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Following up on a previous interview on digital transformation in the Australian Taxation office (ATO), OpenGov interviewed Claire O’Neill, Acting Assistant Commissioner Digital Strategy & Assurance at the ATO. She talks about the innovation spectrum, project delivery timeframes, real time data collection and optimising compliance outcomes through a mature digital strategy. Claire O’Neill has been with the ATO since 2005 and previously was Director-Strategic Programs. She assumed her current role in April 2016.
How has your role changed with the change in your position and title at the ATO?
Our digital program encompasses strategy and future thinking, through to implementation. Previously my role was specific to the strategy component of the Contemporary Digital Services program. The branch that I now manage has responsibility for strategy, program management and delivery of some specific projects. The Contemporary Digital Services (CDS) program itself, currently has close to 60 projects.
Apart from my own projects, I have a role in understanding the end to end view of the CDS program, making sure that everyone across the ATO is aligned, and that overall governance is in place.
How long does it to take to come up with a strategy and delivery plan and then to execute it? Sixty projects sound like an ambitious undertaking.
It is ambitious. Part of the difficulty with timeframes, is that when you are delivering a digital project, a new service or a transformed service, your timeframes are anywhere between 6 months and 2 years. In that space of time technology itself changes dramatically.
On one hand, we have got a strategy which is trying to be very future-focused, looking at a horizon of 10-20 years. On the other hand, we are delivering projects on a much shorter timeframe. It is not a sequential process, that we establish a strategy, then start rolling out projects. They need to happen almost concurrently.
Our latest digital strategy is an update to the ATO’s previous strategy. We had a digital strategy in 2013. This is the first formal update.
Obviously, we haven’t stopped work in the meantime. The strategy gave us a chance to check whether everything is still on track. We also tried to imagine and articulate what our future state would be. We looked at how our current projects could contribute to the future state, helping us to understand how we could tweak or adjust our projects to deliver the desired outcome.
It gets very hard. We are trying to describe a future where we don’t even know what technology is going to be available.
Have you started some projects and then realised that technology has moved beyond what it was at the time, that the project has become redundant?
We haven’t had to completely stop anything, but we have had to adapt in some cases to new developments in technology or to changes in community needs.
We need to continuously review our current projects to make sure they are still aligned. Whenever something new comes on board, we have to quickly understand the inter-dependencies, and decide if we need to change anything. We are working to invest in the critical capability of comprehending the various inter-dependencies of a large program of work.
Innovation is big part of today’s government. What does that mean specifically for you and the ATO?
Innovation and transformation are trying to tackle the same theme. It is not just about continuous improvement.
Continuous improvement is on one end of the spectrum. It is about looking at a current service and product and asking how we can improve it. It might not dramatically change the client’s overall experience, but there might be just enough tweaks to the experience that make it better.
Innovation starts there and goes right through to completely reconfiguring the way that something is managed.
It’s not just about being able to conduct a particular transaction with us online instead of on paper. What that transaction actually represents might change entirely.
Innovation, I think is about understanding that spectrum. It’s about getting iterative feedback from our users about their needs, understanding risks to our organisation’s outcomes and trying to balance the two.
Gradual continuous improvement is easier. It does not involve as much of a real shift for people. But when you are completely changing something end to end, that’s where the real challenge comes in.
How much of the focus is internal vs external or citizen-focused?
It is a bit of both. At the end of the day we have to engage with our end-user and ensure that their participation in the tax system is so easy that voluntary compliance is optimised. That’s the end-goal.
But we can’t do that without our staff being the biggest advocates of digital services. They are the ones who are going to promote the use of digital technology to taxpayers.
We also need digital technology to change the way we do our own work. For staff who might never speak to a taxpayer, there is still opportunity to use technology to make their work more efficient. Improving efficiency and productivity frees up resources, time and money to invest in more value-add areas.
Is any of it focused on trying to catch tax evaders?
There is a shift from traditional service delivery outcomes, such as speed, ease and accessibility for users, to compliance outcomes.
The first digital strategy was focused on getting rid of paper, getting people online, making it easier for users. That is still important but the program is more mature now. We are deliberately designing our services in a way that nudges compliant behaviour.
