inclusion diversity report

Inclusion is about all of us.

KPMG.com.au

Inclusion & Diversity Report2017/18

http://www.kpmg.com.au

b Inclusion is about all of us – Inclusion & Diversity Report

© 2018 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 and logo and are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

Inclusion is about all of us. Creating a culture that strives for equity and embraces, respects and values differences for all of our people.

Diversity is about each of us.It is about the variety of unique experiences, qualities and characteristics we all possess.



Inclusion is about all of us – Inclusion & Diversity Report 1



Inclusion and diversity is part of the fabric of KPMG.We know our diverse backgrounds and experiences deliver meaningful benefits to our people and clients through diversity of thought and innovation and strengthens our relationships. It also makes KPMG a vibrant and interesting place to work.

At the core of KPMG’s culture are a set of values that bring out the best in our people. These values are demonstrated in how we respect each person and the unique contributions they bring. It’s how our leaders are stepping up and setting an example of how to be inclusive. And it’s how we collaborate and interact with our colleagues, clients and the broader community. When we understand and respect one another, we can begin to achieve great things together.

We are proud of the progress we have made at KPMG and our new Inclusion & Diversity Strategy 2020 will continue to challenge us and take us forward. We are committed to embrace inclusion, share and learn from each other, and contribute to positive social change.

Inclusion demands we see beyond our differences to create a culture which unlocks the power of diversity, because no matter how much we talk about our diverse people if we are not inclusive in our business then we will not succeed in a challenging, disruptive world.

Diversity is who we are. Inclusion is what defines us.

Gary Wingrove CEO, KPMG Australia

2 Inclusion is about all of us – Inclusion & Diversity Report



Why inclusion and diversity matters to KPMG:

By celebrating our diverse backgrounds, we are able to gain a better understanding of one another, cultivate greater respect, and nurture deeper connections with our teams, clients and within our communities.

We are committed to providing an environment which enables everyone to succeed – a safe space for our people to bring their whole selves to work – where inclusion is at the heart of our values.

Importantly for our clients, we know that bringing together unique ideas, perspectives and experiences ensures we have the breadth of knowledge to create truly innovate solutions.




KPMG Inclusion & Diversity Strategy 2020

Inclusion is key to being a diverse organisation. We are part of a wider society which is changing rapidly.

Our Inclusion & Diversity Strategy 2020 aligns to our firm values, and it gives meaning to our Purpose of inspiring confidence and empowering change.

• We know that it’s the right thing to do – for our people, our clients, our community relationships and our firm.

• We know it’s the smart thing to do – for increased performance, a better organisational culture and to attract and retain great talent.•

• Our clients demand it – to work inclusively with our clients and offer diversity of thought to increasingly complex challenges.

CULTURAL DIVERSITY

GENDER EQUALITY

FAMILY & CARING

LGBT + INCLUSION

Inclusion & Diversity

Strategy 2020

PEOPLE WITH DISABILITY

We: Embrace InclusionShare and Learn from each otherContribute to Social Change






CULTURAL DIVERSITY

GENDER EQUALITY

Working flexibly… a foundation to success

A culture of flexible working is critical to retain and attract diverse talent which is why it is the foundation of our inclusion and diversity strategy. Imagine a career where you’re trusted to do what you’re good at, in a way that fits in with the life you want to live. This is the environment we aspire to at KPMG. Informal flexible working is commonplace, and ten percent of our people have a formal flexible working arrangement (such as working part-time).

Cultural Diversity

Australia has a culturally diverse society. By embracing and celebrating our different cultural backgrounds we are better able to reflect our clients and communities.

Gender Equality

Setting gender targets is a tangible, measurable demonstration of our commitment to fostering diversity and gender equality across our firm. We set our first female partnership targets in 2013, and in August 2016, announced a higher target of 30 percent women in partnership by December 2020.

In 2013 when we first set targets, 16 percent of partners were women. By 2017, 24 percent of partners are women.

Watch our video sharing stories of our extraordinary people embracing flexibility.

https://www.youtube.com/watch?v=wufmT-EuXj0&feature=youtu.be





LGBT + INCLUSION

FAMILY & CARING

People with Disability

We aim to focus on people’s abilities and how we can help them succeed. We understand that disability may or may not be apparent, and aim to provide an accessible and inclusive workplace.

