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1、KPMG Infrastructure and Transport CEO OutlookKPMG.Make the Difference.KPMG I years KPMG CEO Outlook provides a revealing view into the objectives,challenges and strategies at the top of the agenda for infrastructure and transportation CEOs.The headlines are important:increased confidence in growth p

2、rospects,clear urgency around digitization,an increased focus on talent and workforce.Each of the trends identified in this research should resonate strongly with sector CEOs.Yet I would focus readers attention on two themes where,I believe,infrastructure players have the most to gain and the most t

3、o lose.The first is climate risk.It speaks volumes that the majority of the CEOs responsible for our most critical assets are worried about climate change and weather-related risks.And it is concerning that few expect to achieve their net-zero goals by 2030.I believe climate change poses the greates

4、t risk to our infrastructure and our communities not just in the long term,but here and now.It should be at the very top of every CEOs agenda.The second key trend is a renewed focus on building public trust.As the stewards of our critical assets and services,the infrastructure and transportation sec

5、tors play a unique role in societies Businesses need to concentrate on customer experience and the consistency and reliability of services,as well as being alert for reputational risks that can easily escalate under intense scrutiny amplified through social media.To be clear,these two issues are not

6、 separate.Progress on sustainability objectives builds public trust.Focusing on trust adds credibility to sustainability progress.Climate and trust are often deeply infused into many of the other key challenges facing the sector.For example,talented individuals want to work for organizations that ar

7、e trusted,sustainable and purposeful.And talent is critical to driving transformation and achieving growth.I am proud to present the KPMG 2024 Infrastructure and Transport CEO Outlook.To learn more about the topics or ideas raised in this report,I encourage you to contact your local KPMG member firm

8、.Global Head of Infrastructure,Government and HealthcareKPMG InternationalRichard ThrelfallKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyFor

9、ewordKPMG 2024 Infrastructure and Transport CEO Outlook2 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Executive summaryFive key priorities for Infrastructure&Transport CEOsPriortizing climate ris

10、k CEOs identify environmental and climate change impacts as the second biggest risk to their organizations,with 70 percent predicting natural disasters and extreme weather events will impact their prosperity in the next three years,57 percent believe stakeholder expectations on ESG are changing fast

11、er than their strategy adaptation,and only 44 percent are confident in meeting net-zero goals by 2030.Building public trust Sixty-two percent of sector CEOs believe businesses should address societal challenges due to declining trust in governments,71 percent are willing to divest profitable but rep

12、utation-damaging parts,and 82 percent advocate for community engagement and positive internal cultures for future prosperity.Growing in an uncertain enviroment Despite uncertainties from new technologies,global economy,and talent competition,63 percent of Infrastructure and Transportation CEOs antic

13、ipate over 2.5 percent earnings growth in the next three years through enhancing employee value proposition,implementing generative AI,and advancing business digitization and connectivity.Despite ongoing economic and geopolitical uncertainty,infrastructure and transportation CEOs anticipate growth o

14、ver the coming three years both in terms of earnings and headcounts.But key challenges continue to create roadblocks to achieving that growth.The CEOs in our survey noted concerns related to talent shortages,technology adoption and climate risk.They say they are worried about the risks of generative

15、 AI(Gen AI)and missing their net-zero targets.They talk of shifting stakeholder expectations and complex technology environments.Yet they also show encouraging ambition and action.They are intent on investing into expanding their AI capabilities and skills.They are prioritizing their workforce and d

16、eveloping their talent.And perhaps most importantly,they are more focused than ever on building public trust.This survey of more than 120 sector CEOs from around the world highlights five key priorities that are at the top of their agendas:Shaping the workforce Ninety-three percent of sector CEOs pl

17、an to increase their workforce in the next three years,expecting generative AI to potentially boost this growth,despite talent acquisition challenges and a strong belief in the need for improved diversity and inclusion in business.Embracing the rise of Gen AIDespite economic uncertainty,68 percent o

18、f sector CEOs prioritize generative AI investment,acknowledging implementation challenges like bias and data protection,and expect returns on these investments in at least three years.We will explore the results of the KPMG 2024 Infrastructure and Transport CEO Outlook to take a deeper look at these

