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The growing potency in an Enterprise AI Platform combined with Graph Data Platform is successfully enhancing machine learning models and ultimately tackling empowering decision making effectively. Undeniably, both technologies work hand-in-hand to make data relationships simpler by being scalable, performant, efficient and agile.
From tracing connections via complicated social networks to comprehending interconnections, Graph Data Platform databases with Enterprise AI Platform have proven to be an excellent tool for data management in real-time. The most evident advantages of Graph Data Platform were seen during the current pandemic when governments needed to track down community infections.
Graph Data Platform aids governments in making data-driven, intelligent decisions. Additionally, it prevents fraud and potential information leaks that have mushroomed disproportionally with the rapid COVID-driven digitalisation.
The added agility that Enterprise AI Platform and Graph Data Platform offers makes it clear that the combination should be the preferred decision-making methodology. Further, an Enterprise AI Platform along with a Graph Data Platform has proven to be cost-effective for the government.
In times of crisis, obtaining information in real-time has become critical for decision-making. With a Graph Data Platform that is integrated with an Enterprise AI Platform, information can be structurally arranged quickly, analysed to draw conclusions that can influence decision-making and drive change. These powerful capabilities are the missing link for government to drive actionable outcomes from data.
The pandemic heralds an age where digital transformation in public sectors must take centre stage if governments want to be able to lead and navigate citizens through increasingly complex times. An enhanced machine learning model is the key to helping government agencies build intelligent applications that traverse today’s large, interconnected datasets in real-time. The copious volumes of data that organisations generate and collect need to be analysed and interpreted if they are to streamline government methods in forecasting and serve policymakers in effective decision-making.
The main inquiry of OpenGovLive! Virtual Breakfast Insight was centred on the use of Graph Data Platform and Enterprise AI Platform to generate deep insights for incisive decision-making. This was a closed-door, invitation-only, interactive session with top-level executives from Singapore public sector.
Tackling complex challenges in the public sector through Enterprise AI Platform and Graph Data Platform


Mohit Sagar, Group Managing Director and Editor-in-Chief, OpenGov Asia, kicked off the session with his opening address. The world has fundamentally changed, and the challenges of these times will require sophisticated solutions that will be critical for decision-making in real-time. Without a doubt, technology is a priority, Mohit asserts.
Governments across the world are looking for excellent tools for data management in real-time that can provide insights into data, Mohit acknowledges. The growing potency in an Enterprise AI Platform combined with Graph Data Platform has been proven to strengthen machine learning models and address complex decision making effectively, making it an ideal tool.
In Mohit’s opinion, Singapore is in its infancy when it comes to the adoption of AI technology. “Where does Graph Data fit in if there are already enough tools we are using for AI?” he asks. For him, there is a gap between good to great and that it is the combination of these technologies – AI and Graph Database – that makes the difference.
Graph Data Technology, Mohit firmly believes, is an eventuality; organisations will need it at some point. “You are going to absorb the technology in the future – it is here to stay,” he contends.
AI and Data Graph technology complement the Singapore government’s initiative to make data relationships simpler by being scalable, performant, efficient and agile. Mohit acknowledges that the Singapore government has already begun its drive towards a digital government, harnessing AI and Graph Databases to curb Covid in Singapore. Citing the current examples and practices of AI and Data Graphs, Mohit elaborated on the tremendous benefits and practicalities of these combined technologies.
Singapore has been doing well in utilising insights to inform decision-making. One of the most obvious use cases for graphs is contact tracing for COVID-19 infections. Since COVID-19 proliferates through social interactions, graphs are perfectly suited to helping scientists and policymakers expose and understand connected data – from tracing connections through complex social networks to understanding dependencies between people, places, and events.
He urged the agencies represented at the session to recognise the need to elevate the technology that organisations are using. Mohit reminded the delegates of the complexity of the challenges besetting the world today. Against this backdrop, it would be wise for delegates to partner with experts to better place themselves to respond with agility and efficiency in a rapidly evolving world.
Transforming collected data to connected data with Graph technology


Robin Fong, Regional Director – ASEAN, Neo4j, spoke next on the uses of Graph Database technology and how it can springboard agencies in their alignment with the priority of the Singapore government.
Whether it is humans or AI, “context is key in decision-making,” Robin argues. Making decisions require going beyond the numbers to understand relationships. Humans make tens of thousands of decisions daily, most of which depend on perceptions of surrounding circumstances.
