1、KPMG:Our Impact Plan2023 update KPMG I highlights at a glance50:50 gender balance of our Global Management Team Invited more than 500 key global suppliers to disclose their carbon-footprint data Initiated steps with our global suppliers to identify potential modern slavery issues All KPMG firms whos

2、e senior partner is also a Global Board member have appointed Heads of Our Impact Plan to help our organization execute on our commitments and drive change globallyGovernancePeopleLaunched our first global LGBTQ+inclusion statement in collaboration with our Global Pride NetworkRepresentation of wome

3、n in leadership across our KPMG firms sits at 27.4%,up 0.8 percentage points from FY21Appointed anInclusion,Diversity&Equity Lead in all Reporting KPMG Firms148.5%representation of women in overall headcount based on partners and staff employed as of 30 September 2022,up by 0.1 percentage points fro

4、m FY211“Reporting KPMG Firms”means KPMG member firms in 20 large countries and territories,including member firms whose senior partner is also a Global Board member.These countries and territories are Australia,Brazil,Canada,China,France,Germany,India,Ireland,Italy,Japan,Mexico,the Netherlands,Polan

5、d,Singapore,South Africa,South Korea,Spain,Switzerland,the UK and the US.The corresponding data from FY20 and FY21 included data from Russia which is no longer part of the KPMG network.KPMG:Our Impact Plan2 2023 Copyright owned by one or more of the KPMG International entities.KPMG International ent

6、ities provide no services to clients.All rights reserved.US$34.64 billionin annual aggregated revenues for KPMG firms globally,up 14%from FY212Building a sustainable global organization withUS$148 million in financial support to local communities,up 18%from FY21Prosperity618,000volunteer hours up 28

7、%from FY219%emissions reduction against FY21 performance and a 25%reduction against our 2019 baseline Reporting KPMG Firms reached the target of 100%renewable energy in FY22Started working with the CDP Supply Chain program to help improve the accuracy of our reporting Developed a circularity strateg

8、y and roadmap for our operations,including our supply chainPlanetUS$2.0 billionin operational taxes paid across Reporting KPMG Firms(up from US$1.8 billion in FY21)32 14 percent is based on the growth in continuing operations and excludes the FY21 and FY22 revenues from businesses sold or countries

9、from which KPMG exited during this period.When not restated,the revenue growth is 13 percent.3 Operational taxes include employer payroll and social security taxes,non-creditable sales taxes,property taxes,entertainment taxes and other miscellaneous taxes;they dont include the personal tax member fi

10、rm partners pay.KPMG:Our Impact Plan3 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.A message from our Global Chairman and CEOMaking change meaningfulKPMG is at its best when our many thousands of

11、 people are working side by side with each other and our clients to solve problems,both big and small.We do it every day,bringing the best people,the most innovative technology,and all of our collective experience to help businesses,governments,non-governmental organizations and the communities in w

12、hich we work.KPMG:Our Impact Plan4 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Through Our Impact Plan,we turn the mirror on ourselves,which is why I am pleased to provide this annual update on

13、our progress to meet our commitments.We analyze what we can and should be doing to meet our responsibility to help shape a better future by doing what we do best solving problems to make lasting,meaningful change.This past year saw us make important strides in each of our four priority areas:Governa

14、nce,People,Planet and Prosperity.Highlights include reaching a 25 percent carbon emissions reduction against our 2019 baseline,achieving a 50:50 gender balance on our Global Management Team,and using our scale to invite more than 500 key global suppliers to disclose their carbon footprint data.There

15、 are plenty more examples showing the actions we are taking to meet our responsibility.We know that we need to do more to match the expectations and needs of a world that is changing very quickly.Thats why we want to be transparent about our progress.We want our people,our clients and everyone who r

16、elies on us to understand where we are and where we are going.But one of the most important lessons weve learned since we started this journey is that meaningful change takes commitment and,ultimately,time.I am confident that well get there though,and its going to take the focus and determination of

17、 all of our 260,000 people to do it.With people across the world impacted by the many significant global challenges,its important to focus perspective on what matters most.I firmly believe businesses are a critical component to the many solutions needed to the pressing challenges our communities and

18、 society face.And I remain convinced,seeing it at KPMG every day,if confronted with a problem,that humanitys capacity to create a solution is limitless.We continue to work together to create meaningful change,and Our Impact Plan is our roadmap to get there.Thank you for taking the time to learn more

19、 about how KPMG is changing itself Together.For Better.Bill ThomasGlobal Chairman and CEOKPMG InternationalWe analyze what we can and should be doing to meet our responsibility to help shape a better future by doing what we do best solving problems to make lasting,meaningful change.KPMG:Our Impact P

20、lan5 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Indexes and explanationsMaterial topicsUnderstanding the material topics relevant to our business and our stakeholders.For details on the basis o

21、f preparation and our alignment with the World Economic Forum International Business Councils Stakeholder Capitalism Metrics,refer to the“Indexes and explanations”section on page 80.Our Impact Plan represents the collective environmental,social and governance commitments of independent KPMG member f

22、irms,affiliated with KPMG International Limited.The data represented in Our Impact Plan is aggregated data from KPMG member firms for the 12 months to 30 September unless stated otherwise.KPMG International Limited is a private English company limited by guarantee and does not provide services to cl

23、ients.Where the terms“KPMG”,“firm”,“we”or similar references are used without definition,they are intended to refer to KPMG International Limited and the independent KPMG member firms.Contents8007Activating our ESG commitmentsHow our ESG commitments are embedded into how we operate as a global organ

24、ization.77Further insightsGlobal Transparency Report 20222022 Corporate ReportingPlanetReducing our impact on the environment to build a more sustainable and resilient future.48ProsperityHow were making a positive social and economic impact.62GovernanceOur Purpose and Values guide everything we do.1

25、1PeopleCreating a caring,inclusive and Values-driven culture for our people.27All images in this report are of KPMG people from around the world.KPMG:Our Impact Plan6 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All

26、 rights reserved.Material topicsUnderstanding the material topics relevant to our business and our stakeholders.Our approach to materialityWere committed to building a better KPMG.One way were doing that is through regular materiality assessments to help ensure were focusing our attention and resour

27、ces in the areas where we can make the largest impact.In the past year,we reexamined the list of our 12material topics shared in last years Our Impact Plan within the context of recent geopolitical events,changes in our stakeholder and business priorities,relevant reporting standards like the Global

28、 Reporting Initiative(GRI),and emerging data and insights from our key stakeholders.We took the following into consideration:data from independent trust research conducted annually(3 May to 15 July 2022)in our eight key markets(Australia,Canada,China,France,Germany,Japan,the UK and the US),including

29、 views from the C-suite,wider stakeholders(including industry and trade associations,academics,non-governmental organizations and advocacy groups,multilateral organizations,business analysts and investors)and the informedpublic data from the Employee Engagement Index and Employee Trust Drivers from

30、our Global People Survey our most significant business risks using our proprietary Dynamic Risk Assessment methodology material topics identified by KPMG firms and those published by other large global professional services organizationsIn the past year,we reexamined the list of our 12 material topi

31、cs shared in last years Our Impact Plan01 Material topics03 People02 Governance04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitmentsKPMG:Our Impact Plan7 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no service

32、s to clients.All rights reserved.12 material topicsOur assessment exercise confirmed that the 12 material topics identified in our previous materiality assessment continue to be the most relevant to both our stakeholders and our organization across four priority areas:Governance,People,Planet and Pr

33、osperity.In Our Impact Plan,we set out commitments that respond to these material topics,reporting our progress transparently and identifying where we have gaps.While all material topics remain the same this year,three topics have increased in focus:Environmental sustainability:Most external stakeho

34、lders surveyed in our independent trust research conducted in 2022 noted that“demonstrating commitment to environmental sustainability”was increasingly important for professional services organizations.We continue to see this as a priority and have committed to making ESG a watermark that runs throu

35、gh our business and operations,as detailed in our Planetsection.Information protection:Theres continued focus on information and data protection due to an increase in cyberattacks globally and the need for all businesses,including large global professional services organizations,to protect and manag

36、e data in an effective and secure way.Weve built,maintained and evolved an information security program that supports the protection of our peoples and clients data against loss and exploitation,as detailed in our Governance section.Talent experience:We heard from our people in the annual Global Peo

37、ple Survey that talent experience which includes compensation,inclusion,diversity and equity,employee health and well-being continues to be the most important material topic for our people.To help address that,weve rolled out significant programs to support our people and provide them with resources

38、 to help them stay healthy and remain productive,as detailed in our People section.Were committed to continuing to improve and refine our methodology as well as reporting on our material topics.We anticipate that our reporting will,over time,transition to adopt the new standards set by the Internati

39、onal Sustainability Standards Board(ISSB).We continue to disclose and explain how weve applied the World Economic Forum International Business Council Stakeholder Capitalism Metrics,as well as other reporting frameworks,including the United Nations(UN)Global Compact Principles.Our Impact Plan sets o

40、ut the commitments were making on our journey to become a better business and reaffirms our commitments to the UN Global Compact Principles and the UN Sustainable Development Goals.03 People02 Governance04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments01 01 Material

41、topicsKPMG:Our Impact Plan8 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.How our 12 material topics connect to our commitments outlined in Our Impact Plan:Governance1.Ethics,integrity and indepen