LGBT+ Inclusion

Creating an environment where our lesbian, gay, bisexual and transgender (LGBT+) people are welcomed and valued is a focus for LGBT+ inclusion. Our Pride@KPMG network’s purpose is to “engage our work colleagues, our clients and our community

partners on matters relevant to the LGBT+ community; influence and be advocates for positive change regarding sexual orientation and gender identity; and celebrate difference and promote inclusion”.

Family & Caring

Balancing work and family responsibilities directly impacts our people’s ability to build successful, satisfying and sustainable careers. We recognise the importance of family and the various caring responsibilities our people have which is why all our people have equal access to paid parental and carer leave. In 2017, 13.5 percent of our people taking main parental leave were men.




Speaking out Does political correctness create more cohesive workplaces?

“ Employees from diverse backgrounds should be empowered to work together cohesively, whilst avoiding an environment where employees are unable to feel comfortable expressing themselves naturally, or feel as though they must walk on eggshells to avoid causing offence.”

Timothy Zahara, Lawyer, KPMG Law

Uttering the phrase ‘political correctness’ in the workplace is not a good way to make friends. Few people are interested in being lectured by the ‘PC police’, and it is difficult to avoid the perception that you are trying to inhibit the larrikin spirit that forms an important part of the Australian culture. Despite this, there is a case to be made for political correctness in the workforce, but only if it can be effectively harnessed as a tool to facilitate workplace harmony as opposed to seeking to allocate blame.

I still remember my first week as a new graduate working in a conservative organisation. I overheard a loud conversation outside my office in which a derogatory term was casually and repeatedly used to refer to gay men. Nobody involved in the conversation reacted at all, and I seriously questioned whether this was a workplace that welcomed diversity.

I did nothing about it at the time however, afraid of coming across as overly sensitive. Had I been able to




speak up, confident that my concerns would be taken seriously, I would have learned much more quickly that this particular incident was an aberration in an otherwise very accepting workplace.

There is no question that encouraging diversity in the workplace is a worthy goal. What is often doubted, however, is whether encouraging a culture of political correctness can bring organisations closer to achieving this. After all, it is not difficult to think of instances where political correctness can be an unwelcome constraint in the workplace: a male manager of a team with only one female may be reticent to address performance issues with the female employee for fear of appearing to be sexist. Conversely, the female employee in that situation may be reticent to address issues relating to her position for fear of appearing as though she is unable to ‘fit in’ with the group.

The question then becomes, are the constraints imposed by political correctness worthwhile, or does political correctness stifle self-expression and creativity, leading to worse outcomes in the workplace?

A 2014 study led by an academic from Cornell University sought to answer the question of whether political correctness reduces creativity in group brainstorming sessions. The study found that creativity in mixed-sex groups was actually enhanced by imposing a norm amongst group participants to be politically correct.

The issues discussed above will not disappear overnight however. Ideally, employers would be able to capitalise on a ‘Golden Zone’ of political correctness. Employees from diverse backgrounds should be empowered to work together cohesively, whilst avoiding an environment where employees are unable to feel comfortable expressing themselves naturally, or feel as though they must walk on eggshells to avoid causing offence.

The above framework is not intended to be a panacea for all interpersonal issues arising out of a diverse workforce. What it seeks to achieve, however, is to shift the thrust of political correctness away from a culture of assigning blame, which provokes a visceral defensiveness in people, towards an ideal of greater understanding.

Of course, implementing this framework is much easier said than done. Education is required at all levels of the workforce in order for these sorts of tools to have any real impact.

Most organisations already conduct some sort of diversity training, even if simply to educate employees at a basic level about their anti-discrimination obligations. But by increasing the sophistication of such training to empower employees with a positive framework, employers will come closer to achieving the ‘Golden Zone’, enabling employees from diverse backgrounds to effectively and efficiently work together.

A group of academics out of Harvard University have come up with a framework that may enable employers to achieve this Golden Zone. The framework is fairly simple in theory, and is made up of the following steps (which may have some degree of overlap):

Pause: if you feel like someone has shown prejudice to you, or are worried that someone perceives you as being prejudiced, instead of immediately assigning blame or becoming defensive, stop, identify your feelings and consider your response.

Connect: explore the other person’s perspective by asking questions, and explain your own perspective.

Question yourself: ask yourself if your perception is being distorted by a desire to be proven innocent of bearing prejudice or to be justified in feeling threatened.