Similarly, machine learning and AI need to be able to access and process a great deal of contextual and connected information, so it can learn from adjacent information, make judgements and adjust to circumstances.
As data is everywhere, the first step is collecting it – data ingestion. This is the acquisition and transportation of data from assorted sources to a storage medium. The next level is in providing deeper context and moving beyond merely collecting data to connecting the dots.
For business leaders to decide swiftly, they require the maximum amount of context they can gather through technology. “Our challenge is to make context practical and actionable for humans, automated processes and AI.”


Where Neo4j’s graph technology gives an edge is in producing deep context through processing collected data to connected data. “How do you solve deep problems with deep relationships?” Robin asks
If organisations can combine data, semantics and a graph structure, they will end up with a knowledge graph that has dynamic and very deep context because it is built around connected data.
Neo4j is the creator of the Property Graph and Cypher language at the core of the GQL ISO project. With thousands of Customers World-Wide, Neo4j is headquartered in Silicon Valley and has outposts in Singapore, Indonesia China, Australia, India and Japan.
Graph technology is extremely versatile and can elevate the capability of companies and agencies. With graph technology, people can solve the previously unsolvable. Top financial institutions, retailers and Telecoms, global governments overseeing civilian affairs, defence, and intelligence use Neo4j to analyse, optimise and protect. They have enabled customers to manage financial fraud, patient outcomes, the mission to Mars, global fare pricing and vaccine distribution.
There are many use cases in resource management, oversight, security, planning, science and education. Robin offered examples where Neo4j graph technology is commonly used in the public sector.
In the context of the pandemic, the technology is extremely competent in the tracking, isolating and vaccination processes of COVID-19. Further, it can be used for recruitment and talent management, which aligns well with the government’s priorities about being future-ready.
Before Graph Technology, connections were tabular, but with Graph technology, relationships are fleshed out for a single individual. This will impact the way teams are built. For instance, when people are put into special projects, graph data can connect and recommend the optimal combination.
In closing, Robin reminded delegates that Neo4j created the graph category and that it is a tool that can catapult organisations in their growth through faster and better-quality insights.
Levelling up business and agency outcomes through a unified AI platform


Alvin Pang, Sales Director, Asia, Dataiku spoke on how AI can be integrated into the operations and processes to solve problems and deliver results for businesses and agencies.
Dataiku is a software company that provides end-to-end data science and machine learning platforms. The company is headquartered in New York and Paris, with a regional based in Singapore for Asia operations.
“AI technology is becoming commonplace,” Alvin opines. To stand out and deliver extraordinary results, the challenge is in utilising AI at scale and deftly integrating technology, people, and processes.
The question is: How can you holistically drive a process across technology and people in a coherent manner to deliver results fast and in a sustainable manner?
Continuing with an examination of the AI maturity journey, he says as organisations peel away from the experiment stage, into the established stage and operationalise use cases, they start to encounter conflicting objectives that they need to satisfy.


Some of these objectives include choosing between giving teams freedom or company with Information Technology standards, promoting innovation across all business units while striking a balance in governance and not introducing shadow IT.
With Dataiku, organisations can have the best of both worlds by systematising AI. He is convinced that the process is about empowering people (experts, citizens, data scientists etc.), accelerating AI from months to days and governing AI lifecycles company-wide to ensure good visibility across all data assets.
The unique value Dataiku offers is a unified platform to systematise AI operations through a centralised workbench for everyone, streamlined paths to production and integration with agencies’ stack that is governed at scale. Taken together, what Dataiku offers is the ability to drive greater collaboration at higher quality and enable good governance over data.
Dataiku would be happy to work with organisations thinking of accelerating their growth. As they have proven to drive 423% RoI over 3 years, he feels delegates would be well served to collaborate with them.
Making deep connections and elevating your work from “good” to “great”


Dr David R. Hardoon, Managing Director of Aboitiz Data Innovation and Senior Advisor, Data & Artificial Intelligence, UnionBank of the Philippines, talked about the critical nature of understanding relationships across all forms of data.
Explaining the theory of the 6 degrees of connections and David believes “everything is fundamentally situated and based on relationships and connections.”
At the moment organisations are at the point of understanding data, although more are moving to the next stage. To unlock the next level, organisations need to master the stage they are currently at.
“Connections networks and graph cuts across every field,” David asserts. Understanding someone from the underlying relationships, influence and productivity unearth the underpinning motivations and rationale people have.
This begs the question: how then, do we make those connections and leverage that information? How do we understand how to identify or detect an event using that insight?