42、denceWere committed to the highest standards of personal and professional behavior in everything we do.Ethics and integrity are core to who we are and why everyone at KPMG is responsible and accountable for their conduct.Acting transparently with accountability and integrity Human rights2.Transparen

43、cy and accountabilityAll KPMG firms are committed to our shared Purpose and Values,standards and service quality expectations.Our clear governance and practice management standards help ensure were driving consistency and accountability across our entire global organization.Acting transparently with

44、 accountability and integrity3.Relevant,quality services in the public interestWe have a fundamental commitment to serve the public interest and build trust.We do this by leading in audit quality,driving responsible tax practices and advising clients on ways in which they can transform their busines

45、s to help create sustainable value embedding ESG into client services.Purposeful business Economic contribution4.Information protectionWe have policies,processes and controls that address confidentiality,information security and data privacy.We provide annual training on confidentiality,information

46、protection and data privacy requirements.Our clients and stakeholders entrust us with sensitive information,and were committed to observing applicable laws and regulations and investing in systems to help keep them safe and secure.Purposeful business:Client confidentiality,information security and d

47、ata privacy5.Purpose,culture and valuesWere led by our Purpose to inspire confidence and empower change and driven by our Values in creating a caring and inclusive culture that provides our people with opportunities to make an impact,solve challenges and tap into their passion for doing work that ma

48、tters.Purposeful business:Our Values and what westand for03 People02 Governance04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments01 01 Material topicsKPMG:Our Impact Plan9 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entiti

49、es provide no services to clients.All rights reserved.People6.Talent attraction,development and retentionBy fostering an environment that values continuous learning and development,we empower our people with tools to help them succeed and make their mark.Were focused on growth and upskilling our tal

50、ent with leading technologies and future-proof skills.Inclusion,diversity and equity Health and well-being Learning and development Employment7.Inclusion,diversity and equity(IDE)Unique experiences and perspectives enhance KPMGand help create the drive for a fairer,more equitable society that includ

51、es everyone.Were committed to embedding and improving IDE across our global organization encouraging people to come as they are.Inclusion,diversity and equity Employment8.Health,well-being,workload and job securityTo create opportunities for themselves and others,our people should be at their best,b

52、oth physically and mentally.Our responsibility is to help our people to be healthy,secure and supported through the challenges in their personal and professional lives enabling them to thrive.Health and well-beingPlanet9.Environmental sustainabilityHuman activity has changed the Earths natural capab

53、ilities pushing planetary boundaries and threatening humanitys very existence.Addressing climate change,water pollution,deforestation and biodiversity loss is a key to enabling responsible growth.Were committed to driving a culture of sustainable practices within our global organization,supply chain

54、 and beyond to help ensure a healthy planet for generations to come.Decarbonization Climate risk Nature and biodiversityProsperity10.Financial,operational and brand resilienceThrough a diverse business model that emphasizes strong and agile processes and practices,were well positioned to remain resi

55、lient in increasingly complex and volatile environments promoting wider economic growth and prosperity.Economic contribution11.Technology and innovationOur continual investment in technology and innovation helps ensure were keeping up with the accelerating pace of technological change,positioning us

56、 for future success so we can meet stakeholder expectations and growth objectives.Purposeful business Decarbonization12.Impactful community initiatives Were committed to having a positive impact on the communities we serve,and were increasing our investment in a wide range of social initiatives with

57、 an emphasis on education for youth and underrepresented populations.Uplifting our local communities03 People02 Governance04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments01 01 Material topicsKPMG:Our Impact Plan10 2023 Copyright owned by one or more of the KPMG Inte

58、rnational entities.KPMG International entities provide no services to clients.All rights reserved.Governance Our Purpose and Values guide everything we do.For more than 150 years,weve inspired confidence while empowering change.Our purpose is rooted in rich history,built on our role to protect the p

59、ublic interest while shaping a better future for our people,clients and broader stakeholders.The pressures on business and society are rapidly increasing.With new challenges facing the world,our purpose is more relevant than ever.At KPMG,we know that trust is earned by doing the right thing.To inspi

60、re confidence and empower change,we need to consider the economic,environmental and social impact of our activities,align our financial and societal performance as part of a shift toward stakeholder capitalism,and have strong governance in place to oversee all of our activities.“We must be ready to

61、see and respond to the business opportunities not just the risks presented by transforming businesses and communities to address ESG challenges.Without a healthy world,there is no sustainable business.”Jane Lawrie Global Head of Corporate Affairs KPMG International02 Governance03 People01 Material t

62、opics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitmentsKPMG:Our Impact Plan11 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Our commitmentsPurposeful business Alway

63、s act with a clear purpose Lead the profession in audit quality Drive a responsible tax practiceActing transparently with accountability and integrity Act lawfully,ethically and in the public interest Work against corruption in all its forms,including extortion and bribery Human rights Respect human

64、 rights03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan12 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserve

65、d.We commit to always acting with a clear purpose,reflecting the meaningful work we do for our clients and our positive impact on society as a whole to sustainably grow our business.Thats how we believe well achieve our ambition:to be the most trusted and trustworthy professional services organizati

66、on.We will continue to strive toward ESG as the watermark that runs through KPMG empowering our people to become agents of purposeful change,leveraging our global talent to help clients and seeking to apply industry best practices throughout the global organization.Our structure and governanceKPMG h

67、as strong governance for overseeing our activities,setting policies and aligning our strategy with our purpose.KPMG International Limited acts as the co-ordinating entity for the overall benefit of the KPMG global organization.Its governance bodies are composed of the Global Council,the Global Board

68、,the Global Management Team(GMT)and Global Steering Groups.Global BoardThe Global Board is the principal governance and oversight body,currently consisting of 22 members from diverse jurisdictions that reflect KPMGs global presence.The key responsibilities of the Global Board include approving globa

69、l strategy developed by the GMT working together with the Executive Committee of the Global Board;protecting,promoting and enhancing the KPMG brand and reputation;overseeing the activities of the GMT;and approving significant policies with which KPMG firms must comply.It also approves the admittance

70、 or termination of KPMG firms as members of our global organization.Find out more about our Global Governance in our Global Transparency Report 2022.Global Management TeamThe Global Board has delegated certain responsibilities to the GMT.These responsibilities include developing the global strategy

71、by working together with the Executive Committee of the Global Board,jointly recommending the global strategy to the Global Board for its approval and overseeing the activities of the Global Steering Groups.The GMT also supports KPMG firms in their execution of the global strategy and KPMG Internati

72、onal decisions and policies,including holding them accountable to their commitments.The list of GMT members is available on the leadership section of our website.Purposeful business Our PurposeBy inspiring confidence in our people,clients and society,we help empower the change needed to solve the to

73、ughest challenges and lead the way forward.PeopleWe are a people business.Our people crave opportunities to do meaningful and impactful work while developing a thriving career in an inclusive,diverse and caring culture.ClientsWe stimulate trust and confidence in business.Our clients seek our experti

74、se to overcome vast challenges ahead and to grow sustainably.SocietyWe have a responsibility to build a sustainable future.Society expects a fairer,more equitable future that doesnt come with such deep costs to people and our planet.Our commitment:Always act with a clear purpose03 People01 Material

75、topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan13 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Our Values and what we sta

76、nd for Our Values guide our day-to-day behaviors,informing how we act,the decisions we make and how we work with each other.Theyre embedded in the entire employee journey,in our business processes and in all of our stakeholder interactions.By living our Values and considering the impact of our work

77、from a broad range of perspectives,we aim to be a purposeful business,fostering prosperity and helping address key issues faced by our clients and their stakeholders.In 2022,KPMG in the UK conducted the first Values Week designed to build better awareness and understanding of our Values,and to encou

78、rage our people to take greater ownership and accountability for living them.Each day focused on a different Value with a diverse line-up of guest speakers.Theresult was that the majority of the almost 12,000participants reported that they believed thatKPMG is committed to building a culture guidedb

79、y our Values.Many of our member firms use the Values to guide recognition programs that regularly remind our people of the behaviors we value.In addition,theyre embedded in a number of core processes,such as our 360-degree assessments that have been adopted by 48 KPMG firms.Our Values are:Integrity:

80、We do what is right.Excellence:We never stop learning and improving.Courage:We think and act boldly.Together:We respect each other and draw strength from our differences.For Better:We do what matters.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG co

81、mmitments02 GovernanceKPMG:Our Impact Plan14 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.In 2022,I became KPMG Australias first Chief Purpose Officer(CPO)and the first among KPMG firms.Having sp

82、ent my early career working in and with businesses to identify and address human rights risks,I have always been profoundly aware of the impact organizations have on the world around them and the critical role they can play when combining purpose with profit.As CPO,Ive been given a mandate to makepu

83、rpose the North Star that defines everything KPMG Australia does.Im responsible for helping the Australian firm navigate toward that North Star.Im also a challenger.I sit on various committees,constructively challenging my Richard Boele KPMG AustraliaPeople of KPMGcolleagues to put purpose at the ce

84、nter of their decision-making and helping them to consider how their decisions sit alongside the commitments we made as a firm.And the third part of my role is to enable.Iwork with partners across the Australian firm,as well as other KPMG firms,to help articulate their purpose and explore how that p

85、urpose nests with our global purpose.Ialso help them find ways to meaningfully act on it.Its exciting to be part of a business that puts purpose at the top of its strategy and is carving out new roles,like my own,that can help make its purposeful commitments a reality every day.I hope that the lesso

