《畢馬威（KPMG）：2025年菲律賓首席執行官（CEO）展望報告（英文版）（15頁）.pdf》由會員分享，可在線閱讀，更多相關《畢馬威（KPMG）：2025年菲律賓首席執行官（CEO）展望報告（英文版）（15頁）.pdf（15頁珍藏版）》請在三個皮匠報告上搜索。

1、KPMGCEO OUTLOOKPHILIPPINESPhilippine CEO respondents maintain a stronger sense of optimism about their long-termgrowth prospects compared to their global counterparts,with 80%confident in their countryseconomic trajectory versus 73%globally over the next three years.However,both groupsshare concerns

2、 about economic uncertainty,with over half identifying it as a primary risk togrowth.Philippine leaders are navigating localized challenges such as trade regulation,protectionism and reputational risks,which uniquely influence their strategic priorities.This optimism underpins PH CEOs resilience in

3、responding to near-term challenges.Whileglobal CEOs are faster to adapt their strategies,PH CEOs higher focus on organic growthreflects their strategic emphasis on strengthening internal capabilities and maximizingexisting resources over riskier M&As.GenAI remains a key focus area,with 48%of PH CEOs

4、 and 56%global CEOs identifying itas a top investment priority.While global CEOs appear slightly ahead in readiness,only 24%of PH CEOs believe their workforce possesses the necessary skills to fully leverage GenAIspotential,compared to 30%globally.Despite these gaps,PH CEOs are committed to harnessi

5、ng GenAI for faster data analysis,fraud detection and cyberattack response,and increased profitability.Top functional areas ofinvestment for their organization include sales and marketing,IT,and finance.The ability tobalance rapid adoption with effective governance and workforce upskilling will be c

6、ritical inachieving ROI within the next three to five years,a timeline shared by most CEOs worldwide.As this technology evolves,leaders must navigate its transformative potential,fromreshaping business models to fostering new revenue streams,while mitigating challengessuch as workforce displacement

7、and regulatory ambiguity.Potential regulatory reforms,such as frameworks for responsible AI use and circulars fromgovernment agencies and regulatory bodies,are anticipated to address ethical concerns anddata governance.These initiatives will provide clearer guidelines for organizations to safelyand

8、effectively deploy AI while promoting transparency and accountability.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESGOverviewPhilippine CEOs primary focus today is navigating the interconnected risks and opportunities shaping their industries while positioning their organizations for

9、 sustainedsuccess.In our KPMG 2024 CEO Outlook Report,we analyzed perspectives from 485 CEOs at large companies globally,including the Philippines,to understand how they areresponding to challenges and strategic investments.The evolving workforce landscape presents another critical focus.PH CEOs are

10、 increasinglyfavoring a return to office setup but acknowledge the need for flexibility.They anticipateGenAIs influence on work processes,emphasizing the importance of upskilling andredeploying talent rather than reducing jobs.The majority of PH and global CEOs agree that GenAI will eliminate jobs m

11、ore than itcreates.However,a higher percentage of PH CEOs believe GenAI will create more jobs thanit eliminates compared to global counterparts,likely reflecting the countrys younger,moredynamic workforce.Addressing an aging workforce and the lack of skilled workers to replaceretirees also remains a

12、 pressing concern,with 40%of PH CEOs identifying these as keychallenges to recruitment,retention and workplace culture.Shortage of specialized skillsemphasize the need for comprehensive talent development to bridge these gaps andmaintain competitive growth.PH CEOs are aligning their ESG strategies w

13、ith long-term objectives,anticipating significantreturns within five years and prioritizing adaptation to stakeholder expectations.Thisunderscores their emphasis on gaining a competitive edge and refining how theycommunicate ESG commitments.In the face of evolving challenges and opportunities,PH CEO

14、s demonstrate a strongcommitment to innovation,strategic adaptability,sustainability and workforce development.Their cautious optimism,coupled with targeted investments in GenAI and talent upskilling,reflects a forward-looking approach to navigating economic uncertainty and technologicaldisruption.A

