While Australia’s privacy law has made a
good start in encouraging better security hygiene, it may not go far enough to
get all Australian and partner businesses in line.
The privacy act will
pressure most Australian
business to provide information on sensitive data breaches since it mandates
the law on commonwealth government agencies, private sector organisations and relevant
one downside is that the penalties are far below those
of many recent privacy mandates. The
Australian maximum penalties of $360,000 for individuals or $1.8 million for
organisations – and breach disclosure applies only to organisations that exceed
$3 million annual turnover. This is a far cry from the European Union General Data Protection
Regulation (EU GDPR) which applies penalties of up to 4 per cent GDP or up to
20 million euros ($A30 million), whichever is higher!
Big fines are not the only incentive to
encourage better security practices, posture and hygiene. Privacy law should
help to encourage breach disclosure, with merit given to those that practise
privacy by design or who embed security into their data policy.
Organisations that can account for their
security systems and take steps to ensure they have the right technologies and
plans in place to ensure and prove protection, can use solutions that help to expose
or protect data, or report on the existing security policy that helps to define
their data processes and hierarchy.
There is value in the approach taken by the
Australian Signals Directorate (ASD) in actively engaging with businesses in
the case of an incident and offering support before, during and after the
mandatory notification that would be triggered under the breach notification
laws. This also promotes the adoption of powerful mitigation techniques while
encouraging businesses to move to a better security posture and transparency in
data privacy and protection policy.
This is why my company choses to align with
the ASD security incident mitigation strategies, as it promotes taking a
positive approach to embedding data security into the business process from the
outset. The ASD also recommends many
essential technologies that can help organisations to automate and accelerate
the mission of implementing better data security.
Finally, security by default can help to shore
up response plans that can be ready in the event of a breach. We have always
aligned with security baselines like the ASD, that help to connect the dots
between the regulation requirements and the security controls. In the case of
bettering one’s incident response plans, practising the ASD security controls
will help to ensure that the proper information is available when the IR
process is conducted. Effectively, compliance with the data security mandate is
already built into the IR process.
Are Australians capable of providing
information on sensitive data breaches?
right security solutions and proper preparation around security policy,
architecture and implementation, such as proactive assessment, and real time
prioritisation of security events, it is possible for organisations to provide
the full scope of a data breach.
But I’m not
convinced they are quite ready to do this. Given the recent string of data and
information breaches worldwide, there is still much to do to ensure breach
discovery and report perfection.
from many recent reports on data breach investigations show that most
organisations are not quite to the point of adequate breach intelligence
reporting. According to the Ponemon Institute 2017 Cost of Data Breach
sponsored by IBM, it still takes 214 days to identify a breach root cause, and
another 77 days to contain a breach. These numbers are still much too high to
align well with the current requirements listed in many data protection regulations
that call for 72-hour notification.
Compliance regulation holes
obvious holes exist in the major Australian privacy mandates, such as the
exclusions of companies under $3 million in turnover. That represents a large
proportion of businesses and could account for a significant potential data
loss which would not be publicly disclosed.
importance lies in a deficiency in enforcement of the compliance regulations
and security controls. With data exploits and losses in the first half of 2017
topping more than the entire year of 2016, we must ensure alignment with the
security controls recommended in Australia’s compliance regulations. The key is
to ensure that security controls required by compliance regulations are
enforceable and measurable. This has always been a gap in the past, where
security and regulations have never filled the breach.
one security vendor is focusing on directly aligning security technology with
regulations to address this gap.
the ASD as a compliance baseline to help target security controls that need to
be in place to protect data is one way that businesses can immediately identify
anomalies in the business process, but assure that they have security data on
hand necessary to prove that the incident was dealt with proactively and that
New technology is also an incipient threat.
I believe that emerging tech is putting compliance standards at risk. We have
never had a period with more unsupported vulnerable applications and operating
systems globally as we do now. Many of
the recent major exploits, such as WannaCry were successful by preying on
unsupported system vulnerabilities – something that’s unacceptable in this age
of advanced security technology.
