Our Transparency Report seeks to explain the steps that we take to uphold our professional obligations and responsibilities and how we ensure delivery of the highest quality in all of our services.
We are proud to be partnering with Action for Literacy and Shelter to enable us to play a greater part in tackling the key issues of literacy and homelessness in the UK today.
The UK Banks Performance Benchmarking Report explores the key trends in the first half results of the big five UK headquartered banks – Barclays, HSBC, Lloyds Banking Group, RBS and Standard Chartered.
Interactive Infrastructure offers a snapshot of the face and future of UK infrastructure pipeline using an interactive platform to connect infrastructure stakeholders at an early stage in the development of projects.
KPMG has recently published the 2013 Guide to Directors’ Remuneration, a survey which analyses trends in FTSE 350 directors’ pay.
Corporate reporting in its widest sense has an important role to play in restoring trust. There is a groundswell of opinion that things aren’t quite right. But it’s not enough to acknowledge it. I believe that it’s time for change.
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KPMG’s leadership blogs brings you insight, opinion and debate from our senior partners and industry experts.
The 2013 edition of our Alumni magazine, Connected, features Alumni profiles, as well as articles about Cyber Security and Tax Transparency. Regional variations for Scotland, North, Midlands and South are also available
Over 11,000 of our alumni are registered on LinkedIn. We have established the KPMG UK Alumni group to enable you to contact many of our past and current people who are members.
It is not unreasonable to assume that the world in 2035 will still be experiencing turbulent times. Regional wars, natural disasters and economic instability may well have drained capital from all corners of the globe. The explorations of new natural resources will severely lag behind the rate of world economic growth, creating massive shortages.
I believe the opportunities to invest in physical assets and natural resources may well no longer exist. These assets will have been locked up by sovereign investment funds and powerful corporates. In the midst of all this, new capital models will arise. Foremost among them, I believe, will be a model predicated on the return on employee capital.
The newest battle for capital will therefore take place in the employee talent space and will centre on trying to secure access to those talented individuals that have the potential to create the most valuable ideas and innovations. What may emerge is a new market of talent futures, a new instrument that would allow young talented individuals to trade their future earning potential years before any return can be expected.
I believe that would completely change the traditional value chain which the CFO currently oversees. Such an executive will now need talent, innovation, investment and capital management skills in order to produce returns on capital.
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