Alumination: Winter 2015

Transcription

Alumination
Winter 2015
Stay connected
Features
CEO Gary Wingrove: Partnering for success
Moving beyond a digital strategy
Tax reform: A national challenge
Marketplace: Daring to change the game
Page 01
Page 03
Page 05
Page 07
“
A key business driver is managing our
workforce to achieve greater flexibility
and productivity: building a more mobile,
scalable and productive workforce.
Gary Wingrove
“
IN THIS EDITION: Feature Articles/Profiles/Across the firm
Contents
ALUMNI PROFILES
CEO Gary Wingrove:
Partnering for success
01
ACROSS THE FIRM
NEW SOUTH WALES..........17
Moving beyond a
digital strategy
03
VICTORIA.............................19
Jason Brown
Liann Anderson
Vintage success
Breaking from tradition
SOUTH AUSTRALIA............20
ACT......................................21
QUEENSLAND.....................22
Tax reform:
A national challenge
WELCOME BACK
05
WESTERN AUSTRALIA.......23
Marketplace:
Daring to change the game
07
STAY CONNECTED..........26
Kerri Reynolds
William Chan
© 2015 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.
1
Alumination | Winter 2015
2
Gary Wingrove
In this section
01
CEO Gary Wingrove:
03
Moving beyond a digital
strategy
05
Tax reform:
07
Marketplace:
In June we proudly announced our new
partners for 2015, a firm record of 51
new partners and executive directors
reflecting the firm’s business growth and
market confidence.
Again this year, the firm’s Advisory
division attracted the lion’s share of
new partners (50 percent) – dominated
by Management Consulting and Deal
Advisory. This is led by strong indications
that large corporates will have more
appetite for mergers and acquisitions in
the coming year with corporate balance
sheets, broadly, in good health.
In support of our aggressive growth
plans for both the Private Enterprise
and Tax practices, these divisions each
attracted 18 percent of new partners;
with Audit 10 percent and Shared
Services (internal) 4 percent.
To reinforce our commitment to
Private Enterprise and to strengthen
our capacity in Western Australia, in
May we completed our acquisition of
the accounting and advisory business
of Hayes Knight (WA). A team of ten
professionals joined KPMG in Western
Australia, including CEO Bruce Sinclair,
who commenced as a partner.
The deal, which increases the KPMG
Private Enterprise team in Perth to
50 specialists, is the first in a series
of acquisitions planned by KPMG to
support the country’s growing privately
owned and family business sectors.
But the largest sector investment went
to financial services, infrastructure,
government and healthcare – with 22
new partners.
This year there is a shift from our ENR
focus of previous years. However,
the trend towards financial services,
infrastructure, government and
healthcare services is directionally
positive for a more diversified Australian
economy for the longer term.
Another record is that 37 percent of
partner appointments this year were
to senior female executives, up from
24 percent last year. Significantly, a
record 56 percent of internal promotions
to partner were to females. This
achievement is a direct result of the
concerted and disciplined efforts we are
taking to create a level playing field for
the career success of women in our firm.
See the full list of Partner appointments
on pages 15 and 16.
Our business is redefining the way it
operates: moving nationally to agile
workplaces, with both our Adelaide and
Greater Western Sydney offices now
fully agile workspaces, and increasing
the need for collaboration among our
divisions and service offerings.
A key business driver is managing our
workforce to achieve greater flexibility
and productivity: building a more mobile,
scalable and productive workforce.
This is really starting to make a
difference for many of our people – both
men and women. A number of our new
female partners this year are on flexible
working arrangements, working 3 and 4
days per week. And three women were
promoted to partner positions while on,
or about to take, maternity leave.
An important driver of our business
growth is our growing commitment to
innovation. Marketplace, which evolved
from an internal innovation drive called
‘Innovation Tiger’ launched in May.
Marketplace is a digital shopfront
aimed squarely at embracing market
changes and disrupting our traditional
business. We believe it to be the first
of its kind for a professional services
firm in Australia, and targets the
country’s growing contingent
workplace of independent contractors
and freelancers, providing our clients
with rapid and direct access to highly
skilled and trusted professionals
through the click of a button. I invite
you to read more about Marketplace
on pages 7 and 8.
The success of a professional services
partnership pivots on the specific
talents of highly skilled individuals.
Their passion and drive is an integral
part of the firm’s success.
I take great pride in the way our
business has transformed over the
last financial year, highlighted by the
significant talent of all our new partners
and look forward to an innovative and
profitable FY16.
Gary Wingrove
CEO, KPMG Australia
“The success of a
professional services
partnership pivots on
the specific talents
of highly skilled
individuals. Their
passion and drive is
an integral part of the
firm’s success.“
3
4
Moving beyond a
digital strategy
beginning to end – as management seeks
to innovate and disrupt the traditional
ways of doing business.
Regardless of how powerful and
impressive an organisation’s customerfacing front end is, its employees are the
most significant factor in determining the
customer experience.
The large majority of Australian organisations have at least
a semblance of a digital strategy. Guy Holland points out
that isn’t enough.
Guy Holland
In this section
01
CEO Gary Wingrove:
03
strategy
05
Tax reform:
07
Marketplace:
Organisations need to rethink
how they engage with their
customers. But that entails
more than a c-level decision to
bolt on some digital channels.
Rather it calls for a comprehensive,
long-term strategy and operating model
– built on synergistic relationships
between technology, the business and
the customer, where employees – as
well as customers – are recognised as an
indispensable part of the process.
It is only in this way that organisations can
truly take advantage of emerging digital
technologies to create new sources of
value for customers and to increase their
operational agility in serving them.
In so doing, organisations stand to
benefit from long-term customer
advocacy and loyalty. Customers,
meanwhile, get to enjoy a vastly richer
experience that intimately responds to
their evolving wants and needs.
The defining issue
Chief Information Officers (CIOs)
pinpoint digital strategy as the single
most defining issue of their generation
in a 2015 Forrester Consulting report,
commissioned by KPMG.
It is little wonder then that almost 75
percent of Australian businesses have
a digital strategy, according to the
Forrester report.
They can’t afford not to. Fifty percent
of organisations in the United States
that were in the S&P 500 13 years ago
are no longer there. Much of this can
be attributed to the inexorable pull of
disruptive forces, as new technologies
rapidly reshape the business landscape.
Yet are these digital strategies enough?
Certainly a piecemeal approach is no
longer sufficient. Instead, organisations
must think of themselves as part of
a dynamic ecosystem of value that
connects digital resources inside and
outside the organisation.
This calls for a comprehensive, long-term
strategy that considers what investments
an organisation needs to make, what
risks it faces, how to extract value from
digital investments, and how to prioritise
initiatives across the business so that
competing ideas and implementations do
not undermine the company roadmap.
It is not solely a decision for business
leaders. Technology teams with
contemporary digital skills and
capabilities need to take their place at
the strategy table, adding real value
and thought leadership around how
digital can help the business achieve
its strategic objectives, and generate
new revenue streams or even business
models to disrupt the landscape.
At the same time, companies need
to ensure their entire organisation is
taken along on the digital journey – from
Consequently, innovative organisations
are putting as much effort into mapping
out the employee’s journey as the
customer journey, identifying pain points,
removing barriers and focusing on
behavioural design that benefits the team.
Being free to decide
Too many companies have an annual
planning process that looks at where the
business wants to be in 3 to 5 years. But
to be truly innovative you need to be far
more organic in strategic planning – that
inevitably calls for fluidity and agility on
the part of the organisation.
