Cyber threats are becoming harder to separate from wider risks facing businesses, their leaders and employees. A European Commission-backed survey cited by Euronews found that three in four employees had encountered suspicious emails, messages or links at work. Nearly four in 10 reported phishing attempts or redirection to fake websites designed to steal data or gain unauthorised access. Others had encountered attempts to obtain personal information, deploy malware or steal passwords.

For businesses, however, digital attacks are only part of a much broader security challenge. Organisations must increasingly prepare for threats that span online activity, internal misconduct and physical harm.

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Beyond Cybercrime: A Wider Threat Landscape

Companies, executives and employees face risks from organised criminal groups, hostile state actors, insiders and individual attackers. While some threats involve ransomware, stolen credentials or data breaches, others can escalate into stalking, harassment, kidnapping or violence against senior leaders and their families.

This convergence of digital and physical risks is forcing businesses to rethink security as a broader strategic responsibility rather than a function focused primarily on IT systems.

Insider Threats Carry A Growing Cost

Current and former employees can pose significant risks when they misuse privileged access, steal data or sabotage systems. According to a Ponemon Institute report cited in the original article, the average total cost of insider threat incidents rose by approximately 135% between 2018 and 2025.

North America recorded the highest average annual cost in 2025, at $24 million, while Europe followed at $18.6 million. These figures highlight the financial consequences of internal security failures, which can undermine business continuity, damage reputations and affect earnings.

Executives And Their Families Face Greater Exposure

Security concerns are also becoming more personal. The 2024 killing of UnitedHealthcare CEO Brian Thompson in the United States demonstrated how grievances can escalate into violence against corporate leaders. Europe has experienced similar concerns, including the attempted kidnapping of the daughter of French cryptocurrency executive Pierre Noizat last year.

A survey by the International Security Management Association (ISMA) found that more than half of chief security officers reported that their organisations’ senior executives or family members received up to nine direct threats of harm each year through online, telephone, written or other channels.

Public records, social media and AI-enabled research can make it easier for attackers to gather sensitive information without sophisticated intelligence networks. Family members’ online activity may reveal personal details, while publicly available data can be combined to build a more complete picture of an executive’s life. One study cited in the original article found that home addresses were publicly discoverable in 94% of executive vulnerability assessments.

Economic Uncertainty And Political Division Add To Risk

Traditional threat models are struggling to account for an environment in which the path from grievance to action can be difficult to predict. Economic pressures and political anger can converge, with businesses and their leaders becoming visible targets for wider frustration.

In a survey of more than 2,300 security chiefs across 31 countries, Allied Universal found that 44% expected economic instability to be the leading security hazard in the year ahead. Political polarisation adds another layer of uncertainty: a 2024 Littler report found that 86% of European employers faced at least some difficulty managing divisive political beliefs in the workplace, up from 75% a year earlier.

Corporate announcements, restructuring decisions and executives’ public positions can all become flashpoints in a tense environment.

Threat Assessment Must Become A Boardroom Priority

Responding to these risks requires more than perimeter security. Companies need to identify potential triggers that could provoke strong reactions, from profit warnings and workforce reductions to decisions to halt research funding or public statements on political issues.

Mapping these pressure points requires cooperation between boards and security teams. Rather than treating threat assessment as a purely operational task, organisations need to anticipate how business decisions may affect their exposure and how quickly a situation could escalate.

AI Is Becoming Part Of The Security Response

Artificial intelligence can help security teams identify patterns and respond more quickly. Potential applications include CCTV object recognition, facial recognition, social media monitoring, weapon detection and predictive analysis.

Technology alone, however, cannot address the full range of risks. Cybersecurity remains essential, but it must form part of a broader framework covering insider threats, executive protection, physical security and political volatility.

As Europe marks cybersecurity month, the challenge for business leaders is to recognise how closely these risks are connected. Security is no longer simply a back-office function; it is an increasingly important part of corporate resilience and strategic decision-making.

