The future of HR 2019: In the Know or in the No - The gulf between action and inertia - KPMG International
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The future of HR 2019: In the Know or in the No The gulf between action and inertia East Africa Outlook February 2019 kpmg.com/eastafrica
Introduction
Building capacity for the transformative HR agenda
The Regional Center for Workforce
Transformation defines workforce
HR’s ability to support enterprise
transformation from an organisational
transformation as an organisational capability perspective.
culture improvement initiative, requiring
— Similar findings from the
understanding of and participation
research show that 50% (of global
in continuous quality improvement
respondents) and 40% (of East Africa
at every level of an organisation. The
respondents) believe that their HR
reference to “understanding” in this
functions are not at all prepared for
definition speaks to a data-driven,
artificial intelligence and /or machine
insight-based approach to continuous
learning.
improvement.
The above findings are symptomatic of
When Bill Smith and Bob Galvin helped
the main challenge for HR today: there
Motorola save $16 billion in costs and
is a gap between what is required today
win the prestigious Malcolm Baldrige
and tomorrow and what HR has the
National Quality Award in 1988, the
capability and capacity to deliver. One
global manufacturing industry was
of the key capability gaps as highlighted
changed forever. The disciplined
earlier is the ability to leverage evidence
approach to data collection and analysis
- gather it, process it, and loop insights
that form a core part of the lean six
from it into the design of processes and
sigma approach played a critical
programs as well as decision-making on
role in the resultant transformation
employee matters along the employee
for Motorola. Lean six sigma and
life cycle.
other data-driven improvement
methodologies have continued to define But why the fuss? What is the
and transform business operations to imperative for HR to change anyway?
date. The HR profession however, has One word, “VUCA” comes to mind.
struggled to effectively tap into the Volatility, Uncertainty, Complexity,
transformative power of data. and Ambiguity (VUCA) are an
increasing reality for the business
According to the KPMG 2019 ‘Future of
world. Increasingly, industry leaders
HR Survey’, HR executives in East Africa
are faced with the rapid pace of
ranked performance management,
business change, a greater pressure to
attraction of employees, learning and
perform, increasing globalisation, the
reskilling, and staff retention as the
emergence of new business models,
areas where they think they currently
new communication channels, matrix
add the most value to the organisation.
organisation structures as well as a
However, analytics, creating multiple
shift in the accepted paradigms of
employee value propositions and
good leadership. The role of HR is to
strategic work force planning were
work with management to create the
listed among the areas they felt they
right ecosystem that will unleash the
were adding the least value.
productivity of the workforce, and
— From the survey, 92% of HR deliver value for the customer as well as
executives recognise the need for the employee. Therein lies the challenge
workforce transformation but only for the HR. HR functions must deliver
56% — feel “very confident” about value within a VUCA environment. Todo this effectively, HR leaders need are unhappy, HR should seek to define: Authors
and
clarity on the drivers of business and How many staff are unhappy? For how
employee value and a modus operandi long have they been unhappy? From
that delivers optimal value for both. This which departments are they? What is
will entail cultivating new competencies the cause of the unhappiness? What is
contributors
for HR professionals. There are at least the cost to business if this unhappiness
four additional core competencies remains unaddressed? What will be the
HR functions require to enable them cost of addressing this unhappiness?
deliver value in the context of a VUCA Is there a cheaper way to address this
environment. unhappiness effectively? Knee jerk KPMG East Africa would like to
reactions to employee unhappiness may thank the following for their time
Business acumen: The Financial
not effectively solve the problem. Data and expertise in the preparation of
Times describes Business acumen as
analytics goes a long way in helping HR this year’s report.