An unwieldy, bureaucratic system or
operating model is too often a hindrance in
the digital space as it impedes the capacity
for innovation and the ability to respond
to a rapidly evolving landscape. Rather
it is important that organisations build a
‘safe to fail’ environment where innovation
and agility can flourish and organisations
can change direction, unencumbered by
bureaucratic processes and the usual
funding constraints.
It is not by chance that a good proportion
of the most agile customer-focused
businesses we see today in the digital
domain are relatively nascent. Whether
they will be as nimble as they grow in
another 20 or 30 years time remains to
be seen.
Teaming up with customers
Digital is necessarily changing the
way in which customers interact with
organisations. Whether it’s ubiquitous
mobile access, social networks,
connected and instrumented products,
wearable computing or connected cars,
customers have the power to discover,
1
explore, buy and engage with brands and
companies at an unprecedented pace.
Entire markets are being digitally disrupted
by innovators like Uber, Airbnb and
Netflix – companies that have come from
nowhere and risen to become significant
forces in a very short period of time.
The days of tactically bolting on additional
digital customer touch points and
expecting it to deliver the goods are limited.
Increasingly, companies are reinventing
themselves with a digital strategy at
the core. Businesses are beginning to
continuously exploit digital technologies
to both create new sources of value for
customers and increase operational agility
in service of customers. How a business
chooses to engage with customers – using
digital technology to communicate and
even collaborate with them – can realise a
better outcome on both sides.
Mining big data and employing analytics
for insights are important elements
here. Yet direct communication and
collaboration with customers should not
be underestimated if businesses wish to
achieve the best possible solution.
A digital strategy that can flex to
customers’ needs across digital channels
over time, that actively seeks its customer
inclusion in the development of digital
platforms and tools, is one that will be
nimble into the future.
While there is no doubt this can benefit
companies, customers should perhaps
be viewed as the ultimate winners. A
few decades ago, it was all about what a
company could gain from the relationship.
Now it is much more about what the
customer can get out of it.1
The delivery of a soundly grounded digital
strategy – where the customer is
a collaborative partner – is core to longterm customer advocacy and loyalty.
That has to be seen as a positive.
For more information visit the
KPMG website.
Guy Holland
Partner in Charge, Digital Consulting, KPMG
Developing a robust strategy
Below are five key questions all
organisations should consider as
they formulate their digital strategy.
1.What is our vision for the future?
2.How can short-term wins be
balanced with foundation
investment to enable our
organisation for the future?
3.How should our operating
model adapt to better support
greater agility?
4.How can emerging technologies
be used to improve the customer,
employee and business partner
experience?
5.How can a culture of innovation be
embedded within our organisation?
“A piecemeal
strategy of bolting
on digital channels
is no longer
sufficient. Instead,
organisations must
think of themselves
as part of a dynamic
ecosystem of value
that connects digital
resources inside
and outside the
organisation. ”
Kelly Owens, executive director, customer management, KPMG in AFR, Special Report, Digital business, 24 June, 2015.
5
6
Tax reform
Grant Wardell-Johnson
want in 2030? At the same time, eight
principles of evaluation were brought
to bear: efficiency, equity, simplicity,
sustainability, consistency, transparency,
stability and gender equity.
A focus on labour income
In this section
01
CEO Gary Wingrove:
03
strategy
05
Tax reform:
07
Marketplace:
Tax is full of tensions. Grant Wardell-Johnson, Leader,
Australian Tax Centre, KPMG argues that it is only by clarifying
these tensions that we can hope for sensible reform.
There are many self-evident things that
can be said about tax. It is complex. It is
inherently political. It invites a multiplicity
of divergent and passionate views, many
with a strong ideological base.
In a quite fundamental way, our views
on tax say a lot about who we are as
individuals. At the same time, our
taxation system describes and defines
who we are as a nation.
With tax reform back on the Federal
Government’s agenda, it is worthwhile
considering the many nuances of tax
in Australia. Tax is full of tensions that
render clear directional paths difficult.
It is only by clarifying, rather than
obfuscating, these tensions, that we can
have a reasonable chance of embracing
sensible change.
Tax reform is hardly a novel concept.
There is something inherent in the
Australian political and economic
environment that has given rise to
reviews on taxation, as a prelude and
stimulant for change, around every
12 years or so going back almost 100
years. There are two exceptions to this,
however, and the current process is one
of them. Just six years after the Henry
review of 2009, the Government has
again called for reform.
A call to conversation
The Federal Government began its
process of reform in March 2015 with
an initial 200-page discussion paper
entitled, Re: think – tax discussion
paper. Its stated aim is “to start a
national conversation on tax reform”.
The potential for solutions and tradeoffs, however, has been deferred to
a subsequent green paper, which will
be released in the second half of 2015,
followed by a white paper, which will be
taken to the next federal election.
Sensitive issues abound, including the
federal/state relationship (how to solve
the vertical fiscal imbalance) and the
high level of corporate tax (we lag behind
many other OECD countries, which
ultimately puts pressure on real wages –
a little understood consequence).
In the spirit of the call to conversation,
KPMG released a far-reaching tax reform
blueprint for the Australian tax system.
Detailing over 60 recommendations,
highlights include establishing a single
administrator to collect taxes, abolishing
fringe benefits tax and stamp duty,
and linking income tax rate to average
full-time earnings. For each proposal,
a simple question was asked: how will
this fit into and shape the Australia we
While KPMG has put forward proposals
for reform and lodged a submission in
response to the Federal Government tax
discussion paper, Grant Wardell-Johnson
outlines his own thoughts on the personal
tax system.
Bracket creep
Bracket creep is the result of a progressive
tax system. It encapsulates the idea
that over time people pay more tax on
average due to inflation. In essence, it
is inequitable. Not only does it change
the absolute burden of taxation in real
terms, but also the relative burden
of taxation among taxpayers. It hurts
those on a lower income most because
the loss of real income in the form
of additional tax represents a higher
percentage of their income.
People generally view what is fair and
equitable based on ‘what most people
are getting’. With this in mind, we
believe the best way to address bracket
creep is to use the Average Full Time
Earnings (AFTE), currently sitting at
$80,000, as a significant measure.
The result would be four income
bands: 15 percent, 25 percent, 35
percent and 45 percent. The first band
would be from nil to one third of AFTE
(currently about $27,000) and be set at
15 percent; the second band would be
between one third and AFTE (between
about $27,000 and $80,000) and would
be set at a rate of 25 percent; the third
The personal tax rate banding would look like the following table:
Rate
Average full-time
earnings ratio
Current equivalent based on
$80,000 Average FT Earnings
First band
15%
0
0.33
$0
$27,000
Second band
25%
0.33
1.0
$27,001
$80,000
Third band
35%
1.0
2.0
$80,001
$160,000
Fourth band
45%
2.0
band would apply from AFTE to twice
AFTE (currently $80,000 to $160,000)
and would be set at around 35 percent;
and the top band would apply from
twice AFTE (currently $160,000) and
would be set at, say, 45 percent.
There would be no tax free threshold.
However, protection for low income
earners would be assured through greater
use of the Low Income Tax Offset (LITO)
and a new Work Incentive Tax Offset
(WITO) which would encourage greater
workforce participation.
The simplicity of this system is attractive,
as is its appearance of fairness.
Fringe benefits tax
Fringe benefits tax (FBT) poses three
main problems. The first relates to the
fact that the tax is on employers at the
top marginal rate rather than employees’
marginal rate and is therefore inequitable.
Secondly, the FBT system carries
valuation methodologies that are highly
concessionary. Lastly, the tax is weighed
down by a complex array of exemptions.
We suggest replacing the fringe benefits
tax system with a new simpler system
of personal benefits, entertainment
benefits, and non-personal benefits.