I will give you an example. Until the middle of last year, there was no online service for certain client groups to lodge their activity statements. They had to do it on paper. When we released the service, we looked at the traditional service delivery metrics. People found it easier to fill out something online than they did on paper.
In the first couple of months, we noted two key things. Firstly, the conversion rate was significantly higher than what we would see in paper. When people got a notification saying their activity statement was ready and they went online to look at it, we had a high rate of people complete it then and there. On-time lodgement, a compliance outcome was optimised. The second observation was that one-third of the lodgements we got in the first couple of months were prior year lodgements!
When people went online to do their activity statement, they received notifications about their outstanding lodgements from previous years. When they open a paper activity statement at home, there’s nothing on it to remind them about their outstanding ones.
A digital approach can also alter compliance by leveraging data. A digital environment is a data rich environment. If we have greater visibility of a client’s tax position in real time, there are two possible uses of that.
One, if someone’s being non-compliant, we can find out sooner rather than later. Two, we can help people avoid getting into trouble. We know that most people don’t set out to be non-compliant. But particularly in small businesses, or start-ups, you might get overwhelmed with all the paperwork and regulation and fall behind on your taxes. Then all of sudden you are being audited. With the detailed data obtained from digital technology, we can help those people or businesses get back on track.
What is the future you envision for the ATO?
Can you think how valuable it would be, if every single time a business runs a payroll event, we could get the details of all the employees they have on their books, all the information about how much taxes they have paid, how much super guarantee they have paid. And we get that every fortnight throughout the year.
If we went to a small business owner and said that every fortnight we want you to fill out a paper form with all this information, they would never do it. It would be unreasonable. But if we can build a digital system that automatically collects that data, it would be a lot easier for that business.
If we already have all the information collected throughout the year we could say you don’t need to do anything more to reconcile your affairs at the end of the year.
Mature digital strategy is all about nudging compliant behaviour and helping people to comply. Real time data, automated, reduced reporting, more helpful early compliance nudges are all components of the ideal future state.
It’s important that when we describe our future state, we are not describing it in terms of digital products that exist in the market. We describe it in terms of the attributes that we want. So whatever technology comes along, we will leverage it to help build those attributes.
Do you look at other countries for models or learnings?
Global scanning is really important. We have to bear in mind that other countries have different legislation in place. Certainly some aspects of this future state I am describing may require some state policy or law change. But that aside we do look at what other countries are doing and try to learn from best practices. We look at Singapore, UK definitely, Canada. We have been looking at countries like Estonia, which did online voting recently. We also connect with international groups as well and participate in tax research studies.
Are you sharing that data with other agencies?
We have memorandums of understanding in place with other agencies. It is a formal agreement to share data for a particular reason. Part of the reason for so much governance around that is to protect privacy and security of taxpayer information. It is only shared for deliberate reasons with specific agencies.
Going forward, there may be an increased demand and expectation for more freedom in data sharing. That would be challenging. It will be led in large part by what level of data sharing the public will be comfortable with.
How are you securing taxpayers information?
Storage and security are increasingly important. We have been moving the ATO towards end-to-end security when interacting with online services. We need to understand emerging risks and the controls needed to mitigate these risks.
We have some projects underway studying new authentication mechanisms, to provide secure access and a choice in the way you or your representatives access account information, along with a higher level of security.
Stolen or corrupted data poses significant dangers. Reputational risk is one of the biggest ones. If people don’t believe that the services are secure, not only will they not transition to the services but it affects their overall trust in government.
The ATO Corporate Plan 2016–17, which covers the periods 2016–17 to 2019–20 was released on 22nd August. It sets out the ATO's purpose, operating environment, risks, capability and planned performance over the four-year period. Please click here to read it.
Claire O’Neill will be speaking at the New South Wales OpenGov Leadership Forum in Sydney on September 13th, 2016. For more information, please contact leon.kantor@opengovasia.com.
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Singapore’s Senior Minister of State for Defence, Heng Chee How, and Senior Minister of State for Communications and Information and Health, Dr Janil Puthucheary, recently visited the Critical Infrastructure Defence Exercise (CIDeX) 2023, underscoring the government’s commitment to fortifying national cybersecurity.