86、ns and experiences I have in this role will help KPMG firms create structures that better drive our commitments and purpose.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan15 2023 Copyright owned by one or

87、more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Creating future leadersWere fostering and investing in programs that will help enable purpose-driven future leaders within KPMG.The Leaders 2050 network empowers young professionals

88、 with the skills and platform to play an active role in shaping the transition to net zero.After launching in KPMG in the UK,weve expanded the program globally,welcoming members from all sectors and backgrounds connected by a passion for making a positive impact.At the UK firm,the Leaders 2050 netwo

89、rk launched the Diversity for Net Zero Report.The Next Generation Council(NGC)is set up to represent the voice of the next generation of leaders at KPMG and help make meaningful contributions to and expand our perspective on key strategic issues like ESG.A number of KPMG firms have also adopted an N

90、GC to help inform their priorities and act as sounding boards for senior leadership.One Young Worlds annual summit empowers and develops leaders under 30 from around the world in all sectors to marry their desire for a corporate career with their social and environmental activism.KPMG has been invol

91、ved in the summits for over a decade with more than 10 KPMG firms sending delegates,and we have more than 300 ambassadors across the organization.The opportunity KPMG gave me to attend the One Young World(OYW)Summit,a forum for young leaders to confront humanitys biggest challenges,transformed my ca

92、reer and the impact Ive had through it.As a sponsor of OYW,KPMG sends delegates to the Summit each year.When Iattended the Summit as a delegate from KPMG in the UK,Iwas blown away by how positive and inspirational the event was.Hearing other people my age talk about how they were embracing their pur

93、pose and the impact they had made me want to do the same.Prior to the Summit,I had learned to code and created a six-week coding course.Thecourse was designed to give disadvantaged people and those underrepresented in technology the opportunity to develop programming skillsthat employers value.OYW p

94、ushed me to go even further,and Istarted delivering my course firstly with a charity(The Princes Trust)and later at a local university for women who would not otherwise have had access to equipment.I also widened access to the course by live-streaming it a first for KPMG in the UK.The course has now

95、 been viewed by more than 17,000 people in over 30 countries and territories.Safia Mirza KPMG in CanadaPeople of KPMGAnd,in January 2023,I helped launch a Code Ambassadors program in schools in areas of low mobility.By teaching schoolchildren how to code and giving them access to KPMG mentors and th

96、e skills to train others,I hope to create a ripple effect of learning.I was also recently given the opportunity to make the move to KPMG in Canada,where Ihave continued to teach my course and expand the number of people I reach.Im proud to say that KPMG has not only supported me,but also enabled me,

97、to achieve what I have.From support at the highest levels of leadership,to my manager helping me build my course,I feel lucky to work somewhere where Im encouraged and empowered to turn big ideas into reality.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating o

98、ur ESG commitments02 GovernanceKPMG:Our Impact Plan16 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.When I joined KPMG in the Netherlands as a Climate Risk and Decarbonization Strategies Manager i

99、n September 2022 andtold my manager that I wanted to attend the 27th Conference of the Parties(COP27)just two months later,the response was,“If you want it to happen,we will make it happen.”And so,just weeks into my new role,Iwas flying to Egypt to work with a delegation of future leaders to help ma

100、ke KPMGs contribution to COP27 a success.At COP,Iwas proud to have organized a series of events in collaboration with the Regional Center for Renewable Energy and Energy Efficiency and secured access to the blue zone(the main negotiating zone)for me and two of my colleagues.Ideveloped a presentation

101、 for a session on just energy transition where I introduced potential global strategies to transition to clean energy and coordinated a session that assessed the current state of the energy crisis,leveraging insights from recent KPMG thought leadership.My experience at COP has provided me with uniqu

102、e insights into the interplay between policy and industry in tackling climate change and what it takes to help ensure a just transition of energy.I apply these insights as I help clients of KPMG in the Netherlands to decarbonize and assess their climate risks.It also gave me the opportunity to build

103、 an invaluable network of climate change contacts from across the globe.As a new recruit,I thought that asking to go to COP27 was a long shot.Instead,I learned that at KPMG the sky is the limit,and I will be supported in endeavors that can leverage my expertise to help make a positive difference to

104、the world around us.Marwa Mahmoud KPMG in the Netherlands People of KPMG03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan17 2023 Copyright owned by one or more of the KPMG International entities.KPMG Interna

105、tional entities provide no services to clients.All rights reserved.Our approach to identifying risks At KPMG,we help inspire confidence in our people,clients and society,and we recognize how important it is to identify,manage and plan for risks.Every KPMG firm is required to identify and manage its

106、risks through a formal risk assessment process for which each firms leadership takes responsibility.At the global level,our GMT is responsible for the Enterprise Risk Management Program,including ensuring effectiveness of mitigating controls,under the oversight of the Global Boards Quality,Risk Mana

107、gement and Reputation Committee,Executive Committee and any other committee of the Global Board designated by the Executive Committee in respect of a specific risk area.Our global client and engagement acceptance and continuance policies and processes help member firms identify and evaluate potentia

108、l risks,ethics or compliance issues prior to accepting or continuing a client relationship or performing a specific engagement.Member firms are required to consider a range of factors as part of this evaluation,including the client or potential clients risk profile(e.g.its management and ultimate be

109、neficial owners),potential independence and conflict of interest issues(using our conflicts and independence checking system),intended purpose and use of engagement deliverables,public perception,and whether the services would be unethical or inconsistent with our Values,as well as factors specific

110、to the type of engagement.Where client or engagement acceptance or continuance decisions pose significant risks,additional approvals are required.Read more in our Global Transparency Report 2022.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitm

111、ents02 GovernanceKPMG:Our Impact Plan18 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Im one of KPMG in the UKs Ethics Champions.Ethics Champions are a network of trusted colleagues at the UK firm

112、 who are trained about and will listen to concerns raised about unethical working practices or situations in which colleagues arent living our Values.We do this role alongside our day jobs and this network exists alongside our other speak-up reporting channels.Any reports we take are escalated to co

113、lleagues who will look into the matter and decide on appropriate steps to be taken.Ethics isnt always clear-cut,and it can be difficult to work out what the right course of action is on your own.So my job as an Ethics Champion is to listen to colleagues in a safe space and without judgment and help

114、them to get the support they need.As an Ethics Champion,I wear a differently colored lanyard so I can be easily identified by my colleagues in the office.Our network is made up of colleagues at manager grades who work in different parts of the UK firm so you can always find someone you are comfortab

115、le speaking with.Becoming an Ethics Champion gave me first-hand insight into the importance KPMG places on walking the talk when it comes to its commitments and Values.From the regular training Im receiving,through to the support and flexibility I get from leadership to do this role,acting ethically

116、 is at the heart of what KPMG is.Client confidentiality,information security and data privacyThe importance of maintaining client confidentiality is emphasized through a variety of mechanisms,including our Global Code of Conduct.We have policies that address information security,confidentiality and

117、data privacy.Member firms also provide their personnel with annual training on confidentiality,information protection and data privacy requirements.Speaking up safelyKPMG has a detailed approach for monitoring and reporting any illegal or unethical acts.Our Global Code of Conduct and policies and pr

118、ocedures set out a clear process for anyone seeking advice or wanting to report illegal or unethical behavior,and we openly encourage a culture of speaking up without any fear of reprisal.We prohibit retaliatory behavior when our people report ethical issues,breaches or suspected breaches in good fa

119、ith.KPMG firms are required to establish,communicate and maintain clearly defined channels to allow KPMG people and third parties to make inquiries about,raise concerns in relation to,provide feedback on,and notify of reportable matters without fear of reprisal,in accordance with applicable laws and

120、 regulations.Supporting our speak-up culture,KPMG International has a hotline which is a mechanism for our people,KPMG firms clients and other third parties to confidentially report concerns they have relating to any activity by KPMG International,KPMG firms or KPMG people.This is in addition to oth

121、er mechanisms that may exist within KPMG firms.Tamara Lajara KPMG in the UKPeople of KPMG03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan19 2023 Copyright owned by one or more of the KPMG International enti

122、ties.KPMG International entities provide no services to clients.All rights reserved.Quality and integrity are the foundations that strengthen trust in the companies and stakeholders we serve.Audit quality is fundamental and is a key measure on which our professional reputation stands.Were committed

123、to ensuring our approach to audit quality evolves as the audit itself continues to be reshaped with new technologies and methods that can create a better experience for clients and our teams.Across our global organization,weve strengthened the consistency and robustness of our system of quality mana

124、gement that enables compliance with the International Standard on Quality Management(ISQM 1),issued by the International Auditing and Assurance Standards Board(IAASB),which took effect on 15 December 2022.We consider this to be a transformational and fundamental change for KPMG firms.Find out more a

125、bout our relentless focus on quality in our Global Transparency Report 2022.Our role in ESG assurance:KPMG is committed to fulfilling our public interest role in providing robust assurance that can benefit investors and other stakeholders.We believe the same level of professionalism,quality,consiste

126、ncy and trust should apply to ESG disclosures as to financial data.Thats why KPMG firms are making significant investments in putting ESG at the heart of the organization.During 2022,as part of our commitments to meeting both the public interest and market demands,a Global Head of ESG Assurance was

