Responding to the WEF IBC Stakeholder Capitalism Metrics

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Our firm

Responding to the WEF IBC Stakeholder Capitalism Metrics

Bringing consistency and comparability to our ESG reporting.

We have committed to voluntarily report our ESG performance against the World Economic Forum International Business Council Stakeholder Capitalism Metrics.

The WEF IBC Metrics aim to bring consistency and comparability to ESG reporting across sectors, industries and geographies.

In reporting against these metrics, we are increasing our transparency on the way we run our business, our impact on the environment and in driving greater prosperity for our people, communities and clients. We are holding ourselves to account for making progress in these areas through our commitments.

We have a diverse range of stakeholders and it's important to us that our reporting reflects their needs and expectations. Our Impact brings together disclosures we've made in historically separate annual reports and builds on these. We've listened and responded to feedback to our people surveys. We've considered changing stakeholder expectations arising from global and societal issues, such as the COVID-19 pandemic and the Black Lives Matter movement. We've identified and reported on some additional themes, over and above the Metric requirements, to reflect areas of high importance to our sector – for example, Building trust in audit. As a member firm of KPMG International, our approach and commitments align with the KPMG Global Impact Plan.

The tables below share our response to the WEF IBC Metrics. In our response, we have either responded directly in the tables below, or shared a link to where the corresponding disclosure can be found. We do not currently report on all of the Metrics but are committed to addressing these gaps for future reporting periods. In the spirit of transparency, where we have not been able to respond to the specific requirements of a Metric, we have instead shared information relating to the Metric's broader theme. All reported data is based on the year ending 30 September 2020, unless otherwise noted.

Our 2020 community impact and environmental performance has been externally assured (see the auditor's independent limited assurance report in our UK Corporate Responsibility Report 2020).

This is just the start of our ESG reporting journey and we know there is much more to do. We're committed to strengthening our ESG commitments and our approach to reporting progress against these, in the months and years to come.

Principle of Governance - Core
Theme Core metrics Source Our Impact

Governing purpose

Setting purpose
The company's stated purpose, as the expression of the means by which a business proposes solutions to economic, environmental and social issues. Corporate purpose should create value for all stakeholders, including shareholders.

The British Academy and Colin Mayer, GRI 102-26, Embankment Project for Inclusive Capitalism (EPIC) and others

Our global purpose is to inspire confidence and empower change. Our ESG performance – Our Impact – demonstrates our purpose in action.

Read more: An introduction to Our impact

Quality of governing body

Governance body composition
Composition of the highest governance body and its committees by: competencies relating to economic, environmental and social topics; executive or non-executive; independence; tenure on the governance body; number of each individual's other significant positions and commitments, and the nature of the commitments; gender; membership of under-represented social groups; stakeholder representation.

GRI 102-22, GRI 405-1a, IR 4B

Our highly experienced, diverse Board oversees the strategic direction of our firm, ensuring it aligns with our purpose and Our Values.

Read more: Our UK Board

Stakeholder engagement

Material issues impacting stakeholders
A list of the topics that are material to key stakeholders and the company, how the topics were identified and how the stakeholders were engaged.

GRI 102-21, GRI 102-43, GRI 102-47

We have a diverse range of stakeholders and it's important to us that our reporting reflects their needs and expectations. Our Impact brings together disclosures we've made in historically separate annual reports and builds on these. We've listened and responded to feedback to our people surveys. We've considered changing stakeholder expectations arising from global and societal issues, such as the COVID-19 pandemic and the Black Lives Matter movement. We've identified and reported on some additional themes, over and above the Metric requirements, to reflect areas of high importance to our sector – for example, Building trust in audit. As a member firm of KPMG International, our approach and commitments align with the KPMG Global Impact Plan.

Ethical behaviour

Anti-corruption

  1. Total percentage of governance body members, employees and business partners who have received training on the organisation's anti-corruption policies and procedures, broken down by region.
    • Total number and nature of incidents of corruption confirmed during the current year, but related to previous years; and
    • Total number and nature of incidents of corruption confirmed during the current year, related to this year.
  2. Discussion of initiatives and stakeholder engagement to improve the broader operating environment and culture, in order to combat corruption.

GRI 205-2, GRI 205-3

We do not tolerate bribery and corruption in any form by any party.

