Sustainable work in transition. Policy background, concepts and research arenas

Future of work is today discussed at global level in Agenda 2030 and SDG 8, by ILO and in the Global Deal which is a multi-stakeholder initiative for social dialogue and inclusive growth. Future of work, social innovations and inclusive growth are also central policy missions for the OECD, the European Commission, and its agencies Cedefop, EU-OSHA and Eurofound. The European Pillar of Social Rights highlights the need for a European social model promoting a progressive interplay between economic development, god working conditions and social protection. This article analyses concepts of quality of work, decent work, and sustainable work. Its title comprises different connotation of sustainable work in transition. Firstly, sustainable work has not got significant attention in the policy agenda on sustainable development. Secondly, new forms of work and the dissolution of the traditional workplace and standard employment relations call for a widened use of the content of sustainable work. Thirdly, the Green Deal, low carbon omissions and new energy systems will have substantial impact on work organisation and production systems. Finally, digitalization, labour market transformations and increasing job longevity make job shifts and skills upgrading more common and sustainable work must be seen in a life-course and lifelong perspective.

How can Europe tackle the three employment challenges: the digital, the climate and the pandemic transition?

Never before in modern times has Working Europe been faced with such a fundamental and far-reaching transition pressure. We are in the beginning of two powerful transition processes, the innovation-driven digital transformation, and the policy-driven climate transition. On the top of these processes we are now facing a pandemic-driven restructuring of important sectors of our economies. Are our labour market regimes and policies fit for these challenges? Are we finally witnessing “the end of work” and an extended period of being Left Behind? Or can we build up capacities to deal with these three fundamental challenges? In this paper the authors discuss these issues based on the most recent labour market research and statistics and present some preliminary conclusions on the new forms of transition mechanism, and the scaling-up of European and national labour market transition policies as part of the Next Europe recovery strategy. It is not easy to predict the content, quality and volume of a skill development needs caused by the triple challenge of climate change, digitalisation, and Covid-19. We suggest, however, that the EU Commission should develop a transition capacity indicator corresponding to at least one fifth of the labour force and to recommend new springboards and bridges to work for the next years to come. We are convinced that this is the most productive and profitable investment Europe can do. Keywords: Digitalisation, climate change, green deal, Covid-19, just transition, skill gap

The generative relationship between job quality, innovation, and employment

Recent qualitative and quantitative research on the interrelationships between innovation, job quality and employment shows a strong association between job quality and product, process, and to a lesser extent organizational innovation. This is theorized as the interaction of two systems – job quality and innovation systems. Increased employment and improved job quality are found to result from innovation, while specific employment dimensions are found to impact innovation and job quality. Much of the evidence for this recursive interaction between innovation, job quality and employment derives from qualitative and quantitative studies carried out under the Horizon 2020 project QuInnE that specifically targeted these interrelations for analysis. Findings largely support the skill-biased technical change thesis, leading to the conclusion that while innovation tends to improve job quality, it will exacerbate societal inequalities. Strong evidence is also presented from several studies that higher innovation results from higher job quality, in line with previous research. None of these relationships are found to operate in a deterministic manner, and the actions of management, workers and the social partners play important mediating roles.

Eurofound’s Reference Framework: Sustainable work over the life course in the EU

Demographic change has triggered policy debates and responses across Europe. The need of keeping workers in employment longer is a consequence that requires rethinking new solutions for working conditions and career paths helping workers to retain their physical and mental health – as well as motivation and productivity – throughout an extended working life. Eurofound has titled the broad goal set out by this statement as ‘making work sustainable over the life course’. Identifying and analysing the factors and actions underpinning sustainable work throughout working life has been a research priority for Eurofound since 2013. In this article, the Eurofound reference framework of sustainable work is introduced and its components are discussed. In a first step, the rather expansive concept of sustainable work was illuminated by a framework that explains our approach and that has been used as reference point for a range of Eurofound research projects examining different aspects of sustainable work. Section 2 presents sustainable work outcome indicators on the societal and the individual level and provides some reflections of how those can be used jointly to map overall beneficial work environments for sustainable work. Section 3 investigates contextual factors such as infrastructures, workplace practices and job quality. The specific role of motivation is highlighted in section 4 based on empirical analysis. The paper closes with some conclusions and a policy outlook.

Digitalisation and Sustainable Work: obstacles and pathways

Work is a central part of our lives in many aspects. Half of our awake time is for most of us performed as paid work. At work, we create the values we need to live the life we desire. At work, we are socialized and shaped into the human beings we are. We are all concerned about how our work will be in the future; will we be able to handle the new technology or will we be replaced by a robot? Do we see the new technology as The wolf is coming or God's gift to mankind? This is an existential question and the future work is shaped here and now. This means that we need to get a picture of what is happening so we can act, but we also need a vision of where we want to go. Our mission as a researcher is to find the pathways to the Sustainable work, but in order to to find the way, we sometimes have to take on the role of the wolf and ask the uncomfortable questions.

