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1、THE DIGITAL TRUST WORKFORCEGlobal Edition2The Digital Trust WorkforceFOREWORD FROM THE EXECUTIVE DIRECTOR OF SGTECHIn an era defined by unprecedented digital transformation,the concept of trust stands as a cornerstone of our interconnected world.As technology weaves itself into every facet of our ex

2、istence,from personal interactions to global commerce,the integrity and security of our digital ecosystems are imperative.As the premier trade association representing the technology sector in Singapore,SGTech believes that preserving trust goes beyond cutting-edge technology;it demands a proficient

3、 and devoted workforce resolute in upholding the highest echelons of digital trust.This study aims to inform local and regional audiences on the importance of embedding trust into their businesses,complemented by a future-proof workforce that is adeptly skilled to enhance and sustain businesses cred

4、ibility as a trusted partner in the digital economy.By delving into the intricacies of digital trust,this research highlights the critical steps organisations must take to build a resilient workforce capable of navigating the complex challenges of todays digital environment.To effectively address th

5、e challenges and seize the opportunities outlined in the study to build a resilient Digital Trust workforce,the role of governments is crucial in fostering a supportive and conducive environment that enhances trust and confidence in the digital economy.Policymakers play a pivotal role in the develop

6、ment of a skilled digital trust workforce.Governments need to consider the current and longer-term needs of the workforce and economy,considering ways to integrate the future of work with economic and industrial strategies.Joint investments by both the public and private sectors in workforce develop

7、ment and upskilling will support labour market resilience against potential disruption.As such,it is imperative for governments to collaborate closely and pro-actively with industry,learning institutes and training providers to attract,recruit,train,and develop talent capable of navigating the compl

8、exities of the digital landscape.This could include lifelong learning and professional development opportunities through government-funded programmes,encouraging employers to invest in training,and establishing continuous learning platforms.Complementing these efforts,the establishment of a national

9、 long-term skills and talent development framework in all countries can help provide a clear direction for businesses and workers,on the economic gaps and expertise needed to thrive in the digital economy.The journey toward a secure and trustworthy digital future is unceasing,and the role of the Dig

10、ital Trust Workforce is more critical than ever.This study serves as a vital resource for businesses and policymakers alike on the steps to take in building a resilient digital trust workforce.On behalf of SGTech,I would like to thank our members,industry partners,contributors and interviewees who p

11、layed a part in this study.Together,we can ensure that our digital ecosystems are not only safe and secure but also conducive to growth,opportunity,and prosperity for all.Sincerely,Yean Cheong,Executive Director,SGTech3The Digital Trust WorkforceTABLE OF CONTENTSExecutive summary 4Introduction 6Back

12、ground:Digital Trust Rises to the Fore 7Growing policy activity to build Digital Trust 7Businesses look to build their Digital Trust workforce 7Building a Resilient Digital Trust Workforce 9Digital Trust skillsets and evolving job roles 10Digital Trust workforce hampered by emerging skills challenge

13、s 11The skills challenge heat map 12Important Barriers to Building a Digital Trust Workforce 18Digital Trust skills shortages are severe and increasing 19Management unprepared to support the Digital Trust workforce 21Creating a Resilient Workforce 231.Plan for the future workforce 232.Get leadership

14、 on board to build a Digital Trust culture 243.Build a strong foundation to support data and processes 264.Give workers the tools they need 27Who is Leading on Digital Trust?28Defining Digital Trust Pioneers 28Key Takeaways 31Report Annex 33Survey methodology and demographics 33In-depth interviews 3

15、3Digital Trust skills challenge:Heatmaps 334The Digital Trust WorkforceEXECUTIVE SUMMARY1 SGTech.(2022).Digital Trust,Unlocking the Next Wave of Growth in the Digital Economy.Retrieved from https:/ for companies and countries in a global,digital economy depends on the confidence that online transact

16、ions and services are reliable and secure.Every participant in a business ecosystem must believe that a virtual handshake will deliver on its promisesfrom consumers awaiting a product they have never seen in person to suppliers,partners,employees,regulators,and investors.Faith in the integrity of on

17、line commerce and operations,underpinned by the“confidence participants have in the digital ecosystem to interact securely,in a transparent,accountable and frictionless manner,”is known as Digital Trust.1 Establishing and maintaining this essential commodity requires a mix of technology,infrastructu

18、re,and purposeful leadership,along with a properly skilled and managed workforce that understands the importance of Digital Trust and makes it a part of everyday routines.To better understand the state of Digital Trust and the workforce needed to build and sustain it in Singapore and other key regio

19、nal and global economies,our research focuses on the factors shaping this workforce and the skills and management initiatives needed to make it a reality.Among the key findings of our study,which included a survey of 400 C-suite executives and five in-depth expert interviews,are these five takeaways

20、:Companies are seeing clear benefits from implementing Digital Trust strategies and discrete Digital Trust workforces,including improvements to brand reputation,revenue,and operating efficiency.Digital Trust skills are scarce,and all industries are experiencing shortages,a situation we expect to wor

21、sen over the next three years as demand increases.5The Digital Trust Workforce Skills needed to manage Digital Trust are shifting rapidly,including the technical abilities required to keep up with AI and surging needs across non-IT business functions,including product management,quality assurance,ma

22、rketing,and business development.Creating a holistic,self-aware culture around Digital Trust requires both top-down leadership and buy-in across the enterprise.Public policy can make a real difference in enabling Digital Trust,with education and infrastructure playing vital roles.What can businesses

23、 and other organisations do to close the workforce gap?Our research and analysis suggest these essential steps:Adopt or adapt formal approaches(e.g.,leading Digital Trust and Digital Trust workforce frameworks)to guide your strategy and identify personnel and training needs.Recognize and support a c

24、hampion within your organisation to lead a cohesive Digital Trust strategy,with close ties to human resources,IT,AI ethics,risk,and line-of-business functions.Collaborate with local,regional,and national governments to address infrastructure,education,and training needs.Prioritize Digital Trust as a

25、 cultural value across your business ecosystem and a value-add for customers,partners,investors,and employees.The most successful employers and economies are able to adapt to changing times.In an era when Digital Trust has become a requirement of global customers,investors,and regulators,a workforce

26、 that can earn that trust is a competitive necessity.6The Digital Trust WorkforceINTRODUCTION2 SGTech.Digital Trust,Unlocking the Next Wave of Growth in the Digital Economy.3 World Economic Forum.(2022).Earning Digital Trust:Decision-Making for Trustworthy Technologies.Retrieved from https:/www3.wef

27、orum.org/docs/WEF_Earning_Digital_Trust_2022.pdf.Digital interactions have become part of day-to-day life and commerce,from purchasing goods to seeking medical advice,accessing bank balances,or collaborating virtually for work.All parties to these interactions must have a high degree of trust that d

28、igital information and communications are accurate,efficient,and secure.Building this confidencewidely known as Digital Trustrequires businesses,non-profits,and the economies in which they operate to develop properly skilled and managed workforces.To better understand the possibilities,challenges,an

29、d risks associated with the Digital Trust workforce,Oxford Economics surveyed 400 C-suite executives and conducted five in-depth interviews with industry experts(see more detail in the Annex).This research builds upon SGTechs 2022 Digital Trust white paper by examining how businesses are organising

30、their workforces to meet growing demand for robust Digital Trust capabilities.2 To build Digital Trust,businesses are increasingly focused on promoting brand values,protecting the integrity of products and services,and implementing effective corporate governance.3 None of this can happen without the

31、 right workforce.Securing relevant skills in a competitive marketplace is hard and getting harder as responsibility for Digital Trust spreads beyond specialised data-security teams to include entire enterprises and wider industry ecosystems.Skills need constant updating,too,as emerging technologies

32、like generative AI create new opportunities and risks.The value of the Digital Trust workforce goes beyond business benefits to entire economies.Creating a secure digital business environment will help attract foreign investment,which in turn will help perpetuate the growth of a highly skilled workf

33、orce in the future.Creating a secure digital business environment will help attract foreign investment,which in turn will help perpetuate the growth of a highly skilled workforce in the future.7The Digital Trust WorkforceBACKGROUND:DIGITAL TRUST RISES TO THE FORE4 See“Building a Skilled Cyber Securi

