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.
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.
Healthcare systems around the world are in crisis. Patients increasing longevity, rising expectations, unhealthy lifestyles, multiple co-morbidities and healthcare cost inflation are all contributing.
As a result healthcare systems are being forced to find ways to solve a simple but difficult question – how to secure better patient outcomes at a lower cost?The new healthcare landscape is changing dramatically across every market in the world. This is the catalyst which provides pharmaceutical companies with the opportunity to demonstrate its real value! With new ecosystems built around patients, not providers.
In mature markets, medicines constitute roughly 10 of the total healthcare bill. To achieve better patient outcomes for less money, the initial focus has to be the other 90% of the budget.
I believe a much greater partnership between pharmaceutical companies and the wider healthcare eco-system can contribute significantly to the solution.
The new healthcare landscape is changing dramatically across every market in the world. This is the catalyst which provides pharmaceutical companies with the opportunity to demonstrate its real value!
This is a time of Healthcare convergence – where all stakeholders in the healthcare ecosystem will need to work together to achieve one aim: better patient outcomes at a lower cost
With new ecosystems built around patients, not providers.
I see a world where combining the global infrastructure of Pharma with the care experience of providers and risk management experience of payers could create new ways to deliver improved value to the patient.
In every country that I visit I see health systems transforming themselves from a 20th century model of care to a 21st century, emerging economies with a strong Life Science base can provide great services to millions if not billions of people through the development of new technology, new modalities of treatments and new partnerships of models between health systems and life science companies. Patients want more control, they want more information, they want more knowledge - clever life science firms, clever pharmaceuticals will realise patients want to be partners.
I believe there are three strategies for success if Pharmaceuticals are to become a true partner to the wider Healthcare eco-system.
Pharma needs to understand their customer, their challenges and provide solutions to those challenges.
Pharma needs to better anticipate the shifting power structures in the wider healthcare system- it needs to be engaged and partner appropriately in each country in which it operates.
Pharma needs to continue to re-shape its R&D to deliver products and services which will meet future needs and provide an adequate return to shareholders
I believe this approach will ultimately catapult Pharma’s position to the realm of Partner, rather than a supplier.
Pharma has to change.
Global Lead for Life SciencesKPMG in the UK
+44 207 3118512
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.