Our own technology has always recommended a
defence in depth approach with the proper application control and ironclad
protection on the front end. Just as the ASD mandates application whitelisting
as the #1 mitigation of its essential
eight, we advocate that applying a positive security approach that can
prioritise events in real time. Enforcing the trust policy will lead to
eliminating the risk of vulnerabilities, while automating the process of
identifying potential anomalies that target our systems and data.
Carbon Black recommends a defence in depth
approach with the proper application control and ironclad protection on the
front end. Just as the ASD mandates application whitelisting as it’s number one
mitigation, we advocate that applying a positive security approach that can
prioritise events in real time while enforcing the trust policy will lead to
eliminating the risk of vulnerabilities, while automating the process of
identifying potential anomalies that target systems and data.
News emerged recently
that the ASD utilises Carbon Black technology among its own data security
Australia’s national science agency, CSIRO, recently revealed details of an AU$15 million project to develop a national soil information system, aimed at improving the sustainable management of one of the nation’s most precious assets.
Supporting the National Soil Strategy, and funded by the Australian Government’s Department of Agriculture, Fisheries and Forestry, the Australian National Soil Information System (ANSIS) project is a collaboration between the government, research organisations, industry, the private sector and the community.
Using innovative processes and technologies, ANSIS will allow improved sharing of nationally consistent soil data and information through online access for users. This will help Australians to better understand their nation’s diverse range of soils and make better decisions about managing our important soil resources. Currently, soil data is collected using different methods, by different organisations, and at a range of depths in the soil. This makes it hard to access, compare and use data from diverse sources.
The Project Lead at CSIRO stated that improving access to the best soil data and information can help promote digital agriculture innovation and is key to sustainably managing Australia’s soils. By using ANSIS, farmers and agricultural advisors will have access to more soil data and be better placed to more sustainably manage the soil on which they rely.
Soil is vital to agricultural production and natural environments, as well as health and well-being. This information system will help everyone care for this important natural resource. Productive, healthy, and resilient soil means more economic, environmental, and social benefits to Australia. Monitoring soil also helps scientific understanding of how the natural world is changing.
This work will provide insight into biodiversity, water resources, landscapes and coastlines, fauna, climate, and geology. By harmonising Australia’s soil data, we can make it accessible across many fields of science and exploration. The project is being delivered under the Federal Government’s National Soil Strategy, which is about prioritising soil health, empowering soil innovation and stewards, and strengthening soil knowledge and capability. The new ANSIS system will be available for use in 2023.
ANSIS will provide improved access to nationally consistent soil data and information needed to help sustainably manage Australian soil. ANSIS will provide:
- More soil data
- More data sets are available that in other soil systems
- Enables more certainty in products developed
- Opportunity to develop new products
- Improved access
- Multiple data sets are now discoverable and accessible
- National coverage
- Most up-to-date data available
- Efficient provision
- Organised and standardised data for immediate use
- Can feed into many users’ requirements
- Consistent delivery
- Substantial reduction in time to prepare information products
- Trusted location
- Certainty that data is from an authoritative source, verified and satisfies standards.
AI and other digital technologies could help solve some of the world’s most important social problems, like climate change, biodiversity loss, food insecurity and risks to public health, among others. Harnessing digital capabilities to promote a transformative system could be a game-changer for a sustainable and equitable global future.
Today’s consumers expect more than great products and services, and businesses are well aware of this. Clients want to feel like they are investing in a reputable, responsible brand. Consequently, the most market-dominant businesses are not merely profitable and have good products but those that have multiple alternate bottom lines – social, environmental and sustainable.
More than 90% of business executives agree that sustainability is crucial to their success. As consumer groups continue to publish reports on the increased desire for more environmentally friendly corporate practices, it is simple to see why green marketing strategies are gaining such importance.
The environment and sustainability are vital components in the strategy and operations of enterprises looking to be more conscientious. Organisations have been taking proactive steps to develop a greener future with their consumers, partners, stakeholders and workers. These efforts include environmental initiatives, community outreach efforts and business practices.
Advancing Environmental Sustainability and Resilience
“Everyone is becoming aware of the necessity for action to attain sustainability,” says Vivek. “There is a growing interest in corporate sustainability and how corporations can strive for it to meet the needs of stakeholders for social, economic, and environmental implications.”
