Key insights:

• • • Compliance is becoming a technology arms race鈥� Criminals are rapidly deploying AI, automation, and cryptocurrency to execute sophisticated fraud on a large scale, while many compliance departments remain stuck with legacy systems, creating a technological gap.

    • AI represents a dual-edged sword for compliance 鈥� Organizations must strategically determine appropriate AI applications while maintaining rigorous human oversight and validation protocols.

    • Regulatory fragmentation is creating operational complexity 鈥� The compliance environment is splintering, and this fragmentation demands creating near-real-time automated systems and abandoning manual compliance processes.

The world of compliance and risk management is evolving quickly. Criminals, regulators, and markets are all moving faster, often powered by AI and digital innovation. As a result, compliance can no longer function as a static control department; rather, it must become an intelligent, tech-enabled risk partner to the business.

To examine this evolving terrain more deeply, the 成人VR视频 Institute has published a new digital report, 10 Global Compliance Concerns for 2026, that draws on interviews with compliance and other area experts to map out the critical challenges ahead and help determine what organizations need to do now to prepare.

10 critical risk areas

Based on extensive interviews with these experts, the report identifies 10 areas in which today鈥檚 compliance leaders should expect heightened scrutiny in 2026. These areas span tech-enabled fraud and scams, ethical AI use, crypto-assets entering mainstream finance, expanding data privacy obligations, and the professionalization of cybercrime.

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10 Global Compliance Concerns for 2026

The experts we interviewed also highlight shifting financial crime enforcement priorities, escalating sanctions and tariff risks, complex reporting requirements around ESG issues, third-party oversight challenges, and accelerating regulatory changes across AI, cybersecurity, climate, and digital assets.

Across all 10 areas, the specialists interviewed stress that organizations will need stronger governance, smarter technology, and better-trained people in order to keep pace.

Interestingly, several developments stand out as game-changers in the report. For example, fraud seems to be entering a new era, one in which criminals aggressively adopt AI, automation, and crypto to scale up attacks while many compliance teams still rely on outdated tools. Smaller financial institutions, fintechs, and digital platforms are particularly vulnerable without advanced monitoring and analytics capabilities, area experts explain.

鈥淎I is a force multiplier for criminals, and they are exploiting that technology however they can,鈥� says Urriolagoitia 鈥淩io鈥� Miner, the founder and CEO of , adding that 鈥渂anks and financial institutions tend to move slowly, but hopefully they will start incorporating more AI tools as well to fight back.鈥�

The risks and opportunities of AI

AI itself presents both opportunity and risk on the compliance landscape. The experts interviewed urge organizations to think strategically about in which areas AI can enhance investigations, monitoring, and due diligence, and where it introduces unacceptable ethical or privacy concerns. Human oversight and robust validation remain essential.

Another potential development is that crypto is now mainstream, creating urgent demands on compliance officers to understand digital assets, stablecoins, and emerging regulatory frameworks. Experts emphasize that applying traditional risk-based approaches becomes far more complex when teams lack familiarity with blockchain activity and crypto-enabled crime patterns. Further, data privacy and cybersecurity stakes are rising as regulators grow increasingly intolerant of weak controls. Yet, technology is only half the solution, the area experts consulted note, and cultural factors and ongoing training are equally critical.

鈥淎I technology presents tremendous opportunities for improving efficiency and reducing costs within compliance programs,鈥� says Teresa Anaya, founder and director of AML Audit Advisory.聽 However, she adds, 鈥淎I adoption must be approached thoughtfully and responsibly, and be conducted with expert human oversight.鈥�

Finally, regulatory change itself is a structural risk. The volume, speed, and complexity of new requirements are outpacing many compliance teams鈥� manual processes. Organizations need to invest in scalable technology and automation so that their compliance teams can simply keep up, experts warn.

Priorities for action

The report concludes with practical priorities drawn from these expert insights. for example, organizations should refresh enterprise-wide compliance risk assessments and strengthen governance and accountability, especially around AI and vendors. And as mentioned, investing in modern compliance and automation technologies is critical, as is updating policies for emerging risk domains.

For boards, executives, and compliance leaders, the expert consensus is clear: 2026 will reward those organizations that treat compliance as a forward-looking strategic capability that is fully integrated with technology, risk, and business decision-making.