Get genuine support: seek support from people who will challenge your position, as opposed to seeking perspectives that will simply reinforce your initial position.

Shift your mindset: ask yourself what you could change to improve workplace relationships.

References:

Robin J. Ely, Debra E. Meyerson and Martin N. Davidson, ‘Rethinking Political Correctness’ (September 2006) Harvard Business Review 1

Jack Goncalo et al, ‘Creativity from Constraint? How Political Correctness Influences Creativity in Mixed-Sex Work Groups’ (2015) 60 Administrative Science Quarterly 1




There was a time when closing the gap between Indigenous and non-Indigenous Australians was almost exclusively in the hands of government. These days, everyone including private enterprise, public companies, government and individuals can play their part. The challenge for companies is to move their mindset from a philanthropic contribution to a sound business decision. This is important if it’s going to remain as a line item on the budget, year on year.

The responsibility for change resting with all Australians is clear from Prime Minister Malcolm Turnbull’s comments in response to the Closing the Gap Report. “It is clear that closing the gap is a national responsibility that belongs with every Australian. Ending the disparity is complex and challenging. This will not lessen our resolve or diminish our efforts, even when some problems seem intractable and targets elusive.”

2017 marks three significant anniversaries in the shared history of Indigenous and non-Indigenous Australians. The first is 50 years

since the 1967 referendum where 99 percent voted ‘yes’ to change the Constitution to allow Aboriginal and Torres Strait Islander peoples to be counted in the Census and enable the Commonwealth Government to make laws for Aboriginal peoples. The second is 25 years since the High Court of Australia rejected the notion of ‘terra nullius’ in Australia and opened the way for Aboriginal land rights. Third, it’s also 20 since the Bringing Them Home report highlighted the tragedy of the Stolen Generations, bringing the need for urgent change to the attention of all Australian people and leading to the National Apology in 2008.

All these events are shared history for both Indigenous and non-Indigenous Australians and well within living memory for many Australians.

In the words of Professor Mick Dodson AM, “the lives of Indigenous Australians today are affected by what has happened to us and our ancestors since Europeans arrived. This can be hard for non-Indigenous people to understand, particularly if you haven’t learned much about Australian history

at school. When people have some knowledge of Aboriginal and Torres Strait Islander culture and the history of our contact with non-Indigenous Australians since 1788, they have a much better feel for our achievements and our persistent problems. They are more likely to share our pride and to want to improve relationships between us as fellow Australians”.

I call this cultural-readiness and it is the beginning of being culturally competent in our personal and business relationships with Aboriginal peoples.

Becoming culture-ready is complex but there are valuable lessons to be learnt. More importantly, this knowledge needs to fuel our action rather than making us feel the task is too hard.

Recognising a shared history: leading a genuine partnership with the First Australians

by Shelley Reys AO, Partner, KPMG Arrilla Indigenous Services and CEO, Arrilla Digital

CULTURAL DIVERSITY

Cultural Diversity

“ Australians of today are not directly responsible for what happened in the past. But it is part of our shared history as Indigenous and non-Indigenous Australians and, together, we are responsible for what happens in the future.”




Cultural understanding, leading to cultural competency, makes good business sense regardless of your sector or core business activities.

Sound work practices and behaviours help you to manage risk. It helps you to meet staff and shareholder expectations, it enhances your

brand and reputation, it decreases unconscious bias and increases your capacity to develop great leaders. It enables you to stay competitive and relevant.

In words taken from Recommendation 290 of the National Report Overview and Recommendations of the Royal

Commission Indigenous Deaths in Custody, “Australians of today are not directly responsible for what happened in the past. But it is part of our shared history as Indigenous and non-Indigenous Australians and, together, we are responsible for what happens in the future.”

I urge you to learn about and acknowledge our shared history and together with Indigenous Australians, be responsible and take action to change the future.

There are five ‘truisms’ that are important in cultural learning:

1 Raising awareness alone is not enough. You need to translate this better understanding into action.

2 Raising skills alone is not enough. But it inspires confidence to lead, to try something new or to enact change.

3 Understanding our difficult and shared past is not enough. You need to clarify the link between legislation and the competitiveness of Indigenous people in the workplace, and in life, today.

4 Understanding culture is not enough. This understanding needs to clarify how the cultural information is relevant to your workplace.