127、appointed,an online sustainability reporting resource center was launched and guidance was provided on the financial reporting impacts of climate change.Our Tax services aim to deliver targeted approaches that help tax leaders embrace their role in ESG.This is made possible through resources like ou

128、r tax impact reporting methodology to help clients assess their existing tax governance,access relevant tax data and prepare transparency reports.In FY22,we revised our Global Principles for a Responsible Tax Practice an important part of our ethical framework to provide greater simplicity and reada

129、bility without changing their essential nature.Our FY22 tax initiatives included the following:Building trust with revenue authorities:In September 2022,the Organisation for Economic Co-operation and Development(OECD)released a report(Tax Morale II:Building Trust between Tax Administrations and Larg

130、e Businesses)based on a series of global roundtables,in which KPMG was involved,and a survey of global revenue authorities.The report indicated there was room to improve the relationship between business and revenue authorities.KPMG is developing a program to discuss what practical measures can be t

131、aken to build trust on taxation matters.Tax transparency:There will be increased focus on transparency,with voluntary reporting through the GRI standards and mandatory public country-by-country reporting being introduced in the European Union(EU)and Australia.Global minimum tax:The introduction of a

132、 global minimum tax is one of the most significant changes in taxation in decades.This initiative,which started with the OECD and Group of 20(G20),now includes more than 130 countries and territories.Weve provided support to a large number of companies globally in relation to the tax rules surroundi

133、ng this initiative,including data collection,accounting disclosures and how to meet future compliance obligations.Taxation and carbon:Weve issued a number of publications on the role of taxation in the energy transition and have held roundtables and a debate to discuss different forms of carbon taxa

134、tion,including taxes,trading programs and hybrid arrangements.Crypto assets reporting:Theres considerable uncertainty surrounding the treatment of crypto assets.The OECD has agreed on a framework for participants to provide information to revenue authorities,and KPMG has made submissions to the OECD

135、 concerning the shape of these rules,as well as assisting clients to help ensure they meet their taxation requirements.We believe its imperative that we use our voice in the market to provide multinational organizations with a global view on the tax implications for their businesses and the impact t

136、heir choices have on society.Were committed to acting lawfully and with integrity,providing high-quality advice and building mutually trusting relations with tax authorities.This is consistent with our Values and Global Code of Conduct.Our commitment:Lead the profession in audit qualityOur commitmen

137、t:Drive a responsible tax practiceRead our full Principles for a Responsible TaxPractice.Focusing on audit and assurance qualityLeading a responsible tax practice03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact

138、Plan20 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Driving purposeful transformationsTechnology continues to evolve,shape and transform how businesses function and people interact.Were working w

139、ith organizations to shape this change and transform purposefully,helping them to create lasting value and responsible growth through new technology and business models.Our Advisory professionals work with leading organizations to help create and protect the sustainable value of their business.For i

140、nstance,were looking at the opportunities to help clients navigate corporate sustainability reporting requirements and climate-related disclosures.Our capabilities are powered by a suite of digital and business transformation solutions that provide clients with the resources they need to help optimi

141、ze risk,automate compliance and support the identification of opportunities driven by a rapidly evolving landscape and regulatory change.Weve brought together insights,tools and methodologies that provide detailed paths to agility and business resilience.We call this digital transformation Connected

142、.Powered.Trusted.Were committed to ensuring that ESG is the watermark that runs through our business,providing enhanced approaches and services for clients.Our newly launched Climate Change and Decarbonization Center plays a critical role in coordinating our efforts with professionals across KPMG fi

143、rms on a range of topics,including energy transition,built environment,climate policy,climate risk,carbon markets and more.Were leveraging technology and helping clients assess their climate risks under a range of scenarios with KPMG Climate IQ,a multi-industry risk management tool that enables comp

144、anies to identify,quantify and manage their physical and transition risks due to climate change.The tool was launched at the end of FY21 and scaled and evolved through FY22.We continue to embed ESG in our tools and services and into our work with clients and will continue this journey in FY23 across

145、 three pillars of opportunity:transformation,reporting and assurance.Were committed to ensuring that ESG is the watermark that runs through our business,providing enhanced approaches and services for clients.ESG transformationAdvising on ESG strategy,transition and implementation,including specialis

146、t areas like climate change and human rights.Transformative ESG initiatives are planned on a multi-year roadmap and may include climate risk,decarbonization,circular economy,biodiversity,workforce,IDE or green corporate governance.ESG assuranceProviding external assurance on ESG reporting by busines

147、ses.Weve taken a number of steps to help ensure our ESG Assurance service delivery is subject to the same level of rigor and quality control as our Audit practice.Our functional support includes KPMG-led workshops,the KPMG Ready for Assurance Service and the International Standard on Assurance Engag

148、ements(ISAE)3000 and ISAE 3410 external assurance standards.ESG reportingHelping clients to understand their ESG readiness and prepare for ESG reporting.Our functional and operative support includes assisting with effective reporting(e.g.workshops,materiality assessments,benchmarking,compliance revi

149、ews,etc.),standards alignment,data quality and climate accounting.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan21 2023 Copyright owned by one or more of the KPMG International entities.KPMG International

150、 entities provide no services to clients.All rights reserved.As technology evolves,its critical that its aligned with human values.We have a responsibility to shape a world that is free from invasions of privacy,discrimination against minority groups,the tarnishing of reputations and breaches of aut

151、onomy.All of this means that the development of ethical artificial intelligence(AI)has become much more than a nice-to-have.Its a vital part of business and society.As part of the“AI in Control team”at KPMG in the Netherlands,I work with governments and businesses to help integrate ethics into the d

152、evelopment and deployment of their algorithms.But its also important for me to talk to as wide an audience as possible to help all the stakeholders in our future world including business leaders,technology professionals and the public who use services and products driven by AI understand the issues

153、at play.KPMG in the Netherlands has given me the support and bandwidth to do this.The firm has supported my commitments publishing,teaching and speaking on the topic of trustworthy and ethical AI.Most notably,I was given the time and flexibility to attend PyData in the Netherlands,a conference for d

154、ata science professionals,as a keynote speaker.Marc van Meel KPMG in the NetherlandsPeople of KPMG03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan22 2023 Copyright owned by one or more of the KPMG Internati

155、onal entities.KPMG International entities provide no services to clients.All rights reserved.Were committed to the highest standards of personal and professional behavior in everything we do.The KPMG Global Code of Conduct(the Code)outlines our ethical principles and expectations as to how all KPMG

156、people treat each other,clients and the public.It demonstrates how our Purpose and Values inspire and guide all of our behaviors and actions.It defines what it means to work at and be part of KPMG,as well as our individual and collective responsibilities.We regularly review our Code to make sure its

157、 a clear reflection of these principles and expectations.In addition,all of our people are required to confirm their understanding of,and compliance with,the Code upon joining KPMG and thereafter on an annual basis.Consistent with being signatories to the UN Global Compact,we work against corruption

158、 in all of its forms,including extortion and bribery.The Code clearly states that we dont tolerate illegal or unethical behavior within KPMG or from clients,suppliers or public officials with whom we work.Bribery and corruption are unethical,even in situations where it might not be considered illega

159、l in a particular jurisdiction.All KPMG firms are required to have processes to assess prospective clients,third parties and suppliers in relation to bribery and corruption.Firms must also assess their bribery and corruption environment annually and establish and maintain processes to monitor,manage

160、 and control how their personnel and their agents interact with government entities and government officials so as to ensure compliance with applicable laws and regulations and to maintain public trust.Find out more about ourposition on bribery and corruption.We take seriously any incidents that are

161、 inconsistent with our Values or in breach of the Code.As an industry we must have the highest standards of integrity.In FY22,news emerged of employees in a small number of KPMG firms sharing answers in training.KPMG takes incidents like this extremely Acting transparently with integrity and account

162、ability Our commitments:Act lawfully,ethically and in the public interest Work against corruption in all its forms,including extortion and briberyseriously and our member firms hold our people accountable for any behavior of this kind.Our member firms learn from these incidents and have taken steps

163、to strengthen their controls,policies and ethical culture,including leveraging technology.We have also enhanced our mandatory ethics and integrity training which all KPMG people complete annually.KPMG is committed to taking all necessary action aimed at preventing incidents like this in the future.A

164、dditionally,KPMG firms and professional accountants are bound by the International Code of Ethics for Professional Accountants,including International Independence Standards issued by the International Ethics Standards Board for Accountants(IESBA).These standards are in alignment with KPMGs ethical

165、principles and expectations.Integrity training completion KPMG firms provide regular mandatory training to partners and employees on a range of topics,including the Code and our anti-corruption policies and procedures.The following table shows the completion rate for our We Do What is Right:Integrit

166、y at KPMG course,which covers a range of topics including the Code,ethical principles,policies and more.Setting the highest standards of ethical conduct03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan23 202

167、3 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Integrity training completionFY22 completion rateFY21 completion rateBy region99%99%Americas100%99%Asia Pacific99%99%EMA99%99%TotalNotes:1.Data represent

168、s partners and employees who completed the We Do What is Right:Integrity at KPMG training across Reporting KPMGFirms.2.Data is based on the training issued and due for completion in the reporting year.3.The data excludes those who are exempt.Only those on extended leave from their roles are given ex

