PMO 演講稿 · 2026-05-20
DPM顏金勇出席「信任與人工智慧：探索轉型世界」領導力對話
要點
- • 新加坡在全球AI金融樞紐指數中排名第三，僅次於紐約和舊金山。
- • 金融中心將越來越多地根據其擁抱和利用AI的能力、負責任地部署AI、保持信任、確保安全以及培養員工有效使用技術的技能來評判。
- • 新加坡的AI採用方式應該是由生態系統驅動，彙集監管機構、銀行、保險公司、資產管理公司和科技公司，而非試圖與大型經濟體競爭規模。
- • 新加坡需要為AI解決方案建立受信任的測試場景，提供負責任部署的實用指導，以及制定模型驗證、資料保護和風險管理的通用治理框架，以支援企業級AI採用。
- • 金融機構的AI採用應該被設計為減少例行工作、改善決策制定、加強風險控制，並使專業人士能夠專注於涉及判斷力、客戶參與和解決問題的高價值角色。
- • 金融業勞動力的未來競爭力將取決於將AI能力與風險管理、合規、網路安全和運營等領域的專業知識相結合，而非開發孤立的AI技能。
完整譯文（繁體中文）
PMO 英文原文譯文 · 翻譯日期: 2026-08-10
經濟
就業與生產力
科學與技術
副總理兼貿易及工業部部長顏金勇在2026年5月20日「信任與人工智慧：在過渡世界中導航」領導人對話上的講話
陳素珊女士、尊敬的嘉賓、女士和先生們，
早上好，各位。
簡介
我們相聚在一個時刻，全球經濟正在多個方面同時被重塑。
地緣政治競爭正在加劇。
供應鏈正在重新配置。
資本部署變得更加選擇性和針對性。
而且技術——尤其是人工智慧——正以許多人無法跟上的速度發展。
對於像新加坡這樣一個小型的、開放的、與全球相互聯絡的經濟體而言，這些變化影響深遠。
我們的相關性從未取決於規模。它取決於我們是否被信任、我們是否有用，以及我們與世界其他地方的聯絡程度。
當競爭態勢發生變化時，新加坡必須迅速行動。
人工智慧就是這樣一個轉變。它可以改變——銀行如何服務客戶、資產管理公司如何配置資本、保險公司如何為風險定價、合規團隊如何檢測可疑活動，以及機構如何保護自己免受網路威脅。
今天上午釋出的全球人工智慧金融中心指數很及時。
新加坡的排名——在主要金融中心中排名第三，僅次於紐約和舊金山——是一張強有力的信任票。
但更重要的是，它告訴我們下一場競賽將在哪裡進行。
未來領先的金融中心不僅將是那些擁有深厚市場、強大機構和良好基礎設施的中心，儘管這些仍然重要和必要。
日益地，金融中心也將根據其能否擁抱和利用人工智慧能力，負責任地大規模部署，保持信任，確保安全，並培養人民有效自信地與技術合作的技能來評判。
雖然我們為新加坡的排名感到鼓舞，但我們也應該將其視為一個行動號召。我們作為金融中心的下一步進展將取決於我們在以下三件事上做得有多好。
首先，將人工智慧從試驗轉變為企業範圍內的採用。
其次，確保人工智慧為我們的人民創造良好的就業機會和機遇。
第三，在人工智慧的開發和使用方式中建立信任、安全和保障。
從試驗到企業範圍內的採用
人工智慧在金融領域的承諾很明確。但其完整價值只有當它嵌入到工作流程、風險系統和運營模式中時才能實現。
對於金融機構而言，這意味著識別真正改善結果的有影響力的用例；重新設計工作流程；提高資料質量；培訓團隊；並將人工智慧整合到運營中，而不是讓其停留在組織的邊緣。
這並不容易。
許多機構仍然面臨遺留系統、資料碎片化、能力缺口和對實施風險的不確定性。
較小的公司可能缺乏自行構建能力的資源。
較大的機構可能會發現，採用人工智慧需要對運營模式、風險控制和組織文化進行深層次和廣泛的改變。
這就是為什麼新加坡的方法必須由生態系統主導。我們的優勢不在於規模。我們無法超出最大經濟體的支出，也無法建立最大的模型。但我們可以成為開發、測試和部署實用人工智慧解決方案以應對真實金融使用案例的地方。
我們可以將監管機構、銀行、保險公司、資產管理公司和科技公司聚集在同一張桌子前。
我們可以創造一個鼓勵創新的環境，同時風險得到充分理解和管理。
但為了做到這一點，我們需要受信任的空間供公司測試人工智慧解決方案；關於負責任部署的實踐指導；以及模型治理、驗證、資料保護和風險管理的共同方法。
通過加強公私合作，我們可以幫助更多公司從孤立的試點轉向可擴充套件的部署。
這就是新加坡如何競爭的方式——不是通過追逐每一個人工智慧趨勢，而是成為金融領域高影響力人工智慧採用的可信基地。
好工作和機會
第二，人工智慧必須轉化為好工作和機會。
這是新加坡在《經濟戰略評估》下重新整理經濟戰略的核心。
增長仍然至關重要。但在人工智慧和自動化時代，增長可能不再像以前那樣產生就業。
用更少的工人可以做更多的事情。
一些任務將被自動化，一些工作將被重新設計，一些工人將面臨困難的過渡。
我們已經看到了這方面的早期跡象。
在一些易受人工智慧影響的領域，由於入門級工作已改變，畢業生的就業結果受到影響。
在電腦科學領域，工作的性質也在改變——減少常規編碼，更多的是設計、組織和在更高層次監督系統。
工作並沒有消失。但它在改變，而且改變不均勻。
對於新加坡來說，答案不能是阻止變化。如果我們放緩人工智慧的採用，我們將削弱我們的競爭力，最終傷害工人而不是幫助工人。
我們的方法必須是塑造人工智慧的採用，使其儘可能補充工人的工作。
在金融領域，人工智慧應該減少日常工作，改善決策，加強風險控制，並允許專業人士專注於涉及判斷、客戶參與和解決問題的更高價值角色。
工作重新設計必須與技術採用齊頭並進。
當公司實施人工智慧時，他們不僅應該問：我們能節省多少成本？
他們還應該問：
我們可以創造什麼樣的新角色？
現有工人如何能得到培訓以適應這些新角色，以及
關係經理、分析師、合規專業人士、運營人員和技術人員如何才能使用人工智慧做更高價值的工作？
未來不會僅僅是關於「人工智慧技能」。它將是人工智慧加上領域專業知識——人工智慧加上金融、風險管理、合規、財富顧問、網路安全和運營。
人工智慧可以處理資訊、檢測模式和生成選項。但客戶仍然會重視判斷、問責、同情和信任。
在許多角色中，贏家將不是那些能夠與人工智慧競爭的人，而是那些學會如何與人工智慧合作並讓人工智慧為他們工作的人。
我們還必須認識到，為了保持競爭力，新加坡需要繼續吸引全球人工智慧人才。
全球在爭奪專業AI研究人員、工程師、產品開發者、網路安全專家和實施專家的競爭極為激烈。
如果我們要在新加坡建立AI能力，我們必須對來自世界各地的最優秀團隊和想法保持開放。
但這使得AI為新加坡人帶來更好的工作和機會變得尤為重要。
