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AI adoption across Finance functions achieves standout levels of ROI with usage only set to increase
71% of organisations are using AI in their finance operations
- 57% of leaders say ROI is exceeding their expectations, compared to 29% of others.
- Financial reporting is the most common usage area – but this is widening out to include treasury management, risk management and tax
- Nearly three-quarters of leaders have developed principles and guidelines on the responsible use of AI
HONG KONG SAR – Media OutReach Newswire – 4 December 2024 – New research from KPMG International reveals the dramatic extent to which artificial intelligence (AI) is being deployed in organisations’ finance operations – with compelling levels of ROI and a wide range of benefits including better data and decisions, faster insights and reporting, lower costs, and greater operational effectiveness. The KPMG report reveals that organisations are extracting the most value from machine learning, deep learning, and generative AI and report the ROI from these technologies is either meeting or exceeding expectations.
The research, published in the KPMG global AI in finance report, covered 2,900 organisations across 23 countries and built upon research conducted earlier this year across 1,800 organisations in 10 countries. A maturity framework was created to assess respondents into three AI-readiness groups: 24% of organisations qualify as Leaders, while 58% are middle ground Implementers, and 18% are Beginners. KPMG has also developed an AI maturity benchmarking tool designed to help organisations assess their progress in the AI transformation journey.
AI deployment grows, Gen AI a key future priority
71% organisations are using AI to some degree in their financial operations. Currently, 41% of them are using AI to a moderate or large degree – and this is predicted to rise to 83% over the next three years. In just six months since the first wave of research, the spread of AI is already visible. Whereas in April 2024, 40% of organisations in the original 10 countries were using traditional AI in their finance operations to a moderate or large degree, this has increased to 45 percent.
The use of Gen AI has also grown. The percentage of companies with no intention to use Gen AI has fallen from 6% to just 1% now. Gen AI has become a top priority for the future, with 95% of leaders and 39% of others expecting to selectively or widely adopt it within financial reporting in the next three years.
Adoption everywhere
KPMG’s research also underlines the extent to which AI is being utilised around the world. While companies in the US, Germany and Japan are well ahead in AI usage, other major economies, such as Italy and Spain, are behind. The same dichotomy is evident in emerging markets, with China and India ahead in AI usage, and Saudi Arabia and the African countries further behind.
Adam Scriven, Head of Finance Transformation, Hong Kong at KPMG China, says: “Building AI capability has become an imperative for CFOs and Finance functions in embracing the digital age. It’s critical to recognise that AI is a capability, and not a technology product. We all have to start the AI journey, learn and build better capabilities. KPMG is helping clients establish the right data and systems, modelling and analytics backbone in order to harness the power of AI. KPMG is also co-creating AI solutions with clients to help build capability and go on the journey together.”
Alan Yau, Audit Innovation Leader at KPMG China, says: “AI in financial reporting is transforming the industry with enhanced accuracy, efficiency, and real-time insights. As a mega trend, AI enables predictive analytics and data-driven decisions. Upskilling and retaining talent are crucial in this evolution. Organisations must prioritise continuous learning to equip their workforce with AI skills, fostering innovation and adaptability, in order to drive sustainable growth and maintain a competitive edge in the market.”
AI usage opening out across finance
Companies are turning to AI in every area of corporate finance. Financial reporting is the most widespread usage area, with nearly two-thirds of companies piloting or using AI for reporting, accounting and financial planning. But other areas are following suit: nearly half of companies are now piloting or using AI for treasury and risk management. This can generate better debt management, cash-flow forecasting, fraud detection, credit risk assessment, and scenario analysis in the treasury and risk management functions. Tax management, however, sits slightly further behind. Less than one-third of companies piloting or using AI in this area, although about half are in the planning stage.
Leaders moving ahead
Leaders are showing the way, with more than three times as many leaders (87%) as others (27%) using AI in finance to a moderate or large degree. Leaders are moving fast and have on average developed six use cases for AI, almost double the number amongst others. Top areas for usage are research and data analysis (85%), fraud detection and prevention (81%), predictive analysis and planning (78%), and using Gen AI for composing documents and other content (75%).
