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Sustainable Development Goals:

We aim to provide our people with meaningful and impactful work and help them develop their careers within an inclusive, diverse, rewarding and supportive culture. In a fast-changing and uncertain world, we place a high priority on acquiring new skills across multiple disciplines to adapt and grow, as part of a lifetime of learning.

Our people are encouraged to come as they are and bring their unique experiences and perspectives to deliver insights and innovation. They are recognized for the difference they make, the leadership they show and the success they create for our clients and with others.

We listen to our people by giving everyone an opportunity to share their views in our annual global engagement survey and targeted pulse surveys, in addition to member firm specific listening and engagement activities. This provides the opportunity to monitor year-on-year progress as well as identify areas where we need to direct immediate focus.

We act on the insights and feedback, using it to inform our long-term people strategy and immediate priority areas including issues such as ways of working, health and well-being, learning and development, career opportunities, and Inclusion, Diversity and Equity (IDE). Our KPMG firms use the insights to develop detailed local action plans.

The ongoing pace of change means that we have to respond with speed, while remaining focused on creating the right people experience for the long term.

“KPMG strives to create a compelling employee experience for our 270,000+ people, supporting them to build challenging and rewarding careers. We continue to face a rapidly changing environment and it is crucial that while we respond to the short-term needs, we continue to take a long-term view to bring our promise to our employees to life, support their well-being and development, and deliver business results. Our approach of two-way engagement with our people helps us build an organization that is responsive to their needs while delivering the best results for our clients and contributing positively to our communities.”

Nhlamu Dlomu

Global Head of People

KPMG International

Inclusion, diversity and equity

Our commitment: Have an inclusive culture built on trust

We want to foster a culture that welcomes everyone — without exception. We continue to advocate for equal opportunity by supporting our KPMG firms to develop their Inclusion, Diversity and Equity (IDE) focus on gender, persons with disabilities, LGBTQ+ and other cultural and ethnic groups. We’ve made progress with our global approach to IDE, yet we know there is more work to be done and seek to expand the measurement and impact of our programs. On track to achieve our KPMG International goals for women in leadership by 2025, gender equality is a strategic priority and we are working to identify more opportunities across the global organization.

Inclusion, Diversity and Equity (IDE) underpins our Value of ‘Together’ and is vital to inspiring confidence and empowering change — our Purpose. There’s an expectation from our people, clients and society that we have a robust IDE agenda — linked to Our Impact Plan and our strategy. We align to three key principles for our IDE approach:

  • Inclusion is about belonging: We commit to creating a safe environment built on trust, where we can bring our authentic selves to work and feel valued for our unique contributions and perspectives.
  • Diversity is about difference: We commit to embracing and respecting the variety of unique experiences, cultures, identities and perspectives we collectively bring to KPMG.
  • Equity is about access to opportunities: We commit to standing against systemic barriers and biases, helping level the playing field and ensuring everyone can succeed and thrive at KPMG.
Our refreshed IDE journey

Fostering a culture that welcomes everyone — without exception — requires purposeful work. IDE has been part of our culture for many years. Building upon the progress we’ve achieved, we regularly review and update our global approach to help make the difference for our people and push ourselves to go further.

Global IDE Inclusive Talent Process Guide

In FY23, KPMG International launched a global guide to provide insights on global best practices related to those areas where an evolved IDE focus can help make the greatest impact through the creation of an inclusive environment — including hiring, compensation, performance evaluation and promotions.

A well-designed talent program is critical to future proofing our organization, helping to build great teams with diverse views, experience and capabilities that represent the world we live in. We aim to continually evolve our talent frameworks to provide equity of opportunity for all our people around the world. Ultimately, this helps to level the playing field and allows us to tap into the entire talent pool, giving everyone the chance to succeed.

Measuring our impact

We consistently measure our progress and work with KPMG firms to continually expand our global IDE data. Our IDE Index helps us measure the qualitative and quantitative impact of our work.

Our Global People Survey is one of the key mechanisms of the Index, allowing us to continue to build on the results from our first IDE Index by aiding in the effort to collect additional demographic data. In FY23, 54 KPMG firms chose to add optional self-identification questions into their local versions of the survey, giving 65 percent of our workforce the ability to self-identify, enabling us to better understand our people’s lived experiences and perceptions.

In FY24, we aim to continue to increase the number of KPMG firms who adopt the self-identification questions into their surveys.

