Organisations today are operating in an environment shaped by regulatory complexity, evolving stakeholder expectations, sustainability priorities, fraud risks, third-party exposure and rapid digital transformation. As risks become more interconnected, businesses need stronger governance, transparent controls and integrity-led operating models to protect value and build trust.
KPMG in India’s Risk and Integrity Advisory practice helps organisations strengthen governance, manage risks, ensure compliance and address challenges related to fraud, misconduct, ESG, third-party integrity and regulatory obligations. Our solutions are designed to enhance transparency, build resilience, safeguard reputation and support responsible growth.
Combining capabilities across governance and compliance, forensic investigations, fraud risk management, third-party due diligence, whistle-blower mechanisms, internal controls, ESG strategy and reportingand technology-enabled risk solutions, we help organisations strengthen oversight, mitigate emerging risks and build lasting stakeholder trust.
Our offerings
Driving growth with Risk and Integrity trends
- Strengthening trust, protecting value
- Centre for Advanced Financial Research and Learning (CAFRAL)
- Next-Gen Forensic
- IIA Annual Conference 2026
- Telecom Africa RAFM Summit
- Internal Audit breakfast session 2026
- Accelerating AI with managed services
- International Fraud Awareness Week 2025
Third-party governance is not just about managing risk - it is about strengthening trust, protecting organisational values, and enabling sustainable growth. As organisations expand their third-party networks, effective governance is essential to safeguarding reputation, ensuring compliance, and creating long-term value.
Legal evidence is far more important than information- it is the foundation upon which accountability, governance and trust are built. In an increasingly digital and complex environment, organisations must ensure that evidence is collected, preserved and managed with the highest levels of integrity. A well-conducted forensic audit not only uncovers the facts but also creates a defensible narrative that can withstand regulatory, legal and stakeholder scrutiny. The difference between suspicion and action often lies in the quality of the evidence.
- Suveer Khanna
- Gagan Budhiraja
Gagan Budhiraja
Partner, Forensic-Inv
KPMG in India
- Akhilesh Tuteja
- Sumit Kapoor
- Devesh Jain
- Sidheshwar Bhalla
AI that speeds up legacy processes is not transformation; it scales inefficiencies. Real value lies in rethinking work: challenge assumptions, redesign workflows, create new value. This requires unlearning, diverse perspectives, and courage.
Leaders must look beyond the brief, surface unseen insights, and redefine outcomes. The future favors those who rethink problems, not just tools.
AI is not replacing auditors, it is augmenting them. By automating routine activities and unlocking deeper insights from data, AI enables Internal Audit professionals to spend less time gathering information and more time understanding risks, asking the right questions, and delivering strategic value.
The future of Internal Audit is not defined by the issues it identifies, but by the insights it delivers. Assurance is table stakes; value comes from foresight, perspective, and the ability to influence better decisions.
Sidheshwar Bhalla
Partner, GRCS-North
KPMG in India
As auditors, we spend our careers helping organisations stay balanced and resilient. The same principle applies to us as individuals. Physical wellness, mental wellness, and spiritual wellness are deeply interconnected, and nurturing all three helps us bring our best selves to work and life.
Business assurance is no longer limited to revenue - it spans operations, transformation, and the entire ecosystem, reflecting the growing complexity of telecom environments.
Telcos are moving toward an integrated assurance model where data, controls, and intelligence come together. Platforms like Analytica.AI illustrate how AI‑driven analytics can enable this shift at scale through real‑time insights and automation.
- Naveen Aggarwal
- Shalabh Saxena
- Vivek Kedia
- Sidheshwar Bhalla
Internal audit as the third line of defense earns its relevance not through findings raised, but through first-line judgement shaped and blind spots that never become failures.
AI is no longer an experiment for internal audit - it’s becoming a practical enabler of better foresight. Used well, analytics and AI help audit teams move from hindsight to insight, testing controls more frequently, spotting emerging risks earlier, and supporting management with evidence they can act on. Like the business, internal audit is on a learning journey - and AI is accelerating that maturity.
Vivek Kedia
Partner, GRCS-West
KPMG in India
Labour reform will not test HR alone; it will test the integrity of the organisation’s control environment. Internal Audit’s value lies in identifying where compliance transitions create hidden governance gaps.
Sidheshwar Bhalla
Partner, GRCS-North
KPMG in India
Internal Audit’s mandate is shifting from reporting past controls to pre‑empting future risks – through dynamic audit plans, quarterly horizon scanning, and thematic deep‑dives that anticipate where pressure will build next. Integrated insight, not isolated findings, is the new currency of Internal Audit.
