Inclusion, Diversity and Equity

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Our people

Inclusion, Diversity and Equity

We embrace and harness diversity of background, experience and perspective. At KPMG, you’re empowered to come as you are.

We’re committed to creating an inclusive environment where all colleagues thrive and reach their full potential, whatever their identity or background. This is fundamental to our success as a business.

To help us achieve this, we’ve outlined bold ambitions and set long-term targets to 2030 as part of our new inclusion, diversity and equity plan – Our KPMG: A fairer future for all. This includes a focus on leadership accountability, investing in our recruitment, talent progression and training, and ensuring diverse pitch and client teams when allocating work.

It marks an ambitious but evolutionary chapter as part of our long-standing commitment to change. We know we need to continue to challenge ourselves, confront biases and listen and learn from each other, and this marks the next step in our journey towards a fairer future for all.

Inclusion, Diversity and Equity Play video Colleagues from across KPMG in the UK talk about what it means to them

You can use the tool below to see our progress against our targets:

2021
2020
2019
Firm-wide
Partner
Director
Senior manager
Senior representation
Junior representation

Gender / Firm-wide

50%
50%
Male
Female | 2030 target: 40:40:20

Gender / Partner

74%
26%
Male
Female | 2022 target: 25% | 2030 target: 40:40:20

Gender / Director

65%
35%
Male
Female | 2022 target: 39% | 2030 target: 40:40:20

Gender / Senior manager

54%
46%
Male
Female | 2022 target: 49% | 2030 target: 40:40:20

Gender / Senior representation

60%
40%
Male
Female | 2030 target: 40:40:20

Gender / Junior representation

46%
54%
Male
Female | 2030 target: 40:40:20

40:40:20 requires us to have a minimum of 40% women and 40% men in the relevant population. 20% is flexible and recognises the moving nature of our firm, while setting parameters for us to meet and stay within. It also allows us to be more inclusive of non-binary identities.

Gender / Partner

76.1%
23.9%
Male
Female | 2022 target: 25%

Gender / Director

65.8%
34.2%
Male
Female | 2022 target: 39%

Gender / Senior manager

54.2%
45.8%
Male
Female | 2022 target: 49%

Gender / Senior representation

60.7%
39.3%
Male
Female

Gender / Junior representation

47.6%
52.4%
Male
Female

Gender / Firm-wide

51.2%
48.8%
Male
Female

Gender / Partner

78.5%
21.5%
Male
Female | 2022 target: 25%

Gender / Director

67%
33%
Male
Female | 2022 target: 39%

Gender / Senior manager

55%
45%
Male
Female | 2022 target: 49%

Gender / Senior representation

62%
38%
Male
Female

Gender / Junior representation

48%
52%
Male
Female

Gender / Firm-wide

51%
49%
Male
Female
18%
44%
34%
4%
< 25 years
25–34 years
35–54 years
> 55 years
Headcount as at 30 September 2021
No data
No data
Firm-wide
Partner
Director
Senior manager
Senior representation
Junior representation

Ethnic minority / Firm-wide

28%
56%
16%
Ethnic minority | 2030 target: 25%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Partner

12%
80%
8%
Ethnic minority | 2022 target: 11% | 2030 target: 20%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Director

15%
74%
11%
Ethnic minority | 2022 target: 15% | 2030 target: 25%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior manager

22%
66%
12%
Ethnic minority | 2022 target: 22% | 2030 target: 25%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior representation

18%
70%
12%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Junior representation

33%
50%
17%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Partner

9%
83%
8%
Ethnic minority | 2022 target: 11%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Director

12%
78%
10%
Ethnic minority | 2022 target: 15%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior manager

19%
69%
12%
Ethnic minority | 2022 target: 22%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior representation

15%
74%
11%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Junior representation

29%
51%
20%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Firm-wide

25%
57%
18%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Partner

8%
86%
6%
Ethnic minority | 2022 target: 11%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Director