34、ty Workforce in Five Countries Insights from Australia,Canada,New Zealand,United Kingdom,and United States,”published by OECD Skills Studies(2023)for more detail.Can be accessed from https:/www.oecd-ilibrary.org/employment/building-a-skilled-cyber-security-workforce-in-five-countries_5fd44e6c-en.Imp

35、roving Digital Trust is not just about mitigating business risk,but also leveraging the opportunity to create business value.The C-suite executives we surveyed identify a range of benefits they expect from building out a Digital Trust strategy and workforce:enhanced brand reputation,improved loyalty

36、 and retention,and better relationships with their business partners.Theresa Payton,former CIO at the White House and current CEO at Fortalice Solutions,describes“a world where people can trust the digital ecosystem.Theyre going to be more likely to use digital products and services,invest in digita

37、l businesses,theres going to be increased productivity and efficiency,innovation,and economic growth.Digital Trust gives us privacy and security and gives us a little bit more peace of mind.”GROWING POLICY ACTIVITY TO BUILD DIGITAL TRUST National and regional policymakers and regulators are acting t

38、o build confidence in data and digital infrastructure as drivers of business growth and economic prosperity.This activity spans several areas important to building Digital Trust,such as digital IDs,online safety,regulation of personal data use,publishing and intellectual property rights,misinformati

39、on and digital crime,and sharing of data across borders.Many are also taking concerted action toward developing digital skills and workforces,including defining skills frameworks,promoting awareness and funding training initiatives.4It is a dynamic environment.Regulators around the world are racing

40、to catch up to the rapid growth of generative AI,aiming to ensure security and fairness while still harnessing its potential for innovation and efficiencies.Businesses must anticipate and respond to this changing landscape,a job made harder by the need to coordinate responses to different regulatory

41、 approaches across different jurisdictions.BUSINESSES LOOK TO BUILD THEIR DIGITAL TRUST WORKFORCE Data protection and security are perennial concerns,but as data volumesboth in motion and at restcontinue to grow rapidly and breaches and cyberattacks become more sophisticated and destructive,Digital

42、Trust is increasingly a management priority.Some drivers of this transformation make headlines.The global cost of cybercrime is Unless decisive action is taken,this worldwide workforce shortage is expected to worsen.Likewise,the demand for new skills around fast-evolving technologies like artificial

43、 intelligence(AI)and machine learning(ML)will further strain any organisation trying to build a Digital Trust-capable workforce.Challenges around bias and hallucinationsinaccurate or misleading resultsproduced by generative AI tools,with resultant legal consequences,are pushing businesses to find or

44、 train workers with skills in new areas like data ethics.8The Digital Trust Workforceexpected to grow by 15%a year and reach US$10 trillion annually by 2025.5 Even more troubling,businesses only identify one in three breaches using their own security tools and workforce.6 With data becoming the most

45、 valuable currency of business,data theft has surged in the past year,accounting for nearly a third of all cyber threat incidents.7 The sophisticated security teams and tools in place at many companies are constantly tested by malicious actors looking for new ways to access data.No country or region

46、 is immune to their efforts.In Singapore,for instance,scam and cybercrime incidents rose 69.4%in the first half of 2023 from the same period in 2022.8The global cybersecurity workforce has developed alongside this threat environment,5 Cybersecurity Ventures.(2023).2023 Official Cybercrime Report.Ret

47、rieved from https:/ IBM.(2023).Cost of a Data Breach Report 2023.Retrieved from https:/ IBM.(2024).IBM X-Force Threat Intelligence Index 2024.Retrieved from https:/ Singapore Police Force.(2023).Mid-year Scams and Cybercrime Statistics 2023.Retrieved from https:/www.police.gov.sg/-/media/9B26F6C9613

48、B4760AC78D15EBCDB4048.ashx.9 World Economic Forum.(2024).The cybersecurity industry has an urgent talent shortage.Heres how to plug the gap.Retrieved from https:/www.weforum.org/agenda/2024/04/cybersecurity-industry-talent-shortage-new-report/#:text=The%20global%20cybersecurity%20workforce%20grew,wo

49、rldwide%2C%20the%20white%20paper%20highlights.10 World Economic Forum.(2023).How reskilling and upskilling talent can help shrink the cybersecurity skills gap.Retrieved from https:/www.weforum.org/agenda/2023/04/how-reskilling-and-upskilling-talent-shrink-cybersecurity-skills-gap/.11 MIT Sloan Schoo

50、l of Management.(2024).When AI Gets It Wrong:Addressing AI Hallucinations and Bias.Retrieved from https:/mitsloanedtech.mit.edu/ai/basics/addressing-ai-hallucinations-and-bias/.12 McKinsey Digital.(2022).Data ethics:What it means and what it takes.Retrieved from https:/ at a rate of 12.6%between 202

51、2 and 2023.9 Yet,the demand for skilled cybersecurity professionals still far exceeds supply,with an estimated global cybersecurity workforce shortage of 3.4 million people in 2023.10 Unless decisive action is taken,this worldwide workforce shortage is expected to worsen.Likewise,the demand for new

52、skills around fast-evolving technologies like artificial intelligence(AI)and machine learning(ML)will further strain any organisation trying to build a Digital Trust-capable workforce.Challenges around bias and hallucinationsinaccurate or misleading results11produced by generative AI tools,with resu

53、ltant legal consequences,are pushing businesses to find or train workers with skills in new areas like data ethics.129The Digital Trust WorkforceBUILDING A RESILIENT DIGITAL TRUST WORKFORCEOur research confirms big shifts are underway in the Digital Trust workforce and the skills it requires.Digital

54、 Trust has already moved beyond a niche concern,with large companies(over$1 billion turnover)averaging more than 50 full-time equivalent employees focused on the issues,and smaller companies(under$100 million)employing more than 16(see Fig.1).Depending on the role and skillset,employees working in D

55、igital Trust roles require a balance of technical and softer business and interpersonal skills.DEFINING THE DIGITAL TRUST WORKFORCEThe Digital Trust workforce often focuses on the following objectives:data governance(e.g.,data management,processing,reliable and ethical sharing),preventing cyberattac

56、ks and building cyber resilience(e.g.,resuming operations swiftly after an attack),complying with regulations on privacy and data(e.g.,GDPR),providing a trusted digital environment for partners and customers(e.g.,preventing fraud,combatting misinformation,taking corrective actions,managing customer/

57、user digital experience),and developing and deploying trusted digital products and services(e.g.,privacy-enhancing technologies,digital ID and authentication,generative AI).Employees in the Digital Trust workforce will be spread across business functions and roles with wider responsibilities.Typical

58、 roles at a senior level will include CISO,CIO,CTO,Chief Privacy Officer,as well as more general digital business roles such as CHRO,Chief Compliance Officer or Marketing Director.The junior levels will include technical positions such as data protection officers,incident responders,and business-foc

59、used roles such as data analysts,user-experience managers,brand executives,recruitment managers,and auditors.In the past,Digital Trust was often used as a subset of cybersecurity,concerned with data loss protection,secure transmission of data,secure data storage,things like that.But there wasnt an o

60、verarching theme that connected all these different subsets together,which I think is the biggest change from five years ago until now.Zheng Wei Quah,CEO of Accredify“10The Digital Trust WorkforceFig 1:Size of the Digital Trust workforce,Full-Time Equivalent employees(FTEs)by seniority and company s

61、ize$1bn or moreJunior EmployeesMid-level EmployeesSenior Employees$500m to$999m$100m to$499m$10m to$99m5040302010017.64.63.98.122.413.610.3159.217.5116.3DIGITAL TRUST SKILLSETS AND EVOLVING JOB ROLESThe ongoing evolution of Digital Trust leads different businesses,industries,and countries to vary gr

62、eatly in their approach to the workforce.Still,the general contours of this workforce can be drawn from analysis of the skillsets required and functions for which it is responsible.“Technical”skillsets are associated with data security,such as cybersecurity,risk management,security infrastructure an

63、d strategy,and data protection and governance.Our research shows this is where the Digital Trust workforce currently spends most of its time(68%)on average(see Fig.2).Fig.2 Composition of Digital Trust workforce today,by percentage of time spent in each skills categoryCybersecurity and risk manageme

