Nearly half (48.5%) of C-suite and other executives at organizations that use artificial intelligence (AI) expect to increase AI use for risk management and compliance efforts in the year ahead, according to a recent Deloitte poll. Yet, only 21.1% of respondents report that their organizations have an ethical framework in place for AI use within risk management and compliance programs.
“As many organizations are still learning how best to adopt and leverage AI capabilities, it’s not surprising that ethical frameworks are often missing from the ‘trustworthy AI’ equation. To better scale AI governance over time and to better reduce algorithm bias, leading organizations are approaching AI ethics proactively by embedding ethical frameworks into all AI efforts as a matter of practice.”—Irfan Saif, Deloitte Risk & Financial Advisory principal and Deloitte AI leader, Deloitte & Touche LLP.
While AI ethics frameworks for risk management and compliance may be few, there is a silver lining: Companies are more likely than not to involve top leaders in developing ethical AI practices. More than half of respondents (53.5%) indicated that AI ethics responsibilities are established including the C-suite. Just one-fifth (19%) indicate the C-suite in their organizations have no AI ethics responsibilities.
“C-suite and board executives need to ask questions early and often about ethical use of technology and data—inclusive of and beyond AI—to mitigate unintended and unethical consequences. As data and technology uses evolve, tying efforts directly to organizational mission statements and corporate conduct policies can help organizations ensure that future advancements start with a strong ethical foundation. Further, a board-level data committee should be established to discuss enterprisewide AI use, monitoring and modeling with appropriate C-suite leaders”.—Maureen Mohlenkamp, Deloitte Risk & Financial Advisory principal specializing in ethics and compliance services, Deloitte & Touche LLP,
Questions leaders can ask about ethical use of technology and data across the enterprise include:
Did we set the right tone at the top for our organization on AI ethics?
Corporate boards and C-suites set the tone for any ethics or compliance program, inclusive of AI ethics programs. Data officers, CIOs and CISOs along with legal, ethics or compliance officers can determine governance specific to AI, as well as to the processes and controls needed for work executed by machines versus humans.
What organizational standards have we developed for ethical use of AI?
Guiding, monitoring and assessing if technology and data are used ethically by the organization, its employees, vendors and customers can be executed technically, organizationally or both. For example, a technical framework could be embedded within the design of an AI solution to prevent certain actions from being completed. Or, data scientists and other data professionals could develop an AI “code of conduct” and set up channels through which to escalate issues. Organizational standards for AI ethics should consider the growth of AI and the role of the machine, as the workforce of the future is not just human beings.
Did we conduct an AI ethics gap analysis?
“AI ethics is as much about understanding the risks as it is about establishing a process for avoiding them. Review existing organizational policies, procedures and standards to address existing gaps, then expand existing policies or build new ones accordingly,” said Mohlenkamp.
Do we have a plan in place to educate our workforce on AI?
“For many organizations, a steep AI learning curve awaits. Traditional business professionals will need to learn how to team with data scientists and technologists to achieve strategic goals and to explain the changes in the environment. And those developing algorithms and managing data will need to be specially trained to identify and mitigate bias within AI applications. An educated and tech savvy workforce is better positioned to ethically embrace the opportunities that AI use creates,” said Saif.
Did we alert product teams on what to look for in monitoring AI solutions
for ethical compliance?
Saif concluded, “One way to do this would be to embed into IT architecture design—similar to the Privacy by Design framework—considerations for the ethical use of data and technology. Another is to design control structures and embed them into AI-enabled solutions.”
About the online
More than 565 C-suite and other executives working at organizations using artificial intelligence (AI) were polled online during a Deloitte webcast, titled “AI ethics: An emerging imperative for the board and c-suite,” on Sept. 4, 2019. Answer rates differed by question.
Wide Variations in Post-COVID ‘Return to Normal’ Expectations
A new IPSOS/World Economic Forum survey found that almost 60% expect a return to pre-COVID normal within the next 12 months. including 6% who think this is already the case, 9% who think it will take no more than three months, 13% four to six months, and 32% seven to 12 months (the median time). About one in five think it will take more than three years (10%) or that it will never happen (8%).
Views on when to expect a return to normal vary widely across countries: Over 70% of adults in Saudi Arabia, Russia, India, and mainland China are confident their life will return to pre-COVID normal within a year. In contrast, 80% in Japan and more than half in France, Italy, South Korea, and Spain expect it will take longer.
At a global level, expectations about how long it will take before one’s life can return to its pre-COVID normal and how long it will take for the pandemic to be contained are nearly identical. These findings suggest that people across the world consider that being able to return to “normal” life is entirely dependent on containing the pandemic.
An average of 45% of adults globally say their mental and emotional health has gotten worse since the beginning of the pandemic about a year ago. However, one in four say their mental health has improved since the beginning of the year (23%), about as many that say it has worsened (27%).
How long before coronavirus pandemic is contained?
Similar to life returning to pre-COVID normal, 58% on average across all countries and markets surveyed expect the pandemic to be contained within the next year, including 13% who think this is already the case or will happen within 3 months, 13% between four and six months and 32% between seven and 12 months (the median time in most markets).