“keenness and speed in understanding
professional’s quantity benefits, costs
and deciding on a business situation.” Gerald Kasimu
and defend causes of action. HR leaders
HR professionals can no longer get by Partner and Head
that tap into data analytics will be able
with technical HR knowledge only - Advisory
to shape the boardroom agenda, earn
their knowledge and skills must cover gkasimu@kpmg.co.ke
respect among their peers and offer
competencies required to identify and
solutions that stand the test of time.
leverage opportunities to grow revenue, Brian Desouza
Without reliable data, HR solutions
reduce cost, and improve profitability; or Partner and Head
proposed may sound good but indeed
at least support these activities. Among Risk and Management Consulting
be far from effective.
the several ways HR could be of value briandesouza@kpmg.co.ke
in this regard include reduction in lead Negotiation and problem-solving
time for HR processes so that staff can skills: Heads of HR often find Nancy Mosa
focus on revenue-generating activities, themselves listed as respondents Partner
reduction in unwanted attrition, and in labour cases initiated by unhappy IT Advisory
improved employee utilisation. staff or labour unions. Employees and nmosa@kpmg.co.ke
unions are increasingly demanding for
Strategy formulation: While strategic
“more and better”. HR functions must Titilope Olajide
Human Resource management looks at
become better at negotiating with staff, Associate Director and Head
how HR functions can support business
unions, and process owners across People and Change
strategy, it is no longer enough to only
the business. The ability to anticipate titilopeolajide@kpmg.co.ke
play the role of enabler to business
dissatisfaction, mitigate problems
strategy. HR must increasingly play
before they emerge, and negotiate Anastasia Kamande
a proactive and participative role in
compromises with stakeholders is Associate Director
corporate strategy design. HR leaders
becoming an increasing value add. Data and Analytics
must now help businesses interpret
Several millions in fines, and lawyer akamande@kpmg.co.ke
what the implication of robotics, and
fees could be saved if HR functions
artificial intelligence are, and help
enhanced their negotiation and problem- Jared Nyarumba
businesses anticipate and respond
solving skills. Costs to business and Associate Director
proactively. HR leaders that play a
reputation resulting from go-slows and IT Advisory
value addition role in the workforce
other industrial actions can be immense. jnyarumba@kpmg.co.ke
transformation agenda are competent
While better negotiation skills alone
in strategy formulation and help the
may not eliminate industrial challenges, Geoffrey Ogoti
business broaden its strategic insights
they could be useful in reducing the Manager
and actions with regards to talent within
frequency of occurence. Data and Analytics
the organisation.
gogoti@kpmg.co.ke
In conclusion, opportunities and
Data analytics: Edwards Deming
challenges presented to HR functions
is famed for the saying, “In God we George Kamau
will continue to be demanding and
trust. All others must bring data.” Data, Senior Advisor
exciting. HR will only be able to deliver
trends, empirical research, proof and Management Consulting
value and execute the transformation
hard evidence is the loudest voice in gkamau@kpmg.co.ke
agenda if they continue to evolve and
the noisiest bourse. HR teams often
tailor their competencies towards
defend views, and drive conversations Jacklyne Betty
today’s business needs.
around emotional rather than factual Advisor
data. I am not saying that emotions are Data and Analytics
Titilope Olajide jbetty@kpmg.co.ke
to be ignored, but that emotions must Associate Director and Head
be supported by data and insights that People and Change
can hold up to interrogation. E.g if staff KPMG East Africa Sidney Aburi
Business Development Advisor
saburi@kpmg.co.keTable of contents 06 08 In the Know or Key findings in the No
12 Driving business
performance through
HR predictive
The role of HR in a analytics
digital transformative
world
14
Building a
16
workforce for the
future - Artificial
Intelligence
About the
survey
How KPMG
18 can help
22Are
you
In the Know
or in the No..
Most HR
executives —
Identify 92%
transformation recognise the need
for workforce
as critical for transformation.
relevance
6 The future of HR 2019: In the Know or in the No | East Africa outlookHowever HR growth and excellence
fewer are Common characteristics:
delivering predictive
change ready insights
believing in, and
driving, digital
56%
of HR Leaders are very
agenda
reshaping the
workforce
confident in HR’s ability to
transform the workforce and
enhancing the
itself employee experience
Furthermore
not too many are Common characteristics:
change capable HR not seen as value
driver
Respondents feel that these are
the areas where they are currently
HR not using
adding the least value:
predictive insights
- Workforce of the
future/workforce planning generally timid
of AI
- Analytics
- Differentiated value proposition no digital plan in place
for various workforce (and not planning to)
segments
HR extinction The future of HR 2019: In the Know or in the No | East Africa outlook 7Key findings
Here are the key findings of the survey we carried out
involving HR executives across East Africa.
76% of HR executives agree that HR has
undergone or is undergoing a digital transformation.
