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.
KPMG outlines how successful finance transformation programmes are structured focusing on reporting, process, people and technology to create a Target Operating Model that sets out management’s scale and ambition for change.
Emerging, evolving and expiring – our views on the technologies of today and tomorrow. Tech Horizons is an interactive tool, highlighting technologies or trends that will cause changes in the sector.
Richard Fleming, Richard Heis and Mike Pink of KPMG LLP have been appointed "Joint Special Administrators" of MF Global UK Limited. This website provides the latest updates and information from the Joint Special Administrators.
fast|forward is a new and exciting project by KPMG investigating the key corporate mega-trends that will change the future business landscape and the role of the CFO.
Explore your options in our e-zine, where you’ll find out more about whether our Audit, Risk Consulting or Gap Programme is for you.
If you’re not a little bit scared, you’re not paying attention. Find out more about our graduate programmes in audit, tax, advisory and central services.
Keep up to date with the latest news and views from KPMG in the UK by following our twitter feed.
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.
Jacky Ross on public sector cuts and tackling the impacts on non-core services and the back office
How to make cuts without impacting front line services
When the new government came in we heard that there was absolutely no money left in the coffers. That meant there were going to have to be cuts of something like 15-20% across the public sector.
What was decided was that the brunt of those costs should be borne by non-core services and the back office.
Just recently I have been talking to people and what we are now hearing is that it’s probably not going to be 20% but something more like 40-50% cuts in the back office and that those cuts are going to have to be made in the next 12-18months. That’s scary.
The challenge then for the public sector is how are they going to make those 40-50% cuts? Where do they cut? How do they cut? And how do they do that without damaging the business, without impairing the business’s ability to carry on operating. So, if they have been providing those services in the past - Finance, HR, Estates, Procurement, IT, Communications. If all of those services have been fundamental to the business in the past, how can we cut them by 40-50% and still operate effectively?
The answer is that there are probably quite a few ways that organisations can actually tackle those areas of their business and take out some sizable chunks of cost, whilst still keeping services at an adequate level for the business. SO the starting point surely has to be to actually work out what it is you really need. Define the services that are essential to carry on running your business and then think about the things that you could maybe stop doing all together.
In the commercial sector, one renowned CFO when he arrived in his organisation told his organisation to stop producing any management report s - no information to anybody – cut it off...He said we are only going to start producing reports when people “clamour” for them to come back again and when they give us a real business justification for us producing those reports. So we know that if we then produce those reports they are the one that the business really wantsIN some public sector organisations I have had those conversations with Finance Directors where they feel that information just isn’t being used actively in their business.
So thinking about what you really need to support the business and stopping doing the things taht you really can survive without – that there isn’t a huge business case for, that don’t create value in your business, that surely has to the starting point...don’t do those things.
But then when you look at that, be clear about who your customers are, find out what their requirements are, your services may be non-core services but clearly people have been using those to do their own jobs to provide their core services so find out what is needed and define those requirements and then you can use that as a basis for prioritising what you do, making decisions based on the money you’ve got available and the value you can add in the business.
KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, 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.