ISMA, the International Security Management Association, is a global membership organisation for senior chief security officers at multinational companies. Founded in 1983, it has approximately 375 members, including executives from 25 companies in the FTSE 100, DAX and CAC 40, as well as a majority of Fortune 100 companies and 25% of the Fortune 500. Its members include security leaders from MetLife, S&P Global, Sky, Four Seasons, Unilever and Novo Nordisk.Cyber threats are becoming harder to separate from wider risks facing businesses, their leaders and employees. A European Commission-backed survey cited by Euronews found that three in four employees had encountered suspicious emails, messages or links at work. Nearly four in 10 reported phishing attempts or redirection to fake websites designed to steal data or gain unauthorised access. Others had encountered attempts to obtain personal information, deploy malware or steal passwords.

For businesses, however, digital attacks are only part of a much broader security challenge. Organisations must increasingly prepare for threats that span online activity, internal misconduct and physical harm.

Beyond Cybercrime: A Wider Threat Landscape

Companies, executives and employees face risks from organised criminal groups, hostile state actors, insiders and individual attackers. While some threats involve ransomware, stolen credentials or data breaches, others can escalate into stalking, harassment, kidnapping or violence against senior leaders and their families.

This convergence of digital and physical risks is forcing businesses to rethink security as a broader strategic responsibility rather than a function focused primarily on IT systems.

Insider Threats Carry A Growing Cost

Current and former employees can pose significant risks when they misuse privileged access, steal data or sabotage systems. According to a Ponemon Institute report cited in the original article, the average total cost of insider threat incidents rose by approximately 135% between 2018 and 2025.

North America recorded the highest average annual cost in 2025, at $24 million, while Europe followed at $18.6 million. These figures highlight the financial consequences of internal security failures, which can undermine business continuity, damage reputations and affect earnings.

Executives And Their Families Face Greater Exposure

Security concerns are also becoming more personal. The 2024 killing of UnitedHealthcare CEO Brian Thompson in the United States demonstrated how grievances can escalate into violence against corporate leaders. Europe has experienced similar concerns, including the attempted kidnapping of the daughter of French cryptocurrency executive Pierre Noizat last year.

A survey by the International Security Management Association (ISMA) found that more than half of chief security officers reported that their organisations’ senior executives or family members received up to nine direct threats of harm each year through online, telephone, written or other channels.

Public records, social media and AI-enabled research can make it easier for attackers to gather sensitive information without sophisticated intelligence networks. Family members’ online activity may reveal personal details, while publicly available data can be combined to build a more complete picture of an executive’s life. One study cited in the original article found that home addresses were publicly discoverable in 94% of executive vulnerability assessments.

Economic Uncertainty And Political Division Add To Risk

Traditional threat models are struggling to account for an environment in which the path from grievance to action can be difficult to predict. Economic pressures and political anger can converge, with businesses and their leaders becoming visible targets for wider frustration.

In a survey of more than 2,300 security chiefs across 31 countries, Allied Universal found that 44% expected economic instability to be the leading security hazard in the year ahead. Political polarisation adds another layer of uncertainty: a 2024 Littler report found that 86% of European employers faced at least some difficulty managing divisive political beliefs in the workplace, up from 75% a year earlier.

Corporate announcements, restructuring decisions and executives’ public positions can all become flashpoints in a tense environment.

Threat Assessment Must Become A Boardroom Priority

Responding to these risks requires more than perimeter security. Companies need to identify potential triggers that could provoke strong reactions, from profit warnings and workforce reductions to decisions to halt research funding or public statements on political issues.

Mapping these pressure points requires cooperation between boards and security teams. Rather than treating threat assessment as a purely operational task, organisations need to anticipate how business decisions may affect their exposure and how quickly a situation could escalate.

AI Is Becoming Part Of The Security Response

Artificial intelligence can help security teams identify patterns and respond more quickly. Potential applications include CCTV object recognition, facial recognition, social media monitoring, weapon detection and predictive analysis.

Technology alone, however, cannot address the full range of risks. Cybersecurity remains essential, but it must form part of a broader framework covering insider threats, executive protection, physical security and political volatility.