Ethical behaviour is of the utmost importance to KPMG and our commitment to instilling this within our operations begins with Our Code of Conduct. All KPMG partners, employees and third-party consultants are required to complete training on Our Code of Conduct. This declaration includes a personal commitment to behave ethically and to report incompatible behaviour through the firm's Speak Up hotline. These declarations are made when an individual joins KPMG, with an annual refresh through the firm's Ethics and Independence Confirmation.

Read more: Ethical behaviour

Protected ethics advice and reporting mechanisms
A description of internal and external mechanisms for:

  1. Seeking advice about ethical and lawful behaviour and organisational integrity; and reporting concerns about unethical or unlawful behaviour and lack of organisational integrity.
  2. Reporting concerns about unethical or unlawful behaviour and lack of organisational integrity.

GRI 205-2, GRI 205-3

We empower our people to speak up by focusing on four areas:

  1. Creating the right environment where people feel able to speak up
  2. Listening when they raise any concerns
  3. Taking action and investigating their concerns appropriately
  4. Protecting them from retaliation when they raise concerns

Read more: Empowering our people to speak up

Risk and opportunity oversight

Integrating risk and opportunity into business process
Company risk factor and opportunity disclosures that clearly identify the principal material risks and opportunities facing the company specifically (as opposed to generic sector risks), the company appetite in respect of these risks, how these risks and opportunities have moved over time and the response to those changes. These opportunities and risks should integrate material economic, environmental and social issues, including climate change and data stewardship.

EPIC, GRI 102-15, World Economic Forum Integrated Corporate Governance, IR 4D

We manage risk responsibly, in the public interest and in the interests of the entities we audit, our clients, our people, our regulators and the markets and communities we work in.

Read more: We manage risk responsibly

Principle of Governance - Expanded
Theme Expanded metrics Source Our Impact

Governing purpose

Purpose-led management
How the company's stated purpose is embedded in company strategies, policies and goals.

GRI 102-26

Our global purpose is to inspire confidence and empower change. Our ESG performance – Our Impact – demonstrates our purpose in action.

Use the navigation bar at the top of this page to explore how we deliver on our purpose for our clients, our people, our communities and our planet.

Our UK Board is responsible for overseeing the firm's ESG strategy.

Read more: Our UK Board

Quality of governing body

Progress against strategic milestones
Disclosure of the material strategic economic, environmental and social milestones expected to be achieved in the following year, such milestones achieved from the previous year, and how those milestones are expected to or have contributed to long-term value.

EPIC

Reports on the focus areas and activities of our UK Board and Committees during the year, and their 2021 priorities, can be found in our UK Transparency Report 2020.

Read more: UK Transparency Report 2020

Remuneration

  1. How performance criteria in the remuneration policies relate to the highest governance body's and senior executives' objectives for economic, environmental and social topics, as connected to the company's stated purpose, strategy and long-term value.
  2. Remuneration policies for the highest governance body and senior executives for the following types of remuneration:
    • Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses and deferred or vested shares
    • Sign-on bonuses or recruitment incentive payments
    • Termination payments
    • Clawbacks
    • Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives and all other employees.

GRI 102-35

Oversight of senior leadership remuneration

The People Committee is responsible for reviewing and approving remuneration policies for partners and senior leadership.

The Audit Board provides oversight of the performance and remuneration of Head of Audit and the Audit Executive.

Read more: UK Transparency Report 2020 (pages 44 & 46)

Basis of partner remuneration

The remuneration model drives and rewards behaviour consistent with our strategy and values, reflects an individual's medium-term value as well as current year performance against their goals, and promotes clarity and transparency amongst partners as members of the firm, regarding their own remuneration and that of other members.

Read more: UK Transparency Report 2020 (page 86)

Our pay ratio

We're committed to transparency and on a voluntary basis publish the ratio of our UK Chair and Senior Partner's total remuneration to that of our employees at the 25th, 50th and 75th percentile (calculated on a full-time equivalent basis). In 2021, our firm's governance structure was changed by separating the roles of Chair and Chief Executive. Going forward, we will report on the remuneration and pay ratio of our Chief Executive.

Read more: Our pay ratio

We're an accredited Living Wage employer

In 2006, we became one of the very first businesses to pay the Living Wage to its employees and contracted staff. We went on to become a founding member of the Living Wage Foundation and have continued to provide financial and strategic support ever since. Our Head of Inclusion, Diversity and Equity was appointed Chair of the Living Wage Advisory Council in June 2021.

