People Risk 2026 report 

The AI hustle: Unlocking real business value

As artificial intelligence reshapes expectations of work and accelerates organizational change, it is also redefining risk — and what it takes to remain competitive. While many employers remain focused on the dangers that AI can bring — from data loss to hallucinations — a far greater threat is emerging: failing to convert AI investment into meaningful productivity, innovation, and performance gains.

The AI landscape has evolved rapidly, and Singapore has made significant progress under its National AI Strategy (NAIS) 2.0. As the nation strengthens its position as a leading AI hub, concerns around data governance, intellectual property and responsible AI usage continue to grow.

Surviving the fast lane: The new leadership challenge

The nature of organizational risk is changing and leaders sit at the intersection between a volatile world and their organization’s response. As these pressures intensify, leadership capability has become a critical control at the heart of effective risk management. When leaders lack the skills to adapt quickly, inspire a diverse workforce, and create understanding in the face of ambiguity, risks spread quickly across the organization.

Frayed loyalty: The growing risk of employee financial insecurity

Employees’ financial vulnerabilities are no longer just a personal issue. Financial insecurity has become a material organizational risk — one that directly affects productivity, retention, and behavior. In our research, employee financial insecurity ranks within the top 10 risks for all regions and as the #4 people risk globally, reflecting the growing pressure employees face as living costs outpace wage growth.

Financial strain heightens employees' awareness of inadequate rewards and engagement programs, and employees are likely to delay seeking healthcare.   Despite Singapore’s strong economic performance, rising living costs, inflation and regional cost pressures continue to impact workforce financial well-being.

Quest for clarity: Regaining control in a time of complexity

Managing rewards and benefits is becoming significantly more complex. Rising health and benefit costs, shifting regulations, growing expectations of transparency, and expanding cyber exposure are converging at a time when risk and HR teams are being asked to deliver more with fewer resources and less margin for error.

HR leaders in Singapore remain highly concerned about rising health and benefits costs, alongside the growing need to demonstrate value from benefits investments. Robust claims analytics and utilization insights can help organizations better understand workforce health trends and implement more targeted cost management strategies.

Hidden health risks: Emphasizing what really matters

Workforce health and safety provide the foundation of organizational performance. Employees cannot perform, adapt, or innovate if they are injured or unwell, or if they feel unsafe at work. Yet, despite the pandemic ending just three years ago, health-related risks and the importance of preventive actions appear to be receding from view — overshadowed by more immediate concerns such as cyber threats, AI disruption, and geopolitical instability.

Concerns over employees’ physical health deterioration are rising in Singapore, driven by work-related injuries, labor shortages and limited support for mental health and emotional well-being. These challenges can significantly impact workforce resilience, productivity and long-term organizational performance.