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Inclusive culture built on trust

Measured by feedback from our people.

of respondents in our Global People Survey have an overall favorable view of IDE in our organization, consistent with FY22.


Inclusive culture built on trust

Measured by feedback from our people.


of respondents in our Global People Survey have an overall favorable view of IDE in our organization, consistent with FY22.


An educated, empathetic workplace

Measured by participation in our Global IDE learning summits.


participants attended the FY23 Summit, up 19% from FY22.


An advocate for equal opportunity

Measured by representation, hiring, retention and advancement from our global IDE data.

Representation of women in overall headcount in FY23 has increased to


(48.5% in FY22).

Source: KPMG International.

Advocating for equal opportunity

Our commitment: Advocate for equal opportunity

Equality remains a focus for KPMG people across the globe. Through ongoing educational programs, a robust calendar of immersive and inclusive events and increased levels of accountability at global, regional and local levels, KPMG people are together building a culture of equality and acceptance for all.

We continue to advocate for equal opportunity by supporting our KPMG firms with a focus on gender, persons with disabilities, LGBTQ+ and historically under-represented ethnic groups. KPMG firms foster an inclusive culture that champions equality for all its members and actively promotes social mobility, embraces neurodiversity and goes above and beyond to create an environment where everyone can thrive.

LGBTQ+: KPMG is committed to actions that promote LGBTQ+ awareness. In FY22, in collaboration with our Global Pride Network, we launched our first global LGBTQ+ Inclusion Statement, which sets the tone for our organization at a global level and presents a unified voice on our support and commitments for our LGBTQ+ people and communities. All firms across our global network commit to a common set of values that is underpinned by this inclusive approach. To demonstrate leadership accountability, we introduced a Pride Partner Champion role to provide visibility, advocacy and support to our LGBTQ+ people, with responsibility for championing the respective KPMG firms. More than 20 Pride Partner Champions were appointed across 16 locations — a significant step forward in helping our people feel safe, recognized and heard.

Disability inclusion: In FY21, we became a signatory to the Valuable 500 and furthered our commitment to advancing disability inclusion. Over the past year, we provided practical digital accessibility learning to our people worldwide through our virtual Global IDE Summits.

Using the power of technology, all our virtual summits now have live sign-language interpreters and closed captions functionality in multiple languages to create summits that are accessible to all. We also launched a Global Disability network to create a safe space for our people to connect globally and share ideas.

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People of KPMG

Emily's portrait

Emily Carlson

KPMG in the UK

I’m making the difference as an advocate for persons with disabilities at KPMG.

I lead the Digital Accessibility team at KPMG in the UK, where we’re responsible for ensuring our workplace technology is accessible to everyone, including those with physical disabilities, those who are neurodivergent, and those with long-term health conditions.

It’s important for us to also ensure that the technology we provide our clients is also accessible for people with disabilities. By working across teams within KPMG in the UK, we are making sure everything we develop works for all of our KPMG professionals. Together with our recruitment teams, we also want to open doors for people within our communities, creating pathways for those with disabilities to join and thrive at KPMG.

Our Special Educational Needs and Disability (SEND) Work Experience program runs work experience days for students from local schools, providing tours so they can learn more about working on our teams such as reception, events, fine dining and security. We want them to know that there is opportunity at KPMG — where they can be their authentic selves.

Our recruitment teams also work with various organizations to contract and hire disabled and neurodivergent talent into our technology capability. We’ve seen so much success from these programs that we’ve shared learnings with other large organizations.

My passion for advocating for persons with disabilities started at a young age. My brother has Downs Syndrome and is non-verbal. Growing up watching him speak and learn through his tablet, I never imagined this could be a full-time job.

I'm proud of the impact I'm able to make.

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Emily's portrait

Ina DeVos

KPMG in South Africa

As a champion of the Disability Support Network, I make the difference by driving disability awareness and understanding.

In 2022, KPMG in South Africa launched a comprehensive Disability Workplace Program to encourage disability disclosure and promote ongoing awareness, education and sensitization. Disability initiatives are integrated with other People practice plans — such as our graduate recruitment processes and our well-being and mental health programs. While planning our firm’s Disability Disclosure Campaign, I realized that we tend to focus primarily on people with visible disabilities. However, many people live with disabilities we cannot see.

It's not just about accommodating someone who uses a wheelchair, but understanding how we can support people with non-visible disabilities, including those suffering from a chronic illness.