The first step would be to focus on what organisations want to achieve, identify the “why” and work back in terms of the “how.”
For example, if the desire is to find out how to encourage people to get vaccinated, it is about working backwards to understand the type of data you need and the relationships required.
When asked about what constitutes “good” and “great,” David felt that the difference is in operationalisation. The biggest challenge is in being able to execute and turn insights into operational decisions. The work becomes great when “insights that are operational,” that is, information that forms decision support pillars that leads to implementation and execution.
His advice is to focus on how the insights are operational, “achieve greatness, then go for the good to have.” Regardless, David pointed out that organisations should not “be distracted by perfection.”
Interactive Discussions
After the informative presentations, delegates participated in interactive discussions facilitated by polling questions. This activity is designed to provide live-audience interaction, promote engagement, hear real-life experiences, and facilitate discussions that impart professional learning and development for participants.
In the first poll, delegates were asked about the most important factor in their analytics journey. Half of the delegates indicated that evolving their data infrastructure/architecture is the most important (53%). The rest of the delegates were split between the time to deliver results (13%), consolidation and digitalisation of assets (13%) and data security for data science (13%). The rest of the votes went into hiring data scientists/analysts (8%).
A delegate said knowing what data to collect and how to leverage data for policy formulation is important. We need to think about what we are trying to achieve before identifying the data sources.
For David, all the options are important but, to him, everything stems from the time to deliver. Using the banking industry as an example, he shared that the time to deliver end-to-end used to be about 8-10 months. By setting a target to reduce it to three days, all other considerations will follow, for it would involve evolving the data infrastructure in terms of requirements for security procedures.
The following question inquired on what delegates thought their organisation are at in terms of analytics or AI maturity. Most of the delegates selected self-service visualisation (37%), followed by predictive analytics (25%). The other delegates voted for the collection and consolidation of data (19%). The rest of the votes were split between dashboarding (13%) and standard reporting (6%).
A delegate remarked that while they were one of the early adopters of AI, the technology has not moved very much from that. Although they use tools in visualisation, they are lacking the ability to understand data across organisations that can help with service improvements, practical decisions, and operational decisions. He believes that users do not know what they want – they need guidance on what data to collect, how much to collect and how much personalisation.
Nuancing the position, David believes users know what they want but require conversations that bridge the different points of view to elicit firm answers.
Mohit agrees that businesses often do not know what they want. Additionally, he points out, goalposts are regularly shifting, indicating that people may have to reassess what they want.
On the challenges faced while implementing analytics or data science practice, most delegates indicated felt business and IT restrictions in delivering analytical projects/work as the main challenge (37%). The remaining votes were split between understanding where to get the data from to build a practice (19%) and understanding business needs and requirements (19%). The rest of the delegates found the lack of skillsets – proprietary language or different systems (13%), time to deliver analytics projects to production (6%) and not having enough manpower (6%) the main challenge.
One delegate expressed that their struggle lies in using data to formulate strategies. End-users must find correlation and how best to do it. The difficulty is in nailing down the policy question.
When asked about areas delegates saw their organisation expanding data science practice, most expressed that self-service analytics – citizen data scientists (57%) are the priority, followed by cyber / C3 ops (22%), data platforms and consolidation (14%) and MLOPS (7%).
On that note, David explained that he selected MLOPS because the point about using technology is not about innovation per se but turning data into an operational reality.
Regarding the biggest challenge that they faced, most delegates indicated connecting data effectively as a challenge (35%). Other delegates were equally split between drawing insights (29%) and exploring data relationships (29%). The remaining found data interpretation challenging (7%).
In the conversation on this issue, delegates spoke of other prevailing challenges such as not having a data warehouse where data can be accessed easily and the inability to explore data relationships to cross-reference to other data sources.
David pointed out that when managing data, there is rethinking to be done. Too often, organisations are collecting data that they do not need. He stated the need to “understand that data is there for specific purposes.”
Mohit added that it is about surfacing the storyline and connections in the data.
The last poll inquired about the common data Integration and connection challenges faced. Half of the delegates indicated disparate data formats and sources as the challenge that they face (50%). The rest of the votes were split between the fact that the data is not available where it needs to be (22%), other (14%), having low-quality or outdated data (7%) and having too much data (7%).
Mohit remarked that even in a smart nation like Singapore, there are challenges that affect organisations – data collection, data storage and quality of data.
David is of the view that the problem with data is people. “We have all the tools,” he remarked, “but we put limitations on ourselves.” For him, we are leveraging enough in the way that we handle data.