15、ligning long-term growth strategies with localized solutions will be instrumental in shapingthe future of their industries and contributing to the nations economic progress.Sharon G.DayoanChairman and Chief Executive OfficerR.G.Manabat&Co.(KPMG in the Philippines)2025 R.G.Manabat&Co.,a Philippine pa

16、rtnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.ConclusionDirectoryAbout KPMGGeopolitical complexitiesFor the next three years,PH CEOs are confident i

17、n their growth prospects for:IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESGPH CEOs heightened concern about economic uncertainty and geopolitical complexitiescompared to global counterparts likely stems from the countrys sensitivity to externaleconomic shocks and regional political

18、dynamics,which directly impact business operations.In contrast,PH CEOs relatively lower focus on generative AI adoption could reflectchallenges in upskilling the workforce,limited infrastructure and slower integration ofadvanced technologies compared to more digitally mature markets globally.68%75%C

19、ompanyIndustryCountryPhilippinesGlobal BenchmarkEconomic uncertainty52%44%52%46%56%The race toembrace and embed Gen AI and othertechnologiesPHGlobalvs.80%78%80%73%Economic outlook and business environment68%2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organizati

20、on of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.Top of mind challenges shared by CEOs include:ConclusionDirectoryAbout KPMG76%68%60%PH CEOs share global concerns but emphasizelocalized risks that could negat

21、ively impactorganizational prosperity in the next three years:Trade regulationProtectionismReputational riskPH CEOs cite top threats to growth in the nextthree years:Reputational risk,includingmisalignment withcustomer/publicsentimentCybersecurityEmerging/disruptivetechnologyThe lower percentage of

22、PH CEOs who haveadapted their growth strategy is attributed toslower decision-making processes,resourceconstraints,and a focus on addressinglocalized risks like trade regulations andprotectionism.These challenges limit their agility toimplement transformative strategies,unlikeglobal CEOs who are mor

23、e proactive intackling broader,interconnected threats.Meanwhile Global CEOs focus on:Geopolitics andpoliticaluncertaintyOperationalissuesSupply chainTop global shared risks are:79%Trade regulation69%Cyber crime&cyber security65%Generative AIIntroductionEconomic OutlookTechnology&GenAITalent&Workforc

24、eESG 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.20%16%16%14%14%12%Cybersecurity12%28%PH61%Globalhave already

25、adapted their growth strategyConclusionDirectoryAbout KPMG16%16%16%When thinking about their growth objectives,PH CEOs are prioritizingsustainability and customer satisfaction:PH CEOs higher focus on organic growth reflects their strategic emphasison strengthening internal capabilities and maximizin

26、g existing resourcesamidst localized challenges such as trade regulations and protectionism.This approach aligns with their preference for sustainable,long-termgrowth rather than riskier strategies like mergers and acquisitions.48%PH CEOs(vs 29%globally)24%PH CEOs(vs 24%globally)Organic growthM&A 20

27、25 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESGExecu

28、tion of ESG InitiativesOrganic growthImproving the customer experienceWhereas global leaders are more concerned with economic resilience andtechnological transformation:14%17%16%Organic growthInflation proofing capital and input costsUnderstanding and implementingGenAI across the businessincluding u

29、pskilling of workforceand streamlining processesConclusionDirectoryAbout KPMG12%PHin the next one to three years15%Global63%Global52%PH55%GlobalGenerative AIGenAI continues to be a key investment priority,but challenges inimplementation include data,workforce,and governance framework,as well as the

30、lack of regulations.CEOs expect to see returns from their GenAI investments:48%PH CEOs56%Global CEOssay GenAI is a top investmentpriority despite economicuncertaintyin the next three to five yearsPH CEOs prioritize upskilling their workforce over buying and implementing newtechnology as talent remai

31、ns a critical growth driver amidst tighter budgets fortech investments.This indicates a strategic focus on maximizing the value ofexisting technologies while preparing their workforce to fully leverage these toolsfor long-term competitiveness.56%PHbuying and implementing new technology44%PH37%Global

32、developing their workforces skills and capabilities 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.IntroductionEc

33、onomic OutlookTechnology&GenAITalent&WorkforceESGConclusionDirectoryAbout KPMGPH CEOs prioritize GenAI benefits such as fasterdata analysis and fraud detection given thecountrys need to address operationalinefficiencies and cybersecurity threats.Increased profitability reflects their focus onleverag