169、emptions from taking the training.4.KPMG people are required to complete anti-corruption training upon being hired and every year after that.5.We Do What is Right:Integrity at KPMG includes but is not limited to training on our Global Code of Conduct,ethical principles,policies and scenarios.6.Refer

170、 to the“Indexes and explanations”section for further details.03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan24 2023 Copyright owned by one or more of the KPMG International entities.KPMG International enti

171、ties provide no services to clients.All rights reserved.KPMG International is committed to respecting human rights,as outlined in our Business and Human Rights Statement,which is in line with the UNs Guiding Principles on Business and Human Rights and builds on our longstanding support for the UN Gl

172、obal Compact.This means supporting the protection of human rights,avoiding being complicit in human rights abuses(including those involving business relationships)and helping to eliminate all forms of forced,compulsory and child labor.While the professional services industry is not typically conside

173、red a high-risk sector for labor-related breaches,we recognize we have an important role to play in managing potential harm to people through a risk-based approach to human rights due diligence.Ethical behavior is of utmost importance to us,as reflected in our Business and Human Rights Statement.Add

174、itionally,our Global Code of Conduct articulates our zero tolerance for behavior that is illegal,unethical or breaches human rights within both our global organization and our suppliers.Addressing modern slavery risksSince our last report in 2022,we continued with our efforts to further embed modern

175、 slavery considerations in our business operations and supply chains,both at the global and member firm level.A number of KPMG firms are also assisting their clients in assessing and addressing the risks of modern slavery in their operations given the demand for greater transparency on how businesse

176、s are dealing with it.At the global level,we take a proactive approach to effectively address and manage these issues:We remain focused on our supply chain.Were reviewing the results of self-assessment surveys we sent to all suppliers contracted using our global procurement process,which represent a

177、 majority of our third-party suppliers.The purpose of these surveys is to further understand risks in our downstream supply chain and how we might mitigate and address them.Weve revised our supplier code of conduct,which requires our suppliers who have adopted it to meet the same standards and pract

178、ices as ours in relation to eradicating modern slavery and human trafficking.Our supplier code of conduct also requires our suppliers who have adopted it to Human rights Our commitment:Respect human rightsprovide us with assistance to expose and address modern slavery risks,including,for example,res

179、ponding to due diligence questionnaires and providing us with information required to remediate those risks.Members of our senior leadership,our procurement professionals,commercial contracting and procurement lawyers,and other professionals attended a modern slavery training workshop in order to un

180、derstand our efforts in addressing modern slavery and to raise awareness of key risks.Our KPMG International hotline allows for reporting of concerns regarding modern slavery.To date,the hotline has not received any substantiated modern slavery complaints.Ethical behavior is of utmost importance to

181、us,as reflected in our Business and Human Rights Statement.Respecting human rights03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan25 2023 Copyright owned by one or more of the KPMG International entities.KP

182、MG International entities provide no services to clients.All rights reserved.Assessing modern slavery risks,KPMG AustraliaModern slavery is a complex global problem and cannot be dealt with through a set-and-forget process.It takes rigor,resources,time and commitment from senior leadership and throu

183、ghout an organization.KPMG Australia is going beyond regulatory requirements to lead the way in its response to modern slavery and human rights.The Australian firm has a human rights working group which is chaired by its Chief Operating Officer/Chief Financial Officer and Chief Risk Officer and work

184、s closely with a dedicated Human Rights Manager to implement a comprehensive multi-year modern slavery response.KPMG Australia assesses modern slavery risk in all prospective clients and suppliers and engages proactively with high-risk organizations to address issues rather than walk away from them.

185、It has made a human rights and modern slavery e-learning module available to all staff and mandatory for people in specific roles.This complements ongoing engagement with risk,procurement and client-facing teams to help manage modern slavery risks in their own work.KPMG Australia has also developed

186、a Modern Slavery Measurement and Evaluation Framework,which assesses the impact of its efforts every six months,helping to drive meaningful change.Collaboration is crucial to making sustained progress in respecting human rights.Recognizing this,the Australian firm shares lessons from its modern slav

187、ery response with peers through forums,including the UN Global Compact Network Australia,and works with other member firms in the Asia Pacific region to apply leading practices and learnings to their own operations.Everything the Australian firm does is backed by the expertise of KPMG Banarra,a dedi

188、cated business and human rights consultancy based in KPMG Australia.Case study03 People01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments02 GovernanceKPMG:Our Impact Plan26 2023 Copyright owned by one or more of the KPMG International entities.KPMG I

189、nternational entities provide no services to clients.All rights reserved.PeopleCreating a caring,inclusive,Purpose-led and Values-driven culture for our people.“Businesses are having to navigate complex tensions in the new world of work,and were no different.Were thinking hard about the lessons lear

190、ned over the past few years and what we want to be known for.We need to help ensure our people feel they are being actively heard,looked after and responded to while enabling them with the skills they need to develop exciting careers doing work that matters and thriving as individuals.”Nhlamu Dlomu

191、Global Head of People KPMG InternationalWere a people business.When the best people build a career with us,we can all thrive:our clients,our colleagues,our communities and our planet.We want the world to think of our people when they think about KPMG.Peoples needs have changed,including their expect

192、ations of what work is,where it happens and what it gives them.We have an opportunity to improve what work is by delivering a more human relationship between KPMG and our people.Its about understanding our people as individuals and respecting the fact that they care about their work but also their l

193、ife as a whole.We developed a new employee value proposition(EVP)the articulation of the benefits we offer our people in line with the emerging new ways of working to reflect whats unique about the KPMG people experience.We gathered insights from current and prospective KPMG people across countries

194、and territories to understand what motivates them and what we can do so they can perform at their best.This way,we deliver a people experience that helps us attract and retain the best talent.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commit

195、ments03 PeopleKPMG:Our Impact Plan27 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Our commitmentsInclusion,diversity and equity(IDE)Have an inclusive culture built on trust Foster an educated,emp

196、athetic workforce Advocate for equal opportunity Health and well-being Protect the health of our people both physically and mentally and enable them to be effective and productiveContinuous learning Develop a continuous learning culture02 Governance01 Material topics04 Planet05 Prosperity07 Indexes

197、and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan28 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Our refreshed employee value propositionYour insight can create oppor

198、tunities for you and contribute to a better future.Do work that matters,supported by a community that values difference and cares about you.Gain learning thatll last you a lifetime and be recognized for the impact you make.Find opportunity everywhere with KPMG.Do work that matters:Every day,in ways

199、big and small,you make a meaningful and positive difference for clients,people and the communities we serve.Help create opportunity in a world of increasing complexity.Come as you are:Your unique experiences and perspectives belong here.Both individually and as a team,you will understand and value t

200、he differences that lead to stronger insights and innovation.Thrive with us:Build relationships with colleagues who take care of each other.You will have the KPMG community at your side,providing the support you need to be at your best and create opportunities for yourself and others.Learn for a lif

201、etime:Grow your own way in an environment where learning is continuous.Feed your curiosity,work with the best on emerging practices and technologies,and gain an advantage for life.Make your mark:Your aspirations and initiative make KPMG better.Wherever you work,be recognized for the impact you make,

202、the leadership you show and the success you create with others.External collaborations Signatory to Valuable 500 Signatory to Partnership for Global LGBTI Equality Member of Out Leadership Business for LGBTQ+Equality Signatory for Champions for Change,Catalyst Signatory to WEFs Partnering for Racial

203、 Justice in Business Signatory of UN Womens Empowerment PrinciplesWorld Economic Forum(WEF)Good Work Alliance:This year we became a member of the WEF Good Work Alliance.The alliances objectives are to co-create a framework for good work with companies and other stakeholders;to support the developmen

204、t of relevant metrics;and to promote measurable commitments by companies to core good work goals.These objectives are aligned with Our Impact Plan commitments and our desire to build a healthy,resilient and equitable future of work.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and

205、explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan29 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Come as you areIDE underpins our Values and is vital to our Purpose.There

206、s an expectation from our people,clients and society that we have a robust IDE agenda linked to Our Impact Plan and our strategy.Improving our EVP to attract and retain the best talent also aligns with the“S”in our ESG commitments.We strive to do whats right,which means we must provide all of our pe

207、ople with the environment to help them be the best version of themselves theirtrue selves.What makes us different is what makes us stronger.How we define IDE:Inclusion is about belonging:We commit to creating a safe environment built on trust,where we can bring our authentic selves to work and feel

208、valued for our unique contributions and perspectives.Diversity is about difference:We commit to embracing and respecting the variety of unique experiences,cultures,identities and perspectives we collectively bring to KPMG.Equity is about access to opportunities:Wecommit to standing against systemic

209、barriers and biases.We help level the playing field and ensure everyone can succeed and thrive at KPMG.Inclusion,diversity and equityOur commitment:Have an inclusive culture built on trustBuilding a culture that welcomes everyone without exception takes purposeful work,which KPMG firms around the gl

210、obe have focused on in FY22.We believe were on the right path as we focus on creating communities that empower us to make better decisions,innovate and build a culture where our people can stand up and do what is right.Leveraging our peoples input,in 2021,we created our IDE Collective Action Plan.We

211、 focused on building a strong foundation that resulted in the creation of a new Global IDE Center of Excellence,the release of a global IDE policy,the launch of standard global IDE goals and the expansion of our data collection,to name a few.“IDE is core to KPMG:building teams with diverse views tha