It takes a lot of courage for a person with a non-visible illness to initiate conversations with their colleagues if they require certain workplace accommodations. Consequently, some may choose to hide their needs out of fear it will impact their opportunities and progress. As a firm, we wanted to do what we could to support and make the process easier, taking away some of the burden from the individual themselves, and reinforcing that those with any disabilities are valued members of the KPMG community.

The Disability Support Network started holding workshops and reviewing our firm’s activities. As a result, we created more open communication and improved understanding and awareness of persons with all types of disabilities. The firm will also provide medical alert bracelets to people with disabilities, so others are aware in case something happens. We also have trained first responders on each floor.

As someone with asthma and coronary heart disease, a chronic condition that makes it difficult to function like my colleagues, I’ve benefited from the awareness raised by the Disability Support Network. My peers now understand the challenges I face and the network is continuing to work toward greater understanding and support for all individuals with disabilities.

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Ethnic and cultural diversity: We know that our KPMG firms are working to advance cultural diversity across the globe in a number of impactful ways, including through:

  • Investing in talent programs and initiatives to grow more culturally diverse teams and groups;
  • Specific anti-racism policies;
  • Employee resource groups that represent impacted and intersectional culturally diverse groups to connect and build internal networks.

People of KPMG

Miles's portrait

Miles Brazle


I’m a Tax Associate at KPMG in the US and I chose KPMG because I felt I could make a difference here. The positive way that KPMG US embraces students from HBCUs (historically Black colleges and universities) showed me that KPMG lives its Values to bring a variety of experiences and perspectives, helping to better reflect the communities in which we work.

Every year during campus recruiting events at my school, I’d see KPMG there but knew little about what kind of organization it was. I started to talk to two of the recruiters and we exchanged contact info. They kept in touch and let me know that they wanted to see me succeed, no matter if I chose KPMG or not. That really stuck with me.

They kept me updated on open roles and really opened my eyes to the types of jobs that I never would have thought to consider, pushing me to reach my potential. They told me that as long as I’m motivated and willing to learn, I’ll do well.

Since I’ve been working at KPMG US, I’ve been back to Prairie View A&M University a few times to pay it forward and share what I’ve learned with the next generation of students.

I’m one of more than 400 professionals at KPMG US that is a graduate of an HBCU. KPMG US has made expanding the talent pipeline a key priority through the Accelerate 2025 strategy. It aims to ensure that more individuals from under-represented groups choose KPMG as their employer of choice, build careers at KPMG, and advance to leadership positions within both our firm and the wider profession.

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We are working to increase our global reporting coverage of LGBTQ+, ethnic and cultural, and disability representation across our KPMG firms. Four countries have made notable advancements in these areas.

Gender equality: A strategic priority across the organization is our gender equality. In FY22, we set an intention globally to have women hold 33 percent of leadership roles by 2025 (which includes KPMG firm partners and directors). Since then, we achieved gender parity across our Global Management Team and women in leadership roles across our KPMG firms increased from 26.1 percent (1 October 2020) to 29.4 percent as of 1 October 2023. This year, we embedded a women in leadership goal into the annual business planning processes, which holds leadership accountable for updating projections and business plans annually with the same rigor they apply to financial goals.

To accelerate progress, we also enhanced the data we collect, including diversity data across client and market opportunities, and examining executive leadership groups to understand how we are advancing women at each level of the organization.

While we are on track to reach our goal, we know that there is still work to be done. We continue to support KPMG firms to understand their employee data at a granular level, as well as their hiring, development and retention activities.

Global pay gap by gender

In FY22, we began to develop a global methodology to analyze relative pay by gender in order to help increase our transparency, establish a baseline and develop global recommendations to support KPMG firms. In FY23, we completed analysis with six of our Reporting KPMG Firms to help gain a better understanding of our current state. To further support our global commitments to our IDE and ESG strategies, we are now working toward greater collaboration with our Reporting KPMG Firms to identify opportunities for consistency, while also considering local laws and market nuances.

Case study

Driving pay equity: KPMG in Canada

The Canadian subsidiary of a multinational financial group needed support in complying with pay equity laws for its Canadian employees.

Assembling a team of compensation and pay equity professionals, KPMG in Canada helped to embed technology-enabled efficient processes and drove insights to streamline the client's pay equity efforts.

The KPMG team used a proprietary pay equity calculator to automate the steps required to achieve pay equity and allow for detailed audit tracking and report validation. The team also developed a dashboard that provided an interactive visualization of pay equity results, gender wage gap analyses and dynamic organizational insights.