Read more: Our remuneration and pay gaps

Ethical behaviour

Alignment of strategy and policies to lobbying
The significant issues that are the focus of the company's participation in public policy development and lobbying; the company's strategy relevant to these areas of focus; and any differences between its lobbying positions and its purpose, stated policies, goals or other public positions.

GRI 415: Public Policy 2016

At KPMG, we recognise the importance of engaging with politicians, policy makers and our regulators on issues of relevance to business and society, such as regional growth, Net Zero and the future of work. Whilst at all times maintaining a position of political neutrality, our insights and experience help to strengthen public policy.

Read more: Political and policy engagement

Monetary losses from unethical behaviour
Total amount of monetary losses as a result of legal proceedings associated with fraud, insider trading, anti-trust, anti-competitive behaviour, market manipulation, malpractice or violations of other related industry laws or regulations.

SASB 510a.1

Not reported

Risk and opportunity oversight

Economic, environmental and social topics in capital allocation framework
How the highest governance body considers economic, environmental and social issues when overseeing major capital allocation decisions, such as expenditures, acquisitions and divestments.

CDSB REQ-02

Not reported

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Planet - Core
Theme Core metrics Source Our Impact

Climate Change

Greenhouse gas (GHG) emissions
For all relevant greenhouse gases (e.g. carbon dioxide, methane, nitrous oxide, F-gases etc.), report in metric tonnes of carbon dioxide equivalent (tCO2e) GHG Protocol Scope 1 and Scope 2 emissions. Estimate and report material upstream and downstream (GHG Protocol Scope 3) emissions where appropriate.

GRI 305:1-3, TCFD, GHG Protocol

Our emissions in FY20 dropped by 58% compared to the previous year.

Read more: Our 2020 environmental performance

TCFD implementation
Fully implement the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). If necessary, disclose a timeline of at most three years for full implementation. Disclose whether you have set, or have committed to set, GHG emissions targets that are in line with the goals of the Paris Agreement – to limit global warming to well below 2°C above pre-industrial levels and pursue efforts to limit warming to 1.5°C – and to achieve net-zero emissions before 2050.

Recommendations of the TCFD; CDSB R01, R02, R03, R04 and R06, SASB 110, Science Based Targets initiative

We have set ambitious environmental targets, approved by the Science-Based Targets initiative, to put us on course to become a Net Zero business across our entire value chain by 2030. We are committed to further reviewing the impact of climate risk on our business and working towards implementing the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).

Read more: Becoming a Net Zero business

Nature loss

Land use and ecological sensitivity
Report the number and area (in hectares) of sites owned, leased or managed in or adjacent to protected areas and/or key biodiversity areas (KBA).

GRI 304-1

Not reported

Freshwater availability

Water consumption and withdrawal in water-stressed areas
Report for operations where material: megalitres of water withdrawn, megalitres of water consumed and the percentage of each in regions with high or extremely high baseline water stress, according to WRI Aqueduct water risk atlas tool.

Estimate and report the same information for the full value chain (upstream and downstream) where appropriate.

SASB, CG-HP-140a.1, WRI Aqueduct water risk atlas tool

Our total water consumption for FY20 was 85,045,161 litres.

Read more: Promoting a circular economy

Planet - Expanded
Theme Expanded metrics Source Our Impact

Climate Change

Paris-aligned GHG emissions targets
Define and report progress against time-bound science-based GHG emissions targets that are in line with the goals of the Paris Agreement – to limit global warming to well below 2°C above pre-industrial levels and pursue efforts to limit warming to 1.5°C. This should include defining a date before 2050 by which you will achieve net-zero greenhouse gas emissions, and interim reduction targets based on the methodologies provided by the Science Based Targets initiative, if applicable.

If an alternative approach is taken, disclose the methodology used to calculate the targets and the basis on which they deliver on the goals of the Paris Agreement.

Science Based Targets initiative

Our 10-year environment strategy - which includes ambitious environmental targets approved by the Science-Based Targets initiative - puts us on course to become a Net Zero business across our entire value chain by 2030. We have made bold commitments to use 100% renewable energy across our estate, reduce the carbon impact of our supply chain by doubling the amount of suppliers we collaborate with, and find more sustainable ways for our people to travel.

