MAS 演講稿 · 2026-09-24
副總理、貿易和工業部長、新加坡金融管理局主席顏金勇先生在銀行及金融學會(IBF)榮譽晚宴上的主旨演講 — 2026年9月24日
要點
- • 人工智慧正在改變金融機構的客戶服務、財務顧問、信用審查、欺詐檢測、市場分析和軟體開發等方面的運營。
- • 自2024年可持續金融工作轉型地圖推出以來，來自200多家金融機構的專業人士已完成21,000多次培訓，涉及近220個IBF認可課程。
- • 23家先行金融機構承諾在2028年前通過IBF認可課程培訓其整個新加坡員工隊伍（80,000多人）掌握關鍵人工智慧技能，目前已有超過一半完成培訓。
- • IBF與全國職工總會金融及專業服務工會集團和七個行業協會的加強三方夥伴關係涵蓋800多家金融機構和金融科技公司，代表該行業70%以上的員工。
- • 已推出三條專業培訓路徑：針對管理者的Co-Lab@Leaders（用於治理和人工智慧戰略）、與10傢俬人銀行合作的Co-Lab@Wealth Managers，以及重新設計運營崗位的Co-Lab@Operations。
- • IBF與技能及勞動力發展局和人力資源專業學會合作推出《金融服務職位設計指南》，指導企業在採納人工智慧期間進行職位重新設計。
完整譯文（繁體中文）
MAS 英文原文譯文 · 翻譯日期: 2026-11-04
銀行與金融學會主席、理事會成員和執行長，各位尊敬的來賓，女士們、先生們，1. 晚上好。我很高興能參加銀行與金融學會卓越表彰晚宴。
2. 今晚，我們表彰那些致力於培養人才和增強新加坡金融部門實力的個人和組織。
3. 我們人才的專業精神和他們與客戶建立的信任是我們作為金融中心成功的核心。人工智慧的出現使投資於人才變得更加重要。
4. 人工智慧已經改變了金融機構的運營方式——從客戶服務和財務顧問，到信用評估、欺詐檢測、市場分析和軟體開發。
a. 一些規模較大的機構正在跨職能整合人工智慧。
b. 一些金融科技公司從一開始就圍繞人工智慧而建立。
5. 這些反映了利用人工智慧提高生產力、更好地服務客戶、加強風險管理和開發新增長領域的巨大機遇。
6. 隨著人工智慧應用的增長，某些角色將擴充套件，而其他角色將改變。開發我們的勞動力必須從一開始就成為這一努力的一部分。
7. 我們希望人工智慧能為新加坡人創造更好的職業機會和更高效的勞動力。這需要金融機構的承諾和行動，以及政府和工會的夥伴關係和支援。
a. 金融機構在規劃人工智慧的同時，也必須為他們的員工制定計劃——識別工作將如何改變，提前為員工做好準備，並幫助他們從這些新機遇中受益。
b. 政府、銀行與金融學會和我們的工會將支援這一努力。
8. 金融業與銀行與金融學會和工會一起，在為其勞動力配備新增長領域所需技能方面有著良好的記錄。
a. 例如在可持續金融領域，自2024年推出《可持續金融職位轉型地圖》以來，來自200多家金融機構的專業人士已接受可持續金融培訓。
b. 迄今為止，我們已記錄了超過21,000項培訓完成情況，遍佈近220門銀行與金融學會認證課程。
c. 這幫助專業人士在他們的工作中應用可持續金融知識，包括在關係管理和風險管理等優先角色中。
d. 人工智慧可能會帶來更大的變化，這將需要我們三方夥伴付出更多努力來為我們的勞動力做好準備。
9. 我們支援金融部門勞動力的戰略包括三個「Ups」。
a. 我們將為整個部門的勞動力提升關鍵的人工智慧技能，使他們能夠與人工智慧有效和負責任地配合工作。
b. 我們將為金融專業人士提高特定人工智慧支援角色所需的技能，使他們能夠隨著工作的演變而繼續進步。
c. 我們將建立一條更強的人工智慧和工作就緒的年輕人才管道。
10. 今晚，我很高興宣佈將為我們的努力注入新動力的幾項舉措。加強三方合作 11. 我們正在加強銀行與金融學會、全國職工總會金融及專業服務工會和七個行業協會之間的三方諒解備忘錄。這七個協會涵蓋銀行、保險、資產管理、證券、財務諮詢和金融科技領域。