The engagement included the review of job documentation and employee data to assess pay equity risks, implement a gender neutral job evaluation system, and formulate a compensation philosophy in line with business objectives. The next phase involves supporting the client in establishing a pay equity committee and guiding them through the steps of legislative compliance over a 12-month period.

With KPMG's support, the client is working to comply with pay equity laws and develop compensation practices free from gender discrimination. The social objective of providing equitable remuneration is central to this project and has wide societal impact within households and communities.

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Creating spaces to come as you are

Our commitment: Foster an educated, empathetic workforce

Supporting an inclusive culture characterized by respect, we bring our people together for global IDE-related learning summits and campaigns to build knowledge and allyship and to encourage workplace conversations on diversity and inclusion.

Our global learning programs focus on building allyship, listening to our people and educating ourselves on the perspectives and life experiences of others.

In FY23, we brought our people together for global learning summits and campaigns in recognition of International Day for the Elimination of Racial Discrimination, International Day of Persons with Disabilities, International Women’s Day and Pride Month.

By focusing on increasing leadership visibility across our summits, we saw participation grow to almost 19 percent with more than 9,000 people from 86 countries and territories taking part.

In FY23, we also hosted a Heads of IDE education series for our KPMG firm leaders, featuring experts discussing belonging and fairness, equity in the hybrid workplace, psychological safety, IDE in a post-pandemic world and microaggressions.

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By region
By role
By gender
Asia Pacific

EMA = Europe, Middle East and Africa, including India

Headcount reported is based on partners and staff employed as of 30 September 2023.

FY23: 1 October 2022 — 30 September 2023

Other employees

Headcount reported is based on partners and staff employed as of 30 September 2023.

FY23: 1 October 2022 — 30 September 2023

% Women
% Men
Other employees

Headcount reported is based on partners and staff employed as of 30 September 2023.

FY23: 1 October 2022 — 30 September 2023

We recognize that gender is a spectrum. KPMG is committed to inclusivity and better monitoring of gender identity beyond binary definitions going forward.

See the PDF for additional data on our people.

Health and well-being

Our commitment: Protect the health of our people — both physically and mentally — and enable them to be effective and productive

Professional services can be a fast-paced and demanding environment, so we are creating a culture where people can be open about their well-being. At the KPMG global and firm level, we are taking strong steps to remove the stigma on mental health in the workplace. We actively seek feedback from our people on the well-being support offered and understand that work-life balance and flexibility is important to them.

Physical and mental well-being helps people thrive and deliver high-quality work to our clients. Professional services can be a fast-paced and demanding environment, so we are focused on creating a culture where people can be open about their well-being — and reach out for support when they need it.

While our KPMG firms offer medical and well-being programs locally, we are also prioritizing mental well-being at a global level to create an integrated approach.

Through our membership with the MindForward Alliance, we are working to help remove the stigma around talking about mental health in the workplace and giving KPMG firms the capabilities to support our people to thrive.

Collaboration spotlight

Supporting workplace mental health with MindForward

In FY23, we joined forces with the MindForward Alliance, a not-for-profit membership organization whose aim is to transform workplace culture around mental health. MindForward Alliance helps businesses improve how they support the mental health and well-being of their employees by bringing together business leaders and Human Resource practitioners to collaborate and share knowledge.

By joining, KPMG International has access to a global community of businesses working together to accelerate the transformation of workplace mental health and help build resilience in employees and businesses.

“Our alliance of businesses, including KPMG, works together closely to create mentally healthy workplaces. Our vision is to ensure that every workplace around the world is good for people’s mental health and helps them feel supported to talk about well-being.”

Alison Unsted
CEO, MindForward Alliance

Improving well-being measurement and insights

In 2023, we expanded the number of questions in our 2023 Global People Survey to help drive tangible, consistent measurements that can be tracked annually across our KPMG firms (who may also carry out their own in-depth surveys). The 2023 results show that 72 percent of KPMG professionals agree that the global organization shows care and concern for its people, while 71 percent also feel that the well-being support provided is sufficient for their needs. While positive, these results demonstrate that there is still room for improvement. Now that this baseline has been established, we will continue to use this important measure to gain deeper insights into our people’s views, and focus on further opportunities to both foster a culture that supports mental health and drive higher numbers.

We are conscious that workload pressures can impact well-being. We have focused on addressing this in recent years by developing a globally scalable workload management framework. It links operational and people considerations for a holistic strategy and approach by managing work volume while maintaining quality and resource capacity.