64、ntData protection and governanceSecurity strategyInfrastructure strategyIP,legal,compliance,HR and policyInnovation and Business Development/Customer insights and experience/MarketingProcess improvement and quality assuranceTechnical skillsetsDigital Business skillsets23%18%14%13%12%11%9%11The Digit

65、al Trust Workforce“Digital Business”skillsets encompass areas like intellectual property,legal,compliance,human resources,policy,customer insights and experience,marketing,process improvement and quality assurance,and innovation and business development.These are vital to fostering and maintaining t

66、rust and ensuring transparency and reliability throughout a customer or users experience and across the companys internal processes(e.g.,recruitment and employee data).Despite their importance,they remain secondary to technical skillsetsour research shows that the Digital Trust workforce currently o

67、nly spends about 32%of its time in these areas,on average.The balance between technical and digital business roles is shifting,though.Technical issues are increasingly the concern of non-IT departments,such as marketing,legal,and HR,as digital transactions and communications become increasingly cent

68、ral to business operations.Zheng Wei Quah,co-founder and CEO at Accredify,observes that“in the past,Digital Trust was often used as a subset of cybersecurity,concerned with data loss protection,secure transmission of data,secure data storage,things like that.But there wasnt an overarching theme that

69、 connected all these different subsets together,which I think is the biggest change from five years ago until now.”DIGITAL TRUST WORKFORCE HAMPERED BY EMERGING SKILLS CHALLENGES Our analysis details how Digital Trust workforces are performing in seven key skills categories.These skills categories in

70、clude 37 skills most relevant to Digital Trust,identified by referencing skills taxonomies used by countries with developed digital economies,such as Singapores Skills Frameworks(see Annex for the detailed breakdown of the 37 skills).Further analysis of importance and proficiency levels across these

71、 skills allows us to understand shifting priorities.Any time the importance of a particular skill is greater than the current proficiency of an organisations Digital Trust workforce,we have identified it as a“skills challenge.”The three most pressing areas where businesses are experiencing skills ch

72、allenges today are related to digital business skillsets.Mr.Quah agrees:“There is a lot of attention today on regulation and compliance,but people have not really spent enough resources,mind share,head space on Digital Trust when it comes to day-to-day consumer activities or even B2C activities.More

73、 can be done in these spaces.”12The Digital Trust WorkforceInnovation and Business Development/Customer insights and experience/MarketingTechnical skillsetsDigital Business skillsetsProcess improvement and quality assuranceIP,legal,compliance,HR and policyData protection and GovernanceSecurity strat

74、egyCybersecurity and risk managementInfrastructure strategy42%39%30%29%29%27%27%Fig.3 Respondents facing a skills challenge,by areas of Digital Trust THE SKILLS CHALLENGE HEAT MAPThe analysis presented here,and the supporting detailed skills maps in the Annex,highlight the intensity of skills challe

75、nges.Importantly,it represents a particular point of timewith significant,rapid changes expected in the futureso it is important that firms understand they must reassess their skills and talent position periodically.Fig.4 details skills challenges that our survey respondents face across different in

76、dustries and the respective Digital Trust skills categories.The skills categories highlighted in red present the greatest challenges,where more than 30%of respondents scored the importance of these areas higher than their current capabilities.Fig.4 Skills challenges,by industry and Digital Trust ski

77、ll category30%of respondents25-29%of respondents30%of respondents25-29%of respondents25%of respondentsCybersecurity and Risk ManagementIP,Legal,Compliance,HR and PolicyInfrastructure and StrategySecurity StrategyData Protection and GovernanceProcess Improvement and Quality AssuranceInnovation and Bu

78、siness Development/Customer insights and Experience/MarketingSingapore29%30%27%30%29%34%41%China24%26%27%31%26%60%30%Hong Kong SAR25%29%30%20%28%16%57%United Kingdom24%27%20%33%29%55%41%United States29%31%29%30%33%28%32%Vietnam25%35%30%21%30%50%46%The Digital Trust Workforce17FINANCE AND INSURANCE C

79、ASE STUDY:MASTERCARD Five or six companies may facilitate a single digital experience when a user logs in to online banking,reflecting the increasingly complex digital supply chain in Finance.This essential infrastructure must justify the trust underpinning the digital economy.This is evident at Mas

80、terCard,where EVP of Security Solutions,Johan Gerber credits Digital Trust as central to the companys success,even as challenges remain in building it into its global workforce.Mastercard envisions a future where payments are seamless and based on consumer interactions that may not require the prese

81、ntation of a card.The company aims to secure the customer journey through the digital ecosystem,with increased focus on customer onboarding and digital ID,to increase confidence that they know who they are dealing with and are using trusted devices.Beyond this crucial identity layer,MasterCard sees

82、four key layers of security:Protect,to build a secure digital infrastructure;Identify,to look for patterns that highlight risks;Detect,to seek out any issues that are not caught by the protect layer;and Resolve,to deal with and anticipate any issues that slip through undetected.To protect the entire

83、 digital ecosystem,the company regularly scans all financial institutions and millions of retailers to understand their security status,such as whether their software is updated and if there have been any data breaches.MasterCards current priority is working with banks to tackle the growth of financ

84、ial scams,which requires both instituting rigorous security procedures and educating the public.All of this requires a skilled Digital Trust workforceand one prepared to keep pace with todays emerging technologies and those on the way,like quantum computing.Workers must also stay on top of changes i

85、n regulations and the legal environment.“Leading a workforce that has to be upskilled and retrained perhaps every six months to 12 months,versus every three years presents a very different sort of problem to those we have grown used to,”Mr.Gerber explains.Mr.Gerber sees the private sector driving Di

86、gital Trust throughout the economy,in collaboration with governments and educators.“Theres a real responsibility on private industries to ensure that Digital Trust is embedded into our ecosystem,”he explains.Mastercard invests in initiatives around the world to build trust-related technical and mana

87、gement skills and would like to see businesses help create the educational curricula needed by the future workforce.Mr.Gerber,believes that“we need closer ties between companies within the financial sector as well as outside,whether through different industry bodies,standards bodies,public-private p

88、artnerships or organic partnerships,”he says.“If a company wants to do business in a digital ecosystem,then what we call security by design and trust need to be embedded as foundational elements.”18The Digital Trust WorkforceIMPORTANT BARRIERS TO BUILDING A DIGITAL TRUST WORKFORCEDigital Trust strat

89、egies must reach throughout the organisation and be supported by a capable workforce.Yet businesses are hamstrung by a shortage of Digital Trust skills,the leading barrier among many cited by respondents,and difficulty creating the culture and processes needed to manage in this new era.Fig.6 Barrier

90、s to building Digital Trust capabilities(Respondents asked to rate their top challenge,total=100%)Insufficient advice and support from governmentLack of internal skills and resourcesDifficulty recruiting scarce skillsDifficulty finding Digital Trust external partnersKeeping pace with constantly evol

91、ving threatsOutdated legacy systems and softwareKeeping pace with constantly changing regulatory environmentLack of clear accountability for Digital TrustBudget/cost limitationsLack of an overarching forward looking plan to tackle Digital TrustToo many confusing Digital Trust solutions on the market

92、Lack of senior executive support for Digital Trust as a priorityInsufficient awareness of Digital Trust as an issueSkills barriersProcesses barriersCulture and Organisation barriersSystems barriersExternal barriers4%12%10%8%10%8%9%8%7%4%6%3%11%19The Digital Trust WorkforceDIGITAL TRUST SKILLS SHORTA

93、GES ARE SEVERE AND INCREASINGApproximately half of organisations report a critical shortage of Digital Trust skills,with 49%of executives believing that these shortages are hampering the ability of their businesses to compete in the digital economy(see Fig.7).Industries are impacted in different way

94、s,depending on several factors,including the trust issues they are confronting(see box below),the extent of regulatory change in the places they operate,the progress they have already made in building their workforce,and the available talent pool.The talent barrier is significant for all industries,

95、though Finance and Insurance(60%)and Healthcare(53%)are most likely to report a critical shortage of Digital Trust skills(see Fig.7).Shortages are found across a broad range of technical and digital business skillsets.As Ms.Payton at Fortalice Solutions explains,“Its not just the developers or those