Agreeing with David, Mohit added that the issue might be that “people do not know what tools to use.” Organisations have too much data but are unsure of how they can harness the information to generate insights.
Conclusion
In closing, Robin expressed his gratitude towards everyone for their participation and highly energetic discussion.
Summarising the discussion, Robin pointed out that organisations need to begin with the question of what they want to achieve and link it to policy questions. That would provide clarity on what organisations want to achieve and map that outcome onto the data to be collected.
After identifying, it is about knowing where to get the data and grappling with the over-collection of data. Finally, the following question would be on finding tools and ways to cross-refer insights and links across data sets.
Robin emphasised the edge AI and Graph technology can offer organisations in their journey towards digital transformation. Complex problems required innovative solutions. Harnessing the twin capabilities of AI and Graph can boost capabilities by generating real-time information and deeper analysis.
Before ending the session, Robin echoed David in highlighting the importance of not being distracted by what organisations do not have. He urged delegates to start with what they have and operationalise the insights by connecting data and applying AI.
Mohit added, “Data is only gold if it is giving us the insights and when people have access to them.”
Reiterating that digital transformation is an ongoing and collaborative journey, Robin encouraged the delegates to connect with him and the team to explore ways forward.


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Dr Tan See Leng, Minister for Manpower and Second Minister for Trade and Industry launched the Jobs Transformation Map (JTM) for Retail as a guiding resource to help retail companies plan and ensure that their workforce is equipped with the necessary skill sets to meet evolving business needs.
Following the release of the Retail Industry Transformation Map (ITM) 2025 in October last year, Enterprise Singapore (ESG) and Workforce Singapore (WSG) collaborated with the Ministry of Manpower to create the JTM, which was supported by SkillsFuture Singapore (SSG).
Singapore National Employers Federation (SNEF), in collaboration with the National Trades Union Congress (NTUC), has been designated as a programme partner for the Jobs Skills Integrator for Retail (JSIT-R).
The JSIT-R is a dedicated intermediary that offers retailers end-to-end solutions for workforce transformation, staff training, and job matching services. When engaging with retailers, the JSIT-R will consult the JTM.
Retail trade associations and chambers (TACs) have signed a Memorandum of Understanding (MoU) with SNEF and NTUC to demonstrate their support for the JSIT-R and the implementation of the JTM. TACs are committed to reaching out to and collaborating with over 1,100 member companies and other retailers to accelerate employment transformation for their workforce of about 94,000 employees.
To ensure that the Retail sector can continue to attract and retain talent while also creating quality jobs, a study was conducted to identify future industry trends as well as anticipate how future job roles and required skill sets must change to create new opportunities and meet evolving business needs.
Four major trends and opportunities have been identified:
- Shifts in consumer needs as a result of changes in lifestyle, preferences, and awareness;
- Emergence of new retail models (e.g., omnichannel, customer-centric retail experience, and innovative business model) that enable enhanced brand and shopping experiences;
- Using data analytics and improvements in retail technology to increase productivity and efficiency;
- Create a resilient and agile supply chain to improve inventory management and enable more fulfilling alternatives in an increasingly complicated and turbulent supply chain environment.
The JTM analysis highlighted existing work roles that are likely to change somewhat or significantly, such as sales associates and store managers. Changes such as new technology and shifting consumer needs will transform these jobs.
A fundamental recommendation in the JTM report for adapting to these trends and technology improvements is to transform the workforce through human capital development programmes that include training, job redesign, and skills-based career progression pathways.
Such efforts would allow employees to focus on more value-added work and plan their evolution, which would help the growth of businesses.
Some emerging job roles include Sustainability Specialist, Product Innovator, Customer Experience Manager, Customer Intelligence Analyst, Omni-channel Manager, Digital Marketer, Digital Transformation Manager, UI/UX Designer and Full Stack Developer.
Further, retailers can stay competitive in a continuously changing industry by utilising data analytics and developments in retail technology. It helps them to provide personalised experiences, optimise operations, and boost customer satisfaction, resulting in higher profitability and long-term success.
The utilisation of data analytics and improvements in retail technology is critical for merchants looking to increase productivity and efficiency. Retailers can obtain important insights into customer behaviour, preferences, and market trends by leveraging the power of data analytics.
This data enables them to make data-driven decisions, improve inventory management, personalise marketing efforts, and improve overall operational efficiency.