Among other things, this system would
mean that no fringe benefits tax return
would need to be lodged.
$160,001
Comprehensive payroll tax
Payroll tax is a state tax levied on
employers at varying rates with varying
thresholds and a variety of exemptions.
KPMG modelling puts the payroll tax’s
marginal excess burden – that is, its
burden on the economy – at 14 percent.
This is less efficient than the GST at 7
percent, but more efficient than personal
income tax at 30 percent.
We propose that payroll tax be collected
at the federal level with PAYG collections
at a rate of 5 percent on salaries and
personal fringe benefits with no
threshold and no exemptions. The tax
would then be allocated to the states
and territories based on the number of
employees located in each state.
This approach should reduce the
marginal excess burden of the tax to a
significant degree.
Tax reform: KPMG’s submission to
Treasury is intended to advance the
debate on tax reform. Some of the
proposed reforms are far-reaching –
they go a long way to helping shape the
Australia we want in 2030.
Read more about Tax reform on our
website and join the conversation
on LinkedIn at Tax beyond insights
7
8
Marketplace:
Daring to change
the game
Martin Sheppard
In this section
01
CEO Gary Wingrove:
03
strategy
05
Tax reform:
Innovation can be about disrupting
your own organisation. Martin
Sheppard understands that firsthand.
If organisations want to fast-track their
growth, they need to look beyond the
usual suspects. After all, cost reduction
and efficiency programs only offer finite
solutions at the end of the day.
The process of innovation, on the
other hand, is a potential game-changer.
The end result can be completely new
and exciting ways of doing business as
an organisation dares to disrupt itself,
and others.
The inherent benefits are compelling.
Those businesses that innovate
effectively have a greater opportunity to
increase their profitability, productivity
and develop a sustainable competitive
advantage. They are more likely to
employ, export and generate new
products and services.
Cost reductions and improved
productivity are just some of the gains
to be had. There is also the opportunity
to enhance the customer experience,
or even to develop an entirely new
business model.
Thinking differently
07
Marketplace:
Every organisation has a surfeit of bright
ideas. However, successful innovation
lies not just in generating ideas but in
effectively executing them. It requires
the support of a well-designed process
to ensure the most salient ideas are
uncovered and successfully brought
to market.
Often as not, it is about an organisation
disrupting itself – turning business as
usual on its head.
That, quite simply, takes guts.
“In business, being comfortable with
taking a higher level of risk and working
differently is not for the faint hearted”
says Martin Sheppard, National
Managing Partner, Brand and Innovation.
Yet this is what innovation is all about.
It is uncomfortable, a wild ride without
clear rules or even the sense of having
been there before. Clearly it cannot
occur without a concurrent shift in
an organisation’s culture, one which
promotes agility and a ‘safe to fail’
environment.
Walking the talk
Like all organisations, KPMG had very
good reason to encourage innovation
within our own ranks. Rather than
responding to competitors or a new
entrant to the market, we were keen to
challenge ourselves, to improve the way
we operate and work with our clients.
With this in mind, we embarked upon an
internal competition last year to source
creative, revenue-generating business
ideas to drive growth for the firm.
Visit marketplace.kpmg.com.au
The response from our people was
overwhelming and culminated in
something we believe will be truly
game-changing for our profession:
KPMG Marketplace.
Marketplace is an online portal that
gives clients rapid and direct access
to our firm’s highly skilled and trusted
professionals through the click of a
button. The overriding focus is on
providing short-term solutions for our
clients, quickly and cost-effectively.
To book an assignment, all a client has
to do is:
1. submit their needs online by
specifying why they require the
resource
2. review a short list of candidates, and
3. select their KPMG Australia
professional of choice.
This simple process is entirely online
and enables clients to hire our KPMG
Australia employees on short-term
contracts for anywhere between one to
10 business days. Once the assignment
is completed, they can also provide
feedback online.
A win-win
Marketplace is most suited to
organisations that have short term
resourcing needs due to a restructure,
gaps between periods of leave, or
between staff leaving and new staff
commencing, and seasonal busy
periods such as end of financial year
or month end.
Not surprisingly, we are able to provide
a wide range of capabilities through
Marketplace, including financial
modelling, analytics, business and
process analysis, project and finance
administration and reporting, as well
as management and board reporting
and bookkeeping.
Marketplace makes sense all round.
Clearly it meets the needs of the
country’s growing contingent workplace
of independent contractors and
freelancers, providing solutions to
organisations that require short-term
resources.
“From KPMG’s perspective, it addresses
the fact that we are a billion dollar
business with a zero presence in the
online market. It also meets our need
to optimise our own labour force”, adds
Martin. Indeed, it gives our people a
range of benefits including exposure to
new networks and client experiences,
new types of work and access to new
flexible work options – particularly
beneficial for those on maternity leave
or a leave of absence.
The importance of execution
Naturally, the original idea of an online
marketplace was simply the beginning
of the process. That meant we had to
continue to challenge our usual way of
doing things as we worked to bring our
idea to market in just under 18 months.
We undertook research, development
and piloting with a number of our clients
and, for the first time, partnered with a
start-up company to help us develop the
technology platform for Marketplace.
It was a very different experience for
us and we learned a lot through the
process, both good and challenging.
Ultimately, we believe it made
Marketplace the great offering that it is.
A new perspective
We see Marketplace as an exciting
example of our commitment to
innovation. Rather than responding to
competitors or a new entrant to the
market, we have challenged ourselves,
turning our traditional business model
on its head as we embrace new and
dynamic solutions.
Now, as we advise our clients on the
benefits of innovation – of disrupting
their own business model – we speak
from first-hand experience. We
understand the all-important space that
is required if a novel concept is to find
traction within an organisation.
Having trod that humbling, daunting,
yet ultimately exciting path, we stand
now as true believers and we’re looking
forward to doing it again.
For more information view our
Marketplace video.
9
Profiles –
Jason Brown
Vintage success
If there are two things Jason
Brown knows in life, it’s how
to spot a good red and how to
spot a looming risk. The first he
learned by osmosis, growing
up in a wine retail business
in Canberra. The second he
learned as part of his work at
KPMG in the information risk
management team.
As co-founder of Moppity Vineyards
with his wife Alecia – also a former
KPMG employee – Jason has well
and truly returned to his roots. He
and Alecia now own and operate five
businesses, incorporating two large
vineyards in southern New South Wales,
a wine business in Western Australia’s
Margaret River and a wholesale wine
business with sales representatives in
the eastern states.
Jason focuses on strategic planning
as well as overseeing winemaking,
viticulture, sales and marketing.
“I had a lifelong dream to enter the
wine industry,” he says. “I’d been
watching the industry decline since
1998 and waited for the right time to
get in. By 2004 there were some terrific
assets on the market at fire-sale prices,
including iconic vineyards at bare land
10
value. The time was right. We bought
a mature, commercial scale vineyard
in the southern NSW region of Hilltops
(near Young) from receivers and began
Moppity Vineyards.”
While he’s back working on his passion,
Jason has taken something very valuable
from his time at KPMG with him. In his
role, Jason completed internal audit
work for government clients and also
became involved in forensic accounting,
completing a number of fraud risk
assessments and fraud investigations
for clients. “Fundamentally, my time
with KPMG changed my perspective on
business management. I was working in
the field of business risk management
and learned a great deal about risk
management in the process,” he
comments. “This became critical in our
move to the wine industry, as it’s facing
a high level of often unmanageable risks.
Many would say that we’ve taken a lot of
risks to get this far so quickly. However,
there’s a huge amount of formal risk
assessment and analysis that goes
on behind the scenes, underpinning
every decision.”
Jason believes in the power of keeping
an open and positive mindset. “Many
would say that the Australian wine
industry is facing its darkest hour, yet
we’ve prospered while so many others
have failed. The greatest threats and
As co-founder of Moppity
Vineyards, Jason Brown
has returned to his roots.
challenges our business has faced have
in fact been opportunities in disguise.
The trick is to identify the opportunity
and find a way to exploit it and often
this means departing from the strategic
business plan.”
Jason credits KPMG for fostering his
creativity. “It was like a big family. It
was great to be a part of a large group of
intelligent, like-minded people, all highly
motivated and ambitious,” he says.
And Jason has an even better reason
to remember his time at KPMG with
affection. “I met my wife there, so
that’s probably my most fond memory.”
(Both Jason and Alecia worked at KPMG
from 2002 to 2004).
Where are
they now?
restaurant and 200 seat function centre
later this year,” he comments.
He’s hoping to keep the business in
the family for the next generation:
“We ultimately want to grow the
business to the point where there are
meaningful jobs for our boys, should they
want to become involved in the business.
We figure we need an accountant,
a lawyer, a marketing executive and
sales chief. I grew up in a family where
dinner conversation was about wine and
business and I really loved that. Our kids
are now doing the same.”
Career profile
CURRENT ROLES:
Managing Director,
Moppity Vineyards
Managing Director,
Renegade Wine Company
PREVIOUS ROLES:
Manager,
KPMG
For Jason and Alecia, one of the most
important benefits of running a family
business is the time they have available
for their four boys. “We maintain an
office in Sydney, which is the nerve
centre of our wholesale business, but
Alecia (who is CFO of the Group) and I
effectively work from home. We’re able
to spend a lot of time with our boys and
our kids have a 900 acre back yard to
play in.”
After a great start, Jason isn’t resting on
his laurels. The future is all about growth
for Moppity Vineyards. “We plan to
double bottled wine sales in the domestic
market over the next 5 years. We’re also
starting construction of a cellar door,
11
12
Profiles –
Where are
they now?
Liann Anderson
Breaking from tradition
For Liann, it was the people she worked with and learned from at KPMG that
provided the greatest benefit.
Breaking away from tradition
is a powerful motivator for
Liann Anderson. As a Practice
Manager at Damien Greer
Lawyers, she’s been able
to flex her process and legal
expertise across a wide range
of responsibilities. “It’s a role
that allowed me to break away
from the traditional finance
role that I had previously held
and broaden my experience
while still maintaining my
work/family balance,”
she comments.
With two teenage sons and their passion
for ice hockey to manage, the work/
life balance is critical. But so is making
a difference. “I like the opportunity to
see advice implemented,” explains
Liann. That’s something that’s par for
the course at the boutique family law
firm where she now works. Started in
just 2012, Liann joined Damien Greer
Lawyers in its inaugural year, and was
deeply involved in developing systems,
policies and procedures as well as
relocating the firm to new premises.
Understanding the value of training,
systems and process was something
Liann learned well at KPMG. “My time at
KPMG was the most valuable experience
of my career and a brilliant grounding,”
she says. “I was taught to be adaptable,
to embrace change and to be able to
handle any situation. The people skills
I developed at KPMG have served
me well.”
Liann joined the firm as a graduate in
1990, one of almost 50 employed that
year by the newly merged firm of KPMG
Peat Marwick and Touche Ross. Liann
worked in the Private Business Services/
Middle Market Advisory group for the
duration of her employment, working on a
part-time basis for several of those years.
She remembers her first day vividly – it
didn’t start well. “I was late for my first
day of work for a perfectly valid reason
– my limousine didn’t arrive on time,”
she says. “A very good friend gave me
a 21st birthday gift of a limousine ride to
work for my first day of my new career
at KPMG. Unfortunately the limo driver
was running very late.” Liann’s defining
memory of that first day is the look
on Geoff White’s face as she entered
the training room late. “It was my first
lesson at KPMG – I hate being late and
always allow extra time, just in case!”
Initially Liann’s role was very compliance
based focussing on the income tax,
indirect tax and ASIC needs of her
clients. “This changed over time with
the development of relationships and
my experience to be an advisory role for
many of my clients,” she comments.
“I loved the variety of the experience
and the relationships formed with both
clients and my team,” she comments.
Fortunately many of those friendships
have continued. “I share my birthday
with my supervising partner, Michael
Fitzpatrick who is ten years older than
me. We still contact each other on our
birthdays,” says Liann.
Liann’s advice to graduates is to work
hard and value the work experience
provided by KPMG. She recalls lamenting
points raised in early reviews, with the
realisation years later how valuable these
lessons were to her continued growth.
Career profile
Practice Manager,
Damien Greer Lawyers
Business Finance Manager,
Gadens Lawyers
Manager,
KPMG
Financial Controller,
Corrs Chambers Westgarth
Graduate – Manager,
KPMG
Liann believes one of the greatest
benefits of working at KPMG was the
people she met, many of whom she is
still in contact with. “Brisbane is a small
place, and it never ceases to amaze
me that I am coming across ex-KPMG
employees, even after all these years”,
Liann comments.
When her youngest son finishes school,
Liann is looking forward to another
paradigm shift. “I see myself changing
my focus from volunteering at school
and the boys’ sporting clubs to benefit
other groups in need. I have a relatively
fortunate life and would like to help others
who may not have been as blessed.”
13
14
Welcome back
Kerri Reynolds
Will Chan
For Kerri, returning to KPMG has meant
embracing an evolving organisation.
For Will, returning to KPMG has meant ongoing challenge.
Where in KPMG are you
working now?
I work in the Private Enterprise division
of the Adelaide office. I provide tax
and business advisory services to
a wide range of clients from listed
companies, family groups and high
net worth individuals. I also head up
our self managed super fund (SMSF)
team nationally.
When did you first work at KPMG
and why did you leave?
I started work at KPMG as a graduate
in the Tax Consulting division in
February 1997. I left in December
2008, as my father was retiring and
there was an opportunity to take over
part of the accounting firm that he was
co-founder of.
What were you doing outside
of KPMG?
Similar to what I was doing at KPMG,
I was providing tax and business
advisory services to a wide range
of clients in a range of industries.
I also provided assistance to clients in
formulating and delivering on estate
and succession planning strategies.
What brought you back to KPMG?
The opportunity to get involved in
a wide variety of work, with the
opportunity to learn from a wide
variety of people, in an environment
that provides support for flexible
work arrangements.
Since returning to KPMG I work 4
days a week and the team, and the
technology within KPMG, have been
great in supporting me with that.
I have also been involved in
overseeing the implementation of
People, Performance and Culture
(PPC) initiatives within the Adelaide
office, including participating in our
women’s mentoring program. I have
also had the opportunity to participate
in cross-divisional client projects in
our office, and have been involved in
an internal business related project
which is building a new framework
around the way KPMG provides some
of its services to clients to meet the
requirements of changing legislation
for accountants.
Where in KPMG are you
working now?
I am working in Financial Risk
Management Sydney. In fact, I’m in
the same team as when I first joined
the firm over 10 years ago – although,
there’s a whole lot of new faces and
new capabilities.
When did you first work at
KPMG and why did you leave?
I joined KPMG from the banking
sector in 2002 and thoroughly enjoyed
my time there. I was working with
a diverse group of banks – from
the smaller credit unions to major
and international banks. I relished
in the exposure I was gaining with
senior leadership at some of these
organisations.
