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Les risques dans l’industrie aéronautique et spatial

“Nacelles” journal

Revue « Nacelles »

*  *  *

Published on Monday, September 04, 2023

Abstract

The journal “Nacelles” will focus one of its next issues on the notion of risk in the aeronautics and space fields. Proposition of articles from various disciplinary and epistemological approaches will be welcomed. The purpose of this issue will be to question the risk through two main angles (non-exhaustive): 1- The qualification and the management of “internal” risks to the organization; 2- The management of the “external” risks to the organization.

Announcement

Argument

The journal “Nacelles” will focus one of its next issues on the notion of risk in the aeronautics and space fields. Proposition of articles from various disciplinary and epistemological approaches will be welcomed. The purpose of this issue will be to question the risk through two main angles (non-exhaustive): 1- The qualification and the management of "internal" risks to the organization; 2- The management of the "external" risks to the organization.

1- The qualification and the management of "internal" risks to the organization

Space and aeronautics programmes are definitely the bearers of technological risks, which can lead to human and/or economic disasters. In contrast to space flights, the launch of a satellite represents little lethal risk. Nevertheless, if an accident and/or a technical problem were to occur, this could have financial repercussions and impacts the reputation and credibility of the different organisations taking part in the project. This has already been observed in the past with the Challenger mission: the failure of this mission and the death of the crew had serious repercussions for NASA and its space programme. The risks need to be identified and managed to limit their impact on the projects. So, this raises the issue of risk perception, qualification and management: an engineer will not perceive a risk in the same way as another scientist or a technician for example[5]. This difficulty in grasping, managing and prioritizing risks has led to the creation of a new practices: "risk assessment", which makes it easier to identify, characterize and quantify them. The management of the risks, by organizations, is therefore an area to be considered. Diane Vaughan's research[6] on the Challenger disaster highlighted an organizational deviance, particularly regarding the risks and their management.

2- The management of the "external" risks to the organization.

These risks can also be considered as “external” to the industry through the various crises that the sector may have experience: first the Covid crisis and then the increasing number of injunctions posed by the ecological crisis. Responses to the mainly economic and industrial consequences of such crises can be guided by the acquisition of new competitive market shares[7] to the benefit of innovation[8]. In the aeronautics sector, this is reflected in the development of a “ZEROe” (Zero emission) aircraft by Airbus based on an electric battery technology, but also the development of a hydrogen engine. Also, the rockets are powered by the combustion of hydrogen, the production of which is largely carbon intensive as it is produced by steam reforming (94% in 2018 according to the Ministry of Ecological Transition). Green hydrogen - decarbonized - is therefore a major challenge for the energy transition in the space and aeronautics sector.

The other potential themes are multiple such as economic mutations; organizational ruptures; industrial, technological, organizational and economic risks as well as their management; competition games; issues around research and project development. Through these examples of internal and external risks to organizations, we wish to show that many themes can be addressed and crossed within the framework of this dossier. More specifically, and by way of illustration, here are some themes and questions that we feel are relevant to current and past issues: 

  • Technical or technological risk management: How does the aerospace sector manage risks following the development of new technologies and/or technical developments? What have been the historical developments in this management? How has the risk management become professionalised? 
  • Problems raised by internationalisation: What are the issues linked to the international aspect of projects in the aerospace sector? How are the players involved addressing these issues? Can a look back at history shed light on current issues?
  • Climate strategies in the aeronautic and space sector: What are the sector's concrete climate strategies and how are they evolving? How are climate strategies being implemented in the aerospace sector? How are the new green strategies impacting the organisation of work in the aerospace sector (digitalisation, robotisation, etc.)? How do industry groups see the future of the aviation sector in the face of the climate crisis? How is the aerospace sector managing the technical and/or technological transition of engines?
  • The consequences of the health crisis: How has the health crisis led to or reinforced organisational changes? How has the Covid crisis reinforced the lean management approach and what consequences has it had on production rates and engineering approaches? After the Covid crisis and the new climate injunctions, what are the concrete developments in local industrial systems in the sector?
  • Economic transformations: How can the new strategies deployed in the face of economic crises lead to restructuring? What international competition is there between Boeing, Airbus and Comac around the challenges of decarbonising aviation and 'Green Tech'? What role will the research and the development play on the Green Tech and on the sector's economic recovery?

This dossier has a resolutely international and interdisciplinary aim. Our wish is to bring together contributions from various disciplinary backgrounds, allowing us to cross-reference the views of specialists on the changes that are taking place in these cutting-edge sectors that are aeronautics and space. Sociologists, anthropologists, economists, experts in international relations, philosophers, historians are welcomed, as well as specialists in astronomy and astrophysics insofar as they will propose reflective articles on the practices and transformations associated with the risks of the aerospace industry.

Coordinators

  • Capucine MOUROUX, université Toulouse 2
  • Axelle VANHAECKE, université Toulouse 2

Submission of the proposals

Proposals for articles, in French or English, should be sent by e-mail to Capucine MOUROUX (capucine.mouroux@univ-tlse2.fr) and Axelle VANHAECKE (axelle.vanhaecke@univ-tlse2.fr)

no later than 5 January 2023.

Choosen proposals will subsequently be the subject of an article request.

Notes

[5] P. Slovic, « Perception of Risk », art cit.

[6] D. Vaughan, The Challenger launch decision, op. cit.

[7] J.-P. Maréchal, « La lutte contre le changement climatique et la transition énergétique chinoise », art cit.

[8] J. Jézégou et U. Sufyan, « Safety and Certifiability Evaluation of Distributed Electric Propulsion Airplane in EASA CS-23 Category », art cit ; F. Domergue, « Performance industrielle et démarche “développement durable” dans l’aéronautique : le cas SNECMA », art cit ; J. Botti, « Airbus Group », art cit.


Date(s)

  • Friday, January 05, 2024

Keywords

  • aéronautique, aeronautic, spatial, industrie, Industry, économie, economy

Contact(s)

  • Axelle Vanhaecke
    courriel : axelle [dot] vanhaecke [at] univ-tlse2 [dot] fr

Information source

  • Capucine Mouroux
    courriel : capucine-mouroux [at] hotmail [dot] fr

License

CC0-1.0 This announcement is licensed under the terms of Creative Commons CC0 1.0 Universal.

To cite this announcement

« Les risques dans l’industrie aéronautique et spatial », Call for papers, Calenda, Published on Monday, September 04, 2023, https://doi.org/10.58079/1bqh

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