212、t represent the world we live in plays a key role in unlocking our full potential across member firms.Its incredibly encouraging to see IDE principles being reflected across the globe.Given the trajectory were on,I cant wait to see what weve achieved a year from now.”Kristine Remedios Global Head of

213、 Inclusion,Diversity&Equity,KPMG InternationalWe strive to do whats right,which means we must provide all of our people with the environment to help them be the best version of themselves their true selves.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating

214、our ESG commitments03 PeopleKPMG:Our Impact Plan30 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Deepening our focus on the communities we serveAnalyzing the current state of disability inclusion

215、To support our disability inclusion efforts,we conducted a current state analysis of recruitment,retention and advancement for people living with disabilities in our Reporting KPMG Firms.Although were making progress,the outcome of our assessment will focus our collective efforts on continuing to ex

216、pand our data collection,educating our people on disability inclusion language and digital accessibility,and working together with our disability employee resource group leads.Our first LGBTQ+inclusion statement In collaboration with our Global Pride Network,we launched our first global LGBTQ+inclus

217、ion statement.As a global organization,were committed to actions that promote LGBTQ+awareness and making sure our people feel safe,recognized and heard.A key action from this statement is to support KPMG firms in appointing Pride Partner Champions to help address the challenges faced by our LGBTQ+pe

218、ople.Pride Partner Champions are KPMG leaders aligned with their Pride Networks and responsible for championing their firms LGBTQ+inclusion efforts inside and outside of the workplace.Taking a stand against racial discriminationWe engaged professionals from around the globe in practical learning and

219、 actions through the International Day for the Elimination of Racial Discrimination(IDERD)actions-based initiative,where our people made more than 2,500 commitments to take a stand against racial discrimination.Topics included the importance of creating psychologically safe workspaces,challenging mi

220、croaggressions and colorism.In collaboration with our Global Pride Network,we launched our first global LGBTQ+inclusion statement.As a global organization,were committed to actions that promote LGBTQ+awareness and making sure our people feel safe,recognized and heard.02 Governance01 Material topics0

221、4 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan31 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.I come from the Eastern Tribe of Ng t

222、i Porou in New Zealand and am Founder of the KPMG Kiwa Mentoring Program.The Kiwa network is a home and family forM ori and Pasifika colleagues at KPMG in New Zealand.The name Kiwa comes from the M ori name for the Pacific Ocean,Te Moana-nui-a-Kiwa,which represents the diversity of nations and cultu

223、res the ocean brings to the New Zealand firm.Thenetwork helps to drive KPMG in NewZealands aim to have a workforce that is culturally competent,is representative of the communities it servesand does meaningful work to fuelthe countrys prosperity.When I joined KPMG in New Zealand as a graduate,I was

224、very aware of the obstacles facing M ori and Pasifika applicants.So,with my colleagues,I created a mentoring program designed to shed light on the application process for prospective M ori and Pasifika applicants,build their Jess Wood-Waikari KPMG in New ZealandPeople of KPMGconfidence to apply and

225、most importantly build connections between students and staff to make KPMG feel more like a place M ori and Pasifika students could see themselves working at in the future.The program not only gives us a positive reason to come together as Kiwa colleagues,but also has the greater purpose of giving b

226、ack to the next generation of M ori and Pasifika graduates and growing the support given to talented young people from M ori and Pasifika communities as they move into their careers.The Kiwa Mentoring Program has been running for five years,with four of the New Zealand firms national offices working

227、 alongside local universities and tertiary providers.It has graduated around 250 students,and I feel honored that just under 50 of those have joined KPMG in New Zealand as graduates and/or interns.I can vividly remember the first time my mentee was offered a job at KPMG,and I am so proud and excited

228、 every time a mentee joins our Kiwa family.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan32 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no se

229、rvices to clients.All rights reserved.Bringing value through diversity,KPMG in JapanKPMG AZSA Officemate Ltd.(AZOM)is a subsidiary of KPMG in Japan and employs over 100 people(members),mainly with intellectual disabilities.In Japan,a company that employs 43.5 people or more is legally required to en

230、sure that 2.3 percent of its permanent workforce are people with disabilities.As a knowledge-based business driven by KPMGs Values,KPMG in Japan wanted to create jobs specifically designed for people with intellectual disabilities who may not otherwise have had an opportunity to work in a knowledge

231、industry.It also wanted to foster a diverse environment to support its growth.AZOM members support the smooth running of KPMG in Japan in an environment that is suited to and supports their individual abilities.Members are engaged in administrative tasks that contribute to the efficiency of the Japa

232、nese firm,including helping set up for meetings,logging event feedback and graphing results,printing,binding,filing and shipping.Many AZOM staff members are also stationed at various divisions at KPMG in Japan,including its Audit and Advisory practices.Over time,the range of this work has expanded a

233、nd diversified.AZOM members are assigned a job coach who helps ensure they are comfortable in the workplace and make the most of their abilities at work.Upon joining AZOM,some members are also teamed up with a senior staff member who explains the work and is a ready-made point of contact for questio

234、ns or concerns.As AZOM grows,it will strive to continue to give its members a workplace where they feel valued,can develop and can gain social independence through employment.Case study02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03

235、 PeopleKPMG:Our Impact Plan33 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.As the co-chair of the newly created global chapter of the KPMG Network of Women(KNOW),Im proud to be helping KPMG achie

236、ve its intention to have women in one-third of leadership roles by 2025.KNOW is responsible for delivering a wide array of womens programs and activities that support the advancement of KPMG women and help create a more compelling work environment.KNOW was founded to create communities of like-minde

237、d women(and men),enabling them to connect internally and externally with peers and colleagues,meet mentors and share career experiences.KPMG firms around the world lead their own chapters,and I led the KNOW chapter in Brazil from 2016 to 2021.Ive been at KPMG in Brazil for more than 25 years and was

238、 one of its first woman partners.One of the many reasons Ive stayed at KPMG for so long is because of the opportunities Ive had to shape a rewarding and purpose-led career.As the co-chair of the global chapter of KNOW,Im able to create opportunities for other women in KPMG firms across the world and

239、 help ensure women can succeed at the leadership level.Patricia Molino KPMG in BrazilPeople of KPMGDriving accountabilityEstablished in FY21,the aim of our inaugural global IDE policy is to ensure we have a consistent method for IDE across our global organization by setting baseline requirements.Tod

240、rive accountability in all KPMG member firms and measure how we are effecting change,were tracking progress against policy milestones.One of these core requirements is for all KPMG firms to appoint an IDE lead.In FY22,all Reporting KPMG Firms appointed an IDE lead,which was critical to driving chang

241、e.In addition,we developed a set of dedicated global IDE goals to help all of our people understand expectations,build their skills and embrace actionable commitments as they progress through their careers at KPMG.This year,weve seen an uptake from the majority of Reporting KPMG Firms.Our people are

242、 embracing these goals,including them in their goal setting and engaging in activities that support their progress.Weve grown our IDE community globally,focusing our attention on supporting these roles and creating a community of IDE leads who come together,share leading practices and provide input

243、on key IDE initiatives based on local country context.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan34 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities pr

244、ovide no services to clients.All rights reserved.Advocate for equal opportunityOur commitment:Advocate for equal opportunityGlobally,we set an intention to have women in 33percent of leadership roles by 2025,which includes member firm partners and directors.This will help drive our commitment to adv

245、ancing gender equality across all KPMG member firms.This intention was driven from the bottom up based on the local aspirations set by our Reporting KPMG Firms through to 2025.As of the end of FY22,the representation of women in leadership across our KPMG firms sits at 27.4 percent,up 0.8 percentage

246、 points from FY21.As we close in on 2025,we know theres still work to be done to close the gap.Weve set ourselvesa series of milestones moving forward to continue to support all of our member firms to attract,retain and advance diverse talent in order to accelerate progress and achieve our collectiv

247、e goal by 2025.Tosupport KPMG firms in reaching our 33percent goal,weve developed a process to track year-over-year progress,produced a guide to drive more impactful,inclusive and equitable practices in our talent processes,and renewed our focus on the KPMG Network of Women.Another area of our focus

248、 moving forward is developing a recommended global approach to conducting analyses of pay by gender,based on leading practices,by level and grade accounting for factors that include performance,skills,geography,experience and length of service with the organization to help increase our transparency,

249、establish a baseline approach and inform recommendations to close identified pay gaps.Weve seen a number of member firms being recognized for their work.For example,KPMG in Canada was named one of Canadas Best Diversity Employers;KPMG in Japan ranked Gold in the 2022 PRIDE Index in recognition of th

250、eir initiatives in support of LGBTQ+colleagues;and KPMG in Malaysia was named UN Women 2022 Malaysia WEPs Awards runner up in the Gender Inclusive Workplace category.50:50Our Global Management Team is madeupof 50%women,as of 1 October 2022.These senior leaders are responsible for developing our glob

251、al strategy with the Executive Committee of the Global Board and driving alignment across our KPMG firms.MenWomenLeadership(partners and directors)27.4%26.6%73.4%72.6%FY22FY21FY22FY21Total partners and employees51.5%51.6%48.4%48.5%Gender by level,FY22 vs.FY2102 Governance01 Material topics04 Planet0

252、5 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan35 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Creating safe spacesOur commitment:Foster an e

253、ducated,empathetic workforce Our global learning programs focus on building allyship,listening to the voices of our people and educating ourselves on the perspectives and life experiences of others,with the aim of creating an environment in which all of our people can bring their best and most authe