a. 加強的夥伴關係將專注於幫助勞動力適應人工智慧，通過更廣泛的行業拓展和提供更多的培訓和職業支援機會。它還將創造機會為各個子行業的需求量身定製相關計劃。
b. 這些協會總共代表800多家金融機構和金融科技公司，佔該行業勞動力的70%以上。
推出IBF人工智慧勞動力Co-Lab 12. 我也很高興推出IBF人工智慧勞動力Co-Lab，其中包括來自銀行、保險和資產管理領域的23家先驅金融機構。
a. 該Co-Lab將彙集僱主和合作夥伴，評估工作如何變化，並測試培訓和工作重新設計的實際方法。
b. IBF、行業協會和工會將與更廣泛的行業共享他們的發現。
13. 這23家先驅機構承諾通過IBF認證計劃在2028年前培訓他們在新加坡的全部員工（共計80,000多人）掌握關鍵人工智慧技能。迄今為止，他們超過一半的員工已經接受了培訓。
14. 這將為不同職能部門的員工提供與人工智慧共同工作的共同基礎。我鼓勵更多金融機構加入Co-Lab並對員工做出這一承諾。
15. 員工還需要適合其特定角色的技能，以將人工智慧的使用與更深層次的專業知識相結合。Co-Lab將評估人工智慧如何改變特定角色，併為員工開發獲得這些新角色所需技能的路徑。
16. 今晚，我們推出三條路徑：Co-Lab@Leaders、Co-Lab@Wealth Managers和Co-Lab@Operations。Co-Lab@Leaders 17. 領導者設定方向並引領。Co-Lab@Leaders將使他們能夠識別人工智慧的有價值的應用，建立健全的治理，並領導勞動力轉型。
a. 在制定AI戰略時，領導者應考慮哪些崗位會發生變化、新機遇在何處出現，以及如何為員工做好準備。
b. 這些決策將影響企業表現和員工的前景。
Co-Lab@Wealth Managers 18. 在財富管理領域，亞洲需求上升為新加坡創造機遇。
19. AI可幫助客戶關係經理更快地分析資訊，因此花更多時間與客戶互動，同時繼續為每位客戶的特定情況提供量身定製的建議。這需要具備更強的顧問專業能力，同時還要掌握良好使用AI的能力。
a. 例如，瑞銀集團(UBS)客戶顧問普莉西婭(Priscilla)擁有超過20年的財富管理經驗，現在使用AI工具來增強她為客戶會議做準備、分析投資組合和進行盡職調查的工作。
b. 這給了她更多時間來理解客戶需求、提供可信建議、建立長期關係，同時她對自己提供的建議負責，而不是AI工具負責。
20. 通過Co-Lab@Wealth Managers計劃，10傢俬人銀行僱主已承諾提升其客戶關係經理的技能。
a. IBF和這些機構正在與財富管理學院(Wealth Management Institute)等提供商合作，開發將AI技能與客戶互動和顧問專業能力相結合的實踐課程。
b. 這將幫助我們抓住增長的需求，為新加坡人創造更多機遇。
Co-Lab@Operations 21. 在運營領域，AI正在改變例行流程的執行方式。從事運營崗位的員工需要在流程改進、異常處理、風險監督和AI輸出驗證等領域發展能力。
22. Co-Lab@Operations匯聚主要銀行和保險僱主，以重新設計運營崗位並制定職業發展路徑。
a. 在許多情況下，這將涉及在現有崗位中承擔更高的責任。
b. 在其他情況下，這可能涉及轉向相關崗位，或從事涉及AI的新工作。
23. 以星展銀行(DBS)客戶服務中心的瑞諾(Reno)為例。
a. 瑞諾(Reno)領導一個前線服務團隊。AI幫助他的團隊在數秒內生成通話摘要並推薦後續行動。
b. 瑞諾現在還幫助監督銀行的AI客戶聊天機器人，審查其響應並提出改進建議。
c. 他過往與客戶的經驗在這個擴充套件崗位中很有價值，他幫助確保客戶繼續通過AI獲得優質服務。
24. 法米(Fahmy)的故事說明了一條不同的職業發展路徑。
a. 法米(Fahmy)13年前以客戶服務官身份加入星展銀行。2024年，他成為AI勞動力團隊的創始成員之一，在那裡習得了AI和UI/UX的新技能。
