PMO 演讲稿 · 2026-05-20
DPM颜金勇出席「信任与人工智能：探索转型世界」领导力对话
DPM颜金勇出席「信任与人工智能：探索转型世界」领导力对话
要点
- • 新加坡在全球AI金融枢纽指数中排名第三，仅次于纽约和旧金山。
- • 金融中心将越来越多地根据其拥抱和利用AI的能力、负责任地部署AI、保持信任、确保安全以及培养员工有效使用技术的技能来评判。
- • 新加坡的AI采用方式应该是由生态系统驱动，汇集监管机构、银行、保险公司、资产管理公司和科技公司，而非试图与大型经济体竞争规模。
- • 新加坡需要为AI解决方案建立受信任的测试场景，提供负责任部署的实用指导，以及制定模型验证、数据保护和风险管理的通用治理框架，以支持企业级AI采用。
- • 金融机构的AI采用应该被设计为减少例行工作、改善决策制定、加强风险控制，并使专业人士能够专注于涉及判断力、客户参与和解决问题的高价值角色。
- • 金融业劳动力的未来竞争力将取决于将AI能力与风险管理、合规、网络安全和运营等领域的专业知识相结合，而非开发孤立的AI技能。
完整译文（中文）
PMO 英文原文译文 · 翻译日期: 2026-08-10
经济
就业与生产力
科学与技术
副总理兼贸易及工业部部长颜金勇在2026年5月20日「信任与人工智能：在过渡世界中导航」领导人对话上的讲话
陈素珊女士、尊敬的嘉宾、女士和先生们，
早上好，各位。
简介
我们相聚在一个时刻，全球经济正在多个方面同时被重塑。
地缘政治竞争正在加剧。
供应链正在重新配置。
资本部署变得更加选择性和针对性。
而且技术——尤其是人工智能——正以许多人无法跟上的速度发展。
对于像新加坡这样一个小型的、开放的、与全球相互联系的经济体而言，这些变化影响深远。
我们的相关性从未取决于规模。它取决于我们是否被信任、我们是否有用，以及我们与世界其他地方的联系程度。
当竞争态势发生变化时，新加坡必须迅速行动。
人工智能就是这样一个转变。它可以改变——银行如何服务客户、资产管理公司如何配置资本、保险公司如何为风险定价、合规团队如何检测可疑活动，以及机构如何保护自己免受网络威胁。
今天上午发布的全球人工智能金融中心指数很及时。
新加坡的排名——在主要金融中心中排名第三，仅次于纽约和旧金山——是一张强有力的信任票。
但更重要的是，它告诉我们下一场竞赛将在哪里进行。
未来领先的金融中心不仅将是那些拥有深厚市场、强大机构和良好基础设施的中心，尽管这些仍然重要和必要。
日益地，金融中心也将根据其能否拥抱和利用人工智能能力，负责任地大规模部署，保持信任，确保安全，并培养人民有效自信地与技术合作的技能来评判。
虽然我们为新加坡的排名感到鼓舞，但我们也应该将其视为一个行动号召。我们作为金融中心的下一步进展将取决于我们在以下三件事上做得有多好。
首先，将人工智能从试验转变为企业范围内的采用。
其次，确保人工智能为我们的人民创造良好的就业机会和机遇。
第三，在人工智能的开发和使用方式中建立信任、安全和保障。
从试验到企业范围内的采用
人工智能在金融领域的承诺很明确。但其完整价值只有当它嵌入到工作流程、风险系统和运营模式中时才能实现。
对于金融机构而言，这意味着识别真正改善结果的有影响力的用例；重新设计工作流程；提高数据质量；培训团队；并将人工智能整合到运营中，而不是让其停留在组织的边缘。
这并不容易。
许多机构仍然面临遗留系统、数据碎片化、能力缺口和对实施风险的不确定性。
较小的公司可能缺乏自行构建能力的资源。
较大的机构可能会发现，采用人工智能需要对运营模式、风险控制和组织文化进行深层次和广泛的改变。
这就是为什么新加坡的方法必须由生态系统主导。我们的优势不在于规模。我们无法超出最大经济体的支出，也无法建立最大的模型。但我们可以成为开发、测试和部署实用人工智能解决方案以应对真实金融使用案例的地方。
我们可以将监管机构、银行、保险公司、资产管理公司和科技公司聚集在同一张桌子前。
我们可以创造一个鼓励创新的环境，同时风险得到充分理解和管理。
但为了做到这一点，我们需要受信任的空间供公司测试人工智能解决方案；关于负责任部署的实践指导；以及模型治理、验证、数据保护和风险管理的共同方法。
通过加强公私合作，我们可以帮助更多公司从孤立的试点转向可扩展的部署。
这就是新加坡如何竞争的方式——不是通过追逐每一个人工智能趋势，而是成为金融领域高影响力人工智能采用的可信基地。
好工作和机会
第二，人工智能必须转化为好工作和机会。
这是新加坡在《经济战略评估》下刷新经济战略的核心。
增长仍然至关重要。但在人工智能和自动化时代，增长可能不再像以前那样产生就业。
用更少的工人可以做更多的事情。
一些任务将被自动化，一些工作将被重新设计，一些工人将面临困难的过渡。