254、ntic selves to work.In FY22,we continued to leverage technology to bring our people together to support one another with digital on-demand training,dedicated global learning summits and campaigns in recognition of International Day for the Elimination of Racial Discrimination,International Day of Pe

255、rsons with Disabilities,International Womens Day and Pride Month.Our people from more than 45 countries or territories have taken IDE e-learning courses from global inclusion experts Culture Wizard a more than 60 percent year-over-year increase in participation.We created an allyship guide to provid

256、e our people with the tools to help them be better allies to foster a more supportive workplace.KPMG colleagues from 90 countries participated in our FY22 global learning summits.Year over year,there was also a 14%increase in global attendance and 9%leadership attendance at these summits.If someone

257、asked me a few years ago if I wanted to be a partner,I would have quietly smiled and shaken my head.I would think to myself,“Me?A partner?Im a woman of color,a proud Muslim who wears the hijab(head covering)and a mother to a little girl with autism.”In my mind,I had the odds stacked up against me an

258、d simply didnt believe people like me could become partners.It was something I didnt dare dream of,let alone aspire to.Over the years,I had built up so many barriers in my mind,but thanks to the support of some amazing colleagues at KPMG in Canada who reminded me to believe in myself,I was able to m

259、ove past them.I was given the time and space to progress at my speed and forge a career that worked for me and my family while receiving the encouragement to take the next step when I was ready.And now that Im in this position,Im passionate about helping others to break down their own barriers.I co-

260、chair the Salam Network,a group that connects the Muslim community at KPMG in Canada with each other,clients and the wider community.I co-founded the Special Family and Friends Network,which helps to ensure a supportive working environment for my colleagues who are parents and family members of chil

261、dren who are neurodivergent,and their friends and allies.And I mentor young professional women both at KPMG and beyond.Im gratified to say that Im a partner at KPMG in Canada,where inclusive culture is in our DNA.Asma Hasan KPMG in Canada People of KPMG02 Governance01 Material topics04 Planet05 Pros

262、perity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan36 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Measuring our impact We measure progress consistentl

263、y to help ensure we stay on the right path.We work together with KPMG firms to continue to expand our collection of global IDE data.In line with the objectives set for our IDE ambition,weve created an IDE Index to help us measure the impact of our work from quantitative and qualitative perspectives.

264、Were pleased to see the FY22 results of our first IDE Index,which shows favorable overall IDE scores in each area.We look forward to building on this progress,which includes building additional metrics to measure the impact of the work we do.We also developed a global set of custom demographic quest

265、ions for KPMG firms to use in our annual engagement survey to enable them to understand the lived experiences and perceptions of different diversity groupings.This has led to more than 30 additional countries and territories having the ability to look at engagement from a diversity lens,including 60

266、 percent of Reporting KPMG Firms.Measured by feedback from our people80%of respondents in our Global People Survey have an overall favorable view of IDE in our organization,up2 percentage points from FY21An advocate for equal opportunityMeasured by representation,hiring,retention and advancement fro

267、m our global IDE dataRepresentation of women in overall headcount in 2022 has increased to 48.5%Measured by participation and feedback from our people in our Global IDE learning summits92%of summit attendees surveyed said they felt more educated on the lived experiences of our people after attending

268、What we will measure to track progressIDE Index010203Inclusive culture built on trustAn educated,empathetic workplace02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan37 2023 Copyright owned by one or more of

269、 the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG in the UKhas committed to having20%of its partners represented by people from an ethnic minority by 2030.KPMG in the UShas an aspiration of50%partner and managing director representat

270、ion from underrepresented groups,including doubling Black representation,by 2025.KPMG in Canadacommitted to26%of its partners being represented by people of color by 2025.KPMG Australiahas committed to20%of its partners being culturally diverse by 2025.Each member firm that set ethnicity goals has r

271、eported positive progress intheir reports:02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan38 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no ser

272、vices to clients.All rights reserved.KPMG continues to be committed to building an inclusive culture.Were working with KPMG firms to set targets that will drive our commitment to advancing IDE across the global organization and it all starts with measuring and reporting on our progress.*We recognize

273、 that gender is a spectrum.KPMG is committed to inclusivity and better monitoring of gender identity beyond binary definitions going forward.Headcount reported above based on partners and staff employed as at 30 September 2022.EMA=Europe,Middle East and Africa,including India.Total headcount265,646T

274、otal memberfirms14348.5%Women49%women54%womenAmericas66,892Asia Pacific56,386EMA142,368 46%women02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan39 2023 Copyright owned by one or more of the KPMG Internation

275、al entities.KPMG International entities provide no services to clients.All rights reserved.FY22FY21FY20Gender by levelTotalWomenMenTotalWomenMenTotalWomenMenPartners12,32122.2%77.8%11,45521.2%78.8%11,11520.8%79.2%Directors10,78133.4%66.6%9,84232.9%67.1%9,21331.6%68.4%23,10227.4%72.6%21,29726.6%73.4%

276、20,32825.7%74.3%Senior managers26,25040.6%59.4%23,54040.5%59.5%22,17739.5%60.5%Managers35,66545.6%54.4%32,18144.9%55.1%30,55744.7%55.3%61,91543.5%56.5%55,72143.1%56.9%52,73442.5%57.5%Senior associates63,57850.1%49.9%58,89449.4%50.6%57,54548.8%51.2%Associates117,05154.5%45.5%100,34555.4%44.6%92,02355

277、.3%44.7%180,62952.9%47.1%159,23953.2%46.8%149,56852.8%47.2%265,64648.5%51.5%236,25748.4%51.6%222,63047.9%52.1%LeadershipManagementTeam membersTotal partners and employeesKPMG firms gender headcount by level and region02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06

278、Activating our ESG commitments03 PeopleKPMG:Our Impact Plan40 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.FY22FY21FY20Gender by regionTotalWomenMenTotalWomenMenTotalWomenMenAmericas66,89248.6%51

279、.4%59,32548.1%51.9%55,97947.7%52.3%Asia Pacific56,38654.4%45.6%50,44953.5%46.5%46,95052.4%47.6%EMA142,36846.1%53.9%126,48346.5%53.5%119,70146.2%53.8%265,64648.5%51.5%236,25748.4%51.6%222,63047.9%52.1%Total partners and employeesNotes:1.Total member firm partner and employee headcount based on KPMG p

280、eople employed as of 30 September,excluding contingent labor.2.KPMG member firms local grade and level structures are mapped to the corresponding KPMG International grade or level.3.KPMG recognizes that gender is a spectrum,and were committed to inclusivity and better monitoring of gender identity b

281、eyond binary definitions going forward.The headcount data presented is based on what is currently available and is a mix of sex and gender identity.4.Refer to the“Indexes and explanations”section for further details.5.In FY22,the average full-time equivalent(FTE)total partners and employees was 255,

282、738(FY21 230,477).In addition to partners and employees,KPMG firms also have a contingent labor force.In FY22,the contingent labor force was 28,942(FY21 27,619;FY20 21,737),bringing the total workforce to 294,588(FY21 263,876;FY20 244,367).KPMG firms gender headcount by level and region(contd)02 Gov

283、ernance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan41 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.TotalWomenM

284、enDirector promotions1,78337.0%63.0%Senior manager promotions4,55341.4%58.6%Manager promotions8,01545.9%54.1%FY22FY21Partner promotionsTotalWomenMenTotalWomenMenAmericas32632.2%67.8%31029.7%70.3%Asia Pacific31726.2%73.8%21834.7%65.3%EMA61728.0%72.0%29927.8%72.2%1,26028.7%71.3%82730.3%69.7%TotalNotes

285、:1.Data represents promotions across Reporting KPMG Firms.2.Data is based on the announcements in the financial year and therefore includes promotions effective on 1 October of the following financial year.3.KPMG recognizes that gender is a spectrum,and were committed to inclusivity and better monit

286、oring of gender identity beyond binary definitions going forward.The headcount data presented is based on what is currently available and is a mix of sex and gender identity.4.The director,senior manager and manager promotion data collection is new data that was collected for the first time in FY22.