The exercise, held at the National University of Singapore School of Computing, witnessed over 200 participants engaging in operational technology (OT) critical infrastructure defence training.
Organised by the Digital and Intelligence Service (DIS) and the Cyber Security Agency of Singapore (CSA), with support from iTrust/SUTD and the National Cybersecurity R&D Laboratory (NCL), CIDeX 2023 marked a collaborative effort to enhance Whole-Of-Government (WoG) cyber capabilities. The exercise focused on detecting and countering cyber threats to both Information Technology (IT) and OT networks governing critical infrastructure sectors.
This year’s edition boasted participation from DIS, CSA, and 24 other national agencies across six Critical Information Infrastructure (CII) sectors. With an expanded digital infrastructure comprising six enterprise IT networks and three new OT testbeds, participants operated on six OT testbeds within key sectors—power, water, telecom, and aviation.
CIDeX 2023 featured Blue Teams, composed of national agency participants serving as cyber defenders, defending their digital infrastructure against simulated cyber-attacks launched by a composite Red Team comprising DIS, CSA, DSTA, and IMDA personnel. The exercises simulated attacks on both IT and OT networks, including scenarios such as overloading an airport substation, disrupting water distribution, and shutting down a gas plant.
The exercise provided a platform for participants to hone their technical competencies, enhance collaboration, and share expertise across agencies. Before CIDeX, participants underwent a five-day hands-on training programme at the Singapore Armed Forces (SAF)’s Cyber Defence Test and Evaluation Centre (CyTEC) at Stagmont Camp, ensuring readiness for cyber defence challenges.
On the sidelines of CIDeX 2023, the DIS solidified cyber collaboration by signing Memorandums of Understanding (MoUs) with key technology sector partners, expanding its partnerships beyond the earlier agreement with Microsoft earlier in the year.
Senior Minister Heng emphasised the importance of inter-agency cooperation, stating, “CIDeX is a platform where we bring together many agencies throughout the government to come together to learn how to defend together.” He highlighted the collective effort involving 26 agencies and over 200 participants, acknowledging the significance of unity in cybersecurity.
Dr Janil echoed this sentiment, emphasising CIDeX’s role in the Whole-of-Government (WoG) cyber defence effort. He remarked, “Defending Singapore’s cyberspace is not an easy task, and it is a team effort.”
He commended the strong partnership between the Cyber Security Agency of Singapore and the Digital and Intelligence Service, recognising the exercise as a crucial element in strengthening the nation’s digital resilience and national cybersecurity posture.
By leveraging collaboration, innovation, and a robust defence strategy, Singapore aims not just to protect its critical infrastructure but to set a global standard in cybersecurity practices.
CIDeX 2023 serves as a compelling embodiment of Singapore’s unwavering dedication to maintaining a leadership position in cybersecurity practices. This strategic exercise underscores the nation’s commitment to cultivating collaboration and fortifying its resilience against continually evolving cyber threats.
Beyond a training ground for sharpening the skills of cyber defenders, CIDeX 2023 encapsulates the government’s profound commitment to adopting a robust, collaborative, and forward-thinking approach to safeguarding the integrity and security of the nation’s critical infrastructure in the dynamic landscape of the digital age.
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The Cyberport Entrepreneurship Programmes’ 20th Anniversary Celebration and Graduation Ceremony was a major event attended by notable personalities, distinguished guests and budding innovators.
Cyberport is Hong Kong’s digital technology flagship and incubator for entrepreneurship with over 2,000 members including over 900 onsite and close to 1,100 offsite start-ups and technology companies. It is managed by Hong Kong Cyberport Management Company Limited, wholly owned by the Hong Kong SAR Government.
With a vision to become Hong Kong’s digital technology hub and stimulate a fresh economic impetus, Cyberport is dedicated to cultivating a dynamic tech environment. This commitment involves nurturing talent, encouraging youth entrepreneurship, aiding startups, fostering industry growth through strategic partnerships with local and international entities, and driving digital transformation across public and private sectors, bridging new and traditional economies.

Professor Sun Dong, the Secretary for Innovation, Technology, and Industry, Hong Kong highlighted Cyberport’s incredible journey and the achievements of its vibrant community. Expressing his delight in commemorating Cyberport’s two-decade-long legacy, he emphasised the institution’s pivotal role as an ICT powerhouse in Hong Kong.