Most businesses are considering ways to contribute significantly, which will need robust investment and efforts. “We see businesses quickening their momentum and considering effective climate innovations. A case in point is how electric mobility companies can be affected by the huge reductions in costs for climate technology.”
Vivek believes it is possible to adapt a company’s digital strategy to mitigate and deal with extreme climate change. Companies must include digitalisation and decarbonisation in their strategy, as industry 4.0 technologies will play a crucial role in meeting the emissions reduction goal.
Digital technologies can increase energy efficiency and decrease fuel consumption across multiple industries and sectors. Digitalisation has the potential to revolutionise the way people and technology interact by helping to analyse and calibrate necessary interventions.
By utilising digitalisation, businesses can identify the emissions sources, whether at the product level, manufacturing unit level, or equipment level. They can then determine the necessary interventions to reduce emissions, such as a change in the manufacturing or personnel settings, and then monitor whether the identified interventions are being implemented.
“Here is where I believe digitalisation and decarbonisation must go hand-in-hand, as this will ensure that industries undergo structural changes and reach their objective,” says Vivek.
Businesses need to be more conscious of the need to be prepared for the energy shift, and he has five relevant steps for how businesses should approach this:
- Develop an understanding of how energy shifts will affect your company;
- Think about a bold and ambitious target, such as considering how big of a carbon footprint reduction they intend to achieve with this energy transition;
- Consider various situations and their effects;
- Create a comprehensive plan that will serve as an overall strategy with well-defined and cascading targets;
- Think about implementation, where companies strike a balance between all the goals, e.g., carbon footprint and profitability
Right now, society is more conscious of sustainability and is calling for companies to shift their carbon footprint and be more conscious about emissions. This is causing profound changes in the corporate and government landscape.
Organisations can work toward more sustainable practices with the aid of corporate sustainability’s economic, social and environmental pillars. Businesses must alter their mindset from just profitability at the expense of the environment to a sustainable and profitable paradigm. There must be interdependence and a greater emphasis on operations and eco-innovation.
Adopting sustainable practices benefits the environment, but businesses have also demonstrated that these programmes can boost productivity, lower costs, make shareholders happy, and a host of other advantages.
“Corporate entities must take the initiative in determining pertinent technologies. Companies must implement technologies to decrease their carbon footprint. They are the ones that will bring about change. Governments can decide the legislation, but unless companies change, it will be difficult to achieve net zero,” Vivek firmly believes.
A green economy is the practice of sustainable development supported by public and private investment in creating an infrastructure that promotes social and environmental sustainability. A green economy refers to an economy in which individuals are increasingly aware of their carbon emissions and are taking steps to reduce them.
A carbon footprint is the total amount of greenhouse gases, including carbon dioxide and methane, that corporations and individuals generate.
There are numerous practical and effective approaches to implementing sustainable technologies at the national level. “I believe that each country will deploy different technologies; the mix of technologies, the adoption rate, and the deployment cost will all be very different. However, each country will need to consider what sustainable technologies are relevant to them, consider implementing them, and consider the reasons for doing so.”
According to Vivek, decarbonisation entails significant economic transformation. When new business opportunities arise in Asia, companies must contemplate how they will be the first to take advantage. To do this, they must seriously consider the technologies and industries they want to innovate in or implement and the various business models they should use to take these opportunities.
There will be an acceleration of the energy transitions if individuals in the nation change their behaviour, the government considers how the empowering regulations should be made, or how businesses decide how they will operate.
Vivek has led several large-scale transformations and new business builds across the region, such as for an energy conglomerate in Indonesia. From this experience, he is convinced that a fundamentally different way of thinking about any business problem is required.
It requires thinking about what the unique value proposition is going to be and thinking about getting new talent to build a business from the ground up. Some of his most memorable moments on this journey include realising the value of having the right talent.
Another thing he learned is that customer preferences change at very different levels. So, thinking about the organisation’s unique value propositions and how customers perceive them becomes very important. For incumbents, choosing different business models can also be essential.