當全球AI團隊在新加坡建立基地時，他們應該幫助深化新加坡的能力——通過增強本地團隊、轉移專業知識、建立領導力通道，以及創造新加坡人能夠與世界一流人才共同在前沿問題上工作的崗位。
這就是為什麼勞動力轉型不是與AI議程相分離的。它是AI議程的核心。
政府將發揮自己的作用。
我們將加強全體勞動力的AI素養，同時建立特定行業的AI能力。
我們將與行業合作，為AI實施、模型驗證、AI治理、網路風險管理、數字運營和金融科技等新興崗位開發入職途徑。
我們還將加強對受衝擊工作者的支援。
這意味著為工作者提供更早期的支援、更好的職位匹配、更實用的再培訓，以及更清晰的職業轉型途徑。
僱主們也有責任發揮作用。
你們中許多人領導著主要機構、管理資本、向客戶提供建議，或塑造投資決策。你們的影響力不僅體現在資本流向何處，還體現在能力如何構建。
當你在新加坡投資時，我們希望你也會投資新加坡人。
在這裡建立團隊。培訓他們。
讓他們接觸到地區和全球的機會。
為新加坡人創造在本地和海外擔任領導職位的通道。
這就是我們如何確保新加坡作為金融中心的成功將惠及我們的人民。
在AI中建立信任、安全和保障
AI創造了機會。但它也改變了風險格局。
幫助企業識別欺詐的同樣技術也可能被犯罪分子用來造成更多傷害。
可以提高生產率的同樣工具也可以被用於自動化網路攻擊。
同樣支援創新的模型，如果被濫用，可能會降低造成嚴重傷害的門檻。
前沿AI最近的進展表明這一風險前沿移動的速度有多快。
這是新的現實。問題不在於AI好壞。AI是強大的——強大的技術需要有效的保障。
這對新加坡尤其重要。我們的金融中心建立在信任之上。客戶之所以在這裡存放資產，是因為他們信任我們的機構、我們的監管標準、我們的法治，以及我們管理風險的能力。
當AI改變風險的性質時，我們也必須為AI時代加深信任。
這就是為什麼我們必須加強AI治理。
金融機構必須能夠解釋、驗證和監督其AI系統。
他們必須知道模型在哪裡使用、依賴什麼資料、會產生什麼風險，以及在哪些方面人類監督仍然至關重要。
我們還必須加強網路和運營抗風險能力。隨著AI賦能的攻擊變得更加複雜，企業需要更快地做出響應，並明確問責。
結語
全球營商環境將繼續充滿挑戰。我們應該預期更多的地緣政治不確定性、更多的技術顛覆，以及全球各地金融中心之間更激烈的競爭。
但新加坡處於強勢地位。
《全球人工智慧金融中心指數》證實新加坡已躋身人工智慧就緒度領先的金融中心之列。
但我們不能自滿。我們不能止步於排名優異；我們必須強化我們的地位，不僅要成為亞洲領先的金融中心，還要成為值得信賴、具有人工智慧能力的金融中心，幫助客戶應對不確定性、抓住機遇、實現長期發展，同時為新加坡人創造良好機會。
前路不會平坦。但對新加坡來說，複雜性從來不是停滯不前的理由。它是促使我們提早適應、加強合作伙伴關係、更加果斷行動的催化劑。
謝謝。
英文原文
PMO 官網原始記錄 · 抓取日期: 2026-08-10
Economy
Jobs and productivity
Science and technology
Speech by Deputy Prime Minister and Minister for Trade and Industry Gan Kim Yong at the "Trust and AI: Navigating a World in Transition" Leaders Dialogue on 20 May 2026.
Ms Tan Su Shan Distinguished guests, Ladies and gentlemen,
Good morning to all of you.
Introduction
We meet at a time when the global economy is being reshaped on many fronts at once.
Geopolitical contestation is intensifying.
Supply chains are being reconfigured.
Capital deployment is becoming more selective and targeted.
And technology – especially artificial intelligence – is moving faster than many can keep pace with.
For a small, open and globally connected economy like Singapore, these shifts matter deeply.
Our relevance has never rested on size. It rests on whether we are trusted, whether we are useful and how connected we are to the rest of the world.
When the competitive balance shifts, Singapore must move swiftly.
AI is one such shift. It can transform – how banks serve clients, how asset managers allocate capital, how insurers price risk, how compliance teams detect suspicious activities, and how institutions protect themselves against cyber threats.
This morning’s launch of the Global AI Financial Hub Index is timely.
Singapore’s ranking – third among major financial hubs, behind New York and San Francisco – is a strong vote of confidence.
But more importantly, it tells us where the next race will be fought.