Read more: Becoming a Net Zero business

Impact of GHG emissions
Report wherever material along the value chain (GHG Protocol Scope 1, 2 & 3) the valued impact of greenhouse gas emissions. Disclose the estimate of the societal cost of carbon used and the source or basis for this estimate.

US EPA fact sheet on the Social Cost of Carbon (2016), Natural Capital Protocol (2016), ISO 14008: Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Nature loss

Land use and ecological sensitivity
Report for operations (if applicable) and full supply chain (if material):

  • Area of land used for the production of basic plant, animal or mineral commodities (e.g. the area of land used for forestry, agriculture or mining activities).
  • Year-on-year change in the area of land used for the production of basic plant, animal or mineral commodities.
    Note: Supply-chain figures can initially be estimated where necessary based on the mass of each commodity used and the average mass produced per unit of land in different sourcing locations.
  • Percentage of land area in point 1 above or of total plant, animal and mineral commodity inputs by mass or cost covered by a sustainability certification standard or formalised sustainable management programme. Disclose the certification standards or description of sustainable management programmes along with the percentage of total land area, mass or cost covered by each certification standard/programme.

New metric

Not reported

Impact of land use and conversion
Report wherever material along the value chain: the valued impact of use of land and conversion of ecosystems.

Natural Capital Protocol (2016),ISO 14008 Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Fresh water availability

Impact of freshwater consumption and withdrawal
Report wherever material along the value chain: the valued impact of freshwater consumption and withdrawal.

Natural Capital Protocol (2016), ISO 14008 Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Air pollution

Air pollution
Report wherever material along the value chain: nitrogen oxides (NOx), sulphur oxides (SOx), particulate matter and other significant air emissions.

Wherever possible estimate the proportion of specified emissions that occur in or adjacent to urban/densely populated areas.

GRI 305-7

Not reported

Impact of air pollution
Report wherever material along the value chain: the valued impact of air pollution, including nitrogen oxides (NOx), sulphur oxides (SOx), particulate matter and other significant air emissions.

Natural Capital Protocol (2016), ISO 14008 Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Water pollution

Nutrients
Estimate and report wherever material along the value chain: metric tonnes of nitrogen, phosphorous and potassium in fertiliser consumed.

SASB CN0101-11

Not reported

Impact of water pollution
Report wherever material along the value chain: the valued impact of water pollution, including excess nutrients, heavy metals and other toxins.

Natural Capital Protocol (2016), ISO 14008: Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Solid waste

Single-use plastics
Report wherever material along the value chain: estimated metric tonnes of single-use plastic consumed.

Disclose the most significant applications of single-use plastic identified, the quantification approach used and the definition of single-use plastic adopted.

New metric

Although we are not currently reporting on these specific measures, we have shared information on our single-use plastic commitment, which is focused on reducing our consumption of single-use plastics and integrating circular thinking into everything we do. Before the COVID-19 pandemic, we had taken great steps towards achieving our plastic commitment. We engaged and collaborated with our suppliers and colleagues to design solutions that help us to reduce, re-use and recycle.

Read more: Promoting a circular economy

Impact of solid waste disposal
Report wherever material along the value chain, the valued societal impact of solid waste disposal, including plastics and other waste streams.

Natural Capital Protocol (2016), ISO 14008: Monetary valuation of environmental impacts and related environmental aspects (2019), Value Balancing Alliance

Not reported

Resource availability

Resource circularity
Report the most appropriate resource circularity metric(s) for the whole company and/or at a product, material or site level as applicable. Potential metrics include (but are not limited to) the Circular Transition Indicators (WBCSD), indicators developed by the Ellen MacArthur Foundation and company developed metrics.

Disclose the methodological approach used to calculate the chosen circularity metric(s) and the rationale for the choice of metric(s).

WBCSD Circular Transition Indicators, Ellen MacArthur Foundation

Although we are not currently reporting on these specific measures, we have shared information on progress in delivering against our plastic commitment and in reducing our levels of waste, water consumption and paper use too.

Read more: Promoting a circular economy

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People - Core
Theme Core metrics Source Our Impact

Dignity and equality

Diversity and inclusion (%)
Percentage of employees per employee category, by age group, gender and other indicators of diversity (e.g. ethnicity).

GRI 405-1b

We are committed to creating an inclusive environment where all colleagues thrive and reach their full potential, whatever their gender identity, ethnicity, disability, sexual orientation and socio-economic background. We use our diversity explorer tool to keep track of our progress.

