Latest news with #Demetriou
Evening Standard
25-06-2025
- Health
- Evening Standard
Why tomato skincare is your new beauty saviour
'Naturally rich in vitamins A and C, green tomato helps to brighten dull areas, improve the appearance of pores, and support a smoother skin texture. Sungboon Editor combines it with different ingredients across the line to target specific concerns, niacinamide and collagen in the Pore Lifting Ampoule+ to help firm and brighten, PHA and cica (centella) in the Peeling Jumbo Pads for gentle exfoliation, and a light blend of hydrators in the Ultra Whipping Foam to decongest pores without leaving the skin dry or tight,' Demetriou continues.
The Age
13-06-2025
- Sport
- The Age
He walked away from footy 11 years ago, but this key figure has Andrew Dillon's ear
Andrew Demetriou virtually disappeared from the AFL landscape for close to a decade following his 2014 exit from the game's top job, not even showing up to receive his prestigious life membership at the 2015 season launch. Demetriou's attitude was that once he was out he was out. He left a clear path for his nominated and obvious successor Gillon McLachlan who had already begun to make changes and key appointments during Demetriou's final months, and when he did attend footy games he sat in the stands with his family. The former AFL CEO finally returned to a major football function at the 2022 Geelong-Sydney grand final in deference to McLachlan's departure – the latter in fact remained for an extra season – and it was clear to those who spoke to him that day that, although Demetriou had been physically absent from footy, he remained as finely attuned as ever to the sport's politics ranging from clubs to head office. At the end of the 2023 season he flew to Sydney to attend the Giants' last home game, where he was awarded life membership of the AFL's youngest club, but in between those two ceremonies it was Demetriou's work behind the scenes which had a more significant impact upon the game. Andrew Dillon was already the favourite to replace McLachlan and would probably have won the appointment without the support of his former AFL boss and mentor, but there is no doubt that once Demetriou realised Brendon Gale would struggle to win the support from Richard Goyder's commission, he threw his considerable assistance and behind-the-scenes advice Dillon's way. Demetriou and his long-time friend and AFL commissioner Bill Kelty have been something of a kitchen cabinet over the past year, and specifically in recent months, for Dillon, who took some time to act but has, over the past four weeks, demonstrated considerable fortitude in the face of a looming clubs revolt against the game's headquarters. When Dillon was spotted lunching in East Melbourne two weeks ago with Demetriou, Kelty and his immediate predecessor McLachlan he had already moved a significant way towards the transformative staff restructure that rocked the game's Docklands headquarters. Six days earlier, after Robert Walls' funeral, Dillon met Greg Swann and began what proved a significantly speedy process to install Swann as his key football lieutenant. But in the days that followed the Il Duca lunch came a renewed attempt to poach Stuart Fox from the MCC. Swans boss Tom Harley had been a preferred candidate among a small group to become the AFL's chief operating officer, but Dillon and his chairman Goyder had first approached Fox six months earlier and decided to try him one more time before making their final choice. Demetriou, too, contacted Fox, who reconsidered but finally declined the offer on June 3.
Sydney Morning Herald
13-06-2025
- Sport
- Sydney Morning Herald
He walked away from footy 11 years ago, but this key figure has Andrew Dillon's ear
Andrew Demetriou virtually disappeared from the AFL landscape for close to a decade following his 2014 exit from the game's top job, not even showing up to receive his prestigious life membership at the 2015 season launch. Demetriou's attitude was that once he was out he was out. He left a clear path for his nominated and obvious successor Gillon McLachlan who had already begun to make changes and key appointments during Demetriou's final months, and when he did attend footy games he sat in the stands with his family. The former AFL CEO finally returned to a major football function at the 2022 Geelong-Sydney grand final in deference to McLachlan's departure – the latter in fact remained for an extra season – and it was clear to those who spoke to him that day that, although Demetriou had been physically absent from footy, he remained as finely attuned as ever to the sport's politics ranging from clubs to head office. At the end of the 2023 season he flew to Sydney to attend the Giants' last home game, where he was awarded life membership of the AFL's youngest club, but in between those two ceremonies it was Demetriou's work behind the scenes which had a more significant impact upon the game. Andrew Dillon was already the favourite to replace McLachlan and would probably have won the appointment without the support of his former AFL boss and mentor, but there is no doubt that once Demetriou realised Brendon Gale would struggle to win the support from Richard Goyder's commission, he threw his considerable assistance and behind-the-scenes advice Dillon's way. Demetriou and his long-time friend and AFL commissioner Bill Kelty have been something of a kitchen cabinet over the past year, and specifically in recent months, for Dillon, who took some time to act but has, over the past four weeks, demonstrated considerable fortitude in the face of a looming clubs revolt against the game's headquarters. When Dillon was spotted lunching in East Melbourne two weeks ago with Demetriou, Kelty and his immediate predecessor McLachlan he had already moved a significant way towards the transformative staff restructure that rocked the game's Docklands headquarters. Six days earlier, after Robert Walls' funeral, Dillon met Greg Swann and began what proved a significantly speedy process to install Swann as his key football lieutenant. But in the days that followed the Il Duca lunch came a renewed attempt to poach Stuart Fox from the MCC. Swans boss Tom Harley had been a preferred candidate among a small group to become the AFL's chief operating officer, but Dillon and his chairman Goyder had first approached Fox six months earlier and decided to try him one more time before making their final choice. Demetriou, too, contacted Fox, who reconsidered but finally declined the offer on June 3.
