London, United Kingdom
London, United Kingdom

KPMG is one of the largest professional services companies in the world and one of the Big Four auditors, along with Deloitte, EY and PwC. Its global headquarters is located in Amstelveen, the Netherlands.KPMG employs 162,000 people and has three lines of services: audit, tax, and advisory. Its tax and advisory services are further divided into various service groups.The name "KPMG" was chosen when KMG merged with Peat Marwick. Wikipedia.

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A system and process for forecasting third party disruption that uses a complex computerized network map as part of a risk model may be used to analyze risk for third parties. A number of risk factors or nodes of the map may include a wide range of risks (e.g., corruption) that have an impact on third parties in a geographic region. A baseline risk level may be established by scoring underlying risk measures for respective geographic regions. By executing the risk model using dynamic signal processing in a near real-time manner and considering impact, velocity, likelihood, and interconnectedness of risk factors and the diffusion of risk across a network, potential third party disruption and/or vulnerability can be forecasted.

News Article | June 14, 2017

"Disruption has become a fact of life for CEOs and their businesses as they respond to heightened uncertainty," says John Veihmeyer, Global Chairman of KPMG. "But importantly, most see disruption as an opportunity to transform their business model, develop new products and services, and reshape their business so it is more successful than ever before. In the face of new challenges and uncertainties, CEOs are feeling urgency to 'disrupt and grow'." Highlights of KPMG's 2017 Global CEO Outlook KPMG's 2017 Global CEO Outlook report provides insights of global CEOs' expectations for business growth, the challenges they face and their strategies to chart organizational success over the next 3 years. Key findings include: "CEOs understand that speed to market and innovation are strategic priorities for growth in uncertain conditions," says Veihmeyer. "At the same time, they are being pragmatic about managing uncertainty – this includes strengthening their business in established markets so they can protect their bottom line while preparing to seize new opportunities." A changing geopolitical climate The annual study by KPMG International of nearly 1,300 CEOs from companies across 11 industries in 10 countries found that many CEOs are focused on geopolitical challenges: The evolving risk landscape One of the most striking changes in this year's survey is the rise in the number of CEOs who cite reputational and brand risk as a top current concern. This is the third most important risk (out of 16 in total), after not featuring in the top 10 in 2016. CEOs also see reputation and brand risk as having the second biggest potential impact on growth over the next 3 years, which is a change in ranking from seventh out of 10 in 2016. Cyber security, which CEOs ranked as the top risk in 2016, has this year fallen to position 5 (of 16), in part, reflecting CEO views on the progress their business has made in cyber risk management. Today, four in 10 (42 percent) say they feel adequately prepared for a cyber event – up from 25 percent in 2016. Technology challenges – a battle for talent Contrary to popular view, on average, 58 percent of CEOs actually expect cognitive technologies to increase headcount across 10 key types of roles in the immediate future. While 32 percent expect this growth to be slight, there is still a clear expectation that more specialist employees will be needed, at least in the short term. This would suggest that client experience, not cost reduction, is seen by CEOs as a key driver in adopting cognitive technologies. Attracting highly skilled talent – instead of managing technical issues around the technology itself – is seen by CEOs as the top challenge in implementing cognitive technologies. More generally, CEOs expect headcounts to continue growing, but to grow at a slower pace than expected in 2016. Last year, 73 percent of CEOs expected their number of employees to increase by more than 6 percent in the next 3 years. In 2017, less than half (47 percent) expect this level of growth. While CEOs are focusing on evolving their businesses, they are also evolving their own role – 70 percent of CEOs say they are now more open to new influences and collaborations than at any other point in their career. A focus on trust In light of operating within an increasingly transparent business environment, three quarters of CEOs (74 percent) say their organization is placing greater importance on trust, values and culture in order to sustain its long-term future. CEOs are seeing this trend continue for the immediate future: 65 percent agreed that levels of trust in business will stay the same or decline in the next 3 years. More than seven in 10 (72 percent) correlate being a more empathetic organization with higher earnings. Companies today are increasingly realizing that building trust is consistent with their business objectives. To view additional information about the study, please visit You can also follow the conversation @KPMG on Twitter using the hashtag: #CEOoutlook. About KPMG's 2017 Global CEO Outlook survey The survey covers 1,261 CEOs in 10 key markets (Australia, China, France, Germany, India, Italy, Japan, Spain, UK and US) and 11 key industry sectors (automotive, banking, infrastructure, insurance, investment management, life sciences, manufacturing, retail/consumer markets, technology, energy/utilities and telecom). A third of the companies surveyed have more than US$10B in annual revenue, with no responses from companies under US$500M. The survey was conducted between 21 February and 11 April 2017. NOTE: some figures may not add up to 100 percent due to rounding. About KPMG KPMG is a global network of professional services firms providing Audit, Tax and Advisory services. We operate in 152 countries and have 189,000 people working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. Each KPMG firm is a legally distinct and separate entity and describes itself as such.