12%
79%
9%
Ethnic minority | 2022 target: 15%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior manager

17%
71%
12%
Ethnic minority | 2022 target: 22%
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Senior representation

14%
75%
11%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Junior representation

28%
53%
19%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)

Ethnic minority / Firm-wide

24%
59%
17%
Ethnic minority
White
Not disclosed (including prefer not to say and no declaration made)
Firm-wide
Partner
Senior representation
Junior representation
Not disclosed

Black Heritage / Firm-wide

5%
Black heritage | 2030 target: 10%

Black Heritage / Partner

1%
Black heritage | 2030 target: 5%

Black Heritage / Senior representation

2%

Black Heritage / Junior representation

6%

Black Heritage / Not disclosed (including prefer not to say and no declaration made)

16%

Black Heritage / Senior representation

1.7%

Black Heritage / Junior representation

4.9%

Black Heritage / Firm-wide

4.1%

Black Heritage / Not disclosed (including prefer not to say and no declaration made)

17.9%

Black Heritage / Senior representation

1.4%

Black Heritage / Junior representation

4.7%

Black Heritage / Firm-wide

3.9%

Black Heritage / Not disclosed (including prefer not to say and no declaration made)

19.9%
Firm-wide
Partner
Senior representation
Junior representation
Not disclosed

Lesbian, Gay & Bisexual / Firm-wide

3%
2022 target: 3%
2030 target: 6%

Lesbian, Gay & Bisexual / Partner

3%
2022 target: 3%
2030 target: 6%

Lesbian, Gay & Bisexual / Senior representation

3%
2022 target: 3%
2030 target: 6%

Lesbian, Gay & Bisexual / Junior representation

4%
2022 target: 3%
2030 target: 6%

Lesbian, Gay & Bisexual / Not disclosed (including prefer not to say and no declaration made)

14%
2022 target: 3%
2030 target: 6%

Lesbian, Gay & Bisexual / Senior representation

2.6%

Lesbian, Gay & Bisexual / Junior representation

3.1%

Lesbian, Gay & Bisexual / Firm-wide

3%
2022 target: 3%

Lesbian, Gay & Bisexual / Not disclosed (including prefer not to say and no declaration made)

20.7%

Lesbian, Gay & Bisexual / Senior representation

3%

Lesbian, Gay & Bisexual / Junior representation

3%

Lesbian, Gay & Bisexual / Firm-wide

2.7%
2022 target: 3%

Lesbian, Gay & Bisexual / Not disclosed (including prefer not to say and no declaration made)

20%
Firm-wide
Partner
Senior representation
Junior representation
Not disclosed

Disability / Firm-wide

8%
2022 target: 7%
2030 target: 15%

Disability / Partner

5%
2022 target: 7%
2030 target: 15%

Disability / Senior representation

8%
2022 target: 7%
2030 target: 15%

Disability / Junior representation

9%
2022 target: 7%
2030 target: 15%

Disability / Not disclosed (including prefer not to say and no declaration made)

17%
2022 target: 7%
2030 target: 15%

Disability / Senior representation

6.4%

Disability / Junior representation

7.2%

Disability / Firm-wide

7%
2022 target: 6.7%

Disability / Not disclosed (including prefer not to say and no declaration made)

19.9%

Disability / Senior representation

6%

Disability / Junior representation

7%

Disability / Firm-wide

6.9%
2022 target: 6.7%

Disability / Not disclosed (including prefer not to say and no declaration made)

19%
Firm-wide
Partner
Senior representation
Junior representation
Graduate & Apprentice intake

Socio-economic background / Firm-wide

2021 Socio-economic background - Firm-wide
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations

2030 target: 29% lower socio-economic background

*This year’s figures are based on those that have declared this information to us. This is no longer comparable to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Socio-economic background / Partners