As Europe marks cybersecurity month, the challenge for business leaders is to recognise how closely these risks are connected. Security is no longer simply a back-office function; it is an increasingly important part of corporate resilience and strategic decision-making.

ISMA, the International Security Management Association, is a global membership organisation for senior chief security officers at multinational companies. Founded in 1983, it has approximately 375 members, including executives from 25 companies in the FTSE 100, DAX and CAC 40, as well as a majority of Fortune 100 companies and 25% of the Fortune 500. Its members include security leaders from MetLife, S&P Global, Sky, Four Seasons, Unilever and Novo Nordisk.

Norway is reconsidering one of the world’s strictest ethical investment frameworks as war in Europe and rising nuclear tensions reshape the debate over national security and responsible investing.

A government-appointed commission has recommended revising the rules governing the country’s nearly €2 trillion sovereign wealth fund, potentially allowing it to invest again in major Western defence companies previously excluded because of their involvement in nuclear weapons production.

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A Policy Shift With Global Market Implications

The proposed changes could make companies including Airbus, BAE Systems, Boeing, Lockheed Martin and Safran eligible for investment again.

Former central bank governor Svein Gjedrem chaired the commission, which presented its 434-page review on Thursday after the government ordered a reassessment of the fund’s ethical framework last November. Under current rules, 14 companies are excluded because they develop or manufacture nuclear weapons or their components.

What The Commission Recommended

An exemption would allow investments in nuclear weapons manufacturers based in countries recognised as nuclear-weapon states under the Treaty on the Non-Proliferation of Nuclear Weapons, provided those countries are also Norway’s NATO allies. The change would bring several British, French and American defence contractors back within the fund’s investment scope.

“This means that several British, French and American arms manufacturers will be brought back into the fund,” Gjedrem said when presenting the report.

Other restrictions would remain unchanged, including exclusions linked to biological and chemical weapons, landmines, cluster munitions, coal, tobacco and cannabis.

Balancing Ethical Standards And National Security

Finance Minister Jens Stoltenberg, a former NATO secretary general, received the report and has acknowledged the tension between the fund’s ethical restrictions and Norway’s security interests.

Stoltenberg highlighted “the paradox” of excluding companies that could be important to the country’s own defence at a time when Russia is increasingly threatening nuclear escalation and China continues to expand its nuclear arsenal.

Across Europe, rising defence spending is prompting governments to reconsider long-standing assumptions about responsible investment and the role of the defence industry in national security.

Changes To Ethical Oversight

Beyond investment eligibility, the commission recommended restructuring the role of the Council on Ethics, the independent body that advises Norges Bank, which manages the fund.

Under the proposal, the council would continue assessing whether companies pose a serious risk of violating ethical standards, but it would no longer be able to recommend portfolio exclusions directly. That power has already been suspended during the review.

The proposed arrangement would shift more authority into the broader policy process, reducing the council’s influence over the fund’s investment decisions.

Political Opposition And Next Steps

Public consultation on the recommendations will run until January 15, with the government expected to present its position to parliament next spring. Opposition is already emerging from parties on the left, with one Green Party official describing the proposal as “utterly senseless”.

Balancing Norway’s established ethical investment principles with growing concerns about defence and national security will be a key challenge for the government.

The implications extend well beyond Norway. With investments in more than 7,000 companies worldwide and ownership of approximately 1.5% of all listed shares globally, the sovereign wealth fund has significant influence across international markets.

Bank of Cyprus has extended the tenure of Group Chief Executive Panicos Nicolaou until December 31, 2031, following decisions by the boards of Bank of Cyprus Holdings and Bank of Cyprus at their respective meetings on Wednesday.

Leadership Continuity At A Critical Juncture

According to the company’s announcement, Nicolaou will sign an amendment to his existing employment contract, formally extending his appointment through the end of 2031. The decision reflects the group’s preference for leadership continuity as it seeks to maintain its strategic direction in a competitive and highly regulated banking environment.