96、 who do cybersecurity.Its the legal profession.Its the people who write policies,its people who do governance and audit.”Businesses struggle to properly address this issue37%of organisations surveyed are unsure of the steps they must take to shore up the Digital Trust capabilities of their workforce

97、s.Many fall short because they simply do not have access to pools of workers with the necessary proficienciesonly about 40%of those surveyed believe they do.Skills challenges will only be exacerbated in the next three years,as the global Digital Trust workforce,according to our research,will increas

98、e by 32%in that time.Respondents who agreed with the statement“We are missing critical Digital Trust skills needed to be competitive in the digital economy”,split by industryFinance and InsuranceHealthcareManufacturingAllInformation and Communication/TechnologyWholesale and Retail Trade60%53%49%49%4

99、3%42%Fig.7 Industry breakdown of skills and talent shortages 20The Digital Trust WorkforceINDUSTRY DIGITAL TRUST CHALLENGESFinance and Insurance The Finance and Insurance industry plays a key role in creating the digital payment infrastructure that underpins the global digital economy,making them tr

100、usted custodians of customer information.The sector must innovate while confronting the growing menace of financial crime.Information and Communications/Technology ICT organisations build and maintain the technical and data infrastructures needed for data security.These businesses,including social m

101、edia platforms,face challenges relating to misinformation,privacy,and customer data use.Ongoing regulatory discussions(e.g.,gen AI safety,TikToks license to operate in the US)are top of mind.Wholesale and Retail TradeThe Wholesale and Retail Trade industry is at the forefront of e-commerce and effor

102、ts to maintain trust with customers,while also managing their own data.The sector faces challenges in convincing customers about products and services amid fake reviews,misinformation,and counterfeit products.HealthcareAs custodians of intimate individual health records,the Healthcare sector is subj

103、ect to strict regulatory constraints as it rapidly increases its access and use of patient data with digital health records,wearable technologies,and preventive initiatives based on population health data.ManufacturingA more traditional sector producing physical products that increasingly include di

104、gital elements and are manufactured in digital factories,the Manufacturing sector faces increasing volumes and sophistication of cyber-attacks and must respond by strengthening defences and industry standards.21The Digital Trust WorkforceMANAGEMENT UNPREPARED TO SUPPORT THE DIGITAL TRUST WORKFORCE 1

105、4 ISACA.(2023).State of Digital Trust.Retrieved from https:/www.isaca.org/resources/reports/state-of-digital-trust-2023.Management,culture,and process issues also impede necessary advances.These issues can be categorised into three broad areas.1.Weak organisational culture Despite important gains in

106、 awareness of Digital Trust,there remain some differences in understanding what the term encompasses,14 with some organisations still regarding it as a subset of IT security.Just 53%of our executive respondents see Digital Trust as central to their organisations values,meaning almost half lack a ful

107、l understanding of its importance across the enterprise.This general lack of consensus over what Digital Trust is and its criticality to the business likely contributes to weak company cultures around Digital Trust.Technical and digital business skillsets must work in tandem,but this harmonisation c

108、an be difficult when non-IT departments struggle to adapt to the technical skills required and educate traditionalists on changing trends.Meanwhile,cross-functional work in general can bring issues in communication,management style,and reporting lines.An enterprise-wide strategy requires cooperation

109、 and collaboration across business functions.But data security and governance often still get the lions share of resources,funding,and leadership support,ahead of Digital Trust roles in other functions.More than six in 10 respondents had to manage significant cultural barriers when implementing new

110、Digital Trust practices or initiatives across their organisations.2.Ineffective processes and proceduresWell-designed processes,backed up with training and awareness,are crucial to connecting trust culture throughout the organisation.As Johan Gerber,EVP of Security Solutions at Mastercard explains,“

111、Its the enforcement of trust throughout the different layers of the business that is so crucial to success;this needs to include HR,compliance,data security,technology and product development.”Budget constraints,management buy-in,and confusion over how to get started are among the factors that can s

112、low necessary changes.For example,almost all companies are exploring AI use cases to improve business performance and productivity,but only 37%have developed an AI ethics framework.Only 38%have standardised the vetting or audit of vendors,suppliers,and partners to ensure that they are compliant with

113、 data security practices throughout the data lifecycle,a lag that can leave organisations more vulnerable to attack.22The Digital Trust Workforce3.Technology change and threat escalation 15 The Royal Society.(2023).From Privacy to Partnership:The Role of Privacy Enhancing Technologies in Data Govern

114、ance and Collaborative Analysis.Retrieved from https:/royalsociety.org/-/media/policy/projects/privacy-enhancing-technologies/from-privacy-to-partnership.pdf.The Digital Trust workforce needs up-to-date tools and technologies to keep pace with evolving threats.But that kind of modernisation is not e

115、asy for most,in part due to an abundance of solutions on the market.Outdated legacy systems and software are frequently cited as important barriers by survey respondents,but only around half of survey respondents are making an active effort to develop and implement systems to enhance transparency th

116、roughout the organisation.Just 55%are implementing authentication technologies(e.g.,multi-factor authentication,biometric authentication),and only a little over one-third(37%)have deployed a Zero Trust architecture;solutions important in curbing the proliferation of cyber-attacks and ensuring data s

117、ecurity.15And the bar keeps getting raised.“Its not just the data,the privacy or security protection;it is also about identifying external and internal threats so all of our digital assets can be protected.This can really improve all of our systems to defend against some very complicated and sophist

118、icated web attacks,”says Selina Yuan,President of Alibaba Cloud International,whose customers depend on its digital assets.The tech company has turned to technologies like machine learning and AI to accurately identify and classify different types of web traffic.23The Digital Trust WorkforceCREATING

119、 A RESILIENT WORKFORCE16 Deloitte.(2023).Finding Cybersecurity Talent in an Altered World.Retrieved from https:/ ISC2.(2023).Cybersecurity Workforce Study.Retrieved from https:/www.isc2.org/ResearchBusinesses must meet pressing Digital Trust challenges head on.Multiple factors will determine the opt

120、imal approach individual organisations should take to build a Digital Trust workforce,including local economic conditions,industry,company size,maturity of business,and the like.For example,a smaller organisation with tighter recruitment budgets might emphasise upskilling over acquiring internationa

121、l talent.But there are some broadly applicable guidelines that organisations should consider.1.PLAN FOR THE FUTURE WORKFORCEBusinesses must elevate the sourcing of Digital Trust talent as a management priority,considering both urgent needs and future demand.Government-provided skills frameworks can

122、offer useful guidance.Regardless of individual company differences,planning for the workforce of the future will include a blend of recruiting specialist talent,building the skills and awareness of the existing workforce,and seeking the expertise outside,through consultants,contractors or service su

123、ppliers.Companies should build a core team equipped with essential Digital Trust skills,but they may be hampered by limited talent pools in the countries where they do business.16 In Japan,for instance,the cybersecurity workforce gap surged by 97%in the past year.17 Those shortages have compelled or

124、ganisations to turn to the international stage to recruit specialist skills.Our survey respondents say that international talent makes up one-fifth of their workforces,on average.24The Digital Trust WorkforceUpskilling internal talent is essential to many companies workforce strategies,with 43%of su

125、rvey respondents saying upskilling accounts for the majority of their Digital Trust workforce.Research by ISC2 suggests that this may be the most effective long-term approach to building up a Digital Trust workforce.Focusing on upskilling workers who already have institutional knowledge and in which

126、 a company has already invested often benefits both organisations and individuals.18 This approach can also improve talent retention,something businesses in the security space are struggling with.19 18 McKinsey and Company.(2022).Securing Your Organization by Recruiting,Hiring,and Retaining Cybersec

127、urity Talent to Reduce Cyberrisk.Retrieved from https:/ Rashotte,R.(2023).How Reskilling and Upskilling Talent Can Help Shrink the Cybersecurity Skills Gap.Retrieved from https:/www.weforum.org/agenda/2023/04/how-reskilling-and-upskilling-talent-shrink-cybersecurity-skills-gap/.20 World Economic For

128、um(2022)Earning Digital Trust:Decision-Making for Trustworthy Technologies.Retrieved from https:/www3.weforum.org/docs/WEF_Earning_Digital_Trust_2022.pdf.Many companies also choose to outsource skills and engage consultants to offset the high cost of in-house functions like cybersecurity.More than 6

