SUSTAINABILITY
have all supported the development of KPMG ’ s Trusted AI Framework , the first of its kind to come to market .
The 10 capabilities are things that organisations need to master if they are going to be trusted in their use of AI . “ When we invented the wheel it was generally a good technology , but it also ran over people ’ s toes ,” David says . “ Similarly when the internet was developed it brought up many moral and ethical dilemmas .”
There are many risk management techniques in place to avoid toes being run over , just as there are many frameworks , regulations and mitigation strategies around the internet . KPMG has been a front-runner in supporting its clients to mitigate and manage risks in ethical AI use . “ At KPMG , we know that to be trusted , you need to do more than just do no bad ,” David continues . “ You have to step forward on trust , you have to define trust . And so when we were working on our trusted AI framework , we added two important topics – fairness and sustainability .”
The fairness pillar As sponsor of KPMG ’ s Social Mobility Network , the fairness pillar – avoiding bias and working to ensure equality – is a personal passion for David .
“ When something like AI comes along , you want to make sure that there are no winners and losers , that everyone has access to AI ,” he says . “ At a global , country , corporation and individual level , are we giving people access to devices , the internet energy to be able to use it and the training that they need ?”
“WHEN SOMETHING LIKE AI COMES ALONG , YOU WANT TO MAKE SURE THAT THERE ARE NO WINNERS AND LOSERS , THAT EVERYONE HAS ACCESS TO AI ”
DAVID ROWLANDS GLOBAL HEAD OF AI , KPMG
David is an advocate for equal access to AI , to avoid the further development of the digital skills gap .
“ I ’ m excited about that from a social mobility angle because if you ’ ve been left behind by society for whatever reason , AI can be a way of reconnecting back with the workforce and becoming more effective , more powerful .”
AI is already reinventing processes , embedding into global workforces and transforming workplaces – the fairness pillar centres around ensuring that companies use AI to bring people into the workforce and bridge the digital divide rather than further polarising .
“ As we throw everything up in the air with AI , we need to ensure that what lands is a future that is a fairer , more equal and more equitable end output than the one we started with .”
120 October 2024