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The latest extension builds on a previous decision made in November 2024, when the boards prolonged Nicolaou’s tenure until December 31, 2028. Under the new agreement, his term has been extended by a further three years beyond that date, providing a longer-term leadership horizon for the group.

A Tenure Marked By Stability And Oversight

Nicolaou has served as Group Chief Executive since September 2019, overseeing the bank through a period that has required consistent strategic execution and steady leadership. The extension signals the boards’ continued confidence in his management and the bank’s current strategic direction.

In their announcement, the boards also expressed appreciation for Nicolaou’s contribution during his time in office and wished him continued success in the extended term.

The Cyprus Chamber of Commerce and Industry (Keve) is urging Cypriot small and medium-sized enterprises, startups and innovation-led businesses to take a closer look at a funding channel that remains underused by many firms: Cascade Funding, also known as Financial Support to Third Parties (FSTP).

Through this mechanism, organisations participating in European Union-funded projects can open calls that extend financial support, services and infrastructure access to companies and stakeholders that were not part of the original consortium. For smaller firms, the model offers a practical route into European programmes without the administrative burden of joining a large EU project from the outset.

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A Practical Route Into European Innovation Funding

In a circular to its members, Keve said the mechanism is designed to widen participation in European funding and make support more accessible to SMEs and startups working in technology, innovation and the green transition.

According to the chamber, the opportunities are particularly relevant for businesses developing, testing, demonstrating or commercialising new products, services and technologies. Depending on the specific call, assistance may include direct grants, pilot deployments, access to technological infrastructure, mentoring, business development support and, in some cases, international networking.

Opportunities Across Multiple Sectors

Keve said it had compiled an indicative table of selected Cascade Funding calls that were open as of September 4, 2026, and could be relevant to Cypriot businesses. The chamber noted that the list was not exhaustive.

The available opportunities span a broad range of sectors, including culture and creative industries, advanced manufacturing and raw materials, agri-food, the circular economy, cybersecurity, transport, robotics, women’s entrepreneurship, deep tech, social action and rights.

For each opportunity, the chamber’s table includes a short programme summary, the relevant application link, the thematic area covered, the categories of eligible applicants and the deadline for submission.

Why The Mechanism Matters

Keve stressed that requirements differ from one call to another, including the level of co-financing expected from applicants. That flexibility can be an advantage for smaller companies, but it also means businesses must review each opportunity carefully to determine whether it aligns with their capabilities and growth plans.

The chamber said the initiative is intended to help Cypriot companies navigate the crowded European funding landscape more efficiently and identify opportunities at an earlier stage.

Monthly Updates For Interested Companies

Keve is also inviting companies to register their interest in receiving a monthly update on Cascade Funding and other European funding mechanisms and programmes. The update is designed to help businesses spot relevant opportunities early, particularly those aligned with investment priorities, innovation road maps and expansion plans.

Companies can register their interest through the chamber’s short form here: Keve registration form.

The push comes at a time when European programmes continue to offer SMEs and startups a pathway to develop and test new technologies, products and services without having to participate directly in the wider EU-funded projects that sit behind the calls.

Health and safety have long been central to working life, but as workplaces evolve, so do the risks. Some of the most damaging threats are increasingly difficult to see, with mental health emerging as a growing concern for employers across Europe.

Mental Health Is A Growing Workplace Concern

Staff shortages, ageing populations and heavier workloads are adding to pressure on employees, making poor mental health both a human and an economic challenge. William Cockburn, executive director of the European Agency for Safety and Health at Work (EU-OSHA), told Euronews that reluctance to discuss mental health remains a major barrier to action.

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“Whether we’re asking employers or workers, they identify a reluctance to speak openly about mental health issues as the … main obstacle to actually taking action,” he said. EU-OSHA reports that 45% of workers face risks to their mental health at work, underlining why psychological well-being needs to be treated as a workplace priority rather than solely an individual or HR concern.

The Economic Cost Of Psychosocial Risks

Long working hours, intense workloads and emotionally demanding tasks can all contribute to poor mental health. Around 44% of workers report severe time pressure or overload, while the European Trade Union Institute estimates that work-related depression costs the EU more than €100 billion annually, accounting for absenteeism, reduced productivity and wider healthcare and social costs. For employers, these risks can affect performance, staff retention and business continuity.