From its humble beginnings to its present stature, Cyberport has emerged as a catalyst for innovation, nurturing over 2,000 technology companies and startups and showcasing an exponential growth rate over the past five years.
Cyberport’s community has attracted a staggering US$38 billion of investment, marking its significance as an ICT flagship in Hong Kong. The establishment takes pride in its contribution to nurturing numerous innovative ideas and fostering dynamic business ventures, with seven notable unicorns in fintech, smart living, and digital entertainment sectors.
Cyberport excelled at the prestigious Hong Kong ICT Awards, with 25 startups securing 28 accolades, including the esteemed Award of the Year. This achievement showcased the institution’s exceptional calibre and innovation prowess nurtured within its ecosystem.
Acknowledging the pivotal role of startups in Cyberport’s success story, Professor Sun Dong shared how these young enterprises, often starting with a simple idea at a small table, grow in tandem with Cyberport’s support. The institution provides not just financial aid but also a nurturing environment where entrepreneurs can leverage extensive networks, collaborative spaces, and expert guidance to cultivate their ideas into commercial successes.
The graduation of more than 200 startups from the Entrepreneurship Programme stood as a testament to Cyberport’s commitment to fostering entrepreneurial talent. This initiative empowers startups to translate their ideas into tangible commercial solutions and market breakthroughs, laying the foundation for their future success.
Looking ahead, Professor Sun Dong outlined Cyberport’s exciting plans, including the upcoming expansion block slated for completion in two years, aimed at providing additional space for the community’s development. He also highlighted Cyberport’s initiative to establish the Artificial Intelligence Supercomputing Centre, a pioneering endeavour set to commence in 2024, envisioned to be a pioneering and substantial facility in Hong Kong.
Cyberport’s extraordinary journey showcases significant achievements while charting a promising future, embodying the core values of innovation, collaboration, and collective growth.
Professor Sun expressed gratitude on behalf of the Government, acknowledging their hard work and contributions to the tech ecosystem emphasising the importance of collective participation for a better future.
The vibrant success of events like the Cyberport Venture Capital Forum 2023 resonates with Cyberport’s commitment to fostering innovation and collaboration, further cementing its role as a catalyst for technological advancement and entrepreneurial growth in Hong Kong.
The Cyberport Venture Capital Forum (CVCF) 2023 saw a turnout of over 2,500 participants during its two-day hybrid event. Themed “Venture Forward: Game Changing through Innovation,” the forum convened 80 global visionary venture experts, entrepreneurial pioneers, and influential thinkers. With more than 120,000 page views and over 300 fundraising meetings facilitated, it solidified its position as a pivotal platform fostering networking and collaborative opportunities.
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In a significant stride towards technological innovation and sustainable development, the Department of Scientific & Industrial Research (DSIR) and The Energy and Resources Institute (TERI) have joined forces to revolutionise India’s construction and wastewater treatment sectors.

This pioneering collaboration under the “Access to Knowledge for Technology Development and Dissemination (A2K+) Studies” Scheme of DSIR is aimed at aligning with India’s Smart Cities Mission and its ambitious commitment to achieving net-zero emissions by 2070.
DSIR’s allocation of two crucial research studies to TERI signifies a pivotal step in bridging the informational gap on advanced building materials, designs for energy efficiency, and the assessment of membrane-based sewage wastewater treatment systems for reuse and recycling.
A significant milestone in this partnership was marked by a high-profile Stakeholder Consultant Meeting held at the prestigious India Habitat Center in New Delhi. Attended by key decision-makers, esteemed experts from academia, industry leaders, and policymakers, this event became a platform for insightful discussions and collaborations.
Dr Sujata Chaklanobis, Scientist ‘G’ and Head of A2K+ Studies at DSIR, emphasised the importance of promoting industrial research for indigenous technology development, utilisation, and transfer in her address. Her words underscored the crucial role of research and innovation in fostering sustainable technological advancements.
Mr Sanjay Seth, Senior Director of TERI’s Sustainable Infrastructure Programme highlighted India’s commitment to carbon neutrality by 2070. He stressed the imperative integration of cutting-edge technologies and innovative designs in buildings to significantly reduce energy consumption, a key step towards a sustainable, low-carbon future.