During this time one of the largest
regulatory changes was taking place
in the banking industry. It was called
Basel II which saw regulators around
the world allow banks to use their own
internal risk models to determine how
much capital they needed to hold for
periods of distress. During my 2 years,
KPMG was successful in winning a
number of large engagements in this
area. I was fortunate enough to be
involved in the proposal stages and
helped the global network develop
a standardised toolkit that became
a key differentiator. Through these
projects I had the opportunity to travel
interstate and internationally which I
thoroughly enjoyed.
I was offered a really exciting
opportunity in 2004 to lead the Basel II
program for the Commonwealth
Bank of Australia who was preparing
to embark on their own Basel II
compliance journey. I felt this was an
ideal opportunity given the experience
I had built up while working at the firm.
What were you doing outside
of KPMG?
I spent 3 years leading the Basel II
program which culminated in the bank
being successfully accredited by the
Australian Prudential Regulations
Authority (APRA) as an Advanced
Internal Ratings Based institution.
After this period I moved into a risk
role supporting the Business and
Institutional Bank. My time here
coincided with the GFC and the
acquisition of Bankwest. Both events
provided unique experiences from
which I can draw upon.
In 2010, I was offered a new role in
a small strategy team tasked with
the expansion into select emerging
markets in Asia. In this Risk Strategy
role I was responsible for the
sustainable growth of customers and
maintaining a strong balance sheet for
new banking businesses in Indonesia,
China, Vietnam and India.
I became an advisor and sponsor
on many capability transfer projects
in China and Vietnam relating to
risk management. This was a very
interesting role which required a
lot of travel. I very quickly learnt
to take enough clothing to fit into
carry-on luggage. My colleagues
were known to leave people behind
at the airport if check-in baggage
was required. Through my time I
gained a deep understanding of Asia,
importance of relationships and the
cultural considerations in order to
be successful.
Away from work I enjoy playing sport,
especially touch football. In 2011, I
was fortunate enough to represent and
captain Australia (Mens 35 Division) at
the World Cup in Edinburgh Scotland –
and ultimately win the World Cup.
What brought you back to KPMG?
I always had fond memories of my
time at KPMG and, being active in the
industry, maintained contact with the
partners. After over 10 years at CBA
(and a lot of flying) I decided to return
to KPMG to continue to challenge
myself. I feel I still have a lot to offer
and also to learn at KPMG. At the
time of returning, the banking sector
is undergoing significant change
with Basel IV, the Financial System
Inquiry, regulatory change, and digital
disruption which is well and truly here.
15
16
Alumination: 2015
Alumination:
Winter 2015
Firm News
NEW PARTNERS & EXECUTIVE DIRECTORS
Queensland
We are welcoming 51 new partners and executive directors across all divisions and states. It’s a firm record, which
reflects our business growth and market confidence with continued demand by clients for industry and technical
specialists. With collective global experience and connectivity, our partners are set to help us better address critical
business issues and enable our clients to succeed beyond even their own expectations.
Kurt Burrows, Tax
Each new partner not only demonstrates our diversity of talent, innovative thinking and experience but also how to
actively contribute to our success as a firm while helping nurture those around them.
Kerri Reynolds, Private Enterprise
Ramanie Naidoo, Tax
Troy Morgan, Private Enterprise
South Australia
Victoria
ACT
Paul Coromandel, Management Consulting
New South Wales
Corrina Bertram, Management Consulting
Nikki McAllen, Management Consulting
Amanda Bond, Private Enterprise
Kelly Owens, Management Consulting
Vicky Carlson, Audit
John Sams, Deal Advisory
Stephen Allan, Deal Advisory
David Myers, Deal Advisory
Bruce Corrin, Deal Advisory
David P Sofrà, Tax
David Apolo, Private Enterprise
Karen Orvad, Risk Consulting
Shannon Cotter, Deal Advisory
Raffi Tenenbaum, Private Enterprise
Tim Bryan, Deal Advisory
Ian Shiels, Risk Consulting
Adrian Gibby, Risk Consulting
Connie van Werkum, Tax
Dharma Chandran, Advisory
Elaine Smart, Management Consulting
Zoe Griffiths, Private Enterprise
Anthony Versace, Tax
Michael Cunningham, Risk Consulting
Chris Stefanovski, Deal Advisory
Richard Jamieson, Risk Consulting
Mithra Villanelo, Audit
Curtis Davies, Management Consulting
Martin Wardle, Audit
Angelina Lagana, Tax
Levi Watters, Management Consulting
Paul Howes, Management Consulting
Courtney West, Private Enterprise
Eelco Lijding, Management Consulting
Paul Winter, Audit
Graham Martin, Deal Advisory
Andrew Wiles, Management Consulting
Joel Lucas, Risk Management
Angela Wood, Tax
Jo Meneses, Management Consulting
Leann Yuen, Audit
David Morris, Legal
Helen Zhi Dent, Markets and Growth
Western Australia
Carl Adams, Management Consulting
Bruce Sinclair, Private Enterprise
David Mansfield, Deal Advisory
Jonathan Willoughby, Private Enterprise
National Reconciliation Week
On June 2, KPMG hosted a Q&A style panel event, led by special guest and host of the ABC’s Q&A, Tony Jones, to celebrate
National Reconciliation Week.
The panel featured some of Australia’s most prominent Indigenous leaders including Mick Gooda, Aboriginal and Torres Strait
Islander Social Justice Commissioner; Justin Mohamed, CEO of Reconciliation Australia; Lauren Ganley, General Manager of
Telstra’s Indigenous Directorate; Paul Briggs OAM, Chairperson Kaiela Institute; and Josephine Cashman, Member of the Prime
Minister’s Indigenous Advisory Council. These guests were joined by The Honourable Alan Tudge MP, Parliamentary Secretary
to the Prime Minister and our own KPMG Chairman Peter Nash.
The ABC’s Tony Jones led an energetic and diverse discussion around the National Reconciliation Week theme ‘Let’s change it up’.
The event was held in our Melbourne Theatrette and broadcast live to our offices in Sydney, Canberra, Adelaide and Perth.
From left to right:
Peter Nash, Paul Briggs, Mick Gooda,
Josephine Cashman, Justin Mohamed,
Tony Jones, Laura Ganley and Alan Tudge.
17
18
Re-connecting with our Alumni
For the second year we recently hosted
over 80 alumni working in Financial
Services at our Financial Services Alumni
networking function. Hosted by Adrian
Fisk and Martin Blake, the function
included a briefing session with a panel
of KPMG’s Financial Services leaders
Across the firm
followed by networking. The panel led
discussions on key topics impacting
the industry including: innovation and
development of the retirement income
market; driving an effective risk culture;
the Fintech opportunity in Australia; the
New Payments Platform; and how to
achieve greater customer centricity.
It was great to see so many familiar
faces back in the KPMG office.
In June, our Private Enterprise group
hosted an alumni reunion, reconnecting
the current team with former colleagues
who had worked in Private Enterprise/
Middle Market Advisory/Private
Business Services teams over many
years. Hosted by Chris Allenby and
attended by 120 current and past KPMG
employees, the function aimed to
reconnect former colleagues, hear about
the latest developments at KPMG and
expand business networks.
New South Wales
It’s full steam ahead in our NSW offices
as we enter the new financial year with
renewed and refreshed focus.
We continue to be very active in
supporting our community and just
prior to the Easter break, the Sydney
Corporate Citizenship Committee held a
fundraiser for an important community
organisation – Beyond Blue. On April 1
we were joined in the lobby by some
furry friends from a local baby animal
farm. For a small donation our people
had the opportunity to spend time with
the animals and have their photo taken.
Over $1,200 was raised to support
Beyond Blue in their mission to reduce
the impact of depression and anxiety in
the Australian community.