Why Prevention Matters

Despite growing awareness, stigma and reluctance to speak openly continue to slow progress. Mental health is often treated as a private issue, even when workplace conditions, management practices and organisational culture contribute to the problem. Cockburn argues that psychological risks should be managed in the same way as physical hazards.

“Mental health issues need to be addressed like physical health issues at work,” he said. This approach starts with identifying risks and changing working conditions to reduce harm. These risks can include excessive hours, poor workplace relationships, bullying, harassment and, in more serious cases, violence or threats.

Workers Must Have A Say

Esther Lynch, general secretary of the European Trade Union Confederation (ETUC), says prevention must focus on working conditions rather than placing responsibility solely on individuals experiencing distress.

“We don’t wait until people have a finger chopped off before we put guardrails in place,” she said. “We do a risk assessment and say what’s the risk associated with the way this work is carried out and then we put the guardrails in place.”

The same principle applies to mental health, yet EU-OSHA says only 45% of employees are consulted about stressful aspects of their jobs. Cockburn noted that worker participation is both a legal requirement under European law and an important factor in making workplace interventions effective.

EU Launches New Healthy Workplaces Campaign

The European Commission has launched its Healthy Workplaces campaign to help employers prevent, assess and manage psychosocial risks, while encouraging more open discussion of mental health at work. Roxana Mînzatu, executive vice-president for social rights and jobs, said investment in healthier workplaces benefits employees, businesses and public services.

“When we invest in building and keeping healthy working environments, we improve not only people’s well-being, we reduce sick leave and staff turnover; we improve performance, and we don’t put pressure on our health systems,” she said at the launch. “It’s a win-win for everyone.”

The message for employers is clear: protecting mental health is not just a matter of employee well-being. It is also essential to productivity, retention and the long-term resilience of Europe’s workforce.

Rather than spreading resources across the entire economy, the government is prioritising the public sector and five industries where Cyprus already has strong capabilities: financial services, healthcare, tourism, legal services and shipping.

“Our new AI Strategy sets out the capabilities we need and the conditions under which we pursue that ambition,” Damianou said, highlighting the importance of building on existing institutional strengths.

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He identified education and human capital, alongside entrepreneurship and innovation, as the two foundations needed to support the strategy.

Turning AI Policy Into Practical Results

Following public consultation earlier this year, Cyprus’s national AI strategy set out objectives covering responsible AI use, public-sector modernisation, data and infrastructure, skills development, and cooperation between government, industry and research institutions.

The plan includes 16 flagship AI programmes through 2032, alongside initiatives to encourage adoption across government and strengthen workforce skills. The next challenge is implementation: translating policy into tools, systems and services that deliver tangible benefits for businesses and citizens.

That will require investment in reliable data access, computing capacity and secure infrastructure, as well as support to help smaller businesses adopt AI alongside larger enterprises.

Rethinking The Relationship Between Citizens And The State

The summit also explored AI’s broader impact on public services and governance. Damianou joined futurist Matthew Griffin, Mohamed Rashid Bin Taliah, George Tziortzis and Michalis Sophocleous for a panel on how AI is reshaping the relationship between citizens and the state.

For the government, progress will ultimately depend on whether the technology improves everyday life, rather than on strategy documents alone.

“Our task as Government is to make AI work for Cyprus, increasing productivity, strengthening the resilience of our economy and institutions, and serving our citizens better,” Damianou said.

The accelerating impact of artificial intelligence on education, employment and long-term career prospects took centre stage this week at a Bank of Cyprus event that brought students face-to-face with experts examining how technology is redefining the workplace.

Organised under the bank’s Young People Ask initiative, the discussion gave pupils the chance to raise concerns about AI, challenge its growing influence on traditional professions and consider how they can prepare for a labour market that is becoming increasingly technology-driven.