19、 challenges and interrelated trends,and we will provide a set of recommendations for sector CEOs as they seek to deliver on their objectives and citizen expectations for quality of life.ForewordKey findingsGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the

20、 rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyExecutive summaryKPMG 2024 Infrastructure and Transport CEO Outlook3 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserve

21、d.Key findingsof CEOs expect earnings to grow by more than 2.5 percent over the next 3 yearsworry that a global failure on climate-change adaptation will have real short-to-medium-term impacts on their growthBut competition for skills is fiercebelieve the public is looking to businesses to fill the

22、void on societal challenges68%say that Gen AI is a top investment priority74%have already adapted their growth strategy to reflect their changing market environment44%say they are confident they can meet their net-zero goals by 203094%plan to increase headcount over the next three yearssay stakehold

23、er ESG expectations are changing faster than they can adaptBut most dont expect to see returns on their investments for at least three yearsBut Yet Growing in an uncertain environment Prioritizing climate risk Shaping the workforce Building public trust Driving digital transformation 62%54%57%63%Sou

24、rce:KPMG 2024 CEO Outlook ForewordExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyKey findingsKPMG 2024 Infrastructure and Transport CEO Outlook4 2024 Cop

25、yright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Growing in an uncertain environment The world may be facing a US$97 trillion infrastructure gap by 2040.1 But a strong pipeline of future work doesnt necessar

26、ily translate into outsized growth in the infrastructure and transportation sector.Growth is clearly at the top of CEOs minds.In our survey,53 percent of infrastructure and transportation CEOs say it is their number one challenge.Seventy-four percent say they have confidence in the growth prospects

27、of the industry,yet just 69 percent have the same confidence in their own companies growth prospects.Nearly three-quarters say they feel they are under greater pressure than ever to ensure the long-term prosperity of their business.At the same time,many infrastructure and transportation CEOs expect

28、their organizations to grow.In fact,63percent say they expect earnings to grow by more than 2.5 percent over the next three years 29percent think they will see earnings growth of more than five percent.Similar expectations surround headcount.Nearly all(94percent)say they plan to increase headcount,a

29、nd 38 percent expect to increase their workforce by more than six percent over three years.Source:KPMG 2024 CEO OutlookMost infrastructure and transportation companies are either in a highly competitive market where margins are continuously getting squeezed,or they are in a regulated monopoly and ge

30、tting squeezed by the regulator.Either way,more volume doesnt always translate into better earnings or margins.”Richard Threlfall Global Head of Infrastructure,Government and Healthcare,KPMG InternationalSection 11 Global Infrastructure Outlook,G20 Global Infrastructure Hub(2018).Earnings outlook fo

31、r next three years0.012.49percent2.504.99percent5.009.99percent10.0019.99percent 33%34%23%6%ForewordKey findingsExecutive summaryBuilding public trustPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyGrowing in an uncertain envir

32、onmentKPMG 2024 Infrastructure and Transport CEO Outlook5 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Dig deeper into the list of top challenges and many specific pain points become clearer.Infr

33、astructure and transportation CEOs say they are concerned about the impact of Gen AI and other new technologies.They continue to worry about the current state of the global economy,geopolitical complexities and growing protectionist attitudes in some markets.The competition for talent and changing w

34、orkforce dynamics loom large.The complex nature of these challenges has already forced the majority(74 percent)to adapt their growth strategy.An equal number say they have a moderate-to-high appetite for mergers and acquisitions(M&A)over the next three years,suggesting many hope to expand into new m

35、arkets and segments to drive growth.While that may be the case,our survey also reveals a heavy focus on driving organic growth;33 percent of CEOs say that is their most important growth strategy.And they say they plan to achieve that by strengthening their employee value proposition,implementing Gen

36、 AI and advancing digitization and connectivity across the business.Now as ever,confidence is key.Yes,politicians talk about a big pipeline of work.But without confidence on when or if it will materialize,it becomes very difficult to create a long-term growth strategy,retain talent and invest into n

