2026 KPMG Global Chief Ethics and Compliance Officer Survey
Feeling the pressure: A new reality for compliance leaders
“CCOs face an escalating challenge to keep pace with both technological threats and regulatory demands, necessitating sustained investment in both tools and people to avoid reputational harm.”
—Jennifer Shimek
Partner, Forensic–Ethics, Compliance & Regulatory, KPMG US
Today’s Chief Ethics and Compliance Officers are operating in an environment defined by volatility. Rapid advances in AI, intensifying regulatory scrutiny, and geopolitical uncertainty are expanding expectations of the compliance function beyond risk mitigation toward resilience and value creation.
Based on a survey of 725 Chief Ethics and Compliance Officers, the 2026 KPMG Global Chief Ethics and Compliance Officer Survey explores how Chief Compliance Officers (CCOs) are responding and where they are focusing investment, attention, and leadership over the next two years.
67% of CCOs surveyed are confident in assessing compliance synergies across functions including legal, HR, investigations, internal audit, and operations.
75% of CCOs say cybersecurity and data privacy are key areas for additional investment.
68% of CCOs surveyed feel “mixed, leaning positive” about AI use, having seen more benefits than challenges.
81% are confident collaborating with cybersecurity teams, and 68% with resiliency and business continuity teams.
77% of respondents identify data analytics as a primary investment driver. 33% cite new regulatory requirements as the top compliance challenge over the next two years.
AI is most commonly used for compliance risk assessment and management (50%), data visualization and predictive analytics (44%), and employee training and awareness (44%).
What this means for compliance leaders
The findings highlight a clear shift. CCO respondents are strengthening operational resilience, exploring AI carefully, and working to reposition compliance as a strategic enabler of business value. Success increasingly depends on cross‑functional collaboration, strong governance, and the ability to demonstrate impact to senior leadership.
“Effective CCOs will align with other functions to create the business case and shared cost of operational resilience such as the implementation of technology and analytics.”
—Annabel Reoch
Global Head of Ethics and Compliance, KPMG International and Partner, KPMG in the UK
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