畢馬威2023年環(huán)境、社會與治理鑒證成熟度指數(shù)報告

ForewordEnvironmental,

social

and

governance

(ESG)

related

topics

are

reshaping

businessoperations,

performance

measurement,

and

risk

management,

introducing

bothnew

challenges

and

opportunities.

It’s

within

this

context

that

we

are

pleased

tolaunch

KPMG’s

inaugural

ESG

Assurance

Maturity

Index,

developed

to

help

informcompanies,

investors

and

wider

stakeholders

on

the

current

landscape.

It

comesat

a

pivotal

time,

as

companies

globally

undertake

a

critical

journey

to

prepare

fornew

ESG

regulatory

requirements.Most

companiesare

already

doing

some

reportingon

ESG

topics,

primarily

ona

voluntary

basis.

Butnow

therules

andmarket

demandsare

changing,and

what

was

once

doneat

a

company’sdiscretionisnow

becoming

mandatory

andsubjectto

independent

third-party

assurance.Time

isof

the

essenceas

sustainability

reportingimpetusfortheregulatoryactionbutassuringESGdatacanmorebroadlycontributeto

acompany’sreputation.TherigorandprocessesrequiredtoobtainESGassurancecanimproveoperationsthroughaccurateinsightsfordecision-making,riskmanagementandef?ciencygains.The

KPMG

ESG

Assurance

MaturityIndexandassociatedresearch

are

designedto

offera

pathforward

and

providea

roadmap

with

guidance

onareas

to

focus

on,

andthe

steps

to

take

tobecome

readyfor

ESG

assurance.frameworkscomeinto

force.1To

gaininvestor

and

stakeholder

con?dence

andmitigatetheriskof

greenwashing,

ESG

reportingshould

be

subjectto

a

level

of

scrutinycomparableto

the

?nancialinformationthat

usersdepend

on.

This

means

that

companies

needtoinvest

in

andimprove

data

qualityby

applyingdisclosurecontrol

and

riskframeworks

akintothose

usedin

?nancial

reporting.KPMGprofessionals

are

rightthereonthejourneywithyou.

We

are

operationalizing

ESG

across

ourglobal

organizationto

ensure

our

KPMG

?rms’ESG

assurance

work

is

performedto

the

sameconsistent

level

of

rigor

and

quality

as

our

?nancialaudit

activities

and

bene?tsfrom

the

sameadvanced

technology

platform.We

recognizethatyourstakeholdersare

broader

thanjust

investors,and

asauditorsitis

the

responsibilityof

KPMG?rms’to

servethe

publicinterest

andkeep

thepublic’s

trust.The

impending

regulatoryrequirements

areunquestionably

driving

the

urgencyto

becomereadyfor

ESG

assurance,

but

that

isjust

partofthestory.

As

ourIndexandresearch

show,

thepotentialbene?tsto

becoming

assurance

ready

gobeyondmerecompliance.

Stakeholdersfrominvestors

to

employeesto

society

asa

wholewant

to

knowmore

abouthow

companiesareoperatingin

a

sustainableway.

ThishasbeentheWe

hopeyou

gainfresh

insights

from

our

Index.Larry

BradleyMike

ShannonGlobalHeadofAuditKPMG

InternationalGlobalHeadofESGAssuranceKPMG

International1KPMGhasextensiveinsightsonallthedevelopmentsinsustainabilityreporting:ESG

Reporting

—

KPMG

GlobalRoad

to

readiness

|

2?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Table

of

contents05Executivesummary06ESGassurance:The

beginningoftheroad09What’s

drivingtheESGassuranceimperative?10Bene?ts

ofassuringESGdatagofar

beyondcompliance12ChallengespersistascompaniesprepareforESGassurance14FivestepstohelpyoubecomereadyforESGassurance1.

DetermineapplicableESGreportingstandards2.

BuildrobustESGgovernanceanddeveloptherightskills3.

IdentifytheapplicableESGdisclosuresanddatarequirementsacrossfunctions4.

DigitizeESGdataprocessesandensurehighqualitydata5.