我们已经看到了这方面的早期迹象。
在一些易受人工智能影响的领域，由于入门级工作已改变，毕业生的就业结果受到影响。
在计算机科学领域，工作的性质也在改变——减少常规编码，更多的是设计、组织和在更高层次监督系统。
工作并没有消失。但它在改变，而且改变不均匀。
对于新加坡来说，答案不能是阻止变化。如果我们放缓人工智能的采用，我们将削弱我们的竞争力，最终伤害工人而不是帮助工人。
我们的方法必须是塑造人工智能的采用，使其尽可能补充工人的工作。
在金融领域，人工智能应该减少日常工作，改善决策，加强风险控制，并允许专业人士专注于涉及判断、客户参与和解决问题的更高价值角色。
工作重新设计必须与技术采用齐头并进。
当公司实施人工智能时，他们不仅应该问：我们能节省多少成本？
他们还应该问：
我们可以创造什么样的新角色？
现有工人如何能得到培训以适应这些新角色，以及
关系经理、分析师、合规专业人士、运营人员和技术人员如何才能使用人工智能做更高价值的工作？
未来不会仅仅是关于「人工智能技能」。它将是人工智能加上领域专业知识——人工智能加上金融、风险管理、合规、财富顾问、网络安全和运营。
人工智能可以处理信息、检测模式和生成选项。但客户仍然会重视判断、问责、同情和信任。
在许多角色中，赢家将不是那些能够与人工智能竞争的人，而是那些学会如何与人工智能合作并让人工智能为他们工作的人。
我们还必须认识到，为了保持竞争力，新加坡需要继续吸引全球人工智能人才。
全球在争夺专业AI研究人员、工程师、产品开发者、网络安全专家和实施专家的竞争极为激烈。
如果我们要在新加坡建立AI能力，我们必须对来自世界各地的最优秀团队和想法保持开放。
但这使得AI为新加坡人带来更好的工作和机会变得尤为重要。
当全球AI团队在新加坡建立基地时，他们应该帮助深化新加坡的能力——通过增强本地团队、转移专业知识、建立领导力通道，以及创造新加坡人能够与世界一流人才共同在前沿问题上工作的岗位。
这就是为什么劳动力转型不是与AI议程相分离的。它是AI议程的核心。
政府将发挥自己的作用。
我们将加强全体劳动力的AI素养，同时建立特定行业的AI能力。
我们将与行业合作，为AI实施、模型验证、AI治理、网络风险管理、数字运营和金融科技等新兴岗位开发入职途径。
我们还将加强对受冲击工作者的支持。
这意味着为工作者提供更早期的支持、更好的职位匹配、更实用的再培训，以及更清晰的职业转型途径。
雇主们也有责任发挥作用。
你们中许多人领导着主要机构、管理资本、向客户提供建议，或塑造投资决策。你们的影响力不仅体现在资本流向何处，还体现在能力如何构建。
当你在新加坡投资时，我们希望你也会投资新加坡人。
在这里建立团队。培训他们。
让他们接触到地区和全球的机会。
为新加坡人创造在本地和海外担任领导职位的通道。
这就是我们如何确保新加坡作为金融中心的成功将惠及我们的人民。
在AI中建立信任、安全和保障
AI创造了机会。但它也改变了风险格局。
帮助企业识别欺诈的同样技术也可能被犯罪分子用来造成更多伤害。
可以提高生产率的同样工具也可以被用于自动化网络攻击。
同样支持创新的模型，如果被滥用，可能会降低造成严重伤害的门槛。
前沿AI最近的进展表明这一风险前沿移动的速度有多快。
这是新的现实。问题不在于AI好坏。AI是强大的——强大的技术需要有效的保障。
这对新加坡尤其重要。我们的金融中心建立在信任之上。客户之所以在这里存放资产，是因为他们信任我们的机构、我们的监管标准、我们的法治，以及我们管理风险的能力。
当AI改变风险的性质时，我们也必须为AI时代加深信任。
这就是为什么我们必须加强AI治理。
金融机构必须能够解释、验证和监督其AI系统。
他们必须知道模型在哪里使用、依赖什么数据、会产生什么风险，以及在哪些方面人类监督仍然至关重要。
我们还必须加强网络和运营抗风险能力。随着AI赋能的攻击变得更加复杂，企业需要更快地做出响应，并明确问责。
结语
全球营商环境将继续充满挑战。我们应该预期更多的地缘政治不确定性、更多的技术颠覆，以及全球各地金融中心之间更激烈的竞争。
但新加坡处于强势地位。
《全球人工智能金融中心指数》证实新加坡已跻身人工智能就绪度领先的金融中心之列。
但我们不能自满。我们不能止步于排名优异；我们必须强化我们的地位，不仅要成为亚洲领先的金融中心，还要成为值得信赖、具有人工智能能力的金融中心，帮助客户应对不确定性、抓住机遇、实现长期发展，同时为新加坡人创造良好机会。
前路不会平坦。但对新加坡来说，复杂性从来不是停滞不前的理由。它是促使我们提早适应、加强合作伙伴关系、更加果断行动的催化剂。
谢谢。
英文原文
PMO 官网原始记录 · 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.