Associated Press
06-06-2025
- Business
- Associated Press
Canadian companies leaving productivity gains on the table by not effectively adopting new technology
Recent productivity gains only 'scratching the surface' of what new technology can deliver TORONTO, June 6, 2025 /CNW/ - While Canadian companies have been making technology investments to improve productivity, insufficient investments in their people have limited effectiveness and held back productivity gains, finds new KPMG in Canada research. KPMG recently surveyed 250 business leaders across Canada to understand what actions they were taking to improve their operations in response to the trade war with the U.S. The results found that most had stepped up investments in technology to make their organizations more efficient and productive – and are seeing positive returns – but nearly two-thirds (63 per cent) say their employees aren't using new technologies effectively – holding back full returns on their tech spend. 'Investing in new technology tools and platforms can do wonders for an organization's productivity by streamlining processes, workflows and tasks,' says Stavros Demetriou, Partner and National Leader of KPMG in Canada's People and Change practice. 'The latest Stats Can data shows Canada has made productivity gains in each of the last two quarters, but this increase still trails improvements in the U.S. over the same period. 'Unless Canadian organizations undertake effective employee education and adoption plans, their people will barely scratch the surface on what the technology can do to make them more productive, and our gap to the U.S. and others will continue to widen.' Although nearly all (89 per cent) respondents say they're investing in upskilling employees, over half (53 per cent) say their company doesn't invest enough in employee training, workshops or continuous learning opportunities, and nearly six in 10 (56 per cent) say their organization lacks the internal resources and talent needed to implement and use technology effectively. Survey highlights Mr. Demetriou notes that while three-quarters (74 per cent) of respondents believe AI will solve their productivity problem, the same proportion (74 per cent) admit they have underestimated the challenges of implementing new technologies such as AI. 'An underappreciation of the impact of things like changing processes and working habits could explain why employees are not fully equipped to harness new technologies to their fullest potential,' he says. 'There's a common belief that digitally transforming your company is primarily a technology upgrade exercise, but the reality is that technology implementation is just one part of a journey – digital transformation is just as much about advancing and elevating the workforce. It's a continuous, iterative process that, if done correctly, leads to higher productivity and innovation, and the ability to navigate the future more confidently,' he adds. Ineffective training Megan Jones, National HR and Workforce Transformation Lead at KPMG in Canada, notes that nearly nine in 10 respondents say they need better processes in place to encourage their workers to use technologies, including case studies and incentives. 'Often, when organizations implement new tools and technologies, they don't completely understand or appreciate the full capabilities of these investments. As a result, employees are simply not adequately prepared to maximize the benefits these can bring to their jobs or customers. In some cases, organizations provide full training, but it's too technical or poorly delivered. Effective training and upskilling need to be targeted, relevant, engaging, and frequent. Much like exercising consistently to build muscle, technology training must happen regularly to make the workforce stronger and more agile,' she says. Ms. Jones notes that almost nine in 10 (87 per cent) respondents acknowledged their company could do a better job of creating a culture that encourages employees to share ideas and take risks, fostering innovation and creativity. She recommends organizations provide incentives for employees to experiment with technology and explore new use cases for it. 'Regular workshops or dedicated 'days' where employees are encouraged to play around with AI and develop new solutions can go a long way in sparking innovation. Also, showcasing wins by employees in one area of the business could help spark new ideas in other parts of the organization,' she says. The digital divide Most respondents (86 per cent) hope that a more digitally-savvy younger generation will help their company become more productive through the easier adoption of new technologies such as AI, Web3, data and analytics, quantum and edge computing. Lewis Curley, a Partner in KPMG in Canada's People and Change practice, says differences in workforce composition, skills and attitudes can create additional considerations for an organization's technology program, but organizations that engage all employees early in the journey as well as training and upskilling will have more success in leveraging new technologies such as AI and increasing overall productivity. 'If an organization is looking to implement AI, they must engage the entire workforce right from the beginning. If some employees don't feel like they are part of the journey, they might disengage from the process, lose trust in AI, or worry that the technology will replace them, which could deter them from using it,' he says. 