We have been monitoring our year-on-year progress in this area through specific questions in our Global People Survey. From our FY21 baseline, we have seen positive increases which tell us that while there is still more work to do, we are heading in the right direction.

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Support through different life circumstances

We recognize the importance of expanding our offerings and supporting people through different life stages and our KPMG firms continue to develop innovative programs targeting specific needs. For example, in 2023, KPMG in the UK introduced dedicated menopause support, including a consultation with a menopause trained general practitioner, a personalized care plan and additional flexible work options and support networks for those that needed it. Meanwhile, under KPMG in France’s new parent policy, all new and adoptive parents are entitled to a four-day week at five days’ pay for up to six months.

Ways of working

Our Global People Survey responses show that flexibility and work-life balance remain important considerations for our people and we are committed to supporting them to achieve a balance.

In recent years, KPMG firms have adopted a variety of hybrid models that enabled our people to benefit from more flexible ways of working, grounded in the principle of working where they are most productive so they continue to deliver excellence for clients. We continue to listen and adapt our approach to help ensure there is sufficient in-person time for relationship building, knowledge sharing and coaching, along with team-building and social activities which support a healthy work environment. Whether in the office, at a client site or working from home, we encourage our people to use their time in each location with purpose and intention.

Feedback on this approach continues to be positive, with 81 percent of participants in our 2023 Global People Survey responding favorably to the statement ‘I can work where I am most effective to meet client, business and team needs.’

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Learning and development

Our commitment: Develop a continuous learning culture

Rapid advances in technology have made reskilling and upskilling more important than ever. Providing our people with opportunities to learn and develop their careers is a key pillar of KPMG’s People strategy. In addition to the wealth of training courses we offer, we are also developing coach-like leaders who can support conversations around diverse opportunities to pursue varied and challenging careers, a hallmark of our multi-disciplinary model.

Growth through learning

We are committed to developing a culture of continuous learning in line with our desire to provide access to learning for a lifetime — one where our people can continually upskill and reskill in functional, ethical and accelerated learning. With a focus on enabling excellence, our continuous learning culture helps our people make the difference for both clients and themselves.

  • Functional learning provides our people with globally relevant subject matter expertise in KPMG’s service areas of Audit, Tax & Legal and Advisory.
  • Ethical learning empowers our people to always act ethically and encourage others to do the same.
  • Accelerator learning gives our people an edge by strengthening their skills in ESG and digital and data literacy, including AI training.

Enabled by our global learning technology, we’ve connected these three areas of formal learning to create a more holistic, academy-style learning experience that is aligned to our priorities of ESG, Technology and Talent and enables growth for our professionals.

Driving ESG, ethical decision-making and integrity

In FY23, KPMG worked with the European Business School, Cambridge University’s Judge Business School, and New York University Stern Executive Education to develop more than 100 ESG learning resources and launch programs across our network to increase our people’s ESG knowledge and capabilities.

From an ethical learning perspective, these new programs focus on integrity, independence and executing high-quality standards within our client deliverables. They have also coincided with the launch of the CARE framework, our new ethical decision-making model.

Cultivating talent

Success for our people and our network of KPMG firms comes from developing well-rounded, digitally literate, coach-like leaders who are mindful of sustainability principles and highly experienced in their fields.

Our coaching strategy program brings to life the voice of our people, to reflect what they need to succeed in their employee learning journey and in leading the development of others. Coach-like leadership helps people rapidly develop skills in empathy, engagement, inclusion and wellness, and is critical to our human-centric people strategy.

All KPMG employees are invited to join our Coaching Culture Community of Practice, which is guided by leaders from eight of our Reporting KPMG Firms and our regions.

Strengthening digital and data foundations

In FY23, KPMG’s people invested 126,000 hours in our Digital and Data Foundations training program, with 19,000 of those hours dedicated specifically to AI. Through this program, we are helping to enhance our people’s AI skills and deliver more valuable insights to clients undergoing their own digital transformations.

In collaboration with top learning provider Pluralsight, we’ve expanded the program with an additional 200 courses connected to our business strategy. Our people can undertake deep learning and skill development in Python, PowerBI, cloud, cyber, automation, disruptive technology and more.

An annual event benefiting our professionals and the community, the KPMG Global Cyber Day program aims to provide cyber awareness training to more than 120,000 people worldwide. The program focuses on reaching youth and fostering safer online practices, building a more secure digital community.

a man with headset
Measuring the impact

In FY23, we committed to gathering qualitative data on the benefits of our learning solutions and launched a new global evaluation platform that measures the immediate and actual long-term impact of training on our people’s work.