34、ing GenAI to maximize returns in acompetitive economic environment.Faster dataanalysisFraud detectionand cyberattackresponseIncreasedprofitability48%64%68%PH CEOs top three functional areas where theirorganization will make GenAI investments overthe next three years are the following:Sales and marke

35、tingInformation technologyFinance and accountingEthical challenges are the biggest hurdle forGenAI adoption.Organizations must addressconcerns on algorithmic bias,transparency indecision-making and compliance with evolvingAI governance standards.PHvs.Global60%PH CEOs(vs 69%globally)Ethical challenge

36、s 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESG2

37、0%16%16%10%10%13%ConclusionDirectoryAbout KPMGPhilippine CEOs believe that GenAI can beintegrated with ESG principles,fosteringsustainability,ethical governance andresilience.GenAI plays a crucial role in enhancingsustainability reporting,optimizing supply chainethics and increasing transparency acr

38、ossbusiness operations.However,maximizing itsfull potential requires a strong emphasis onupskilling the workforce.By combiningtechnological innovation with responsiblegovernance,Philippine companies are well-positioned to drive sustainable,long-termgrowth while adapting to evolving regulatoryrequire

39、ments and market expectations.36%PH CEOs34%Global CEOsbelieve they have their data ready to safely and effectivelyintegrate AI 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a priv

40、ate English company limited by guarantee.All rights reserved.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESG24%PH CEOs30%Global CEOsbelieve employees have the right skills to fully leverage thebenefits of generative AI64%PH CEOs52%Global CEOsbelieve they are ready to deploy safe inte

41、gration ofgenerative AI with robust governance frameworksConclusionDirectoryAbout KPMGFully remoteHybridIn-officeTalent and workforcePH sentiment regarding GenAI job creation ismore optimistic than global counterparts,likelyreflecting the countrys younger,more dynamicworkforce.PH CEOs cite the retir

42、ement of skilled workerswithout sufficient replacements as the biggestchallenge to their organizations,highlighting agrowing skills gap and the urgent need forcomprehensive talent development to bridgethese gaps and maintain competitive growth.In the next three years,CEOs envision the working enviro

43、nment for corporate employeeswhose roles were traditionally based in-office to shift towards:4%PH72%PH CEOs78%Global CEOssay that as business leaders,they have aresponsibility to drive greater social mobility 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organiza

44、tion of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESG6%Global8%PH10%Global88%PH84%GlobalConclusionDirectoryAbout KPMGcited the number of employees

45、retiringcoupled with a lack of skilled workers toreplace them as the factor with the largestimpact on their company72%72%see an aging workforce impacting theirorganizations employee recruitment,retention,and overall culturesay GenAI will not fundamentally impact thenumber of jobs but will require up

46、skilling andexisting resources to be redeployedPH CEOs68%PH CEOs73%Global CEOs12%Both PH and Global CEOs agree GenAI will require upskilling and redeployment of resources.They also believe GenAI will eliminate more jobs than it creates.However,a higher percentageof PH CEOs believe GenAI will create

47、more jobs than it eliminates compared to globalsentiment.This could be attributed to the younger,more dynamic demographic in thePhilippines,where there may be greater optimism about GenAIs potential to drive job creation.say GenAI will create more jobs than iteliminates32%PH CEOs26%Global CEOsbeliev

48、e that organizations should invest in skills development and lifelonglearning in communities to safeguard access to future talent PH CEOs Global CEOsbelieve that organizations should engage with communities and fosterpositive internal cultures to safeguard future productivity 2025 R.G.Manabat&Co.,a

49、Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESGGlobal CEOs20%PH CEOs40%Gl

50、obal CEOs31%ConclusionDirectoryAbout KPMG40%33%ESGPH CEOs lack confidence in achieving their net-zero goals due to decarbonization challenges,butthey remain committed to advancing climate-related strategies.32%PH CEOs cited the cost ofdecarbonization andincreasing but inconsistentregulation requirem