But only 49%
of HR leaders said they have a digital
workplan in place at the enterprise or HR level.
Most HR executives —
92% — recognise the need for
workforce transformation.
Yet only
56% — feel “very confident” about HR’s actual
ability to transform and move them forward via key
capabilities like analytics and AI.
8 The future of HR 2019: In the Know or in the No | East Africa outlookWorkplace culture is considered a top barrier
to digital transformation for
58% of respondents.
Of these respondents,
current culture is task-oriented.
41%
said their
81% of HR executives believe that the
role of HR is becoming more strategic in
their business. The three top issues the
management board is looking for HR to
address are:
- Performance
- Productivity
- Culture
Despite data’s remarkable ability to deliver
new insights and enhanced
decision-making, barely one in five —
22% — of HR leaders believe analytics
will be a primary HR initiative for them over
the next one to two years.
Fewer still —
14% — cite analytics as a top
management concern.
The future of HR 2019: In the Know or in the No | East Africa outlook 9Recent and projected technology investment has
been highest for payroll systems and/vendors and
human capital management (HCM) softwares
54% of HR executives invested in
payroll systems and/vendors over the past 2 years
38%
softwares
in human capital management
Over the next year or two, more are planning investments in
areas such as:
predictive analytics enhanced process and AI
automation
54% 57% 27%
Those leading the pack on transformation recognise how
AI and machine learning can drive significant value for HR
but they are in the minority by far.
Only 19% of HR functions have started to introduce AI
and just 5% have invested in AI over the past 2 years.
10 The future of HR 2019: In the Know or in the No | East Africa outlookOf organisations yet to adopt AI
within HR, some remain uncertain
that they will do so in the next
year or two.
40% admit to being “not at
all prepared” to respond
strategically as AI and machine
learning emerge.
Among those who have invested in AI to
date, the vast majority call the investment
worthwhile,
with the focus primarily on learning and
performance management
43%
and business
transformatiton
29% .
The future of HR 2019: In the Know or in the No | East Africa outlook 11The role of
HR in a digital
transformative
world
A
ccording to the KPMG 2019 ‘Future of
HR Survey’, 76% of the respondents
from East Africa agree that their
HR function is undergoing or has recently
undergone a digital transformation.
But what is a digital transformation? Several
definitions have been coined but Enterprises
Project may provide the most useful one.
They define digital transformation as “the
integration of digital technology into all areas
of a business, resulting in fundamental
changes to how businesses operate and how
they deliver value to customers.”
12 The future of HR 2019: In the Know or in the No | East Africa outlookTransformation guru Greg Verdino says business transformation. If your culture during rapid digital transformation, there
- “Digital transformation closes the gap is built on an analogue philosophy, is need to facilitate effective change
between what digital customers already it won’t support digital results. A car management for their organisations.
expect and what analogue businesses designed for a top speed of 240kph will Integral to change management, is
actually deliver.” not attain its optimal speed on a rough an effective communication strategy
and curved road. Similarly, a 100kph that carries the critical mass of staff
The following examples demonstrate the
digital transformation agenda will not run and management along the digital
technical distinctions between analogue
optimally on a 15kpm culture track. The transformative journey.
and digital as applied to technology.
success of your digital ambitions will be
Transmission of an email uses digital Digital transformation in the HR space
moderated by your organisation’s culture.
technology for instance. In the context should not be looked at in isolation.
A digital culture encourages and rewards
of a digital transformation, an example Organisations need to build their digital
innovation, supports learning, tolerates
could be moving from a brick-and mortar strategy around internal and external
failure in the pursuit of transformation
storefront business, to a website or operations, remaining anchored on their
– while quickly leveraging lessons - and
ecommerce platform for business business strategy. Today, failure to build
rewards a high performance culture.
transactions. “Going paperless” for an all-encompassing digital strategy
Culture informs how you recruit, and how
instance, often entails some sort of exposes the organisation to various risks
you design your staff policies. HR can
digital transformation. In summary, you and inefficiencies, including those that
play a powerful role in redefining culture
are undergoing a digital transformation if could threaten its own survival.
by working with leaders to recruit the
your business is introducing a technology
right staff, and by redesigning policies,
that does any of the following: enables
procedures, incentives and performance
scalability, facilitates remote access,
programs to encourage the right culture.