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A Corporate Platform For Student Dialogue

The initiative is part of the bank’s broader corporate social responsibility programme, designed to create direct dialogue between young people and specialists on issues shaping education, employment and future career paths.

That objective is increasingly relevant. As AI moves from experimental tool to mainstream business infrastructure, the question is no longer whether it will affect careers, but which roles it will reshape first and what capabilities will matter most in the years ahead.

What Employers And Educators Need To Consider

Leading the discussion was Elpidoforos Anastasiou, head of educational innovation for STEAM and emerging technologies at Globeducate and head of innovation at Pascal. Anastasiou, who also founded the Cyprus Space Foundation and is pursuing a doctorate at the Cyprus University of Technology, outlined the growing role of AI in education and the implications for the labour market.

Drawing on experience in educational technology and innovation, he examined how established professions are likely to evolve, which skills will gain value and how schools and universities can better prepare students for disruption that is already underway. His perspective reflected a broader reality across industries: technology rarely eliminates the need for human capability, but it does force a rethink of which capabilities are most valuable.

Anastasiou is also the creator of Tefkros, the first interactive AI museum guide developed for the Bank of Cyprus Cultural Foundation.

The Employer Perspective On A Changing Labour Market

The discussion also included an employer’s viewpoint from Marilena Ioannidou, the bank’s manager of rewards and organisational effectiveness. She addressed the changing demands of the labour market and the opportunities available within large organisations in Cyprus as technology continues to alter how businesses operate.

Her remarks focused on the skills employers are increasingly seeking in a fast-changing environment, as well as the need for adaptability as new working practices become the norm. In practical terms, that means students must think beyond academic credentials alone and pay closer attention to digital literacy, problem-solving, critical thinking and the ability to learn continuously.

Why The Conversation Matters For Students

For the students in attendance, the event offered a chance to explore several pressing questions: How will AI affect established jobs? Which new professional opportunities may emerge? And will traditional education pathways be sufficient to meet future demands?

These are not abstract concerns. In sectors ranging from finance to healthcare, retail to engineering, AI is already changing workflows, accelerating decision-making and redefining entry-level expectations. Young people entering the workforce in the coming years will likely compete in an environment where technical competence and human judgment must work together.

Part Of A Broader Education Agenda

The event also formed part of the activities surrounding SPOUDA-ZO, an education exhibition organised by the Ministry of Education, Sport and Youth on October 17 with the support of Bank of Cyprus.

Through Young People Ask, the bank aims to give younger generations a stronger voice in discussions about the issues shaping their lives while helping students make better-informed decisions about their studies, skills and future employment.

As AI continues to advance, that kind of dialogue is becoming less optional and more necessary. The organisations that help young people understand the shift early will be better placed to prepare the talent pipeline for the demands of tomorrow’s economy.

A widening gap in AI skills is creating two different workplace realities. Employees who use AI regularly feel more confident about their careers and are more likely to consider changing jobs, while much of the workforce lacks access to the training needed to keep pace. That is the central finding of PwC’s 2026 Global Workforce Hopes and Fears Survey, which surveyed nearly 50,000 workers across 48 countries and regions.

For employers, the findings highlight a growing challenge: without broader access to learning and development, companies risk losing their most capable employees while limiting productivity across the wider workforce.

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Access To Training Is Declining

Only 51% of workers say they have access to the learning and development resources they need, down from 59% a year earlier. The gap is particularly pronounced among the 56% of workers PwC classifies as the “engine room” of the workforce, whose skills are less scarce and who are still early in their AI learning journey. Just two in five in this group have the resources they need to develop their skills.

By contrast, daily AI users are more confident in their job security, more likely to trust management and more optimistic about their ability to learn new skills. AI is becoming both a productivity tool and a source of career advantage for those who adopt it early.

Financial Pressure Adds To Workplace Anxiety

Economic strain is compounding these challenges. Only one-third of workers say they have money left at the end of the month, down eight percentage points year on year. Nearly three in 10 believe they have significantly less bargaining power than they did three years ago, more than twice the share who disagree.