The leading financial centres of the future will not only be those with deep markets, strong institutions and good infrastructure, although these remain will remain important and essential.
Increasingly, financial centres will also be judged by whether they can embrace and harness AI capabilities, and do so responsibly, deploy it at scale, preserve trust, ensure security, and nurture their people with the skills to work effectively and confidently with technology.
While we are encouraged by Singapore’s ranking, we should also see it as a call to action. Our next bound as a financial centre will depend on how well we do three things.
First, translate AI from experimentation into enterprise-wide adoption.
Second, ensure that AI creates good jobs and opportunities for our people.
Third, build trust, safety and security into the way AI is developed and used.
From experimentation to enterprise-wide adoption
The promise of AI in finance is clear. But its full value will only be realised when it is embedded into workflows, risk systems, and operating models.
For financial institutions, this means identifying impactful use cases that genuinely improve outcomes; redesigning workflows; improving data quality; training teams; and integrating AI into operations, rather than leaving it at the edge of the organisation.
This is not easy.
Many institutions still face legacy systems, fragmented data, capability gaps, and uncertainty over implementation risks.
Smaller firms may lack the resources to build capabilities on their own.
Larger institutions may find that AI adoption requires deep and extensive changes to operating models, risk controls and organisational culture.
This is why Singapore’s approach must be ecosystem-led. Our advantage is not scale. We cannot outspend the largest economies, nor build the biggest models. But we can be the place where useful AI solutions are developed, tested and deployed against real-world financial use cases.
We can bring regulators, banks, insurers, asset managers and technology firms around the same table.
We can create an environment where innovation is encouraged, while risks are properly understood and managed.
But in order to do so, we will need trusted spaces where firms can test AI solutions; practical guidance on responsible deployment; and common approaches to model governance, validation, data protection and risk management.
By strengthening public-private partnership, we can help more firms move from isolated pilots to scalable deployment.
This is how Singapore can compete – not by chasing every AI trend, but by becoming a trusted base for high-impact AI adoption in finance.
Good jobs and opportunities
Second, AI must translate into good jobs and opportunities.
This is central to Singapore’s refreshed economic strategy under the Economic Strategy Review.