Read more: Inclusion, Diversity and Equity

Pay equality (%)
Ratio of the basic salary and remuneration for each employee category by significant locations of operation for priority areas of equality: women to men, minor to major ethnic groups, and other relevant equality areas.

GRI 405-2

Equal pay is a legal requirement in the UK. We have robust processes and monitoring in place to ensure that our people are treated and paid fairly, meeting both our legal and moral obligations.

Read more: Our remuneration and pay gaps

Wage level (%)

  1. Ratios of standard entry level wage by gender compared to local minimum wage.
  2. Ratio of the annual total compensation of the CEO to the median of the annual total compensation of all its employees, except the CEO.

GRI 202-1 Adapted from Dodd-Frank Act, US SEC regulations

We're an accredited Living Wage employer

In 2006, we became one of the very first businesses to pay the Living Wage to its employees and contracted staff. We went on to become a founding member of the Living Wage Foundation and have continued to provide financial and strategic support ever since. Our Head of Inclusion, Diversity and Equity was appointed Chair of the Living Wage Advisory Council in June 2021.

Read more: Our remuneration and pay gaps

Our pay ratio

We are committed to transparency and on a voluntary basis, consistent with prior years, in FY20 we published the ratio of our UK Chair and Senior Partner's total remuneration to that of our employees at the 25th, 50th and 75th percentile (calculated on a full-time equivalent basis). In 2021, our firm's governance structure was changed by separating the roles of Chair and Chief Executive. Going forward, we will report on the remuneration and pay ratio of our Chief Executive.

Read more: Our pay ratio

Risk for incidents of child, forced or compulsory labour
An explanation of the operations and suppliers considered to have significant risk for incidents of child labour, forced or compulsory labour. Such risks could emerge in relation to:

  1. type of operation (such as manufacturing plant) and type of supplier; and
  2. countries or geographic areas with operations and suppliers considered at risk.

GRI 408-1b, GRI 409-1a

We have a zero-tolerance stance on Modern Slavery and we expect our suppliers to share our high standards towards ethical behaviour.

Read more: Modern slavery

Health and wellbeing

Health and safety (%)

  1. The number and rate of fatalities as a result of work-related injury; high-consequence work-related injuries (excluding fatalities); recordable work-related injuries; main types of work-related injury; and the number of hours worked.
  2. An explanation of how the organisation facilitates workers' access to non-occupational medical and healthcare services, and the scope of access provided for employees and workers.

GRI:2018 403-9a&b

Our people are what make our firm a success. We recognise the importance of health and wellbeing in enabling our people to be at their best - so we make it a priority. We provide all our colleagues with extensive access to essential services, guidance and support networks, helping them thrive at work and at home.

Read more: Health and wellbeing

Skills for the future

Training provided (#, $)
Average hours of training per person that the organisation's employees have undertaken during the reporting period, by gender and employee category (total number of hours of training provided to employees divided by the number of employees).

Average training and development expenditure per full time employee (total cost of training provided to employees divided by the number of employees).

GRI 404-1, SASB HC 101-15

We're committed to developing a continuous learning culture. By investing in learning and development, we're able to unlock the potential of our people and build a strong, inclusive and high performing workforce. One that puts its clients and impact on society at the heart of its business.

Read more: Learning

People - Expanded
Theme Expanded metrics Source Our Impact

Dignity and equality

Pay gap (%, #)

  1. Mean pay gap of basic salary and remuneration of full-time relevant employees based on gender (women to men) and indicators of diversity (e.g. BAME to non-BAME) at a company level or by significant location of operation.
  2. Ratio of the annual total compensation for the organisation's highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.

Adapted from UK Government guidance on gender and ethnicity pay gap reporting, 26 GRI 102-38

We're leading the way on pay gap reporting

We want to be as transparent as possible on the gaps that exist and how we are closing them. That's why, as well as publishing our gender pay gap, we also publish data on our ethnicity, sexual orientation, black heritage, disability, and socio-economic background pay gaps too.

Read more: Our remuneration and pay gaps

Our pay ratio

We are committed to transparency and on a voluntary basis, consistent with prior years, in FY20 we published the ratio of our UK Chair and Senior Partner's total remuneration to that of our employees at the 25th, 50th and 75th percentile (calculated on a full-time equivalent basis). In 2021, our firm's governance structure was changed by separating the roles of Chair and Chief Executive. Going forward, we will report on the remuneration and pay ratio of our Chief Executive.

