Employees identified for deeper reskilling/upskilling — More than 11,000 employees identified — After 11000 employees
2025
Back to TrackerHow we verify evidence Company source
DBS Group
Singapore, Global Financial services
Roles are redesigned around AI with reskilling and redeployment
AI-assisted work Role Redesign
Measured outcomes Evidence code E4Scaled use
What changed
What changed
DBS formally redesigned roles and operating models around AI, with reskilling and redeployment tied to affected work.
Key results
Key results
Share of identified employees who commenced training — 96% had commenced training — After 96 percent
2025
Economic value from AI/ML and analytics — Approximately SGD 1 billion — After 1000000000 SGD
2025
How the organization responded
How the organization responded
Organizational response: Reskill · Redeploy · Create Roles · Operating Model Redesign
Why it matters
AIGW analysis
AI adoption is linked to actual workforce-transition mechanisms rather than training alone. Shows how a bank can connect AI use cases to scaled role redesign, reskilling and redeployment.
Source
Source & evidence
DBS Group
DBS Sustainability Report 2025
DBS reports completed operating-model transformations, role redesign, reskilling and redeployment linked to AI use cases, including customer-service pathways into relationship and wealth-planning roles.
Mar 9, 2026View original source