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The Vietnam Post and Telecommunications Group (VNPT) has announced their plan to introduce the VinaPhone 5G service during the Da Nang International Fireworks Festival (DIFF 2023), which is scheduled for 2 June to 8 July.
The purpose of this initiative is to enable visitors to spread the festive atmosphere and experience by live-streaming fireworks performances at the highest transmission speed of up to 2.2Gbps, which is ten times faster on average compared to the existing 4G network.
Throughout the festival, festival-goers will have convenient access to the VinaPhone 5G service at various locations, including Dragon Bridge, Bach Dang Street, Tran Hung Dao Street, and the surrounding areas. Individuals can also utilise VinaPhone 5G for an array of online experiences such as streaming movies, listening to music, or participating in online conferences.
According to VNPT, the inclusion of the VinaPhone 5G service at the Da Nang International Fireworks Festival (DIFF) holds significance as it commemorates the 27th anniversary of the establishment of the VinaPhone network (26 June 1996 – 26 June 2023). This marks the first time VinaPhone 5G service is being introduced at DIFF. Apart from providing customers with a high-speed internet experience, the 5G service also serves to showcase advanced telecommunications technology to international visitors and festival attendees.
To avail themselves of the VinaPhone 5G service, individuals possessing 5G-enabled devices will need to activate the 5G feature on their phones. They can do this by texting “DK 5G” to the number 888 to access it.
In April, the Ministry of Information and Communications (MIC) announced an auction for frequencies within the 2300-2400 MHz waveband. This initiative was designed to facilitate the progress of network operators in deploying and enhancing their 4G and 5G technologies. The starting price set for this waveband was VND 12.88 billion (US$ 548,481) per MHz per annum, and each company had the opportunity to bid for up to 30 MHz. The companies are allowed to use the wavebands for 15 years for 4G and 5G purposes.
The auction was open to not only mobile service providers but also other telecommunication companies that met the specified requirements. Consequently, the auction allowed for the entry of new players utilising 4G and 5G technologies into the mobile market. Even companies without existing licenses for telecom services were allowed to apply to MIC for evaluation and consideration of their eligibility to participate in the auction. This inclusiveness enabled a wider range of entities to join the telecommunications sector potentially.
As OpenGov Asia reported, upon successfully winning the auction and paying the fees in full and on time, the businesses were awarded licenses to use frequencies and offer telecommunication services. These companies, which participated in the auction for the usage rights of radio frequencies within the 2300-2400 MHz waveband, gained the ability to establish networks and provide telecommunication services employing either IMT-Advanced (4G) or IMT-2020 (5G) technologies.
Recently, at the 31st meeting of the Asia Pacific Telecommunity (APT) Wireless Group, Vietnam’s Deputy Minister of Information and Communications, Pham Duc Long, discussed the management of potential frequency bands for 6G technology, the effective management of broadband satellite beams, expanding wireless internet coverage through band extensions, and the advancements and implications of 5G technology.
He said that the world is currently confronted with a range of complex issues in the era of wireless devices. APT, in response, is committed to collaborating with member countries to address these problems and effectively overcome the associated challenges.
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Machine-learning models are utilised in the real world to assist radiologists in identifying potential diseases in X-rays; however, these models are intricate and their prediction process remains elusive even to their creators. To address this, researchers employ saliency methods, techniques that seek to offer insights into the model’s behaviour and elucidate its decision-making procedure.
Researchers from the Massachusetts Institute of Technology (MIT) and a multinational technology company have collaboratively developed a tool with a new method to assist users in selecting the most suitable saliency method for their specific requirements. Therefore, they introduced saliency cards, providing standardised documentation summarising how a particular process of saliency operates, including its strengths, weaknesses, and explanations to aid users in correctly interpreting the method’s outputs.
The Co-lead Author, Angie Boggust, a graduate student in electrical engineering and computer science at MIT and a member of the Visualization Group of the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL), expresses the team’s aspiration that users equipped with this knowledge will be able to consciously select a suitable saliency method based on the specific machine-learning model being employed and the task it aims to accomplish.
Boggust explains that saliency cards are purposefully crafted to provide a concise and easily understandable overview of a saliency method while highlighting the essential attributes most relevant to human users. These cards are intended to be accessible to a wide range of individuals, including machine-learning researchers and even those unfamiliar with the field and seeking guidance in selecting a saliency method for the first time.
Choosing the “wrong” saliency method can have serious consequences. For instance, one saliency method known as integrated gradients compares the importance of features in an image to a meaningless reference point. Features with the highest priority compared to this reference point are considered the most meaningful for the model’s prediction. If an unsuitable saliency method is chosen, it can lead to incorrect or misleading interpretations of the model’s behaviour and predictions. Therefore, selecting a saliency method appropriate for the specific task requirements is crucial to avoid these consequences.