receives or synthesises data from
Since culture is driven by leadership, HR
multiple systems, reduces time spent,
can help leaders design and execute
requires less human processing and
reduces errors.
effective digital culture transformation Organisations need to build
initiatives. their digital strategy around
Digital transformation for HR is
Talent management. Effective talent internal and external
two-pronged. On one hand, HR is
experiencing digital transformation
management entails a 360 degree operations, remaining
approach to staff management - from pre anchored on their business
through the use of online recruitment
recruitment to post exit. HR functions
and candidate shortlisting, as well as the strategy.
have undertaken significant digital
integration of employee measures of
transformations with regards to talent
productivity with payroll, amongst other Jared Nyarumba
management. Social media to source
things. On the other hand, HR must Associate Director
talent, candidate shortlisting softwares,
help businesses address the ongoing IT Advisory
electronic performance management
talent implications resulting from digital KPMG East Africa
systems, and employee self-service
transformation across other functions of
modules are increasingly being used.
the business.
From an organisation-wide perspective,
57% of East Africa respondents to digital transformation agenda requires
the KPMG 2019 ‘Future of HR Survey’ the organisation to engage competent
highlighted an increased budget for staff, and facilitate sustained learning
HR technology/digital solutions over and development, to secure a workforce
the past two years in their enterprises. that is agile and responsive. Digital
East African respondents pointed to an transformation has opened new
increased budget for HR technology/ frontiers for how work gets done, such
digital solutions over the next two years as “work from home” and other flexi
in their organisation. options. All these have implications
for talent management within a digital
There are at least three imperatives
environment. HR must design strategies
for HR in this highly tech-driven work
that enable the business to unlock and
context. Culture transformation, effective
maximise employee productivity within
talent management, and effective
the context of digital transformation.
change management.
Change Management. Digital
Culture has real implications for the
transformation can be very disruptive,
digital transformation agenda. 58%
and unsettling for industries,
of the East Africa survey respondents
organisations and staff. Weak or lack of
(against 40% of global respondents)
change management programs could
identified culture as the top barrier in
be costly. For HR teams to add value
moving from the initial phases of digital
The future of HR 2019: In the Know or in the No | East Africa outlook 13Driving business
performance
through HR
predictive
analytics
I
n the 21st century, the exponential increase in data
promises to create
opportunities for growth.
Its supply is unlimited and its
applications are endless. Data
& Analytics (D&A) enables
the delivery of insights as a
source of competitive
advantage across the
business and at each point of
need.
14 The future of HR 2019: In the Know or in the No | East Africa outlookThere are broadly three levels of D&A. percentage. This could be a reflection of
These are descriptive, diagnostic and an overall data management gap.
predictive. In descriptive, the HR function
A majority of the respondents in the
would have a coherent workforce
Future of HR survey agree that the HR
dataset and easily accessible reporting
function can prove the value it brings
dashboards. A diagnostic level would
to the enterprise through analytics.
involve a little more analysis. Ideally there
Fortunately, data happens to be an
would be such cases where HR would
accessible asset that is available in large
identify underlying drivers of performance
volumes, and is continuously generated
through analysis. Finally, predictive
within enterprises. Depending on the
analytics involves HR influencing
governing law and regulatory compliance,
and partnering with the business to
HR predictive analytics can be the driving
predict outcomes and drive business
force through which this data is churned
performance.
into actionable insights to achieve set
The Future of HR survey informed that objectives. This in turn ensures that
62% of enterprises within the East Africa predictive analytics can be relied upon.
region utilise analytics for predictive
purposes. This is in a bid to improve HR’s
value to the business and to increase an
organisations’ overall competitiveness in
the race for the best talent. Some of the
areas where predictive analytics has been
applied in HR include talent selection,
predicting employee attrition, employee
engagement, identifying training needs,
In the 21st century, the
workforce planning depending on exponential increase
resources, time and budget. in data promises to
30% of enterprises based in East Africa create opportunities
believe that there will be moderate
investment in HR technology and/or digital for growth. Its supply
solutions in predictive analytics in their is unlimited and its
enterprises. Where investment has been
done, respondents generally feel that the
applications are endless.
investment has been worthwhile. The Data & Analytics (D&A)
investment in predictive analytics entails enables the delivery of
having advanced data management
which ensures that the organisation has insights as a source of
quality data, a sound data strategy and competitive advantage
clear ownership of the data within the
organisation.
across the business and
at each point of need.