As part of our ongoing partnership
with the Cerebral Palsy Alliance (CPA),
volunteers from the Sydney office
accompanied children from the CPA to
the Sydney Royal Easter Show in April,
There have been a number of partner
retirements in 2015. We would like to
acknowledge David Akers (Advisory),
Anthony Jones (Audit), Robert
McMillian (Advisory), Madeleine
Mattera (Audit) and Paul Abela (Tax) for
their immense contribution to the firm
over many years and wish them all the
best for the next stage in their careers.
Showcasing art at KPMG
Our Sydney office recently held the Girringun Aboriginal Art
Exhibition on our Level 15 client floor, with the opening night
hosted by Gary Wingrove during National Reconciliation
Week. The art exhibition showcased the stories and
environment of an ancient Aboriginal culture transformed
into visual images and designs by the Girringun artists.
Through our Reconciliation Action Plan, KPMG is committed
to building the capacity of Indigenous Australia and our
partnership with Girringun – finalists in the 2014 Indigenous
Governance Awards – also encompasses professional
mentorship, guidance and advice.
We are also hosting two more exhibitions this year that
bring our Corporate Citizenship partnerships to life. The
10th anniversary celebration of the Australian Business
and Community Network (ABCN) featuring ABCN national
student winners in October; and Belinda Mason’s Unfinished
Business, a photography exhibition featuring stories from
Panelists: Ronna Ludgate, Mike Ritchie,
Karen Parkes, Dan Houseman and Ian
Pollari at the Financial Services Alumni
briefing session
providing support to their families and
ensuring CPA clients had a fun day.
Indigenous people with disabilities, will be opening in
November 2015. We invite you to visit and enjoy these
special exhibitions on level 15 in our Sydney office.
KPMG row to support the Tiwi people
Post NAIDOC Week (5-12 July), KPMG
Sydney recently hosted its first rowing
competition to raise funds to support
the future of Tiwi Island’s student
population. This important initiative
cements our commitment to supporting
our Indigenous communities.
In 2012, 2,500 people lived on the
Tiwi Islands, 120km north of Darwin,
Australia. Of the total population, over
half were under the age of 25, and only
one person under 25 was employed.
For the young people of the Tiwi
Islands, access to quality education and
employment remain scarce, and continue
to be critical to a sustainable economy.
Last year, KPMG raised $50,000 to
fund two 12-month apprenticeships
at the Tiwi College. Apprenticeships
offer important work opportunities and
experiences for students at the College.
This year, 11 teams from across the
Sydney office competed to row 30km
for time – a total distance of 330 km
over 2 days, which is roughly the entire
coastline of the Tiwi islands. We
proudly raised $9,300 which will
contribute to three apprenticeships
for the coming year.
The D-Terminators for the Row for Tiwi Challenge
– James Hunter, Doug Ferguson, Kristin Silva,
Jet Volkering, Linda Davies, Fiona McLain,
James Mabbott and (front) Gary Wingrove.
19
20
Victoria
Federal Budget Breakfast
Connecting our Financial Services Alumni
We were delighted to host our second
Financial Services Alumni networking
function in June. Attendees had the
opportunity to hear from KPMG Financial
Services professionals in areas such as
payments, retirement income, risk and
IT. With nearly 50 percent of KPMG’s
Victorian Alumni working in the Financial
Services industry, we want to provide
opportunities for alumni to build their
professional networks, connect with
industry colleagues and hear the latest
business insights from KPMG leaders.
KPMG is looking to host more industry
specific events for Alumni over the
next twelve months. If you have
any suggestions or would like to
express interest for the next
Financial Services Function please
contact the Victorian Alumni team at
[email protected]
Leading workplace Diversity
Sally Calder, Director, KPMG (right) shares
her insights on Gender Diversity
Following the release of the 201516 Federal Budget, KPMG hosted
our annual Federal Budget Breakfast
on Thursday 14 May at Crown
Palladium, Melbourne. With 900 KPMG
attendees, the breakfast continues to
be a flagship event for the firm.
This year 10 percent of attendees were
members of our Alumni community.
We would like to thank KPMG Alumnus
and former partner Gerry Hanily for
hosting the Alumni table.
Speakers for the breakfast this year
included Saul Eslake, Chief Economist,
Bank of America Merrill Lynch
(economics); Barrie Cassidy, host of
the ABC’s Insiders (political); James
Griffin, Director, KPMG SR7 (social
media); and John Salvaris, Tax Partner,
KPMG (Tax). To hear insights from
our speakers please visit our KPMG
YouTube channel.
South Australia
A hive of activity in Adelaide
taking to create a level playing field for
the career success of women and men.
As part of this initiative, on Thursday
18 June KPMG hosted the Swinburne
Leadership Dialogue Panel discussion
‘Leading Gender Diversity – What
Actually Works’ in conjunction with the
Melbourne Chamber of Commerce and
Swinburne Leadership Institute.
Diversity continues to be a topical issue
for organisations and KPMG is proud to
be making an impact in this area with
CEO Gary Wingrove leading the way as
a Male Champion of Change.
In June, KPMG announced a record
56 percent of internal promotions
to partner were to females. This is a
market-leading outcome and a direct
result of the concerted efforts we are
The panelists shared their insights,
strategies, achievements and failures
on gender diversity in their workplaces
and prompted some critical thinking
on this fundamental social, economic
and business issue. KPMG is a proud
champion for women in leadership and
flexible working arrangements.
Queen’s Birthday Honour for Mark Jones, Ethics and Independence Partner
We would like to
congratulate Mark
Jones, Ethics and
Independence
Partner in
Melbourne, who
was recognised
in the Queen’s
Birthday Honours
Mark Jones
List in June. Mark
was appointed a Member in the General
Division of the Order of Australia (AM) for
significant service to medical research
through leadership and non-executive
roles in not-for-profit organisations.
Mark is the voluntary Chairman of the
Jigsaw Foundation, which is a donor
funded, not-for-profit organisation that
exists to further research and education
in the area of paediatric plastic and
maxillofacial surgery. Jigsaw recently
raised $15.3 million to endow a new
Professorial Chair at the Royal
Children’s Hospital.
Our South Australian office transition to a
workplace of the future was successfully
accomplished in late June 2015.
The facilities have been completely
revamped and are a striking example of
the firm’s commitment to outstanding
facilities and agile working.
freely taking into account what needs to
get done, who they need to work with
and the environment that best suits them.
It’s a place people want to work within,
and clients want to visit, and importantly,
we’re all talking about it proudly, with our
family, friends and clients.”
The new facilities have already enabled
our office to change the way we do
business with our clients and each other.
The flexible, informal and collaborative
working environment has encouraged
increased interaction between and across
our teams.
One of the reasons why our people are
so proud of our new facilities is the firm’s
commitment throughout the process
to engage and involve every level of
our business. Our staff nominated and
selected the names of each room on our
client floor.
“It’s been a 12-month journey for the
Adelaide 2015 team; and the end result
is an innovative workplace environment
we’re all very proud to work within” said
Con Tragakis, SA Chairman.
Moreover, during National Reconciliation
Week we were privileged to welcome
Jack Buckskin of the Kaurna Nation who
are the traditional custodians and culture
bearers of the lands called the Adelaide
Plains, who shared with us the meaning
and significance of one of the room
“The flexible work floors and innovative
client floor enable people to move around
names selected by our staff, ‘Mukarta’ to
his people.
The Adelaide office will be hosting an
alumni event in late September and we
look forward to welcoming you to our
agile working environment and worldclass client floor.