Saliency cards can assist users in avoiding choosing “the wrong method” by reducing the operational details of a saliency method into ten user-centric attributes. The attributes encompass the methodology for calculating saliency, the connection between the saliency method and the model, and how users interpret the outputs generated by the method.
The saliency cards can also serve as a valuable resource for scientists by revealing areas where further research is needed. For instance, the researchers from MIT encountered a challenge in finding a saliency method that was both computationally efficient and applicable to any machine-learning model. This highlights a gap in the research space that warrants further exploration and development.
In the future, the researchers aim to delve into the less-explored attributes of saliency methods and potentially create task-specific saliency techniques. They also seek to enhance their understanding of how individuals perceive saliency method outputs, with the potential for developing improved visualisations. Furthermore, they have made their work accessible through a public repository, inviting feedback from others that will contribute to future advancements.
Boggust is optimistic, envisioning these saliency cards as dynamic documents that will evolve as new saliency methods and evaluations emerge. Ultimately, this marks just the beginning of a broader discussion regarding the attributes of saliency methods and their relevance to different tasks. Boggust believes that in the future, there will be other researchers who will further develop this discovery.
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As part of the “Promote Circularity Campaign,” the Ministry of Electronics and Information Technology (MeitY) has transferred cost-effective Li-ion battery recycling technology to nine recycling industries and start-ups under the Mission LiFE initiative.
The novelty of the indigenously developed technology could process assorted types of discarded Li-ion batteries, recovering more than 95% lithium, cobalt, manganese, and nickel contents in the form of their corresponding oxides/carbonates of about 98% purity. The recycling procedure involves leaching followed by a hierarchical selective extraction of the metal values using a solvent extraction process. These secondary raw materials hold great potential for reuse in battery manufacturing or other potential applications.
This technology was developed by MeitY through the Centre of Excellence on E-waste Management established at the Centre for Materials for Electronics Technology (C-MET) in Hyderabad. The development took place in collaboration with the government of Telangana and an industry partner based in Hyderabad.
The CEO of the National Institute of Transforming India (NITI Aayog) highlighted the significance of the Centre of Excellence (CoE) model in promoting translational research and innovation through partnerships with the industry right from the problem-solving stage. The transfer of Li-ion battery recycling technology to nine local industries by MeitY demonstrates its commendable efforts in this regard, he said.
Out of the 11 chosen verticals of the circular economy by NITI Aayog, MeitY stands out as a frontrunner in showcasing the outcomes of technology development. This is particularly significant as the country is still limited in comparison to a few major economies in this domain. MeitY’s advancements in technology development within the circular economy demonstrate India’s commitment to embracing sustainable practices and contributing to global efforts in this field.
Alkesh Kumar Sharma, the Secretary of MeitY, expressed his appreciation for the Centre of Excellence (CoE) on E-waste Management at C-MET, Hyderabad, for their achievement in developing low-cost technology for local recycling industries and start-ups. He acknowledged the special efforts made by the government of Telangana and the private player in nurturing a unique concept in the country and facilitating translational research for commercialisation.
Furthermore, he commended the C-MET scientists for their venture into niche technology development, such as the production of hafnium metal sponge from effluents, a resource that is only available in a limited number of countries.
The initiative was launched under the Mission LiFE project. Mission LiFE (Lifestyle for Environment), envisioned by the Prime Minister at the Climate Change Conference (COP26), emphasises mindful and deliberate utilisation instead of mindless and wasteful consumption. More than 100,000 LiFE-related events have taken place across India mobilising over 1.7 million individuals to take pro-planet actions. These include cleanliness drives, bicycle rallies, plantation drives, LiFE marathons, plastic collection drives, composting workshops, and taking a LiFE pledge. Many schools and colleges are also undertaking cultural competitions such as street plays, essays, paintings, and youth parliaments.
Recently, under the project, the government has introduced the Electronics Repair Services Outsourcing (ERSO) Pilot initiative. It aims to validate certain transformational policy and process changes to make the country the repair capital of the world. By facilitating affordable and dependable repairs for ICT products on a global scale, the ERSO initiative will significantly contribute to extending the lifespan of devices worldwide.