37、ew technologies.”Lisa Kelvey Lead of Global Infrastructure Sustainability KPMG in the UKA perspective around top challenges on CEOs mindThe growth prospects or challenges of your organizationThe race to embrace and embed generative AI and other technologiesEconomic uncertaintyGeopolitical complexiti

38、esCompetition for talentChanging working patterns including the long-term impacts of hybrid workingGrowing protectionist attitudes in some markets 53%48%46%38%30%24%20%Source:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryBuilding public trustPrioritizing climate riskEmbracing the rise of

39、 Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyGrowing in an uncertain environmentKPMG 2024 Infrastructure and Transport CEO Outlook6 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All righ

40、ts reserved.Infrastructure and transportation CEOs increasingly recognize that public trust underwrites their license to operate.Our data suggests they are taking a personal interest in helping to rebuild trust.With confidence and trust in governments declining around the world,62 percent of infrast

41、ructure and transportation CEOs believe that the public is looking to businesses to fill the void on societal challenges and they seem ready to step up.Building public trust Section 2AgreeNeutralDisagree7%32%In 2024,62 percent of CEOs agreed that as confidence and trust in governments have declined,

42、the public is looking at businesses to fill the void on societal challenges62%Source:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an uncertain environmentPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyB

43、uilding public trustKPMG 2024 Infrastructure and Transport CEO Outlook7 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Infrastructure businesses must recognize that for the public what matters is n

44、ot the quality of the engineering,but their experience as a user of the service.That is the route to building and maintaining public trust.”Richard Threlfall Lead of Global Infrastructure Sustainability KPMG in the UKSeventy-one percent say they are willing to divest a profitable part of the busines

45、s if it was damaging their organizations reputation.Half say they would be willing to take a public stand on a politically or socially contentious issue,even if their board was concerned about the risks.More than three-quarters say they would take a public stand on an issue that may benefit the orga

46、nization but conflict with their own personal beliefs.Big announcements and commitments only go so far,and sector CEOs hope to put their words into action in their communities.Eighty-two percent think their organization should engage with communities and foster positive internal cultures to safeguar

47、d their future prosperity.Seventy-nine percent think they should be investing in community skills development and nearly three-quarters(73 percent)say they should be helping ease the cost-of-living crisis for customers.Willingness to take actions displaying personal integrityTake a stand on a politi

48、cally or socially contentious issue,even if the board was concerned about the risks of taking a public stanceDivest a profitable part of the business that was damaging our reputation50%71%9%1%41%28%WillingUnwillingNeutralSource:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an

49、uncertain environmentPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyBuilding public trustKPMG 2024 Infrastructure and Transport CEO Outlook8 2024 Copyright owned by one or more of the KPMG International entities.KPMG Internati

50、onal entities provide no services to clients.All rights reserved.Prioritizing climate riskIf you are not fully focused on managing climate risk,you should be.Our survey shows that a big proportion of the CEOs running the worlds most fundamental infrastructure are.And this is from respondents that fo

51、r the most part are headquartered in countries considered to be at low climate risk.According to infrastructure and transportation CEOs,environmental and climate change impacts pose the second biggest risk to their organizations(behind operational issues.Seven in ten say that natural disasters and e

52、xtreme weather events will likely impact their organizations prosperity over the next three years.More than half worry that a global failure on climate-change adaptation will have real short-to-medium-term impacts on their growth.CEOs recognize the link between delivering on their environmental,soci

53、al and governance(ESG)expectations and building public trust.In fact,the number one reason sector CEOs say they focus on ESG is to build customer relationships and positive brand association.They also see it as a personal mission:one in five think they may lose their jobs if they dont deliver on sta

54、keholder expectations.Yet herein lies the challenge.More than half(57percent)of sector CEOs also say that stakeholder expectations pertaining to ESG are changing faster than they can adapt their strategy.Kicking a ball through a moving goal post isnt easy.Adoption of ESG strategy over the next three