2021 Socio-economic background - Partner
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations

2030 target: 29% lower socio-economic background

*This year’s figures are based on those that have declared this information to us. This is no longer comparable to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Socio-economic background / Senior representation

2021 Socio-economic background - Senior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations

2030 target: 29% lower socio-economic background

*This year’s figures are based on those that have declared this information to us. This is no longer comparable to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Socio-economic background / Junior representation

2021 Socio-economic background - Junior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations

2030 target: 29% lower socio-economic background

*This year’s figures are based on those that have declared this information to us. This is no longer comparable to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Socio-economic background / Graduate & Apprentice intake

2021 Socio-economic background - Graduate & Apprentice intake
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations

2030 target: 29% lower socio-economic background

*This year’s figures are based on those that have declared this information to us. This is no longer comparable to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Eligible for free school meals

Graduate, school leaver and apprentice offers accepted.

Graduate
11%
Apprentice
14%

State educated (type of school attended)

Graduate, school leaver and apprentice offers accepted.

Graduate
68%
Apprentice
90%

Socio-economic background / Firm-wide

2020 Socio-economic background - Firm-wide
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Senior representation

2020 Socio-economic background - Senior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Junior representation

2020 Socio-economic background - Junior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Graduate & Apprentice intake

2020 Socio-economic background - Graduate & Apprentice intake
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Eligible for free school meals

Graduate, school leaver and apprentice offers accepted.

Graduate
11%
Apprentice
14%

State educated (type of school attended)

Graduate, school leaver and apprentice offers accepted.

Graduate
68%
Apprentice
90%

Socio-economic background / Firm-wide

2019 Socio-economic background - Firm-wide
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Senior representation

2019 Socio-economic background - Senior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Junior representation

2019 Socio-economic background - Junior representation
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Socio-economic background / Graduate & Apprentice intake

2019 Socio-economic background - Graduate & Apprentice intake
Higher managerial, administrative and professional occupations
Intermediate occupations
Routine and manual occupations
Never worked or long-term unemployed
Prefer not to say

Eligible for free school meals

Graduate, school leaver and apprentice offers accepted.

Graduate
12%
Apprentice
21%

State educated (type of school attended)

Graduate, school leaver and apprentice offers accepted.

Graduate
68%
Apprentice
92%

Data is as at 1 October 2021

Leadership and culture

Our leaders are driving change

Inclusion, diversity and equity is at the heart of our business strategy. We know that we need to see better representation at senior levels of our firm, so we’ve set long-term targets as part of our 2030 commitments.

IDE infographic

Our leaders are committed to driving change and are held accountable with set targets and action plans for their respective areas, which they’re measured against regularly.

At partner level, we are investing in inclusive leadership learning, to help support them to build an inclusive culture and sense of belonging across their teams. And we’re driving greater leadership engagement with our Employee Networks, to enhance their understanding and support of historically underrepresented groups’ lived experience.

Our Inclusive Leadership Board, which comprises both internal and external members, is in place to challenge our progress against our commitments to ensure we create an inclusive environment where all colleagues thrive and reach their full potential.

Many of our leaders are also involved with charitable foundations, mentoring initiatives and education programmes to support communities on this agenda.

Female UK Board members / 56% 15-Dec-21 spot count
Ethnic minority UK Board members / 22% 15-Dec-21 spot count
Senior colleagues* from lower socio-economic backgrounds / 21% 1-Oct-21 spot count
Ethnic minority partner promotions / 20% FY21 (FY20: 22%)

*Senior colleagues are defined as Exco, Board, Partners and Directors. This figure is based on those that have declared this information to us (75.2% of employees). We are not able to compare this figure to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

Building an inclusive culture

Helping our networks lead change

Our 15 Employee Networks are open to all, providing a sense of community and learning experiences for those who want to increase their own diversity and awareness or become an ally.

We recognise the importance of having champions at a leadership level for historically underrepresented groups. That’s why each of our Employee Networks have a KPMG Partner Sponsor.