Fully remote workers report even greater pressure, with that proportion 10 percentage points higher. Meanwhile, 57% identify economic volatility as a major threat to job security, compared with 44% who are more concerned about AI taking over additional tasks. Gen Z workers report the highest levels of anxiety across these measures.

Workplace Change Is Outpacing Adaptation

Among workers who have experienced change at work, 58% say more change occurred in the past year than in previous years. Another 27% report that fatigue or burnout is limiting their productivity.

At the same time, 40% say they have had to apply new skills to a large or very large extent over the past year. Adaptation varies by seniority: 51% of senior executives and 46% of managers report applying new skills, compared with 29% of non-managers and 38% of entry-level workers.

The difference points to a potential disconnect between leadership and the teams responsible for implementing new strategies. If employees lack the skills to keep pace, organisational transformation risks moving faster than the workforce can adapt.

AI Adoption Brings Greater Confidence

AI use is increasing. Some 64% of workers say they used AI in the past 12 months, up 10 percentage points from the previous year. Daily use of generative AI rose from 14% to 22%, while 59% expect their workplace use of AI tools to increase over the next year.

Daily users are roughly five times more likely to say AI makes them feel energised and empowered rather than tired and powerless. They are also more confident about their jobs: 68% feel secure in their employment, compared with 57% of infrequent users.

The differences extend to career prospects. Daily AI users are 12 percentage points more likely to seek a promotion, 15 points more likely to trust senior management and 21 points more likely to believe they can learn new skills.

Four Groups Are Emerging In The AI Transition

PwC identifies four workforce segments based on the scarcity of employees’ skills and their progress in learning AI:

• Front-runners (14%) have scarce skills and strong AI capabilities.
• AI insurgents (18%) have less scarce skills but use AI to increase their output.
• Indispensables (11%) have highly valued skills but are less advanced in AI adoption.
• Engine room (56%) workers have less scarce skills and are still early in their AI learning journey.

The largest group presents a particular challenge for employers. According to PwC, these workers are less likely to be rewarded for using AI, developing new skills or challenging established practices, despite making up the majority of the workforce and handling much of the day-to-day work that keeps organisations running.

AI Talent Is Becoming Harder To Retain

The advantages of AI capability also make experienced employees more attractive to other employers. PwC found that 29% of front-runners say they are very or extremely likely to change employer within the next year.

Companies therefore face two priorities: retaining employees with strong AI skills and helping the wider workforce develop the capabilities needed to adapt. Making training accessible across the organisation, rather than concentrating it among a select group, will be essential to improving productivity and reducing the risk of talent loss.

Cyprus is sharpening its focus on artificial intelligence safety, cybersecurity and scientific research as it deepens engagement with global technology leaders, following fresh warnings that AI-related cyber incidents may be only an early sign of more serious threats ahead.

AI Security Moves To The Forefront

Chief Scientist Demetris Skourides, who led the Cypriot delegation to the International AI Summit in Dublin on Wednesday, said the discussions underscored the need for stronger safeguards as Cyprus develops its national approach to artificial intelligence.

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Accompanied by Cyprus’s ambassador to Ireland, Louis Telemachou, Skourides met Sir Demis Hassabis, the recently appointed chief scientist of Alphabet, Google’s parent company, to discuss Cyprus’s priorities in AI research, science and safety.

Writing on his personal social media account, Skourides said: “I had the honour of meeting and congratulating Sir Demis Hassabis on his appointment as Chief Scientist of Alphabet and to share Cyprus’ priorities in AI research, science and safety.”

Early Warning Signs For A Fast-Moving Threat

The Cypriot official highlighted Hassabis’s warning that recent AI-enabled hacking incidents should be viewed as “early warning shots.” The message, Skourides said, was clear: as AI systems become more capable, security practices must keep pace.

Reuters reported that Hassabis called for tougher industry safeguards and the eventual creation of an international standards body to oversee the development of advanced AI.

Hassabis also warned that while the incidents seen so far have been limited, more serious breaches could emerge over the next year or two if technology companies and governments fail to strengthen their security posture.