Common barriers that all companies encounter include data security vulnerabilities (57%), limited AI skills and knowledge (53%), gathering consistent data (48%) and costs (45%) – but leaders are better able to navigate these through the steps they have taken. Their chief barriers become more advanced ones, such as integrating AI solutions with existing tools and overcoming any residual staff resistance.
Reaping the benefits and achieving ROI
As the use of AI in finance grows, the dividends multiply. When starting out, finance teams report two to three benefits. By the time they are leaders, that number is seven.
Just as the benefits from AI can rise with its usage, so does the potential return on investment. As a result, a remarkable 57% of leaders say ROI is not just meeting but exceeding their expectations. Even amongst less advanced adopters, nearly one third (29%) report the same.
Stanley Sum, Head of Digital Enablement at KPMG China, says: “AI is reshaping the finance function, paving the way for both potential opportunities and challenges. Hence, robust AI governance is not merely conducive to meeting regulatory demands, but it stands as an essential component. KPMG assists its clients in their journey to manage risks, promoting transparency and the ethical usage of AI in governance. By implementing mindful supervision now, we help safeguard the future of finance.”
Hashtag: #KPMGChina
The issuer is solely responsible for the content of this announcement.
About KPMG China
KPMG China has offices located in 31 cities with over 14,000 partners and staff, in Beijing, Changchun, Changsha, Chengdu, Chongqing, Dalian, Dongguan, Foshan, Fuzhou, Guangzhou, Haikou, Hangzhou, Hefei, Jinan, Nanjing, Nantong, Ningbo, Qingdao, Shanghai, Shenyang, Shenzhen, Suzhou, Taiyuan, Tianjin, Wuhan, Wuxi, Xiamen, Xi’an, Zhengzhou, Hong Kong SAR and Macau SAR. Working collaboratively across all these offices, KPMG China can deploy experienced professionals efficiently, wherever our client is located.
KPMG is a global organization of independent professional services firms providing Audit, Tax and Advisory services. KPMG is the brand under which the member firms of KPMG International Limited (“KPMG International”) operate and provide professional services. “KPMG” is used to refer to individual member firms within the KPMG organization or to one or more member firms collectively.
KPMG firms operate in 143 countries and territories with more than 265,000 partners and employees working in member firms around the world. Each KPMG firm is a legally distinct and separate entity and describes itself as such. Each KPMG member firm is responsible for its own obligations and liabilities.
KPMG International Limited is a private English company limited by guarantee. KPMG International Limited and its related entities do not provide services to clients.
In 1992, KPMG became the first international accounting network to be granted a joint venture licence in the Chinese Mainland. KPMG was also the first among the Big Four in the Chinese Mainland to convert from a joint venture to a special general partnership, as of 1 August 2012. Additionally, the Hong Kong firm can trace its origins to 1945. This early commitment to this market, together with an unwavering focus on quality, has been the foundation for accumulated industry experience, and is reflected in KPMG’s appointment for multidisciplinary services (including audit, tax and advisory) by some of China’s most prestigious companies.
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A First in the Asia-Pacific – Taiwan Leads the Launch of the Early Kidney Disease Annual Report, Opening a New Era in Advancing Kidney Care
- Yung-Ho Hsu, Secretary General of the Taiwan Society of Nephrology
- Shang-Jyh Hwang, Honorary President of the Taiwan Society of Nephrology
- Masaomi Nangaku, Immediate Past-President of the International Society of Nephrology
- Marcello Tonelli, President of the International Society of Nephrology
- Mai-Szu Wu, President of the Taiwan Society of Nephrology
- Chung-Liang Shih, Minister of the Ministry of Health and Welfare
- Ching-Fen Shen, Director General of the Health Promotion Administration, Ministry of Health and Welfare
- Chih-Cheng Hsu, Professor at the National Health Research Institutes
- Hyeong-Cheon Park, President Elect of the Asia Pacific Society of Nephrology
- Rajnish Mehrotra, President of the International Society of Peritoneal Dialysis
The complete and immediate analysis aids in reversing the past trend where most patients were diagnosed at late stages and required dialysis, ushering in a new era of early detection and treatment. Minister of Health and Welfare, Chung-Liang Shih, stated at a press conference that this annual report serves as a new engine for promoting precise care, integrating complete data and risk classification indicators for Early CKD P4P(Pay for Performance) and Pre-ESRD P4P. This fills the gap in early kidney disease data and strengthens the quantitative basis for policy and clinical decision-making, facilitating early intervention and delaying disease progression. The goal is to achieve the Healthy Taiwan Policy target of reducing the standardized mortality rate for chronic diseases by one-third by 2030, and for Taiwan’s care model to become an example in the Asia-Pacific, establishing a sustainable and precise new framework for kidney care.