287、5.In FY20 there were 490 partner promotions:27.1 percent women and 72.9 percent men.6.Refer to the“Indexes and explanations”section for further details.KPMG firms promotion by gender02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 Pe

288、opleKPMG:Our Impact Plan42 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Notes:1.Total member firm partner and employee headcount based on KPMG people employed as of 30 September,excluding conting

289、ent labor.2.KPMG firms local grade and level structures are mapped to the corresponding KPMG International grade or level.3.Refer to the“Indexes and explanations”section for further details.Generational split of active headcount by levelRatio of minimum wage to graduate-entry wageAcross Reporting KP

290、MG Firms,where the country or territory has set a minimum wage,the ratio of average graduate entry-level salary compared to the country minimum wage for FY22 ranged from 1.3 to 3.2 times the minimum wage(for FY21,it ranged from 1.3 to 3.1).The range across member firms is mainly driven by regional v

291、ariations and the difference in ratio between men and women is minimal.FY22FY21FY20Age range2525353445455555+2525353445455555+2525353445455555+Leadership3%39%42%16%3%40%42%15%3%40%42%15%Management40%39%15%6%40%39%15%6%41%39%14%6%Team members26%59%9%4%2%25%60%9%4%2%23%61%10%4%2%18%49%19%10%4%17%50%19

292、%10%4%15%51%20%10%4%Total partners and employees02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan43 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide

293、no services to clients.All rights reserved.Thrive with us Our commitment:Protect the health of our people both physically and mentally and enable them to be effective and productiveEveryone deserves strong and accessible support,and we put our peoples physical and mental health first.We commit to pr

294、otecting the health of our people,enabling them to be effective,productive and to thrive with us.We believe when were at our best,our best work happens,and thats why we create opportunities that can help each of us achieve physical and mental health on our own terms.In FY22,we reopened our offices a

295、nd leveraged our digital transformation and learnings from the past two years to develop new work practices that align with our peoples desire for flexibility.All our largest member firms have adopted working models that provide flexibility between the office,client sites and home,with a focus on us

296、ing time in each location in a purposeful way.Feedback on the approach has been positive,with 84 percent of respondents in our 2022 Global People Survey having a favorable response to the question:“I can work where I am most effective to meet client,business and team needs.”We continue to listen clo

297、sely to people across our organization as we experiment and learn.While flexibility can enhance Health and well-beingUniversity of Cambridge collaboration,KPMG International and KPMG in the UKKPMG International and KPMG in the UK joined forces with the University of Cambridge to undertake research f

298、ocused on understanding ways to improve mental well-being at work.Using KPMG as a case study,the program will first look to discover how to correctly measure mental well-being,what works from an intervention perspective and understand the interrelations among mental well-being,productivity and the w

299、orkplace.The programs aim is to develop the foundations needed to rewire businesses and create environments that are conducive to promoting mental well-being as a first principle.We will use the research to look at how variations in working scenarios including across business types,locations and typ

300、es of interactions in the workplace can impact the mental health of a workforce and develop effective interventions that can be deployed to better promote and protect the mental health of workforces in the future.Trial and test interventions will be set up before opening up the findings to help make

301、 a difference,including to other businesses and policymakers.Case studywell-being,it can also bring challenges in maintaining a healthy work-home balance,so weve provided training and support to help managers and their teams navigate these new ways of working.Managing workload and creating sustainab

302、le work practices is a challenge that can impact well-being.We carried out a global review of workload,initially focusing on our Audit teams,identifying actions that could help create a long-term,sustainable people experience that supports well-being outcomes.Weve launched a global framework centere

303、d around five themes portfolio management,increasing capacity,process optimization,enabling culture and vision of the future and are working with KPMG firms to activate this.Were committed to implementing the recommendations across the organization.In the past year,we increasingly focused on ensurin

304、g our people have time away from work to recharge,including providing opportunities for breaks through office closures or abridged working weeks.For example,KPMG in Canada gave Fridays off to all of its employees throughout July and August 2022,and KPMG Australia had a two-week summer office shutdow

305、n in late December.Looking at ways to create a work environment that supports each individuals well-being and promotes a healthy workforce will continue to be a priority.In a coordinated effort to have research-backed evidence,KPMG International and KPMG in the UKare collaborating with the Universit

306、y of Cambridge to identify ways to improve mental well-being at work.02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan44 2023 Copyright owned by one or more of the KPMG International entities.KPMG Internatio

307、nal entities provide no services to clients.All rights reserved.Embedding well-being into workplace design,KPMG in SingaporeKPMG in Singapore recently moved to a new office location,embedding the well-being of our people and new ways of working into its design.It was an opportunity to reimagine what

308、 work can and should look like,both nowand in the future.Our ambition was to design a workplace for the evolving needs of colleagues,clients and communities.The new office was co-created with our people to support their preferred ways of working.It was designed to support hybrid working,be sustainab

309、le,flexible and resilient,drive greater learning and collaboration,and most importantly enhance well-being while at work.The fit-for-future design came to life through a deliberate process to listen to the needs of our people,bringing them in at critical stages.We held surveys and focus groups befor

310、e design or construction even began.One of the key things we heard was the need for the move to be sustainable,and weve made that commitment by moving to a LEED Platinum building,among other carbon-friendly initiatives.For example,we launched a reduce,reuse,recycle program,including gifting previous

311、 office furniture to local charity groups.When paired with meaningful hybrid work policies,the workplace helps facilitate adaptable,fit-for-purpose interactions whether online or in person for a sustainable future of work.The central clubhouse can easily convert from an event space for clients to a

312、dedicated space for employee events or networking.As we grapple with ever-changing ways of working,social interaction and connection is something we all need.KPMG in Singapore created a space intended to help everyone feel safe and able to be their best selves,while providing flexibility to personal

313、ly own what new ways of working mean for both individuals and teams.Case studyKPMG in Singapores new LEED Platinum building(the highest certification level in the green building rating system)02 Governance01 Material topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commit

314、ments03 PeopleKPMG:Our Impact Plan45 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Learn for a lifetimeOur commitment:Develop a continuous learning cultureLearning and development(L&D)is embedded

315、in our Values,our brand and Our Impact Plan commitments.It equips our teams with the technical know-how,skills and ethical behaviors to best serve our clients,our colleagues and our communities.Member firms have invested significantly in continuous learning,including an average spend of US$1,049 and

316、 63 hours of formal learning per employee in FY22,up from 51hours in FY21.At a global,regional and member-firm level,were evolving L&D to deliver a continuous learning culture through learning in the flow of work.Were also pivoting from the narrow remit of L&D that tended to focus on formal training

317、 courses.Our new learning approach adopts an enabling,value-adding definition of L&D that extends beyond the classroom to include on-the-job and just-in-time solutions,supported by a manager,mentor or coach.This encompasses learning in its broadest sense,growing our peoples capabilities,helping to s

318、kill and reskill with speed and agility,and ultimately allowing them to better respond to the complex realities of todays world.Our learning technology Our chosen global learning experience platform Degreed has been deployed in more than 90 countries or territories to date.Through Degreed,our people

319、 can easily access on-demand and tailored learning.Learners have access to more than 20 external content providers to help them target their individual interests.Another pivotal technology is Kaltura,which provides access to live virtual classrooms and video hosting for virtual or hybrid learning an

320、d features enhanced viewer reporting for ISQM 1 and Continuing Professional Education(CPE)requirements.Looking ahead,we plan to launch a global badge program,enabling our learners to demonstrate their growing skillset and expertise internally and externally.Source:2022 KPMG Global People Survey resp

321、ondents.84%of our people agree they have“learning opportunities that help them develop skills to succeed in the future”4%from 202185%of our people agree those they work for“do a good job sharing their knowledge and experience”2%from 2021Learning and developmentThe investments we made helped us to in

322、crease our annual hours of formal learning per employee over the prior year.Looking ahead,well move away from only measuring L&D success using investment figures,which dont necessarily provide an accurate view of the effectiveness of learning solutions;instead,well gather actionable,qualitative data

323、 on the benefits of learning solutions,as reported by learners and their performance managers.Member firms have invested significantly in continuous learning,including an average spend of US$1,049 and 63 hours of formal learning per employee in FY22,up from 51 hours in FY21.02 Governance01 Material

324、topics04 Planet05 Prosperity07 Indexes and explanations06 Activating our ESG commitments03 PeopleKPMG:Our Impact Plan46 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Notes:1.Based on Reporting KPM

325、G Firms.2.FY22 data doesnt include data from member firms that exited the network in FY22.3.Includes continuous professional education and excludes KPMG International central costs.Professional designation training,such as training to become a certified public or chartered accountant,is excluded.4.I

326、ncludes instructor classroom-led training as well as digital and virtual training.5.Includes training development,licenses,administration and delivery.The opportunity cost of completing training is not included.6.Includes travel and venue costs,including KPMG dedicated training facility location cos

327、ts.7.“Per individual”is based on average total partner and employee headcount.8.Refer to the“Indexes and explanations”section for further details.Training cost and hours per individualAccelerator learningKPMG core skillsThis 4.5-day program is for first-year employees,equipping them with the skills

328、to help them succeed from day one.These skills include self-management,communication,operating high-performing teams,stakeholder management,problem solving and presentation skills.ESG learningThrough collaborations with leading academic institutions,including the University of Cambridge Judge Busine

329、ss School and New York University,along with internally developed programs,weve launched foundational ESG learning to all KPMG professionals.ESG 101 is our foundation-level program that aims to give all of our people a solid understanding of what ESG is,why it matters,what KPMG is doing about it and

330、 how they can make a positive impact.The program consists of three modules:an introduction to ESG for all KPMG professionals;how KPMG is making an impact both internally and externally,addressing Our Impact Plan commitments;and how client-facing KPMG professionals can have ESG-focused conversations.

331、Digital and Data FoundationsThis multi-year program is aimed at raising KPMG professionals collective digital and data literacy,providing a strong understanding of the technology trends and concepts that are reshaping the business world.C75 programThis program brings together high-potential partners

332、 who possess the skills,experiences and personal attributes that demonstrate their potential to be successful in future leadership roles.Participants are given a series of regional and international experiences with a focus on global priorities and challenges through peer-to-peer and collective sess

333、ions,along with executive coaching and mentoring.Elevation growth academyThe Global Lead Partner and Global Sector Head roles are some of the most high-profile roles at KPMG,with a responsibility to help drive business growth.This academy supports and equips these leaders with insights into what it takes to be truly high performing in their roles,and we provide them with a skills development frame