In an environment where data is
available from multiple sources, 32%
Anastasia Kamande
of respondents based in East Africa
Associate Director
agree that their enterprises are effective
Data and Analytics
in bringing together data from various
KPMG East Africa
sources to make decisions about their
workforce, compared to 23% global
The future of HR 2019: In the Know or in the No | East Africa outlook 15Building a
workforce for the
future - Artificial
Intelligence
A
rtificial Intelligence and machine learning can
provide a means to achieving both desired, and
unprecedented transformation in business. It can
help automate repetitive and non-value adding tasks
allowing professionals to deliver on the key focus areas of
an organisation.
In a recently conducted Global
Future of HR Survey, it was found
that 76% of HR executives agree
that HR has undergone, or is
currently undergoing a digital
transformation. At the heart of a
digital transformation is Artificial
Intelligence (AI).
16 The future of HR 2019: In the Know or in the No | East Africa outlookAI is the field that develops intelligent been introduced as part of formal
self-learning algorithms and machines learning in academic institutions; East
that use data from a variety of sources African countries may opt to do the
and formats. This has been applied same. HR professionals can incorporate
widely in self-driving cars, search AI training as part of the continuous
engines like Google, smart cameras, professional development for staff
There are more
product recommendations, just to name within their organisations. opportunities for HR
a few.
Is the HR function ready for AI? 60% to custom build AI
In the East Africa region, 67% of the of the respondents believe that their solutions to enable
respondents agree that AI can drive HR functions are either unsure, or
significant value for HR in enterprises. unprepared for AI (and /or machine
growth in talent
In contrast, 81% of the respondents learning) in their enterprises. A part management and in
surveyed noted that HR functions of the labour force believes that
building a workforce for
have not started introducing AI in their rapid advances in technology are
enterprises. The AI transformation increasingly threatening job security. the future.
needed to drive growth, identify For HR, the challenge is to identify the
opportunities and manage risks can right people with the skills that match Anastasia Kamande
be spearheaded by the HR function the requirements of a fast changing Associate Director
in its role of talent acquisition and technology world. Further, while Data and Analytics
development. This raises the question: capital investments required to drive AI KPMG East Africa
“How can HR use AI to accelerate, initiatives across the enterprise is a key
automate and augment its decisions success factor, 49% of the respondents
that drive growth and profitability?” in East Africa noted that there is none or
minimal investment in HR AI.
To answer this question, we start
with the understanding that AI is not In light of the above, respondents of
something we buy, it is something we the survey indicated that there is little
build. Building a robust AI framework expectation to adopt AI in HR functions
in any organisation requires the right over the next two years.
data, the right algorithms (formulae
Some of the areas where HR
and logic), the right tools and the right
organisations have built AI solutions
“human” in the loop. The right human
include software (bots) that interact
in the loop is key and foundational in
with job applicants through answering
this respect since it drives the strength
frequently asked questions, scheduling
of the AI framework. The right human
interviews and on-boarding. Brand
speaks directly to HR and challenges
profiling and tracking is another area
the HR function to get the best in
where AI has been applied with
terms of personnel who have a keen
success. Through sentiment analysis,
understanding of industry insights,
perceptions can be profiled which
subject matter expertise and technical
would inform specific HR initiatives of
skills. With the right capabilities and
employee engagement.
passion to deliver, the workforce, built
by HR can drive an organisation into There are more opportunities for HR
desired efficiency through the use of AI. to custom build AI solutions to enable
growth in talent management and in
According to the survey, of the 19%
building a workforce for the future.
of East African HR functions that are
Imagine if your organisation introduced
currently using AI, 43% are applying
a solution that popped an alert that
AI to learning and re-skilling; this is
advised you to take a break based
compared to 35% globally.
on your continuous laptop usage or
To prepare a workforce for the future, it that detected uncommon stress and
is imperative for HR functions to provide recommended you take a break based
opportunities for staff to learn and on the error rate it was detecting in your
develop their skills in line with initiatives work. Imagine that.
