OUR PATH
TO VALUE CREATION

Our strategy and sustainability G4-1 | EC8

In outworking our purpose to ‘Inspire Confidence. Empower Change’, we have based our efforts on four strategic pillars that guide member firms' pursuit of our aspirations:

  • Global Consistency - Our seamlessly integrated network of member firms ensures the knowledge acquired and generated by our experience is fed into our specialist practices worldwide.
     
  • Quality Growth - We invest in intelligence, technology and structure to deliver quality services that positively impact the sustainable development of public and private companies and society, and ultimately the bottom line of our Organisation.
     
  • Professionalism and Integrity - We ensure transparency and conduct our business in and ethical and independent manner through responsible governance systems that ensure the integrity of our operations, both globally and locally.
     
  • People - Investments in developing their potential, recognition and rewards, quality of life and the internal climate at KPMG have made our professionals our biggest differentiator in the marketplace.
     

These pillars are derived from our strategic goals as revised by our Executive Committee in 2014, which include goals for the short (2017), medium (2020) and long term (2025):

  • Invest in emerging markets
  • Focus on key sectors such as financial services, health, government, infrastructure, energy and natural resources
  • Retain an extensive pool of professionals specialising in these segments and their challenges
  • Continually leverage the depth of our unique industry expertise
  • Conduct strategic acquisitions and investments to extend our capabilities in highly complex services
  • Invest in developing our professionals' technical, commercial and behavioural skills
  • Strengthen our global integration with other member firms to utilise their expertise and methodologies for the benefit of our clients
  • Enhance the use of our Delivery Centre across all practices to improve operating efficiency
  • Improve the way our culture and motivation reflects our purpose in day-to-day business

From its first edition in 2009, our Sustainability Report has been structured on these strategic pillars. Although they remain as our foundation, this year, inspired by our re-energised purpose and by the discussion around our transition to GRI G4, we have decided to go a step further in considering the role of sustainability in our business and incorporating the Capitals framework suggested by the International Integrated Reporting Council (IIRC). The result of this exercise is described in the following chapter.