Read more: Our pay ratio

Discrimination and harassment incidents (#) and the total amount of monetary losses ($)
Number of discrimination and harassment incidents, status of the incidents and actions taken, and the total amount of monetary losses as a result of legal proceedings associated with.

  1. law violations; and
  2. employment discrimination.

GRI 406-1, Adapted from SASB FR-310a.4

Although we are not currently reporting on these specific measures, our commitments in relation to this disclosure theme are outlined in Our Code of Conduct. We are committed to equality, to a culture that is free from discrimination and to providing a work environment free from harassment.

Read more: Our Code of Conduct

Freedom of association and collective bargaining at risk (%)

  1. Percentage of active workforce covered under collective bargaining agreements.
  2. An explanation of the assessment performed on suppliers for which the right to freedom of association and collective bargaining is at risk, including measures taken by the organisation to address these risks.

SASB CN0401-17, GRI 407-1, WDI 7.2

Not reported

Human rights review, grievance impact & modern slavery (#, %)

  1. Total number and percentage of operations that have been subject to human rights reviews or human rights impact assessments, by country.
  2. Number and type of grievances reported with associated impacts related to a salient human rights issue in the reporting period and an explanation on type of impacts.
  3. Number and percentage of operations and suppliers considered to have significant risk for incidents of child labour, forced or compulsory labour. Such risks could emerge in relation to:
    1. type of operation (such as manufacturing plant) and type of supplier; and
    2. countries or geographic areas with operations and suppliers considered at risk.

GRI 412-1, UN Guiding Principles, GRI 408-1a, Adapted from GRI 408-1a and GRI 409-1, WDI 7.5

We have a zero-tolerance stance on Modern Slavery and we expect our suppliers to share our high standards towards ethical behaviour.

Read more: Modern slavery

Living wage (%)
Current wages against the living wage for employees and contractors in states and localities where the company is operating.

MIT Living Wage Tool, EPIC

In 2006, we became one of the very first businesses to pay the Living Wage to its employees and contracted staff. We went on to become a founding member of the Living Wage Foundation and have continued to provide financial and strategic support ever since. Our Head of Inclusion, Diversity and Equity was appointed Chair of the Living Wage Advisory Council in June 2021.

Read more: Our remuneration and pay gaps

Health and wellbeing

Monetised impacts of work-related incidents on organisation (#, $)
By multiplying the number and type of occupational incidents by the direct costs for employees, employers per incident (including actions and/or fines from regulators, property damage, healthcare costs, compensation costs to employees).

Adapted indicator based on European Commission, Safe Work Australia

Not reported

Employee wellbeing (#, %)

  1. The number of fatalities as a result of work-related ill-health, recordable work-related ill-health injuries, and the main types of work-related ill-health for all employees and workers.
    1. Percentage of employees participating in "best practice" health and wellbeing programmes, and
    2. Absentee rate (AR) of all employees.

GRI:2018 403-10a&b, EPIC, Adapted from GRI:2016 403-2a

Our people are what make our firm a success. We recognise the importance of health and wellbeing in enabling our people to be at their best - so we make it a priority. We provide all our colleagues with extensive access to essential services, guidance and support networks, helping them thrive at work and at home.

Read more: Health and wellbeing

Skills for the future

Number of unfilled skilled positions (#, %)

  • Number of unfilled skilled positions (#).
  • Percentage of unfilled skilled positions for which the company will hire unskilled candidates and train them (%).

WBCSD Measuring Impact Framework Methodology Version 1.0 (2008)

Not reported

Monetised impacts of training - Increased earning capacity as a result of training intervention (%, $)

  • Investment in training as a percentage (%) of payroll.
  • Effectiveness of the training and development through increased revenue, productivity gains, employee engagement and/or internal hire rates.

Adapted from OECD, 27 28 WDI 5.5

Not reported

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Prosperity - Core
Theme Core metrics Source Our Impact

Employment and wealth generation

Absolute number and rate of employment
Total number and rate of new employee hires during the reporting period, by age group, gender, other indicators of diversity and region.

Total number and rate of employee turnover during the reporting period, by age group, gender, other indicators of diversity and region.

Adapted, to include other indicators of diversity, from GRI 401-1a&b

In FY20, we had 1,857 new hires and 909 graduate and apprentice joiners. Of these graduate and apprentice new joiners, 49.1% and 50.6% (respectively) were female. Of our Partner and Director new joiners, 42.6% were female and 7.4% were from an ethnic minority background.