Work

withthevaluechain

tocollectESGinformation21PreparingforESGassurance—how

tomove

forward22GlossaryRoad

to

readiness

|

3?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.About

KPMG’s

ESG

Assurance

Maturity

IndexKPMG

surveyed

senior

executivesand

board

members

with

ESGreporting

and

assurance

knowledge

at750

companiesTheKPMG

ESGAssuranceMaturityIndexiscomposedofFive

pillarsdesigned

tohelp

companiesmeasureprogress

ineachofthese

areas:(1)

governance,(2)skills,(3)

datamanagement,(4)digitaltechnology,and(5)

valuechain*.across

industries,

globalregions,

witha

meanrevenue

ofUS$15.6B.Eachpillarissupportedbyoneormorequestionsfromthesurvey.Thescoresfromeachquestionwithinapillarwereaveragedto

arriveattheoverallscoreforthepillar.Thepillarscoreswerethenweightedasfollows:DataDigitalValueGovernanceSkillsmanagementtechnology0.25

0.25

0.25

0.15

0.10chain*The

Index,

measuredon

a

basis

of

0?100,

examines

theprogress

companies

havemade

intheseareas

togauge

therelativematurity

ofa

company’sESG

reporting

program

inorder

toassess

its

assurance

readiness.Basedontheirrankings,companiesareclassi?edasLeaders(the

top

25th

percentile)Advancers

Beginners(the

next

50th

percentile)(the

bottom

25th

percentile)ResearchwasconductedbetweenApril—June2023.*Surveyrespondentswereoriginallyaskedabout‘supplychain’butasthisareadevelops,supplychainisnowbeingthoughtofas‘valuechain’sowehaveupdatedourlanguagetoalignwithcurrentterminology.Road

to

readiness

|

4?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Executive

summary66%Only

25%ofrespondentssay

their?rmsmustnow

reportESGdataorwillberequiredtosoon.ofcompaniesfeel

theyhave

theESGpolicies,skills,andsystemsinplacetobereadyfor

ESGassurance.65%58%Ofthoseleastreadyfor

ESGassurance,say

itischallengingtobalanceESGassurancegoalswiththepro?t

expectationsofshareholders.ofleadersseedigital

toolsaskey

tobeingreadytoobtain

ESGassurance.Only

27%ofcompanieshave

robustpoliciesandprocedurestosupporttheOnly

26%ofcompanieshave

aclearaudittrailtosupporttheirnon-?nancialinformation.developmentoftheirESGdisclosures.Five

steps

to

help

you

becomeready

for

ESG

assuranceBenefits

of

having

yourESG

data

assured*Greatermarketshare56%Improved1.Determine

applicable

ESG

reportingstandardspro?tability54%2.Build

robust

ESG

governance

anddevelop

the

right

skillsReducedBetter

decisionmaking52%interventions52%3.IdentifytheapplicableESGdisclosuresanddatarequirementsacrossfunctionsGreaterStrongerinnovation49%reputation47%4.

Digitize

ESG

data

processes

and

ensurehigh

quality

dataGreaterReducedcosts44%shareholdervalue46%5.Work

with

the

value

chain

to

collectESG

information*Bene?tscitedby

LeadersintheKPMGESG

AssuranceMaturityIndexRoad

to

readiness

|

5?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.ESG

assurance:

Thebeginning

of

the

roadThe

correlation

between

companysize

and

ESG75%ofcompaniessurveyedareinearlystagesofESG

maturity

andtherefore,lessreadyforESGAssurance.assurance

maturity

is

evident,

with

largercompanies

showinggreater

integration

ofsustainabilityinto

their

day-to-day

operations.

Thelargest

?rms,

withrevenues

exceeding

US$10B,achievedan

average

scoreof

56.3,

notably

higherthan

US$5–10B

companies

(45.3)

and

thoseunder

US$5B

(41.7).

