AI GUIDE FOR BOARDS IN SINGAPORE
Section VI: Operationalisation
Step 7: Build customers’ trust
• Disclosure and transparency: Ensure that any material AI risks or opportunities are accurately and transparently disclosed in accordance with applicable regulatory requirements including SGX Regulation listing rules. • Consumer recourse: Customers aected by AI-enabled decisions should have access to clear pathways to appeal, clarify or seek human review.
Trust is a critical enabler of sustainable AI adoption.
Boards should oversee how AI initiatives aect key stakeholder groups. Maintaining the con dence of investors, regulators, customers, employees and partners is paramount. Key considerations include: • Trust and assurance: Independent assessments and assurance mechanisms can strengthen con dence in AI initiatives. Validation through the AI Verify Testing Framework should be encouraged. is signals a commitment to responsible AI.
Reference Chapter 6: e Regulatory Landscape Chapter 8: Responsible AI and Building Trust
12.2 Board Stewardship
Operationalising AI represents a shi in how organisations create value and operate at scale. e challenge for boards is not simply to oversee technology deployment, but to ensure that AI evolves into a resilient and value-creating capability embedded across the organisation. Boards should focus not only on the speed of implementation, but also on the stability, resilience and integrity of AI deployment. Moving beyond pilots requires governance structures, aligned incentives, workforce
readiness and eective risk management.
As AI becomes increasingly embedded in business activity, the distinction between AI strategy and broader corporate strategy will continue to narrow.
Boards have a central role in guiding this transition.
Organisations that realise sustained value from AI are likely to have boards who act as active stewards – balancing innovation with accountability, and growth with responsible governance.
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