- Welcome, coffee
- Plenary Session 2
- Autonomous Transport Systems – an ethical challenge?
- Lambert Dopping-Hepenstal, FREng, CEng, FIET, FRAeS
Jérôme Perrin, VP Scientific Director – Renault
Professor Tony Gillespie PhD FIET CEng FREng
- Autonomous Systems offer advantages for all modes of transport – operational flexibility, safety and efficiency. The same design principles apply to all sectors: a vehicle with some level of on-board intelligence and with connections to other users and the infrastructure. The possibility of fully autonomous systems raises ethical and legal questions about their use. These include the design of the decision making software, the potential capability of the vehicle and the way in which it is operated or used.
Specifically, artificial intelligence in automated vehicles circulating in an open environment, interacting with many different entities, natural or man-made objects, has yet to be fully understood or accepted. What will the vehicle do when faced with a critical dilemma? Producing algorithms for resolving these conflicts is critical. They need to be developed and validated transparently and collectively.
In the highly regulated industries such as aerospace, autonomous systems are becoming widely accepted and so far meet legal requirements. Lessons learnt, coupled with the development of new engineering standards will enable exploitation of autonomous functions in an increasing number of fields.
- Refreshment Break
- Concurrent breakout sessions (SEE LIST BELOW – subject to change)
- Networking Break and Lunch
- Plenary Session 3
- Organisational Obstacles to Ethical Decision Making
Celia Moore, Associate Professor, Department of Management and Technology – Bocconi University
While most organisations do not want their employees to engage in unethical behaviour, many of them create cultures and enact practices that make unethical behaviour more likely among their employees. In this session I will discuss three ways in which organisations can unintentionally facilitate their employees’ unethical behaviour, while trying to motivate them to perform. First, organisations point their employees towards specific goals. Goals are great for motivating performance, but can easily backfire and encourage unethical behaviour while motivating performance. Second, organisations encourage their employees to take specific perspectives on prospective courses of action, which may undermine their awareness of the ethical implications of those routes forward. Finally, organisational cultures create propulsion for their employees to move in the direction they have pointed them towards, which, if it’s the wrong direction, can speed their own destruction. The session will conclude with a discussion about what we know can help stop these dangerous paths.
- Looking Ahead
- Recent Lessons and New Challenges
To wrap up, a panel of experienced ethics practitioners will share their highlights and “takeaways” from this year’s forum. Key topics and challenges that are likely to dominate E&C in the coming year will be presented.
- Forum Closing
A summary report of the conference will be circulated to all participants.