We assist in navigating complex risk and compliance challenges by harnessing extensive experience and technical capabilities. Our comprehensive range of services enhances risk management, strengthens risk departments, and drives compliant solutions efficiently and effectively.
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Driving growth with Risk and Regulations trends
- International Fraud Awareness Week 2025
- Emerging risks in cybersecurity: IT and OT environment
- The CFO Board’s Risk Roundtable
- CFO Advisory breakfast session
- Recent accounting and finance developments
- Financial Services and its future readiness
- Digital Innovation in Financial Services
- UPSI Breakfast Session
- Centre for Advance Financial Research and Learning (CAFRAL)
- Internal Audit Month
- Hemant Jhajhria
- Manoj Kumar Vijai
- Maneesha Garg
- Sandeep Paidi
- Ummehaani
- Naveen Aggarwal
- Sidhartha Gautam
- Kirit Amichandwala
- Vipul Jain
- Atul Gandhi
- Vikram Srinivas
- Rajan Vasa
White-collar crime is increasing throughout the corporate hierarchy posing a significant challenge to organisational integrity. Organisations must implement proactive fraud mitigation strategies, including whistleblower mechanisms, robust third-party risk assessments, and comprehensive employment screening.
International Fraud Awareness Week is a strategic checkpoint for leaders committed to safeguarding trust. Fraud prevention isn't just about smarter systems or tighter controls. It's about building a culture where integrity is instinctive and accountability is shared.
Maneesha Garg
Partner & Head – Managed Services, Forensic, F&A, HR, Learning, Insight Led sales, Digital business operations and Sourcing
KPMG in India
When global fraud losses continue to rise costing trillions annually, the deeper impact is on confidence, culture, and trust. While AI and digital accelerations are driving innovation, they're also giving fraudsters an unprecedented reach to perpetrate fraud. As leaders, we just go beyond compliance and foster a culture where integrity is instinctive and trust remains our strongest safeguard.
Sandeep Paidi
Partner, Government & Public Services (G&PS); Lead - Health, Human & Social Services (HHSS) and Office Managing Partner – KPMG in Hyderabad
KPMG in India
Fraud is not confined to any sector or geography; it’s a dynamic challenge that evolves with technology, market dynamics, regulatory challenges, and human behavior. At its core, fraud awareness, which is our first line of defence and our most effective countermeasure, is a commitment to three fundamental pillars: integrity, trust and culture built on vigilance & values.
Today, as leaders and professionals from diverse sectors, it is our collective responsibility to reinforce these three pillars and strengthen our organisational resilience.
Third-party relationships can be a hidden gateway for fraud. Weak vendor onboarding or lack of monitoring often leads to procurement fraud, bribery, or compliance breaches.
Organisations can take preventive measures such as background checks before onboarding vendors, use technology for risk scoring and anomaly detection, implementing continuous monitoring of vendor transactions and performance; and enforcing clear anti-bribery and corruption clauses in contracts to ensure third-party integrity.
The fraud landscape is undergoing a significant evolution. Business and market dynamics, coupled with an unpredictable regulatory environment, rapid technology adoption, and shifting stakeholder expectations, are creating heightened uncertainty. As organisations accelerate digital transformation and embrace AI, new vulnerabilities are emerging from a fraud perspective.
In response, businesses are reinforcing internal controls, deploying real-time monitoring, and cultivating a culture of transparency to stay ahead of these risks. Moreover, resilience against fraud is not a one-time effort. By remaining vigilant, harnessing intelligent detection tools, and ensuring prompt reporting, organizations can collectively fortify their defense.
Sidhartha Gautam
Partner and Lead - Auto & Industrial Manufacturing Sector, Risk Advisory
KPMG in India
One act of fraud can destroy years of trust, because in governance, reputation compounds like interest: earned slowly and lost instantly. Fraud doesn’t sit in systems; it hides in silence.
Fraud today is not just a breach of trust but it's a challenge of traceability, legal defensibility, and digital complexity. As custodians of corporate integrity, we must harness the power of eDiscovery and legal analytics to uncover hidden patterns, preserve evidence, and enable swift compliant response. Awareness is vital, but it’s our ability to act decisively that protects reputations and restores confidence.
Engaging with senior industry leaders in Gurugram reinforced how much the conversation around fraud has evolved. It’s no longer seen as just a compliance or audit concern — it’s now recognised as a core business risk that cuts across operations, reputation, and technology.
There’s growing recognition that safeguarding integrity goes far beyond policies and controls. It’s about organisational culture, smart use of data, proactive employee and vendor engagement, and above all, the leadership conviction to stay ahead in a constantly shifting risk landscape.
Atul Gandhi
Partner - OMP
KPMG in India
Organisations are becoming increasingly sensitised to issues of fraud and its far-reaching implications. While most organisations have encountered fraud in some capacity and remain intent on preventing it, the future will be defined by a broader understanding of ROI - encompassing not only return on investment, but also return on intention.