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a full copy of the 成人VR视频 Institute鈥檚 new digital report, 10 Global Compliance Concerns for 2026, here

The average cost of a data breach reached an all-time high of , and now, artificial intelligence (AI) has led to a significant increase in the sophistication of cybercrime. From deepfake technology to AI-powered hacking, cybercriminals are exploiting these advancements to orchestrate unique attacks.

How criminals are leveraging AI

Deepfake technology 鈥� One of the most concerning developments is the use of deepfake technology, a blend of machine learning and media manipulation that allows cybercriminals to create convincingly realistic synthetic media content. Criminals then use deepfakes to spread misinformation, perpetrate financial fraud, and tarnish reputations, exploiting the trust we place in digital media.

In a recent , a company suffered a loss of $25 million due to the deception of an employee who fell victim to deepfake impersonations of his colleagues. The individual participated in a video call in which deepfake versions of the company’s United Kingdom-based CFO and other team members were present. According to authorities, scammers engineered these deepfakes using publicly accessible video content.

AI-powered password cracking 鈥� AI algorithms, including machine learning and deep learning, enable systems to identify patterns and make predictions based on vast datasets. For example, , harnesses machine learning algorithms that operate within a neural network framework. And the tool seems to work, as a study showcasing the effectiveness of PassGAN in password cracking, published by , found that 51% of passwords were cracked in less than a minute, 65% in less than an hour, 71% within a day, and 81% within a month.

The impact of identity theft fueled by cyber-crimes

Further, there has been a 15% increase in the number of data breaches in the United States between 2022 and 2023, which underscores the escalating threat posed by cybercriminals, according to the . Concurrently, breach severity surged by 11%.

Further, digital account openings emerged as the top highest risk with 13.5% of all global digital account openings suspected of fraudulent activity. And 54% of consumers across 18 countries and regions reported being targeted by various forms of fraud attempts between September and December 2023, according to the TransUnion report.

Cybercriminals persist in breaching organizations’ systems to steal consumer identity credentials, which often contain critical information such as an individual鈥檚 date of birth, full Social Security number, and residential address. With a wealth of stolen identity credentials readily available, criminals have become increasingly adept at fabricating identities.

Consequently, this has led to an increase in the use of illicit synthetic identities among accounts opened at US lenders such as auto loans, bank credit cards, retail credit cards, and unsecured personal loans. The surge in this synthetic identity fraud has exposed lenders to potential losses totaling $3.1 billion, representing an 11% increase compared to the end of 2022. Cybercrimes, including identity fraud, are projected to cost the world about $9.5 trillion annually by the end of 2024, according to AuthenticID鈥檚 .

JPMorgan Chase: Battling cyber-threats

JPMorgan Chase鈥檚 CEO Jamie Dimon has identified cybersecurity as the “” facing the financial services industry. This recognition comes in the wake of legal action taken against the bank in January 2023, when a subsidiary of EssilorLuxottica filed a lawsuit alleging negligence in addressing signs of fraud. The lawsuit claimed in orchestrating 243 fraudulent transactions, resulting in the siphoning off of $272 million from Essilor’s manufacturing division.

Since then, JPMorgan has intensified its focus on strengthening cybersecurity measures. A recent disclosure by a JPMorgan executive revealed that the bank repels an astounding . In response to the escalating efforts of hackers, JPMorgan allocates a substantial portion of its $15 billion budget towards cybersecurity initiatives, backed by a dedicated workforce of 62,000 individuals committed to defending against cyber-threats.

Key strategies for cyber-defense

There are several tactics that organizations can take to help mitigate cyber-crime, including:

• • • Prioritize investments in comprehensive cybersecurity infrastructure, equipped with advanced threat detection and response capabilities, to effectively safeguard against cyber-attacks.
    • Collaborate closely with regulatory authorities to establish and adhere to rigorous compliance measures, ensuring adherence to industry regulations and standards for data protection and financial security.
    • Embrace cutting-edge technologies such as AI to better develop sophisticated fraud detection systems capable of identifying and mitigating evolving threats in real-time.
    • Establish multidisciplinary teams including experts from fraud, cybersecurity, risk management, and data analytics departments to leverage diverse skill sets and perspectives in developing comprehensive security strategies. Encourage regular knowledge-sharing sessions, joint brainstorming, and collaborative projects to foster a culture of teamwork and innovation. By breaking down silos and promoting collaboration across departments, financial institutions and organizations can enhance their ability to detect, prevent, and respond to emerging threats effectively.
    • Launch targeted educational campaigns to inform customers about common fraud tactics and cybersecurity measures. Offer easily accessible resources such as online tutorials and workshops to empower customers to protect themselves from cyber-threats.

