A cloud-initiated transformation within a financial institution can be the conduit for providing consistent customer experiences on a global scale.
Services are delivered rapidly, effectively and efficiently, making cloud the linchpin of all digital transformation.
Benefits of Cloud
Organisations wanting to be current and future-ready move to cloud infrastructure because it provides business agility, resilience, relocation and recovery. Moreover, it allows for rapid scale-up, ease of addition or integration of additional services and uniformity across vast geo-locations.
Users can enjoy increased mobility and flexibility that will allow organisations to connect with their employees, clients and vendors seamlessly, irrespective of time and location.
While compliance intricacies and risk management concerns are genuine issues, there are established guidelines, protocols and strategies that mitigate these.
Despite all these benefits, business have been reticent and conservative of migration to the cloud. Misconceptions, lack of comprehensive understanding and security concerns continue to prevent a full-scale move.
Legitimate as they are, these concerns may likely be preventing financial institutions from gaining the huge benefits of cloud infrastructure.
To further the urgency, increasing competition from FinTech companies, traditional financial institutions can no longer hold off the concerns they face in digital transformation.
Cloud will be the future of the financial landscape. Hence, the question at hand is not should organisations be moving to cloud; rather, how can the move be made successfully in a phased manner using any combination of on-premises, private, public or hybrid cloud.
No doubt, there are issues to be considered, particularly as financial institutions are dealing with sensitive information that come under the ambit of governance, risk management and compliance.
These are further complicated by regulatory concerns, taxation and financial laws. Adding to this, would be the challenges faced by institutions working in multiple locations and continents where rules, regulations and compliance are determined by the countries they operate in.
“One of the key things we should remember is that cloud is just outsourcing. It doesn’t necessarily reduce the risk, it produces the risk. And the risk is, change.”
On 7th March 2019, senior executives from financial institutions and insurance agencies in Singapore gathered for an insightful discussion on the cloud migration as well as factors hindering the FSI sector from potentially harnessing the benefits of cloud migration.
OpenGov Asia’s Breakfast Insight: Cloud as the Real Enabler of Digital Transformation gave delegates the opportunity to discuss key issues surrounding migration to the cloud, data concerns, key pillars such as people, process and technology as well as the different cloud environments and options suitable for different business functions.
Mohit Sagar, Group Managing Director and Editor-in-Chief of OpenGov Asia, set the tone of the day by speaking about cloud being the enabler of digital transformation and how cloud-based infrastructure is key to delivering flexible, agile, and on-demand access to the services.
Ian Loh, Cloud Service Providers Leader, Dell EMC, created the context for discussion by sharing two critical observations. First was that cloud is legitimate and second was that hybrid cloud is the way forward.
Ian explained that while business plans did not necessarily rest on a Cloud-First perspective, they should embrace a cloud component as a part of their strategy and structure early on.
Taking the discussion forward was Cheong Yen Niap, Go to Market Lead – Cloud Services, Singtel, who spoke about the key challenges in operating cloud environments.
Traditional institutions, according to him, should be concerned about non-conventional FinTech businesses that deploy new technology rapidly, are not risk-averse and are far more agile.
With ubiquitous cloud presence, FinTechs are able to provide customers a wider range of choice, faster and more reliable services, ease of doing business and remote access.
Established banks and FSI agencies have massive investments in physical outlets, legacy structures and mind-sets that hinder them from quickly adopting a pro-cloud stance.
International speaker and cloud expert, John Baddiley, Head of Technology Strategy from Bank of New Zealand (BNZ) shared BNZ’s monumental journey of transitioning to cloud, the challenges they encountered, and their future plans.
The key take-away for the Bank of New Zealand’s journey is that change is essential. Failure to do so may entail irrelevance for the company.
He shared that the changes seen in the financial services sector are driven by the consumerisation of technology.
The expectation of customers is now dictated by the non-traditional banking experiences they enjoy on computer, laptops and phones – anywhere and anytime.
