This open access book addresses the future of work and industry by 2040—a core interest for many disciplines inspiring a strong momentum for employment and training within the industrial world. The future of industrial safety in terms of technological risk-management, although of obvious concern to international actors in various industries, has been quite sparsely addressed. This brief reflects the viewpoints of experts who come from different academic disciplines and various sectors such as oil and gas, energy, transportation, and the digital and even the military worlds, as expressed in debates and discussions during a two-day international seminar. The contributors address such questions as:
What influence will ageing and lack of digital skills in the workforce of the occidental world have on safety culture? What are the likely impacts of big data, artificial intelligence and autonomous technologies on decision-making, and on the roles and responsibilities of individual actors and whole organizations? What role have human beings in a world of accelerating changes? What effects will societal concerns and the entrance of new players have on technological risk management and governance?
Managing Future Challenges for Safety will interest and influence researchers considering the future effects of a number of currently developing technologies and their practitioner counterparts working in industry and regulation.

lgli/492.pdf

lgrsnf/492.pdf

Managing Future Challenges for Safety: Demographic Change, Digitization and Complexity in The 2030s

Laroche, Hervé; Bieder, Corinne; Villena-López, Jesús

Springer International Publishing AG

Springer Nature Switzerland AG

SpringerBriefs in applied sciences and technology, Cham, Switzerland, 2022

SpringerBriefs in Safety Management, 1st ed. 2022, Cham, 2022

SpringerBriefs in Safety Management, Cham, Cham, 2022

Switzerland, Switzerland

producers:
Adobe Acrobat Pro DC (32-bit) 22.1.20117

Series Editor’s Foreword 6
Contents 7
1 Times Are Changing and so Is Safety 12
1.1 Safety Today: A Dominant Model 12
1.1.1 Main Characteristics of the Dominant Safety Model in High-Risk Industries Seen from a Distance: Formal Similarities 13
1.1.2 A Closer Look at the Dominant Safety Model in High-Risk Industries: Some Nuances 14
1.1.3 From a Demo Version Based on Risk Control to Real Versions also Calling on Adaptation 15
1.2 Why Should We Think About Safety Differently in the Future? 15
1.2.1 Technological Evolution, Especially Massive Digitalisation in Many Areas 16
1.2.2 Socioeconomic and Industrial Evolution 18
1.2.3 Societal and Sociopolitical Evolution 20
1.3 Could the Models of Safety as Demonstrated and as Practised Converge? 21
1.4 Book Outline 21
References 23
2 Evolution in the Way of Waging War for Combatants and Military Leaders 24
2.1 Introduction 24
2.2 Foreseen Changes in the Way of Conducting War 25
2.2.1 Displacement of the Combatant’s Action 25
2.2.2 A New Threat: Access to Innovation by Enemies 26
2.2.3 How to Avoid Dissemination? 26
2.3 Impact on Responsibilities 26
2.3.1 Changes at the Organisational Level 26
2.3.2 Still the Need for Human Responsibility When Using the Machine 27
2.3.3 Responsibility is also Common to All Stakeholders 27
2.4 The Place of Leaders in Complex Systems 28
2.4.1 Leaders Must Always Control the Use of an Autonomous System 28
2.4.2 Operators Must Have Confidence When Delegating Tasks to an Autonomous System 29
2.4.3 Cognitive Overload: The Need for a Digital Assistant 29
2.4.4 AI Will Influence the Decisions Made by the Leader 30
2.5 New Rules for Autonomous Systems 30
2.5.1 Machines Have to Respect Law Rules 30
2.5.2 Hardware and Components Should Be Protected by Design 31
2.6 Towards an International Standardisation 32
2.6.1 Civilian Level 33
2.6.2 Military Level 33
2.6.3 Lethal Autonomous Weapon Systems 33
2.7 Conclusion 34
References 34
3 Learning from the Military 36
3.1 Introduction 36
3.2 Six Key Points 37
3.2.1 Inevitability 37
3.2.2 Responsibility and Control 37
3.2.3 Trustability 38
3.2.4 Self-Learning Machines and Human Training 39
3.2.5 Cognitive Overload 39
3.2.6 Empowerment Paradox 40
3.3 Final Comments 41
References 42
4 Critical Digital Services 43
4.1 Introduction 43
4.2 Growing Criticality 44
4.3 Growing Consequences 45
4.4 The Landscape of Roles and Skills 45
4.5 What Does the Future of Work in CDS Look Like? 46
4.6 What Can Industry Adaptation to COVID-19 Tell Us? 47
4.7 A Critical yet Nascent Domain 48
4.7.1 Challenges 48
4.7.2 Opportunities and Advantages for Researchers 48
References 49
5 Between Natural and Artificial Intelligence 51
5.1 Introduction 51
5.2 The Changing Nature of Work 52
5.3 Uncertainty and Epistemic Accidents 53
5.4 Assumptions and Uncertainty in Artificial Intelligence 54
5.5 The Human Contribution to Safety in Future 56
5.6 Implications—The Future of Risk 58
References 59
6 Careers Surpassing a Half-Century: A Look at Japan and France 61
6.1 The Situation in Japan: A Possible Projection of What the Future Situation Will Be in Europe and France 61
6.2 Careers Surpassing a Half-Century: The Main Challenges 62
6.3 What Strategies Can Be Used to Manage This Situation? A Few Examples Being Tested in Japan 63
6.3.1 Giving Employees the Possibility of Updating Their Skills and Knowledge Throughout Their Career 63
6.3.2 Managing the Mix of Generations 64
6.3.3 Offering Rewarding Positions to the Most Experienced 64
6.3.4 Ergonomics and Consideration of Human and Organisational Factors 65
6.4 Discussion 65
6.4.1 Age Limit and Safety 66
6.4.2 Generational Mix and Safety 66
References 67
7 Senior Mentoring, Skills Transfer Subject to Conditions 68
7.1 Introduction 68
7.2 Mentoring, Numerous Forms and Varied Contexts 69
7.3 Seniors, All Mentors 70
References 71
8 Airbus Global Workforce Forecast (GWF) 72
8.1 Introduction 72
8.2 Involve Everyone in the Transformation of the Company 73
8.3 Deep and Fast Transformation: A Shared Concern 73
8.4 The Airbus Competence Strategy: A Full Engagement with International Organisations 74
8.5 Conclusion 75
9 Rethinking Competencies in Hazardous Industries 76
9.1 Introduction: Why Study Competencies in the Nuclear Industry? 76
9.2 Limitations of Managerial Approach to Competencies 77
9.3 Rethinking Competencies in Work Activities 79
9.3.1 Analysing the Situational Implementation of Competencies 79
9.3.2 Importance of Organisational Dimensions in the Implementation of Competencies 80
9.4 Conclusion 81
References 82
10 The Design of “Future Work” in Industrial Contexts 84
10.1 Introduction 84
10.2 Lessons Learned for Worker–Technology Cooperation Research and Project Design Management 85
10.2.1 Is Worker–Technology Cooperation a Myth or a Possible Reality? 85
10.2.2 A Lack of a Participative and Work-Centred Project Management Approach in Introducing Cooperative Technology at Work 86
10.3 So, Are Ongoing Transformations of Work in Relation to Technology Neglecting Lessons Learned from the Past? 87
10.3.1 A Strong Techno-Determinism, a Lack of Explainability and an Under-Estimation of the Socio-organisational Impacts of Technologies 87
10.3.2 A Claim for More Participative and Collaborative Project Management with a Lack of Operational Proposals 89
10.4 What Recommendations to Foster the Success of Projects in Terms of Health, Safety and Performance? 89
References 90
11 Standardization and Risk Regulation for High-Hazard Industries 93
11.1 Introduction 93
11.2 Interplay Between Standards and Risk Regulation 94
11.3 Toward a Better Understanding of Standardization 96
11.4 Standardization and AI 98
11.5 A Concerning Trend in Progress 99
References 100
12 Adaptive Imagination at Work in Health Care 102
12.1 Introduction 102
12.2 Responding to a Rapidly Changing World 103
12.3 Work-as-Imagined and Work-as-Done 105
12.4 Human-Centred Design and Systems Thinking and Practice 108
12.5 Leadership and Social Capital 109
12.6 Lessons for Future Work 110
References 110
13 Conjectures and Challenges of Safety Management 112
13.1 Changes in the World and Changes in the Minds 112
13.2 The Future of the ‘Compliant yet Intelligent Operator’ Injunction 114
13.3 Rise and Fall of a Paradigm Shift 115
13.4 The Risk of a Late and Stale Evolution of Safety Management 117