Both private and public organisations are aware that change needs to occur quickly. Resources are becoming harder to come by while demand is rising, necessitating a balance to build a sustainable future. “Green technologies will help the world achieve sustainable levels and make the environment cleaner and safer for everyone.”
Urban Ideas and Solutions Through LKYGBPC
Vivek is on the International Judging Panel (IJP) of the Lee Kuan Yew Global Business Plan Competition (LKYGBPC), a biennial global university start-up challenge held in Singapore.
As a member of the judging panel charged with driving, developing, and upholding the entrepreneurial spirit of the LKYGBPC participants, Vivek is focused on the innovativeness of the solutions, such as how effectively the technology solves the problem.
He also believes that feasibility and how the different technologies are correctly implemented can significantly change the world. “These two parameters will be quite useful in considering how we are selecting, or how I would select various technologies.”
He acknowledges that innovative entrepreneurship talent can be cultivated wider in the broader community through such competitions. These serve as an illustration of how they are fostering innovation and entrepreneurship across society.
The competition is also one example of instilling a culture where the next generation is thinking about how things can be done differently. Competitors explore creative ideas and have a forum where they can share their thoughts, which can be a great example of nurturing innovation.
The competition, which is run by the Institute of Innovation and Entrepreneurship at Singapore Management University (SMU), is centred on urban ideas and solutions developed by student founders and early-stage start-ups. It is positioned as a campus innovation movement that seeks to establish a global startup ecosystem with financial backers, including venture capitalists, corporate oligopolies, and governmental organisations.
“I believe many of our leading schools are doing a great job of instilling a culture where children are thinking about how things can be done differently and what are creative ideas,” Vivek opines.
There are numerous instances throughout the world where the technologies or solutions used by youth or larger communities have truly made a meaningful difference. “But it does take some significant effort to raise awareness and establish a forum where people can discuss their concerns, share their ideas, and obtain the resources needed to solve them,” Vivek concludes.
Researchers at the University of South Australia are trialling a simple finger prick technology that could soon be all it takes to save the lives of pregnant mothers and their babies who are at risk of a dangerous pregnancy complication known as preeclampsia.
Preeclampsia affects four per cent of all pregnancies in Australia and can cause organ failure, blood clotting, restricted foetal growth and be life-threatening for the mum and baby. However, current diagnosis methods are complex and can take up to 24 hours in rural areas – time that is critical when dealing with the health of an unborn baby.
In a move which could revolutionise the diagnosis and care of the condition, scientists from UniSA’s Future Industries Institute have developed new technology which requires only a few drops of blood to test for preeclampsia – and the result returned within 30 minutes. This means the test can be done quickly and accurately in a rural setting by a primary healthcare team, without the need to send it to an advanced laboratory.
The Hospital Research Foundation Group is now funding the testing stage of their device, in the hope that earlier and more accurate diagnosis can improve prenatal care and save lives.
Chief investigators Dr Duy Phu Tran and Professor Benjamin Thierry said the device would be most critical in regional settings where emergency care is limited, with preeclampsia one of the main reasons for emergency retrievals by the Royal Flying Doctors Service.
The technology is designed to enable rapid and accurate point-of-care testing for preeclampsia biomarkers, allowing for quicker interventions and likely improved pregnancy outcomes for women living in rural Australia.
The current tests for preeclampsia in primary care involve a combination of blood pressure measurements, urinalysis and/or biochemical and haematological testing. Blood biomarkers have recently been identified but testing can only be carried out in large laboratories, for example, at the Women’s & Children’s Hospital.
Concurrently, preeclampsia can progress very quickly – in some cases hours – and have catastrophic consequences. We hope our device can bridge this gap in care for rural women.
An AU$132,000 grant from The Hospital Research Foundation Group will help accelerate the testing and commercialisation of the device through a trial of at-risk pregnant women in hospitals. If validated, the trial will then extend to mothers seen by the Royal Flying Doctors Service retrieval team, with the hope to then expand even wider with more funding. The 3D-printed device is being manufactured locally by the South Australian node of the Australian National Fabrication Facility at UniSA’s Mawson Lakes campus.