129、0%of executives surveyed say their organisations Digital Trust work is being done by external contractors in highly technical areas like Cybersecurity and Risk Management,and Security Strategy,including 64%and 62%of SMEs,respectively.Larger businesses tend to opt for a fully built out in-house funct

130、ion,in part to nurture a highly skilled workforce.2.GET LEADERSHIP ON BOARD TO BUILD A DIGITAL TRUST CULTUREArticulating and rolling out an enterprise-wide strategy is an important first step toward creating a robust Digital Trust culture across an organisation.Outlining a core set of objectives lay

131、s a foundation for purposeful decision-making around the complex issues of Digital Trust and defines outcomes against which progress can be measured.20 A strong Digital Trust culture requires buy-in all the way from the C-suite to the junior level.According to Mr.Quah of Accredify,“Digital Trust has

132、 to be a top-down approach.That means management has to take the initiative to provide the right Digital Trust strategy,provide the right framework for the entire organisation to then cascade downwards.”25The Digital Trust WorkforceThe spread of Digital Trust activities across the enterprise require

133、s effective coordination of resources.Currently four functionsIT,operations,legal and compliance,and business developmentare mainly responsible for Digital Trust initiatives,but 70%of executives surveyed say at least seven department functions are actively involved in their Digital Trust work.Making

134、 sure all parts of such a diffused workforce are adequately resourced and informed calls for management with a clear view of the overall picture.Mastercards Mr.Gerber says trust must be embedded in all activities,all the way to the C-level.“There has to be accountability at the top of the house,”he

135、says,“otherwise it will never transcend the entire organisation.”Many businesses are appointing dedicated Digital Trust“champions”a person,group,or even a network spread throughout the business that assumes responsibility and ownership for Digital Trust strategy,often managing dedicated Digital Trus

136、t employees.Nearly half of executives surveyed indicate they have a champion in place,with the responsibility most commonly falling to existing roles(Chief Information Officer,Chief Digital Officer),while nearly one-fifth of those with a champion have assigned a dedicated Digital Trust Officer.Mr.Ge

137、rber,believes that MasterCard“will likely evolve to a place where you have a department that looks after trust,and ultimately its audit,governance,compliance and even ESG functions coming together naturally.”26The Digital Trust Workforce3.BUILD A STRONG FOUNDATION TO SUPPORT DATA AND PROCESSES21 Fin

138、ancial Conduct Authority.(2023).Financial watch dog fines Equifax Ltd 11 million for role in one of the largest cyber security breaches in history.Retrieved from https:/www.fca.org.uk/news/press-releases/equifax-ltd-fine-cyber-security-breach.Digital Trust must be rooted in robust protocols and stan

139、dards.Key elements include:Adopt strong data governance.Standardising and aligning data practices behind a set of rules creates the foundation for trust and encourages increasingly secure data infrastructures and approaches.Trust should be built into the way people workfor instance putting processes

140、 in place to regularly get rid of sensitive data or implementing Zero Trust segmentation with the goal of moving toward a trust-by-design approach.Rapid advances in AI make this even more crucial,yet technology development is outpacing responsible-use policies.Regulations such as the EUs new AI Act

141、address some of these risks,yet only 37%of survey respondents have taken steps to set up their own frameworks.Ensuring compliance with evolving standards will bolster Digital Trust by ensuring AI technologies are deployed responsibly.The public sector is helping through the creation of government-le

142、d certifications.Initiatives include Singapores IMDA AI Verify,Canadas Digital Trust Conformity Assessment Program,Switzerlands Digital Trust Label,and the UKs Digital Trust Label Certification.These aim to certify businesses as trustworthy to help drive confidence among consumers,partners,and suppl

143、iers.Make ethical use of data an imperative.Data breaches and mishandling of sensitive information can lead to meaningful financial penalties and reputational damage.For example,the EU AI Act includes fines of up to 8%of a companys annual worldwide turnover,depending on the type of violations and no

144、n-compliance,while UK authorities levied a considerable penalty on a leading financial services firm in 2023 for failing to securely outsource data ahead of a crippling cyber breach.21 To avoid such consequences,businesses should define an enterprise-wide standard for data use,outline key process an

145、d steps,and ensure that transparency and accountability are enshrined as core values.27The Digital Trust Workforce4.GIVE WORKERS THE TOOLS THEY NEED 22 Microsoft.(2023).5 reasons to adopt a Zero Trust security strategy for your business.Retrieved from https:/ Security Intelligence.(2022).Remote work

146、 makes it more important than ever to trust zero trust.Retrieved from https:/ and effective technical solutions are essential for businesses as they continue their Digital Trust journeys.Key precepts of adoption include:Cybersecurity and privacy remain at the core.Important technology solutions for

147、Digital Trust include privacy-enhancing technologies(PETs,e.g.,data encryption,anonymisation,and de-identification techniques)and Zero Trust models,both in use by 56%of surveyed businesses.The further growth and potential of PETs,including their value in meeting compliance requirements,may be hamper

148、ed by a lack of regulatory clarity and consistency around the world.The principles of Zero Trust do not require large tech investment.Increasingly,organisations are adopting the tenets of Zero Trust even more than the related technologies.Its key principles,often summarised as“never trust,always ver

149、ify,”can contribute to increased control over data access,regulatory compliance and data visibility.22 Upfront integration work yields efficiencies.Leveraging automated processes and centralised controls requires considerable time for integration.Businesses benefit from a more efficient and less lab

150、our-intensive security environment.This type of automation can be used to augment the security team,relieving alert fatigue and freeing security workers to work on resolving more difficult problems.Hybrid work is here to stay,making Zero Trust more important than ever.As remote and hybrid work becom

151、e mainstreamand important to talent recruitment and retentionZero Trust helps keep authentication procedures intact wherever users are located.23Emerging technologies make a difference.Machine learning and AI are helping companies like Alibaba Cloud identify and classify different types of web traff

152、ic to more quickly sort out what is dangerous without impeding the traffic essential to business and commerce.28The Digital Trust WorkforceWHO IS LEADING ON DIGITAL TRUST?Our analysis highlights the top 10%of businesses that have made the most progress in building Digital Trust skills and taking man

153、agement actions in the four key areas.This group of leading organisations can be seen as“Digital Trust Pioneers.”DEFINING DIGITAL TRUST PIONEERSSurvey respondents answered questions about their progress the four areas below,which map onto the steps to build a Digital Trust workforce described in the

154、 previous section.Scores were aggregated and then weighted equally across each of the areas to give a total score.The top 10%scores were then defined as our leading group:the Digital Trust Pioneers.Skills Strategies ImplementedTraining and upskilling of the Digital Trust workforce as a top priority

155、in the organisationHiring in-house specialistsRaising employee awareness through specialised trainingDigital Trust Culture EstablishedDesignated Digital Trust championDigital Trust is an organisational core valueCompany-wide Digital Trust strategyOrganisational Approaches ImplementedNew systems to b

156、oost transparencyData governance proceduresData ethics policyAI ethics frameworkZero-trust modelRegular vetting/audit of vendors/suppliersTechnical Solutions ImplementedLeading examples Include:BlockchainData Analytics,Machine Learning/AIPrivacy-Enhancing TechnologiesCyber security toolsAuthenticati

157、on technologiesAPI Gateways/Secure APIsZero Trust architecture29The Digital Trust WorkforceChinaUnited StatesVietnamSingaporeUnited KingdomManufacturingWholesale and Retail tradeHealthcareFinance and InsuranceInformation and Communication/TechnologySME(1)BehindIndustryHong Kong SARTerritoryCompany S

158、izeBy comparing the population of Pioneers with our overall survey population,we can identify the types of business that are making the most progress in building their Digital Trust workforces(see Fig.8).Fig.8 Representation of Digital Trust Pioneers relative to survey sample,by territory,industry a

159、nd company size The makeup of our Pioneer group reflects many of the trends observed elsewhere in this paper.Representation skews toward larger companies,which tend to have greater resources to dedicate toward building Digital Trust than SMEs,and those in sectors such as Information and Communicatio

160、n/Technology,with its longtime focus on data security and access to talent,and Finance and Insurance and Healthcare,both custodians of sensitive data.These factors also influence representation by territory.For example,a high concentration of Information and Communication/Technology firms boosts the

