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For KPMG, inclusion and diversity are both business and moral imperatives that build trust and growth and compel us to stand up for what is right. Diverse teams are more likely to be innovative and excel in their performance. Inclusive work cultures that embrace ethical behaviour allow our people to position themselves for success. To us an inclusive culture goes far beyond gender. It is about the different aspects of a person such as, in addition to gender, cultural background, personality, ability, personal characteristics and stages of life. An inclusive work culture is a working environment where people feel they belong and can be their whole selves.  

We treat inclusion and diversity as our business priority

In our view, if you cannot lead a culture of inclusion within a diverse team, you cannot lead a business. We treat inclusion and diversity as a business priority. This means that we set targets and make our leaders accountable. For example we focus on growth of cultural diversity in senior positions and create cultural two-way mentoring programs. 

The status of our (gender) diversity at this moment is as follows:

  • More than 66 Nationalities within KPMG the Netherlands
  • 5 diversity Communities within KPMG NL (Gender, Cultural, LGBTQ+, Ability and Generations) 
  • 33.9 is the average age at KPMG NL 
  • More than 8 diversity events per year

Download the factsheet (pdf 409 kb).

Inclusion and diversity

Continuation of ‘Meer Kleur aan de Top’

KPMG contributes to a research programme of the Vrije Universiteit Amsterdam that relates to the question of how to achieve more culturally diverse leadership in top positions. 

Inclusion and diversity

Charter Cross Cultural Mentoring Programme

In FY19, the first KPMG participants took part in the Charter Cross-Cultural Mentoring Programme. This programme ties in with our ambitions of increasing cultural diversity at leadership level.

KPMG Pride

We intensified our learning opportunities at organisations such as Workplace Pride. We held a special KPMG Pride Lunch event to discuss the challenges faced by LGBTQ colleagues within our firm. Overseen by one of our board members, we raised the Rainbow Flag on International Coming Out Day during Amsterdam Pride Week. 

Inclusion and diversity

Cultural Diversity Awareness Programme

KPMG celebrates festivities from other cultures. Hundreds of our colleagues participated in ‘Ramadan for a day’ or joined the Diwali event. From FY20 onwards, one Christian holiday can be exchanged for a holiday from other cultures. For example, exchanging Pentecost for the Sugar Festival. 

Inclusion and diversity

The Ability Coaching Programme

A programme that supports lasting acceptance of employees with a disability or chronic illness. Additionally, we work together with organisations that promote the recruitment of IT specialists with autism spectrum disorder. 

Inclusion and diversity

Charter talent to the top

The Charter Talent to the Top contains a guideline and clear agreements for KPMG that purposefully work on durable and effective results. We commit ourself to 9 commitments for diverse talent to the top.

KPMG signed the Charter Diversity on the 24th of September 2020. KPMG is all about People-Driven Progress: progress is only real progress if it is good for people and society. Inclusion and Diversity is a high priority within KPMG and is an important part of our strategy. Through a 10-step I&D Masterplan, KPMG strives for a culture of inclusive collaboration in which every employee can be themselves and reach their full potential.

Stephanie Hottenhuis, CEO and Chairman of the Board of Directors of KPMG: “Inclusion and diversity is both a moral and a business requirement. That is why we choose to commit to the following goal for the Charter Diversity: ‘Providing insight into the cultural diversity of KPMG Netherlands’. We know that our employees in the Netherlands have 66 nationalities, but we want to gain insight into the inflow and flow of culturally diverse talent within KPMG. We strive for culturally diverse leadership in top positions. Making this measurable is a complex issue, and we are ready to take on this challenge. ”