55、 years35%Driving total shareholder return21%Driving financial performance18%Attracting the next generation of talent16%Shaping our capital allocation,partnerships,alliances and M&A strategy7%Strengthening employee engagement and employee value proposition4%Building customer relationships and positiv

56、e brand associationHaving a strategy is one thing.Now its time to operationalize that for the business.That means making sure you have the right roles and responsibilities,clear targets that are spread out across the business units,and new processes and approaches to things like enumeration,reportin

57、g and data.”Lisa Kelvey Lead of Global Infrastructure Sustainability,KPMG in the UKSection 3Source:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMe

58、thodologyPrioritizing climate riskKPMG 2024 Infrastructure and Transport CEO Outlook9 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.While ambition on climate risk may be high,many CEOs worry they

59、will not achieve their objectives.Just 44 percent of infrastructure and transportation CEOs say they are confident they can meet their net-zero goals by 2030.Why?The top reason cited by our respondents is the complexity of decarbonizing their supply chains not a big surprise given the carbon-intensi

60、ve nature of many aspects of the sector.Many also suggested they lack the talent,capabilities or technology to successfully implement their decarbonization strategies.The investment levels required to deliver on some of these carbon goals are immense and for regulated sectors in particular its not a

61、lways easy to get the regulatory approval you need to levy the bills that would allow you to do the work.Its no surprise that ambition isnt meeting action for many companies.”Richard Threlfall Global Head of Infrastructure,Government and Healthcare,KPMG InternationalLack of appropriate technologysol

62、utions to gather and analyze dataIncreasing but inconsistent regulation requirements acrossjurisdictionsActive ownership from shareholders and wider stakeholder groupsLack of internal governance/controls to operationalize itThe cost of decarbonizationLack of skills and expertise tosuccessfully imple

63、ment solutions19%Complexity of decarbonizingsupply chains33%13%11%10%9%5%Barriers to achieving net zero or similar climate ambitionsSource:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustEmbracing the rise of Gen AIShaping the workfor

64、ceHow KPMG can helpKey recommendationsMethodologyPrioritizing climate riskKPMG 2024 Infrastructure and Transport CEO Outlook10 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Embracing the rise of G

65、en AIEveryone wants to talk about Gen AI,and infrastructure and transportation CEOs are no different.In our survey,68 percent say that Gen AI is a top investment priority despite ongoing economic uncertainty.Nearly half say it is a topic that is top of mind right now.CEOs have big hopes for the tech

66、nology.They see opportunities for increased efficiency and productivity,upskilling the workforce and driving innovation.Some suggest it could help increase their profitability(though,for regulated assets,that bump may be short lived).Seven in ten say their leadership has a clear view on how the tech

67、nology will both disrupt and benefit their organization.Yet at the same time,infrastructure and transportation CEOs note significant concerns about the challenges associated with implementing Gen AI.Top of the list are ethical challenges including concerns about bias,data protection and lack of tran

68、sparency.Reflecting CEOs desire to decarbonize their supply chain,58 percent say they are also concerned about the environmental impacts of Gen AI.Section 4Benefits of implementing generative AI23%Increased efficiency and productivity21%Upskilling the workforce for future readiness13%Increased innov

69、ation13%Increased profitability10%Increased diversity of skills and capabilities8%New product and market growth opportunities5%Fraud detection and cyber attack response5%Increased customer engagement3%Faster data analysisSource:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an

70、uncertain environmentBuilding public trustPrioritizing climate riskShaping the workforceHow KPMG can helpKey recommendationsMethodologyEmbracing the rise of Gen AIKPMG 2024 Infrastructure and Transport CEO Outlook11 2024 Copyright owned by one or more of the KPMG International entities.KPMG Internat

71、ional entities provide no services to clients.All rights reserved.Three other big challenges emerge from our data.The first is talent.Fifty-seven percent of sector CEOs say their organization may lack the technical capability and skills required to implement their Gen AI strategy(more on this in the

72、 next section).Two-thirds say they will need to upskill and retrain existing resources but will not reduce headcount.The other third say it will create more jobs than it eliminates.The second challenge is data.Only 40 percent of sector CEOs say they are confident they have their data ready to safely