51、entsacross jurisdictionsPH CEOs and Global CEOs both see their ESG strategies having the greatest impacton attracting the next generation of talent in the next three yearsThe greatest barrier to achieving their net-zero goals:23%Global CEOs cited the lack ofappropriate technologysolutions to gather

52、andanalyze data PH Global IntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESG 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guaran

53、tee.All rights reserved.36%PH CEOs are confidentthey can meet their net-zero goals by 2030PH CEOs have fullyembedded ESG intotheir business to createincreased value48%ConclusionDirectoryAbout KPMG4%PH13%Global32%26%56%PH50%Globalin the next one to three yearsWhen asked when to expect significant ret

54、urns from their ESG investments:PH CEOs and Global CEOs share a similar belief that the major downside of not meeting stakeholder expectations on ESG efforts is competitors gaining an edge PH Globalin the next three to five years32%PH CEOs28%Global CEOssay they have evolved their climate-related str

55、ategy to meetchanging stakeholder needs68%PH CEOs69%Global CEOssay they remain committed to their climate-related strategies,but they are adapting how they communicate it to meet changingstakeholder needsIntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESG 2025 R.G.Manabat&Co.,a Philippin

56、e partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.PH CEOs are aligning their ESG strategies with long-term goals,expecting significant returns withi

57、n five years,while emphasizingadaptation to stakeholder needs.This highlights a focus oncompetitive advantage and the evolving communication of ESGcommitments.ConclusionDirectoryAbout KPMGTop 3 Key Takeaways:Confidence Despite Uncertainty.Philippine CEOs are more optimistic(80%)about long-term busin

58、ess growth than their global counterparts(73%),even asboth groups navigate economic uncertainty,trade regulations,and reputationalrisks.GenAI is a Priority,But Workforce Readiness Lags.While 48%of PhilippineCEOs see Generative AI(GenAI)as a key investment,skill gaps andinfrastructure challenges slow

59、 adoption.Only 24%believe their workforce isprepared,compared to 30%globally.Workforce and ESG Shape Future Growth.Philippine CEOs favor talentdevelopment over aggressive acquisitions,investing in upskilling rather thanrestructuring.ESG remains a key priority,but costs and unclear regulationscreate

60、roadblocks in meeting net-zero goals.IntroductionTechnology&GenAITalent&WorkforceESGConclusionAs CEOs worldwide respond to evolving economic and technological landscapes,Philippine leaders share many of the same priorities as their globalcounterpartsyet their strategic approach reflects unique local

61、 challenges.While both groups emphasize the importance of digital transformation,workforcedevelopment,and sustainability,Philippine CEOs maintain a stronger focus on organic growth and long-term resilience,in contrast to the more aggressive M&Astrategies pursued globally.2025 R.G.Manabat&Co.,a Phili

62、ppine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.Driving Growth Amid Shared and Localized ChallengesTo remain competitive,organizations must:Ac

63、celerate digital transformation.While 56%of global CEOs see GenAI as atop investment priority,only 48%of Philippine CEOs do,largely due toworkforce readiness and infrastructure gaps.Addressing these barriers will becrucial for maximizing AI-driven efficiencies.Invest in workforce upskilling.Globally

64、,30%of CEOs believe theiremployees are equipped to leverage GenAI,compared to only 24%in thePhilippines.Bridging this gap will be key to long-term competitiveness.Strengthen ESG initiatives.While both global and Philippine CEOs recognizeESG as a strategic imperative,local executives face greater cha

65、llenges inmeeting net-zero goals due to regulatory inconsistencies and the cost ofdecarbonization.Despite differing approaches,both PH and global CEOs agree that long-term success depends on balancing rapid innovation with governance and adaptability.While bothPH and global CEOs acknowledge that Gen

66、AI will likely eliminate more jobs than it creates,yet 32%of Philippine CEOs believe it will generate more opportunitiesaconfidence driven by the countrys younger,more adaptable workforce.To thrive in this evolving landscape,CEOs must embrace innovation while ensuring responsible governance,equip th

67、eir workforce with future-ready skills,and developlocalized strategies to sustain growth amid global uncertainties.ConclusionDirectoryAbout KPMGEconomic OutlookIntroductionEconomic OutlookTechnology&GenAITalent&WorkforceESGAbout the KPMG CEO OutlookThe KPMG CEO Outlook offers a comprehensive three-y