Publicly

traded

companies,onaverage,

displayed

higher

ESG

assurancematurity

than

privately

held

companies,

withscoresof

48.5

and

43.3.The

KPMG

ESG

Assurance

Maturity

Index

foundthat

the

majorityofcompanies

are

still

at

thebeginning

of

theirESG

assurance

journey

and

notready

to

have

all

of

theirESG

data

independentlyassured.

While

the

top

25

percent

ofcompaniessurveyed

arecharacterizedas

“Leaders”,

this

isverymuch

a

relativedesignation.

Leaders

in

the

researcharethose

that

have

achieved

anaverage

Indexscoreof

64.8

(ona

scale

of0–100)

while

Advancers

sawanaverage

score

of45.4,

with

30.5

being

theaverage

score

forBeginners.

The

research

showsthat

although

Leaders

are

moreadvanced

inbecoming

ESG

assurance

ready,

for

themost

partthey

still

havea

lot

ofwork

todo.On

an

average

basisthe

Index

shows

onlyamoderate

differencein

maturity

accordingtoindustry.

However,

larger

differences

amongindustries

emerge

whenviewedby

thepercentageof

Leadersin

each,

as

showninFigure

1,

Energy

and

Natural

Resources,

aswellas

Asset

Management&

Real

Estate

?rmshave

a33

percent

share

of

Leaders

compared

withjust14

percent

of

Life

Sciences

and

Healthcareorganizations,for

example.Beginners

AdvancersLeaders010030.545.464.8Assurance

requirements

are

here.

Soon,

third-party

assurancewill

no

longer

be

a

nice

to

have;

it

will

be

table

stakes.

Whilethere

are

some

larger

companies

that

have

been

working

to

getESG

assurance

ready,

most

companies

haven’t

built

out

muchof

the

infrastructure

that

they

need

to

have

their

ESG

dataassured.

Now

is

the

time

for

companies

to

establish

theirprocesses

and

become

assurance

ready.Maura

HodgeESGAuditLeader,

KPMGin

the

USRoad

to

readiness

|

6?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Figure

1:

Index

score

and

percent

of

Leaders

by

industry33%33%50.732%30%48.829%49.127%47.522%44.647.747.018%46.014%42.4Energy&NaturalResourcesManufacturingBankingConsumer&RetailInsuranceAssetManagement/RealEstateInfrastructures

Technology&

Tele-LifeSciences&communications

HealthcareIndexscore%

ofLeadersWhere

a

company

isheadquartered

has

a

bearing

ontheir

assurance

readiness.

Companies

in

NorthAmerica

averagethehighest

maturity

scorefollowedby

Europe,

Asia

Paci?c

and

Latin

America.Figure

2:

Maturity

score

byheadquarters

regionNorth

AmericaAsia

Paci?cBy

country,

ESG

assurance

readiness

of

companies

48.3

45.8isrelativelyclose

between

thehighest-rankingcountries

—

France

(50.4),

Japan

(50.0)

and

theUS

(49.4)

and

thelowest-ranking

—

Brazil

(43.1)

andChina

(43.0).EuropeLatin

America46.8

43.1However,

when

examined

by

thepercentage

ofLeaders,

wider

differences

are

evident.Thirty-eightpercentof?rms

in

Japan

are

Leaders,

comparedwith

just

18

percentin

Canada,

theUK

and

Brazil,for

example.Road

to

readiness

|

7?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Figure

3:

Maturity

score

and

percentage

of

Leaders

by

country38%32%31%31%50.050.449.418%46.947.522%22%21%18%18%45.344.944.543.143.0FranceJapanUSNetherlandsCanadaGermanyUKAustraliaBrazilChinaIndexscore%ofLeadersJapan

emerged

asa

leading

country

in

theIndex,attributed

to

several

keyfactors.

Japanesecompanies

havetraditionally

placed

a

higheremphasis

on

generating

societal

and

stakeholdervaluecompared

to

theircounterparts.

This

mindsetisevident

in

theirissuance

of

integratedreports

andtheirsigni?cant

representationamong

Taskforce

ofClimate

RelatedFinancial

Disclosures

(TCFD)adopters

worldwide.dedicated

section

of

theirannual

securities

report,effective

beginning

?scal

years

ended

March

31,2023.