The first session of the consultation centred on leveraging emerging technologies and innovative solutions for advanced building design to enhance energy efficiency. Experts from various domains provided insightful suggestions and information, fostering dialogue on energy-efficient building designs and sustainable construction practices.
The second session delved into the current status and prospects of membrane technologies in India for sewage treatment. Insights from academia, including professors from prestigious institutions, shed light on research gaps and opportunities for commercialisation in the domain of membrane-based technologies.
Industry experts also provided valuable perspectives on the current membrane market, innovations, and opportunities, creating a comprehensive understanding of the landscape and paving the way for future developments.
The amalgamation of insights from academia, industry, and end-users enriched the discussions, providing a roadmap for future innovation and development in these critical sectors. The event culminated with a commitment from both DSIR and TERI to embark on an innovation journey, heralding a sustainable and resilient future for India.
The DSIR-TERI collaborative consultation stands as a beacon of transformative progress in advancing sustainable building practices and sewage treatment technologies. It underscores the power of partnership in driving technological evolution for a more sustainable tomorrow.
India’s ambitions intertwine technological progress with a steadffast commitment to sustainability, envisioning a future where innovation not only drives economic growth but also champions environmental stewardship.
Through strategic initiatives and cooperation, India aims to leverage cutting-edge technologies to address pressing global challenges, ensuring a harmonious balance between technological advancement, environmental preservation, and societal well-being.
NITI Aayog, in collaboration with CSIRO, Australia’s national science agency, initiated the India Australia Rapid Innovation and Startup Expansion (RISE) Accelerator under the Atal Innovation Mission (AIM) to bolster circular economy startups from both countries, fostering innovation and entrepreneurship.
The Indian Institute of Technology Kanpur (IIT-Kanpur) and the African-Asian Rural Development Organisation (AARDO) jointly organised an international training programme, focused on exploring the application of nanotechnology in promoting plant growth and crop protection for sustainable agriculture.
According to an IIT-Kanpur statement, the programme served as a forum for experts from diverse fields to discuss and deliberate on solutions to meet the urgent global challenge of achieving food security and promoting sustainability in agriculture.
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The Indonesian government actively strives to implement thematic Bureaucratic Reform (RB) directly addressing societal issues. Minister of State Apparatus Empowerment and Bureaucratic Reform (PANRB) Abdullah Azwar Anas emphasised that innovation is one way to realise impactful bureaucracy.

To create impactful bureaucracy through innovation, the PANRB Ministry, which oversees public services, encourages local governments to replicate innovations through the Public Service Innovation Replication Forum (FRIPP). This is done to expand the reach of inventions and make them an integral part of the Bureaucratic Reform effort. The PANRB Ministry, as the overseer of public services, pays special attention to the steps local governments take in implementing innovations in public service delivery.
The Public Service Innovation Replication Forum (FRIPP) is a platform for local governments to share and discuss their experiences adopting specific innovations. By sharing best practices and learnings, local governments can gain valuable insights to enhance the quality of public services at the local level.
Furthermore, Abdullah Azwar Anas emphasised that inter-government collaboration is critical to building an innovative and positively impactful bureaucracy. “Through FRIPP, we encourage local governments to inspire and adopt innovations that have proven to provide real benefits to the community,” said Minister Abdullah Azwar Anas.
As previously reported by OpenGov Asia, the PANRB Ministry, along with the Ministry of Home Affairs and the National Administrative Agency (LAN), successfully launched the National Public Service Innovation Network (JIPPNas) website as a knowledge management system and the national database for public service innovations.
JIPPNas represents a concrete step in building an innovation ecosystem at the national level. This platform allows local governments to share ideas, projects, and innovative solutions in delivering public services. With this platform, other local governments can easily access and adopt innovations, accelerating the spread of best practices.
“Therefore, the presence of JIPPNas is expected to be an effort to grow new public service models through collaboration to achieve the future government,” said Minister Abdullah Azwar Anas.