Stressors at work and elsewhere: a global survival approach

The United Nations´ “Agenda 2030” aims, in an integrated manner, to address the entire multitude of major global risks – e.g., to end poverty and hunger, realize the human rights of all, and ensure the lasting protection of the planet and its natural resources. However, recent political changes put this bold initiative at risk. To increase the likelihood of success, higher education institutions worldwide should teach and train today´s students – tomorrow´s decision makers – to think both critically and ethically, to learn to cope with ethical dilemmas, and to apply systems-thinking approaches to serious and complex societal problems. The Covid-19 pandemic provides just one example of a complex and serious challenge necessitating such approaches. Promoting decent work, full employment and economic growth is one of the other major challenges. And neither of them can be successfully dealt with in a piecemeal manner

Sustainable work for health and job longevity

While improved public health in groups with high or middle socioeconomic status (e.g. educational level) permits many to work for more years, the gap is widening for less advantaged groups, such as those with only compulsory level education. Within manual jobs, individual health status and the challenges of physical demands exceed the physical capacity of many middle-aged, and with a low bargaining power, constitute major threats to job longevity. Artificial intelligence and digitization are also rapidly transforming the labour market, especially for low-mid grade (level) white-collar workers. Young workers often have insecure job contracts, while older workers may have a permanent position but have a fear of leaving a safe position for a new one, and ultimately may be forced to leave their job when they are unable to meet the demands. Current economic incentives to prolong working life – often combined with more restrictive unemployment and disability benefits – may overall increase work participation but may also decrease sustainability in the more disadvantaged part of the labour market. Recent research suggests that unemployment is the most important factor behind lost working years among workers with less education, and that primary prevention focused on the work environment rather than individual health promotion (lifestyle habits), will enhance sustainability together with inclusive welfare systems. Resilience, or reduced vulnerability, in the workforce on a macro- and workplace level can be achieved by well-established societal measures.

Stakeholder collaboration inspired by the Nordic model – Towards sustainable work and competitiveness during an industrial startup

External stakeholder collaboration is vital for new industrial projects and establishments. The aim of this paper is to contribute to knowledge of how relations and stakeholder collaboration with trade unions can be created during industrial startups, so as to foster sustainable work and competitive advantages. A case study was carried out in the early phases of a major greenfield project aimed at establishing a new industrial domain in a Nordic context. The results show that cooperation between a new firm and trade unions has the potential to proactively address prerequisites for sustainable work in design phases of new factories, but also to strengthen the attention to other dimensions of social sustainability that are crucial for industrial startup´s long term success possibilities. However, specifically in a high—growth firm, there needs to be a systematic approach that incorporates continuous anchoring activities both within and between the stakeholders’ different levels. Serendipity in the findings were cooperation processes related to competence acquisition and societal development needed to meet both an emerging firm´s and future employee´s individual prerequisites and needs. Hence, building a stakeholder chain inspired by the Nordic model in change processes such as startups, enables attention to dimensions of social sustainability needed in work processes in early development phases, which is also beneficial from a competitive and societal perspective.

The Swedish Platform for Sustainable Work inHorizon2020: in retrospect

The nationwide Swedish advocacy platform “Sustainable work as a resource for health, innovation and growth” started in 2013 with the aims of i) identifying possible openings for the research area within Horizon 2020, ii) implementing a strategy to impact Horizon2020, and iii) to connect Swedish and European researchers. The basis for this agenda was that although work and working conditions have a major influence on the health, wellbeing and prosperity, these aspects were lacking or extremely fragmented in Horizon2020. Since this is a strong research area in Sweden and seen as strategically important by the Social partners, it should be a Swedish priority for Horizon2020. The initiative was funded by Vinnova, co-funded by the participating universities, and supported by the Social partners and other stakeholders. The platform has extended the dialogue on the European research agenda within the Swedish research community, and gradually built a strategy to impact H2020. Over the years, our advocacy has also developed in interaction with the EU Agencies Eurofound and EU-OSHA, and with PEROSH. The focus has been on the pillars of Leadership and Societal Challenges (Horizon2020). The impact on the early Calls in Horizon2020 was minor, while work and working life is much more visible in the later calls, and on the agenda in the drafts for Horizon Europe (FP9). The focus will now be on making the opportunities known to Swedish researchers, and on facilitating participation in applications.

OSH in the future: where next?

Since 2002 when the Community Strategy on Health and Safety at Work called on the European Agency for Safety and Health at Work to set up a Risk Observatory, EU-OSHA has worked to address the challenges presented by the changing world of work. As our society evolves under the influence of new technology and shifting economic and social conditions, our workplaces, work practices and processes are constantly changing. These new situations bring with them new risks and challenges for workers and employers, which in turn demand political, administrative and technical approaches that ensure high levels of safety and health at work. Changes that are underway due to digitalisation, for example, affect not only the tasks that make up jobs, but also the nature of work in terms of how it is organised and how it is managed and supervised. Digitalisation also provides important opportunities, whether through the automation of dangerous or monotonous tasks or facilitating the work of the labour inspectorate. Europe benefits from a comprehensive body of OSH regulations, but if the OSH challenges posed by the new world of work are to be managed and the opportunities realised, it is essential that social dialogue be at the centre of regulation, support and guidance, enforcement and monitoring.