This

action

by

Japan‘sFinancial

Services2Agencysignalsanaimto

implementnationalsustainabilityreportingstandardsinlinewithIFRSSustainabilityDisclosureStandards.ThisdevelopmenthassparkeddiscussionsonassuranceofESGinformation,promptingcompaniesto

activelyseekwaysto

bolsterthecredibilityoftheirsustainabilitydatawhileimprovingtheirdisclosureapproaches.Additionally,Japanese

public

companies

mustincorporate

sustainability

information

intoa2Japan

introducesmandatory

ESG

disclosuresforpubliccompanies‘,MorganLewis,December22,

2022.As

sustainability-related

information

isincreasingly

integrated

into

?nancial

analysisof

investors,

companies

should

seriouslyconsider

how

to

ensure

suf?cient

dataquality.

This

should

also

improve

the

qualityof

the

compass

that

management

would

relyon,

in

driving

the

journey

of

sustainabilitytransformation.Tomokazu

SekiguchiPartner,

Head

of

Department

of

Professional

Practice,DisclosureKPMGin

JapanRoad

to

readiness

|

8?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.What’s

driving

the

ESGassurance

imperative?Notsurprisingly,morepubliclylistedcompaniesTwo-thirdswillberequiredto

reportESGdatacomparedtoprivately-heldones,yettheresultsofthesurveyindicatethatobtainingassuranceonESGinformationisquicklymovingfromacompetitiveadvantageto

astakeholderexpectation,makingitdefactomandatory,evenwhenregulationsmightnotrequireit.of

the

business

leaders

surveyed

saidtheir

companies

must

report

ESG

datanow

or

willsoon

be

required

to

do

so;the

percentage

is

even

higher,78

percent,

for

listed

companies.Thereare

a

numberof

drivers

leading

companiesto

report

and

increasinglyassure

their

ESG

data,but

regulatorypressure

is

clearly

numberone.Two-thirds

of

thebusiness

leaders

surveyed

saidtheir

companies

mustreport

ESG

datanow

or

willsoon

berequired

to

doso;

thepercentage

isevenhigher,78

percent,for

listed

companies.At

thesametime,

a

solidmajority,

64

percent,

saytheyarefeelingregulatorypressureto

obtain

assuranceover

their

ESG

disclosures.

The

higheraESG

reporting

andassurance

frameworksare

changing

sosigni?cantly,

evencompany’s

revenue,

themore

likely

that

it

will

berequired

to

report

ESG

data.companies

that

aremature

and

have

beendoing

assurance

in

someareas

are

unlikely

to

saythey

are

truly

ready

forESG

assurance.Neil

MorrisGlobalHead,AssuranceandESGMethodologyKPMGInternationalRoad

to

readiness

|

9?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Benefits

of

assuring

ESG

datacan

go

far

beyond

complianceLeadersin

the

Index,

whoare

further

alongtheassurancejourney,

seepotential

bene?tsin

havingtheir

non-?nancial

dataassured

where

Beginnersdonot

yet

fully

appreciateall

the

opportunities.Over

halfof

Leaders,

54

percent,

seetheForward-thinkingcompanies

approach

ESG

assurance

notmerely

as

a

box-checkingexercise,

butas

a

way

to

create

value

for

theirorganization.opportunityto

improve

pro?tability,

by,

forexample,

resource

optimization

andwastereduction,

whilejust

22percent

of

Beginners

seethis

potential

bene?t.A

similar

percentageofLeaders,

52

percent,

seeimproved

decisionmaking

asa

bene?tof

becoming

ESG

assuranceready,

comparedto

30

percent

of

Beginners.With

increasing

regulatoryrequirements,

beingassurance

ready

can

beviewed

as

tablestakes,but

done

right,

it

can

also

yield

signi?cantbusiness

bene?ts.