In the discourse of Future Government, Minister Abdullah Azwar Anas outlined four main focus areas of the Thematic Bureaucratic Reform, which serve as the foundation for ambitious goals: poverty alleviation, increased investment, digitisation of government administration, and accelerating the current President’s priorities. Emphasis on these areas is crucial to ensuring that the bureaucracy is an effective and efficient driving force in realising the government’s vision and mission.
Minister Anas stressed the importance of a prime bureaucratic condition as a foundation to achieve the desired goals. Like a machine that must be well-maintained, the bureaucracy is directed to be able to drive the “vehicle” of the government towards the desired direction. Thus, the success of implementing the Thematic Bureaucratic Reform involves not only structural transformation but also upholding the quality and readiness of the bureaucracy as the primary driver of development.
Addressing Future Governance or Governance 5.0, Minister Anas detailed a significant paradigm shift. The “government regulating society” transitions to “Government working together with society,” or more precisely, considering society as a partner. This concept marks an evolution in how the government interacts with society, creating closer and more inclusive collaboration.
The importance of support from strategic partners such as Indonesia Infrastructure Project Governance (IIPG) is also highlighted. As a supporter of public governance reform, IIPG significantly contributes to maintaining synergy and harmonisation of roles across multi-sectors, both from the private and public sectors. This synergy is crucial in maintaining optimal performance and achieving public governance reform goals.
In line with the paradigm shift and focus on reform, these steps mark the government’s severe efforts to build a foundation for an adaptive, responsive, and actively engaged Future Government. Thematic Bureaucratic Reform is not just about structural transformation but also an effort to create a governance ecosystem capable of meeting the challenges and demands of the times effectively and competitively.
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The 21st century is frequently called the age of Artificial Intelligence (AI), prompting questions about its societal implications. It actively transforms numerous processes across various domains, and research ethics (RE) is no exception. Multiple challenges, encompassing accountability, privacy, and openness, are emerging.

Research Ethics Boards (REBs) have been instituted to guarantee adherence to ethical standards throughout research. This scoping review seeks to illuminate the challenges posed by AI in research ethics and assess the preparedness of REBs in evaluating these challenges. Ethical guidelines and standards for AI development and deployment are essential to address these concerns.
To sustain this awareness, the Oak Ridge National Laboratory (ORNL), a part of the Department of Energy, has joined the Trillion Parameter Consortium (TPC), a global collaboration of scientists, researchers, and industry professionals. The consortium aimed to address the challenges of building large-scale artificial intelligence (AI) systems and advancing trustworthy and reliable AI for scientific discovery.
ORNL’s collaboration with TPC aligns seamlessly with its commitment to developing secure, reliable, and energy-efficient AI, complementing the consortium’s emphasis on responsible AI. With over 300 researchers utilising AI to address Department of Energy challenges and hosting the world’s most powerful supercomputer, Frontier, ORNL is well-equipped to significantly contribute to the consortium’s objectives.
Leveraging its AI research and extensive resources, the laboratory will be crucial in addressing challenges such as constructing large-scale generative AI models for scientific and engineering problems. Specific tasks include creating scalable model architectures, implementing effective training strategies, organising and curating data for model training, optimising AI libraries for exascale computing platforms, and evaluating progress in scientific task learning, reliability, and trust.
TPC strives to build an open community of researchers developing advanced large-scale generative AI models for scientific and engineering progress. The consortium plans to voluntarily initiate, manage, and coordinate projects to prevent redundancy and enhance impact. Additionally, TPC seeks to establish a global network of resources and expertise to support the next generation of AI, uniting researchers focused on large-scale AI applications in science and engineering.
Prasanna Balaprakash, ORNL R&D staff scientist and director of the lab’s AI Initiative, said, “ORNL envisions being a critical resource for the consortium and is committed to ensuring the future of AI across the scientific spectrum.”
Further, as an international organisation that supports education, science, and culture, The United Nations Educational, Scientific and Cultural Organisation (UNESCO) has established ten principles of AI ethics regarding scientific research.
- Beneficence: AI systems should be designed to promote the well-being of individuals, communities, and the environment.
- Non-maleficence: AI systems should avoid causing harm to individuals, communities, and the environment.
- Autonomy: Individuals should have the right to control their data and to make their own decisions about how AI systems are used.
- Justice: AI systems should be designed to be fair, equitable, and inclusive.
