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.
Financial services certainly needed regulation, but not retribution.
While the recovery in this sector has been encouraging, it remains fragile - and when QE is withdrawn the world economy will enter unchartered territory. Broader economic issues could then come to the fore both at home and abroad.
There are other challenges too: how to cut costs, increase security, settle remediation charges and, somehow, prepare for the next crisis. There are also opportunities, including many new online technologies. And all of this must be managed by a mostly new generation of leadership within a constantly changing industry.
At KPMG we believe financial services businesses must be assertive and must go on the front-foot to adapt to this wholly new environment.
KPMG's Financial Services practice is focused on three core areas. Please click on the links below to find out more.
Speaking at the annual British Bankers’ Association conference, KPMG’s EMA head of financial services, Bill Michael, outlined his vision of how global banking will change over the next decade.Read Bill's speech (PDF 2.61 MB)
The financial services industry needs a fundamental change in attitude and culture to respond to the new environment. This is why we have chosen to devote much of this issue of frontiers to issues of culture. We believe culture is the new fundamental challenge.
Regulators around the world – and the banks themselves – have fast-tracked the implementation of Basel 3 as a safeguard against another financial crisis, raising the capital levels that banks must hold. But there are strong signals that we are already moving beyond this to the emergence of the next iteration of the capital standards framework, or ‘Basel 4’.
The insurance industry is moving beyond a mind-set of post-crisis retrenchment. As well as balance sheet strength, insurers are refocusing on sustainable profitable growth. However, they do so under the constraints of 'the new normal,' characterised by low interest rates and equity market volatility, which is challenging traditional business models.
To say that these are interesting times in the investment management industry would be an understatement. We sat down with more than 30 Chief Executive Officers from firms across Europe to gauge their thoughts on the state of the industry. The results were illuminating.
EMA Head of Financial Services
KPMG in the UK
020 7311 5292
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