FinTech and other non-traditional agencies follow the ease-of-use patterns of social media platforms and offer similar services to their customers.
From account services, to lending, to investments and wealth management, rewards and loyalty, FinTechs are able to provide all similar services that banks can – but individually.
However, FinTechs cannot replace the overalls service that a traditional bank provides. When unbundled, a bank’s offering consists of about 300 processes, options and services – under one big umbrella.
Thus, instead of being worried about fellow financial institutions, banks must now consider FinTechs as their main competitors and also potential allies and partners.
John described the assessment process undertaken for cloud services as similar to any other service provision: checking into security, data privacy, suitable skills, and availability.
The Cloud Adoption Standards Technique (CAST) is a methodology designed across 7 perspectives that define mandatory standards, implementation techniques, controls and assurance mechanisms for migrating material workload to public cloud.
Each of the 7 perspectives is a specific area of focus. They are:
- Supplier, Commercial and Outsourcing
- DevOps and Delivery
- Data Management
- Service Management
- Business Continuity and Resilience
The Future for Cloud
John concluded his talk by sharing what the future holds for cloud.
We will continue with a hybrid approach for the foreseeable future. Legacy systems remain the main systems of record for reasons of investments and current skillsets, while Cloud computing promises to meet the new enterprise requirements for speed and agility.
According to him, the future is changing today and the continuous growth of the FinTech ecosystem calls for an increased cadence of change.
Delegates of the OpenGov Breakfast Inisght: Cloud as the Real Enabler of Digital Transformation left the session with a far more comprehensive and pragmatic understanding of cloud migration. The genuine sharing of real journeys, robust discussions and insightful interactions provided, not only, food for thought but a better idea for a way forward.
The Victoria University of Wellington’s division of Science, Health, Engineering, Architecture, and Design Innovation (SHEADI) will inaugurate a Centre of Data Science and Artificial Intelligence in the first half of 2023.
According to a statement from the University, the centre will offer areas of expertise in modelling and statistical learning; evolutionary and multi-objective learning; deep learning and transfer learning; image, text, signal, and language processing; scheduling and combinational optimisation; and interpretable AI/ML learning.
These technological themes will be applied across a wide range of areas including primary industry, climate change and environment; health, biology, medical outcomes; security, energy, high-value manufacturing; and social, public policy, and ethics applications. On top of traditional research, the centre will also establish a pipeline of scholarships/internships for Maori students, train early career researchers, and focus on industry, intellectual property, and commercialisation.
The centre will build on the current success and international leadership in this space at the University, the Pro Vice-Chancellor of the division, Ehsan Mesbahi, stated. The institute is continuing to grow its national and international partnerships to create local and global value. The centre will provide a distinctive identity for the growing excellence and innovation in data science and AI research at the University, capabilities which domestic and global partners are increasingly demanding across a vast array of application domains.
In May, the University announced it would offer the first undergraduate major in Artificial Intelligence in the country. It provides students with knowledge of AI concepts, techniques, and tools. They learn how to apply that knowledge to solve problems, combined with programming skills that will enable them to build software tools incorporating AI technology that will help shape the future.
Students studying AI at the University are taught by academics from its internationally renowned AI/ML research group, which is one of the largest in the southern hemisphere. The major is designed to open doors for graduates to opportunities nationally and around the world. There has been an increase in the adoption of AI technologies globally, and a growing demand for people who can apply AI techniques to address a wide range of problems, which the University aims to address.
After completing their degree, graduates will have a wide variety of career options, such as AI scientist, business consultant, AI architect, data analyst, machine learning engineer, and robotic scientist among others. They will also have the option to further their study through the University’s Master of Artificial Intelligence.
OpenGov Asia reported earlier that New Zealand’s Education Technology (EdTech) is set to become one of the country’s key industries. Worth NZ$ 173.6 million in 2020, EdTech software is poised to grow to NZ$ 319.6 million by 2025. At the heart of the digital transformation of education technology has been the pandemic. COVID-19 is seen as the driving force behind the digital transformation of learning, permanently changing the way education is consumed and delivered — right from preschool through post-tertiary education and lifelong learning. The global EdTech market size was valued at US$ 254.8 billion in 2021. Experts believe the market will reach US$ 605.4 billion by 2027.
