(New) Digital Sustainability

The concept of digital sustainability (see Stürmer 2017) can be developed further and provides useful guidance for a model that can be used to assess digitalisation processes in terms of their sustainability aspects. With the help of this framework, ecological, economic and social dimensions of sustainability – as described in the Sustainable Development Goals (UN 2015) – can be incorporated into these processes. The following four sub-areas are of particular importance here. The individual impact of the measures varies depending on the products concerned and must be taken into account during implementation.

Sustainable digitalisation requires that the procurement and operation of hardware and software take sustainability criteria into account. These measures relate primarily to environmental aspects, but also to economic and social aspects, in line with the SDGs. Possible measures for the sustainable use of hardware include the introduction of an internal circular economy through a database of used and unused devices. A circular economy extending beyond individual set-ups, which can be achieved, for example, by purchasing refurbished products and passing on devices. The reparability and lifespan of the hardware should also be taken into account. Resource consumption should be considered at the point of purchase, with relevant information available from manufacturers and online. Peripheral devices should also be taken into account. A well-considered purchasing decision, not made solely for budgetary reasons, is essential. Electricity for operation can be sourced from green energy suppliers. Ensuring fair treatment and decent pay for all parties involved in the manufacture and distribution of hardware is very difficult to implement, as data is often lacking in this area. However, this measure remains desirable.When implementing software, attention should first be paid to appropriate default settings, where the software permits this. This encompasses aspects such as energy consumption, accessibility and data minimisation. For example, in video conferences, a lower transmission quality can be set by default, or the reloading of content can be configured to occur as and when required. Accessibility relates to presentation, whilst data minimisation is reflected in the minimum input data required. Offline capability can often be useful, and green internet service providers offer servers powered by green electricity. The digital design of software determines how many resources are required whilst maintaining the same range of functions. This aspect is often overlooked and is therefore not included in tendering procedures. Accessibility must be taken into account from a sustainability perspective. Furthermore, the longevity of the software is important, as evidenced by the availability of updates, support and usability on older devices. Additionally, platform independence is desirable, so that the software functions on different systems and devices without modification.

The use of IT inevitably leads to the generation of digital data, which presents challenges in terms of sustainability. Simple measures include practising storage efficiency and data minimisation, particularly with regard to internal data that is not requested by third parties. Regularly deleting unnecessary data, such as old emails, can reduce CO₂ emissions. Consideration should also be given to whether data can be stored locally rather than in the cloud. Other challenges relate to data protection and data security, particularly protective measures against cyber-attacks, to which social institutions are increasingly exposed. The use of open data is also important to avoid redundant data collection and to promote innovation. The long-term availability and secure storage of data are crucial. In the social sector, a data trustee system is under discussion, whereby data is stored securely and in encrypted form with a third party. This would reduce the need for in-house hardware or insecure cloud solutions and offer social organisations tailor-made solutions.

In the field of social work in particular, the ethical and social implications of digitalisation are of central importance. The first two sections have dealt with more general characteristics. It is relatively straightforward to critically examine and communicate the purpose of digitalisation to the groups affected, in order to ensure that digital products are accepted. Regular training and feedback loops are important in order to be able to make adjustments. Ensuring the participation of all stakeholders in the digitalisation process is more complex. Digitalisation can both contribute to low-threshold participation and encompass participatory processes themselves, such as real-time access to personal data by those concerned. The design of human–machine interaction is highly complex but conceptually important. This concerns decision-making authority, substitution processes and the role of AI as an assistant. Technology can either promote or hinder inclusion. Data protection, personal rights and aspects of developmental psychology, particularly in the case of minors, must be taken into account. It is also crucial to address the digital divide, which can create social inequalities at various levels (access, skills, consequences of use). Whilst internal skills gaps can be resolved through further training, societal impacts are more difficult to address. Data collection via digital technologies such as proprietary software is often unavoidable, but requires critical scrutiny. Establishing a culture of sharing requires a cultural shift, which takes time and often needs to be initiated from the bottom up. Change management should be supported by a familiar working environment and role models.

The implementation of digitalisation processes has far-reaching implications for staff members, stakeholders and the organisation itself. These implications depend heavily on the quality of the implementation of these processes. A key aspect of digitalisation concerns staff members’ mental health. Working from home, for example, can be a relief for some, whilst for others it can be a source of stress. Furthermore, there is the challenge that staff members must navigate both digital and analogue worlds, which can lead to a double burden. The blurring of boundaries between working hours and locations, as well as the intermingling of professional and private life through communication tools, are also significant issues that require clear rules. The design of programmes can put pressure on staff members if it fails to meet their needs. In addition to mental health, physical health should also be taken into account by ensuring workplaces are suitably equipped. Digitalisation is transforming organisations by making administrative processes more transparent and subject to scrutiny, which can contribute to improving workflows and work culture. Digital communication requires a guided introduction to avoid misunderstandings and a loss of inhibitions, but it can also promote participation and, consequently, staff retention. It is crucial not to widen the digital divide by ensuring that all staff members and target audiences have access to digital services or by providing analogue alternatives. Digital devices affect attention spans and the use of space, which must be taken into account. Path dependence and log-in effects can limit flexibility in the use of programmes. Digitalisation also influences knowledge management. Good structuring can facilitate access to knowledge; however, informal knowledge transfer may be lost. Making data available as open data would be desirable to promote social progress. However, this is difficult to implement as it often conflicts with data protection regulations. Careful consideration must be given to the use of data at an early stage.