b. 如今，他領導一個開發和部署AI以增強客戶體驗的團隊。
c. 經過多年的前線工作，法米對客戶和員工需求有深刻理解，幫助塑造能更好服務兩個群體的AI解決方案。
支援崗位重新設計和職業轉變 25. 我們還必須支援需要進行更重大職業轉變的金融專業人士。
a. 在聯昌銀行(UOB)工作37年後，Jenny Chan決定進行職業轉變。
b. 通過聯昌銀行2025年的Better U Pivot計劃，她獲得培訓和輔導，從批發銀行轉向零售銀行反洗錢崗位。
c. 她現在使用生成式AI來自動化檢查並改進團隊工作流程。在家裡，她可以自信地與兒子討論AI。她的家人稱她為「科技媽媽」。
26. 為了幫助更多僱主支援員工，IBF正在與技能與勞動力發展局(Skills and Workforce Development Agency)和人力資源專業人士協會(Institute for Human Resource Professionals)合作，推出《金融服務崗位重新設計實操指南》。這將為業務領導者和人力資源從業人員提供實用指導和支援，幫助他們在採用AI時進行崗位重新設計。
27. IBF還在與義安理工學院(Ngee Ann Polytechnic)人本轉型塑造中心(Centre for Shaping Human-First Transformation)合作進行試點，該試點結合技能評估、輔導和變革管理工具，幫助金融專業人士和他們的經理在AI改變工作方式時有信心地承擔新責任。
28. IBF和政府將繼續為勞動力規劃、培訓和職業轉變提供資源和資金。為金融職業培養青年人才 29. 除了支援現有勞動力的工作外，我們還必須為下一代在金融領域的職業做好準備。
30. 隨著AI承擔更多例行工作，我們必須為年輕人提供機遇來建立扎實基礎並發展專業專長。
31. IBF試點的《金融AI青年人才計劃》幫助本科生在AI和金融兩個領域建立技能，並給他們提供AI在該行業中的應用經驗。
第一批學員剛完成研修課程，即將在業界從業者指導下開始專案工作。其中一些學員還將前往金融機構參加工作實習。
我們希望在未來為該專案提供更多名額。我鼓勵我們的金融機構支援這一努力，繼續為年輕人提供進入該領域的機會。
結論 32. 女士們、先生們，我們今晚宣佈的舉措將需要持續承諾。
我們的獲獎者展示了投資人力的價值。我向各位表示祝賀，感謝我們的金融機構、工會、行業協會和培訓夥伴所作的貢獻。
當我們追求人工智慧的機遇時，讓我們同樣致力於勞動力發展。我們可以共同建立一個更有競爭力的金融中心，幫助處於職業生涯各階段的新加坡人分享其成功。
感謝各位，祝各位晚上愉快。
英文原文
MAS 官網原始記錄 · 抓取日期: 2026-11-04
Chairman, Council Members and CEO of the Institute of Banking and Finance, Distinguished Guests, Ladies and Gentlemen, 1. Good evening. I am pleased to join you at the IBF Distinction Evening.
2. Tonight, we recognise individuals and organisations who are committed to developing our people and strengthening Singapore’s financial sector.
3. The professionalism of our people, and the trust they build with clients, are central to our success as a financial centre. The emergence of AI makes investing in people even more important.
