How human-centric design and digital tools are empowering the electric workforce

Grid technicians are on the front lines of the energy transition. Yet many of the products they work with are not designed with their realities in mind. Poor ergonomics, unintuitive interfaces, and complex installation sequences increase fatigue, raise error rates, and drive costly reworks. In fact, up to 75% of network outages are due to problems with the installation of accessories.

Designing from the installer’s perspective turns product development into a strategic enabler of grid performance. Human-centric design prioritizes intuitive use, real-world behavior, and ​​the physical experience of the technician, not just the engineering specification.

This begins with field observation: understanding how technicians move, use tools, and manage physical strain. By identifying pain points in cable and accessory installation, designers can reduce unnecessary complexity and optimize for real-life conditions.

Practical examples:

• A redesigned MV joint that cuts installation steps from 65 to just 17, dramatically reducing the potential for error.
• An ergonomic, modular joint system that simplifies handling and minimizes physical strain.

These changes, grounded in installer feedback and ergonomic testing, lead to safer, faster, and more consistent installations.

Human-centric thinking also extends to packaging and logistics. Intuitive solutions like retractable handles, wheeled reels, and universal spools improve transportation and handling. These “low-tech” innovations play a high-impact role in reinforcing a more resilient, human-centered grid, while also supporting sustainability.

Here are just a few ways AR is transforming installation and maintenance in the field:

At the core of these innovations is a shared goal: empowering the workforce behind electrification.

Achieving clean energy targets won’t be solved by infrastructure alone. It requires investing in people, giving them the tools, training, and support they need to succeed in the field.

That’s why the shift to intuitive design and smart digital tools is no longer optional. It is foundational. The future of grid reliability will be shaped not by what we install but by how and by whom it is installed.

The future of electrification won’t be wired by machines alone. It will be built by skilled hands empowered with smarter tools.

Nexans is leading this evolution by embedding human-centric thinking and transformative technologies across its entire portfolio. From ergonomic joints to AI-enabled QA platforms, Nexans is helping utilities equip their workforce to work faster, safer, and with greater confidence.

What do railroads, state-of-the-art medical devices, household appliances and power grids have in common? The workers who make them. It is thanks to their hard work and sharp skills that we have all this equipment and infrastructure, which have revolutionized our daily lives.

Workers have been a force in our modern societies since the Industrial Revolution. Most of the conversation has revolved around the struggles and hardships they faced in the past, but it is also important to shine a light on the vital role they have played in humankind’s progress and accomplishments.

Workers have changed throughout history. They have also had a hand in shaping history. Notably through the profound transformations in society and technology that they have navigated. So many of humankind’s amazing achievements in the past three centuries—from railroads to space travel to hydroelectric dams to sweeping sustainable electrification—have come about thanks to them. And that will be the case, even more so, tomorrow.

Changing trades

Let’s take a quick look back. The place of workers in our societies has undergone radical changes since the end of World War II, from quantitative as well as qualitative perspectives.

• Their numbers have dropped. In the United States, for instance, manual workers accounted for 25% of the total workforce in 1960 and about 8.5% in 2017, according to the country’s Bureau of Labor Statistics. That steep decline led some intellectuals and policymakers to contemplate the idea of an entirely deindustrialized, worker-less society. In his 1991 book The Work of Nations, former Secretary of Labor Robert Reich argued that the U.S. was gravitating towards a “service economy” and would offshore the bulk of its industrial production. Now, however, it is clear why it makes sense to keep industry local and alive. The tide has turned towards reindustrialization and the vital role that workers play is back in the limelight.
• The tasks they do have changed too. Their jobs are increasingly technical and complex. Workers who specialize in a single repetitive task are on their way out and workers who have honed multiple skills through advanced training and years on the job are on the rise.

Safety, meanwhile, has risen up the agenda. The days when occupational accidents were quietly dismissed as inevitable are over: worker health and well-being matter more than ever and manufacturers are now aiming for zero accidents.

Worker safety is an absolute priority at Nexans, where workers account for 65% of the workforce.
The safety “dojos” we have set up at Nexans plants are one example. We borrowed the term from the martial arts world and use it to describe facilities we have set up within factories to provide theoretical and practical training on safety rules. They heighten our own employees’ and our external service providers’ awareness of best practices, notably including our Safety Golden Rules. They address different topics and organize a variety of activities each month to nurture a genuine safety culture among all our workers. One of these dojos in China, for instance, holds tournaments to test workers’ knowledge of the rules and best practices the fun way. Another, in Qatar, has miniatures to illustrate the 15 Golden Rules. The dojo at Cobrecon, in Peru—which opened on the plant’s first Safety Day—divided workers into two groups and asked each one to give the other a full presentation on the Rules. And there are many more examples: our dojos are constantly coming up with clever new ways to enable their teams to stay safe.

The figures reflecting this momentum are striking: in 2023, about 16.2 million people worked in the renewable energy sector worldwide according to the Renewable Energy and Jobs Annual Review 2024 published by the International Renewable Energy Agency (IRENA) and International Labour Organization (ILO). Many of those jobs involve technical and maintenance roles, and manual workers are filling most of them. A 2022 McKinsey study found that the industry will need an additional 1.1 million or so workers to build new solar and wind farms, then 1.7 million more to maintain them.
The high-voltage grids carrying electricity over long distances already span over 10 million km around the world, and are expanding fast to meet growing demand linked to the energy transition. Workers, in other words, will play an increasingly vital role building and servicing these infrastructure assets.

As demand for clean energy continues to soar, the role that workers play in quality and innovation is becoming more essential than ever. Their craft is becoming increasingly technical across the board, but this is especially so in the electrical sector in general and cable production in particular. They transform raw copper, aluminum and rubber into ever more efficient cables packed with cutting-edge technology. It’s true that research centers play a big role in developing new technologies, but workers have experience in the field and are often the first to suggest practical ways of improving production processes. This teamwork combining theory and practice is vital to keep the electrical industry at the leading edge of innovation and efficient. Cable workers master unique skills and appreciate a job well done, and that is fostering a culture of excellence and their pride in their profession.

While tasks are becoming increasingly complex, “there’s no school for making a cable” sums up Franck, lead operator at the Nexans plant in Jeumont, France, in one of the videos in the series on our industrial legacy. This singular expertise is passed on by the more experienced workers to the newcomers, and they are all enriching it all the time with fresh ideas. Teamwork among workers in a plant, therefore, is one of the keys to performance and quality. So it is all the more important for the teams to be united and committed to quality. Pride and striving for excellence foster a desire to share what we know.

Robotization and digitalization are now speeding up job transformation. Some tasks—often the most repetitive and strenuous ones—are disappearing and the people who did them are now supervising or servicing machines, or optimizing flows or operations, all of which involve more training and additional skills. At the Nexans plant in Autun, for examples the forklift drivers who in the past shuttled goods around the plant have retrained to supervise the machines in the MegaMag, a gigantic automated vertical storage facility that Arnaud, a supply chain technician at the plant proudly and admiringly describes as “sensational” in another video in the series on our industrial legacy. Equipping our plants with ever more advanced technology entails training workers to use these new tools, which in turn enables workers to widen their range of skills.