68、ear perspective fromglobal executives on enterprise strategies and economic growth trends.This report draws insights from 485 CEOs across 26 pivotal markets(Botswana,Ethiopia,Ghana,Ireland,Kenya,Luxembourg,Mauritius,Mozambique,Namibia,Nigeria,Northern Ireland,Oman,the Philippines,Poland,Portugal,Qat

69、ar,Rwanda,South Korea,South Africa,Sweden,Taiwan(SAR,China),Tanzania,Uganda,theUAE,Zambia,and Zimbabwe)and 11 major industry sectors(asset management,automotive,banking,consumer and retail,energy,infrastructure,insurance,lifesciences,manufacturing,technology,and telecommunications).All CEOs report a

70、nnual revenues exceeding US$500M,with over one-thirdgenerating more than US$10B annually.The survey was conducted in September2024.About R.G.Manabat&Co.R.G.Manabat&Co.is a Philippine partnership and a member firm of the KPMGglobal organization of independent member firms affiliated with KPMGInternat

71、ional Limited,a private English company limited by guarantee.Strategically positioned across key business hubs in Makati,Cebu and Iloilo,ourfirm has a workforce of around 1,700 personnel,including 48 Partners andPrincipals,dedicated to delivering exceptional professional services.The firmhas been re

72、cognized with the following notable awards in the past years:Tier 1Transfer Pricing Practice and General Corporate Tax Practice in the Philippinesby the International Tax Review(ITR)in the ITR World Tax Rankings 2025,certified as a Great Place to Work in the Philippines and recognized by thePhilippi

73、ne Daily Inquirer and Statista as one of the Philippines Best Employers.The firm provides audit and assurance,tax,advisory and technology consultingservices.It provides insights and assessments to help organizations andcompanies start,invest,and/or expand their growth and profitability in thePhilipp

74、ines.It utilizes a global approach spanning professional disciplines,industry sectors and national borders.The diverse public and private sectorbackgrounds of the firms partners and principals,coupled with extensivetraining,and backed up by the wide knowledge resources and network of KPMGprofessiona

75、ls,allow the firm to give realworld solutions to increasingly complexbusiness and regulatory issues.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 timelyinfor

76、mation,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 upon such information withoutappropriate professional advice after a thorough examination of the particular situation.2025 R.G.Mana

77、bat&Co.,a Philippine partnership and a member firm of the KPMG global organization ofindependent member firms affiliated with KPMG International Limited,a private English company limited byguarantee.All rights reserved.ConclusionDirectoryAbout KPMGIntroductionEconomic OutlookTechnology&GenAITalent&W

78、orkforceESGDirectory of Partners and PrincipalsSharon G.DayoanChairman and CEOEmmanuel P.BonoanVice Chairman and COOAudit and AssuranceWarren R.AEmerald Anne C.BOliver C.BAlicia S.CDiana Rose A.De MDindo Marco M.DRohanie C.GJose P.Javier,JMichelle Kara S.KTireso Randy F.LVanessa P.MJohn MWilfredo Z.

79、PAnabella R.RGregorio I.Sambrano,JFlorizza C.SMyra Liza S.Sto.TMarkent Ronie R.TDarwin P.VMaria Arleene C.YVernilo G.YTaxRyan E.CJozette Issel G.DEllen Rose R.HMaria Myla S.MMaria Carmela M.PEugene M.PMary Karen E.Quizon-SMaria Ruby E.Rea-VLeandro Ben M.RKathleen L.SManuel P.Salvador IIIKaren Jane S

80、.Vergara-MAdvisoryArdee Jireh A.AKristine I.AJallain Marcel.S.MDoris Aura B.PastorizaImelda H.CFrits Gerald M.EJerome Andrew H.GMichael Arcatomy H.GMichael Emerson E.RJeffree Mae M.TGilbert T.TDepartment of ProfessionalPracticeMa.Gracia C.DArvin A.YJapanese PracticeKathleen L.SConclusionDirectoryAbout KPMG 2025 R.G.Manabat&Co.,a Philippine partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.