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Simply continuing to provide public services in the same way will not achieve the step change required to protect service provision for tomorrow.
Meeting the huge and changing expectations of consumers, and anticipating the as yet undefined demand of tomorrow, requires technology.
Despite various financial and economic uncertainties, the oil and gas sector continues to enjoy steady growth.
With now more than $1.5 trillion of assets under management, the superannuation industry is one of the fastest growing sectors of the Australian economy.
The toolkit is provided in a user-friendly electronic format, empowering directors to more effectively discharge their duties and responsibilities while improving board performance and decision-making.
This manual reflects Corporations Act 2001 requirements and Australian Accounting Standards that must be applied for interim and annual financial reports for year ending 30 June 2014.
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Features CEO Gary Wingrove discussing the firm's growth agenda, how we are 'going beyond', alumni profiles, and local news. Also, read about the social media advantage in banking, and more.
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Our values explained
We lead by example At all levels acting in a way that exemplifies what we expect of each other and our firms' clients.
We work togetherBringing out the best in each other and creating strong and successful working relationships.
We respect the individualRespecting people for who they are and for their knowledge, skills and experience as individuals and team members.
We seek the facts and provide insightChallenging assumptions, pursuing facts and strengthening our reputation as trusted and objective business advisers.
We are open and honest in our communicationSharing information, insight and advice frequently and constructively and managing tough situations with courage and candor.
We are committed to our communitiesActing as responsible corporate citizens and broadening our skills, experience and perspectives through work in our communities.
Above all, we act with integrityConstantly striving to uphold the highest professional standards, provide sound advice and rigorously maintain our independence.
What they mean to our people
We lead by example"It is exciting to see KPMG's global leadership adopt 'Employer of Choice' as a strategic initiative. Succeeding in today's marketplace means we absolutely must recruit, retain, develop, advance, reward and recognise all of our people. Our firms’ clients and the marketplace demand it." — Christine
We work together"KPMG attracts quality individuals who have a balanced outlook on life. Getting to know your colleagues and building relationships is just as important as the technical side of work." — Katy
We respect the individual"At KPMG there are so many open doors, so many opportunities if you work towards them and look for them. The organisation is very good at helping people make the most of themselves." — Soulla
We seek the facts and provide insight"Whilst on a client secondment during an out-of-the box experience I gained in-depth knowledge and developed new ideas and ways of thinking. Not only was I providing insight to the client but I was able to draw from my experiences once I returned to the office." — Michelle
We are open and honest in our communication"Clients appreciate it if you can demonstrate that your relationship with them is open and honest and KPMG is there to work with them to create sustainable business strategies together." — Makgotso
We are committed to our communities"My work at the KPMG Foundation has given me the opportunity to use my business and accounting skills in a different way to benefit the community. It has led to a greater appreciation of the different hardships faced by people within the community." — Emily
Above all, we act with integrity"We see it as our role to help taxpayers and tax authorities better understand each other and help countries develop fair and effective tax systems. So we need to use our knowledge responsibly." — Anna
Values in action globally
These values are put into practice everyday by thousands of different people in thousands of different situations. But they are the same the world over. Here are just a few examples based on true case studies from individuals around the KPMG network.
Australia — committed to communitiesWhen I became a partner in the Australian firm I decided that I would use the role to make a difference. So I took my experience to the board of a non-profit organisation, which helps deprived children. Organisations like this are run like any business so we are perfectly suited to help out at many levels. I found volunteers to help out at the child care centres at the weekend, as well as people to become treasurer and secretary.
Canada — using integrity, seeking facts and providing insightsWhen clients face new and changing regulation, we need to be proactive as well as independent and objective. This helps to ensure we help our firms’ clients achieve their goals but not in a way that could expose them to risks or compromise our professional standards.
Our Lead and Engagement partners trust us back at the office to understand the issues and provide them with the facts, so they can meet with the client face-to-face and we can be seen to be constructive and forward-thinking. We know we will be listened to if we need to raise an issue or need time to further evaluate some information. We're always given the opportunity to speak out.
Germany — respecting the individualI joined KPMG's German firm as a senior manager after working in the U.K. firm for ten years. The ease of the transition demonstrated to me how valuable common systems, values and processes can be. Crucially, I speak a common business language with my colleagues and I’m now working on major projects with major clients. This has all happened even though my German language isn’t great and I’m a mother working four days a week. This type of rapid transition is only possible when the people within the organisation act according to a set of shared principles.
U.K. — leading by example through effective people managementOur work can be tough sometimes. But it could get really tough if you feel like you're all alone or you aren't being challenged. That's why at KPMG in the U.K. there's a strong focus on developing people. Bringing values to life in my team is a vital part of what I do. As a people management leader I spend time with my team, helping them to make the most of the opportunities available for their development and progression — I work with each person to help ensure they get as much variety as possible from their role.
U.S. — working together to win an account through open and honest communicationWhen the U.S. firm bid for one of the largest wireless carriers in the country, it was clear that the client wanted to get to know the people who would be working day-to-day on the account. So rather than the partners it was five senior managers in the spotlight taking responsibility for the pitch.
We worked together right from the start and this involved open communication between us so that we could quickly become a strong team. When it came to the big day, we were ready. We each knew each of our responsibilities and our strengths and weaknesses. And we won.
Graduates & students
KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. All rights reserved.
KPMG International Cooperative ("KPMG International") is a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.