5 Delivering a Reconciliation Action Plan or an Indigenous strategy is not enough. Actions and measurements need to embed into all areas of your business to enable evergreen outcomes. With evergreen outcomes, special initiatives become redundant by virtue of the closed gap between us.


GENDER EQUALITY

Equal Pay Day falls this year on 4 September. It’s a different day each year as it marks the additional time from the end of the previous financial year that women must work to earn the same as men.

The national gender pay gap is 15.3 percent* a decrease of 0.9 percentage points over the previous 12-month period.

The mantra of equal pay for equal work became law in Australia in 1973, so why is it still so hard to achieve something that has been the law for 44 years?

The gap starts early, 11.8 percent for those 17 years and under and 5.5 percent for graduate degree holders and as women progress through their careers it worsens, particularly for women in management. Most companies work on percentage increases which just aggravates the problem. Think of this next time you offer someone a raise.

But just sharing the gap statistics is not really helpful. It is not a reverse competition where my gap is smaller than your gap. Rather what needs to be shared are the strategies to really make a step change. Helping each other rather than competing.

Don’t get me wrong, measuring and recognising the size of the gap in an organisation is important and is an excellent starting point for change. It’s your benchmark and for many organisations it’s the call to action. But statistics alone are not enough. It’s what you do next that matters.

She’s Price(d)less: The economics of the gender pay gap, prepared by KPMG for Diversity Council Australia (DCA) and the Workplace Gender Equality Agency (WGEA) in 2016 offers some well researched pathways for change.

So start with the numbers and audit your payroll. Make sure you include everything, including benefits and bonuses in your calculation as base salaries are often closer to alignment than a complete package. This is not always an easy task, but unless you know where you are now you can’t plan your strategy or monitor your progress in the future.

By Gaye Haug, Head of People Experience, KPMG Australia

* Calculated using Average Weekly Earnings data released by the Australian Bureau of Statistics

15.3 percent and falling very slowly: the gender pay gap is still unacceptably highGender Equality




A difficult challenge for many organisations is ‘making good’ the gap. Often construed as positively favouring women, this may evoke strong responses from your stakeholders. For a large organisation this can equate to a considerable amount of money, but shows a genuine belief in gender equity and will result in a more positive culture within the business.

Pay equity engenders strong emotions from both men and women in the workforce but without positive and sustained action it will still be with us long after our children and their children enter the workplace.

So start today, there is plenty of help available and the benefits will far outstrip the investment.

If you need help with where to start these two publications give plenty of practical advice.

Workplace Gender Equality Agency

She’s Price(d)less: The economics of the gender pay gap

“ Addressing the national gender pay gap requires the effort of our whole community. Importantly, employers must step up and play their part. All leaders have the power to analyse their data and take action on pay gaps within their organisations.”

Libby Lyons, Director, Workplace Gender Equality Agency

1.





GENDER EQUALITY


By Gary Wingrove, CEO, KPMG Australia

Everyday sexism; outdated stereotypes and throw away lines that entrench gender inequity

Gender Equality

Have you ever used the phrase, “like a girl’? Run, “like a girl”; hit a ball, “like a girl”; cry, “like a girl”. It’s rarely a compliment. Its intention is derogatory and offensive and it demeans both women and men in its reflection of outdated gender stereotypes and an assumption of inequality between men and women.

This is everyday sexism.

It occurs in casual interactions. Often a throwaway line – a way of interacting that, with many, started in the playground and carried on into their working careers.

So why should you care – isn’t this just political correctness in overdrive?

At work, everyday sexism comes into play at pivot points in people’s

careers, influencing who to appoint, develop, sponsor, reward or promote. It’s frequently invisible and hard to speak up against, so if continues unchecked. Both men and women experience it, and it plays out through gender stereotyping; waiting for the woman to take the plastic wrap off the sandwiches at a lunch meeting or expecting a man to set the agenda and speak first.




Here are six broad categories of everyday sexism.

Insults masquerading as jokes. This appears to be the most common form; “make sure you wear something sexy to that client meeting”. It is difficult to even imagine this being said to a man – even as a joke.

Devaluing women’s views or voice. Ever interrupted a women in a meeting or restated their opinion as your own or to give it ‘more weight’?

Role stereotyping. “We’ll get you to hand out the name tags and smile nicely at the beginning of the meeting”.