73、 and effectively integrate Gen AI.Sixty-one percent think they have robust enough data governance frameworks to manage the integration of Gen AI.Where sector leaders are currently getting the most value from AI is where it is being used to make the workforce more efficient.Were seeing organizations

74、look at how they can run multiple assets from one control room,largely by using AI to automate the more mundane and less risky tasks.”David Smallbone Lead of InfraTech Advisory for Infrastructure KPMG in the UK ForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public t

75、rustPrioritizing climate riskShaping the workforceHow KPMG can helpKey recommendationsMethodologyEmbracing the rise of Gen AIKPMG 2024 Infrastructure and Transport CEO Outlook12 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to

76、clients.All rights reserved.CEOs have big ideas for AI.But AI runs on data.And they are still struggling to get their data off the infrastructure.You could have the best ideas,capabilities and technology.But if you dont have the data,you arent going to get the benefits.”David Smallbone Lead of Infra

77、Tech Advisory for InfrastructureChallenges associated to implementation of generative AIEthical challenge9%23%68%Lack of regulation13%26%62%Environmental sustainability13%28%58%Technical capability and skills required to implement18%25%57%ChallengingNot challengingSomewhat challengingThe third big c

78、hallenge is regulation.And our survey reveals that in this area at least sector CEOs want more of it,faster.On the one hand,62 percent say that a lack of regulation around Gen AI will be a challenge to implementation.A similar number(63 percent)say the pace of progress on Gen AI regulations will be

79、a barrier to their organizations success.So while hopes may be high for Gen AI to spin out benefits in the sector,most infrastructure and transportation CEOs say they dont expect to see returns on their Gen AI investments for at least three years.Source:KPMG 2024 CEO OutlookForewordKey findingsExecu

80、tive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskShaping the workforceHow KPMG can helpKey recommendationsMethodologyEmbracing the rise of Gen AIKPMG 2024 Infrastructure and Transport CEO Outlook13 2024 Copyright owned by one or more of the KPMG Internatio

81、nal entities.KPMG International entities provide no services to clients.All rights reserved.Shaping the workforce We have already revealed that 93 percent of sector CEOs plan to increase headcount over the next three years(with more than a third planning to increase it significantly)and that CEOs ex

82、pect Gen AI to if anything increase their headcount needs.Yet this is a period of heightened competition for talent,and infrastructure and transportation companies often struggle to attract the types of workers they will need to deliver on their growth objectives.So its no surprise that 76 percent o

83、f sector CEOs say talent challenges will likely have a negative impact on their companys prosperity over the next three years.Our survey suggests CEOs understand the challenge and have plans to respond.Indeed,for the second year in a row,infrastructure and transportation CEOs say their top operation

84、al priority to drive growth is to focus on enhancing their employee value proposition to attract and retain top talent.Section 5Usually employee value propositions are designed to retain employees.But these industries dont have a retention problem.They have an ageing workforce problem and their real

85、 challenge is attracting young,talented,IT-savvy individuals into the organization.That is where CEOs should be really focusing.”Richard Threlfall Global Head of Infrastructure,Government and Healthcare,KPMG InternationalAgreeNeutralDisagree79%2%8%7%Generative AITalentCost of living24%17%14%Impacts

86、to the organizations in the next three years76%74%Source:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of Gen AIHow KPMG can helpKey recommendationsMethodologyShaping the workforceKPMG 202

87、4 Infrastructure and Transport CEO Outlook14 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.One way sector CEOs plan to attract new talent is by broadening their talent pool.More than half say that

88、 progress on diversity and inclusion has moved too slowly in the business world.They also believe that they must set a strong example from the top.Nearly three-quarters(74 percent)say diversity requires implementing a change across leadership at the senior level,and 81 percent say that achieving gen

89、der equality in the C-suite would help to assure they can meet their growth ambitions.Diversity and inclusionProgress on diversity and inclusion has moved too slowly in the business worldDiversity in workplaces requires implementing a change across leadership at the senior level54%74%13%19%33%7%Agre

