1. Experimenting with eResources at KPMG Ceri Hughes and Alex Chapel October 2011

2. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 1 Our agenda today Introduction to KPMG KPMG’s Knowledge Objectives Using social media to enhance collaboration, communication and knowledge sharing Connecting our people Connecting to content Key considerations

3. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 2 Knowledge Management at KPMG KPMG is a global network of professional firms providing Audit, Tax and Advisory services 138,000 outstanding professionals, delivering value for clients in 150 countries around the world Our purpose is to turn knowledge into value for the benefit of our clients, our people and the markets that we serve Global Knowledge function established at the in Autumn 2009, with full-time Partner-level Chief Knowledge officer, based in USA Global Knowledge team based in UK, USA, Canada and India, working closely with Knowledge teams in KPMG business functions, markets groups and member firms

4. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 3 KPMG’s Knowledge Objectives To harness the knowledge of our 140,000 people to help them deliver and create value for our firms’ clients. Why getting it right is important: Make it easier for KPMG people to find what they need Help us deliver deeper, forward thinking insights Foster stronger client relationships and more effective service delivery Improve response time to proposals and client inquiries Increase access to the collective expertise of our people Reduce duplication of knowledge investments across member firms Help drive profitable growth across all member firms and practices Improve the total experience for our people and satisfaction with KPMG

5. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 4 Our objective: To harness the knowledge of our 140,000 people to help them deliver and create value for our firms’ clients The KPMG Knowledge strategy is built on three strategic pillars… …supported by three core enablers ContentConnectivity Culture Organization Technology Change Management High quality, robust and timely content, so our people can access and use the right content, at the right time, to support their clients Strong connectivity, collaboration and sharing among our people, teams and networks A pervasive culture of knowledge sharing and collaboration among our people and across our global network A professionalized, efficient and globally consistent Knowledge support organization Globally aligned and user-centric enabling technology, to support sharing and access to content, people and tools A visible change and communications program to drive awareness, adoption and participation by our global staff

6. Enhancing collaboration, communication and knowledge sharing

7. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 6 Social Media can help drive better communications, collaboration and relationships for KPMG (both internally and externally) Clients KPMG KPMG people KPMG engagement teams Networks and practices Prospective clients Recruits Alumni Broader market stakeholders Find internal people and experts Access insights of others Build networks on critical topics Respond to client inquiries Internally: stronger collaboration and sharing Strengthen KPMG’s relationships with key stakeholders, including clients Project and reinforce the KPMG brand Improve the client experience Externally: stronger relationships and communications

8. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 7 How use of Social media can bring the most value to KPMG internally The benefits that improved and well-used Social Media capabilities can bring about are potentially very significant. However, if no action is taken the potential costs of missed opportunities are great. It is important to consider the potential benefits in line with KPMG’s Global Knowledge aspirations including: Faster, more efficient response to proposals and client inquiries and market opportunities More efficient engagement, start-up and new staff integration Greatly increased access to the collective experience/skills of our people Reduced confusion and clutter about “where to go for what” In summary, the growth that Social Media is experiencing outside of the firewalls has the potential to offer considerable benefits internally. By 2014 social networking services will replace email as the primary vehicle for interpersonal communications for 20% of business users.* *Source :”Predicts 2010: Social Software is an Enterprise reality”, Gartner

9. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 8 Internal use of social media @KPMG – current capabilities Typical Uses Cases includeBenefits include BlogsAbility for leaders of larger teams, many dispersed geographically to communicate and develop a closer relationship with their people Ability to keep a team database of everything going on, observations, sharing links, news, etc Better communication, giving employees the option to comment or be part of the thinking or process With a more and more highly dispersed workforce, leaders are challenged to make any type of meaningful connection with those who work for them. Blogs allow for a more personal connection, and give the writer (leadership) the opportunity for direct feedback. WikisAbility to keep team documentation accurate, up to date and ready when new people join Alternative ways to publish and retrieve content Helps provide consistent on-boarding of staff, get new staff up to speed faster, and be a resource for those issues that don't come up that often Better ability to collaborate, publish, update, locate and find information. Saving time- potentially reducing costs. Tax estimates that users can find information 2 to 8 times faster with the wiki versus a group of word docs in a Library Discussion Forums Users send mass e-mails around KPMG in a "shot-gun" "hit or miss" fashion. Prevalent user behaviour, no metrics. Ability for a team to have a virtual discussion with multiple conversations going on at same time Currently users send e-mails to large populations with the hope of finding the one person who knows the answer (often failing). Once the answer is recorded, it becomes part of the team, practice, or KPMG knowledge base.

10. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 9 The Internal social collaboration journey @KPMG Establishing the programme (2010) Audit of existing SharePoint based social sites, identification of champions Use cases & Best practice examples collated Internal social media (ISM) Toolkit published v1.0 Vision, Strategy & Roadmap ISM Community established Pilots & experimentation (2011 onwards) Pilots of Enterprise Social platforms Enterprise Social Platform selection Use Cases & requirements Vendor Analysis Governance Horizon Scanning Implementation & Adoption Outputs (Nov 2011) Clear statement of business benefits to KPMG Detailed requirements Platform recommendations and business case Recommended action plans over the next 12-24 months across KPMG (inc. Governance)

11. Connecting our People

12. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 11 My Site - KPMG's online people directory, for contact, CV/ Résumé and skills information Over 85,000 profiles updated to date and growing Easily searchable via Global People Search Completion index established to track both quantitative and qualitative metrics Major global campaign underway to promote awareness and adoption Next steps include adding more social elements embedding community memberships

13. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 12 Future direction Medium and longer-term activities include search, communities and networks and the next generation personal profile  Major Search Upgrade  People search is a major component of the enterprise-wide Search upgrade project  Support for Communities and Networks  Personal profiles are at the core of any community and networking solution  Supporting pilots with the internal social collaboration team  Next generation Personal Profile Project  KPMG needs a robust platform that allows for local country variations to meet legal / jurisdictional needs + to enable integration with local country systems

14. Connecting to content

15. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 14 Access to key content types External content Select licensed research tools are available to our people via mobile devices Direct response to user demand: focus on critical toolset Internal content KPMG Portal will be overlaid with key social features to enable mobile access, beginning with BlackBerry activation Mobile access to key client, sector, engagement information Connect to key networks, communities and KPMG expertise and experience Remain connected to key news and announcements KPMG Content Strategy includes mobile considerations Content collaboration supported by KPMG Central, our internal and external, secure document collaboration platform

16. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 15 KPMG Central – internal and external collaboration platform eAudit Group Audit sites eAdvisory Account home pages Internal Projects and teams

17. Key Considerations

18. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 17 Key considerations The strategy must focus on Collaboration and Knowledge Sharing, and how Social technologies can supplement our traditional tools Technology is changing rapidly, requiring an “agile” approach and flexibility To both meet demand and learn, use “controlled” pilots to give users the opportunity to road test and give the Knowledge team the opportunity to learn and develop experience and expertise Focus on clear business drivers and benefits and do not be distracted by gimmicks and low value functionality Use tools judiciously – don’t overwhelm users with a huge toolkit – focus on what’s needed to meet business need Successful adoption requires culture and behavioural change, along with active business sponsorship, are critical to success in this area Ensure end user ‘rules of the road’ are in place and clearly signposted Include the right stakeholders and linkages from the outset – including Risk Management, ITS (especially those responsible for the mobile device strategy)

19. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 18 Contact Us Ceri Hughes Director, Global Knowledge Business Lead Ceri.Hughes@kpmg.co.uk Alex Chapel Associate Director, Connectivity Alex.Chapel@kpmg.co.uk

20. © 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. The KPMG name, logo and ‘cutting through complexity’ are registered trademarks or trademarks of KPMG International Cooperative (KPMG International).