- Transparency: AI systems’ design, operation, and outcomes should be transparent and explainable.
- Accountability: There should be clear lines of responsibility for developing, deploying, and using AI systems.
- Privacy: The privacy of individuals should be protected when data is collected, processed, and used by AI systems.
- Data security: Data used by AI systems should be secure and protected from unauthorised access, use, disclosure, disruption, modification, or destruction.
- Human oversight: AI systems should be subject to human management and control.
- Social and environmental compatibility: AI systems should be designed to be compatible with social and ecological values.
Since 1979, ORNL’s AI research has gained a portfolio with the launch of the Oak Ridge Applied Artificial Intelligence Project to ensure the alignment of UNESCO principles. Today, the AI Initiative focuses on developing secure, trustworthy, and energy-efficient AI across various applications, showcasing the laboratory’s commitment to advancing AI in fields ranging from biology to national security. The collaboration with TPC reinforces ORNL’s dedication to driving breakthroughs in large-scale scientific AI, aligning with the world agenda in implementing AI ethics.
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The Chief Dental Officer of the Ministry of Health (MOH), Associate Prof Chng Chai Kiat highlighted their role in fostering collaboration, exploring innovation and propelling oral health into the future. Digitalisation, a key element of this transformation, takes centre stage providing a vibrant space for scientists to delve into technological advancements shaping the future of oral health.
Over the next few days, 60 local and international speakers will unravel cutting-edge technologies, artificial intelligence (AI), digital dentistry, biomaterials, orofacial devices, therapeutics, and more.
Oral diseases, affecting 3.5 billion globally, not only compromise health but also pose a substantial economic burden. In Singapore, the 2019/2020 National Adult Oral Health Survey revealed high prevalence rates, emphasising the need for effective strategies.
Assoc Prof Chng underlined the significance of oral health surveillance studies, crucial for policymaking and health system planning, while research becomes a driver for innovation in delivering quality oral care.
Population health takes precedence, aligning with Singapore’s healthcare reform through the Healthier SG initiative. The ageing population becomes a focal point, prompting the need for preventive care to ensure good oral health. Population oral health studies become instrumental in understanding responses to interventions across generations, contributing to effective policymaking.
A notable endeavour is the SG70 cohort study, “Towards Healthy Longevity,” integrating oral health research into mainstream public health initiatives. Led by the National University of Singapore, it examines the effects of biological, lifestyle, and socioeconomic factors on healthy ageing. A representative sample of 3,000 Singaporeans aged 70 and older will be followed for the next 10 to 15 years.
Digital dentistry solutions take a leap forward with the ongoing development of a clinically integrated workflow to produce removable partial dentures efficiently. Spearheaded by SingHealth-Duke NUS Medical School, this research proposal employs 3D dental prosthesis printing, biomaterials, and regenerative dentistry, catering to the oral needs of an ageing population.
Industry collaboration has become integral, and a noteworthy example is the development of an antiseptic mouth rinse with anti-viral properties. Originating during the COVID-19 pandemic, the study by the National Dental Centre Singapore has successfully partnered with a homegrown oral care brand, showcasing a synergy between oral health research expertise and industry knowledge.
Digital dentistry solutions have revolutionised dental practices by offering precision, efficiency, and enhanced patient experiences. Utilising advanced technologies such as intraoral scanners and CAD/CAM systems, these solutions ensure precise measurements and accurate diagnoses.
Digital workflows streamline traditional processes, significantly reducing chair time and enabling same-day restorations. This benefits practitioners in terms of time efficiency and enhances the overall patient experience, as digital impressions replace traditional materials, providing a more comfortable and less intrusive procedure.
Customisation and aesthetics are paramount in modern dentistry, and digital tools like CAD/CAM systems allow for the creation of highly customised dental prosthetics tailored to individual patient anatomy. The precise colour-matching capabilities of digital technologies contribute to restorations that closely resemble natural teeth, achieving superior aesthetic outcomes.
Additionally, improved communication between dental professionals is facilitated through digital platforms, enabling seamless collaboration on multidisciplinary cases. The ease of sharing digital records with laboratories, specialists, and other team members fosters better coordination in delivering comprehensive patient care.
