2025 Agenda

The major transformations currently affecting ATM stakeholders are far-reaching, and sometimes full of paradoxes. They go well beyond the technical modernization of systems, involving a global transformation of operating modes and professional practices. In a safety-critical, high-reliability operational environment, the challenge is to do more and faster—in terms of capacity, performance—without ever compromising safety, under increased requirements for justification of decision-making, and production of evidence.
This growing tension between performance and safety represents a genuine challenge, above all a human one.
As European carries large ambition to transform the industry , as the new master plan brings strategic deployment objectives to be implemented by 2035, what can be done to translate those ambitions into concretes actions in the field, what can leverage from existing experience, which kind of methodologies can be applied …?
It is essential to connect ambition with best practices and change management.

These transformations take place within organizations characterized by rare expertise, built through experience, practice, and repetition. The retirement of key populations, the arrival of automation and AI raise critical questions around skills management, the transmission of tacit knowledge, and the redefinition of the human role within the production loop : trust in tools, the ability to regain control or understand decision pathways, acceptance of new forms of cooperation with machines, and more…

Strategy, operations and technical directorates play together a decisive role here: leading by example, providing meaning, taking responsibility for choices, and embodying the expected changes.

• What types of pilot applications should be launched as part of a Cloud transformation? What impacts does such a transformation generate, and how can they be anticipated? How can ATSEP accept, endorse responsibility while delegating hardware management?
• How can organizations and the all value-chain move from an individual, permanent safety concern to a collective culture built around the Safety Management System (SMS), thereby ensuring compliance with the new framework?
• How can suitable “sand boxes” be created and well used to foster creativity, collaboration and innovation, demonstrate the value of certain technologies through operational use cases, and turn experimentation into a true design lever?
• Why is a managerial transformation indispensable to foster collaboration, break down silos, steer projects, give meaning to teams, and explain the “why”?

Change management in the ATM sector is not only about accelerating transformation but about ensuring that modernization strengthens — rather than destabilizing system reliability and confidence.
Mastering change becomes a fundamental condition for both safety and performance.
Our dear customers and partners will share with you their own concretes experiences and lessons learned enriching, confirming or challenging our Sopra Steria Change Management convictions for the High Reliability Organizations such as ATM ecosystem.