In conclusion, ensuring financial integrity demands every organization鈥檚 constant attention, especially considering the rapid growth of cyber-threats. By fostering a culture of strength, innovation, and collaboration, leaders can effectively address the challenges posed by data breaches and fraud.

You can , here.

As heightened ESG standards become the norm, especially in Europe, jurisdictions have responded with increased regulation. The impacts of non-compliance are likely to grow significantly, especially for companies with a brand reputation that investors and customers associate with responsible, sustainable governance.

Yet these expanded external ESG requirements are putting internal pressures on risk and compliance teams, according to the first ever 成人VR视频 Risk & Compliance Survey Report.

In fact, five of the top seven compliance risks from our survey fall under the ESG umbrella, including data and cybersecurity risks, use of artificial intelligence (AI), and third party and supply chain risks, all of which are key governance issues. In addition, supply chain due diligence reporting has implications for environmental and social issues as well. Indeed, carbon emissions as part of the E in ESG, and ensuring there are no human rights issues within the supply chain, a key social issue, have become important reporting topics.

The expanded responsibilities related to ESG for risk and compliance teams is showing up mainly in the area of governance. In fact, ESG compliance has become so in-grained into the fabric of corporate governance that two-thirds of survey respondents agreed that their organization has a duty to both stakeholders and society to address ESG-related issues. Almost as many (62%) agreed that ESG-related risk, regulatory, and compliance considerations are an important factor in organizational decision-making. And remarkably, an equal number agreed that their companies should address ESG issues even if doing so is detrimental to short-term profitability.

The UK: Following Europe’s lead on ESG compliance

Significantly more companies based in the United Kingdom than in North America are taking a more proactive approach to meeting ESG expectations, in part, because of divergent regulatory regimes between the two geographies. UK companies are also more likely than North American companies to give broad responsibility to their board for establishing and ensuring ESG benchmarks (40% in the UK, compared to 28% in North America, according to our survey) 鈥� and also more likely to designate ESG oversight to an individual board member. UK companies are also twice as likely 鈥� 40% to 20% 鈥� as North American companies to actively engage with such external stakeholders as investors, non-governmental organizations (NGOs), and customers, according to respondents. In fact, almost one-third (30%) of respondents from North American companies said their companies simply doesn’t engage with external stakeholders at all.

Given that Europe has taken the global lead in establishing and enforcing ESG standards, it is also not surprising that more UK companies follow general regulatory reporting requirements for ESG and have a formal reporting framework in place for doing so. Additionally, on almost every measure of ESG effectiveness 鈥� such as internal metrics, team assessments, communication with external stakeholders, internal surveys and feedback, the use of external consultants, and a host of other factors 鈥� UK companies are at least 10 to 15 percentage points ahead of businesses in North America.

Meeting ESG goals

From the outside, however, it is sometimes difficult to determine the extent to which ESG has gained traction in an organization and how, precisely, a company is formalizing its ESG obligations. One measure of ESG commitment is how much an organization has changed as a result of its ESG goals. In our survey, fully two-thirds (67%) of respondents said they saw ESG-related organizational changes take hold within their companies over the past one to three years. And again, UK companies lead the way.

For example, 40% of UK-based respondents said their company has established a dedicated ESG department or team, as opposed to 24% of North American respondents saying this. Also, 39% of UK respondents said their organization has appointed ESG officers or specialists to manage ESG initiatives, whereas only 16% of North American respondents said their companies have taken that step. However, almost one-third (31%) of respondents in both regions say their companies have integrated ESG responsibilities into their existing risk, compliance, or sustainability departments.

Companies in the UK also are significantly more proactive when it comes to communicating, reporting, and disclosing ESG-related initiatives and accomplishments, the survey shows. Indeed, 42% of UK respondents said their companies issue annual sustainability reports or other types of ESG disclosure statements, whereas only 32% of North American companies are doing this.

Further, UK companies are much more likely to be proactively transparent about their ESG initiatives as well. For example, 38% of UK respondents said their companies incorporate ESG progress updates into their annual reports and investor presentations, compared to 17% of North American companies that do that. And 31% of UK respondents said their company conducts dedicated ESG briefings for employees, shareholders, customers, and suppliers in order to spread general awareness of the company’s ESG efforts 鈥� whereas only 16% of North American respondents said their companies are as progressive.