for AI. 51% of the respondents in the
East Africa region believe that preparing
a workforce skilled in AI presents the
biggest challenge for the HR function
over the next 5 years. Globally, AI has
The future of HR 2019: In the Know or in the No | East Africa outlook 17About the survey
D
uring July and August of 2018, 1,201 senior HR executives from 64 countries
participated in the Future of HR Survey, with representation from 31 industries
across Asia Pacific, Europe, North America, Middle East/Africa and Latin
America. Approximately half of the sample are companies with a headcount of
5,000 or more employees and 42 percent of participants are from organisations
with revenue of 1 billion. In East Africa, HR executives from 37 companies provided
insights about the future of the HR function against a backdrop of digital disruption.
Demographics Industry
Global breakdown
Hosp. & Ent. 4% 4% Infrastructure
3% Media & telecom
Government/
4%
1%
public sector
Other
Education &
non-profit 4% 16% Financial
services
Transportation 5% Respondent
Industry
% of Total Respondents,
15% Consumer
goods
n=1,201
Healthcare 7% 12% Manufacturing
Energy 6%
9% IT & high tech
Professional services 8%
18 The future of HR 2019: In the Know or in the No | East Africa outlookCompany Footprint
Revenue Enterprise Human Resource
(in USD)* Headcount** Headcount**
% of respondents % of total respondents, % of total respondents,
(excluding education/non-profit n=1,201 n=1,201
industries), n=1,129
42%
$1 billion or more
43%
5,000 or more
31%
100 or more
26%
$500M — $999M
35%
500 to 4,999
21%
40 to 99
31%
Less than $500 million
20%
Less than 500
40%
Less than 40
*Not collected for education/non-profit industries
**Don’t know/unsure not shown
The future of HR 2019: In the Know or in the No | East Africa outlook 19Demographics Industry
Demographics Industry
East Africa breakdown
8% Infrastructure
Government/
8% 8% Media & telecom
public sector
3% Other
Education &
non-profit 3% Healthcare 3%
Respondent
Energy 8%
Industry
% of Total Respondents,
5% Consumer
goods
46%
Financial 5% Agriculture
3%
services Professional services
20 The future of HR 2019: In the Know or in the No | East Africa outlookCompany Footprint
Revenue Enterprise Human Resource
(in USD)* Headcount** Headcount**
% of respondents % of total respondents % of total respondents
(excluding education/non-profit
industries)
9%
$1 billion or more
5%
5,000 or more
8%
40 to 99
17%
$500M — $999M
51%
500 to 4,999
92%
Less than 40
74%
Less than $500 million
41%
Less than 500
*Not collected for education/non-profit industries *3% responded ‘Don’t know’
**Don’t know/unsure not shown
The future of HR 2019: In the Know or in the No | East Africa outlook 21How KPMG
can help
Every market leader understands that talent unlocks competitive
advantage. But workforces and workplaces are changing — along with
employer-employee relationships. You may need to invest in disruptive
technology, acquire new critical skills, introduce artificial intelligence, or
reshape your employee experience and workplace culture. It’s all about
driving your business forward in new ways. At KPMG East Africa, our
HR consultants understand these challenges and opportunities and are
working shoulder-to-shoulder with businesses like yours every day. We’re
delivering the experience, research and industry expertise organisations
need to define the Future of HR — now. It’s a digital world but people
still make it turn. They will remain your most-important investment, your
greatest asset and the secret sauce in your brand.
For more information, we encourage you to contact any of the contributors
listed in the publication or your local KPMG member firm.
22 The future of HR 2019: In the Know or in the No | East Africa outlookThe future of HR 2019: In the Know or in the No | East Africa outlook 23
Contacts Gerald Kasimu Brian Desouza Titilope Olajide Partner and Head Partner and Head Associate Director and Head Advisory Risk and Management Consulting People and Change KPMG East Africa KPMG East Africa KPMG East Africa E: gkasimu@kpmg.co.ke E: briandesouza@kpmg.co.ke E: titilopeolajide@kpmg.co.ke kpmg.com/socialmedia The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor 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. © 2019. KPMG East Africa operates as a regional network of firms who are member firms 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 are registered trademarks or trademarks of KPMG International.
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