KPMG is committed to reaching net-zero carbon emissions by 2030. This requires halving our carbon emissions by 2030 — while continuing to look at how we address climate change, water pollution, deforestation and biodiversity loss. We’re implementing sustainable practices within our global organization and evaluating our supply chain to help ensure a healthy planet for generations to come. What we do internally mirrors the services we provide to our clients as we work across sectors, helping to ensure long-term protection from the worst effects of the climate crisis.
Our commitments mirror the policy and science resulting from COP events, the UN Sustainable Development Goals and the wider international community. We don’t operate in isolation, which is why we set a science-based target (SBT) and why we’ve developed our approach to nature and biodiversity, climate risk and circularity in our journey to net zero. Our role as a trusted adviser to our clients, the influence we have across our value chain and the impact we have in our wider communities are guided by these frameworks.
“We’re working together with businesses, government and stakeholders to help ensure the world is able to transition to net zero in a fair and just way. This will require collaboration, innovation and a willingness to invest in the future of the planet.“
Our route to net zero
As a global organization and provider of environmental, social and governance (ESG) services, we have a responsibility to look at the impact of our operations and play our part in the global decarbonization effort. Our focus has been on reducing emissions and collecting more accurate data to support this effort and understand where we need to focus our energy in the years ahead. Decarbonization is critical to our collective net-zero efforts, and our goals are aligned with the 1.5 °C Paris Agreement target, with a near-term SBT to decarbonize our business by 50 percent by 2030, compared to our FY19 baseline.
Our carbon greenhouse gas footprint
We had a nine percent emissions reduction from last year, and a 25 percent reduction against our FY19 baseline year. We also saw a reduction to 38 tCO2e per US$1 million revenue (net), from a baseline year value of 60. Compared to last year’s figures, while our overall gross emissions have decreased, we’ve seen noticeable increases in certain areas, which can largely be attributed to the gradual relaxing of pandemic restrictions globally.
With the updated FY21 emissions data, we saw an increase in Scope 1 emissions in our FY22 figures. We can attribute part of this to an increase in office-based working, with the most significant increase due to business travel (which was expected as we returned to our offices and visited client sites). While we’ve seen a modest increase in Scope 2 energy and gross emissions, a larger proportion of electricity sourced is renewable and highlights progress toward our ambition to use 100 percent renewable energy across the global organization by 2030.
The most significant increase (relative to FY21) was in our Scope 3 business travel emissions (where air travel is captured). While this increased by approximately 230 percent compared to FY21, it’s 37 percent of our FY19 baseline and within the range we were hoping to achieve at this stage. These reductions were made possible in part by improved management, a climate-focused view on business travel and the easing of restrictions partway through FY22. Overall, our people took a measured approach to business travel, and we’ll continue to monitor business travel and the impact climate-conscious travel policies are having on our travel emissions.
Our Scope 3 purchased goods and services emissions continue to be our most significant source of tCO2e, even with the change in accounting methodology. This new methodology means we’ll have increased confidence in our data going forward. Our progress toward a low-carbon supply chain, part of our ESG procurement approach, is not just about getting better emissions data — it’s about engaging our suppliers and working with them to help reduce their emissions. As we continue to work with suppliers and enhance our value chain data accuracy, we’ll work toward re-baselining our emissions with this more robust accounting methodology for purchased goods and services.
Overall, we’re making progress on our decarbonization journey while we continue to address a number of challenges. In general, we’re focused on ensuring accuracy in our reporting, and we recognize the need to continuously update our methodology with new areas and realities as they become material (e.g. emissions associated with working from home).
Source: KPMG International.
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We have a target of sourcing 100 percent renewable electricity across our organization by 2030. As we continue to make progress toward this goal, we’ve hit an interim — and significant — milestone: Reporting KPMG Firms reached the target of 100 percent renewable energy in October 2022 by finding the best solution for their respective regions.
In terms of total electricity usage, the levels remained very similar — demonstrating that despite increased office usage the efficiency initiatives KPMG firms have taken have balanced this. Additionally, the proportion of renewable energy across our global organization increased from 69 percent in FY21 to 79 percent in FY22. The challenge now is to support the remainder of our member firms in sourcing renewable energy to achieve our 2030 goal.
Some of our firms are now looking beyond electricity to help reduce their energy impact. For example, KPMG in Ireland now sources 100 percent biogas for its offices as a replacement for natural gas, chosen for its minimal life cycle emissions as a source of energy, which reduces the life cycle emissions associated with heating the offices.