Read more: Inclusion, Diversity and Equity

Economic contribution

  1. Direct economic value generated and distributed (EVG&D), on an accruals basis, covering the basic components for the organisation's global operations, ideally split out by:
    • Revenues
    • Operating costs
    • Employee wages and benefits
    • Payments to providers of capital
    • Payments to government
    • Community investment
  2. Financial assistance received from the government: total monetary value of financial assistance received by the organisation from any government during the reporting period.

GRI 201-1, GRI 201-4

Our latest financial data can be found in our UK Members' Report and Financial Statements.

Read more: UK Members' Report and Financial Statements 2020

Financial investment contribution
Total capital expenditures (CapEx) minus depreciation, supported by narrative to describe the company's investment strategy.

Share buybacks plus dividend payments, supported by narrative to describe the company's strategy for returns of capital to shareholders.

As referenced in IAS and US GAAP ASC 230

Our latest financial data can be found in our UK Members' Report and Financial Statements.

Read more: UK Members' Report and Financial Statements 2020

Innovation of better products and services

Total R&D expenses ($)
Total costs related to research and development.

US GAAP ASC 730

Not reported

Community and social vitality

Total tax paid
The total global tax borne by the company, including corporate income taxes, property taxes, non-creditable VAT and other sales taxes, employer-paid payroll taxes, and other taxes that constitute costs to the company, by category of taxes.

Adapted from GRI 201-1

KPMG in the UK makes a significant contribution each year to the public finances through the taxes paid by our partners on our profit, the taxes we bear as an organisation and those we collect on behalf of the exchequer.

Read more: Our 2020 tax contribution

Prosperity - Expanded
Theme Expanded metrics Source Our Impact

Employment and wealth generation

Infrastructure investments and services supported
Qualitative disclosure to describe the below components:

  1. Extent of development of significant infrastructure investments and services supported.
  2. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant.
  3. Whether these investments and services are commercial, in-kind or pro bono engagements.

GRI 203-1

Our communities

In FY20 our community contribution totalled £7.1m (cash, time, in-kind, management costs).

Read more: Our communities

Our 2020 tax contribution

KPMG in the UK makes a significant contribution each year to the public finances through the taxes paid by our partners on our profit, the taxes we bear as an organisation and those we collect on behalf of the exchequer.

Read more: Our 2020 tax contribution

Significant indirect economic impacts

  1. Examples of significant identified indirect economic impacts of the organisation, including positive and negative impacts.
  2. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities (e.g. national and international standards, protocols, policy agendas).

GRI 203-2

Refer to our response to the metric above.

Innovation of better products and services

Social value generated (%)
Percentage of revenue from products and services designed to deliver specific social benefits or to address specific sustainability challenges.

Adapted from GRI (FiFS7 + FiFS8) and SASB FN0102-16.a, EPIC

Not reported

Vitality Index
Percentage of gross revenue from product lines added in last three (or five) years calculated as the sales from products that have been launched in the past three (or five) years divided by total sales, supported by narrative that describes how the company innovates to address specific sustainability challenges.

Adapted from OECD Oslo Manual Section 8.3.1

Not reported

Community and social vitality

Total Social Investment ($)
Total Social Investment (TSI) sums up a company's resources used for "S" in ESG efforts defined by CECP Valuation Guidance.

CECP Valuation Guidance

In FY20 our community contribution totalled £7.1m (cash, time, in-kind, management costs).

Read more: Our communities

Additional tax remitted
The total additional global tax collected by the company on behalf of other taxpayers, including VAT and employee-related taxes that are remitted by the company on behalf of customers or employees, by category of taxes.

Adapted from GRI 201-1

KPMG in the UK makes a significant contribution each year to the public finances through the taxes paid by our partners on our profit, the taxes we bear as an organisation and those we collect on behalf of the exchequer.

Read more: Our 2020 tax contribution

Total tax paid by country for significant locations
Total tax paid and, if reported, additional tax remitted, by country for significant locations.

Adapted from GRI 201-1

KPMG in the UK makes a significant contribution each year to the public finances through the taxes paid by our partners on our profit, the taxes we bear as an organisation and those we collect on behalf of the exchequer.

Read more: Our 2020 tax contribution

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