Preoccupation with physical appearance Comments about body shape, size and physical characteristics, often amplified for women with a public

profile. I wonder if the Census results released this week showing a jobs boon for fitness instructors and beauty therapists is a result or a driver of this?

Assumptions that caring and careers don’t mix Both women and men are subject to this. Two examples are, access denied to men for flexible working arrangements because caring is a woman’s role and women’s career progression stalled or stoped because they have children and “won’t be interested or committed to their job”.

Unmerited gender labelling. Women who are described as bossy, rather than assertive or too emotional or kind and men labelled as too soft or not competitive enough.

To find out the extent of everyday sexism, the Male Champions of Change in conjunction with Queensland University of Technology surveyed some key industries.

Unless leaders call out everyday sexism, it remains a limiting behavioural force holding people back and slowing the closing of the gender divide.

Leaders set the tone and change needs to come from the top. We know diversity is a powerful force in the workplace, making them more innovative, creative and profitable. But no amount of diversity policies will change anything if we perpetuate this everyday sexism. Stopping everyday sexism facilitates the partner of diversity, inclusion. And no-one will ever be included if they are the butt of other people’s jokes.

The introduction of the AFL Women’s Competition in 2016 was a defining year in the century long history of the game. Women have always played AFL but the journey to the elite league was hampered by sexist traditions and barriers. In 2017, the AFLW Grand Final played to a capacity crowd, exceeding both commercial and community expectations.

On that day, playing like a girl was something to be immensely proud of.

READ THE FULL REPORT: We set the tone, eliminating everyday sexism

http://malechampionsofchange.com/wp-content/uploads/2017/10/We-Set-The-Tone_Eliminating-Everyday-Sexism_FINAL.pdf





Peter Leek was born with ataxic cerebral palsy.

Ataxia mean ‘without order’ or ‘incoordination’. It can make you look clumsy and unstable. Certainly not something you would expect to see in someone who has won five medals at the 2006 IPC Swimming World Championships, broken four world records and four Paralympic records at the 2008 Beijing Paralympic Games, and won six gold medals and one silver at the 2010 IPC Swimming World Championships.

Peter has achieved all these.

Signing up for swimming lessons as a child, he was soon a member of the national team and credits his success to years of self-motivation and perseverance.

As a result of disparaging comments made to my family and me when I was a child, I became closeted about my disability. It was only as a teenager, when I began to see my disability as an advantage. I accepted myself for who I am, and was able to shift my expectations of myself; to grow and push myself to who I am today and see my disability as a strength rather than a weakness.

As a Senior Consultant in KPMG’s Financial Management team, Peter is committed facilitating the future of people with disabilities in the workforce.

“If I were to describe myself to colleagues, I would say I’m a Senior Consultant in Management Consulting with 3.5 years’ experience at KPMG, and 7 years in the Federal Government, not a disabled person who works.

I’m grateful my colleagues see me first as a professional and second as a friend. My colleagues see my disability as a non-issue – about as important as my hair colour.

People with a disability are equal to anyone else in the workplace but in some cases can harness super hero-like abilities to move beyond what able bodied individuals can do.

Peter certainly demonstrates this and we are proud he is part of KPMG.

Peter Leek – management consultant and gold medal swimmer Disability

“ Empowering people with disabilities in the workforce is not a charity thing, it’s good for business and the right thing for society.”




Photographer, Greg Baker. Copyright AP.

People with a disability are equal to anyone else in the workplace but in some cases can harness super hero-like abilities to move beyond what able bodied individuals can do.




This time of year isn’t typically the season for rainbow flags and colourful parades down the main streets of cities and towns across Australia.

Elsewhere around the world, particularly in the United States and across Europe, June is Pride Month, a time when lesbian, gay, bisexual, transgender and queer (LGBT+) communities join together and reflect on how far they have come and to acknowledge how much more there is still to do. Sometimes it is a celebration, sometimes it is a political statement, and often it is a mixture of the two.

If you have ever wondered ‘Why is there Gay Pride?’ you are not alone. It is something that even I, as a gay man, was under-educated in growing up.

Pride is about spreading hope: that being LGBT+ does not mean being alone and that things are getting better. Pride matters because it is not always obvious that our world is often built around the privilege of the majority, where it is fine for a professional sportswoman to kiss her boyfriend but one of our gay sporting heroes, someone like Erin Phillips, is doing something wrong by kissing her wife on television.