90、eNeither agree nor disagreeDisagreeAchieving gender equity in our C-suite will help to assure we can meet our growth ambitions81%17%3%In this industry,we spend a lot of time focused on diversity,but not enough time focused on inclusion.Whats the point in diversifying your workforce if you dont also

91、adapt the way in which you operate in order to encourage those voices to speak up and develop?”Lisa Kelvey Lead of Global Infrastructure Sustainability,KPMG in the UKSource:KPMG 2024 CEO OutlookForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing

92、climate riskEmbracing the rise of Gen AIHow KPMG can helpKey recommendationsMethodologyShaping the workforceKPMG 2024 Infrastructure and Transport CEO Outlook15 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All right

93、s reserved.Be braver As an industry,we must play a supportive role in helping solve key global challenges.To do that,we should be braver and more confident.We should move forward in the face of uncertainty.We should innovate and adapt.We should collaborate and inspire.Prioritize climate risk If the

94、CEOs who are the stewards of the critical infrastructure on which our populations depend are worried about the climate resilience of their assets,we should all be worried.More importantly,we should all be taking action.Build public trust Infrastructure and transportation organizations need public tr

95、ust in order to operate,grow and innovate.As trust in public institutions comes under pressure globally,CEOs should step up to fill the gap and ensure the success of their objectives.Focus on talent None of our objectives can be achieved if we do not have the right people,capabilities and support to

96、 deliver the change required.Ensure that workforce and talent considerations are embedded in every strategy and transformation roadmap.Overcome the data challenge Data has long been a barrier to digital transformation.But now,new approaches and technologies can help bridge some of those gaps.Rather

97、than starting with the big idea and then looking for the data,start with the data and see what you can build from there.Key recommendationsKey recommendationsForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of Ge

98、n AIShaping the workforceHow KPMG can helpMethodologyKPMG 2024 Infrastructure and Transport CEO Outlook16 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The global KPMG organization of infrastructu

99、re and transportation professionals has the experience,capabilities and insights to help you deliver lasting value from infrastructure and mobility assets,investments and policies.Infrastructure is the foundation of our societies and the bedrock of our economies.And transportation connects people,bu

100、sinesses and cultures.They can enable innovation,encourage equity and catalyze development.Done right,infrastructure and transportation can deliver a better future for everyone,everywhere.And KPMG professionals can show you how.The global organization of KPMG infrastructure and transportation profes

101、sionals thrives on helping solve some of the worlds biggest and most complex challenges.And our focus is on helping public and private sector organizations involved in infrastructure deliver the outcomes they are seeking,whether for society,for their business,or both,as efficiently and effectively a

102、s possible.Contact your local KPMG firm to explore how we can work together to help connect the world,build prosperity,reduce poverty,and create a sustainable quality of life.How KPMG can helpForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing cl

103、imate riskEmbracing the rise of Gen AIShaping the workforceKey recommendationsMethodologyHow KPMG can helpKPMG 2024 Infrastructure and Transport CEO Outlook17 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights

104、reserved.The 10th edition of the KPMG CEO Outlook,conducted with 1,325 CEOs between 25 July and 29 August 2024,provides unique insight into the mindset,strategies and planning tactics of CEOs.All respondents have annual revenues over US$500M and a third of the total companies surveyed have more than

105、 US$10B in annual revenue.The survey included CEOs from 11 key markets(Australia,Canada,China,France,Germany,India,Italy,Japan,Spain,UK and US)and 11 key industry sectors(asset management,automotive,banking,consumer and retail,energy,infrastructure,insurance,life sciences,manufacturing,technology an

106、d telecommunications)and 11 key industry sectors(asset management,automotive,banking,consumer and retail,energy,infrastructure,insurance,life sciences,manufacturing,technology and telecommunications).NOTE:some figures may not add up to 100 percent due to rounding.This report draws on the views of 12

107、0 infrastructure and transportation CEOs.In the infrastructure and transportation research,the two largest sub-sectors were mobility and transportation with half the respondents,and rail,airports,roads,digital infrastructure and other sectors making up the other half.The best-represented countries b