'Everyone has a role in a company's digital transformation, and every single employee – from the CEO to the most recent hire – plays a part in making their organization more productive, so transparency, communication and engagement are crucial.' About the KPMG in Canada Productivity Survey KPMG in Canada surveyed 250 business leaders in all industry sectors across Canada between May 9 and May 20, 2025, on Sago's premier business panel, using Methodify's online research platform. Thirty-one per cent lead companies with annual gross revenue between $500 million and $1 billion, 25 per cent report revenue between $100 million and $300 million, 22 per cent have revenue between $300 million and $500 million, 12 per cent between $10 million and $100 million, and 10 per cent, over $1 billion. No companies under $10 million in annual revenue were surveyed. Over half (52 per cent) of the companies are privately held, 28 per cent are owned by private equity firms, 18 per cent are publicly traded with headquarters in Canada, and 2 per cent are foreign-owned subsidiaries. About KPMG in Canada KPMG LLP, a limited liability partnership, is a full-service Audit, Tax and Advisory firm owned and operated by Canadians. For over 150 years, our professionals have provided consulting, accounting, auditing, and tax services to Canadians, inspiring confidence, empowering change, and driving innovation. Guided by our core values of Integrity, Excellence, Courage, Together, For Better, KPMG employs more than 10,000 people in over 40 locations across Canada, serving private- and public-sector clients. KPMG is consistently ranked one of Canada's top employers and one of the best places to work in the country. The firm is established under the laws of Ontario and is a member of KPMG's global organization of independent member firms affiliated with KPMG International, a private English company limited by guarantee. Each KPMG firm is a legally distinct and separate entity and describes itself as such. For more information, see For media inquiries: Alannah Page National Communications and Media Relations KPMG in Canada 306-934-6255 [email protected] Roula Meditskos National Communications and Media Relations KPMG in Canada 416-549-7982 [email protected] SOURCE KPMG LLP
Cision Canada
06-06-2025
- Business
- Cision Canada
Canadian companies leaving productivity gains on the table by not effectively adopting new technology Français
TORONTO, June 6, 2025 /CNW/ - While Canadian companies have been making technology investments to improve productivity, insufficient investments in their people have limited effectiveness and held back productivity gains, finds new KPMG in Canada research. KPMG recently surveyed 250 business leaders across Canada to understand what actions they were taking to improve their operations in response to the trade war with the U.S. The results found that most had stepped up investments in technology to make their organizations more efficient and productive – and are seeing positive returns – but nearly two-thirds (63 per cent) say their employees aren't using new technologies effectively – holding back full returns on their tech spend. "Investing in new technology tools and platforms can do wonders for an organization's productivity by streamlining processes, workflows and tasks," says Stavros Demetriou, Partner and National Leader of KPMG in Canada's People and Change practice. "The latest Stats Can data shows Canada has made productivity gains in each of the last two quarters, but this increase still trails improvements in the U.S. over the same period. "Unless Canadian organizations undertake effective employee education and adoption plans, their people will barely scratch the surface on what the technology can do to make them more productive, and our gap to the U.S. and others will continue to widen." Although nearly all (89 per cent) respondents say they're investing in upskilling employees, over half (53 per cent) say their company doesn't invest enough in employee training, workshops or continuous learning opportunities, and nearly six in 10 (56 per cent) say their organization lacks the internal resources and talent needed to implement and use technology effectively. Survey highlights 63 per cent of 250 Canadian business leaders say technology isn't the productivity problem, their employees just aren't using technology effectively 89 per cent say they're investing in upskilling employees 53 per cent say their organization doesn't invest enough in employee training, workshops or continuous learning opportunities 56 per cent say their organization lacks the internal resources and talent needed to implement and use technology effectively 74 per cent of respondents believe AI will solve their productivity challenges 74 per cent say they underestimated the challenges of digitization (e.g., changing processes, working habits, etc.) 88 per cent say they need better processes in place to encourage their workers to use technologies, including case studies and incentives 87 per cent s ay their company could do a better job of creating a culture that encourages people to share ideas and take risks, fostering innovation and creativity. 