Majorities in India, China, and Saudi Arabia think the pandemic is already contained or will be within the next 6 months. In contrast, four in five in Japan and more than half in Australia, France, Poland, Spain, and Sweden expect it will take more than a year.
Change in emotional and mental health since beginning of the pandemic about a year ago
On average across the 30 countries and markets surveyed, 45% of adults say their emotional and mental health has gotten worse since the beginning of the pandemic about a year ago, three times the proportion of adults who say it has improved (16%)
In 11 countries, at least half report a decline in their emotional and mental health with Turkey (61%), Chile (56%), and Hungary (56%) showing the largest proportions.
African fisheries need reforms to boost resilience after Covid-19
The African fisheries sector could benefit substantially from proper infrastructure and support services, which are generally lacking. The sector currently grapples with fragile value chains and marketing, weak management institutions and serious issues relating to the governance of fisheries resources.
These were the findings of a study that the African Natural Resources Centre conducted from March to May 2020. The centre is a non-lending department of the African Development Bank. The study focused on the impact of the Covid-19 pandemic in four countries – Morocco, Mauritania, Senegal and Seychelles. The countries’ economies depend heavily on marine fisheries. The fisheries sector is also a very large source of economic activity elsewhere in Africa. It provides millions of jobs all over the continent.
The study dwells on appropriate and timely measures that the four countries have taken to avoid severe supply disruptions, save thousands of jobs and maintain governance transparency amid the ongoing global uncertainty and crisis.
Infrastructure shortcomings include landing facilities, storage and processing capacity, social and sanitary equipment, water and power, ice production, and roads to access markets.
Based on the findings, researchers made recommendations to strengthen the resilience of Africa’s fisheries sector in the context of a prolonged crisis, and looking ahead to a post-Covid-19 recovery.
The report strongly advocates for:
– Increased acknowledgment of the essential role of marine fisheries stakeholders and the right of artisanal fishermen to access financial and material resources.
– Strengthening the collection of gender-disaggregated statistical data in a sector that employs a vast number of women and youth.
– Establishing infrastructure and support services at landing and processing sites of fishery products, with priority access to water.
– Investing in human capital to ensure high-level skills in the different areas of fisheries management.
– Improving governance frameworks by encouraging the private sector and civil society to participate in formulating sectoral policies and resource management measures.
The study recommends urgent reforms to make marine fisheries more resilient and enable the sector to contribute sustainably to the wealth of the continent’s coastal countries.
Marine fisheries are a crucial contributor to food security and quality of life in Africa. Good nutrition is a key factor to quality of life, and the marine fisheries sector supports the nutrition of more than 300 million people, the majority of whom are children, youth and women. It also provides more than 10 million direct and indirect jobs.
Dominated by artisanal fishing and traditional value chains, the fisheries sector in Africa is mainly informal and is rarely considered in public policies or in assessing the wealth of countries.
Like other sectors, the African fisheries sector has been severely hit by the Covid-19 pandemic. Covid has affected supply markets and regional trade. This has resulted in substantial economic losses for most households that depend on fisheries.
Top Trends Impacting Global Economy, Society and Technology
The new technologies of the Fourth Industrial Revolution, such as artificial intelligence (AI), the cloud and robotics, are changing the way we live, learn and do business at a rate unprecedented in human history. This seismic shift is playing out in a world characterized by unreliable political landscapes and increasing environmental instability.
Scenario planning in this environment can be very difficult for businesses, affecting their ability to plan for the future, and properly assess the risks and opportunities that may present themselves. The Technology Futures report, released in collaboration with Deloitte, provides leaders with data analysis tools to scenario plan and forecast future technology trends.
“The rapid pace of technological change, alongside the global crisis caused by COVID-19, means that leaders today need new tools to understand challenges and develop strategies in the face of an increasingly uncertain future. This report provides three new analytical tools for business leaders to think about the future in a dynamic environment,” said Ruth Hickin, Strategy and Impact Lead, Centre for the Fourth Industrial Revolution, World Economic Forum.
“We are delighted to collaborate with the World Economic Forum to take a disciplined look into the future, particularly as we emerge from a world-altering event, like COVID-19,” said Mike Bechtel, Managing Director and Chief Futurist, US Consulting, Deloitte, and lead author of the report. “We hope that by providing a clearer picture of how today’s nascent technologies will impact our future, we can play a meaningful part in driving innovation, collaboration and economic growth that improves life for all people.”
The report breaks down future trends into four categories for business leaders and provides some examples of what is likely to remain constant in the years ahead.
- Information: With the volume of accessible data exploding and more of our personal lives lived online, the report projects the probable implications for remote learning, remote working and healthcare.
- Locality: Since the onset of COVID-19, even more of our interpersonal interaction is virtual and physical experiences have dwindled. The report projects more niche, readily available virtual experiences available to consumers.
- Economy: The report forecasts a growing likelihood that flexible and clean energy production will continue rising.
- Education: Personalized education will likely grow, along with the availability of digitized and virtualized content.
In addition to strategic modelling, the report gives leaders a baseline history of how the Fourth Industrial Revolution has progressed. It highlights just how fast technology is evolving and outlines one way risk management could evolve to better address and adapt to it.
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