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.
With the introduction of its Kooha Version 2.0 during the recently held 2022 National Science and Technology Week celebration, the Department of Science and Technology-Advanced Science and Technology Institute (DOST-ASTI) showered photo enthusiasts with helpful tips on interactive smartphone photography.
Kooha is a photo-sharing app derived from the Filipino word “kuha,” which means “to take.” It capitalises on the Philippines’ status as “the selfie capital of the world,” with thousands of photographs shared on various social media platforms every day.
With the help of the camera app Kooha, users may take pictures that go beyond simple snapshots. Multiple sensors are embedded into mobile devices; Kooha uses these sensor data while users snap pictures and embeds them in the image.
Users will be able to quickly learn the location where the photo was shot, the background noise when they shoot a selfie, the network provider’s signal strength, the device battery level, camera settings, environment sensor data, motion sensor, and more. All the photographs captured by the app are shared on Kooha Community. Users’ photos become more than just images when they post them to the community; they become contributions.
When the sensor data from the images is combined with the large pool of sensor data from other users, the data becomes societally important. The data can assist data scientists in generating insights and fresh knowledge that can be used by decision-makers across the country. Kooha is a free app that can be downloaded from Google Play.
According to the DOST-ASTI, Kooha uses the built-in sensors of a mobile device to gather real-time data like sound level, temperature, and humidity and embeds it into a snapshot, making it particularly valuable in research operations across industries thanks to the fresh knowledge it produces.
It added that even more useful Kooha features include the ability to contribute images to the community section, rate shared photos based on “awards” from other users, map the locations of pinned photos, and unlock “badges” by completing specific “achievements.”
As a useful tool application, Kooha reflects the reality that science and the arts may collaborate effectively to produce meaningful results. In addition, the DOST- ASTI’s Quality Management System (QMS) was recertified in accordance with the ISO 9001:2015 standard.
Director of DOST-ASTI Franz A. de Leon stated that the ISO recertification demonstrates the DOST-ASTI’s dedication to continuously enhance its operations and assure successful service delivery – bringing science and technology closer to the people.
He added that their partners and stakeholders can be confident that the institute will constantly offer high-quality products and services because they adhere to the quality policy of developing relevant, timely, and impactful ICT- and electronics-based innovations.
The ISO certificate was the result of the DOST-ASTI management and staff’s collaborative efforts to expand its technologies and ensure the smooth execution of its mandate and functions. Reviewing and improving processes is critical to achieving the agency’s purpose of contributing to the achievement of national development priorities and the growth of Philippine firms through the provision of creative solutions centred on ICT and electronics technology.
This is DOST-ASTI’s second recertification since transitioning to the ISO 9001:2015 standard in 2018. Subject to regular surveillance assessments, the certificate is valid until November 2025.
Two tech companies operating within Hong Kong’s Smart Government Innovation Lab announced the roll-out of solutions that are now ready to be acquired by companies and institutions.
Solution I – AI Autonomous Disinfection Robot
The solution, called Bubble Fish, is a disinfection robot that can effectively purify the air and precisely eliminate the coronavirus as well as a variety of common epidemic bacteria. It is equipped with a precise radar for automatic navigation and obstacle avoidance, based on the construction and data communication.
Robots can connect through a phone application, realise the transparency of work data (this includes disinfection logs, machine states, etc.), database storage, and remote control the robot. With this system, users can manage and trace the current and previous disinfection work in a closed loop.
The solution was developed to be applied across the areas of City Management, Commerce and Industry, Development, Education, Employment and Labour, Environment, Housing, Recreation and Culture, Social Welfare as well as Transport.
The solution employs the latest in Artificial Intelligence (AI).