4. AI is already changing how financial institutions operate – from customer service and financial advisory, to credit underwriting, fraud detection, market analysis and software development.
a. Some larger institutions are integrating AI across functions.
b. Some FinTech firms have been built around AI from the outset.
5. These reflect the tremendous opportunities to use AI to raise productivity, serve clients better, strengthen risk management, and develop new areas of growth.
6. As AI adoption grows, some roles will expand, while others will change. Developing our workforce must be part of this effort from the outset.
7. We want AI to translate into better careers for Singaporeans and a more productive workforce. This requires commitment and action by financial institutions, as well as partnership and support from the Government and unions.
a. Financial institutions must plan for their people even as they plan for AI – identify how jobs will change, prepare employees early, and help them benefit from these new opportunities.
b. The Government, IBF and our unions will support this effort.
8. The financial industry, together with IBF and the unions, has a strong track record of equipping its workforce with skills for new growth areas.
a. In sustainable finance, for example, since the Sustainable Finance Jobs Transformation Map was launched in 2024, professionals from over 200 financial institutions have undertaken training in sustainable finance.
b. To date, we have recorded over 21,000 training completions across nearly 220 IBF-recognised courses.
c. This has helped professionals apply sustainable finance knowledge in their work, including in priority roles such as relationship and risk management.
d. AI may bring even greater changes, and will require more effort from our tripartite partners to prepare our workforce.
9. Our strategy to support the financial sector workforce comprises three “Ups”.
a. We will uplift the workforce across the sector with the critical AI skills needed to work effectively and responsibly alongside AI.
b. We will upskill finance professionals for specific AI-enabled roles, so that they continue to progress as jobs evolve.
c. And we will upbuild a stronger pipeline of AI- and job-ready young talent.
10. Tonight, I am pleased to announce several initiatives that will inject fresh momentum to our efforts. Strengthening tripartite collaboration 11. We are enhancing the tripartite MOU between IBF, the NTUC Financial and Professional Services Cluster of Unions, and seven industry associations spanning banking, insurance, asset management, securities, financial advisory and FinTechs.
a. The enhanced partnership will focus on helping the workforce adapt to AI, through wider industry outreach and greater access to training and career support. It will also create opportunities to develop programmes tailored to the needs of each sub-sector.
b. Together, the associations represent over 800 financial institutions and FinTech firms, accounting for more than 70% of the sector’s workforce.
Launch of IBF AI Workforce Co-Lab 12. I am also pleased to launch the IBF AI Workforce Co-Lab, with 23 pioneer financial institutions across banking, insurance and asset management.
a. The Co-Lab will bring employers and partners together to assess how jobs are changing, and test practical approaches to training and job redesign.
b. IBF, industry associations and unions will share their findings with the wider sector.
13. The 23 pioneer institutions have committed to train their entire workforce in Singapore, totalling over 80,000 employees, in critical AI skills by 2028 through IBF-recognised programmes. To date, more than half of their employees have already been trained.
14. This will give employees across different functions a common foundation for working with AI. I encourage more financial institutions to join the Co-Lab and make this commitment to their people.
15. Employees will also need skills suited to their particular roles, to combine the use of AI with deeper professional expertise. The Co-Lab will assess how AI changes specific roles, and develop pathways for employees to acquire skills needed for these new roles.
16. Tonight, we are launching three pathways: Co-Lab@Leaders, Co-Lab@Wealth Managers and Co-Lab@Operations. Co-Lab@Leaders 17. Leaders set the direction and lead. Co-Lab@Leaders will equip them to identify valuable applications of AI, establish sound governance, and lead workforce transformation.
a. As they develop their AI strategies, leaders should consider which jobs will change, where new opportunities will emerge, and how to prepare employees for them.
b. These decisions will shape both business performance and their employees’ prospects.
Co-Lab@Wealth Managers 18. In wealth management, rising demand across Asia creates opportunities for Singapore.