It is easy to get lost in the parties and fun of Pride. It is often easy too for those of us fortunate to live in countries where we have equal

basic human rights, or who work for organisations that support us, to lose sight of those around the globe who are not in the same fortunate position as us. We must not forget those countries where same-sex relationships are illegal or punishable by death, or those which criminalise any ‘propaganda’ interpreted as promoting LGBT+ communities or identities.

When Pride parades, events, movies, parties and discussions happen, LGBT+ people are seen for more than just a caricature of who we are. We are seen as real people: brothers, sisters, mothers and fathers, the person who sits next to you at work.

There is pride in being able to express your freedom. There is pride and joy in being with your community, no matter how diverse it is. We want to show that we care for our community and to celebrate the lives that we are living. We want to take pride in our relationships, take pride in our community, and take pride in ourselves as individuals.

Gay Pride is the celebration of life, human rights and ultimately the right to love whoever we want. That has to be worth celebrating.

LGBT + INCLUSION Pride not

prejudice drives LGBTI+ inclusionLGBT+ Inclusion

By Andrew North, Co-Chair of Pride@KPMG

“ Gay Pride is the celebration of life, human rights and ultimately the right to love whoever we want. That has to be worth celebrating.”




FAMILY & CARING

A while back I became a second time dad and overnight, time management became even more important.

While my kids teach me a lot of things, one of the most vital additions has how to better manage my time – be it work, family, social or personal commitments, here are the top four things my children have taught me about time management:

1 Turning off notifications

If there is one single thing I have done to better manage time and stay focused it has been turning off that automatic notification for every email. This means I can drop into longer periods of productivity and maintain focus on key tasks in the office – and how did my children teach me this? The desire to make it home for bath time, playtime and story time drives focus throughout the day in order to try and leave the office on time.

2 Learning to say ‘no’

Ok, this one can be tricky. Whether in the office, at home or socially, I have learnt I can’t just say yes to it all (I tried and quickly found myself overworked, under slept and stressed). Learning what can be constructively deferred, delegated or dropped has allowed to keep focused on adding valuable tasks in the office, balancing family commitments and meeting the odd social obligation – is it a perfect formula? No. There are always periods of intensity, but saying ‘no’ a bit more has helped me balance the load.

3 Everything ‘as-a-service’

It can be hard to get it all done and we all need a helping hand. I recently needed to a save some money and find a better deal on health insurance – I let an online comparator manage the process, from quotes to transfer, and I was able to do this on my phone while attending to simple domestic duties (that load of washing really needed to be hung out to dry).

Time management: what having children has taught meFamily & Caring

by Todd Burton, Associate Director, IT Advisory, Technology, Strategy & Performance




Furthermore, we were lucky enough to be given a new household appliance from a friend moving overseas, yet organising a vehicle to pick up, move it and unload it was going to take up a valuable Saturday. The answer? A community driven app allowed me to post the job I needed done, allowed people to bid on the job and I had the service completed from the comfort of my armchair. Sure, I had to spend a nominal amount of cash, but that was worth more than giving up a day out of the weekend.

4 Injecting physical activity

The positive link between physical activity and productivity is well established, yet it can be hard to squeeze in that gym session, run or bike ride with a new or growing family. My kids have taught me that I can involve them in these activities to help make sure I am making time for fitness. Whether it’s going for a run with the pram or doing some cardio while they play at the park, there are many ways you can blend both physical activity and time with the kids – all while instilling some positive role-modelling of staying healthy.

Learning is an ongoing process and my kids will continue to show me ways to better manage my time and maintain productivity across work, family, self and play.

What are your tips to better manage your time?

These articles appeared in the KPMG NewsRoom in 2017.

https://home.kpmg.com/au/en/home/insights/2016/03/kpmg-newsroom-australia.html

“ The desire to make it home for bath time, playtime and story time drives focus throughout the day in order to try and leave the office on time.”






Deborah YatesNational Managing Partner People, Performance & CultureT: +61 294 581 563 M: +61 429 220 678 E: [email protected]

Barbara TaylorHead of Talent, Inclusion & DiversityT: +61 2 9335 7306 M: +61 413 996 938 E: [email protected]

Media enquiries

Kristin Silva Head of Communications T: +61 2 9335 8562 M: +61 411 110 953 E: [email protected]

For more stories from our people visitnewsroom.kpmg.com.au

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inclusion diversity report

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