Chief Executive Officer,Ricoh EuropeMethodology and acknowledgementsKey themesEconomic outlook TalentESGTechnology Exploring opportunities for growthMethodology and acknow

105、ledgmentsForewordKPMG 2022 CEO Outlook:Asia Pacific19 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights further information about this report and how KPMG can help your business,please contact CEO.The informat

106、ion contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.Although we endeavor to provide accurate and timely information,there can be no guarantee that such information is accurate as of the date it is received or that it wil

107、l continue to be accurate in the future.No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to cli

108、ents.All rights reserved.KPMG refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a private English company limited by guarantee and does not provide service

109、s to clients.For more detail about our structure please visit home.kpmg/governance.The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization.Throughout this document,“we”,“KPMG”,“us”and“our”refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMGInternational”),each of which is a separate legal entity.Publication date:February 2023