Fraud and privacy: AI increases the risk posed by employees to cyber security

CEO fraud – cyber fraud targeting top managers and influential figures – is merely the tip of an iceberg whose true extent we cannot even begin to imagine. Certainly, the most recent high-profile cases – in which the voices of managers and corporate lawyers have been cloned using AI – help us to better understand the findings of Marsh’s 2026 People Risk Report, which reveals that, for Italian companies, the greatest risk arising from people management is precisely a lack of a cyber-security culture. “The picture that emerges from the report shows how, even in Italia, people-related risks must become an integral part of companies’ strategic agendas,” says Marco Araldi, CEO of Marsh Italy.

With the adoption of artificial intelligence, the scope of risk is becoming even broader. Over a third of Italian managers – 38 per cent – cite training employees to recognise malicious content or disinformation generated by AI as a priority. The prevention of privacy and confidentiality breaches is cited by 36 per cent – the same proportion that mentions managing security risks arising from AI systems or from overly rapid adoption – whilst cyber vulnerabilities linked to AI are cited by 33 per cent. The point is not merely to adopt new technologies but to transform them into productivity, innovation and better decision-making. “For this to happen, training, change management, governance and a redesign of work processes are necessary,” comments Araldi. “Without a clear strategic vision and the right skills, AI risks remaining on the fringes of the organisation, improving individual tasks without truly transforming processes, performance and operational models.”

“Technology, skills, health, financial security, welfare, demographic changes and new expectations amongst workers are deeply interlinked factors that affect organisations’ ability to ensure productivity, trust and resilience,” says Araldi. “To tackle this complexity, companies need a broader understanding of risk, one that links business continuity, human capital development, wellbeing and the transformation of work. It is from this perspective that people risk management can become a tangible driver of sustainable growth and long-term competitiveness.”

The People Risk Report is based on the views of over 4,500 HR and risk professionals across 26 markets, including Italy, and identifies the main risks relating to people and their potential impact on organisations over the next two years. ‘Cyber risk is no longer merely a technical issue or one of system protection: it is an organisational and cultural risk, concerning people’s behaviour, skills and ability to recognise threats and act with awareness,’ continues Araldi. ‘This is why training the workforce is crucial. All levels of the organisation must be empowered to understand the risks, adopt the correct behaviours and contribute to the protection of the business.”

In Italia, whilst the primary risk relating to people is a lack of digital literacy regarding cyber threats – that is, a lack of knowledge and awareness of cyber dangers and the behaviours required to prevent them – the second risk is linked to employees’ financial insecurity, particularly today, given the rising cost of living, the lack of competitiveness in strategies for attraction, retention and engagement, the shortage of specialist technical skills and staff shortages. The report also highlights the link between financial security, transparency and the quality of what the company offers: 33 per cent of managers cite outdated wellbeing and benefits programmes, or those not aligned with the needs of the modern workforce, as a critical issue. Thirty-two per cent point to opaque career progression and promotion processes, whilst 30 per cent highlight the difficulty managers face in having clear conversations with employees about careers, pay and benefits. Against this backdrop, the ability to attract and retain talent ranks as the third-biggest people-related risk in Italia, whilst staff shortages rank fifth. Key concerns include a lack of opportunities for growth, skills development and career progression, cited by 35 per cent of managers; the difficulty in attracting candidates with highly specialised skills, at 34 per cent; and the difficulty in attracting essential workers on lower pay, at 31 per cent.