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Recognising the importance of providing equal access to technology in every corner of New Zealand, the Commerce Commission is dedicated to achieving technological equity. To delve deeper into this matter, they have undertaken the initiative of launching the Rural Connectivity Study. This study’s objective is to comprehensively examine the rural telecommunications market, offering a complex and detailed portrayal of its landscape.
By conducting this study, the Commerce Commission is looking to gain more valuable insights into the current state of rural connectivity, enabling them to identify any gaps or discrepancies that hinder technological inclusivity. Through this advanced innovation, they aim to bridge the digital divide and ensure that all individuals, regardless of their geographic location, have equitable access to the benefits and opportunities offered by modern technology.
After effectively implementing fibre optic connectivity to 87% of the population, Commissioner Tristan Gilbertson emphasises that the Study marks the initial phase of a comprehensive investigation into the status of connectivity in rural regions and its implications for the remaining population in New Zealand.
The Rural Connectivity Study has been initiated to gather comprehensive data on the technological options available in areas without fibre coverage. The Study aims to map out the availability of these technologies and identify the providers offering them. By examining and documenting the characteristics of these alternative connectivity options, the Study seeks to gain insights into their pricing structures, performance capabilities, and overall user experience.
Additionally, the Study focuses on capturing the perspectives and experiences of consumers who rely on these technologies, providing valuable insights into their satisfaction levels, challenges faced, and areas for potential improvement. The findings of this Study will contribute to informing policy decisions, driving advancements in connectivity infrastructure, and addressing the digital divide in rural communities.
Mr Gilbertson emphasises the significance of establishing a comprehensive and detailed understanding of rural connectivity across New Zealand. To accomplish this, the Commission will actively engage with various stakeholders, fostering direct collaboration and dialogue. These stakeholders encompass network operators, service providers, end-users, advocacy groups, and government departments.
By actively involving network operators and service providers, the Commission aims to gain insights into rural connectivity solutions’ technical aspects and operational dynamics. This engagement will shed light on the range of technologies and infrastructure deployed, their coverage areas, and the services they offer to rural communities.
Moreover, engaging with end-users is crucial to capturing their firsthand experiences and perspectives. By directly interacting with individuals and organisations relying on rural connectivity, the Commission can gather valuable feedback on existing services’ effectiveness, reliability, and affordability. This qualitative data will provide a nuanced understanding of the challenges faced by rural communities and identify areas for potential improvement.
By engaging with this diverse range of stakeholders, the Commission aims to compile a comprehensive and holistic picture of rural connectivity in New Zealand. This collaborative approach ensures that the Study considers the various perspectives, challenges, and aspirations of all involved parties, ultimately leading to well-informed recommendations and actions that address the unique needs of rural communities.
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Digital transformation in the forestry sector has consolidated and streamlined administrative processes, leading to enhanced forest management, protection, and development. Director of Forestry, Tran Quang Bao, affirmed that the adoption of information technology has bolstered the management and safeguarding of forests.
IT application has led to a reduction in both illegal exploitation and transportation of forest products, as well as the illegal hunting of wild animals. Over the years, Xuan Lien Nature Reserve in the central province of Thanh Hoa has implemented SMART in its patrol operations, contributing to the protection of forests and biodiversity in the area. SMART, a collection of data management tools and patrol reports, has gained official recognition worldwide. It facilitates the management of protected areas in Vietnam. By standardising data collection, analysis, and reporting, SMART provides comprehensive information on the status of biodiversity and natural resource management in the protected area system. The data helps develop regulations and make informed decisions.
Ngoc Linh Nature Reserve in the Central Highlands province of Kon Tum has been implementing SMART applications since October 2020 with the assistance and training provided by the German Development Cooperation Agency (GIZ) and the World Wide Fund for Nature (WWF) in Vietnam. After over two years of utilising SMART Mobile on smartphone devices, the results of patrolling and checking have been updated on the field through management software more quickly and accurately.
The Reserve has also been implementing IT to enhance the efficiency of other forest management and protection tasks. The reserve has implemented specialised software and a GPS navigation system, which have significantly improved the reserve’s ability to manage and protect over 37,550 hectares of forests and forestry land.
The unit has transitioned from traditional paper maps to map software. Previously, patrolling forces had to carry a locator and compass, which required significant time and often resulted in lower accuracy due to measurement errors. However, with the advent of smartphones, numerous free map applications have been developed, providing a more convenient and accurate means of determining position coordinates during patrols.