As we enter the new financial year the
South Australian office is genuinely excited
by the opportunity to work as a team as
we bring the best of KPMG to our clients
and play to our strengths. Our goal is to
help our people, clients and community
succeed.
In aid of this, we’re excited to announce
that a trio of our partners have been given
new opportunities to lead the PE business
nationally: Justin Jamieson (National PE
lead, Advisory), Darren Ball (National PE
lead, Financial Services) and Tim Sandow
(National PE lead, ENR).
Mark played an instrumental role in
the formation of and continues to be
heavily involved in the Florey Institute of
Neuroscience and Mental Health, which
was created from an amalgamation
of the Brain Research Institute, the
Howard Florey Institute, the National
Stroke Research Institute and the
Mental Health Research Institute.
On 1 July, Mark celebrated 20 years as a
KPMG partner and continues to provide
Board Advisory and Internal Audit
services to clients.
Jack Buckskin cutting the ribbon for the opening of Level 7
and the Mukarta Room.
Level 7 reception area
21
Australian Capital Territory
PM launches Soldier On cycle team at KPMG Canberra
On Tuesday 26 May, the Prime Minister, the Hon Tony Abbott
MP, made an early morning visit to our Canberra Office to
launch Soldier On’s Trois Etapes cycle team.
Soldier On supports Australian service men and women
who have been wounded, physically or psychologically in
contemporary conflicts. The Trois Etapes is a charity race
amongst the Dolomites in Italy, covering more than 250km
and climbing over 8,000m which was held between 4-6 June.
The entry of a team in the Trois Etapes is an example of
Soldier On’s innovative approach – providing a powerful, oncein-a-lifetime experience to motivate individuals to reach their
rehabilitation goals as well as raising funds to help others.
With most members of the team in attendance at the launch,
the Prime Minister expressed his support and noted the
importance of Soldier On’s work to support returned veterans
Left to right: Matt Jones, Jamie McRae, Jonathan Casella, Sarah
Watson, Andy Cullens, Hamish Blake, Steven McDonald and Scott
Sunderland (coach)
has a great esprit de corps. This is made even more special by
the support and participation of Hamish Blake and one of my
cycling heroes, Cadel Evans.
On this ride, I am dedicating every pedal turn to two of my
mates who I played rugby with at ADFA: Mick Fussell and
Bryce Duffy. Bryce and Mick never made it home from their
last deployments. They were good mates of mine; and I still
have mates who are hurting from their experiences – and it is
within our power to help and support them.”
For more information on Soldier On, www.soldieron.org.au
Left to right: Andy Cullens, Jonathan Casella, Steven McDonald,
the Hon Tony Abbott, Jamie McRae and Matt Jones.
through rehabilitation and reintegration services. The team
was also supported during the ride by Tour de France winner
Cadel Evans and comedian Hamish Blake.
KPMG has supported Soldier On since its inception and many
KPMG employees help to deliver services and fundraise.
Active volunteer and former Army Officer, KPMG’s Andy
Cullens was invited to fill a spot on the team just a few weeks
before the team headed overseas. Andy set himself a target
to raise $20,000 by the time of the team’s departure and
exceeded this, raising more than $28,000 for the charity.
Before the race, Andy described his motivation:
“The team I am riding with: Sarah, Jamie, Jono, Steve and
Matt have all been affected by their service – this ride is
helping them both physically and mentally. Our team already
Left to right: Matt Jones, the Hon Tony Abbott, Captain Dan Fussell
and Andy Cullens. Dan’s brother Mick Fussell was killed while
serving in Afghanistan in 2008. Andy Cullens has dedicated this
Soldier On bike ride to Mick as well as his friend Bryce Duffy.
22
Queensland
FY15 proved to be a challenging yet
productive year for the Queensland
office. We finished the year solidly which
was a significant achievement given
the change in Government, and variable
economic activity. Resilience played an
increased role in our business success
as well as adopting innovation into our
processes and strategies.
Considerable focus was placed on
deepening relationships with several
key industry bodies. Our committed
efforts strengthened the profiles
of our industry experts, provided
our people with keynotes or panel
opportunities, and our comment was
sought for business perspectives on
industry dynamics. Locally we’re active
across several sectors with industry
participation varying from membership
to sponsorship. These relationships
provide both our firm and our clients a
range of opportunities and will continue
to be a cornerstone of our local market
strategies. Looking forward, these
relationships will continue to grow and
cement our industry depth and breadth.
On the people front, we have recently
welcomed three new partners into
the KPMG family (see page 16) and
farewelled one of our colleagues. Trevor
Pascall’s contribution to the firm and
in particular to the local Tax practice
deserves acknowledgement. On 30 June
2015 Trevor closed a 16 year chapter
at KPMG. Joining originally in 1999 as a
Manager in our Parramatta office, Trevor
relocated to Sydney in 2001 and then
transferred to Brisbane in 2004, joining
the Partnership in 2006. He built a strong
reputation as a market-leader specialising
in Energy and Natural Resources and
was well-known for his regular speaking
spots on resource taxes.
Alumni Networking Function
and 2015 Partner Reunion –
A Great Success
After much anticipation we
launched a new, exclusive
networking series for
KPMG Alumni. On June
18, we hosted an exciting
networking function for
Alumni at Brisbane’s Rush
Bar & Dining. With over 70
guests attending the event,
it was a great evening. This
new series of networking
functions has replaced
our annual cocktail event,
and aims to provide more
regular opportunities to
connect and keep in touch
with former and current
colleagues in a casual and
relaxed environment. These
events are an important
part of our commitment to
ensuring alumni have the
opportunity to build their
professional networks and
stay connected. We will host
the next instalment in this
series later this year – stay
tuned for further details.
Our annual Partner Reunion
also took place on the 25
June. The luncheon saw
an intimate group of both
former and current partners
gather to reunite over good
food, wine and camaraderie.
Over lunch, Queensland
Chairman, Rob Jones,
delivered an update on how
the firm is progressing both
on a national level and from
a local perspective. The
partner reunion remains an
anticipated and entertaining
event on the Alumni event
calendar.
Finally, we’re excited to announce a new
partnership with the Royal Brisbane and
Women’s Hospital (RBWH) Foundation.
Recently launched and selected via
staff voting, this commitment will
run concurrently with our existing
Corporate Citizenship partnerships
and drive an office-wide strategy to
maximise collaboration and contribution.
As background, the Foundation was
formed to deliver additional funds to pay
for equipment, training and research
that will ensure the Royal Brisbane
and Women’s Hospital remains at the
forefront of patient care and the leading
edge of new technology and treatment
methods. Our commitment will
include skills transfer, volunteering
and fundraising.
inancial Services Networking
F
function – Register your
interest now
As we look to expand our
local Alumni program we
will be hosting a Financial
Services industry alumni
networking function later
this year. This event will
provide a unique opportunity
to meet with friends,
connect with former
colleagues and expand your
business networks with
other alumni working in the
Financial Services industry.
The format will incorporate
a briefing session with
KPMG’s Financial Services
leaders on key topics
impacting the industry.
If you currently work within
the Financial Services industry
and would be interested in
attending this event, please
check your email address and
organisations details are up
to date to ensure you receive
your invitation. You can
register your interest for this
event at KPMGAlumniQLD@
kpmg.com.au. Further details
and information will be
communicated shortly.
23
24
Western Australia
Whilst the past year has been challenging
for many Western Australian companies,
there appears to be a renewed sense of
optimism in some sectors as we move
into FY16.
For KPMG, our appointment as auditors
of South32, BHP Billiton’s recently
demerged global metals and mining
company, has certainly placed us well
for the year ahead.