Throughout the year they host inspirational and educational events helping to raise awareness for, and to celebrate, key moments in the calendar. They also provide us with vital feedback and insight, by representing and voicing our colleagues’ lived experiences.

Click the carousel to hear how we’re supporting our colleagues from diverse backgrounds through our Employee Networks and our wider activity.

Number of attendees to our Employee Networks events / 15,873 FY21
Forces in the Firm: Building unconventional careers Play video
Solving problems in new ways: The power of neurodiversityPlay video
China Club: Raising cultural awareness and building a community

China Club, our network for Chinese heritage colleagues, aims to raise awareness of Chinese culture and build a community within the firm. KPMG UK partner, Robert, was approached to be the partner sponsor of the China Club following a 3-year international secondment to Beijing.

“My experience of living and working in China has given me an affinity with the interests and cares of those with Chinese and East Asian heritage and a desire to help them flourish within the firm” says Robert. “My role as sponsor involves acting as a sounding board for the club committee, supporting them with their various initiatives, providing constructive challenge in areas where the club can evolve and helping surface issues of importance to the firm’s leadership”.

Robert adds, “I’ve found the last year in role as sponsor to be one of the most rewarding parts of my time as partner. Both seeing the club growing and thriving thanks to the energy and efforts of the committee and the members, and also the number of one to one discussions I have in and around the club with members seeking informal support and council.”

Talent

How we attract extraordinary people

We strive to attract people from all backgrounds at every stage of their career and empower them to reach their full potential.

We’ve set targets for experienced hires across underrepresented characteristics and are investing in insights and market mapping to help us reach these groups. We’re also introducing mandatory inclusion, diversity and equity training for all hiring managers.

We’re continuing to invest in student programmes focussed on targeting historically underrepresented groups. Our Insight programmes have been designed to help students find out more about working life at KPMG. Through these routes, students can discover more about the work we do, as well as the teams they could join if they choose to embark on a career with us. Pathways that currently exist include: Women in Deal Advisory, Women in Technology and the Black Heritage Talent Insight programme.

Find out more about our Insight programmes.

As part of our work with Access Accountancy, all our KPMG Discovery work experience places are for candidates from low socio-economic backgrounds. Our One+1 programme ensures that access to valuable work experience opportunities is extended to those without connections to professional organisations. Delivered in conjunction with the Social Mobility Foundation, this programme offers young people from low socio-economic backgrounds opportunities across our London, Leeds, Manchester, Birmingham, Glasgow and Liverpool offices. The programme ran virtually in 2021 for 50 individuals across a two-day programme.

Find out more about our Discovery work experience programme.

KPMG Military Leaver’s Programme

In 2013, we launched a programme aiming to assist former service personnel with their transition into a civilian life with a career in the professional services industry.

We recognise that partnering with Defence is a highly effective way of recruiting high calibre talent and supporting our ambition to be a truly inclusive place to work. Over 5 years we have recruited over 130 veterans from all ranks across the Armed Forces, into different capabilities and UK offices, harnessing diverse thinking and valuing the differences that lead to stronger insights and innovation.

We have signed the Armed Forces Covenant, affirming our commitment to support the Armed Forces community and have also been recognised by the Ministry of Defence with a gold award for our positive work – the highest accolade in their Defence Employer Recognition Scheme.

Find out more about our Military Leaver’s Programme.

How we support our people in their careers

By using our data and evidence base, we’re able to focus our support on specific challenges and barriers. We recognise that historically underrepresented groups need tailored support and that our identities, backgrounds and circumstances are multi-faceted. We use a cross-section of data to take a holistic approach to inclusion, which ensures that intersectional impacts are visible. We’re proud of the initiatives we’ve created as a result of this and the impact they’re having. Whether it's our award-winning GROW programme, which helps our diverse talent maximise their career potential and advancement; our mentoring and allyship programmes; or ensuring our promotions, performance, and talent management are fair and proportionate.

