世界经济论坛-负责任地使用技术：IBM案例研究（英）-2021.9-28正式版

IncollaborationwiththeMarkkulaCenterforAppliedEthicsatSantaClaraUniversity,USAResponsibleUseofTechnology:TheIBMCaseStudyWHITEPAPERSEPTEMBER2021每日免费获取报告1、每日微信群内分享7+最新重磅报告；2、每日分享当日华尔街日报、金融时报；3、每周分享经济学人4、行研报告均为公开版，权利归原作者所有，起点财经仅分发做内部学习。扫一扫二维码关注公号回复：研究报告加入“起点财经”微信群。。Cover:Gremlin,GettyImages–Inside:GettyImages,UnsplashContents3458889999ForewordIntroduction1TheevolutionofartificialintelligenceethicsatIBM2Governance2.1AIEthicsBoard2.2LocalfocalpointsandAdvocacyNetwork3IBM’sPrinciplesforTrustandTransparency3.1ThepurposeofAIistoaugmenthumanintelligence3.2Dataandinsightsbelongtotheircreator3.3Newtechnology,includingAIsystems,mustbetransparentandexplainable10101010101011111415151617181920222222232425264Thepillarsoftrust4.1Explainability4.2Fairness4.3Robustness4.4Transparency4.5Privacy5TrustworthyAIresearchandtoolkits5.1Opensource5.2IBMproprietarytools6Deliverycapabilitiesforethicaloutcomes6.1TrustworthyAI6.2Ethicsbydesign7LeveragingAIintheworkplace8Diversityandinclusion9Educationandenablement10Partnershipsandstakeholderengagements11Summaryofprogress11.1InfluencingpolicyDisclaimerThisdocumentispublishedbytheWorldEconomicForumasacontributiontoaproject,insightareaorinteraction.Thefindings,interpretationsandconclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedandendorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarilyrepresenttheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,Partnersorotherstakeholders.11.2IntegratingethicsintheAIdevelopmentpipeline12WhatremainstobedoneConclusion©2021WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformationstorageandretrievalsystem.ContributorsEndnotesResponsibleUseofTechnology:TheIBMCaseStudy2ForewordBrianGreenDirector,TechnologyEthics,MarkkulaCenterforAppliedEthics,SantaClaraUniversity,USADonHeiderExecutiveDirector,MarkkulaCenterforAppliedEthics,SantaClaraUniversity,USADanielLimKayFirth-ButterfieldProjectFellow,ArtificialIntelligenceandMachineLearning,WorldEconomicForumLLC;SecondedfromSalesforceHead,ArtificialIntelligenceandMachineLearning;MemberoftheExecutiveCommittee,WorldEconomicForumLLCAdvancedtechnologies,suchasartificialintelligence(AI),distributedledgerandcloudcomputing,areattheheartoftheFourthIndustrialRevolution.Thesetechnologies,deployedappropriately,canreinventgovernmentservices,education,healthcare,andthewaybusinessesinteractwiththeircustomers.Intheprocess,theycanalsounlockmoralvalueandbenefitstoindividualsandsociety.Ifnotresponsiblydirected,however,FourthIndustrialRevolutiontechnologieshavethepotentialtoerodetrust,exacerbateinequity,andcauseharmtopeopleandtheenvironment.organizationtopromotemoreethicalbehaviourandoutcomes;and3)designanddevelopmoreresponsibletechnologyproducts.Sincetheinceptionofthisproject,weestablishedtheneedforboththehumanrights-basedandethics-basedapproachestotheresponsibleuseoftechnology.Weadaptedconceptsofbehaviouraleconomicstohelpleadersdesignorganizationstodrivemoreethicaloutcomeswithtechnology.Wealsoconvenednumerousworkshopsandpublicdiscussions,duringwhichpractitionerssharedtheirexperiencesinapplyingethicstotechnology.WhiletheCOVID-19pandemichasbroughtuncertaintytoallfacetsofsociety,onethingiscertain:theimportanceoftechnologyindailylifehasneverbeengreater.Inthepastyearalone,AIhasbeenusedtoacceleratethepaceofvaccineresearch,theapplicationofdistributedledgerstosecurelydeliverdigitalhealthpassports,andtheavailabilityofspeech-to-texttranscriptionineveryonlineclassroom.Withsomuchatstake,itisessentialthatwe,asasociety,continuetoadvancethepracticeofinfusingethicsandresponsibilitythroughtheentirelifecycleoftechnology.Tothisend,theWorldEconomicForumCentrefortheFourthIndustrialRevolutionhasbeenleadingtheResponsibleUseofTechnologyproject,whichbringstogetheracommunityofexpertsfromcivilsociety,governmentsandcompaniestoprovidepracticaltoolsforleadersforhowtheymight:1)educateandtraintheiremployeestothinkmoreaboutresponsibletechnology;2)designtheirTocontinuetheknowledgesharingandadvancethepracticeofresponsibletechnology,theWorldEconomicForumandtheMarkkulaCenterforAppliedEthicsatSantaClaraUniversityarecollaboratingtopublishaseriesofcasestudieshighlightingprocesses,toolsandorganizationalconstructsthatfacilitatetheresponsibledesign,developmentandimplementationoftechnology.Thisdocument,“ResponsibleUseofTechnology:TheIBMCaseStudy”,marksthesecondinaseries,followingaWhitePaperonMicrosoft.WewouldliketothankIBMforsharingtheirethicaltechnologygovernancestructure,practices,tools,activitiesandresearchexpertiseforthiseffort.ItisourhopethatthisdocumentandtheResponsibleUseofTechnologyprojectwillenableotherorganizationstolearnfromtheinsightsofourcommunityandtakestepstoincorporateethicsintotheirdesign,development,adoptionanduseoftechnology.ResponsibleUseofTechnology:TheIBMCaseStudy3IntroductionTechnologicalbreakthroughsarepermeatingsocietyandcreatingnewopportunitiesandchallengeseveryday.Forthosewhoaresubjecttothesechanges,aswellasthosewhodevelopnewtechnologies,thesocialimpactcanbeconcerning.society.Itsresearchdivisionhasbeenworkingforyearstowardsdevelopingtoolsandprocessesforresponsibletechnology.Thecompanyhasworkedtodevelopaculturewhichthinksoftheethicalimpactofitstechnology,andhowtosteernewtechnologiestowardstheirbetteruses.Inresponsetotheseconcerns–notonlyinsociety,butalsoamongtheresearchersanddevelopersofthesetechnologies–manycompanieshavesoughtwaystoensuretheirtechnologiesaredesigned,developedandusedresponsibly.ThisWhitePaperfocusesonIBM,acompanythathaslong-standingcommitmentstoethicsandprivacy,andamultistakeholderapproachtoencouragebeneficialinteractionsbetweentechnologyandThroughaseriesofinterviewswithIBMexecutivesandemployees,combinedwithsecondaryresearch,thispaperpresentsanexternalviewofIBM’sexperienceintransformingthecompanytowardsthinkingmoredeeplyabouttechnologyethicsandhowtoworktoresponsiblydesign,develop,deployandusetechnology.BOX1TheresponsibleuseoftechnologyinitiativePerhapsnothing,noteventheracetothemoon,haschangedsocietywithsuchspeedandscaleastherecentadvancesofnew,disruptivetechnologies.models,thatcompanieseverywherecanusetoensurethatethicalconsiderationsareintegratedintocompanyprocessesandcultures,includinginproductdesignanddevelopment.Yetasmuchastechnologicalinnovationisrevered,speedalsoneedstobemanaged.ManycompaniesandcountriesarerealizingthattheconsequencesofFourthIndustrialRevolutiontechnologygohandinhandwiththenewplayingfieldsitcreatesfordevelopingandsellingbeneficialproducts.Theyarenowconfrontinggrowing“techlash”withmorepeopledemandinggreateraccountabilityfromtechcompaniesthaneverbefore.TheWorldEconomicForumResponsibleUseofTechnologyinitiativeaimstoprovideusefulresourcesfororganizationstooperationalizeethicsintechnology.Sharingexperiencesandbestpracticesamong“ethicsexecutives”,aswellasdevelopingtoolsandframeworksthroughconsultationswithmembersofbusiness,governmentandcivilsociety,isthuspartofthisinitiativeoftheWorldEconomicForumPlatformforShapingtheFutureofTechnologyGovernance:ArtificialIntelligenceandMachineLearning.Self-regulationwillonlygosofar.Anurgentneedexistsforpracticalguides,basedonprovenResponsibleUseofTechnology:TheIBMCaseStudy4TheevolutionofartificialintelligenceethicsatIBM1Astheoldestmajortechnologycompany,IBMhasbuiltitscorporatecultureformorethanacentury.Asartificialintelligence(AI)ethicswasbecominganincreasinglyimportanttopicintechnology,IBMwasinmanywayspreparedforthesediscussionsthankstotheethicalinterestsofitsemployeesandtoitscorporateculture,whichencouragedthoseinterests.threevaluesstandontheirownbutarealsointrinsicallylinked;IBMvaluesitsclientsandwantsthemtosucceed.Withinthisrelationship,trustmakessuccesspossible–notonlytrustinpeople,butalsotrustinthetechnologythatpeoplehavebuilt.Workingwithbusinesses,suchasbanksandhospitals,aswellaswithgovernmentsinlong-termrelationships,meansthattrustisaparamountconcernforIBM.Businessrelationshipsarecommitmentstobeprotectedandfulfilled.Togetdifferentpartsofthecompanyworkingtogether,IBMembarkedonajourneyin2003toredefineitscompanyvalues.Athree-dayonlinediscussionwithemployeesledtothefollowingthreevalues:1)dedicationtoeveryclient’ssuccess;2)innovationthatmatters,forthecompanyandfortheworld;and3)trustandInadditiontoitsrelationshipswithclients.IBMrecognizesthatitexistsinasocialcontextalongwithgovernmentsandthepublic.Thus,itlookstomakeitselftrustworthytothesegroupsand,indeed,toallstakeholders.personalresponsibilityinallrelationships.The1Goingforward,wearegoingtocompeteontrust.Onvalues.Andonourresponsibilitytothewidercommunityofpeoplewhoseliveswetouch.ArvindKrishna,ChairmanandChiefExecutiveOfficer,IBM,USA2ResponsibleUseofTechnology:TheIBMCaseStudy5FIGURE1ResponsibleandethicaldevelopmentofAItechnologyatIBM,2015-20212015201720192021IBMhosts“WalkingtheTechTightrope:HowtoBalanceTrustwithinnovation”panelattheAnnualMeetinginDavosFrancescaRossinamedIBMAIEthicsGlobalLeaderIBMissuesprinciplesforthecognitiveeraanddataresponsibilitycenteredaroundtrustandtransparencyIBM’snewChiefPrivacyOfficer,IBMPolicyLabexplorestheChristinaMontgomery,isappointedasthebusinessleaderofthePrivacyandAIEthicsmissionopportunitiesandchallengesofAIregulation,andhowEuropecanbalancefosteringtrustinAI,withfosteringIBMpublishesthePrecisionRegulationPOVandunveilstheIBMPolicyLabIBMResearchpublishesoneofthefirstpapersondetectingandmitigatingAIbiasattheNeurIPSTheAIEthicsBoardisgivencorporategovernancemandateco-chairedbyChristinaMontgomeryandFrancescaRossiwithcrossbusinessunitrepresentationinnovationIBMResearchlaunchesAIFactSheets360TheWorldEconomicForumnewlycreatedGlobalAIActionAllianceisco-chairedbyIBMchairmanandCEOArvindKrishnaconferenceIBMissuesPrinciplesforTrustandIBMsignstheRomeCallforAIEthicsIBMlaunchestheMIT-IBMcollaborationonAdvancingSharedProsperitywithAITransparencyIBMdonatesopensourcetoolkittoLinuxFoundationIBMResearchreleasestheopen-sourcetoolkitAIExplainability360IBMResearchlaunchesUncertaintyQuantification360IBMResearchreleasestheopen-sourcetoolkitAIFairness360andAdversarialIBMandNotreDameco-foundtheNotreDame-IBMTechnologyEthicsLabRomeCalloneyearlaterJesusMantas,SeniorManagingPartneratIBM,joinsinauguralWorldEconomicForumCentrefortheFourthIndustrialRevolutionGlobalAICouncilIBMpublishesawhitepaperon“LearningtotrustAIsystems”Robustness360TheIBMflagshipconferenceTHINKfocusonTrustIBMResearchpublishesAIFactSheetsconceptinapaperAIEthicssite:principles,practicesandresourcesIBMbecomesafoundingmemberofthePartnershipofAIFormalIBMAIEthicsBoardisformedCOVID-19GuardrailsIBM’sInstituteforBusinessValue(IBV)publishes“AdvancingAIethicsbeyondcompliance”IBMResearchlaunchestheprogramScienceforSocialGoodIBMjoinstheEuropeanCommissionHighLevelExpertGrouponAI201620182020Source:ImageprovidedbyIBMSeveralkeymomentsinthepastyears(Figure1)havehelpedpropelIBMonitsjourneytowardsoperationalizingresponsibleandethicaldevelopmentofAItechnology.ongoingexplorationofresponsibledevelopmentofAIsystemsalignedwiththeorganization’svalues––Participationincross-industry,governmentandscientificinitiativesandeventsonAIandethicsFrancescaRossi,GlobalLeaderofAIEthicsatIBM,joinedthecompanyin2015withamandatetoexplorethetopicofAIethics.Sheconvenedagroupofabout40colleaguesatthecompanyRegular,ongoingIBM-hostedengagementwitharobustecosystemofacademics,researchers,policy-makers,non-governmentalorganizations(NGOs)andbusinessleadersontheethicalimplicationsofAIwhosoonpublishedaWhitePaperthatlistedfive3commitmentsIBMplannedtomaketoadvanceitsunderstandingandtoeffecttheethicaldevelopmentofAI.Theyare:ThispaperpresentshowIBMisfollowingthroughonthesecommitments,fromprinciplestoimplementation,andfromgovernancetotechnologicalproducts.–TheestablishmentofaninternalIBMAIEthicsBoardtodiscuss,adviseandguide(eventuallygovern)theethicaldevelopmentanddeploymentofAIsystems(byIBManditsclients)Companiesdevelopingnewtechnologiesalwaysencounterchallengesalongtheway.Forinstance,the2018GenderShadesstudyfoundthatIBM’sgenderclassificationinfacialrecognitionsoftware,alongwiththoseofseveralotherorganizations,hadadisproportionatelyhigherrorratewhenlookingat––Acompany-wideeducationalcurriculumontheethicaldevelopmentofAIThecreationoftheIBMArtificialIntelligence,EthicsandSocietyprogramme,amultidisciplinaryresearchprogrammeforthedarker-skinnedfemales.itsclassificationmodel.4Inresponse,IBMupgradedIBMWatsonHealthalso5ResponsibleUseofTechnology:TheIBMCaseStudy6receivednegativepressin2018aboutthetrainingperformanceofitsdiagnosisproduct.ThemediacoverageraisedquestionsabouttheexpectationsofWatsonHealthforoncology.Thesestumblesareagoodreminderthatethicsisanongoingprocessrequiringcontinualefforts,andthatremaininghumbleisitselfimportantforethicalprogress.IBM’shistoryrevealsanorganizationalculturethatmakesanefforttoreflectandlearnfromexperiencesandtoencourageinterconnectednessbetweenpeople.Itpractisesorganizationalintrospectionbyreviewingitshistory,assessingitspresentpositionandacknowledginguncertainty.WhileIBMdoes7notclaimtohavealltheanswers,ithopesthoseithasfound,andthelessonsithaslearned,mightbeusefultootherswhoseektounderstandmoreaboutoperationalizingethicalthinkingintechcompaniesandtheirownorganizations.The2018GenderShadesstudyisanexampleofthekindofopportunitylabelleda“turningpoint”,asittypicallyisinresponsetoanexternaleventorcrisis.IBM’schoicetorespondtothisstudyreflectsitssenseofresponsibilitytosociety,afundamentalculturalelementandoneofthekeyconditionsincompaniesthatuseethicsregularlyandeasily.6ResponsibleUseofTechnology:TheIBMCaseStudy7Governance22.1AIEthicsBoardAtthecentreofIBM’strustworthyAIeffortsistheinternalAIEthicsBoard(Figure2).TheconceptofthisBoardbegantakingshapein2016whenaworkinggroupofIBMemployeescommittedtoformingacentralbodytodiscuss,adviseonandguidetheethicaldevelopmentanddeploymentofAIatthecompany.ThisgroupledtothefirstformalversionoftheBoardin2018,whichguidedthecreationofIBM’sPrinciplesforTrustandTransparencyandthePillarsofTrust.ThevaluesoutlinedinthePrinciplesandPillarssetthefoundationforIBM’sAIethicseffortsinthefuture.unitsandcorporatefunctions(e.g.research,professionalservices,humanresources,diversityandinclusion,legal,governmentandregulatoryaffairs,procurement,communications).Withthisreorganization,theBoardnowhastheauthoritytoimplement,enableandenforceitsdecisions.TheBoardreceivesitsoversightfromthePrivacyAdvisoryCommittee,whichincludesprivacyandAIEthics.TheBoardandthededicatedProjectOfficeoverseesthemanagementoftechnologyethicsinitiativesandteamsacrossIBM’sbusinessunits.Forexample,theBoardguidedandsupportedIBM’sdecisiontostopoffering,researchingordevelopinggeneralpurposeAstheAIEthicsBoardbegantoconsiderthefacialrecognitionoranalysissoftware.8futureofthecompany’stechnologyethics,aswellasconcreteactionstoachievethem,theneedformoredecision-makingpowerandreachacrossthecompanybecameapparent.Withthisinmind,IBMreorganizedtheBoardin2019tobeco-chairedbyChristinaMontgomery,IBMChiefPrivacyOfficer,andFrancescaRossi,GlobalLeader,AIEthics,withrepresentationfromseniorleadersfromitsbusinessMorerecently,theBoardhasbeenworkingonemployeeeducationonAIethics.Importantly,theBoardisnotjustfocusedonAI;itisresponsibleforprovidinggovernancefortheethicalissuespertainingtotechnologyoverallatthecompany,suchassupportingIBM’sresponsetotheCOVID-19pandemic.2.2LocalfocalpointsandAdvocacyNetworkInadditiontothediverserepresentationoftotherestofIBMthatwascreatedforaclient.departmentsontheAIEthicsBoard,eachIBMbusinessunithas“focalpoints”,orindividualswhoseroleistosupporttheBoard’sworkbyengagingdirectlywiththeirbusinessunitstoaddressquestions,provideinsightsaswellasgatherfeedbacksothattheBoard’sprogrammescancontinuouslyimprove.Thefocalpointsalsoworkwiththeirbusinessunitstoassesswhethertheirproductsandservicesadheretothecompany’sPrinciplesforTrustandTransparency,describedbelow.Whenthelocalbusinessunitsandthefocalpointshavequestionsorconcernsduringtheirethicalassessments,theBoardoffersadviceordeterminestheappropriatecourseofaction.Thebusinessunit,thevolunteerandtheProjectOfficepartneredtoadaptthechatbot(nowcalled“Trustbot”)forinternaluse.GovernancestructureforIBM’sAIeffortsFIGURE2PrivacyAdvisoryCommitteePRIVACYANDAIETHICSOVERSIGHTBODYCENTRALIZEDGOVERNANCEBODYAIEthicsBoardIBMalsohasanAdvocacyNetworkofethicaltechnologychampionsthroughoutthecompany.Thisnetworkofvolunteershelpstopromoteacultureofethical,responsibleandtrustworthytechnology.Occasionally,thesevolunteerscontacttheAIEthicsBoardtoshowcasethegrassrootsethicsinitiativesofthebusinessunits.Forexample,avolunteerfromthenetworkreachedouttotheProjectOfficetopresentanAIEthicschatbotBUSINESSUNITREPRESENTATIVEFocalpointsG

