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ESG as the watermark: how we make an impact at KPMG
KPMG · 2024 · context
ESG as the watermark: how we make an impact at KPMG
 KPMG has strong governance for overseeing our activities, setting policies and aligning our strategy with our Purpose.
KPMG · 2024 · context
KPMG has strong governance for overseeing our activities, setting policies and aligning our strategy with our Purpose.
 Delivering quality audit and assurance
KPMG · 2024 · key_messages
Delivering quality audit and assurance
 Cultivating a responsible tax practice
KPMG · 2024 · key_messages
Cultivating a responsible tax practice
 Acting transparently with accountability and integrity
KPMG · 2024 · context
Acting transparently with accountability and integrity
 Driving ethical decision-making
KPMG · 2024 · case_study
Driving ethical decision-making
 Advocating for equal opportunity
KPMG · 2024 · other
Advocating for equal opportunity
 Driving pay equity
KPMG · 2024 · case_study
Driving pay equity
 Creating spaces to come as you are
KPMG · 2024 · case_study
Creating spaces to come as you are
19% — participation growth
 Building an AI-skilled workforce
KPMG · 2024 · case_study
Building an AI-skilled workforce
17,500 — employee participation
 Consideration of climate-related risks in the financial statement audit
KPMG · 2024 · kpi_dashboard
Consideration of climate-related risks in the financial statement audit
100% — Audit quality metrics
 Next generation of leaders driving a sustainable future
KPMG · 2024 · case_study
Next generation of leaders driving a sustainable future
 Boosting climate change resilience across Africa
KPMG · 2024 · case_study
Boosting climate change resilience across Africa
US$8.9 million — Funding mobilized
 Powering the blue economy in Papua New Guinea
KPMG · 2024 · case_study
Powering the blue economy in Papua New Guinea
 Prosperity
KPMG · 2024 · section_divider
Prosperity
 Adopting technology with trust
KPMG · 2024 · case_study
Adopting technology with trust
 A significant community investment
KPMG · 2024 · case_study
A significant community investment
US$181 million — Community investment
 Making meaningful differences collaborating with UNESCO
KPMG · 2024 · case_study
Making meaningful differences collaborating with UNESCO
 S&P 500 index at inflection points
JPMorgan · 2026 · financial_analysis
S&P 500 index at inflection points
6,344 — S&P 500 Index Level
 Magnificent 7: Performance, earnings and dispersion
JPMorgan · 2026 · market_landscape
Magnificent 7: Performance, earnings and dispersion
71% — Price return
 Alternatives: Correlations, returns and yields
JPMorgan · 2026 · bubble_chart
Alternatives: Correlations, returns and yields
 Risk investing and the power of compounding
JPMorgan · 2026 · market_landscape
Risk investing and the power of compounding
$90,943 — Inflation-adjusted value
 Investing at all-time highs
JPMorgan · 2026 · context
Investing at all-time highs
82% — S&P 500 total returns
 There are 27 potential options for the sharing of cost and revenue performance relative to a baseline trajectory. L.E.K. has analysed the building blocks necessary to evaluate all of these, but we have focussed our evaluation summaries on 4 of the options
misc · 2011 · executive_summary
There are 27 potential options for the sharing of cost and revenue performance relative to a baseline trajectory. L.E.K. has analysed the building blocks necessary to evaluate all of these, but we have focussed our evaluation summaries on 4 of the options
 Summary of the 4 options for sharing cost and revenue performance relative to a baseline trajectory that have been included in L.E.K.'s evaluation summary
misc · 2011 · executive_summary
Summary of the 4 options for sharing cost and revenue performance relative to a baseline trajectory that have been included in L.E.K.'s evaluation summary
 L.E.K. has evaluated a further 4 options for changing incentives which do not (necessarily) involve the sharing of cost or revenue under/outperformance relative to a defined baseline. This results in a total of 8 options
misc · 2011 · strategic_options
L.E.K. has evaluated a further 4 options for changing incentives which do not (necessarily) involve the sharing of cost or revenue under/outperformance relative to a defined baseline. This results in a total of 8 options
 L.E.K. has taken into account 13 different criteria in its evaluation of the 8 options
misc · 2011 · framework_other
L.E.K. has taken into account 13 different criteria in its evaluation of the 8 options
 L.E.K. has drawn on a number of different sources in its evaluation of the 8 options and has used a 5 point scoring system to help summarise the results of the evaluation process
misc · 2011 · executive_summary
L.E.K. has drawn on a number of different sources in its evaluation of the 8 options and has used a 5 point scoring system to help summarise the results of the evaluation process
 Options 3, 7 and 8 appear to be the most attractive in the short term. However, Options 3 and 7 are focussed on the same objective
misc · 2011 · comparison_table
Options 3, 7 and 8 appear to be the most attractive in the short term. However, Options 3 and 7 are focussed on the same objective
 Achieving better alignment of incentives should be viewed as a journey. It is important that the industry makes the first steps on that journey imminently in order to set expectations for industry participants
misc · 2011 · executive_summary
Achieving better alignment of incentives should be viewed as a journey. It is important that the industry makes the first steps on that journey imminently in order to set expectations for industry participants
 Horizontal separation of Network Rail is an essential enabler of all of the cost and revenue sharing options* (1 of 2)
misc · 2011 · executive_summary
Horizontal separation of Network Rail is an essential enabler of all of the cost and revenue sharing options* (1 of 2)
 Horizontal separation of Network Rail is an essential enabler of all of the cost and revenue sharing options* (2 of 2)
misc · 2011 · executive_summary
Horizontal separation of Network Rail is an essential enabler of all of the cost and revenue sharing options* (2 of 2)