The early kidney disease annual report reveals several key trends. According to KDIGO risk classification, the proportion of high-risk and very high-risk patients in the P4P program has gradually decreased in recent years, reflecting a shift in treatment strategies toward early intervention and prevention. This trend not only highlights the medical team’s emphasis on the care of early-stage chronic kidney disease patients but also helps delay disease progression and reduce the incidence of later-stage complications. In terms of controlling the “three highs” (hyperglycemia, hypertension, and hyperlipidemia), data shows that approximately 80% of patients meet lipid targets and nearly 60% maintain stable blood sugar levels. However, only about 30% meet the target for blood pressure below 130/80 mmHg, indicating significant challenges remain in blood pressure control. The “three highs” are important risk factors for the progression and deterioration of chronic kidney disease, making it crucial to further improve control rates. The implementation of the P4P program has already shown preliminary results, and there are expectations for more immediate, comprehensive, and rigorous data collection and tracking, which will more fully demonstrate the long-term benefits of this care model.
Data-Driven: Taiwan’s First Early Kidney Disease Annual Report Fills Care Gaps
Professor Chih-Cheng Hsu from the National Health Research Institutes pointed out that past domestic kidney disease care has primarily focused on dialysis and end-stage disease, with limited understanding of early stages and delayed updates on data. This annual report breaks through traditional reporting frameworks and represents the first integration of complete data and risk classification indicators for Early CKD P4P and Pre-ESRD P4P. Utilizing big data for in-depth analysis, it outlines the disease progression and comorbidity trends of patients at different risk levels, successfully filling the long-term gap in early kidney disease care. He noted that grasping information on early stages of disease helps clinicians intervene earlier and delay deterioration while providing quantitative evidence for health policies to promote proactive and timely kidney care strategies, enhancing Taiwan’s international competitiveness in precise health governance.
Early CKD P4P and Pre-ESRD P4P are two phased quality-based reimbursement programs promoted by the National Health Insurance Administration, addressing key care needs for early chronic kidney disease and pre-dialysis patients, respectively. Early CKD P4P primarily targets patients in CKD stages 1-3a, aiding healthcare institutions in early identification of kidney deterioration risks through disease tracking and integrated care models, providing personalized management. Pre-ESRD P4P focuses on patients in CKD stages 3b, 4-5, enhancing control of complications, medication, and nutritional management while utilizing data feedback to support treatment decisions, aiming to delay dialysis and improve care efficiency. Both programs link the complete processes from early prevention to pre-dialysis intervention, contributing to improved overall CKD care quality and patient long-term prognosis.
Precise Kidney Care: Holistic and Continuous CKD Care as a Model for Chronic Disease
Taiwan centers its approach on “precise care,” continuously optimizing the integrated chronic kidney disease care system to implement policy blueprints in clinical practice. Director General of National Health Insurance Administration, Lian-Yu Chen, mentioned that Taiwan has progressively refined various measures, from educational programs for pre-end-stage renal disease patients to integrated care plans for early chronic kidney disease. The medical team can adjust personalized treatment strategies based on patient risk classification and clinical data, strengthening disease management and follow-up effectiveness for early-stage patients. She indicated that by integrating and providing feedback across units, care gaps could be minimized to ensure that patients receive consistent medical services across different levels of care. Director General of Health Promotion Administration, Ching-Fen Shen, remarked that grassroots health education and community health advocacy go hand in hand to enhance public awareness of kidney health. Years of efforts have significantly slowed the deterioration of early kidney disease progression, with patients participating in integrated care exhibiting a lower future risk of dialysis compared to those who do not participate, showing tangible effectiveness of the Taiwan model.