The disinfection robot can be set to schedule and after the disinfection tasks are finished, the robot will be returned to the charger automatically. In this way, disinfection tasks can be conducted when the user needs them and the robot can be operational for 24 hours. Employing the disinfection robot can reduce the costs of janitor head counts and a janitor can be shifted to other cleaning tasks. Thus, productivity, efficiency and cleanliness would be increased.
Solution II – Certificate Creation and Authentication Management System
The second solution is a Certificate Creation and Authentication Management System. The process of certificate-making and issuance consists of the following pain points:
- Certificate issued by the institution
Traditionally, when issuing certificates, it is necessary to first design the content. This includes the trademark and certificate, which is usually handed over to the designer. After the design is completed, it is handed over to the printing factory to set the quantity and generate inventory. More certificate types will generate more inventory. To print the inventory certificate, the applicant’s name, date, and certificate number must be entered. Then, this is sent to the applicant via mail or self-pickup.
This process results in the wastage of paper, film, time, and money. The process of third-party verification inquiry and certificate re-issuance also requires labour to ensure that the certificates of institutions and brands will not be plagiarised.
- Certificate applicant
For most courses, exams, and activities it is very unlikely the certificate will be received on the same day. For lost documents, an applicant will need to file for a reissue, and store all previous certificates.
- Third-party verification
If the authenticity of the certificate cannot be identified, it needs to be checked with the issuing authority, and the result cannot be known immediately.
Thus, aimed at addressing these three pain points, the company has developed a set of clear, convenient, and practical ideas. This innovative approach can make the three aspects more coordinated. The following are the key points of change in the eCertApp:
- Certificate Management System
This application streamlines issuance, verification, storage and sharing. Each certificate is independently coded, and the block certificate has a fast authentication function. It can also convert old paper certificates into smart certificates, systematically archive them, reduce workload, and change the global traditional paper certificate issuance and verification ecology.
- Certificate collector
The company’s certificate platform cooperates with mobile applications. Through this, users can apply for and receive certificates issued by multiple institutions, store them permanently, never lose the certificates, facilitate management, and share them with people who may be interested at any time.
- Third-party Verifier
A QR code is assigned for code scanning and NFC authentication for quick authentication. All certificate codes are unique, and it takes less than a second to check the authenticity of the certificate, the background of the organisation’s registration and contact information.
This two-dimensional code is a non-contact way of using quick response code, while two-dimensional code (QR Code) and NFC use “near field communication” tags and radio frequency technology to implant chips into products without damaging their appearance. The encryption program can read the authenticity of the product and transfer it to the product owner.
The solution was developed to be applied across the areas of City Management, Development, Education, Employment and Labour, Environment, Health, Infrastructure, Law, and Security as well as Recreation and Culture.
The solution employs the latest in Blockchain, Cloud Computing and Mobile Technologies.
The Platform has a wide range of uses. In addition to certificates, it can also be used for certification documents, recommendation letters, membership cards, certificates with expiration dates, including product repair and warranty certificates, product certificates, ownership transfers and the app will update users when an expiration date is reached.
The platform can set up and open multiple branches and administrators and can manage certificates for each branch worldwide. Moreover, all future and currently issued certificates and design templates can be managed through an at-a-glance dashboard.
Public-Private Partnerships (PPPs) in education have the potential to enhance how education is provided, financed, and managed as well as offer easier access to the community.
A PPP system operates under the construct that market mechanisms, in conjunction with government inputs, are better for providing education. One of the rationales behind PPPs, which are supported by international organisations, development agencies and academics, is that competition between public and private education providers is a good way to improve the quality and efficiency of education.
PPP policy frameworks should therefore create real market dynamics in which education service providers continue to innovate and improve the quality of their services to attract learners, young and old, who are seen as benefit maximisers and well-informed consumers.
New Era of Partnerships, Building Talent Pipeline
“The structure and framework for any university to launch degree programmes can be fairly onerous, given the emphasis on quality assurance and relevance,” says Annie who is also a Professor Emeritus of Finance (Practice), Lee Kong Chian School of Business and Senior Advisor at the Business Families Institute in Singapore Management University (SMU).