The Director of the National Emergency Response and the Public Health Research Unit at the Royal Flying Doctors Service said if the trial was successful, the technology would have a significant impact on prenatal care in regional areas. He noted that preeclampsia is a substantial risk during pregnancy, which is exacerbated in remote communities, where diagnosis and subsequent treatment can take significantly longer than in major city areas.
The hospital conducts roughly 750 retrievals associated with pregnancy per year, with pre-term labour, premature rupture of membranes and preeclampsia being some of the leading transfer reasons.
The Royal Flying Doctor Service has seen, first-hand, the impacts of poorly managed preeclampsia and this technology is an exciting and much-needed step forward in improving rural and remote patient outcomes and in closing the gap, he added.
Meanwhile, the CEO of The Hospital Research Foundation Group, said the organisation was pleased to be advancing testing of the device. He noted that women’s health and bridging the gap between country and city care are important healthcare needs. The revolutionary technology, if validated, will be an exciting development to give all mums and bubs the very best start in life, he added.
The CSIRO’s Next Generation Graduates Programmes are industry-university partnerships aimed at developing a pipeline of home-grown, job-ready graduates to unlock the immense economic opportunity offered by AI and emerging technologies.
In this latest round, 14 programmes were funded, with RMIT leading four, including two by its Centre for Industrial AI Research and Innovation (CIAIRI), one by its Enterprise AI and Data Analytics Hub, and one by the Sir Lawrence Wackett Defence and Aerospace Centre. RMIT will also support a further three.
These programs will provide generous scholarships to domestic PhD students which allows them to be part of a multi-disciplinary team aimed at solving real-world challenges. The programmes are:
1. AI for Next Generation Food & Waste Systems (RMIT led, La Trobe supported)
This programme addresses the skills shortage in adopting advanced AI technologies in the areas of food and waste, a critical national manufacturing priority. This will boost food productivity, improve food quality control and logistics, reduce, and better manage waste generated during the life cycle of food production and consumption.
Through a range of industry-driven research activities, this program will produce a cohort of graduates that are not only equipped with practical AI skills but also ready to integrate into food and waste related industry sectors to generate real impact.
2. Developing Digital Capabilities to Support the Aged Care Sector (RMIT led, Victoria and Newcastle supported)
One of the recommendations in the Royal Commission into Aged Care Quality and Safety is to adopt technology to transform the aged care system so that carers’ time can be best used to deliver quality care. The report also recommended the use of technology to increase the connectedness of older Australians – to one another, families and carers, and to the broader community.
This programme aims to reimagine the role of technologies like AI, AR/VR and sensors which are critical in ensuring the sustainability of the sector. Our industry partners are driven by these challenges every day thus, the research undertaken in this programme will have great significance and impact.
3. AI Techniques for Emergency Management and Critical Infrastructure (RMIT led, Sydney Uni supported)
This programme will produce a cohort of graduates with much-needed skills in AI to support critical infrastructure and community safety. Some of the common AI techniques across the selected projects are:
- computer vision -creating 3D reconstructions from 2D images of interior designs and detecting potential hazards and threats via surveillance videos
- agent-based modelling and simulation (ABMS) – which is becoming increasingly popular to model and simulate the management of disaster events such as floods and bushfires and
- digital twin technology – which involves complementary approaches of digitising models of infrastructure, people, and business processes and one of the projects investigates the integration of all three aspects.
4. Applied AI and Digital Innovation for Defence and Aerospace Applications (RMIT led, Charles Darwin supported)
This programme will deliver graduates capable of tackling Australia’s pressing current and future challenges in the defence and aerospace sectors through the application of AI and digital technologies. It will expand opportunities for diverse communities of students and create workers skilled in emerging technologies, including applied AI, digital twins and threads, machine learning, robotics, cyber security, and modern manufacturing.
This interdisciplinary program builds on the strategic partnership between RMIT University and Charles Darwin University (CDU), which will see the creation of a joint Aerospace and Defence Industries 4.0 TestLab in the Northern Territory.