Another trend that continues to add responsibilities 鈥� but one which risk and compliance teams have come to embrace 鈥� is the burgeoning world of ESG compliance. Most respondents to this year’s survey feel that keeping up with ESG-related issues and regulations is crucial to both company stakeholders and society at large. Perhaps in part due to proximity to Europe, many UK respondents feel more strongly about the importance of ESG than do their North American counterparts.

However, considering the swiftly evolving nature of this area of corporate governance, future surveys are likely to tell a different story with a strong likelihood pointing to narrowing in the gap in action between geographies.

To find out how risk and compliance teams feel about their jobs and what their management strategies are for the next two years, 成人VR视频 surveyed more than 180 risk and compliance professionals from companies in the United States, Canada, and the United Kingdom. Their responses form the basis of the 2023 成人VR视频 Risk & Compliance Survey Report, an in-depth analysis of the business factors and trends driving change in the field of corporate compliance.

Some of the key topics most cited by survey respondents as critical issues for compliance teams going forward include bringing more work in-house as a cost-cutting measure, how best to manage emerging compliance risks and strategic priorities such as time management and specialization, and how best to pivot the team鈥檚 role from check-the-box risk managers to one of strategic advisors.

Cost containment vs. risk

In general, corporate risk and compliance teams are responsible for protecting their organizations from harm and ensuring that policies and regulations are being followed. In order to do their jobs properly, however, compliance teams need the right mix of personnel and resources 鈥� but not all of them get it.

And while the average size of risk and compliance teams is about 15 people, according to the report, almost two-thirds (62%) of our survey respondents reported that the number of employees in their departments has actually increased over the past few years. This is due mainly because of the trend toward bringing more work in-house (sometimes called in-sourcing), an increasingly common cost-saving strategy. Unfortunately, the research also suggests that the impulse to cut costs sometimes means short-changing departments by failing to provide adequate technology and training.

Risk and compliance roles also have become more specialized. In compliance, for example, the pressure to stay up to date on ever-changing international regulations means a greater reliance on increasingly sophisticated monitoring technologies, which requires people with more advanced technical skills. And this increased reliance on technology also leaks over into risk management 鈥� as 82% of survey respondents cited concerns about data and cybersecurity as one of their top priorities.

Other high-priority risks cited by respondents included the accuracy of know-your-customer information, supply-chain due diligence and reporting, the internal use of artificial intelligence (AI) tools, environmental, social & governance (ESG) reporting, and regulatory changes in anti-money-laundering rules.

Strategic priorities

In terms of long-range strategic priorities over the next 12 to 18 months, our report suggests that keeping abreast of upcoming regulatory and legislative changes is the top strategic priority for a majority of companies鈥� compliance teams (61%), followed by the challenge of identifying and mitigating emerging risks, as well as the perennial need to increase both growth and efficiency in the quest for greater profit margins.

Respondent also reported a number of other long-range strategic priorities, including preventing and detecting fraud, recruiting and training talent, improving service, and expanding into new service areas or geographies.

Interestingly, the report also reveals some distinct differences between compliance teams at North American companies and those in the U.K. when it comes to certain priorities. For example, more than one-quarter (28%) of survey respondents from the U.K. cited keeping pace with the organization’s digitalization as a top-five priority, but only 11% of respondents from North America were concerned about their organization’s technological development.

ESG and AI

In addition to examining how risk and compliance professionals are prioritizing their time and resources to meet the many challenges they face; the report also includes two special sections on some relatively recent developments in the risk and compliance space 鈥� ESG reporting and generative AI.

ESG is becoming an important compliance issue because the necessary reporting required to comply with ESG standards typically falls on risk and compliance departments. That reporting, in turn, is a public reflection of an organization’s values, goals, leadership, and reputation 鈥� which is why more than two-thirds (67%) of respondents reported seeing ESG-related organizational changes at their companies within the past three years.

Generative AI is also making its way into the field, but while risk and compliance professionals can appreciate the potential for AI, they are also skeptical of the technology’s reliability and would like to see more relevant test cases before accepting it into their toolkit.

You can download a full copy of the 2023 成人VR视频 Risk & Compliance Survey Report by filling out the form below: