APAC | Edelman

Trust Drives Performance

Trust isn’t just “nice to have” – it’s the second most important reason employees switch jobs, ranking just after salary and benefits, and ahead of culture, leadership and other factors (2024 Edelman Employee Trust Research).

Employees who trust their employer* are:

When top talent leaves, they take with them expertise, institutional knowledge and networks that keep things moving faster and better. In tight markets for artificial intelligence (AI), engineering, sustainability, tech skills and more, that gap is a double whammy: business performance dips while hiring lags.

Top reasons to switch jobs – 6 global markets

*Source: 2024 Edelman Employee Trust Research with 6000+ respondents across US, UK, Germany, China, Japan

Trust Drives Performance

Employees who trust their employer are more likely to:

Speak positively about the organisation
Be more engaged in their work
Stay with the organisation longer
Feel proud to work for the organisation

Why Trust Matters More Than Ever

Reputational trust fuels an organisation’s talent attraction potential. Employers seen as trustworthy have the edge in recruiting – and retaining – top talent. Based on Edelman’s 25 years of research on factors shaping public trust, five key pillars consistently define brand and employee trust:

Ability – the organisation is good at what it does
Integrity – the organisation is honest
Dependability – the organisation keeps its promises
Purpose – the organisation tries hard to have a positive impact on society
Self – the organisation is a good fit with who I am as a person

Source: 2024 Edelman Employee Trust Research

Among the five Trust Pillars, Integrity (employer who is honest), Dependability (employer who keeps its promises) and Self (a good fit with who I am as a person) rank highest in building employee trust globally.

Contribution of trust pillars to overall employer trust

Source: 2024 Edelman Employee Trust Research

Trust is Context-Specific

In today’s uncertain climate, employees anchor their trust more on how they are treated and whether they feel valued at their workplaces, including the organisation caring for their best interest.

Employee trust levels are also driven by whether organisations are a reliable source of information, take responsibility when things go wrong and communicate openly and honestly with employees on the state of the business.

Our work shows that employee trust levels in their employers vary across markets, industries and employee groups. While leaders can’t control national or economic shifts, they can influence how employees experience trust within their organisation.

How Leaders Can Build Trust During Change

In periods of transformation – shifting geopolitics, economic uncertainty and disruptive AI – how can Communications, Human Resource, Change and Business Leaders earn and anchor employee trust?

1. Check

Even when things seem to be going well, leaders should regularly assess the employee experience. Transparent, frequent check-ins help organisations understand how change is landing on the ground, and where trust may be at risk.

Clarify major change elements affecting employees.
Use formal and informal channels to gather feedback regularly.
Refine change communication based on signals from the ground.

2. Commit

Employees need to know what leadership is truly committed to – and what it realistically can’t promise. Clear commitments, backed by consistent behaviour, are powerful signals that reinforce trust over time.

Focus communication on commitments the organisation can realistically keep.
Explain how organisational values connect to employees’ day-to-day work.
Share progress transparently and make refinements when needed.

3. Communicate

Leaders must move beyond one-way announcements to two-way dialogue with employees. When employees see their questions and feedback reflected in decisions and improvements, trust deepens.

Communicate background, purpose and timelines consistently.
Provide opportunities for employees to ask questions and give feedback (town halls, surveys, 1:1 meetings).
Share examples of how employee input shaped decisions or changes.

What’s clear is that transformation is certain. Employee trust is not. It deepens when employees feel respected and valued in times of change – and it fuels better performance in the long run.

Curious how our team can support your next transformation? Learn more about our APAC Workplace Advisory offering.

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In an era of medical breakthroughs, digital health tools, and real-time updates from global health authorities, you’d think we’d be feeling more secure about our health than ever. Yet the 2025 Edelman Trust Barometer Special Report: Trust and Health reveals a paradox - while access to health information has never been easier, trust in the sources providing it is increasingly fractured.

This is especially true across Asia Pacific. The latest report from Edelman shows that although institutions such as governments, businesses, and NGOs are still relatively well trusted in many countries in the APAC region, that trust is becoming more fragile. Meanwhile, trust in health media reporting varies dramatically across markets - from some of the highest to some of the lowest levels globally.

Should we be concerned? Perhaps. But I’d argue that a healthy dose of scepticism isn’t necessarily a threat - it might actually be the foundation of a more informed public health conversation.

We spoke to 7,000 people across the Asia Pacific region and, across most markets, more than two-thirds of respondents in the region feel confident in their ability to find trustworthy health information, and in most markets three-quarters or more believe they can distinguish good advice from bad. That’s a sign of growing self-reliance and critical thinking. It suggests we’re shifting away from blind acceptance of health messaging and toward a more participatory model of health literacy.

Of course, there’s a downside. This year’s study, which spoke to people in Australia, India, China, Korea, Japan, Singapore and Indonesia also shows that young adults between the ages of 18 to 34, are most influenced by uncredentialed voices, and are most likely to disregard provider advice in favour of guidance found on social media. And, over half of young people globally admit to having made a regrettable health decision based on misinformation. But rather than trying to reinstate top-down control over health narratives, perhaps we should embrace the opportunity this scepticism presents?

We’re witnessing a redefinition of credibility in health literacy and information gathering. It’s no longer just about long academic titles or prestigious institutional affiliation. People want to hear from others like themselves who’ve lived through similar health experiences. Personal storytelling now carries weight, and when paired with credible science, it can be a powerful tool for public understanding.

This shift places new responsibilities on those of us working in health communications, policy, and leadership. We can’t afford to assume trust. We must earn it. That means showing up with consistency, empathy, and transparency. It means respecting the intelligence of the public and resisting the urge to oversimplify complex issues while at the same time speaking in regular language that makes sense to regular people. And perhaps most importantly, if the last five years have taught us nothing else, it means being prepared to say “we don’t know yet” as we share what we are doing in the fight for better health outcomes.

It also means advocating for better-quality health information ecosystems. From strengthening health journalism and improving transparency on social platforms, to equipping healthcare providers with communications tools - they all matter. So too does engaging local voices who can make messages resonate in culturally meaningful ways.

There’s a reason that the phrase ‘Healthy Scepticism’ resonates to loudly with so many people and for my money, when channelled constructively, it sharpens our thinking. It fosters discernment. And in a time when misinformation can move faster than science, healthy scepticism may be one of the most powerful defences we have.

So let’s not fear scepticism. Let’s invite it - and if we do this with clarity, humility and authenticity perhaps we can help the next generation of health consumers to push for a better and more balanced health system.

Will Collie is Vice Chair for Health in APAC at Edelman.

10 June 2025, Lagos, Nigeria – Edelman Africa is proud to announce the expansion of its presence into Nigeria through a partnership with long-standing advisor and leading integrated communications company, The Holding Opinion and Public (THOP). This move marks a pivotal step in Edelman’s Africa ambition and strengthens connections within Nigeria to meet the growing needs of clients based both in Nigeria and those operating across West Africa.

The Nigeria announcement comes on the heels of the recent rollout of Edelman Africa’s Regional Advisory (ERA) team, comprised of senior industry veterans and communications advisors spread across North, East, West, Central and Southern Africa.

“This move reinforces our firm's ambition to provide more on-the-ground presence for our current and potential Nigeria client base,” says Karena Crerar, CEO of Edelman Africa. “By deepening our partnership with a veteran strategist and trusted voice in Francophone, West and Central Africa, we have taken another step in expanding our reach into Nigeria – and can confidently provide localised expertise across public affairs, crisis and issues management and corporate and integrated brand positioning.”

“Nigeria’s global influence – from cultural leadership and diplomacy to its vast natural resources – combined with one of the world’s most entrepreneurial populations, projected to exceed half a billion by 2050, positions the country at the heart of opportunity in a world grappling with trade tensions and shifting global paradigms,” says Kwame Senou, Executive Director of THOP, who will guide Edelman’s communications strategies across broader West Africa and will lead tactical support in Nigeria.

Edelman’s reach into Nigeria comes at a critical moment. Across the world – and particularly in Africa – communities are navigating growing distrust in institutions. The 2025 Edelman Global Trust Barometer points to a global "crisis of grievance" driven by perceived inequality and disillusionment with institutional leadership. The Nigeria-specific edition of the Trust Barometer reveals increasing economic anxiety and a deepening sense of frustration among citizens. Over half of the population, 52%, now view hostile activism – including online attacks, disinformation, and property damage – as viable methods to express their grievance and effect meaningful change.

Crerar adds: “In this context, building trust between stakeholders is not just valuable – it is essential to unlocking Nigeria’s full potential. Africa’s complexity requires insight-led approaches tailored to each country’s socio-political and economic realities.”

Nigeria, Africa’s most populous country and largest economy, continues to play a central role on the continent. While inflation shows signs of easing, economic growth remains sluggish and socio-economic pressures persist. At the same time, sectors such as technology and digital innovation are drawing significant international investment – offering pathways to solve deep-rooted local challenges.

For multinationals, governments, and development partners entering Nigeria or expanding across West Africa, building trust will be essential. The need for trusted communications partners who understand both the regional complexity and the global stakes has never been greater.

“We’re seeing a fundamental shift. Companies can no longer rely on legacy approaches. They must earn trust by demonstrating relevance, empathy, and action,” adds Crerar. “In markets like Nigeria, where opportunity and volatility coexist, this means showing up with clarity, cultural intelligence, and long-term commitment.”

Crerar concludes: “This isn’t just a market entry. It’s a signal of intent. As a trusted communications advisor across Africa, we’re here to shape meaningful change – helping our clients lead with purpose, earn trust, and contribute to Africa’s growth story.”

Today, Edelman Africa launched its Regional Advisory (ERA) team, comprised of senior industry veterans and communications advisors spread across North, East, West, Central and Southern Africa to assist existing and potential clients build their businesses and navigate the continent.

This move, together with Edelman’s established network of vetted partners that span the entire African continent and offer on-the-ground tactical support across all 54 countries, positions Edelman Africa as the most connected communications advisory on the African continent and the leading provider of communications advisory across the regions.

To build upon Edelman Africa’s already established teams in both Southern and East Africa, the regional advisory team will be co-led by two external advisors handpicked for their decades of experience across their respective regions: Kwame Senou, Executive Director of The Holding Opinion and Public (THOP) in Cote d’Ivoire and Kamal Taibi, Founder & CEO of Stratëus Group in Morocco.

Increasing market volatility, institutional failures pushing people to the brink, and growing mistrust of leaders in government, business, and media. The 2025 Edelman Global Trust Barometer Data identified these symptoms as part of a crisis of grievance: a sense of unfairness and a lack of confidence in our institutions to improve our world, continent, and respective countries.

For governments, multinational corporations and NGOs hoping to expand their presence into Africa, building trust will be crucial to offsetting this sense of grievance.

“As our Trust research has shown, when institutions can’t be trusted to do what is right, levels of grievance arise. That’s why we must focus on increasing optimism, helping organisations cultivate and rebuild trust in local communities where they operate. This is especially true for those building their presence in Africa,” says Karena Crerar, CEO of Edelman Africa.

“Multinational corporations and other institutions can no longer afford to be out of touch. Nuanced, regional strategies must be in place to reflect Africa’s complex socioeconomic environments. You can’t transplant multinational business and communication models into a given country and hope they’ll stick. You need a top-down understanding of every market,” she says.

“This launch marks a significant step forward in how we support our clients’ ambitions across Africa. By bringing together deep regional expertise with the global reach of Edelman, we’re equipping institutions with the insight and guidance they need to navigate complex markets, earn trust, and drive impact at scale. It’s a strategic move that reflects both the growing importance of Africa in global growth plans and our commitment to being a trusted partner on that journey," says Justin Westcott, COO of Edelman EMEA.

From public affairs influencing local policy to crisis communications, on-the-ground presence to regional analysis, this team will focus on not only tactical implementation in each country, but also strategic regional advisory for clientele operating in multiple African markets.

“This is a pivotal moment, where our role is to navigate the complexities and deliver tailored solutions. West and Central Africa presents a dynamic landscape ripe with opportunities. Through this unique strategic alliance, we are well-positioned to support the ambitions of both global players and regional champions, driving meaningful impact across the region,” says Senou.

North Africa also offers compelling prospects, says Taibi: “The region’s strategic location bridging Europe, the Middle East, and sub-Saharan Africa creates a hub for logistics and trade. Countries like Morocco and Egypt have become focal points for industries such as automotive manufacturing, energy transition, and agribusiness.”

Organisations working with Edelman on the continent will receive ongoing, bespoke advice based on their current organisational strategy and market expansion plans. They will then work alongside the advisors in understanding all aspects of the market, region, neighbouring markets, and overall context.

“Our advisors will then guide clientele on a strategic approach, going beyond Public Relations and tactical implementation, rather helping to tailor organisational goals into a regionally nuanced, culturally sensitive communications programme focusing on the stakeholders they want to reach. They will then work with our partner network across more than 50 African countries to implement these strategies and create the greatest possible positive impact for both the organisations and the communities in which they work,” says Crerar.

The ERA Structure:

Steering this advisory team will be Karena Crerar, Edelman Africa CEO, with the following advisors overseeing each region:

Kwame Senou, Executive Director, THOP, Cote d’Ivoire (West and Central Africa) Kamal Taibi, Founder & CEO, Stratëus Group, Morocco (North Africa)

Corazon Sefu, Edelman Kenya Managing Director (East Africa Advisor)

Geraldine Mamburu, Edelman Africa Business Development Director (Southern Africa)

Karena Crerar, Edelman Africa CEO, says: “As a leading communications consultancy in Africa, and a global leader in Trust, now is our moment to spearhead the African growth agenda for our industry, our people, and our clients – both on the continent and in international markets where interest in our dynamic continent remains high.”

She continues: “We aim to advise our clients on the nuances of Africa through a country-specific, regional, and continent-wide lens, ensuring their communications create positive economic and social impact. This alongside access to the Edelman’s global capabilities, allowing us to design communication strategies for clients that drive meaningful change while fostering sustainable growth – helping us to push back against the crisis of grievance,” says Crerar.

For more information, contact…

Thembi Mchunu

Email: Thembi.Mchunu@edelman.com

Contact Number: +27 11 5686935

About Edelman

Edelman is a global communications firm that partners with businesses and organisations to evolve, promote and protect their brands and reputations. With 6,000 employees across over 60 offices, Edelman develops communication strategies that build client confidence and stakeholder trust. The firm boasts an array of accolades, including PRWeek’s Agency Dynasty of the Past 25 Years and Global Agency of the Year (2023) and Cannes Lions Independent Agency of the Year for the Good Track (2024 & 2022). Recognised as a standout agency by AdAge (2023) and honored with multiple Cannes Lions, including Titanium, Grand Prix and seven Gold Lions since 2021, Edelman consistently sets the industry standard. Since our founding in 1952, we have remained an independent, family-run business. Edelman owns specialty companies Edelman Data x Intelligence (research, data), Edelman Smithfield (financial communications), and UEG (entertainment, sports and lifestyle).

Edelman has added Asia Pacific-based specialists to its global Workplace Advisory team, in response to growing demand for expertise in building and maintaining employer trust in Asia Pacific. The expansion of its workplace communications advisory and solutions offering comes shortly after the 2025 Edelman Trust Barometer report found that there is an unprecedented global decline in employer trust.

According to the Edelman Trust Barometer, the firm’s annual research study now in its 25th year, in times of transforming business models and culture change, organisations that fail to engage employees will lose in the competition for talent and risk decreased productivity and resistance to change. Edelman’s Workplace Advisory offering helps organisations with the process of strategic employer trust-building, with specialist expertise covering the areas of employer brand, internal communications, change management and culture & transformation, among others.

The Workplace Advisory specialists operate across geographies to service clients’ requirements across 10 markets in Asia Pacific (Australia, India, Indonesia, Greater China, Japan, Korea, Malaysia, Singapore, Thailand, Vietnam), embedded within Edelman’s integrated teams to provide full-service communications solutions to clients.

Jiejun Yan is the Asia Pacific Workplace Advisory lead. She brings two decades of experience as an external and in-house consultant working with C-suite leaders and global organisations in employer brand, transformation, culture and change communications, employee experience and surveys, training and leadership alignment & development. She is completing the executive Masters in Change at INSEAD and is a certified Human Resource professional, change practitioner and executive coach. She is based out of Singapore.

Meghan Barstow is the President of Edelman Japan and the Asia Pacific Workplace Advisory Strategic Advisor. She brings decades of experience as a communications strategist with her work spanning across corporate reputation, brand, consumer and employee experience. Meghan has worked with C-suite leaders and global, complex and decentralized organisations to build integrated communication strategies, leveraging new technologies and creative approaches to break through the clutter. She is based out of Tokyo.

Daniel Billimack has come onboard as Regional Director, Workplace Advisory. He has extensive experience in business transformation, change management, people strategy, employee engagement and culture change. Besides native English, he is fluent in Japanese and has a proven track record working with multinational corporations operating in Japan and beyond. In addition to completing an MBA with a focus on global people strategy, Daniel holds PMP and SHRM-SCP certifications. He is based out of Tokyo.

Cristina Hargrave is Regional Senior Supervisor, Workplace Advisory. She is a certified change practitioner and seasoned employee communications expert who is well-versed in working with CEOs and Communication leaders to effectively communicate with and motivate diverse employees across markets. She is based out of Seoul.

Heng Min Wong brings rich experience in workplace and workforce transformations to his role as Regional Director, Workplace Advisory. He has a track record of strategic leadership alignment, culture change, operating model redesign and curating workplace relocation strategies across diverse industries in the Asia Pacific region. Heng Min holds a Master’s in Applied Finance, is a PROSCI-certified Change Management Practitioner, and a LUMA-certified Design Thinking Facilitator. He is based out of Singapore.

“The recent Edelman Trust Barometer research shows signs that employer trust is at risk in these challenging times of change. This is further accentuated by the current uncertainties that the companies are facing. Productivity, employee welfare and upskilling have a new sense of urgency,” says Rakesh Thukral, Edelman’s CEO for Asia Pacific.

“Employee trust is now crucial more than ever as companies navigate through these needs and their employer brand needs to be integrated seamlessly into business conduct and communications strategies. With these specialist hires, we are matching the urgent and evolving needs of our clients in engaging employees as a key stakeholder group.”

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To learn more about Edelman’s Workplace Advisory offering and how it can help your organisation to build and maintain employer trust, please visit https://www.edelman.com/expertise/workplace-advisory.

About Edelman
Edelman is a global communications firm that partners with businesses and organizations to evolve, promote and protect their brands and reputations. With 6,000 employees across over 60 offices, Edelman develops communication strategies that build client confidence and stakeholder trust. The firm boasts an array of accolades, including PRWeek’s Agency Dynasty of the Past 25 Years and Global Agency of the Year (2023) and Cannes Lions Independent Agency of the Year for the Good Track (2024 & 2022). Recognized as a standout agency by AdAge (2023) and honored with multiple Cannes Lions, including Titanium, Grand Prix and seven Gold Lions since 2021, Edelman consistently sets the industry standard. Since our founding in 1952, we have remained an independent, family-run business. Edelman owns specialty companies Edelman Data x Intelligence (research, data), Edelman Smithfield (financial communications), and UEG (entertainment, sports and lifestyle).
www.edelman.com

Media Contact

Neeraj Khanna
Marketing Director, APAC
Edelman Asia Pacific
neeraj.khanna@edelman.com

Generative AI, or “Gen AI”, has evolved significantly over the past year and is rapidly shaping the way we create, experience and perceive. Its ability to generate hyper-realistic interactions, photos and videos, and even entire narratives is blurring the line between what’s artificial and what’s real. As we enter 2025, new updates and models are expected that will likely to make Gen AI even more realistic and convincing.