Agency: GTR | Branch: EPSRC | Program: | Phase: Research Grant | Award Amount: 3.44M | Year: 2013

Compared to many parts of the world, the UK has under-invested in its infrastructure in recent decades. It now faces many challenges in upgrading its infrastructure so that it is appropriate for the social, economic and environmental challenges it will face in the remainder of the 21st century. A key challenge involves taking into account the ways in which infrastructure systems in one sector increasingly rely on other infrastructure systems in other sectors in order to operate. These interdependencies mean failures in one system can cause follow-on failures in other systems. For example, failures in the water system might knock out electricity supplies, which disrupt communications, and therefore transportation, which prevent engineers getting to the original problem in the water infrastructure. These problems now generate major economic and social costs. Unfortunately they are difficult to manage because the UK infrastructure system has historically been built, and is currently operated and managed, around individual infrastructure sectors. Because many privatised utilities have focused on operating infrastructure assets, they have limited experience in producing new ones or of understanding these interdependencies. Many of the old national R&D laboratories have been shut down and there is a lack of capability in the UK to procure and deliver the modern infrastructure the UK requires. On the one hand, this makes innovation risky. On the other hand, it creates significant commercial opportunities for firms that can improve their understanding of infrastructure interdependencies and speed up how they develop and test their new business models. This learning is difficult because infrastructure innovation is undertaken in complex networks of firms, rather than in an individual firm, and typically has to address a wide range of stakeholders, regulators, customers, users and suppliers. Currently, the UK lacks a shared learning environment where these different actors can come together and explore the strengths and weaknesses of different options. This makes innovation more difficult and costly, as firms are forced to learn by doing and find it difficult to anticipate technical, economic, legal and societal constraints on their activity before they embark on costly development projects. The Centre will create a shared, facilitated learning environment in which social scientists, engineers, industrialists, policy makers and other stakeholders can research and learn together to understand how better to exploit the technical and market opportunities that emerge from the increased interdependence of infrastructure systems. The Centre will focus on the development and implementation of innovative business models and aims to support UK firms wishing to exploit them in international markets. The Centre will undertake a wide range of research activities on infrastructure interdependencies with users, which will allow problems to be discovered and addressed earlier and at lower cost. Because infrastructure innovations alter the social distribution of risks and rewards, the public needs to be involved in decision making to ensure business models and forms of regulation are socially robust. As a consequence, the Centre has a major focus on using its research to catalyse a broader national debate about the future of the UKs infrastructure, and how it might contribute towards a more sustainable, economically vibrant, and fair society. Beneficiaries from the Centres activities include existing utility businesses, entrepreneurs wishing to enter the infrastructure sector, regulators, government and, perhaps most importantly, our communities who will benefit from more efficient and less vulnerable infrastructure based services.

Kpmg | Date: 2014-04-02

A system and method of performing customer onboarding may include accessing business data derived from compliance documents of a potential customer in a NoSQL database. Grouped assertions in a computer-executable format may be caused to be applied to the business data in a sequence. A determination as to whether the business data complies with the grouped assertions may be made, and a report inclusive of whether the business data complies with the grouped assertions may be generated.

A system and method of finding and inventorying related data in multiple, distinct tables of a data repository may include storing raw data from multiple, distinct tables in a schema-less design format in a schema-less data repository, where the raw data includes data values and metadata associated with the data values. A first set of data values may be identified from the raw data that matches a search parameter. A first set of metadata associated with the identified first set of data values may be identified. A determination of a second set of metadata related to metadata in the first set of metadata may be made. A second set of data values related to the search parameter may be identified, and an inventory inclusive of metadata that provides an inventory to the identified data values for processing.

A system and method for automatically establishing connections to tables within a data repository may include establishing a pointer to a data repository inclusive of a plurality of tables. System-level metadata within a data repository, catalog, and tables may be accessed. Connections for the respective tables inclusive of data values and metadata associated with the data values may be automatically created.

A system and method of availing executable rules for performing a government regulation compliance review using a rules-based engine may include encoding assertions into a computer-executable format. The assertions may be converted from the computer-executable format to a conventional rules-based format. The assertions in the rules-based format may be available for execution in a rules-based engine for applying the assertions to business data being stored in a structured database.

A system and method of reconciling reference data of a business transaction may include parsing the document to identify at least one set of a subject, predicate, and object data contained within the document in response to receiving a document associated with a business transaction. A determination of at least one predicate of interest from the set(s) of a subject, predicate, and object data may be made. A transaction data set in an RDF triple data format for each set of subject, predicate, and object data inclusive of the at least one predicate of interest may be generated. A determination of reference data of a transaction data set may be made. The reference data may be compared with master data representative of potential identities to which the reference data of the business transaction refers so that a determination of a correct identity of the reference data may be made.

A system and method of establishing a documentary audit trail for a government regulatory compliance review may include accessing a set of assertions derived from government regulations. Subsets of the assertions may be associated with ordered steps in a workflow. The subsets of the assertions may be applied to business data derived from at least one document as ordered by the workflow. In response to applying the subsets of assertions to the business data, the steps of the workflow may be recorded in association with the respective subsets of the assertions. A report showing which of the assertions were applied to the business data at each of the ordered steps of the workflow may be generated, thereby creating an audit trail as to which government regulations were applied to business data during the regulatory compliance review.

Agency: NSF | Branch: Contract | Program: | Phase: OPERATIONS SUPPORT PROGRAM | Award Amount: 559.62K | Year: 2014


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