Policy Linkage and Sustainable Vision: Achieving the Healthy Taiwan Goals and Leading the New Landscape of Asia-Pacific
In response to the government’s “Healthy Taiwan” policy, Taiwan is implementing a preventive kidney care model based on the Early CKD P4P and Pre-ESRD P4P systems and the Early Kidney Disease Annual Report. President of the Taiwan Society of Nephrology, Mai-Szu Wu, stated that investing in early chronic kidney disease management not only contributes to health sustainability but also reduces waste of medical resources, achieving dual benefits of health outcomes and environmental sustainability, assisting the government in its goal to reduce chronic disease mortality by one-third by 2030.
During the Asia-Pacific Nephrology Conference (APCN) held in Taipei this year, the Asia-Pacific’s first Early Kidney Disease Annual Report was officially unveiled. President of the International Society of Nephrology, Marcello Tonelli, and Immediate Past-President , Masaomi Nangaku, along with the President Elect of the Asia Pacific Society of Nephrology Hyeong-Cheon Park and Honorary Secretary Sunita Bavanandan attended as witnesses, attracting experts from South Korea, Japan, Thailand, Malaysia, Australia, New Zealand, Singapore, Hong Kong, Mongolia, Indonesia, and the Philippines. Additionally, various important domestic academic societies, including the Taiwan Academy of Family Medicine, Taiwan Society of Cardiology, the Diabetes Association of the Republic of China (Taiwan), the Taiwan Association of Clinical Diabetes, and the Taiwan Medical Clinics Association also participated and supported the event. Minister Chung-Liang Shih expressed gratitude for the collective efforts and emphasized that this kidney annual report showcases Taiwan’s leading position in medical data integration and clinical evidence, hoping that real-time and comprehensive data analysis will once again showcase Taiwan’s precision care model to the international community, working together with other countries to create a new global framework for chronic kidney disease prevention and treatment.
Hashtag: #TaiwanSocietyofNephrology
The issuer is solely responsible for the content of this announcement.
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The Government of Angola Launches an International Public Tender for the Management of the Namibe Corridor
The concession, with an initial duration of 30 years, extendable up to 50 years, covers the operation, management, maintenance and preservation of the Moçâmedes–Menongue Railway Line, including rolling stock, associated infrastructure, workshops and the training centre. It further encompasses the possibility of designing and constructing new sections, extensions and branch lines, as well as railway connections to the Republic of Namibia and, at a later stage, to the Republic of Zambia.
The Secretary of State for Land Transport, Jorge Bengue, noted at the launch event that the process constitutes a strategic opportunity for international operators with a proven track record in the railway sector. “The Namibe Corridor has the potential to strengthen Angola’s role as a regional logistics platform, enhance supply chains, foster new investments, and increase the competitiveness of exports. We anticipate a dynamic tender process with strong participation from established industry operators,” he stated.
Jorge Bengue further emphasised that Angola has carried out structural reforms in recent years that have strengthened legal certainty and created a more competitive business environment. The success of the concession of the Lobito Corridor has demonstrated the country’s capacity to implement partnership models that stimulate private investment and accelerate the modernization of transport infrastructure.
Individual companies or consortiums of competitors with proven experience in the management of railway infrastructure and freight operations are eligible to apply. The detailed technical and financial requirements are set out in the tender documents, which are available for a fee of USD 20,000, or the equivalent in kwanzas at the exchange rate of the National Bank of Angola at the time of the transaction.