Growth remains essential. But in an age of AI and automation, growth may no longer generate jobs in the same way as before.
More can be done with fewer workers.
Some tasks will be automated, some jobs redesigned, and some workers will face difficult transitions.
We are already seeing early signs of this.
In some AI-exposed fields, graduate outcomes are affected, as entry level jobs have changed.
In computer science, the nature of work is also shifting – less routine coding, and more designing, organising and overseeing systems at a higher level.
The work is not disappearing. But it is changing, and changing unevenly.
For Singapore, the answer cannot be to hold back change. If we slow AI adoption, we will weaken our competitiveness and ultimately hurt workers more, not less.
Our approach must be to shape AI adoption, so that it complements workers wherever possible.
In finance, AI should reduce routine work, improve decision-making, strengthen risk controls, and allow professionals to focus on higher-value roles involving judgement, client engagement and problem-solving.
Job redesign must go hand in hand with technology adoption.
When firms implement AI, they should not only ask: how much cost can we save?
They should also ask:
What kind of new roles can we create?
How can existing workers be trained for them, and
How can relationship managers, analysts, compliance professionals, operations staff and technologists use AI to do higher-value work?
The future will not be about “AI skills” in isolation. It will be about AI plus domain expertise – AI plus finance, risk management, compliance, wealth advisory, cybersecurity, and operations.
AI can process information, detect patterns and generate options. But clients will still value judgement, accountability, empathy and trust.
In many roles, the winners will not be those who can compete against AI, but those who learn how to work with AI and make AI work for them.
We must also recognise that to stay competitive, Singapore will need to continue to attract global AI talent.
The global competition for specialised AI researchers, engineers, product builders, cyber specialists and implementation experts is intense.
If we want to build AI capabilities here in Singapore, we must remain open to the best teams and ideas from around the world.
But this makes it even more important that AI translates into better jobs and opportunities for Singaporeans.
When global AI teams are anchored here, they should help deepen Singapore’s capabilities – by augmenting local teams, transferring expertise, building leadership pathways, and creating roles where Singaporeans can work alongside world-class talent on frontier problems.
This is why workforce transformation is not separate from the AI agenda. It is central to it.
The Government will do our part.
We will strengthen AI literacy across the workforce, as well as build sector-specific AI capabilities.
We will work with industry to develop pathways into emerging roles in AI implementation, model validation, AI governance, cyber risk management, digital operations and financial technology.
We will also strengthen support for workers who face disruption.
This means providing workers with earlier support, better job matching, more practical reskilling, and clearer pathways to new careers.
Employers, too, have a role to play.
Many of you here lead major institutions, manage capital, advise clients, or shape investment decisions. You have influence not only over where capital flows, but over how capabilities are built.
When you invest in Singapore, we hope you will also invest in Singaporeans.
Build teams here. Train them.
Give them exposure to regional and global opportunities.
Create pathways for Singaporeans to take on leadership roles, both locally as well as overseas.
This is how we ensure that Singapore’s success as a financial centre will benefit our people.
Building trust, safety and security in AI
AI creates opportunities. But it also changes the risk landscape.
The same technology that helps firms detect fraud can also help criminals carry out more harms.
The same tools that improve productivity can also be used to automate cyberattacks.
The same models that support innovation can, if misused, lower barriers to serious harm.
Recent developments in frontier AI have shown how quickly this risk frontier is moving.
This is the new reality. The issue is not whether AI is good or bad. AI is powerful – and powerful technologies require effective safeguards.
This is especially important for Singapore. Our financial centre is built on trust. Clients place assets here because they trust our institutions, our regulatory standards, our rule of law, and our ability to manage risk.
As AI changes the nature of risk, we must also deepen our trust for the AI age.
This is why we must strengthen AI governance.
Financial institutions must be able to explain, validate and monitor their AI systems.
They must know where models are used, what data they rely on, what risks they create, and where human oversight remains essential.
We must also strengthen cyber and operational resilience. As AI-enabled attacks become more sophisticated, firms need to respond faster, and with clear accountability.
Conclusion
The global operating environment will remain challenging. We should expect more geopolitical uncertainty, more technological disruption, and more competition among financial centres around the world.
But Singapore is starting from a strong position.
The Global AI Financial Hub Index confirms that Singapore is already among the leading financial hubs in AI readiness.
But we cannot be complacent. We must go beyond ranking well; we must strengthen our position not only as a leading financial centre in Asia, but as a trusted and AI-empowered financial hub that helps clients navigate uncertainty, seize opportunity, and build for the long term, while creating good opportunities for Singaporeans.
The road ahead will not be easy. But for Singapore, complexity has never been a reason to stand still. It is a catalyst to adapt early, partner more deeply, and move more decisively.
Thank you.