86 per cent say they hope that more digital savvy younger generations will help our company become more productive through the easier adoption of new technologies Mr. Demetriou notes that while three-quarters (74 per cent) of respondents believe AI will solve their productivity problem, the same proportion (74 per cent) admit they have underestimated the challenges of implementing new technologies such as AI. "An underappreciation of the impact of things like changing processes and working habits could explain why employees are not fully equipped to harness new technologies to their fullest potential," he says. "There's a common belief that digitally transforming your company is primarily a technology upgrade exercise, but the reality is that technology implementation is just one part of a journey – digital transformation is just as much about advancing and elevating the workforce. It's a continuous, iterative process that, if done correctly, leads to higher productivity and innovation, and the ability to navigate the future more confidently," he adds. Ineffective training Megan Jones, National HR and Workforce Transformation Lead at KPMG in Canada, notes that nearly nine in 10 respondents say they need better processes in place to encourage their workers to use technologies, including case studies and incentives. "Often, when organizations implement new tools and technologies, they don't completely understand or appreciate the full capabilities of these investments. As a result, employees are simply not adequately prepared to maximize the benefits these can bring to their jobs or customers. In some cases, organizations provide full training, but it's too technical or poorly delivered. Effective training and upskilling need to be targeted, relevant, engaging, and frequent. Much like exercising consistently to build muscle, technology training must happen regularly to make the workforce stronger and more agile," she says. Ms. Jones notes that almost nine in 10 (87 per cent) respondents acknowledged their company could do a better job of creating a culture that encourages employees to share ideas and take risks, fostering innovation and creativity. She recommends organizations provide incentives for employees to experiment with technology and explore new use cases for it. "Regular workshops or dedicated 'days' where employees are encouraged to play around with AI and develop new solutions can go a long way in sparking innovation. Also, showcasing wins by employees in one area of the business could help spark new ideas in other parts of the organization," she says. The digital divide Most respondents (86 per cent) hope that a more digitally-savvy younger generation will help their company become more productive through the easier adoption of new technologies such as AI, Web3, data and analytics, quantum and edge computing. Lewis Curley, a Partner in KPMG in Canada's People and Change practice, says differences in workforce composition, skills and attitudes can create additional considerations for an organization's technology program, but organizations that engage all employees early in the journey as well as training and upskilling will have more success in leveraging new technologies such as AI and increasing overall productivity. "If an organization is looking to implement AI, they must engage the entire workforce right from the beginning. If some employees don't feel like they are part of the journey, they might disengage from the process, lose trust in AI, or worry that the technology will replace them, which could deter them from using it," he says. "Everyone has a role in a company's digital transformation, and every single employee – from the CEO to the most recent hire – plays a part in making their organization more productive, so transparency, communication and engagement are crucial." About the KPMG in Canada Productivity Survey KPMG in Canada surveyed 250 business leaders in all industry sectors across Canada between May 9 and May 20, 2025, on Sago's premier business panel, using Methodify's online research platform. Thirty-one per cent lead companies with annual gross revenue between $500 million and $1 billion, 25 per cent report revenue between $100 million and $300 million, 22 per cent have revenue between $300 million and $500 million, 12 per cent between $10 million and $100 million, and 10 per cent, over $1 billion. No companies under $10 million in annual revenue were surveyed. Over half (52 per cent) of the companies are privately held, 28 per cent are owned by private equity firms, 18 per cent are publicly traded with headquarters in Canada, and 2 per cent are foreign-owned subsidiaries. KPMG LLP, a limited liability partnership, is a full-service Audit, Tax and Advisory firm owned and operated by Canadians. For over 150 years, our professionals have provided consulting, accounting, auditing, and tax services to Canadians, inspiring confidence, empowering change, and driving innovation. Guided by our core values of Integrity, Excellence, Courage, Together, For Better, KPMG employs more than 10,000 people in over 40 locations across Canada, serving private- and public-sector clients. KPMG is consistently ranked one of Canada's top employers and one of the best places to work in the country. The firm is established under the laws of Ontario and is a member of KPMG's global organization of independent member firms affiliated with KPMG International, a private English company limited by guarantee. Each KPMG firm is a legally distinct and separate entity and describes itself as such. For more information, see For media inquiries: Alannah Page National Communications and Media Relations KPMG in Canada 306-934-6255 [email protected] Roula Meditskos National Communications and Media Relations KPMG in Canada 416-549-7982 [email protected] SOURCE KPMG LLP