 Horizontal separation of NR would improve the attractiveness of Option 1, Symmetrical Regional EBS, but some significant issues would remain
misc · 2011 · comparison_table
Horizontal separation of NR would improve the attractiveness of Option 1, Symmetrical Regional EBS, but some significant issues would remain
 L.E.K. has concerns that a Regional EBS would not deliver VfM in the short term due to a number of factors such as TOCs' limited ability to influence NR's costs. If a Regional EBS were to be implemented then a phased approach aligned with horizontal separation of NR would be best
misc · 2011 · executive_summary
L.E.K. has concerns that a Regional EBS would not deliver VfM in the short term due to a number of factors such as TOCs' limited ability to influence NR's costs. If a Regional EBS were to be implemented then a phased approach aligned with horizontal separation of NR would be best
 Given the uncertainty over whether a Regional EBS would deliver VfM for taxpayers, in might be best to include it as a priced option during franchise bids rather than as the base case
misc · 2011 · recommendation
Given the uncertainty over whether a Regional EBS would deliver VfM for taxpayers, in might be best to include it as a priced option during franchise bids rather than as the base case
 The relative attractiveness of an outperformance-only EBS mechanism and a symmetrical mechanism depends on how TOCs would price these two mechanisms, and this is uncertain
misc · 2011 · executive_summary
The relative attractiveness of an outperformance-only EBS mechanism and a symmetrical mechanism depends on how TOCs would price these two mechanisms, and this is uncertain
 L.E.K. recommends that funders / ORR promote Option 8, bespoke line-of-sight deals. However, a cultural change is required in order for these to make a significant contribution to improving rail industry VfM
misc · 2011 · recommendation
L.E.K. recommends that funders / ORR promote Option 8, bespoke line-of-sight deals. However, a cultural change is required in order for these to make a significant contribution to improving rail industry VfM
 Funders and the ORR would need to do a number of things to facilitate these deals
misc · 2011 · implementation_plan
Funders and the ORR would need to do a number of things to facilitate these deals
 Option 8 is a carrot-based option not a stick-based option. Allowing train operators and NR to develop their own approach to bespoke line-of-sight deals would maximise the scope for innovation
misc · 2011 · executive_summary
Option 8 is a carrot-based option not a stick-based option. Allowing train operators and NR to develop their own approach to bespoke line-of-sight deals would maximise the scope for innovation
 The ITT provided a list of assumptions that L.E.K. was required to make for the purposes of the cost and revenue sharing study
misc · 2011 · context
The ITT provided a list of assumptions that L.E.K. was required to make for the purposes of the cost and revenue sharing study
 Given the practical focus of this study, L.E.K. carried out an extensive programme of stakeholder consultation to understand the views of industry participants
misc · 2011 · context
Given the practical focus of this study, L.E.K. carried out an extensive programme of stakeholder consultation to understand the views of industry participants
 There are 27 potential options for the sharing of cost and revenue performance relative to a baseline trajectory. L.E.K. has analysed the building blocks necessary to evaluate all of these, but we have focussed our evaluation summaries on 4 of the options
misc · 2011 · strategic_options
There are 27 potential options for the sharing of cost and revenue performance relative to a baseline trajectory. L.E.K. has analysed the building blocks necessary to evaluate all of these, but we have focussed our evaluation summaries on 4 of the options
 Summary of the 4 options for sharing cost and revenue performance relative to a baseline trajectory that have been included in L.E.K.'s evaluation summary
misc · 2011 · comparison_table
Summary of the 4 options for sharing cost and revenue performance relative to a baseline trajectory that have been included in L.E.K.'s evaluation summary
 L.E.K. has evaluated a further 4 options for changing incentives which do not (necessarily) involve the sharing of cost or revenue under/outperformance relative to a defined baseline. This results in a total of 8 options
misc · 2011 · strategic_options
L.E.K. has evaluated a further 4 options for changing incentives which do not (necessarily) involve the sharing of cost or revenue under/outperformance relative to a defined baseline. This results in a total of 8 options
 The rest of this report is structured in two main sections
misc · 2011 · transition
The rest of this report is structured in two main sections
 1 – Scope: The starting point for the “full scope” option is the broadest possible scope of costs and revenues being included in the mechanism. This section then considers which items should be excluded
misc · 2011 · problem_statement
1 – Scope: The starting point for the “full scope” option is the broadest possible scope of costs and revenues being included in the mechanism. This section then considers which items should be excluded
7.1 — GB rail industry cost and revenue
 1 – Scope: TOC revenue (2 of 3): Not including TOC schedule 8 receipts would cause perverse incentives. However, NR’s corresponding schedule 8 costs should be excluded to avoid TOCs being worse off than currently
misc · 2011 · financial_analysis
1 – Scope: TOC revenue (2 of 3): Not including TOC schedule 8 receipts would cause perverse incentives. However, NR’s corresponding schedule 8 costs should be excluded to avoid TOCs being worse off than currently
 Analysis of the drivers of TOC passenger revenue suggest that there is an economic case for NR to take a minority share in TOC revenue
misc · 2011 · diagnosis
Analysis of the drivers of TOC passenger revenue suggest that there is an economic case for NR to take a minority share in TOC revenue
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