By Vasudevan S., Partner and Global Sector Lead – Airports Business, Infrastructure, Government and Healthcare (IGH), KPMG in India
(7 min read)
The aviation industry was sent into a tailspin following the outbreak of COVID-19, as airports, air spaces and borders were shut down, and most fleets were grounded. The sector has been among the worst hit by the pandemic, with many airlines forced to suspend or close operations over the past eight months, disrupting supply chains globally and claiming millions of jobs. While a few green shoots of progress have emerged in many regional aviation markets, the recovery is expected to be slow, uncertain, and inevitably, painful.
By Srinivasa Rao Patnana, Partner, IGH, KPMG in India
(4 min read)
As the green shoots of an economic recovery start to take shape, India’s energy demand is expected to pick up in the near future. Over the past decade, India has witnessed a steep increase in energy demand, on the back of strong economic growth. India now faces the daunting task of meeting its fast-growing energy demand while reducing its carbon emissions and ensuring energy security for the future.
By Vivek Agarwal, Partner, IGH, KPMG in India
(4 min read)
With a nearly 500 million strong labour force, India faces an employment deficit unlike any other. The deficit is witnessed in the overall number of jobs, number of good jobs in terms of skill alignment as well as sustenance and jobs for women. This is probably one of the most daunting challenges India’s policy makers face, especially in the midst of managing the fallout from the COVID-19 pandemic. India’s vision should encompass understanding the contours of its labour force and related issues, while skilling them to achieve their aspirations.
By Feroz Khan, Partner and Head of Department, New Digital Technology, KPMG in India
(3 min read)
Innovation in emerging technologies, especially those harnessing data and analytics, is powering the current wave of digital disruption. This phenomenon has triggered a massive transformation in the business ecosystem. Customer experience, along with new business and operating models, is one of the key digital considerations that have an industry-wide impact. Disruptive business models typically provide customers with an enhanced experience at reduced costs. As a result, challengers that embrace such new business models stand to gain substantially and take a dominant position in the market.
Srinivas Potharaju, Risk Transformation Leader and Partner, Risk Consulting, KPMG in India; and Srijit Menon, Third Party Risk Management Leader and Director, Risk Consulting, KPMG in India
(2 min read)
While partnering with third parties (vendors, subsidiaries, business associates etc.) enables organisations to focus on their core competencies, it also exposes them to financial, regulatory and reputational risks. Organisations and their customers face a growing number of third-party incidents, coupled with heightened regulatory scrutiny, and therefore, third-party risk is emerging as a key focus area. The COVID-19 pandemic has likely triggered long-term changes in the way organisations conduct onsite assessments, as it has not only amplified the impact of third-party and supply chain disruption, but also challenged the ability of global organisations to plan and execute key TPRM components such as onsite assessments.