161、 United States,while the large number of SMEs among Singapore respondents give it a lower relative score.Digital Pioneers rate themselves further advanced than other respondents on all dimensions of Digital Trust(see Fig.9),and their efforts are yielding positive results.They are significantly more

162、likely to report success in fostering a trusted digital environment for partners and customers,developing and deploying trusted digital products and services,protecting against unauthorised access,and regulatory compliance on data and privacy.30The Digital Trust WorkforceThe relative maturity of the

163、se Pioneers sets them up for future success.They are more likely than other respondents to say they are moving beyond cybersecurity as a primary focus and are taking steps toward cyber resiliencethe ability to respond and recover from incidents with minimal impact(64%vs.49%for all respondents).Pione

164、ers are equally forward-looking when it comes to generative AI,with more than two-thirds of them saying the technology could directly help them build out their Digital Trust workforces.However,Pioneers understand the threats posed by the nascent technology.In fact,77%of such organisations recognize

165、the importance of having an AI ethics framework in place(vs.51%of all respondents).%of overall survey sample who reported as outperforming against their industry peers%of Digital Trust Pioneers who reported as outperforming against their industry peersData governanceDigital Trust PioneersNon-Pioneer

166、sDeveloping and deploying trusted digital products and servicesFostering a trusted digital environment for partners and customersProtection from unauthorised access to data and systems,and cyber resilienceRegulatory compliance on data and privacy57%55%62%55%62%56%45%45%47%55%Fig.9 Reported progress

167、in delivering Digital Trust outcomes,in%of sample that responded that they outperformed their industry peers 31The Digital Trust WorkforceKEY TAKEAWAYS The rapid adoption of new technologies and further expansion of the digital economy over the next few years will increase Digital Trusts importance

168、to business success.Individual companies will find their best path forward based on their own circumstances,including the particular business and regulatory imperatives they face,but there are a handful of common,practical steps toward this future.These include:Determine your organisations skill req

169、uirements according to threats,opportunities,and available resources Adapt generic skills frameworks to your priorities and expected technical capabilities and business needs.Regularly refresh Digital Trust technical skills to keep pace with rapid changes in technologies and cyber threats.Amplify th

170、e value of more general Digital Trust skills by emphasizing awareness across the organisation of Digital Trusts business value.Keep pace with evolving training needs by working across an ecosystem of skills providers,including educators,professional associations,and government agencies.Prioritise Di

171、gital Trust across the enterprise Build the business case for Digital Trust to secure management buy-in.Develop a Digital Trust vision that is enterprise-wide and makes clear the impact of these issues on your business.Map your Digital Trust vision to your organisational structure and consider who i

172、s accountable for delivering Digital Trust and how their progress will be measured.Take an ecosystem-wide view of Digital Trust Understand how Digital Trust impacts your entire value chain and how current processes and procedures contribute to building it.Adopt standards and certifications to help e

173、nforce Digital Trust ways of working,and advertise your compliance to your customers and business partners.Ensure processes are adaptable to the evolution of Digital Trust,and that staff are kept up to date with changing requirements.Provide sufficient technical support Perform a security audit of e

174、xisting systems.Invest in latest approaches,including AI-powered tools and process,that can enhance Digital Trust.32The Digital Trust WorkforceBUILDING THE DIGITAL TRUST WORKFORCE IS A SHARED ENDEAVOURBusinesses need support from policymakers in building the legal and regulatory frameworks underpinn

175、ing Digital Trust.This is an increasingly high-profile issue for governments,and as they develop policy responses they should be in close consultation with business leaders and civil society representatives to maximize economic value while respecting citizens rights and well-being.Policymakers would

176、 do well to consider that building a strong workforce,centred on Digital Trust,can be an effective industrial strategy to support local businesses,attract inward investment,and support a thriving digital economy.Public policy can help by moving forward initiatives in areas such as digital ID,interna

177、tional standardisation and certification schemes,and policies that encourage safe storage and sharing of data across national borders.Governments should also look at ways they can work alongside businesses to help them attract,recruit,train,and develop a skilled Digital Trust workforce.Immigration p

178、olicy,for example,can support the expansion of a skilled workforce.Skills frameworks,similar to Singapores Future Skills,help as well.Governments can also work alongside business groups to ensure that technical training and guidance at schools,universities,and other agencies(e.g.,supporting SMEs)sup

179、port the future needs of a skilled Digital Trust workforce.The global race to lead in the digital economy is on,and building a strong Digital Trust workforce will be an important factor in determining the winners.33The Digital Trust WorkforceREPORT ANNEXSURVEY METHODOLOGY AND DEMOGRAPHICSIn October

180、2023,Oxford Economics conducted a survey of 400 C-suite executives.Roles:75%C-suite IT executives(e.g.,CIO,CISO,CTO)/25%C-suite non-IT executives(e.g.,CEO,CFO,COO)Countries/territories:Singapore(37.5%),US,Hong Kong SAR,Vietnam,UK,China(12.5%each)Industries:Manufacturing,Finance and Insurance,Wholesa

181、le and Retail Trade,Information and Communications/Technology,Healthcare(20%each)Revenues:$10m -$99m,$100m-$499m,$500m-$999m,$1bn+(25%each)IN-DEPTH INTERVIEWS Selina Yuan:President,Alibaba Cloud International;Vice President,Alibaba Group,Alibaba Group Johan Gerber:Executive Vice-President,Security S

182、olutions,Mastercard Phillip Mind:Director,Digital Technology and Innovation,UK Finance Theresa Payton:Chief Executive Officer,Senior Partner and President,Fortalice Solutions,LLC Zheng Wei Quah:Co-Founder and Chief Executive Officer,AccredifyDIGITAL TRUST SKILLS CHALLENGE:HEATMAPSCombined(all)Cybers

183、ecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experie

184、nce/MarketingSkills GapCyber Forensics34%Intellectual Property Commercialisation and Exploitation34%Cloud Computing37%Security Architecture39%Data Ethics42%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)39%Inn

185、ovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)42%Business Risk Management30%Policy Implementation and Revision33%IT Governance27%Security Governance31%Infocomm Security and Data Privacy29%Security Admi

186、nistration28%Audit32%Infrastructure Design27%Security Programme Management27%Database Administration28%Threat Intelligence and Detection27%Regulatory Compliance31%IT Strategy25%Security Education and Awareness 27%Data Protection Management26%Cyber and Data Breach Incident Management27%Risk and Compl

187、iance Reporting30%Infrastructure Strategy25%Security Strategy24%Data Strategy25%Network Security27%Human Resource Policies and Legislation Framework Management27%Infrastructure Deployment22%Security Assessment and Testing23%Data Governance23%Procurement(including third party risk management)26%Contr

188、act Management23%Threat Analysis and Defence24%Cyber Risk Management22%Machine Learning(Including AI)22%34The Digital Trust WorkforceSMEsCybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protecti

189、on and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapCyber Forensics34%Intellectual Property Commercialisation and Exploitation40%Cloud Computing42%Security Architecture38%Data Ethics42%P

190、rocess improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)36%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)39%Cyber and

191、 Data Breach Incident Management33%Audit34%IT Strategy30%Security Governance29%Infocomm Security and Data Privacy31%Business Risk Management29%Regulatory Compliance32%IT Governance29%Security Programme Management29%Database Administration27%Security Administration28%Human Resource Policies and Legis

192、lation Framework Management32%Infrastructure Strategy28%Security Education and Awareness 29%Data Protection Management24%Network Security28%Risk and Compliance Reporting25%Infrastructure Design24%Security Strategy25%Data Strategy19%Threat Analysis and Defence28%Contract Management25%Infrastructure D

193、eployment17%Security Assessment and Testing22%Data Governance18%Cyber Risk Management28%Policy Implementation and Revision18%Procurement(including third party risk management)27%Machine Learning(Including AI)24%Threat Intelligence and Detection20%SingaporeCybersecurity and Risk ManagementSkills GapI

194、P,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapCyber Forensics

195、38%Intellectual Property Commercialisation and Exploitation37%Cloud Computing38%Security Architecture45%Data Ethics45%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)34%Innovation and business development/Custo