However, academic-industry partnerships play a crucial role in building the future of students and facilitating the transition of young people from school to work. Students need to be exposed to a variety of jobs and workplaces to develop interest and discover where their studies and passion may lead.
Industry partnerships with different sectors offer a variety of experiences, such as simulated job interviews, career development activities, challenge-based learning projects, curriculum-aligned activities, and work-study programmes. In addition, internships have become a vital opportunity for candidates to distinguish themselves prior to full-time employment.
A PPP is mutually beneficial, allowing industry access to fresh talent and looking at the industry’s challenges from the perspective of future consumers or employees acknowledges Annie. In fact, the private sector has indicated to all institutions that they need future talent in the area of data analytics, so SMU has recently launched a track in data analytics hosted in both their business school and computer and info systems school so universities also benefit from the insights from the industry to stay relevant in our curricula.
With the help of data analytics tools, a company may take unstructured raw data and use this information to discover patterns, draw conclusions and turned into useful insights. Therefore, data analysis aids businesses in so many ways, including making educated judgments, developing a more successful marketing plan, enhancing the customer experience and streamlining processes.
Education is not only under the charge of the Ministry of Education but also needs the support of other ministries since future jobs and capacity building are expected of the Ministries of Trade and Industry, Finance, Maritime, Health and others. Partnering with the whole of government allows for students’ skillsets to be increased and all students become more relevant, valuable and workplace ready.
Prof Annie knows that no one has a monopoly on knowledge, and no one knows the exact skills which will be needed in the future. Thus, PPPs have the most value when it forms a part of “lifelong learning.”
The exciting thing about lifelong learning, Annie believes “…is that when you get your degree, you think you’re done, but you’re just getting started. Even as you gain experience and learn on the job, you’ll need to keep reinventing yourself and the skills needed to extend your runway will keep changing.”
Passion extends beyond degrees and ongoing learning is a crucial element to keep employees engaged That’s why higher education now permits a variety of pathways to marry passion with career aspirations and is no longer a paper chase, she explains.
Two good cases to illustrate the value of PPP in the context of SMU’s innovative programmes that Prof Annie is very proud of are the partnership approach in launching the International Trading track and the Maritime Business Operations track under the Finance and Operations majors in SMU’s business school.
In accordance with the creation of a strong Singaporean core, wholesale trade and maritime businesses have been focusing on both skillset development and attracting new talent supply to ensure a pipeline of sustainable human capital. So, the trading and maritime sectors do need to build a case for making the jobs in their sectors more appealing – particularly with the assistance of government grants and scholarships.
Companies can play a crucial role by showing how an organisation can provide a feeling of purpose with support and development opportunities available to make building a career in their organisations appealing and attractive to the candidate
A part of Annie’s challenge in the early days was to set up an International Trading Institute (ITI) where students could take for-credit classes under the business school and get a certificate of completion for the non-credit practice-oriented sessions, learning from practitioners in the evenings.
“My goal at SMU is to link external relevance to internal degree requirements while upholding the quality assurance requirements of the education system. Different industry partners help us with this mission to co-create and deliver the applied learning content with us.”
SMU is therefore a strategic asset for the country and both the tracks had, over the last decade, created a pool of more than 300 alumni who are knowledgeable about wholesale trading, largely in the commodities trading space and maritime operations. Now, there is available talent who are able to speak and work with more confidence up and down the trade value chain and contribute to Singapore’s relevance as a trade and maritime hub.
Another great example of PPP was manifested during the last three years of the COVID-19 crisis which saw a spate of job cuts and many experienced PMETs were laid off. Annie worked with her teams at ITI and BFI to design a nine-month Business and Digital Transformation programme which combined in-class training modules with a capstone project for candidates who are matched to SMEs to also deliver a project for these sponsoring companies. Candidates have a chance to learn and apply the knowledge and sponsoring companies also benefit from the capstone projects delivered. In addition, 70% to 90% of the programme fees are supported by SSG grants, while WSG grants provide funding support towards the candidates’ commensurate salaries.