People of KPMG
I’m part of a multi-market team at KPMG in Nigeria working with a leading full-service commercial bank with operations spanning sub-Saharan Africa, Europe and Asia to help reduce the bank’s greenhouse gas emissions. The project is one of the first of its kind for the banking sector in Nigeria.
Our work with the bank helped the business set a baseline for its greenhouse gas emissions, benchmark itself against its peers, set emissions targets and develop a carbon abatement and offset strategy. The bank is now tracking, monitoring and disclosing its progress using frameworks that my team developed.
Delivering the work with our colleagues at KPMG in India made our engagement experience value-driven as we harnessed their experience while projecting our understanding of the local realities. It’s the ability to tap into the expertise of our global network of KPMG professionals to collaborate that makes us stronger.
The entire team is proud of the work we’ve done with the bank. As Nigeria thrives to balance economic growth alongside its emissions targets, my team and I are proud to be playing our part in helping us get there. Indeed, at KPMG, we do work that matters.
Internal carbon price
Building on last year’s report, we set an internal carbon price (ICP) at KPMG International and within our Reporting KPMG Firms. An ICP helps incentivize changes in behavior and ensure climate is integrated into our decision-making process. We set the floor price (i.e. minimum price) at US$15 per tCO2e. We encouraged each participating firm to choose a price that best suited their decarbonization objectives and local market conditions, so ICPs range from US$15 to US$50 per tCO2e across the organization. We will look to deploy this further in the coming years, recognizing the price will likely need to increase over time to help ensure we accurately and appropriately reflect the true impact of climate on our business.
The ICP funds raised will be invested at the discretion of our member firms in decarbonization activities they feel will be most impactful, and we’ve seen a variety of innovative and exciting ideas — from facilities’ efficiency through to nature-based solutions. We’re confident the ICP will continue to be a key tool in our decarbonization journey.
People of KPMG
As Head of Travel and Venue Services at KPMG in the UK, I know that travel-related emissions make up a significant part of the UK firm’s carbon footprint. Central to the UK firm’s Sustainable Procurement program is an ambition that KPMG in the UK is thinking carefully about: finding ways to limit the impact we have on the planet, including how we travel for work.
One of the ways we have done this is by launching a carbon emissions travel app. The app was custom built for KPMG in the UK by the firm and educates individuals on the emissions their business travel is responsible for.
The app has been designed to relay information in relatable ways. For example, it can tell a user that their flight to New York emitted the same amount of carbon as heating an average UK home for over two years would. It also gives users travel hints and tips, as well as the ability to make peer-to-peer comparisons. The idea is to arm colleagues with the insight they need to make informed decisions about when and how they travel.
Developing the app was no easy feat, but it was made possible thanks to close collaboration with my colleagues in corporate responsibility and data. And, throughout the process, I was given the full weight of support from my firm’s leadership team, as well as the confidence that I’m doing the right thing.
A circular economy reduces material use and the emissions associated with the production of the materials that traditionally go to waste. In FY22, we developed a circularity strategy and roadmap for our operations, including our supply chain. This involved taking a holistic approach that focuses on circular procurement, avoiding waste, optimizing material use and enhancing end-of-life treatment.
We started the process by identifying the key areas to which these circular principles can be applied within the organization, followed by analyzing the current state and spotting opportunities for improvement. The scope of our circular strategy is focused on three key areas: information and communications technology; offices and real estate; and catering and hospitality.
For each of these themes, we’ve developed a roadmap that outlines the initiatives that could be taken to move the organization toward a more circular model — such as offering repaired, recycled or refurbished IT equipment and sourcing circular furniture — and implementing strategies to help optimize material use and lifetime.
Through engagement with member firms, we’re empowering colleagues to understand the concept of a circular economy and where waste is generated across our value chain while providing a framework for implementation and reporting.
Climate risk refers to how we assess the consequences, likelihood and responses to the impacts of climate change and how we, as a business, will adapt to meet these challenges. This includes our whole value chain — from how we work with our suppliers through to the services we provide our clients.
We continue to report annually to CDP on our collective performance and management for climate-related issues. This year we maintained a B grade,1 displaying co-ordinated action on climate issues. To further strengthen our rating, over the last year we’ve focused on quality assurance, supply chain engagement and assessing climate risk under a range of scenarios using the KPMG Climate IQ platform, a multi-industry risk management tool that enables companies to identify, quantify and manage their exposure to physical and transition risks due to climate change.
In FY22, we conducted a Task Force on Climate-related Financial Disclosures (TCFD)-compliant scenario analysis to explore our exposure to transition risk across the largest countries and territories in which KPMG firms operate. The assessment financially quantified the risks and opportunities arising from climate change and the low-carbon transition. The outcomes of this assessment are being reviewed and integrated into our quality and risk and other relevant processes. They will form part of the evaluation of our climate strategy and performance, which our Global Board reviews annually. This scenario analysis will form a foundation for future CDP responses and TCFD reporting.