Yet this raises potential ethical, philosophical, and spiritual questions in the world’s second largest religion, Islam. Today, there are over 250 million Muslims in the Asia Pacific region, many of whom are digitally engaged and increasingly affluent given the rising middle class in the region. Reaching these consumers require communications, positioning and marketing strategies that are sensitive to and align with cultural and religious considerations.

Brands deploying Gen AI in Muslim majority markets must understand cultural and religious nuances to be able to navigate potential sensitivities effectively. For instance, the concept of a “Halal”, or religiously permissible, business model. Many will associate the word “Halal” exclusively with dietary restrictions, but the application of what is Halal or not goes deeper and applies to general business practises as well. Rules around Halal business practises include being truthful and transparent about what you can deliver to your clients.

Truthfulness and the pursuit of knowledge are key pillars in the Islamic faith. In fact, the Qur'an specifically warns against falsehood and deception. In Surah Al-Isra, Allah says, "And do not pursue that of which you have no knowledge. Indeed, the hearing, the sight, and the heart—about all those [one] will be questioned" (Qur'an 17:36). In this regard Gen AI poses a potential challenge. The ability to create realistic yet fictional content may be used to spread misinformation, manipulate opinion, and cause harm. The faith considers such misuse a sin and business practices that fail to employ AI ethically would be considered impressible (not Halal) by those who strictly adhere to Islamic business principles, hindering relationship building for those looking to enter Muslim majority markets.

Gen AI has also received some more complicated objections in certain sectors. For example, some observers see parallels between the rise of technology and the conditions preceding the arrival of the Dajjal (Antichrist) in Islamic faith. The Prophet Muhammad (peace be upon him) described the Dajjal as a deceiver, who will mislead humanity with illusions that blur truth and falsehood, making it hard to distinguish between them. In an era where Gen AI can create highly realistic information, it's understandable why some devout followers might be concerned.

This aside, according to the Fatwa Department of the Hashemite Kingdom of Jordan, another possible disadvantage is the technology may lead to the loss of intellectual and interpretive dimension that distinguishes Muslim scholars and experts. There have been attempts to use the technology to issue fatwas (rulings) around specific topics such as death rites, legal issues and the like. Jordanian scholars observed, however, that AI struggles with issuing fatwas as it cannot discern nuanced opinions across Islamic schools of thought, potentially causing confusion. Given the depth of knowledge that exists, Gen AI models would have to be specifically fed information that was not only relevant to the majority sect of the Shariah observant market but also keeps in mind the sub- sects and minority sects that exist. For instance, an AI programme used for generating content for Sunni majority Saudi Arabia could not be effective in Shia majority Iran and vice versa, limiting its effectiveness in providing accurate guidance.

Of course, these concerns are not exclusive to the Islamic faith. According to the 2024 Edelman Trust Barometer, AI is facing a challenge of public confidence. 43% of respondents will reject AI, avoiding products and services that incorporate it, if they believe innovation is being managed poorly. For brands harnessing Gen AI technology to be successful, it is essential they address concerns among their consumers. First, transparency is essential. AI brands must clearly communicate how their technologies work, potential risks and biases, as well as measures to prevent misuse and ambiguity. For instance, AI-generated content must be clearly labelled as such to prevent confusion or be mistaken for something ill intentioned.

In an Islamic context, data sets that are being accessed should be vetted either by ethics councils or cultural experts to ensure that the sources referenced are reliable. If deployed correctly, the technology holds great potential in not only providing Muslims with the means to verify the authenticity of information but also allow those of us operating outside these markets to easily distinguish between reliable and unreliable sources for our own research.