We also continually seek feedback from our professionals. In our Global People Survey, 76 percent said they are satisfied with the learning and development available to improve their knowledge and skills, and 75 percent felt the people they work for take an active role in their learning and development. While strong, the results guide us to specific areas to focus on for improvement.

Supporting a growth mindset, we launched ‘digital badges’ for our people in FY23 to make their skills visible across the network, with 16,000 badges issued to date.

Case study

Building an AI-skilled workforce: KPMG International

We place a strong focus on ensuring our people are ready for the future world of work. Alongside KPMG’s investment in cutting-edge technology, it’s important that we equip our people with the essential skills and knowledge to maximize the power of AI.

That’s why we launched our first ‘24 hours of AI — the foundations’ as part of our global AI immersion and education program — a round-the-clock event designed to enhance our people's knowledge of AI tools. With a different session every hour, the event was attended by more than 17,500 colleagues from 52 countries around the world.

Alongside outlining KPMG’s strategic vision for AI, the sessions covered:

  • How AI is transforming our Audit, Tax and Advisory processes — showcasing our innovative approach to leveraging technology for business excellence and improving the employee experience.
  • Unlocking creative power in the generative AI era by allowing our people to get ‘hands on’ with our AI tools — discovering how to write effective statements, questions and prompts to get the best responses.
  • Highlighting the importance of responsible AI and the ethical considerations we place at the heart of AI development with our Trusted AI approach and framework.
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"AI is a technology that enhances us as individuals — like a companion or assistant. Those that embrace AI are going to find that achieving what they want to achieve is easier, faster and of a higher quality. It’s the combination that is special. We're the ‘co-pilot’. We have the subject matter expertise in our fields, and it is the human factor that will always make the difference in our work."

David Rowlands

Head of Global AI

KPMG International

Developing future leaders

We are particularly keen to develop and give a voice to the next generation of leaders. We have several global programs to support and develop leaders at different stages of their careers:

Chairman’s 75 brings together more than 75 high-potential partners from across our organization. The program’s aim is to create stronger leadership, establish global collaboration and a strong community between participants, and ensure KPMG is well positioned to tackle future global issues.

Next Generation Council enables a select number of senior managers from our Reporting KPMG Firms to represent the voice of the next generation of leaders, contribute fresh ideas and new insights, and make meaningful contributions to key strategic issues. Recent topics addressed have included improving career mobility, leveraging social media to drive engagement and attract talent, building a stronger sales culture, and improving inclusion, diversity and equity.

Leaders 2050 is a cross-industry external network of future leaders focused on a fair and just transition to net-zero, clean growth and sustainability. The network provides a platform that connects the next generation of leaders, both within KPMG and externally, while equipping them with the skills they need to drive a more sustainable future. Originally established by KPMG in the UK, in 2023 the program expanded across the network to include 26 KPMG firms and was part of KPMG’s delegation at COP28, as well as at ENRich, KPMG’s flagship annual Energy and Natural Resources (ENR) Conclave.

One Young World’s annual summits empower and develop leaders under 30 from around the world. KPMG sent 32 delegates to the 2023 summit in Belfast, where they were able to connect as some of the world’s future leaders to learn, grow, share experiences and exchange ideas on the most pressing issues facing humanity.

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Report hub

Download our reports for more detail on KPMG activities this year, and in previous years.


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Throughout this content, “we”, “KPMG”, “us” and “our” refers to the global organization, to KPMG International Limited (“KPMG International”), or to one or more of the member firms of KPMG International Limited, each of which is a separate legal entity.

“Reporting KPMG Firms” means KPMG firms in 20 large countries and territories, including member firms whose senior partner is also a Global Board member. These countries and territories are Australia, Brazil, Canada, China, France, Germany, India, Ireland, Italy, Japan, Mexico, the Netherlands, Poland, Singapore, South Africa, South Korea, Spain, Switzerland, the UK and the US.

KPMG International Limited provides services and support to, or for the benefit of, KPMG firms and does not provide professional services directly, or indirectly, to clients.  Professional services to clients are exclusively provided by KPMG firms who remain solely responsible for and liable in respect of these services.

KPMG refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity, and/or to KPMG International Limited. KPMG International Limited is a private English company limited by guarantee and does not provide services to clients. For more detail about our structure please visit kpmg.com/governance.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.