Vikram Srinivas
Office Managing Partner, M&A Consulting
KPMG in India
There is nothing called being ‘over cautious’ in today’s world of sophisticated fraudsters and scammers. Staying one step ahead of fraudsters requires a combination of layered checks and balances together with extensive use of technology, constant vigilance, continuous awareness and sharing of best practices within the industry. KPMG’s Fraud awareness week is our nation-wide initiative to bring the business community together and build collective momentum in mitigating the risk of fraud.
Rajan Vasa
Senior Advisor, OMP
KPMG in India
Ethical practices and strong fraud risk management are not just safeguards—they are the driving force behind accelerating organisational success. Fraud is prevalent across sectors, functions, and organisations of all sizes, making it critical for businesses to acknowledge these challenges openly and work toward effective prevention and mitigation strategies.
Generative AI brings immense promise, but trust will depend on going back to the basics. It starts with solving the right problems, using the right data, and understanding the risks that extend beyond security. True confidence in AI comes from human validation, cross‑functional collaboration, and compliance with emerging regulations. Building trusted AI is not a choice for tomorrow, it is a responsibility for today.
Geopolitical shifts are forcing CFOs to rethink supply chain architecture. From satellite facilities to optionality in logistics, the focus is shifting from scale to agility. CFOs must lead with long-term commitment, especially in volatile global environments. India’s strength won’t come from competing on cost; it will come from engineered products, process innovation and logistics. Risk management, scenario planning and treasury coordination are now central to financial leadership.
- Amrish Chaudhary
- Rahul Chandran
As the regulatory and reporting landscape continues to evolve, it's essential for finance leaders to stay ahead of the curve. This quarter, we focused on the global adoption strategies for IFRS 18, SEBI’s enhanced framework on Related Party Transactions, and key tax updates including developments in the Direct Tax Code and GST.
Rahul Chandran
Partner, Finance Advisory
KPMG in India
IFRS 18 marks a significant shift in how financial performance is communicated. During the session, we explored practical challenges to this global adoption, key transition considerations, and how organisations can align their reporting frameworks to meet evolving stakeholder expectations.
Vinay Gulati
Partner, Finance Advisory
KPMG in India
With a rehash of the income statement and significant new disclosure requirements including MPMs (Management defined performance measures), IFRS 18 will be a strategic shift in how performance is communicated to the key stakeholders. Early planning could help in unlocking better insights.
Inspiring to see so many leaders from the financial services tech and digital world come together with clarity and purpose. Financial services is transforming fast, and future readiness will depend on how we continue to connect, collaborate, and lead with intent. True to its theme, the third edition of the huddle was more than an event; it was a step toward building institutions truly prepared for what lies ahead. We will aim to continue this journey together.
Kunal Pande
National Leader - Digital Trust for Financial Services Sector, National Co-Head - Digital Risk and Cyber
KPMG in India
Had an enriching exchange with S. Ganeshkumar Sir on the evolution of India’s financial sector over the past three decades. We agreed that digital innovation must continue to enhance convenience and value, while keeping interoperability, customer-centricity, affordability, and resilience at the core. Regulatory initiatives - like sandboxes and directional guidance - play a pivotal role in balancing innovation with systemic safety and stability. Crucially, sustained collaboration among regulated entities, fintechs, regulators, and government is key to accelerating inclusive, well-calibrated financial transformation.
UPSI has become increasingly critical in today’s corporate and regulatory environment. In an era of heightened scrutiny and fast-paced market movements, the way organisations identify, manage, and safeguard sensitive information can significantly impact their reputation, stakeholder trust, and legal standing. Organisations need to strengthen the key pillars of people, process and technology, and implement systems and controls to effectively safeguard themselves.
Kunal Pande
National Leader - Digital Trust for Financial Services Sector, National Co-Head - Digital Risk and Cyber
KPMG in India
Crisis management: Business continuity management metrics and methodologies
An organisation’s ability to respond effectively to crises is not only dependent on up to date and tested capability but also people confidence on the same. The session focused on how institutions can move beyond documented business continuity plans and instead build a metrics-driven, leadership-enabled continuity framework. The discussion brought out how measurable metrics on
- IT setup health
- Disaster recovery and data availability
- Regular scenario-based drills, and
- Readiness of people, including leadership
go a long way in sustaining preparedness and building confidence towards prompt and effective response.
- Manoj Kumar Vijai
- Ritesh Tiwari
- Neeraj Bansal
- Rajosik Banerjee
- Vikash Somani
- Hoshnar Kapadia
This Internal Audit awareness month, it is time to recognise the growing significance of Internal Audit as a strategic enabler in an era of volatility and transformation. Internal audit is undergoing a profound transformation. With stakeholder expectations growing and emerging risks—from geopolitics, cyber threats to ESG - reshaping the business landscape, the role of internal audit has expanded far beyond traditional assurance.