Beyond the immediate benefits, digital dentistry offers long-term advantages such as cost-effectiveness, as reduced material costs and increased efficiency offset initial investments.
The accessibility and secure storage of digital patient records contribute to better continuity of care, while ongoing technological advancements, including the integration of artificial intelligence (AI) and 3D printing, ensure that dental practices remain at the forefront of emerging trends.
Hence, digital dentistry has become an essential component of modern dental care, providing practitioners with tools to deliver high-quality, patient-centred services in a technologically advanced environment.
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Union Minister of State for Skill Development & Entrepreneurship and Electronics & IT, Rajeev Chandrasekhar, spoke at two influential tech events: the Indian Express Digifraud & Safety Summit 2023 and YourStory Techsparks’23. His engagements centred around India’s technological advancements, regulatory policies, and the nation’s promising future in the global tech landscape.

At these tech summits, Minister Rajeev Chandrasekhar outlined India’s ambitious technological trajectory, reinforcing the government’s dedication to fostering innovation, ensuring a safe digital environment, and harnessing the transformative power of technology for the nation’s progress.
Minister Rajeev Chandrasekhar articulated India’s journey in artificial intelligence (AI) and emphasised the government’s commitment to fostering innovation and the startup ecosystem. He expressed the government’s profound interest in further boosting India’s burgeoning startup landscape.
Minister Rajeev Chandrasekhar noted India’s transition from an unrestricted, eternally optimistic view of technology and the internet to a more nuanced approach. He highlighted the government’s aim to strike a balance between fostering innovation and growth while guaranteeing distinct rights for digital citizens.
The Minister emphasised the evolution from the phase of transforming India to the concept of ‘New India’ and now envisions witnessing the emergence of ‘Viksit Bharat’. He expanded on India’s transformation which resonated with the Prime Minister’s vision to raise India to a developed nation status, aiming to elevate the nation to the position of the world’s third-largest economy.
Highlighting the government’s initiatives, Minister Chandrasekhar stated, “Our focus is on startups, innovation, and funding, creating a computing infrastructure. In January, Prime Minister Shri Narendra Modi agreed to establish a significant amount of GPU capacity in India for startups to access and bring forth their innovation and foundational models.”
He advocated for decentralising the startup landscape, encouraging the emergence of successful ventures from various regions across India. “We want unicorns and successful startups to come from Meerut, Ghaziabad, Kohima, Srinagar, Kottayam, Belgaum, Dharwad, Visakhapatnam, Nagpur, and beyond,” he asserted, confirming the nation’s commitment to fostering innovation in diverse cities.
Addressing concerns about internet regulation and safety, the Minister explained the government’s evolved approach, focusing on ensuring safety and trust for digital citizens while holding platforms accountable. He clarified that “safety and trust are not for the Government; rather, they are initiatives aimed at safeguarding the vast majority of Digital Nagriks”.
Reflecting on his participation in the UK AI Summit, Minister Chandrasekhar underscored India’s commitment to a safe and trusted internet, aligning with the government’s guiding principles since 2021.
“We want the internet to be safe and trusted; it is an article of faith. We also aim for platforms to be legally accountable,” he reiterated.
He highlighted the need to embrace AI’s potential while managing risks, warning against a narrative that diminishes its innovation. The Minister emphasised that avoiding the overshadowing of AI’s benefits by its perceived risks is crucial for the digital economy and the populace.
“We don’t seek to demonise AI; rather, it’s vital to maintain a balance so that the discourse on its risks doesn’t eclipse its potential advantages,” he explains, clarifying India’s approach to artificial intelligence.
OpenGov Asia provided coverage of India’s expanding global influence, highlighting the country’s leadership roles across diverse international platforms. Prime Minister Narendra Modi has introduced the Global Digital Public Infrastructure Repository (GDPIR) and a Social Impact Fund (SIF). The GDPIR will be used for sharing information and best practices and the SIF is designed to advance Digital Public Infrastructure (DPI).
He unveiled the schemes during the Virtual G20 Leaders’ Summit. Chaired by the Ministry of Electronics and Information Technology (MeitY), the G20 Digital Economy Working Group (DEWG) has played a key role in progressing the global DPI agenda.