In Vietnam, the Ministry of Agriculture and Rural Development has set a goal this year to advance efficient and cost-effective digital transformation through a comprehensive plan. It involves seeking support and collaboration from the government, businesses, and professional information technology associations. It will foster a significant shift in mindset and drive action toward digital transformation across agencies, organisations, and individuals involved in the agricultural value chain at both central and local levels. The Ministry is actively working towards finalising and issuing a comprehensive list of databases that fall under its management.
The Ministry is also promoting the application of digital technologies, including sensors, IoT (Internet of Things), artificial intelligence (AI), and data mining. These technologies are being used to monitor land conditions, forest resources, and weather patterns.
The establishment of a national database through a unified data management and patrol tool (SMART) used across the country on the management, protection, and conservation of biodiversity special-use and protected forests has served the management and inspection of management agencies from central to grassroots levels, contributing to the conservation and sustainable development of national biodiversity resources.
The widespread application of digital technology has significantly enhanced the state management of forests, including special-use and protected forests. This has led to the stabilisation and development of forests in terms of both area and quality, thereby promoting their vital role in conserving unique forest ecosystems, endemic species, endangered and rare species, as well as historical, cultural, and religious relics.
For long-term progress, it is necessary to implement mechanisms and policies to improve economic and technical norms, especially digital technology, for the activities of forest management boards across the country.
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A*STAR, in collaboration with a local F&B-centric robotics and automation SME, has developed a joint research and innovation initiative to foster innovation in robotic platforms for the Food Services industry.
This programme will combine both parties’ Advanced Remanufacturing and Technology Centre’s (ARTC) skills to develop solutions that incorporate Food and Beverage (F&B) domain knowledge, as well as artificial intelligence (AI), robotics, and automation.
The F&B-centric robotics and automation SME and A*STAR’s ARTC will invest S$3.5 million in developing a modular vision platform that can assist robotised operations in F&B by assisting these robots to self-navigate and self-calibrate in dynamic and space-constrained environments such as restaurant kitchens.
The combined effort will also use a digital twin platform to establish a digital representation of the F&B robotic system, allowing for real-time analytics that enables remote monitoring and optimisation of operations, accelerating the deployment of new robotic systems and decreasing operational downtime.
The combined research and innovation project embodies both A*STAR’s and the firm’s desire to leverage mutual capabilities to perform research combining F&B domain expertise, robotics, automation, AI, vision, and digital twin technologies.
The partnership is sure that the technology they produce will assist support and building the digital and automation capabilities of F&B firms. Besides, they believe that this will help Singapore establish itself as a major F&B robotics and automation hub, increase the efficiency of Food Service personnel, and help address the sector’s manpower problem and rising operational expenses.
The collaborative effort intends to create solutions that will enable the Food Services industry to automate operations and boost efficiency, lowering the amount of repetitious and physically demanding work and allowing F&B personnel to focus on higher-value jobs.
A*STAR’s ARTC engages with local enterprises to co-develop breakthrough technologies and co-innovate industry solutions to seize new growth possibilities locally and worldwide, according to Dr David Low, CEO of A*STAR’s ARTC.
He added that such public-private collaborations are critical in bringing complementary expertise together to address problem statements and increase productivity and efficiency in the Fast-Moving Food Services industry and beyond.
The Food Services business is set to expand and evolve further. Digitalisation and automation are critical to assisting F&B businesses in thriving and overcoming obstacles such as a labour shortage.
This collaboration will develop solutions to assist F&B enterprises in optimising their operations. They anticipate more similar cooperation between innovation and IT ecosystem partners to boost F&B company growth.
Drive innovation is critical for the food services industry because it has the potential to revolutionise operations and address significant concerns. Innovation serves as fuel for growth and sustainability in an era characterised by technical advancements and shifting consumer expectations.
Automation streamlines operations and reduces reliance on manual labour. Tasks such as food preparation, cooking, and serving can be carried out more efficiently by adding robotics, AI, and automation technology, resulting in higher productivity and lower operational expenses.
Improved consumer experiences are made possible by innovation. From self-ordering kiosks and smartphone apps to personalised recommendations and delivery drones, technology advancements improve consumer convenience, speed, and personalisation. This results in increased client happiness and loyalty, which ultimately drives corporate success.
It is also critical in addressing labour shortages. With rising labour costs and a diminishing workforce, automation and robotics provide options to fill the gaps, allowing food service enterprises to remain efficient and successful.
In addition, food service industry innovation can reduce environmental effects. Through innovative technologies, sustainable practices such as waste reduction, energy efficiency, and eco-friendly packaging solutions can be integrated, leading to a greener and more socially responsible industry.