5. AI for Clean Energy and Sustainability (Monash led, RMIT supported)
Delivering clean and sustainable energy and enabling energy transition is a global challenge. AI is expected to play a significant role in this transition by enabling more effective models and tools, accurately predicting reliable supply, optimising maintenance and operations, making smarter decisions and assessing risk.
This programme will focus on the Recycling and Clean Energy National Manufacturing Priority to teach a variety of HDR students innovative AI technologies driven by these industry priorities.
6. Central Bank Digital Currency – Infrastructure & Applications (Macquarie led, RMIT and UTS supported)
A Central Bank Digital Currency (CBDC) would be a new digital form of money issued by the Reserve Bank. It could be designed for retail or general use, like a digital version of banknotes.
The development and deployment of robust, efficient and trusted CBDC requires the design, engineering, proving and integration of a suite of technologies including blockchain, security and privacy-preserving solutions and regtech (surveillance, alerting and compliance) technologies and the skilled graduates to help implement them.
7. Artificial Intelligence of Things Empowering Industrial Digital Twin (La Trobe led, RMIT and Swinburne supported)
This programme will develop new digital twin solutions powered by a combination of AI and the Internet of Things (IoT), to meet the needs of industry partners, seeking improved productivity and reduced maintenance and management costs.
By representing physical objects digitally, digital twins can harness real-time IoT data and optimise performance using AI and data analytics. Several research and industry challenges will be addressed, including accurate 3D modelling, digital twin model optimisation, reliable connectivity between the physical world and the digital world, and edge AI models.
Both in normal circumstances and in times of crisis, Thai people are known to generate a lot of innovative ideas and continue to develop products that make their lives better. This encompasses and encapsulates the nation’s most recent campaign, Innovation Thailand, which promotes Thai creativity to a global audience.
The Innovation Thailand Alliance consists of partners from a variety of sectors including government agencies, private organisations, educational institutions, and civil societies. Through it, the National Innovation Agency of Thailand (NIA), is expanding the scope of its Innovation Thailand platform.
The fundamental goal is to use national/local ideas to revitalise the nation by promoting awareness of and pride in inventive Thai works. Allies will serve as ambassadors in the effort to promote Thailand as an innovative nation. They will be able to exchange knowledge and skills with one another at the same time.
All stakeholders are enthusiastic to help Thailand achieve its goal of being one of the world’s top 30 innovative nations by 2030 and turning Thailand into an innovation-driven country.
Innovation Capabilities of Thai People
The National Innovation Agency’s mission is to support and develop Thailand’s innovation system to promote economic restructuring and competitive enhancement.
“We began the Innovation Thailand campaign before COVID-19 because we faced a significant challenge in terms of how not only Thai people but also global clients, perceive the nation’s unique products and services,” explains Dr Pun-Arj.
Even though this may not be directly related to innovation, the NIA has attempted to communicate and brand national innovation in such a way that it can be easily connected not only with Thais but also with international customers – this is how they started the Innovation Thailand platform.
Thailand is a tourist destination and one of the top three in the world, which has caused the country to innovate their lifestyle as well as their livelihood.
Thai culture places a high value on craftsmanship and attention to detail. Thai innovation for artful living is a process created exclusively by the fusion of modern technology and knowledge passed down from one generation to the next.
“We have created ingenious solutions through this method that enhances the standard of living in terms of society, prosperity, health, safety, and the environment,” Dr Pun-Arj furthers.
They began to construct a community to exchange ideas, develop, and manage innovation that would result in delivering some information or any significant strategic movement that the government could initiate.
They are recruiting more Chief Innovation Officers from not only the private sector but also the public sector and universities, as part of their primary target group.
Dr Pun-Arj is looking to enhance the opportunities brought in by innovation, particularly at the regional level in the city. This is because they are working not only on economic development but also on the skillset of the social innovation division and platform.
“As a result, our primary focus is on regionalisations of innovation possibilities, as well as startups – innovation-based firms,” reveals Dr Pun-Arj.
He believes that every successful community is built upon a robust and well-functioning infrastructure. Hence, Thailand’s industries and infrastructure will be modernised to meet upcoming challenges.
“In the past, one of our five-year priorities included buildings which we identify as system integrators. As the system and ecosystem become more robust, we are transitioning from system integrators to full core facilitators.”
