Abstract
The growing use of data-driven decision systems based on Artificial Intelligence (AI) by governments, companies and social organizations has given more attention to the challenges they pose to society. Over the last few years, news about discrimination appeared on social media, and privacy, among others, highlighted their vulnerabilities. Despite all the research around these issues, the definition of concepts inherent to the risks and/or vulnerabilities of data-driven decision systems is not consensual. Categorizing the dangers and vulnerabilities of data-driven decision systems will facilitate ethics by design, ethics in design and ethics for designers to contribute to responsibleAI. Themain goal of thiswork is to understand which types of AI risks/ vulnerabilities are Ethical and/or Technological and the differences between human vs machine classification. We analyze two types of problems: (i) the risks/ vulnerabilities classification task by humans; and (ii) the risks/vulnerabilities classification task by machines. To carry out the analysis, we applied a survey to perform human classification and the BERT algorithm in machine classification. The results show that even with different levels of detail, the classification of vulnerabilities is in agreement in most cases.

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Companies are increasingly adopting technologies such as Robotic Process Automation (RPA) to reduce costs and improve productivity. RPA is deployed in areas like accounting, payroll, and finance to automate business processes. While RPA does not necessarily result in unemployment, it has notable effects on employees and company governance. This study explores the impact of RPA implementation on employees and company governance, using a qualitative methodology based on thirteen semi-structured interviews with RPA experts from four multinational companies. The results indicate that the impacts of RPA vary depending on the automation strategy adopted (task-oriented or process-oriented). In task-oriented strategies, citizen developers often play a central role, contributing to rapid implementation. In contrast, process-oriented strategies tend to rely on professional developers and require more structured governance. The findings also point out that RPA influences not only task execution but also employee upskilling, job role redefinition, and the evolution of governance models. The study proposes an integrated framework linking automation strategy, governance, upskilling, and employee adaptation, offering both practical insights and theoretical contributions to digital transformation research and for managing risks and enhancing workforce capabilities. It also advances academic understanding by linking real-world RPA implementations to organisational and technological impacts.

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