While our approach to inclusion is holistic, there are specific action plans in place across each of our capabilities and underrepresented groups, to make sure we’re targeting our efforts in the areas that are impacting them the most.

% of GROW participants who have gone on to be promoted / 37.7% FY21

You can find out more about how we support our colleagues from historically underrepresented groups here.

Fairness in our systems and processes

Graduates and apprentices from lower-socio economic backgrounds* / 19% FY21
Female graduate and apprentice new joiners / 54% FY21 (FY20: 49.3%)
Female promotions firm-wide / 47% FY21 (FY20: 48%)
Ethnic minority Partner and Director new joiners / 14% FY21 (FY20: 7.4%)

*This figure is based on those that have declared this information to us (75.2% of employees). We are not able to compare this figure to previous data, as we have updated our methodology to bring it in line with advice from social mobility experts, the Bridge Group.

As well as putting programmes and initiatives in place that support our people, we also ensure that our systems, processes and policies have inclusion, diversity and equity at their very heart. Collecting a robust data set on the diversity demographic of our workforce is an important first step and enables us to understand and address systemic bias across all levels of the employee lifecycle; from entering the workforce to managing talent, and addressing potential barriers to progression. The results of our annual Global People Survey feeds into this data-led approach and allows us to take positive action in areas of greatest need to better support our people.

We also use this insight to assist with work allocation – a critical component in achieving equal and fair access to opportunities. By combining our extensive data analysis with our dedicated resourcing tools and skills database, we’re able to be deliberate and consistent with the way we allocate opportunities across our firm.

Our remuneration and pay gaps

As a firm we’re committed to being transparent about our remuneration and pay gaps. We voluntarily report on our pay gaps against each underrepresented characteristic and in 2021 became one of the first UK businesses to publish our socio-economic background pay gaps.

Whilst being transparent about where we are is critical to making progress, we know pay gaps are just one part of the picture. What's important is what we do with that data. That's why we continually monitor our progress to understand what’s working and challenge ourselves on where we can go further to focus our efforts and increase representation and inclusivity in our firm.

Find out more about our 2021 pay gaps and how we’re addressing them.

Our collective voice

Our values of Together and For better guide us to be a force for good in society. From our sponsorship of the Hampton-Alexander Review which advocated for greater gender diversity at the most senior levels within the FTSE 350, to our work with the National Cyber Security Centre (NCSC) to create a long-term diversity and inclusion baseline for the sector, our work is inspiring confidence and empowering change.

We believe that fair pay is a fundamental driver of social mobility and that paying the living wage (which we have paid to our employees and contractors since 2006) not only reduces in-work poverty, but also makes business sense – reducing costs to the business through reduced attrition, improving competitiveness through increased productivity, market position and profitability. We were the founding member of the Living Wage Foundation and in June 2021, our Head of Inclusion, Diversity and Equity was appointed Chair of the Living Wage Advisory Council. Our long-standing partnership with the Living Wage Foundation has helped to grow this initiative into a movement of over 9,000 accredited Living Wage employers, 3,500 of which signed up since the COVID-19 pandemic. Since its inception, the Living Wage campaign has put back more than £1.6bn into the pockets of over 300,000 low-paid workers. Collaboration is key in driving change and that's why we're supporting our suppliers and our clients, where they can, to implement the Living Wage across their businesses too.

In 2021 we were one of the first organisations to report our socio-economic background pay gaps. This is new territory for a lot of businesses and reporting the data is complex, so we worked with experts in the field of social equality, the Bridge Group, to advise us on the chosen method of calculation (parental occupation), explain the reasoning for this, the definition of socio-economic background and the terminology used in our report. We hope this encourages other businesses to follow and provides a comprehensive framework for doing so.

You can find our Socio-Economic Background Pay Gap Report here.

Supporting historically underrepresented groups