He emphasised the need to consider the impact of being a system integrator before transforming themselves into focal facilitators. Furthermore, the country wants to make better use of the enormous resource of innovation in universities to conduct research and technology in collaboration with other organisations across the world.
Through the City Innovation Index, which focuses primarily on districts and cities, the NIA promotes and monitors the constant innovation and evaluation of diverse organisations. Periodically, they performed surveys in particular industries to evaluate and propose answers for the difficulties they face.
A strong innovation strategy will evaluate the overall objectives, the target portfolio for innovation initiatives, and the process for allocating the necessary resources. The portfolio clearly defines innovation-critical benchmarks and bounds. Therefore, the nation will become democratic and transparent.
“I believe the government’s most essential innovation strategy focuses on three specific concerns. You must have highly strong and capable businesses of all sizes that will establish a very strong enterprise on its own. And secondly, you must have laws and regulations,” Dr Pun-Arj asserts. “In addition, governance is also required and identifying future risks.”
Thailand is struggling with several issues, including inequality, which includes limited access to public services, digital technology, education, and environmental problems. High manufacturing costs and new types of competition in the global supply chain became challenges for Thailand, with this, innovation has emerged as the country’s answer.
Additionally, there are many challenges in terms of digital transformation and government service and the nation is pushing for innovation that can deliver a good policy and deploy it into practice.
In the previous five-year plan, NIA primarily focused on the job of system integrator into four core facilitators. “That is why the short-term strategy is to train management in the methods, programmes, and activities that we have implemented over the last five years.”
NIA is primarily concentrated on strengthening the potential of regional innovation in several key sectors such as new technologies, assistance for startups, venture capital creation or investment for innovation, and internationalisation of Thailand’s innovation.
Dr Pun-Arj envisions a stronger Thai economy and society, with innovation playing a key role in propelling it. The Bio-Circular-Green Economy (BCG) model is a plan for the country’s growth and post-pandemic recovery. The BCG model focuses on four strategic sectors: agriculture and food, wellness and medicine, energy, materials, and biochemicals and tourism and creative economy.
It emphasises using science, technology, and innovation to turn Thailand’s comparative advantage in biological and cultural diversity into a competitive advantage. The primary aim is to support the sustainability of biological resources, develop local economies and communities and make Thai BCG industries more competitive and resilient to societal changes.
The approach is meant to make Thailand’s economy, society, and environment more sustainable and inclusive. “To achieve the 2030 goal, we must work incredibly hard to encourage innovation in this BCG economy. At the same time, the national policy needs to be improved.”
Dr Pun-Arj has been recognised as a pioneer in the domains of foresight and innovation management in the country. He counsels anyone aspiring to be a great innovator to fully comprehend the concepts of uncertainty and failure.
“Innovation will help us grow as a community or nation by making ourselves and others aware of the importance of innovation,” Dr Pun-Arj concludes.
A report published by CSIRO, Australia’s national science agency, has detailed the successful trial of a new sensor-based platform with the potential to better support older Australians to live in their own home longer. The report, titled DACS: Smarter Safer Homes to Support Older People Living in Their Own Homes Through Enhanced Care Model, is based on findings of research to trial the Smarter Safer Homes (SSH) sensor-based platform. Developed by CSIRO, SSH was the first consumer-driven smart home technology in the world to help people live independently in their homes.
The CEO of CSIRO’s Australian e-Health Research Centre noted that trials found statistically significant evidence that older people living with SSH showed their social care-related quality of life decrease was 10 times less than the control group who experienced usual care. He said that the outcomes of the trial reveal that SSH technology is beneficial in ensuring older people can live independently in their homes for longer.
Service providers, family members and other caregivers can check a data dashboard that reveals patterns in an older person’s behaviour. Any changes in the patterns may indicate a need for action. For example, if mobility patterns change, this may suggest a fall or injury, prompting a check-in.
A co-author of the report stated that this technology in the hands of Australia’s aged care workforce will benefit older people who are living at home and receiving community care services.