This open access book addresses the future of work and industry by 2040 -- a core interest for many disciplines inspiring a strong momentum for employment and training within the industrial world. The future of industrial safety in terms of technological risk-management, although of obvious concern to international actors in various industries, has been quite sparsely addressed. This brief reflects the viewpoints of experts who come from different academic disciplines and various sectors such as oil and gas, energy, transportation, and the digital and even the military worlds, as expressed in debates and discussions during a two-day international seminar. The contributors address such questions as: What influence will ageing and lack of digital skills in the workforce of the occidental world have on safety culture? What are the likely impacts of big data, artificial intelligence and autonomous technologies on decision-making, and on the roles and responsibilities of individual actors and whole organizations? What role have human beings in a world of accelerating changes? What effects will societal concerns and the entrance of new players have on technological risk management and governance? Managing Future Challenges for Safety will interest and influence researchers considering the future effects of a number of currently developing technologies and their practitioner counterparts working in industry and regulation

1. Times are Changing and So Is Safety -- 2. 50+-Year Career in Company: How to Tackle Issues in Prolonged Worker Careers -- 3. Senior Mentoring: Skill Transfer Subject to Conditions -- 4. Rethinking Competencies on Hazardous Industries: Case Study of the Nuclear Sector in France -- 5. Airbus Global Work Forecast (GWF): Meeting the Future Competence Challenge -- 6. Evolution in the Way of Waging War for Combatants and the Military Leader -- 7. Learning from the Military: Autonomous Systems and Safety in Work and Organizations -- 8. Critical Digital Services : An Under-Studied Safety-Critical Domain -- 9. Between Natural and Artificial Intelligence: Digital Sustainability in High-Risk Industries -- 10. Industry of the Future and Future of Work: Lessons Learned from Worker-Technology Cooperation and Work-Transformation Management -- 11. Towards Subordination of Regulation? Perspectives on Standardization and Safety Management in High-Hazard Industries in the Future -- 12. Conclusion

2024-03-26