Circular Economy as a Holistic Strategy

Digital twins are frequently referred to as a promising approach for reducing greenhouse gas (GHG) emissions in industrial production; however, robust empirical evidence of their benefits under real-world conditions is largely lacking. In this case study, the emission reduction potential of a digital twin—as a conceptually described target system—is quantified ex-ante via the example of a test bench for hydraulic pumps. To this end, the GHG emissions of the original test plan for the year 2025 are determined based on actual measured energy consumption of the tested pumps and time-resolved grid electricity emission intensities. This is followed by a rule-based rescheduling, in which energy-intensive test processes are shifted to time intervals with lower emissions. The rescheduling takes operational constraints into account so that processes and equipment remain unchanged. The savings potential is determined by comparing the GHG emissions of the reference and the optimized case.

As Industry 4.0 and artificial intelligence reshape organizational capabilities, traditional training systems struggle to keep pace with evolving skill requirements. This paper introduces Trendiation—a structured methodology for translating emerging trends into actionable strategies—as a systematic approach to this challenge. Through a workshop-based application examining Edutainment, Human-Centered Design, and Workforce Transformation, we demonstrate how organizations can move from abstract trend identification to concrete qualification requirements and prioritized training initiatives. The method produces a traceable artifact chain spanning trend framing, capability-gap assessment, and implementation roadmaps. Participant evaluations indicate high perceived clarity and practical utility. By bridging foresight analysis with participatory design, Trendiation enables organizations to proactively cultivate adaptive capabilities and build learning cultures aligned with future work ...

Integrating artificial intelligence (AI) into workplace processes promises significant efficiency gains, yet organizations face numerous ethical challenges that stakeholders are often initially unaware of—from opacity in decision-making to algorithmic bias and premature automation risks. This paper presents the design and validation of tachAId, an interactive advisory tool aimed at embedding human-centered ethical considerations into the development of AI solutions. It reports on a validation study conducted across two distinct industrial AI applications with varying AI maturity. tachAId successfully directs attention to critical ethical considerations across the AI solution lifecycle that might be overlooked in technically-focused development. However, the findings also reveal a central tension: while effective in raising awareness, the tool’s non-linear design creates significant usability challenges, indicating a user preference for more structured, linear guidance, especially ...

AI systems challenge conventional change management due to their dynamic, opaque, and ethically sensitive nature. This article applies insights from established change models to AI-specific challenges, illustrated by a real-world use case. The resulting propositions are substantiated by six expert interviews, which integrate practical perspectives. Together, they inform the development of the Job Change Acceptance Toolbox (JOCAT), a modular, practice-oriented resource designed to support the implementation of human-centered, ethical, and sustainable AI-related change processes.

As part of the regional competence center humAIne, funded by the Federal Ministry of Research, Technology, and Space (BMFTR), a process was developed using co-determination dialogues to establish a common understanding of the challenges involved in the introduction of artificial intelligence (AI) between management, employees, and interest groups. Experiences from project partner companies such as Doncasters Precision Castings in Bochum GmbH (DPC) exemplify how co-determination dialogues not only help to develop legally binding regulations for manageable, operationally anchored, sustainable AI use but also initiate continuous qualification processes for all stakeholder groups in accordance with Articles 4 and 5 of the EU AI Act.

The introduction of artificial intelligence (AI) in companies poses new challenges for regulation and co-determination. Binding requirements have been in force since the 2025 EU AI Act, which must be linked nationally with the Works Constitution Act (BetrVG). The regional competence center humAine has developed a model works agreement on AI (MBV KI) in accordance with Section 77 BetrVG, which strengthens co-determination rights in companies and implements European regulations in a practical way. Flanked by co-determination dialogues, the MBV KI enables company-specific adaptation for responsible and human-centered AI use. Using selected parts of the MBV KI as examples, this article shows how a framework works agreement on AI can be designed and discusses its transferability to companies without a works council. The MBV KI presented here contributes to the sustainable, socially secure design of the digital transformation.