Digital technologies for worker management: implications for safety and health. A comparative study of two automotive companies in Belgium and Italy

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This study investigates the implications of digital technologies and artificial intelligence-based worker management (AIWM) systems for occupational safety and health (OSH) through a comparative analysis of two automotive companies in Belgium and Italy. The research aims to explore how these technologies influence work organization and workers’ wellbeing in different organisational settings. By examining the contrasting experiences of a large original equipment manufacturer in Belgium and a smaller Tier 1 supplier in Italy, the study provides insights into how managerial approaches shape the impact of AIWM on working conditions and OSH.
The integration of AIWM systems, which include algorithmic technologies for task allocation, performance monitoring and real-time decision support, has become increasingly prevalent in industrial sectors characterised by complex production processes. While these systems are often adopted to enhance productivity and streamline operations, they also introduce significant challenges regarding worker autonomy, job quality, OSH and psychosocial risks. The findings of the study highlight that the implications of AIWM adoption are highly dependent on the level of worker involvement and the managerial strategies employed. The Italian firm adopts a participatory approach by involving employees in decision-making processes and reports superior OSH outcomes and overall wellbeing compared to the Belgian firm, which follows a hierarchical, top-down management model. However, it is important to notice that the differences in the size of the companies and their positions in the global value chain may significantly influence the choice of management model adopted.
In the Italian case, the active engagement of workers in technology adoption and development has resulted in a collaborative environment that supports transparency and shared responsibility. This inclusive approach mitigates potential negative consequences associated with AIWM, such as increased surveillance and diminished autonomy, and helps in generating a sense of trust and empowerment among employees. Consequently, workers in the Italian firm experience lower levels of stress, higher job satisfaction and reduced exposure to OSH risks, also in the face of increased work intensification. In contrast, the Belgian company’s reliance on a rigid, hierarchical approach has led to heightened work intensification, increased psychosocial stress and reduced autonomy. The absence of worker participation in the technology implementation process exacerbated these risks, contributing to a higher likelihood of adverse health and wellbeing effects, including burnout and anxiety.
It is also important to note that the Italian case reports almost zero turnover and has a stable workforce, while the Belgian case exhibits a significantly high level of turnover, with a large proportion of workers employed under temporary contracts. The stability in the Italian case favours better knowledge retention, which benefits productivity and operational efficiency, and improves job satisfaction and strengthens the company culture and workers’ commitment. Conversely, the high turnover in the Belgian case and the large proportion of temporary contracts likely lead to greater instability and lower organisational loyalty. This could result in higher recruitment and training expenses, decreased knowledge retention and challenges in maintaining a consistent organisational culture, potentially hindering long-term development and performance as well as the preservation of a healthy workplace.
The study also takes into account the dual role that AIWM systems may play in OSH management. On one hand, these technologies can enhance safety by enabling real-time hazard monitoring, providing ergonomic support and facilitating the delivery of safety training programmes. On the other hand, the use of AIWM systems without adequate human oversight can lead to adverse outcomes, such as the dehumanisation of workers, the erosion of managerial support and the intensification of work rhythms. The Belgian firm’s experience illustrates how excessive reliance on automated systems for task coordination and monitoring can undermine worker autonomy and exacerbate the risk of physical and mental strain. In contrast, the Italian company’s approach, which integrates AIWM with strong worker participation and support mechanisms, demonstrates how these systems can be deployed to promote a healthier and safer work environment.
The study’s findings suggest that the successful integration of AIWM systems requires a balanced approach that prioritises worker involvement and transparency. In order to guarantee a sustainable use of new technologies and safeguard workers’ OSH and wellbeing, companies should develop participatory frameworks that actively engage workers in the adoption, development and implementation of digital tools, ensuring that technological advancements are aligned with the practical needs and insights of the workforce. Indeed, a participatory culture not only fosters job satisfaction and autonomy but also mitigates the risks of work intensification and stress associated with AIWM. Furthermore, structured training programmes, job role rotations, and proactive health and safety measures are essential components of a comprehensive strategy to safeguard worker wellbeing while optimising production processes. Effective data governance is also critical, as it helps maintain trust and ensures a fair and democratic use of digital technologies. Establishing robust data management frameworks that protect workers’ privacy and involve workers and their representatives in decision-making processes is crucial for preventing potential misuse and improving worker acceptance and use of AIWM systems. Indeed, transparency in the use and development of data and technologies is fundamental to provide workers with greater agency over the work process and empowering them to exercise control, make decisions and take ownership of their tasks.
Contrasting the findings from the two case studies, the importance of adopting a human-centred approach to digital transformation emerges. While digital tools and AIWM systems can significantly enhance productivity and safety, their success depends on the organisational context and the extent to which workers are included in the process. This study contributes to the debate on the impact of digitalisation in traditional manufacturing settings, emphasising the need for strategies that balance efficiency with worker health and safety to create sustainable workplaces and enhance democratic participation of workers and their representatives in the digital revolution.