196、mer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)41%Security Administration34%Risk and Compliance Reporting34%Infrastructure Design28%Security Governance33%Infocomm Security and Data Privacy30%Cyber and Data Breach Incident Management31%Regul

197、atory Compliance32%IT Strategy28%Security Programme Management31%Data Strategy28%Business Risk Management29%Audit32%IT Governance25%Security Education and Awareness 26%Database Administration26%Machine Learning(Including AI)28%Policy Implementation and Revision31%Infrastructure Strategy22%Security S

198、trategy23%Data Protection Management22%Procurement(including third party risk management)28%Human Resource Policies and Legislation Framework Management24%Infrastructure Deployment19%Security Assessment and Testing21%Data Governance20%Network Security28%Contract Management20%Threat Analysis and Defe

199、nce25%Cyber Risk Management25%Threat Intelligence and Detection21%35The Digital Trust WorkforceChinaHong Kong SARCybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills

200、GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapNetwork Security41%Human Resource Policies and Legislation Framework Management44%Cloud Computing41%Security Architecture41%Data Ethics38%Process improvement

201、and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)60%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)30%Procurement(including third

202、party risk management)31%Intellectual Property Commercialisation and Exploitation31%Infrastructure Strategy27%Security Assessment and Testing38%Database Administration31%Cyber and Data Breach Incident Management26%Policy Implementation and Revision31%Infrastructure Design27%Security Education and Aw

203、areness 31%Data Protection Management29%Business Risk Management26%Regulatory Compliance25%Infrastructure Deployment27%Security Governance26%Infocomm Security and Data Privacy24%Threat Analysis and Defence26%Contract Management25%IT Strategy22%Security Strategy26%Data Strategy17%Cyber Forensics21%Au

204、dit13%IT Governance20%Security Programme Management23%Data Governance17%Security Administration21%Risk and Compliance Reporting13%Threat Intelligence and Detection21%Machine Learning(Including AI)15%Cyber Risk Management10%Cybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicyS

205、kills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapCyber and Data Breach Incident Management35%Audi

206、t38%Cloud Computing53%Security Architecture28%Data Ethics43%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)16%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative

207、entrepreneurship,Customer Behaviour Analysis,SEO)57%Cyber Forensics32%Policy Implementation and Revision34%IT Governance37%Security Governance24%Data Protection Management30%Security Administration32%Contract Management31%Infrastructure Design29%Security Programme Management24%Database Administratio

208、n28%Threat Analysis and Defence29%Risk and Compliance Reporting31%Infrastructure Strategy26%Security Education and Awareness 20%Infocomm Security and Data Privacy28%Business Risk Management26%Intellectual Property Commercialisation and Exploitation31%IT Strategy21%Security Assessment and Testing16%D

209、ata Strategy25%Threat Intelligence and Detection26%Human Resource Policies and Legislation Framework Management24%Infrastructure Deployment16%Security Strategy8%Data Governance13%Cyber Risk Management26%Regulatory Compliance17%Machine Learning(Including AI)17%Network Security13%Procurement(including

210、 third party risk management)13%36The Digital Trust WorkforceUnited KingdomUnited StatesCybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement an

211、d Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapThreat Intelligence and Detection42%Intellectual Property Commercialisation and Exploitation43%Infrastructure Strategy24%Security Education and Awareness50%Data Governance35%Process i

212、mprovement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)55%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)41%Cyber Forensics33

213、%Risk and Compliance Reporting32%IT Strategy24%Security Architecture44%Infocomm Security and Data Privacy34%Security Administration28%Regulatory Compliance25%Cloud Computing21%Security Governance38%Data Ethics31%Business Risk Management28%Contract Management25%IT Governance21%Security Strategy28%Dat

214、a Protection Management29%Network Security25%Audit21%Infrastructure Deployment21%Security Assessment and Testing22%Database Administration26%Cyber and Data Breach Incident Management22%Policy Implementation and Revision21%Infrastructure Design6%Security Programme Management17%Data Strategy20%Procure

215、ment(including third party risk management)20%Human Resource Policies and Legislation Framework Management21%Threat Analysis and Defence14%Cyber Risk Management14%Machine Learning(Including AI)14%Cybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and

216、 StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapBusiness Risk Management46%Policy Implementation and Revision50%IT Governan

217、ce38%Security Programme Management37%Data Ethics38%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)28%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepren

218、eurship,Customer Behaviour Analysis,SEO)32%Cyber Forensics41%Regulatory Compliance45%Infrastructure Strategy35%Security Architecture34%Data Protection Management36%Procurement(including third party risk management)32%Intellectual Property Commercialisation and Exploitation26%Infrastructure Deploymen

219、t32%Security Governance34%Database Administration36%Cyber and Data Breach Incident Management29%Audit25%Cloud Computing26%Security Strategy32%Data Governance33%Threat Intelligence and Detection29%Risk and Compliance Reporting25%Infrastructure Design24%Security Education and Awareness18%Infocomm Secu

220、rity and Data Privacy31%Cyber Risk Management29%Human Resource Policies and Legislation Framework Management25%IT Strategy21%Security Assessment and Testing24%Data Strategy26%Security Administration23%Contract Management20%Threat Analysis and Defence17%Machine Learning(Including AI)22%Network Securi

221、ty24%37The Digital Trust WorkforceVietnamFinanceCybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation

222、and Business Development/Customer insights and Experience/MarketingSkills GapThreat Intelligence and Detection32%Audit50%Cloud Computing40%Security Architecture26%Data Ethics48%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvem

223、ent management)50%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)46%Cyber Forensics29%Regulatory Compliance46%Infrastructure Design40%Security Governance26%Database Administration30%Threat Analysis a

224、nd Defence29%Policy Implementation and Revision38%IT Strategy31%Security Programme Management21%Infocomm Security and Data Privacy30%Network Security27%Human Resource Policies and Legislation Framework Management35%IT Governance23%Security Strategy21%Data Strategy30%Procurement(including third party

225、 risk management)27%Risk and Compliance Reporting31%Infrastructure Deployment23%Security Education and Awareness18%Data Governance28%Security Administration23%Intellectual Property Commercialisation and Exploitation27%Infrastructure Strategy20%Security Assessment and Testing12%Data Protection Manage

226、ment18%Machine Learning(Including AI)23%Contract Management19%Business Risk Management22%Cyber Risk Management22%Cyber and Data Breach Incident Management12%Cybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySki

227、lls GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapCyber Forensics39%Regulatory Compliance41%Infrastructure Design35%Security Governance33%Database Administration42%

228、Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)50%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)42%Threat I

229、ntelligence and Detection34%Policy Implementation and Revision41%Cloud Computing31%Security Architecture31%Data Ethics35%Security Administration34%Intellectual Property Commercialisation and Exploitation39%IT Strategy31%Security Programme Management23%Data Protection Management35%Network Security29%

230、Contract Management30%IT Governance29%Security Education and Awareness22%Data Governance28%Procurement(including third party risk management)29%Audit27%Infrastructure Strategy25%Security Assessment and Testing19%Infocomm Security and Data Privacy26%Business Risk Management29%Human Resource Policies

231、and Legislation Framework Management27%Infrastructure Deployment18%Security Strategy15%Data Strategy23%Threat Analysis and Defence24%Risk and Compliance Reporting27%Cyber and Data Breach Incident Management24%Machine Learning(Including AI)23%Cyber Risk Management19%38The Digital Trust WorkforceHealt

232、hcareICTCybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insigh

233、ts and Experience/MarketingSkills GapCyber and Data Breach Incident Management40%Audit35%Cloud Computing44%Security Governance41%Data Ethics44%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)35%Innovation and b

234、usiness development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)37%Cyber Forensics36%Intellectual Property Commercialisation and Exploitation33%IT Strategy32%Security Architecture37%Infocomm Security and Data Privacy29%Threat Intell

235、igence and Detection32%Risk and Compliance Reporting30%IT Governance25%Security Programme Management33%Database Administration27%Network Security30%Policy Implementation and Revision30%Infrastructure Design23%Security Education and Awareness27%Data Strategy25%Business Risk Management26%Regulatory Co