Discussions with business leaders
seeking to create the next wave of
growth, have also indicated a strong
desire for new, innovative solutions
that will help solve some of their most
difficult challenges.
• Perth Tax Partner, Ben Opie was
recently appointed KPMG’s National
Leader of our Japanese practice
With this in mind, we were delighted
to launch KPMG’s Energise accelerator
program earlier this year to help
stimulate innovation in the energy and
natural resource (ENR sector).
• Greg Evans is now Global Leader for
M&A mining, and
We also recognise that strong
leadership is critical to our future
growth. It is therefore really pleasing
to see some of our KPMG partners in
Perth take on national and global roles:
• Craig Yaxley, KPMG’s Partner in
Charge of Tax in Perth was appointed
to the Australian Government’s
Taxation Board earlier this year.
At KPMG, we also continue to build
on our growth strategy through the
acquisition of new businesses, and
recently acquired Hayes Knight to expand
on our Private Enterprise practice.
Sabina has been awarded the Member
of the General Division of the Order
of Australia (AM) for her significant
service to the mining industry through
executive roles in the resources sector.
She is also highly regarded for establishing
the mining industry group – Women in
Mining and Resources WA (WIMWA).
Sabina now joins a special company
of Australians whose actions have
contributed countless hours working
towards enriching our community.
Congratulations Sabina on achieving
this extraordinary honour.
Lisa sleeps-out for the Homeless
KPMG Partner, Lisa Bayakly was recently
prompted into action after becoming
aware of the staggering statistic: on any
given night more than 105,000 people
are homeless in Australia – of which
44% are women and 17% are children.
To that end, KPMG was pleased to
launch its Energise accelerator program
to help connect some of Australia’s
brightest start-ups with major ENR
corporates – including Woodside, RCF,
Global Jolimont, Atlas Iron, BHP Billiton,
FMG, Inpex, MACA, Shell, Synergy,
Worley Parsons, Laing O’Rourke,
Westrac, South32 and Iluka.
• Ecocentric Energy
• Element Engineering Australia
• Global Unmanned Systems
•GreenSync
• Sandpit Innovation
• Sentient Computing
•Skrydata
• Notio Pty Ltd.
This group of winners represent a
well-balanced cohort of companies
showcasing physical, technological and
patented innovations, and spanning
a diverse range of industries from
metadata management to construction.
We congratulate all the successful
applicants and look forward to working
with them over the 12-week rapidgrowth program.
KPMG signs deal with Pride WA
Sabina Shugg
For all of us who no doubt spend each
night tucked up in a warm bed inside,
I ask you to stop for a moment and think
about those people who spend each
night outside in rough and freezing cold
conditions.
In a challenging global market, the ENR
sector is looking for strong innovation
and sustainable measures that drive
efficiency and growth.
The program attracted a significant
number of high quality applications
from across Australia, making the final
selection process very competitive.
However, the following start-up
companies have been chosen to take
part in the exciting, yet intense, 12-week
accelerator program:
Congratulations Sabina Shugg AM
We are thrilled to advise that Sabina
Shugg, KPMG’s Mining Performance
Leader of Mining Operations, was
recognised recently in the 2015
Queen’s Birthday Honours list.
Top 8 start-ups Selected for Energise
To assist, Lisa joined over 100 Western
Australian senior business leaders
participating in the Vinnies CEO
Sleepout, which involves spending a
wintery night under the stars at the
WACA and raising vital funds to assist
homeless people in Australia.
As a result, Lisa raised over $10,000 – an
outstanding effort and we congratulate
her on her commitment to this very
worthy cause.
At KPMG, creating a culture that
embraces people of all religious
backgrounds, race, age and gender is
incredibly important.
Pride WA is Western Australia’s
largest community group representing
the lesbian, gay, bisexual, trans and
intersex community.
Our WA Diversity & Inclusion Council
was therefore proud to announce a
new three-year sponsorship deal with
Pride WA.
We are the first of the Big 4 to take
this step and see it as an exciting
opportunity to work collaboratively with
other major supporters and clients,
such as the City of Perth, Lotterywest
and UWA, as we collectively drive the
Pride WA message across a broad
program of events and activities.
Alumni Networking Event
Keeping in contact with our former
partners and staff is greatly valued at
KPMG. As such, we were thrilled to see
so many of you at our Alumni networking
event in June.
Thank you to everyone who was able to
join us for our 2015 Alumni Networking
Function on Wednesday 3 June at the
Stables Bar.
It was great to catch up with so many
of you who have spent time creating
memories at KPMG, and we look
forward to keeping in touch over FY16.
Lisa Bayakly
25
Latest
publications
A framework for retirement incomes
Thought leadership and analysis across a spectrum
of issues and challenges faced by companies both in
Australia and around the world. Including insights and
much more!
Having the right tools at hand can greatly help
businesses proactively prepare for whatever the future
may hold, for example:
Global CEO Outlook 2015:
The outlook for Australia
Stay We would love
connected to hear from you
Alumination is your alumni newsletter so we would love to
hear your feedback on the topics explored in this issue.
Where are YOU now?
Provide your feedback
Nominate topics of interest
In this white paper developed by KPMG and
Challenger we propose a framework which
will help fund members optimise their
retirement outcomes.
In our 2015 Global CEO Outlook Study we
asked over 1,200 CEOs, including 52 from
Australia, about how their company and the
business world is evolving and what they will be
doing over the next 3 years to turn challenges
into opportunities.
26
Get in touch to be profiled
We are proud of the achievements of our alumni and would love to
share your story! Profiling offers a unique opportunity to highlight
your achievements to our network of over 8,000 contacts. For the
opportunity to be profiled in a future edition of Alumination, please
contact our Alumni team.
Alumni on LinkedIn
Stay connected with former colleagues and friends via our alumni
group on LinkedIn – KPMG Australia Alumni.
Open to all KPMG alumni and current employees, your alumni
LinkedIn group will help you stay up-to-date with the latest
in KPMG insights, join our discussions or simply expand your
business network.
To join, simply search for ‘KPMG Australia Alumni’ on LinkedIn.
We also encourage you to follow the official KPMG Australia
company page.
Contact Us
Visit our website to download the report
Visit our website to download the report
For more information on KPMG’s
Alumni program, please email
[email protected]
Keep your details up to date
Updating your details to ensure we have your correct email address
will ensure you receive copies of Alumination and other news and
event invitations by email. Ensuring your contact and organisation
details are up to date ensures you receive industry specific
communications and invitations.
The information contained in this document is of a general nature and is not intended to address the objectives, financial situation or needs of any particular individual or entity. It is provided for information purposes only and does not
constitute, nor should it be regarded in any manner whatsoever, as advice and is not intended to influence a person in making a decision, including, if applicable, in relation to any financial product or an interest in a financial product.
Although we endeavour 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.
To the extent permissible by law, KPMG and its associated entities shall not be liable for any errors, omissions, defects or misrepresentations in the information or for any loss or damage suffered by persons who use or rely on such
information (including for reasons of negligence, negligent misstatement or otherwise).
© 2015 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG
name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation. August 2015. VICN13125MKT.

Alumination: Winter 2015

Transcription

Similar documents

TRANSLATION Independent Auditors` Report TO

Joint Ventures - The `new normal` for corporate growth?

High Level Observa^ons - Departamento de Hacienda de Puerto Rico

Federal and Provincial Income Tax Rates and Brackets

UEFA EURO 2020 Bid Book preparation

Kicking the Tires Without Stubbing Your Toe – Pension Plan Due

View Sample

press clipping - The Malaysian Institute Of Certified Public Accountants