Embracing human-centric AI
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As a responsible company, we are committed to a human-centered approach to artificial intelligence.
We are committed to safe and secure AI and empower our employees to use it responsibly.
Artificial intelligence should assist people, expand their capabilities and create new opportunities, not assume their responsibilities. Artificial intelligence is transforming the economy, the world of work and society. It opens up opportunities to make knowledge accessible, analyse information and tackle complex tasks.
In our AI policies, we take into account the role and responsibilities of our employees. Technology should empower staff and give them the freedom to carry out tasks – where experience, creativity, responsibility and sound human judgement are crucial. In this way, Wilo links technological innovation with responsibility and establishes a clear organisational framework for the use of AI.
Assisting not replacing
AI as an assistant for everyday work
AI can be particularly helpful with tasks that involve large quantities of information, repetitive steps or structured analyses.
Automated assessments, intelligent assistance systems and generative applications can structure information, prepare content and facilitate access to knowledge. This gives employees more time for tasks where human experience and specialist judgement are crucial.
At Wilo, we see AI as a tool that supports people in their work. Humans remain responsible for interpreting results and for the decisions they make on the basis of these results.
Clear rules and governance for the use of AI
Governance structures for the use of AI
The use of AI requires a clear framework. When developing and introducing AI applications, we assess the relevant data protection, IT security and regulatory requirements.
The Wilo Group has defined governance structures and responsibilities for selected AI initiatives. The Global AI Competence Centre brings together expertise in technologies, use cases, security and compliance. The department supports AI initiatives from the development of a use case right through to implementation. This is how organisational structures are established that support the use of AI across the company.
Case study: WiloGPT and Microsoft Copilot
With WiloGPT and Microsoft Copilot, employees have access to AI-based applications for a variety of tasks in their day-to-day work.
For instance, they can help with research, knowledge management, document creation, analysis and communication. This makes it possible to structure and prepare information more quickly in different work situations. It is humans who remain responsible for evaluating the results and making decisions.
Case study: Adaptive worker assistance
At Wilo, we use artificial intelligence primarily in areas where it can provide people with concrete support in their day-to-day work. With adaptive worker assistance, we have integrated AI directly into the production environment. It supports staff in different stages of their work, adapting to their individual needs as described below.
A camera- and light-based system indicates which step comes next. The level of detail in the support provided may vary depending on experience and needs. Furthermore, the system takes into account the working height and identifies work steps that require additional support. It also adapts weights and lifting aids to the specific situation.
This is how AI becomes a tool for humans: it provides guidance on individual work steps, assists with tasks involving high levels of physical strain and can adapt the workflow to the situation based on defined assistance parameters.
For this human-centered approach, Wilo received the Microsoft Intelligent Manufacturing Award 2024 in the category “Add Value!”
Developing skills in working with AI
AI expertise starts with people
The responsible use of AI requires employees to understand digital tools and to be able to critically interpret their results.
That is why Wilo links the introduction of AI applications to training and skills development. Employees learn to identify suitable use cases, make effective use of AI systems, and assess results based on quality, plausibility and potential risks.
Training and study programmes are designed to build these skills. In this way, AI literacy becomes an integral part of a working world in which technological development and human responsibility are considered together.
AI supports data-driven decisions
Data offers an additional basis for decision-making
AI can analyse large quantities of data, identify patterns and prepare information for a variety of questions. This can – depending on the specific use case – open up additional possibilities for planning, forecasting and process control. At the same time, the quality of the results depends on the data set, model, context of application and human assessment.
Case study: AI-powered demand forecasting and quality management
In global supply chains, data-driven approaches can help analyse demand trends and further develop planning processes.
In quality management, too, intelligent analyses can be used to systematically collate information from different processes and projects and identify relevant patterns.
Combining data analysis and human expertise thus offers additional grounds for decision-making and supports the continuous improvement of processes.
Developing AI safely
Responsibility does not end with the launch of an application
As technologies, regulatory requirements and use cases are constantly evolving, our AI governance provides for regular review and adaptation of these elements.
In this way, Wilo combines technological progress to governance, training and practical experience. This allows AI applications to be used in reasonable manner that is appropriate for the given context.
Humans and AI shaping things together
Our approach to AI pairs technology with defined human review and decision-making roles. AI supports staff, makes knowledge more accessible and opens up new ways of tackling complex tasks.
For Wilo, this means that AI is there to empower and assist people. Decision-making stays with humans, within the processes defined for that purpose. This enables governance, training and development measures to move forward in sync.
