On the shortlist: Women in Banking – KPMG

The Women in Banking network at KPMG is a thriving community of over 220 members committed to championing the success and progression of women within the Banking Audit department. This initiative has been shortlisted for the 2025 DEI Innovation Award. Led by a dedicated Steering Committee, the network fosters connection, collaboration, and professional growth through initiatives that promote equity and inclusion at every level. Since its inception during the pandemic, Women in Banking has evolved from a virtual support platform into a powerful driver of change – addressing gender imbalance, amplifying women’s voices, and influencing firm-wide policy.

From the highly successful Senior Manager Sponsorship Programme, which has already supported promotions to director and partner, to impactful events and advocacy for more inclusive workplace practices, the network continues to demonstrate that diversity and success go hand in hand. Its members are not only shaping a stronger, more inclusive Banking Audit practice but also inspiring similar initiatives across KPMG globally.

Women in Banking was created to champion women’s success in the Banking Audit department. What motivated the launch of this network, and why was it so important for the practice?

The Women in Banking Network was initially created during the COVID-19 pandemic as a platform to connect women who were isolated at home. However, its core motivation was to address the shortage of female partners and directors within the Banking Audit department. Recognizing the value of a strong, supportive community, the network set out to champion women’s success by focusing on four strategic pillars: sponsorship programs, events, communication, and collaboration. These pillars were designed to provide support, foster professional growth, and ensure women’s voices are heard at all levels. The network’s importance lies in its targeted approach to addressing gender equity, creating a more inclusive and sustainable practice for everyone.

You’ve introduced a range of initiatives — from sponsorship programmes to pathway sessions and external speaker events. Which of these have had the biggest impact so far, and what feedback have you received from colleagues?

The Senior Manager Sponsorship Programme has proven to be the most impactful initiative, chiefly due to its role in facilitating promotions of female senior managers to director and partner positions—a milestone for the department. Beyond these tangible career advancements, the programme has provided a platform for raising a variety of important issues affecting women within Banking Audit. Engaging in meaningful dialogue with senior leadership has not only prompted action on these matters but also led to the establishment of a dedicated women’s leadership team spanning financial services audit, including banking, asset management and insurance. Furthermore, we are preparing to present a set of practical recommendations to the Audit Executive team at their upcoming meeting, ensuring continued progress and support for women across our entire audit practice.

The Senior Manager Sponsorship Programme has already resulted in promotions to director and partner. How does this initiative work in practice, and what makes it so powerful?

The Senior Manager Sponsorship Programme is a structured 1:1 mentorship initiative where each female senior manager is paired with a senior partner sponsor. The program includes regular meetings, networking sessions, and advocacy for career opportunities. Its power lies in building trust, providing direct access to senior leadership, and fostering open conversations about career aspirations and challenges. The programme’s success is evident in its measurable outcomes—such as the promotion of women to director and partner roles—and in the strong support it receives from both participants and senior leaders.

Your work goes beyond networking to influence policies, from maternity support to advocating for egg freezing. How do you ensure women’s voices are heard at leadership level, and what changes are you most proud of driving?

We ensure women’s voices are heard at leadership level through a structured and accountable approach to feedback and advocacy. The committee regularly organises check-ins and temperature check sessions across the senior manager group, gathering anonymous feedback which is then synthesised and presented to partner and leadership groups.

One of our most significant achievements has been the creation of a dedicated women’s leadership team spanning financial services audit, including banking, asset management, and insurance. This has given women a stronger, united voice at the highest levels of the firm. We are also preparing to present a set of practical recommendations to the Audit Executive team at their upcoming meeting, ensuring that women’s perspectives continue to influence strategic decisions and that progress remains measurable and ongoing.

The change we are most proud of driving is the enhancement of our feedback process, ensuring that input from colleagues is collected quickly, includes specific examples as well as actionable points that can be taken forward. Notably, the feedback process had been a specific pain point across our department for both male and female colleagues, with many expressing a need for clearer, more constructive feedback. The improvements are genuinely driving greater clarity around feedback and performance expectations, making our environment significantly more transparent and responsive for everyone.

The committee has supported the creation of women’s groups in other parts of KPMG, including in India. What has it meant to see your work replicated and scaled across the firm?

Seeing the Women in Banking model replicated in other divisions and internationally, such as the launch of a chapter in KGS India, has been a source of immense pride. Sharing best practices and supporting the creation of similar groups in areas like Asset Management demonstrates the adaptability and effectiveness of the network’s approach. This scaling amplifies the impact of the original initiative, fostering a culture of inclusion and empowerment across the wider firm and enabling more women to benefit from targeted support and advocacy.

Looking ahead, what are your priorities for Women in Banking, and how do you hope the network will continue to shape recruitment, retention, and progression for women and other underrepresented groups in Banking Audit?

The committee’s future priorities are firmly anchored around strengthening the female leadership pipeline, expanding senior sponsorship, and increasing female visibility in key roles. We are committed to deepening cross-practice collaboration and fostering male allyship, recognising that collective support is essential for meaningful progress. Our approach is to return to our roots by sharply focussing on the core issues women face within Banking Audit, actively promoting awareness of these challenges and persistently engaging leadership across the firm to drive change.

In addition, we are working to expand the sponsorship programme to include managers and assistant managers, continue running impactful events, and intensify collaboration with other inclusion and diversity networks. There is a strong emphasis on supporting all underrepresented groups—not just women—and ensuring measurable progress in gender equity. By embedding these priorities and initiatives into the department’s culture and processes, the network aims to shape recruitment, retention, and progression, ensuring a robust pipeline of diverse talent and a truly inclusive environment for all.