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EAdvocacynetworkSource:GraphicprovidedbyIBMResponsibleUseofTechnology:TheIBMCaseStudy8IBM’sPrinciplesforTrustandTransparency3TheabovegovernanceeffortsinvolveproceduralandstructuralchangesatIBMbasedonitscompanyvalues.Asafurtherexpressionofthesevalues,IBM’sprinciples,pillarsandtoolkitsworktorealizethosevaluesinameasurable,replicablewayinaproductsetting.2018.Withthem,IBMseekstoearnthetrustofits9clientsandsocietybybeingtrustworthy,notonlythroughcreatingproductsthatcanbeunderstood,butalsobymaintainingappropriaterelationshipswithdataownersandthosesubjecttoAI,suchasworkers.Importantly,IBMisnotjustseekingtogetpeopleto“trustus”,butisalsolookingtodemonstratewhyitisworthyoftrust,acrucialdifferencesometimesoverlookedindiscussionsoftrustandAIsystems.Tobeginthisactualization,IBMfirstchosethreePrinciplesforTrustandTransparency,publishedin3.1ThepurposeofAIistoaugmenthumanintelligenceAIissometimesperceivedasanadversaryofhumanlabour,automatingtasksthataretakenawayfrompeople.ByinsteadconsideringAIasatooltohelppeoplefulfiltheirtasks,amoreharmoniousrelationshipwithAIispossible.Obviously,thisiseasiersaidthandone,sofurtherprocessesandtoolshavebeen,arebeingandwillneedtobedevelopedtohelpfulfilthisprinciple.Manyofthesetoolsfocusoneducationandtraining.3.2DataandinsightsbelongtotheircreatorWiththisprinciple,IBMkeepsdataownershipwhereitbelongs–withthepeopleandorganizationsfromwhomthedataoriginated.ClientsownthedataevenwhenitisonIBM’sserversorhasbeenprocessedthroughIBMAI.Thisdataownershipprinciplehasimportantramificationsforprivacy,security,governmentaccessandcross-borderdataflow.3.3Newtechnology,includingAIsystems,mustbetransparentandexplainableWiththisprinciple,IBMseekstomaintainassurancethatAIsystemsareworkinginwaysthatmakesensetothepeopleusingthem.ThecompanyshouldbeclearaboutwhenAIisbeingusedandwhatdataisinvolvedinthatAI(whilemaintainingclientdataownershipsandallthattheyentail).Itshouldaddressbiasproactively,andgenerallyseektomakeAIunderstandable.ResponsibleUseofTechnology:TheIBMCaseStudy9Thepillarsoftrust4IBM’spillarsoftrusthelptoimplementthepractitionerstoenablethemtobuildtrustworthyPrinciplesofTrustandTransparency.10Eachpillarisawell-establishedresearchsubfieldwithdedicatedcommunities.IBMResearchhaspublisheddozensofpapersinthesefieldsandcreatedopen-sourcetoolkitstobridgethegapbetweenscientistsandAImodels.Thepillarsactasmid-levelprinciplesthatfocusthelargerpictureofbuildingAItrustworthinessintomorepreciseapplicationsandensureoperationalizationisthoroughandcomplete,allthewaytothelevelofcode.4.1ExplainabilityThispillarfocusesonthequestionofwhyanAIunderstandableeventoanexpert,thistaskischallenging.SeveralapproachestothisproblemhavebeenproposedandmadeavailablethroughtheIBMAIExplainability360toolkit(seebelow).modelmadeaparticulardecision,suchasdenyingaloanapplication.AI-powereddecisionsshouldbeaccompaniedbythereasonsandexplanationsforthedecisions.SincesomeAIsystemsarenot4.2FairnessFairnesslooksattheissueoftreatingdifferentgroupsequally,suchasdifferentgendershavingsimilarloanapprovalratesinatrainingdatasetorintherecommendationsofanAImodel.ThispillardirectlyconnectstotheIBMAIFairness360toolkitfordetectingbiasesinAI(seebelow).Robustness4.3AIsystemsmustberesistanttoattacks.Robustsystemscancopewithattackswithoutcausingseriousharm;particularlywithAI,thesesystemscancopewithadversarialattacksdirectedinwaysthattargettheweaknessspecifictoAIsystems.TheIBMAdversarialRobustness360toolboxcontainsdefencesagainstsuchattacks(seebelow).4.4TransparencyAIsystemsmustbetransparenttocreatetrustworthyAI:peopleneedtobeabletounderstandandevaluatehowthesystemsworkandknowtheirstrengthsandweaknesses.Thisrequiresdisclosureofrelevantaspectsofthosesystems.TheIBMAIFactSheets360toolallowsAIdeveloperstocollectanddocumentfactsabouttheirmodelstobefullytransparent(seebelow).4.5PrivacyPeopledeservetohavetheirsensitivedataprotected.Thisincludesnotifyingpeoplehowandwhentheirdataisbeingused,andwhatitisbeingusedforandbywhom.Onlynecessarydatashouldbecollected,andconsumersshouldhaveclearaccesstocontrolsoverhowtheirdataisbeingused.IBMhasasetofprivacyresourcestosupportthispillar.11TrustworthyAIresearchandtoolkits5IBMResearchLabshavehelpedtocreatehasanextensivewebsitedescribingitscontentanduses,andtheopen-sourcealgorithmsareavailableonthedevelopmentplatformGitHub.Thedevelopmentofopen-sourcecodealsodemonstratesIBM’scommitmenttonotonlydeveloptoolsforitself,butalsotohelptheentireindustrymovetowardsandadoptresponsibleandtrustworthyAI.GitHubengagementstatisticsindicatethatanactivecommunityfollowsandcontributestotheopen-sourcetools.Over1,300peoplehavecopiedthecodetoworkwithit,“forking”thetoolstoworkonthem,andthousandsmorehavenotedthempositively.innovationsthatareinjectedintoproducts,servicesandtoolkitsforbothinternalandclient-facingsolutions.Forseveralyears,AIResearchatIBMhasincludedalargedivisionofresearchersfocusedontrustworthyAIinareassuchasAIfairnessandexplainability,producingover200publications.12ThisIBMResearchdivisionsupportedthedefinitionofthepillarsoftrustworthyAIandcreatedtheopen-sourcetoolkitssupportingthepillars.TrustworthyAItoolkitsincludebothopen-sourceandproprietarysolutions.Everytoolkit5.1OpensourceIn2020,IBMdonatedasetofAItoolkitstothetrust.Thistoolkithaseightalgorithmsformakingmachine-learning(ML)modelsmoretransparentandcomprehensible,includingademotohelpunderstandhowvarioususersrequiredifferentexplanations(Figure3).Makingsuchmodelscomprehensibleisvitaltoalsomakingthemtrustworthy.Afterall,ifmodelsworkmostofthetime,butoccasionallyfailinexplicably,peopleareunlikelytoplacetheirtrustinthemodel,especiallyifthosefailurescreateariskofharm.13LinuxFoundation,includingAIExplainability360andAIFairness360,aswellastheAdversarialRobustness360toolbox.IBMhasalsoopen-sourcedAIFactSheets360andUncertaintyQuantification360toolkits.Thesetoolkits,describedbelow,facilitatecollaborationamongresearchers,practitionersandthemultidisciplinetrustworthyAIcommunity.TheAIExplainability360toolkit

supportsIBM’scommitmenttoexplainability,itsfirstpillarofFIGURE3AIExplainability360demoSource:IBM,“AIExplainability360–Demo”,/consumernet/consumer(accessed16August2021)ResponsibleUseofTechnology:TheIBMCaseStudy11IBMsupportsitscommitmenttofairness,thesecondpillar,throughth