19. AI can help relationship managers analyse information faster and therefore spend more time with clients, while they continue to provide advice tailored to each client’s circumstances. This calls for stronger advisory expertise alongside the ability to use AI well.
a. For example, Priscilla, a UBS Client Advisor with over 20 years of wealth management experience, now uses AI tools to enhance her preparation for client meetings, analyse portfolios and conduct due diligence.
b. This gives her more time to understand her clients’ needs, provide trusted advice, build lasting relationships, and she remains responsible for the advice she gives, not the AI tools.
20. Through Co-Lab@Wealth Managers, 10 private banking employers have committed to upskill their relationship managers.
a. IBF and these institutions are working with providers such as the Wealth Management Institute on practical courses that combine AI skills with client engagement and advisory expertise.
b. This will help us capture growing demand and create more opportunities for Singaporeans.
Co-Lab@Operations 21. In operations, AI is changing how routine processes are carried out. Staff performing operational roles will need to develop capabilities in areas such as process improvement, exception handling, risk oversight and validating the AI output.
22. Co-Lab@Operations brings together major banking and insurance employers to redesign such operational jobs and develop progression pathways.
a. In many cases, this will involve higher responsibilities in an existing role.
b. In others, it may involve moving to a related role, or new work involving AI.
23. Take Reno from DBS’ Customer Service Hub.
a. Reno leads a frontline service team. AI helps his team generate call summaries and recommend follow-up actions within seconds.
b. Reno now also helps oversee the bank’s AI customer chatbot, reviewing its responses and identifying improvements.
c. His past experience with customers is valuable in this expanded role, where he helps ensure that customers continue to receive good service with AI.
24. Fahmy’s story illustrates a different pathway.
a. Fahmy joined DBS as a Customer Service Officer 13 years ago. In 2024, he became one of the founding members of the AI Workforce Team, where he picked up new skills on AI and UI/UX.
b. Today, he leads a team that develops and deploys AI to enhance customer experience.
c. Having spent years on the frontline, Fahmy brings a deep understanding of customer and staff needs, helping to shape AI solutions that better serve both groups.
Supporting job redesign and career transitions 25. We must also support finance professionals who need to make a more substantial career change.
a. After 37 years at UOB, Jenny Chan decided to make a career change.
b. Through UOB’s Better U Pivot programme in 2025, she received training and coaching to move from wholesale banking into a retail banking anti-money laundering role.
c. She now uses generative AI to automate checks and improve her team’s workflows. At home, she can confidently discuss AI with her sons. Her family calls her the “Tech Mum”.
26. To help more employers support their people, IBF is launching the Job Redesign Playbook for Financial Services, in partnership with the Skills and Workforce Development Agency and the Institute for Human Resource Professionals. This will give business leaders and HR practitioners practical guidance and assistance on job redesign as they adopt AI.
27. IBF is also working with Ngee Ann Polytechnic’s Centre for Shaping Human-First Transformation on a pilot that combines skills mapping, coaching and change management tools to help finance professionals and their managers take on new responsibilities with confidence, as AI changes how they work.
28. IBF and the Government will continue to provide resources and funding for workforce planning, training and career transitions. Preparing young talent for careers in finance 29. Alongside our efforts to support the existing workforce, we must prepare the next generation for careers in finance.
30. As AI takes on more routine work, we must give young people opportunities to build strong foundations and develop professional expertise.
31. IBF’s pilot Young Talent Programme for AI in Finance helps undergraduates build skills in both AI and finance, and gives them first-hand experience of how AI is used in the sector.
a. The first cohort has just completed its masterclasses, and will soon begin project work under the mentorship of industry practitioners. Some will also go on to work attachments at financial institutions.
b. We hope to offer more places in future cohorts of this programme. I encourage our financial institutions to support this effort, and continue to provide opportunities for young people to enter the sector.
Conclusion 32. Ladies and gentlemen, the initiatives we announce tonight will require sustained commitment.
33. Our award recipients show what it means to invest in people. I congratulate you and thank our financial institutions, unions, industry associations and training partners for your contributions.
34. As we pursue the opportunities of AI, let us bring the same commitment to developing our workforce. Together, we can build a more competitive financial centre, and help Singaporeans at every stage of their careers share in its success.
35. Thank you, and I wish you a wonderful evening ahead.