Maneesha Garg
Partner & Head – Managed Services, Forensic, F&A, HR, Learning, Insight Led sales, Digital business operations and Sourcing
KPMG in India
As AI becomes central to enterprise transformation, organisations in India today are now eager to move from pilots to production, while managing legacy systems, scarce skills, and escalating cyber risk. Managed Services are fast evolving from a support function into a strategiv foundation, with AI-led scaling and transformation.
By integrating new technologies with existing platforms, strengthening data and AI governance, and bringing deep domain expertise, managed services offer a space where Indian organisations can accelerate value creation, through focus on mission-critical processes, and build sustainable, future-ready business innovation, while maintaining the resilience and discipline required to operate at scale.
- Hemant Jhajhria
- Manoj Kumar Vijai
- Maneesha Garg
- Suveer Khanna
- Vishnu Pillai
- Sandeep Paidi
- Naveen Aggarwal
- Ummehaani
- Sidhartha Gautam
- Rajesh Bathija
- Bidyut Chakraborty
- Vipul Jain
- Ankit Mishra
- Juzer Miyajiwala
- Atul Gandhi
- Gagan Budhiraja
- Vikram Srinivas
- Sanjay Narvekar
- Vinay Gulati
- Rajan Vasa
- Navneet Mathur
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.
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.
Fraud isn’t just a risk—it’s a shared responsibility of citizens and corporates.
In recent updates to some global laws most notable UK’s Economic Crime and Corporate Transparency Act 2023, the new “Failure to Prevent Fraud” offence (effective 1 September 2025) places a legal duty on large organisations to implement reasonable fraud prevention procedures.
Broken links in your control chain can lead significant reputation risk and many other implications.
Strengthen every link. Fraud awareness today prevents risks tomorrow.
Fraud awareness is the stepping stone to fraud avoidance. In an environment, where pervasiveness of technology makes it easier for slipups to happen, it's important that a 360 degree culture to fraud management be inculcated in today's rapidly growing economy.
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.
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.
When organisations conduct thorough evaluations of top-level executives, whether for hiring or strategic partnerships, they rely on human judgment and experience. Artificial intelligence (AI) doesn’t replace these human qualities, instead it strengthens them. Instead of taking over the process, AI acts as a smart assistant, working side by side, analysing data, detect subtle patterns and flag anomalies. This collaboration between human expertise and AI driven analysis leads to informed decisions reducing blind spots enhancing the quality and depth of executive due diligence.
India’s steel sector stands at a pivotal juncture – embracing sustainable scrap management is not just an environmental imperative, but a strategic lever for competitiveness and resource security. By scaling up domestic recycling, investing in advanced processing, and fostering formalised value chains, we can bridge the scrap deficit and lead the transition to green steel.
ndia’s push for decarbonisation and circularity is driving a surge in ferrous scrap demand. Yet, systemic value chain gaps – fragmented collection, limited processing technology, and informal workforce – are widening the scrap deficit and increasing import dependence. Policy momentum is strong, but on-ground impact remains limited. The way forward lies in scaling up organised recycling infrastructure, leveraging digital traceability, and fostering public-private partnerships to unlock the full potential of sustainable steelmaking in India..
When employees understand the risks, recognise the consequences, and respect the organisation’s fraud prevention controls, they become empowered to identify and report suspicious activity. This proactive vigilance reinforces internal trust, promotes transparency, and builds long-term resilience across the organisation.
With fraudsters exploiting AI, cloud, and automation, organisations must respond through awareness, a strong speak-up culture, leadership messaging, zero-tolerance actions, continuous monitoring, and AI-driven controls.
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.
Gagan Budhiraja
Partner, Forensic-Inv
KPMG in India
Cyber fraud doesn’t knock, it impersonates. In today’s India, a face can be faked, a voice can be cloned, and a signature can be simulated but truth leaves digital footprints. From fake voice messages, clones SMS and invoices to rogue insiders, we’ve seen trust weaponised against society at large. At KPMG in India, our mission is to follow such footprints and turn every breach into a blueprint for resilience for our clients.
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.
Sanjay Narvekar
Partner - MS-PEBC
KPMG in India
Vinay Gulati
Partner - Finance Advisory
KPMG in India
With rapid digitisation, cyber fraud risks are soaring. To counter this, organisations must continuously strengthen controls, enhance processes, and foster vigilance and awareness.
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.
Navneet Mathur
Associate Partner, MS-CI
KPMG in India
Integrity due diligence has transitioned from a discretionary exercise to a strategic necessity in today’s M&A environment, driven by high-value transactions and increased regulatory scrutiny. A robust due diligence framework helps acquirers to assess the reputation and conduct of key stakeholders, examine compliance histories, and evaluate the cultural and ethical alignment of the target organisations.
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