Preparingfor

the

rigorof

theassurance

process

means

producing

higherquality

data

andinformation.It

can

identify

gapsandareas

where

processes

can

beimproved,

withpotential

ways

to

gain

ef?cienciesin

collectingand

reporting

data.There

is

an

initial

cost

tobecoming

ESG

assuranceready,

but

one

of

the

potentialbene?ts

is

that

it

allows

thecompany

to

show

how

theywill

operate

not

onlyAssured

ESG

data

helps

togive

companiesgreatercredibility

with

investorsandallstakeholderspotentiallyincreasing

brandloyalty,which

once

lostcan

be

dif?cult

and

expensive

towin

back.

Morethan

half

of

allrespondents

(54

percent)

and47

percent

ofCEOs

and

board

members

lookbeyondjustcompliance

and

see

gaining

greatermarket

share

asa

potentialbene?t,

attractingpro?tably

in

the

long-term,but

also

sustainably,

in

aethically

minded

customers

and

investorsseeking

to

much

more

credible

way.aligntheirvalueswith

theirchoices.

A

range

of

otherpotentialbene?ts

highlighted

inourresearch

areincreased

customersatisfaction

(46

percent)

and,greater

innovation

(49

percent),

with

a

signi?cantnumber,

44

percent,

also

citing

decreased

costs(e.g.operational

costs),investment/assetoptimization,

and

stronger

reputation.George

RichardsPartnerHead

of

ESG

Reporting

and

AssuranceKPMGin

the

UKRoad

to

readiness

|

10?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Figure

4.

Areas

where

leaders

and

beginners

see

bene?ts

in

having

their

ESGdata

assured.Greater

market

share/expanded

client

base56%46%Improved

pro?tability54%22%Improved

decision-making52%30%Greater

innovation/new

business

models49%43%Stronger

reputation47%40%Greater

shareholder

value/attracting

investors46%15%LeaderBeginnerRoad

to

readiness

|

11?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Challenges

persist

as

companiesprepare

for

ESG

assuranceOf

the56

percentof

?rms

that

arereporting

ESGdata

in

thepublic

domain,

93

percentare

doingsome

level

of

external

assurance.

Yet,

of

those,just

a

fraction

are

obtaining

reasonable

assurance(14

percent)

or

limitedassurance

(16

percent)over

all

of

theirESG

disclosuresthat

will

berequired

under

incoming

regulations,

signalingthat

there

isstill

moreprogress

to

be

made

ontheirESG

assurance

maturity

journey.Forinstance,asleadersstriveto

dobetter,theybecomemoreawareofweaknessesinsupplierESGpracticesandgapsincurrentmetrics.ESG

assurance

contributes

totransparency

and

helpsreduce

the

risk

ofunintentional

green

or

socialwashing.TheIndex

reveals

that

companiesareexperiencinga

rangeof

challengesin

preparingfor

ESG

assurance.

Thesehurdles

run

the

gamut,from

lackof

skills

and

insuf?cient

budgetstounclear,

evolving

regulations

and

inadequatedigital

solutions

and

data

access.Sarah

Bagnon-SzkodaPartnerin

chargeESGDepartmentof

Professional

PracticeKPMGin

FranceOn

average,beginnerscitebetweenfourand?vemainchallenges;leadersreportfewer,

aboutthreeto

four.

However,somehurdlesgrowascompaniesbecomemorematureinESGassurance.Figure

5.

Top

six

challenges

in

preparing

for

ESG

assuranceHigh

initialcosts/inef?cientbudgetLack

of

internalskills

andexperienceLack

of

clarity/evolvingregulations44%42%44%39%42%36%Lack

of

clearmetrics/measurementtoolsInadequatesupplier

ESGperformanceInsuf?cient

IT/digital

solutionsRoad

to

readiness

|

12?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.DatacollectionandreportingarelaggingOnly40%In

order

tobe

ready

forassurance,

a

company

needstobe

in

control

ofits

data.

Collecting

and

reportingrequireddata

is

one

of

themain

hurdles

formostcompanies.

There

aretypically

inconsistenciesinhowdata

is

gathered

and

reported

acrossorganizations,

with

companies

needing

to

makeestimates

to?llin

thegaps.

The

extensivedatarequirements

of

theforthcoming

EUregulations

willrequirereporting

notonly

on

environmentalcriteria,but

also

on

a

broad

range

ofsocial

factors,

includingdiversity

and

inclusion,

working

conditions

andhealth,

putting

further

pressureon

companies.of

those

doing

testingare

doingcomprehensiveyearly

testing.As

awareness

of

theimportance

of

climate

risksandotherESG

metricsgrowsand

asregulatory

andmarket

pressures

increase,

morecompanies

arelikely

to

prioritizeand

improve

theirdata

collection.And

for

many

in

thecoming

years,

these

metrics

willbe

required

forcompaniesnotonly

toreport

on,

butalso

to

getassured.Unlike?nancialdata,whichtypicallyresidesinarelativelysmallnumberofinterconnectedsystems,ESGdatamayneedto

becollectedfromaplethoraofdisparatesystemsthathavenotbeendesignedto

interactwitheachother.

Forexample,therecouldbeastandalonesystemformeasuringcarbonemissionsthatdoesn’tsupportsocialorhealthandsafetymetrics.So,ametricsuchascarbonemissionsperheadcountorhoursworkedcan’tbedeterminedeasily.Dataquality-checkingisalsolackingJust

asitisessential

tocollect

theright

data,

itisequally

important

to

ensure

thequalityof

thedata.Our

research?nds

that

necessary

quality-checkingfallsshort

for

manycompanies.

Close

to

half,44

percent,

ofcompanies

surveyed

relyon

thestaffmanager

preparing

theESG

data,

that

person’s

linemanager,or

themanager

of

thereport

tocheck

theaccuracy

of

thedata.Our

researchidenti?ed

several

areas

wherecompanies

arelacking

with

respect

todata

capture.Just

overhalf

ofcompanies

capture

data

on

scope1

and

2

greenhouse

gas

(GHG)

emissions

and

waste,and

only

36

percent

ofcompanies

arecapturingscope

3

GHG

emission

data.Of

the

56

percent

of?rms

reporting

ESG

data

inthepublic

domain,

53

percent

test

theirprocess

andcontrols

forESG

data

on

a

rotatingbasis,

and

farfewer,22

percent,

do

annual

testing

ofprocess

andcontrols

over

allperformance

metrics.

And

whilebanking

istheleading

industry

in

thisregard,

only40

percent

ofthose

doing

testing

aredoingcomprehensive

yearly

testing.Fewerthan

half

say

theircompanies

capture

data

onotherESG

performance

metrics,

including

impact

ofworkforce

diversity

and

inclusion

employeeretention,and

pay

equity.The

lack

ofdata

capture

onthese

social

metrics

suggests

thatmanycompanieshave

yet

tofully

integratethese

considerations

intotheirbusiness

strategies.

This

disconnect

highlightsthegap

between

societal

expectations

and

corporateactions.

To

bridge

thisgap,

companies

need

totransparently

collect

and

report

data

on

diversity,retention,and

pay

equity,demonstrating

theirDespitethechallenges,

manycompanies

recognizethat

assurance

enhances

credibility

and

transparency,instillingtrust

among

stakeholders,

investors,customers,

and

regulatory

bodies.

This

forti?ed

trustiscritical

in

anera

whereethical

and

sustainablepractices

are

integral

tobusiness

success.commitment

toaddressing

these

vital

social

issues.Figure

6:

Percentage

based

on

companies

doing

testingHow

controls

are

testedAllIndustry

highIndustry

lowProcessandcontrolsaretestedover

high-riskperformancemetricsonly.25%

43%Manufacturing

18%

Infrastructure70%

AssetManagement&RealEstate;Consumer&RetailProcessandcontrolsaretestedonarotatingbasis,includinghighriskperformancemetricseach

year.53%20%Banking10%

AssetProcessandcontrolsaretestedover

allperformancemetricseveryyear.Management&RealEstateConsumer&Retail22%

40%BankingRoad

to

readiness

|

13?2023Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.Five

steps

to

h