Secondly, AI brands should emphasise ethical use cases that benefit humanity to illustrate how they plan to deploy it for their specific projects. For example, marketing campaigns around public awareness could highlight how Gen AI can be used for educational purposes, medical advancements, or preserving cultural heritage. One that comes to mind is the Dubai government harnessing Gen AI to develop a service dedicated to providing religious guidance under its “10X” initiative, which it also hopes will help counter radicalisation. The principles of compassion, social justice, and community welfare are all deeply rooted in the Islamic faith, and thus demonstration of these can help earn trust and credibility amongst Muslim consumers.

Thirdly, AI companies and those deploying the technology must demonstrate a clear commitment to combating misinformation, fact checking and ensuring that potential biases are addressed. This might include safeguards to prevent the misuse of GenAI for ill-intentioned purposes such as creating fake news or to defraud or taking steps to continually reduce inherent bias in the training data. Gen AI, as observed by researchers at the London School of Economics, is prone to “hallucinations” where it fabricates information and sources. When it comes to Islamic religious research, they observed the AI model cite sources that do not exist which adds to concerns around the deployment of the technology when it comes to heavy research tasks. Brands should take a proactive and public stance in addressing these concerns and communicating their actions to build credibility in markets where ethical and religious considerations hold weight.

Finally, cultural sensitivity is paramount. Marketing materials, product designs, and user interfaces should reflect an understanding of the social and religious context of Islamic markets. For example, avoiding generating content that contradicts Islamic values or appears exploitative of religious themes. Pulling from linguistically diverse sources will also add a layer of added cultural understanding to Gen AI output and show that the technology is being genuinely tailored for the region that it is being deployed in. Gen AI’s role contributing to the rise of increasingly convincing misinformation and criminal activity is presenting concern around the world. According to its 2024 Generative AI in Cybersecurity report by cyber-security firm Deep Instinct, 61% of organisations experienced a rise in deep fake incidents in 2024. In January 2024, an employee at a Hong Kong- based firm sent US$25 million to fraudsters after being ordered to do so by her Chief Financial Officer on a video call that also included other colleagues, who all turned out to be deepfakes. Understandably the pace at which the technology is being developed is rapidly becoming cause for concern as people feel left behind.

However, the ethical and responsible development of Gen AI technology represents a shift in human capability that can deliver many positive benefits. Applications range from democratising education to improving patient care and enhancing sustainability. In a religious context, for instance, it could serve as a useful tool enabling the categorisation and organisation of Islamic fatwas and legal rulings based on scholars or references, as well as help people to verify the veracity of religious information. By emphasising transparency, ethics, combatting misinformation as well as respecting cultural context, brands can earn trust and navigate this evolving landscape. Particularly in predominantly Islamic markets such as Malaysia, Indonesia and the UAE where the unique intersection of faith, culture, and technology requires careful consideration.

Edelman’s AI Center of Excellence

Edelman's AI Center of Excellence is a global virtual team which leverages its expertise in trust dynamics to help brands use AI as a reliable, trust-building tool, as well as navigate the communications challenges the technologies presents. Operating as a global virtual network of specialists, the team monitors AI developments closely from different viewpoints to develop insights, solutions, and counsel for clients to navigate this rapidly evolving space. Edelman believes generative AI can revolutionise industries, transforming how we live, work, and interact.

25 Years of Trust

The People Side of Change: Why Transformation Lives or Dies on Trust

Trust Drives Performance

Trust Drives Performance

Why Trust Matters More Than Ever

Trust is Context-Specific

How Leaders Can Build Trust During Change

1. Check

2. Commit

3. Communicate

Why a Little Healthy Scepticism Might Be the Best Medicine

Edelman Africa extends presence in Nigeria with strategic partner THOP

Edelman Malaysia

Edelman Indonesia

Edelman Africa launches Regional Advisory to support global institution growth in Africa

Edelman Expands Its Workplace Advisory Team in APAC

2025 Edelman Trust Barometer

2025 Edelman Trust Barometer

Gen AI and the Islamic Perspective on Reality and Deception