All these partnerships were possible because a pool of companies is available and can be accessed to match the candidates as a result of SMU’s external network of trusted companies, which was strengthened by the BFI that Annie had set up 10 years ago with the support of SMU’s senior leadership. Many of Asia’s SMEs are family owned with different sets of challenges and aspirations other than the usual business issues. In addition, many of these business families have longer horizons and they are the ones that countries depend on to build businesses sustainably as they think beyond current generations.
Therefore, business families with an entrepreneurial spirit, not only make money but also contribute to changing the world through their businesses and other new ventures, including building social enterprises and philanthropic activities.
By addressing business family-specific issues such as succession, family governance, entrepreneurship and wealth management, BFI aims to strengthen the ecosystem of entrepreneurial business families and stakeholders in their creation of sustainable impact by leveraging SMU’s core competence as a thought leader. In turn, BFI has been a strong partner to the LKYGBPC. Many of LKYGBPC’s sponsors are family-owned businesses, such as Wilmar International and Frasers.
In addition, many of these family enterprises have footprints beyond Singapore and are always on the lookout for quality start-ups to invest in or be part of their accelerator programmes. Innovation is essential for a company to improve its operations, introduce new and enhanced products and services to the market, raise its efficiency, and most crucially, boost its profitability.
Annie feels that her journey in academia is more about building entrepreneurship and Technology, Talent and Trust (3Ts) are important drivers in helping companies in their transformation journeys. As such, public-private-people partnerships are even more relevant in today’s challenging and uncertain times to build back better and broader for everyone.
According to Annie, the road to digital and business transformation success is paved with courageous actions by caring and forward-looking leaders. The right leaders will build a firm sustainably and attract the right people, the right leaders will inspire and motivate the right people to learn, improve and grow.
“Developing people is my calling but learning to develop people is everyone’s responsibility. And because the world is bigger than yourself, you need to be big-hearted, purpose-oriented, and have an open mind to be successful on any path you choose,” Annie concludes.
Cleveland train users will be the next to benefit as the rollout of the Smart Ticketing system continues. Customers travelling from Central station and Cleveland station will have access to the system from 30 November 2022. Queensland’s Minister for Transport and Main Roads stated that the AU$ 371 million project continued to gather pace, with Cleveland line customers now having more ways to pay.
He said that delivering better public transport services for Queenslanders is not just about acquiring more trains or buses but about making it easier for people to use the trains without barriers. This trial allows adult customers to use their credit card, debit card, smartphone, or smartwatch to pay for their train journey – meaning you do not need to think before hopping on a train, you can just tap and go.
The Member for Capalaba stated that the system would put Queensland on par with major cities like London, Singapore, and New York. He said that record levels of investment in the region mean that commuters can get home safer and sooner, spending more time with family and friends.
Meanwhile, the Member for Lytton encouraged commuters to use the new system. She said that there is no doubt this trial is proving to be immensely popular with public transport users. She looks forward to seeing the rollout extend onto local buses, which is set to take place next year.
The project will replace 1300 fixed devices and 12,000 onboard readers to bring 18 different payment systems across the regional bus network together under one Smart Ticketing umbrella. Whether commuters are visiting family and friends in Cairns, Bowen, Rockhampton or Bundaberg, there will be one seamless way to pay.
The Member for Bulimba praised the success of the trial, which had already clocked up more than two million trips. She said that commuters and tourists alike are finding it easy to use, and we’ve seen incredible numbers tap on and off using the system since it began.
The region will continue to develop the system to bring concession card holders onboard while also encouraging those who travel at a discounted rate to continue using the go card for the time being.
The Member for Greenslopes noted that the expansion added new destinations to the Smart Ticketing map, adding that this is another crucial step toward rolling out the system across the South East Queensland heavy rail network, following on from trials already underway.