KPMG plays an active role on the TCFD Board, which includes Simon Weaver, Partner and Co-Head of Climate Risk and Strategy at KPMG in the UK. Through the TCFD, we’re helping drive how organizations should disclose consistent information on climate-related financial risk and the potential impacts, as well as drawing attention to the strategic benefits of good climate risk management.
The World Economic Forum has estimated that more than half of the world’s gross domestic product (US$44 trillion2) is moderately or highly dependent on natural ecosystems and the rate of degradation in nature over the past 50 years is unprecedented. Business activities contribute to direct and indirect drivers of nature loss, which creates risks — and opportunities — for business and society.
We have a role to play in the transition toward nature positivity. Since our last report, we implemented a biodiversity plan as part of our ambition to become a net-zero business. This includes supporting the global journey toward a nature-positive future through work for our clients and in our operations. We will continue to develop our thinking, aligned to leading practices through initiatives like the Taskforce on Nature-related Financial Disclosures to help ensure our approach to business considers the impact and dependencies on nature.
Our biodiversity approach focuses on the office footprint, employees, external collaborations and suppliers.
People of KPMG
The Ganga is the longest river in India and holds immense economic, sociocultural and religious value to the people of the country. However, pollution, deforestation, unplanned urbanization and the development of industry and infrastructure in the river basin have all contributed to its long-term deterioration.
I lead KPMG in India’s work with the Government of India’s National Mission for Clean Ganga (NMCG) — the implementing agency for a US$4 billion river rejuvenation initiative called Namami Gange Mission.
During the time we’ve spent working on the initiative so far, our team has provided support to NMCG, helping to restore some of the most polluted stretches of the river. I feel proud that in 2022, Namami Gange Mission was selected as a World Restoration Flagship of UN Decade. The selection recognizes the project as one of the most promising examples of large-scale and long-term ecosystem restoration in the world. The recognition was also publicly acknowledged by the Prime Minister of India, Narendra Modi.
And as Global Infrastructure Water Sector Lead, I have a unique opportunity to help other KPMG firms make their mark. For example, I have been working with KPMG firms in East Africa to launch a water mission week, bringing together water access stakeholders in the region to discuss opportunities to work together in the future.
Access to clean water is going to be one of the biggest issues that humanity faces, so it’s important to me to be able to work on projects that have a real impact and make use of the extensive knowledge KPMG has in the water sector.
Nature Positive Challenge,
Protecting and enhancing biodiversity is one of the biggest and most urgent issues facing our planet.
To help address this challenge, KPMG Australia launched its Nature Positive Challenge, designed to support some of the most innovative start-ups working on ideas, solutions and technologies to address nature and biodiversity challenges.
More than 50 start-ups submitted entries to the challenge, and four were shortlisted as finalists. The finalists have been given free access to KPMG Australia’s advisory services designed to help them scale and grow, and the winner also received AUD100,000 in funding. Over the course of the challenge, the finalists also had opportunities to share their ideas with critical stakeholders in Australia’s natural capital ecosystem, including the New South Wales State Minister for the Environment and Heritage, as well as research, industry and community partners.
Through the challenge, KPMG Australia has directly supported entrepreneurs with growth and scale-up plans for their innovative solutions, including a carbon-negative and home degradable plastic alternative, a digital twin for sustainable agriculture, tree-planting drones and a natural capital intelligence platform.
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Our Impact Plan represents the collective environmental, social and governance commitments of independent KPMG firms, affiliated with KPMG International Limited. The data represented in Our Impact Plan is aggregated data from KPMG firms for the 12 months to 30 September 2021 unless stated otherwise. KPMG International Limited is a private English company limited by guarantee and does not provide services to clients. Where the terms “KPMG,” “firm,” “we” or similar references are used without definition, they are intended to refer to KPMG International Limited and the independent KPMG firms. The financial information set forth represents combined information of the independent KPMG member firms that perform professional services for clients, affiliated with KPMG International Limited. The information is combined here solely for presentation purposes. KPMG International Limited performs no services for clients nor, concomitantly, generates any client revenue.
Throughout this webpage, “we”, “KPMG”, “us” and “our” 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.
1 A B-score indicates that a company is showing some evidence of managing its environmental impact but is not undertaking actions that mark it out as a leader in its field.
2 Source: Reuters, “Explainer: How close are we to passing 1.5 degrees Celsius of global warming?” 14 November, 2022.