108、ased on organizational headquarters are the US,India,China,Canada and Germany,with these markets making up three-quarters of the total respondents.Methodology ForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of G

109、en AIShaping the workforceHow KPMG can helpKey recommendationsMethodologyKPMG 2024 Infrastructure and Transport CEO Outlook18 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.About the authors Richar

110、d Threlfall Global Head of Infrastructure,Government and HealthcareKPMG InternationalRichard,Global Head of Infrastructure,Government,and Healthcare at KPMG,oversees sectors contributing to 25%of KPMGs global revenues.With 30 years experience,he advises public and private sectors in the UK and abroa

111、d.His career began at the UK Department for Transport,later serving as Private Secretary to the Secretary of State for Transport and the Deputy Prime Minister.He led KPMGs UK Infrastructure sector,then became KPMG Internationals Global Head of Infrastructure and launched KPMGs Global ESG Strategy.Co

112、mmitted to addressing climate and social emergencies,he supports organizations in achieving UN Sustainable Development Goals.Hes known for guiding clients through complex transactions and is a frequent writer on infrastructure and sustainability.Lisa Kelvey leads KPMG UKs Major Projects Advisory Glo

113、bal Infrastructure Sustainability Lead.A Chartered Civil Engineer with 25 years experience of delivering major projects in the UK,Europe,Middle East,Asia and Americas,Lisa provides insight and leading international practice on the planning,procurement and delivery of major infrastructure projects as

114、 well as embedding ESG considerations throughout the asset lifecycle.She provides strategic advice to Project Leaders and Sponsors,backed up with strong technical knowledge to solve the most complex programme challenges.Lisa Kelvey Lead of Global Infrastructure Sustainability KPMG in the UKDavid lea

115、ds our InfraTech Advisory team,helping our clients use digital technologies,data,and analytics to get better value from their assets and infrastructure.David has previously worked for infrastructure owners and engineering support services organisations,across a broad range of sectors,infrastructure,

116、and assets.David Smallbone Lead of InfraTech Advisory for Infrastructure KPMG in the UKForewordKey findingsExecutive summaryGrowing in an uncertain environmentBuilding public trustPrioritizing climate riskEmbracing the rise of Gen AIShaping the workforceHow KPMG can helpKey recommendationsMethodolog

117、yKPMG 2024 Infrastructure and Transport CEO Outlook19 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The information contained herein is of a general nature and is not intended to address the circu

118、mstances 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 withou

119、t appropriate professional advice after a thorough examination of the particular situation.2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG refers to the global organization or to one or more of

120、 the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a private English company limited by guarantee and does not provide services to clients.For more detail about our structure please visit KPMG name and logo are

121、 trademarks used under license by the independent member firms of the KPMG global organization.Throughout this document,“we”,“KPMG”,“us”and“our”refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate lega

122、l entity.Designed by Evalueserve.Publication name:KPMG 2024 Infrastructure and Transport CEO Outlook|Publication number:139626-G|Publication date:October 2024Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related Richard Threlfall G

123、lobal Head of Infrastructure,Government and Healthcare,KPMG International E:richard.threlfallkpmg.co.uk Michele Connolly EMA Lead of Infrastructure and Corporate Finance,Partner,KPMG in Ireland E:michele.connollykpmg.ie Sharad Somani Asia Pacific Lead of Infrastructure and ESG,Partner,KPMG in Singap

124、ore E:.sg George Spakouris Managing Director,Advisory,Infrastructure KPMG in the US E:Gordon Shearer Lead of the Infrastructure Advisory Group and Deal Advisory Lead for Environmental,Social and Governance(ESG),KPMG in the UK E:gordon.shearerkpmg.co.uk Paul Foxlee National Sector Leader,Transport and Infrastructure KPMG Australia E:.au Jamie Samograd Partner,Deal Advisory,Infrastructure M&A KPMG in Canada E:jwsamogradkpmg.caJames Woodward Africa Lead of Transport and Infrastructure,Partner KPMG in Kenya E:jameswoodward1kpmg.co.keContacts