Learning From High-Risk Industries

Skourides noted that Hassabis drew parallels with other high-risk sectors, including biology and nuclear energy, where the protection of critical systems has long been treated as a strategic priority.

For Cyprus, the lesson is straightforward: prepare before risks scale. “Recent incidents are signals to strengthen security before AI capabilities advance further,” Skourides said, stressing the importance of acting early rather than waiting for threats to intensify.

He also pointed to the defensive value of AI itself. “Use AI to improve cyber defence. AI tools may help identify and address vulnerabilities, supported by rigorous testing and appropriate safeguards,” he said.

Skourides added that progress in AI safety depends on collaboration across disciplines. “Human expertise and multi-disciplinary expertise has never been more relevant and important,” he wrote, underscoring the role of technology, mathematics, science and security specialists in shaping safer systems.

Scientific Discovery And Better Questions

Beyond security, Skourides highlighted AI’s growing role in scientific discovery and the need to direct it toward problems that have received too little attention.

“AI can help us find answers faster, however the art is asking better questions,” he observed, urging researchers to “leverage the power of AI to identify and solve unattended problems.”

He said those priorities are directly relevant to Cyprus’s own strategy. “These reflections reinforce the importance of building AI that advances research and innovation while protecting people and essential systems,” he said. “This is also a priority for Cyprus as we develop our national approach to AI.”

Drug Discovery And Scientific Validation

The discussion also touched on drug discovery, particularly Hassabis’s work at Isomorphic Labs, which uses AI to support the identification and development of potential new medicines.

Skourides said AI could accelerate the search for promising candidates, but stressed that scientific validation remains essential. “AI may help researchers identify and refine promising drug candidates, but that promise must be tested through scientific validation and clinical trials,” he said.

Europe’s Wider AI Balancing Act

The Dublin summit, organised under Ireland’s presidency of the Council of the European Union, brought together about 1,500 technology executives, policymakers, researchers and government representatives to examine Europe’s AI competitiveness, infrastructure and regulatory priorities.

Hosted with the involvement of Ireland’s Minister of State for Artificial Intelligence and Digital Transformation, Niamh Smyth, the event also marked the launch of European AI Innovation Month, which runs until November 17.

Among the participants were European Commission Executive Vice-President Henna Virkkunen, Microsoft president Brad Smith and representatives from OpenAI and other leading technology companies.

The gathering comes as the European Union tries to strike a delicate balance: accelerating AI investment and adoption while maintaining the safeguards needed to protect businesses, critical infrastructure and public services from emerging risks.

Bending Spoons shares rose 35% after Berkshire Hathaway disclosed a further $330 million investment in the Italy-based software company. The move signals continued institutional confidence in a business that has become one of Europe’s closely watched technology players.

Berkshire Increases Its Stake

A new securities filing revealed that Berkshire will purchase 10 million ordinary shares at $33 each, bringing its stake in Bending Spoons to 4%. The investment follows a $600 million commitment in July, when the company went public on Nasdaq.

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Shares climbed 35% following the disclosure, adding to the momentum behind Bending Spoons’ strategy of acquiring and optimising software and digital businesses.

Funding Future Acquisitions

“Bending Spoons continuously evaluates M&A opportunities, and our pipeline remains strong,” said Francesco Patarnello, the company’s co-founder and head of business acquisitions.

He added that Berkshire’s investment reflects confidence in the team and its platform, while strengthening the company’s financial flexibility and capacity to pursue acquisitions as part of its broader financing strategy.

For a company built around buying, integrating and improving digital businesses, access to capital is central to its growth strategy. Berkshire’s backing could also strengthen Bending Spoons’ position as it competes for acquisitions in a market where financing can be decisive.

Berkshire Signals Continuity Under Greg Abel

The investment comes as Greg Abel leads Berkshire Hathaway, having taken over as CEO from Warren Buffett at the start of the year. Abel’s early investment decisions suggest continuity in Berkshire’s focus on established businesses with long-term potential.

For Bending Spoons, the additional investment provides both capital and a vote of confidence from one of the world’s most prominent investment groups.