The bar for governance and risk management continues to rise, and Internal Audit is central to meeting it with agility, independence, and a deep understanding of the business. Today, it’s about delivering strategic insights, anticipating risks, and enabling resilience. Powered by technology and AI, internal auditors are now equipped to provide sharper foresight, real-time assurance, and greater impact. From identifying gaps to being trusted advisors, internal audit is more relevant than ever - driving integrity, transparency, and value in a rapidly changing world.
Ritesh Tiwari
Partner, National Leader - Governance, Risk & Compliance Services, National Leader - Board Leadership Center in India
KPMG in India
At its core, Internal Audit is about enabling better decisions, identifying risks before they escalate, and adding value across the organisation. We are partners in performance — not just compliance.
The role of Internal Audit has evolved – from staring in the rearview mirror to crystal gazing and predictive analytics. No longer simply reviewing processes, Internal Audit now serves as the conscience of the Board and Management, offering insights on strategic matters and emerging risks. Today we are stepping into areas like cyber risks, ESG and fraud – and becoming a key voice in boardroom discussions.
Our team is made up of critical thinkers, tech-savvy analysts, and trusted advisors who care deeply about doing the right thing — and doing it well. This month, we are proud to spotlight the work we do, the impact we drive, and the people who make it happen.
Built on governance
India’s real estate landscape continues to evolve and grow at a healthy pace. From new urban skylines to massive infrastructure rollouts, it’s become one of the key drivers of economic transformation. And as the sector continues to scale, the importance of transparency and accountability becomes more critical.
Behind high-rises, townships and headline investments, lies a deeper foundation - trust. And that’s where internal audit comes in.
In real estate, bricks, leases and projects rests on a foundation of governance. Internal audit helps keep that structure sound. We review areas from regulatory compliance to capital project risks and lease accounting. Our job is to protect value. This month, as we bring more attention to internal audit awareness, we recognise the internal audit professionals helping real estate firms stay accountable, compliant and trusted by stakeholders.
Rajosik Banerjee
Partner and Deputy Head, Risk Advisory and Head Financial Risk Management
KPMG in India
In today’s complex environment, risk isn’t something to avoid - it is something to navigate with confidence. And that’s exactly where Internal Audit steps in. Internal Audit is evolving - from a control-centric function to a strategic enabler. It helps organisations anticipate change, challenge the status quo, and adapt with agility. As Risk Advisory professionals, we see firsthand how Internal Audit connects the dots across risk, governance, and innovation.
The bedrock of every successful business relationship is trust. By strengthening governance, managing risks, and seamlessly integrating controls into business operations, Internal Audit plays a vital role in safeguarding and enhancing trust in a business. Collaborating closely with clients across diverse sectors, I consistently observe the increasing demand for forward-thinking and insight-driven Internal Audit functions. This month, let's celebrate the profound impact these functions have in fostering trust and value creation in today’s dynamic business environment.
IIA India Hyderabad Chapter
In an age of AI and automation, the differentiator for internal auditors isn’t just about mastering the tools – its about cultivating the right mindset. The audit toolbox is evolving-fast. From robotic process automation (RPA) to advanced analytics and now, agentic AI-automation isn’t just enhancing audit efficiency; it is expanding the very scope of what auditors can do.
But technology alone is not the differentiator. What matters is:
- Knowing what to automate
- Interpreting the ‘why’ behind the data
- Collaborating across functions to generate actionable insights
- Being both AI-literate and business fluent while maintaining human judgment at the core
As controls and compliance become increasingly tech-driven, the human edge will come from how auditors build trust, tell stories with data, and navigate ambiguity with confidence. It’s not just about being audit-ready – it’s about being future-ready.
The real tension isn’t between assurance and influence. It’s between what stakeholders want from internal audit and what internal audit is meant to uphold. Striking that balance - especially in financial services where governance failures have systemic consequences - demands more than just process. It demands courage, consistency, and constructive mindset.
Hear from the experts
Risk and Compliance – Trends and updates
Risk and Compliance Update - Fourth Edition, November 2025
This edition shares insights on regulatory changes and trends for leaders as they navigate an interconnected risk landscape and refine governance strategies.
Risk and Compliance Update - Third Edition, August 2025
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Risk and Compliance Update - Second Edition, May 2025
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KPMG Board Leadership Center
KPMG in India’s Board Leadership Center (BLC) benchmarks leading practices in corporate governance and delivers actionable thought leadership, peer council, and networking forums to board members. It engages directors and business leaders through programmes and perspectives, drawing on global insights to promote governance across risk, strategy, talent, technology, compliance, financial reporting, and audit quality.
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Rajosik Banerjee
Partner and Deputy Head, Risk Advisory and Head Financial Risk Management
KPMG in India