236、mpliance28%Infrastructure Deployment19%Security Strategy25%Data Protection Management20%Security Administration25%Human Resource Policies and Legislation Framework Management20%Infrastructure Strategy19%Security Assessment and Testing24%Data Governance16%Machine Learning(Including AI)25%Contract Man

237、agement20%Threat Analysis and Defence19%Procurement(including third party risk management)23%Cyber Risk Management23%Cybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSki

238、lls GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapNetwork Security32%Policy Implementation and Revision41%Cloud Computing29%Security Architecture40%Data Ethics50%Process improvement and quality assurance

239、skills(e.g.process quality management,automated system design,continuous improvement management)53%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)31%Cyber Forensics29%Risk and Compliance Reporting34%

240、Infrastructure Strategy25%Security Governance26%Infocomm Security and Data Privacy33%Procurement(including third party risk management)27%Audit31%IT Strategy23%Security Programme Management25%Data Protection Management30%Business Risk Management27%Regulatory Compliance28%IT Governance23%Security Edu

241、cation and Awareness25%Data Governance23%Security Administration25%Intellectual Property Commercialisation and Exploitation28%Infrastructure Design20%Security Strategy21%Data Strategy21%Cyber Risk Management23%Human Resource Policies and Legislation Framework Management22%Infrastructure Deployment20

242、%Security Assessment and Testing19%Database Administration17%Threat Analysis and Defence23%Contract Management16%Threat Intelligence and Detection21%Machine Learning(Including AI)13%Cyber and Data Breach Incident Management12%39The Digital Trust WorkforceManufacturingWholesale and Retail TradeCybers

243、ecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experie

244、nce/MarketingSkills GapCyber Forensics38%Human Resource Policies and Legislation Framework Management37%Cloud Computing38%Security Architecture49%Data Ethics38%Process improvement and quality assurance skills(e.g.process quality management,automated system design,continuous improvement management)26

245、%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)47%Business Risk Management38%Risk and Compliance Reporting35%Infrastructure Strategy32%Security Strategy38%Infocomm Security and Data Privacy37%Cyber

246、and Data Breach Incident Management33%Regulatory Compliance29%Infrastructure Deployment31%Security Governance35%Data Strategy28%Machine Learning(Including AI)31%Audit26%IT Governance26%Security Assessment and Testing31%Database Administration26%Threat Analysis and Defence26%Intellectual Property Com

247、mercialisation and Exploitation26%Infrastructure Design25%Security Education and Awareness30%Data Governance23%Network Security26%Policy Implementation and Revision24%IT Strategy11%Security Programme Management27%Data Protection Management22%Security Administration25%Contract Management11%Threat Int

248、elligence and Detection21%Cyber Risk Management21%Procurement(including third party risk management)20%Cybersecurity and Risk ManagementSkills GapIP,Legal,Compliance,HR and PolicySkills GapInfrastructure and StrategySkills GapSecurity StrategySkills GapData Protection and GovernanceSkills GapProcess

249、 Improvement and Quality AssuranceSkills GapInnovation and Business Development/Customer insights and Experience/MarketingSkills GapSecurity Administration33%Intellectual Property Commercialisation and Exploitation41%Cloud Computing43%Security Architecture36%Data Ethics40%Process improvement and qua

250、lity assurance skills(e.g.process quality management,automated system design,continuous improvement management)35%Innovation and business development/Customer insights and experience/Marketing skills(e.g.creative entrepreneurship,Customer Behaviour Analysis,SEO)50%Procurement(including third party r

251、isk management)31%Contract Management34%Infrastructure Design29%Security Education and Awareness30%Database Administration31%Cyber and Data Breach Incident Management29%Audit37%IT Governance28%Security Programme Management29%Data Strategy28%Cyber Forensics27%Regulatory Compliance32%IT Strategy27%Sec

252、urity Governance20%Data Governance25%Business Risk Management27%Policy Implementation and Revision32%Infrastructure Strategy24%Security Assessment and Testing20%Infocomm Security and Data Privacy22%Threat Analysis and Defence27%Human Resource Policies and Legislation Framework Management29%Infrastru

253、cture Deployment23%Security Strategy18%Data Protection Management22%Threat Intelligence and Detection25%Risk and Compliance Reporting24%Cyber Risk Management24%Machine Learning(Including AI)18%Network Security15%40The Digital Trust WorkforceFig.10:List of skills challenges in each area of Digital Tr

254、ust(30%of respondents),by industry and territoryCybersecurity and Risk ManagementIP,Legal,Compliance,HR and PolicyInfrastructure and StrategySecurity StrategyData Protection and GovernanceHealthcareCyber and Data Breach Incident Management Cyber ForensicsNetwork SecurityThreat Intelligence and Detec

255、tionAuditIP Commercialisation and ExploitationPolicy Implementation and RevisionRisk and Compliance ReportingCloud ComputingIT StrategySecurity ArchitectureSecurity GovernanceSecurity Programme ManagementData EthicsManufacturingBusiness Risk Management Cyber and Data Breach Incident ManagementCyber

256、ForensicsMachine Learning(Including AI)Human Resource Policies and Legislation Framework ManagementRisk and Compliance ReportingCloud ComputingInfrastructure DeploymentInfrastructure StrategySecurity ArchitectureSecurity Assessment and TestingSecurity Education and AwarenessSecurity GovernanceSecuri

257、ty StrategyData EthicsFinance and InsuranceCyber ForensicsSecurity AdministrationThreat Intelligence and DetectionContract ManagementIP Commercialisation and ExploitationPolicy Implementation and RevisionRegulatory ComplianceCloud ComputingInfrastructure DesignIT StrategySecurity ArchitectureSecurit

258、y GovernanceData EthicsData Protection ManagementDatabase AdministrationWholesale and Retail TradeProcurement(including third party risk management)Security AdministrationAuditContract ManagementIP Commercialisation and ExploitationPolicy Implementation and RevisionRegulatory ComplianceCloud Computi

259、ngSecurity ArchitectureSecurity Education and AwarenessData EthicsDatabase AdministrationInformation and Communication/TechnologyNetwork SecurityAuditPolicy Implementation and RevisionRisk and Compliance Reporting/Security ArchitectureData EthicsData Protection ManagementDatabase AdministrationCyber

260、security and Risk ManagementIP,Legal,Compliance,HR and PolicyInfrastructure and StrategySecurity StrategyData Protection and GovernanceSingaporeCyber ForensicsSecurity AdministrationCyber and Data Breach Incident ManagementIP Commercialisation and ExploitationRisk and Compliance ReportingRegulatory

261、ComplianceAuditPolicy Implementation and RevisionCloud ComputingSecurity ArchitectureSecurity GovernanceSecurity Programme ManagementData EthicsInfocomm Security and Data PrivacyChinaNetwork SecurityProcurement(including third party risk management)HR Policies and Legislation Framework ManagementIP

262、Commercialisation and ExploitationPolicy Implementation and RevisionCloud ComputingSecurity ArchitectureSecurity Assessment and TestingSecurity Education and AwarenessData EthicsDatabase AdministrationHong Kong SARCyber and Data Breach Incident ManagementCyber ForensicsSecurity AdministrationAuditPo

263、licy Implementation and RevisionContract ManagementRisk and Compliance ReportingIP Commercialisation and ExploitationCloud ComputingIT Governance/Data EthicsData Protection ManagementUnited KingdomThreat Intelligence and DetectionCyber ForensicsIP Commercialisation and ExploitationRisk and Complianc

264、e Reporting/Security Education and AwarenessSecurity ArchitectureSecurity GovernanceData GovernanceInfocomm Security and Data PrivacyData EthicsUnited StatesBusiness Risk ManagementCyber ForensicsProcurement(including third party risk management)Policy Implementation and RevisionRegulatory Complianc

265、eIT GovernanceInfrastructure StrategyInfrastructure DeploymentSecurity Programme ManagementSecurity ArchitectureSecurity GovernanceSecurity StrategyData EthicsData ProtectionDatabase AdministrationData GovernanceInfocomm Security and Data PrivacyVietnamThreat Intelligence and DetectionAuditRegulatory CompliancePolicy Implementation and RevisionHR Policies and Legislation Framework ManagementRisk and Compliance ReportingCloud ComputingInfrastructure DesignIT Strategy/Data EthicsDatabase AdministrationInfocomm Security and Data PrivacyData Strategy