The Namibe Corridor encompasses the Moçâmedes Railway, with a total length of 855 km, and the Port of Namibe, forming a strategic logistics axis for the export of minerals, ornamental stones, agricultural products, and other goods. The infrastructure allows for a theoretical capacity of up to 5 million tonnes per year, serving as a connection point for landlocked countries in the region, in coordination with the Lobito and Walvis Bay corridors.
This corridor also contributes to tourism development and regional integration, strengthening Angola’s position in Atlantic–Indian trade routes and consolidating the country as a significant commercial hub within the African context.
Distributed by APO Group on behalf of Ministry of Transport of Angola.
Download Image: https://apo-opa.co/48GQeet
Caption: The official launch of the Public Tender, presided over by the Secretary of State for Land Transport, Jorge Bengue
The issuer is solely responsible for the content of this announcement.
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VinFast VF 8 – Crafted for high-expectation markets in the GCC
Premium design meets industry-leading warranty and long-term support
DUBAI, UAE – Media OutReach Newswire – 12 December 2025 – The Middle East’s electric vehicle market is still developing but advancing quickly. In the Gulf Cooperation Council (GCC) region, EV sales penetration doubled from about 2 per cent to roughly 4 per cent in just one year, placing the region among the fastest-growing EV markets globally. 91% of battery-electric vehicle owners here say they plan to buy another EV, above the global average of 87%.
Amid that backdrop, buyers are seeking vehicles that match or exceed the space, performance, and refinement expected from premium SUVs. VinFast VF 8 arrives as a direct response to these elevated expectations, combining sophisticated design, robust capability, and a comprehensive ownership framework built around long-term confidence.
The VF 8 is shaped by VinFast’s “Dynamic Balance” design philosophy, a deliberate interplay between flowing curves and precise, angular lines that creates a sense of energy and visual structure without sacrificing harmony. This design language feels both contemporary and enduring. The result is a vehicle that projects presence without aggression, offering an aesthetic that balances boldness with sophistication, qualities that resonate with Middle Eastern consumers who view their vehicles as reflections of personal standards.
Under the sculpted exterior lies engineering tuned for high-demand regional driving. The VF 8 Plus variant delivers all-wheel drive with up to 402 horsepower and 620 Nm of torque, accelerating from 0 to 100 kph in under 5.5 seconds. This translates to confident overtaking on high-speed highways, assured merging in dense urban traffic, and the capability to handle extended cruising. Range reaches up to 493 km (NEDC) in the Eco configuration, a practical threshold aligned with intercity travel patterns across the region.
The 15.6-inch infotainment display provides intuitive access to navigation and vehicle settings. Crucially for the region, dual-zone climate control paired with ventilated seats are essential features designed to maintain cabin comfort even during peak heat.
The VF 8 integrates a comprehensive suite of smart systems designed to reduce driver workload. Traffic Jam Assist manages stop-and-go driving in congested environments, easing the fatigue of gridlock. Highway Assist supports sustained motorway cruising, helping drivers maintain lane position during long-distance travel. These systems work together to create a driving experience that feels more secure and less demanding.
Where the VF 8 truly distinguishes itself is in VinFast’s approach to long-term ownership. Addressing anxieties around battery longevity and service maturity, VinFast offers what may be the industry’s most comprehensive warranty structure. The VF 8 comes with a 10-year/200,000-km vehicle warranty and a 10-year unlimited-kilometer battery warranty, and 5-year/100,000-km of free service, eliminating one of the primary concerns of electric vehicle ownership. It’s also supported by practical service infrastructure: mobile service capabilities bring maintenance to customers’ locations, while 24/7 roadside assistance ensures support is available whenever needed.
The VF 8 represents VinFast’s understanding that success in sophisticated markets like the GCC requires vehicles that genuinely align with how people live, drive, and make long-term decisions. For Middle Eastern buyers navigating the transition to electric mobility, the VF 8 offers confidence in all aspects: design, performance, comfort, and warranty support. From the first drive to years down the road, it’s an electric vehicle crafted to deliver peace of mind alongside capability.
Hashtag: #VinFast
The issuer is solely responsible for the content of this announcement.
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