The platform is perfect for connecting families living apart, as people often are these days. For example, there is a family member in Brisbane, another in Adelaide and an ageing parent living in a rural town. SSH would help the family to support their parent from a distance. In addition to community aged care support, the technology could allow the parent to stay in their home for longer if they wish. This technology takes the guesswork away from the question of a user’s family’s well-being when they are not around, she said.
Participants in the trial said they loved the safety and comfort SSH gave to them and their family, while service providers commented on the usefulness of quantitative information about a client’s functional independence over time. The platform comprises ambient sensors that collect data from the physical environment within the home and use artificial intelligence to turn that data into relevant information.
The platform includes a sensor-based in-home monitoring system (data collection), a cloud computing server (data analyses), and a client module (data presentation) with a tablet app, a family portal, and a service provider portal. The SSH platform was an output of consultations with aged care service providers who contributed to its initial design.
The Dementia and Aged Care Services (DACS) trial of the SSH platform commenced in 2019 and involved 195 participants who tested the sensors in their homes. The SSH algorithm has been licensed and commercialised by a Sydney-based provider of data analytics, machine learning and artificial intelligence technologies and deployed with numerous aged care providers in acute and post-acute care facilities.
The global smart home market size was US$86.48 billion in 2020. The market is expected to grow from US$99.89 billion in 2021 to US$380.52 billion in 2028, growing at a CAGR of 21.1% during the 2021-2028 period.
An increasing number of internet users, the growing disposable income of consumers in developing economies, the rising importance of home monitoring in remote areas, and the growing demand for low-carbon emission and energy-saving-oriented solutions are projected to drive the market capabilities.
The Deputy Premier and Minister for Regional NSW recently unveiled Our Vision for Regional Communities – a new strategy to ensure regional NSW remains an ideal best place to live, work, play and raise a family.
He noted that the release is a vision for the regional NSW we are building with local communities, backed by real action that will make a real difference in people’s everyday lives. Over the past decade, billions have been invested in the infrastructure NSW needs and in growing regional economies.
The vision shows how the Government plans to build on that foundation and ensure regional communities have access to the education and health services they deserve and attract the workforce needed to deliver these services. It will ensure families can find a home by tackling housing pressures and delivering the infrastructure and services they need in their local community, he added.
The strategy’s launch was also used to announce:
- A new welcome experience to be piloted across eight regional locations to support key workers to relocate to the regions and put down roots;
- An AU$5 million investment in scholarships to upskill existing health workers and attract new staff to regional communities;
- A trial of contactless payments on regional bus services in Dubbo and Bathurst to make services easier to use
Our Vision for Regional Communities is backed by a detailed three-year action plan that outlines key initiatives that will bring the vision to life. Initiatives already underway under the plan include:
- An AU$2.4 billion investment in strengthening the regional health workforce including innovative approaches to training and incentives;
- An AU$174 million investment in key worker housing that will deliver hundreds of new homes for teachers, police, and health workers over the next four years;
- An AU$98 million investment in a new AU$250 travel card for regional apprentices and university students to ease the cost of travel for training and classes;
- An AU$160 million investment in social and sporting infrastructure, and community programs like bike paths, playgrounds, and community centres through the Stronger Country Communities Fund;
- An AU$59 million investment in the next generation including $40 million for local initiatives shaped by youth for youth.
Our vision recognises that regional communities are diverse and need local solutions that work for them. Our Vision for Regional Communities and Action Plan 2023-2025 is a future-focused strategy with key priorities across healthcare, education, communities and places and regional homes.
Connectivity is the main pillar of the vision. Through the Vision, the Government will support high-quality physical and digital connectivity to enable access to quality services, delivered more efficiently, and with greater equity.
The global smart infrastructure market size was US$77.66 billion in 2020; it is projected to grow from US$97.20 billion in 2021 to US$434.16 billion in 2028 at a CAGR of 23.8% during the 2021-2028 period. As a result of the COVID-19 pandemic, the smart infrastructure market witnessed a negative demand shock across all regions.
Smart infrastructure projects require funding from public and private resources. These advanced infrastructure models use ICTs services to communicate or optimise resources. Due to constant interaction, big data plays a vital role in developing and building a smart infrastructure.