Next, the South Brisbane and South Bank transport hubs will begin the rollout of the Smart Ticketing system. This will connect the area to the hospital and health precinct as well as South Bank businesses.
Smart Ticketing is already operational on the Ferny Grove, Ipswich/Rosewood, Springfield Central, Sunshine Coast/Caboolture, Redcliffe Peninsula, Doomben and Shorncliffe train lines. Next, it will launch at the Airport, Beenleigh, and Gold Coast lines, enabling customers to interconnect from the Gold Coast Light Rail through to Brisbane CBD and the airport, with buses and ferries set to follow next year.
Train users who prefer to pay with their go card will be able to continue doing so. Customers travelling on a child or concession fare should continue to use their go card for now, as should customers travelling to or from destinations not yet using the trial, or anyone using a connecting bus or ferry service.
What is smart ticketing?
Smart Ticketing is an innovative ticketing technology that enables more ways to pay for public transport across Queensland. Over time, more Queenslanders will be able to pay for travel with contactless payment methods using a Visa, Mastercard and American Express debit card, credit card, smartphone, or smart device. As a long-term project, the aim is to have more Queenslanders tap on and off to conveniently pay for everyday travel on train, tram, bus, and ferry.
The Second Minister for Trade and Industry, Tan See Leng, and the Republic of Korea (RoK) Minister for Trade, Dukgeun Ahn, have signed the Korea-Singapore Digital Partnership Agreement (KSDPA).
Under the agreement, the two sides will work to establish digital trade rules and norms to promote interoperability between digital systems. This will enable more seamless cross-border data flows and build a trusted and secure digital environment for businesses and consumers. A government press release wrote that KSDPA will also deepen bilateral cooperation in new emerging areas such as personal data protection, e-payments, artificial intelligence, and source code protection.
The Ministers also signed a memorandum of understanding (MoU) on Implementing the Korea-Singapore Digital Economy Dialogue, which will act as a platform to promote digital economy collaboration between industry players and academic experts from both sides. The MoU is part of bilateral efforts to develop cooperative projects to implement the KSDPA. Key features of the KSDPA include:
Facilitating end-to-end digital trade
Electronic Payments (e-payments): The two sides will adopt transparent and facilitative rules (e.g. encouraging open Application Programming Interfaces (APIs)) to promote secure cross-border e-payments.
Paperless Trading: Singapore and RoK will accept electronic versions of trade administration documents to support the digitalisation and seamless exchange of key commercial documents.
Open Government Data: Both countries will ensure that government data will be publicly available in a machine-readable and open format, with easy-to-use and freely available APIs.
Enabling trusted data flows
Cross-border Data Flows (including for financial services): Businesses in Singapore and RoK will be allowed to transfer information, including those which are generated or held by financial institutions, across borders if the requisite regulations are met and with adequate personal data protection safeguards in place.
Prohibiting Data Localisation: The two nations will establish rules against data localisation requirements so that businesses can choose where their data is stored and processed, and their cloud technology of choice.
Facilitate trust in digital systems and participation in the Digital Economy
Artificial Intelligence (AI): The countries will promote the adoption of AI governance and ethical frameworks that support the trusted, safe, and responsible use of AI-based technologies.
Cryptography: Neither country will require the transfer of or access to private keys and related technologies, as a condition of market access.
Source Code Protection: To ensure software developers can trust the market within which they operate and ensure that source code is protected, neither country will require the transfer of, or access to, source code as a condition of market access. This includes the algorithm expressed in the source code.
Online Consumer Protection: The two sides will adopt laws that guard against fraudulent or deceptive conduct that causes harm to consumers engaged in online commercial activities.
Small and Medium Enterprises Cooperation: Singapore and RoK will promote jobs and growth for SMEs. They will also encourage their participation in platforms that help link them with international suppliers, buyers, and other potential business partners.
Digital Identities: The countries will promote interoperability of digital identity regimes, which can lead to reliable identity verification and the faster processing of applications. This will enable businesses and consumers to navigate the digital economy with ease and security.