Companies treat AI like "Einstein in the back room," and the greatest potential lies elsewhere

• - Digital transformation and changes related to Industry 4.0 or 5.0 is a process that goes far beyond the typical implementation of new tools, systems or machines, as it affects the structure and competences, but above all - the foundation and way of thinking of employees - emphasizes Mateusz Majewski, IT & Digital Director at the Saint-Gobain Group in Poland, in an interview with WNP.
• "The level of technical and engineering education in Poland is very high. Graduates' competencies, particularly in IT, automation, robotics, and data analysis, are truly comparable, and sometimes even higher, than those in the best European markets," our source said.
• "A major barrier to professional AI use by companies today is the still-underdeveloped completeness of the source data that can be used by algorithms. This immaturity of data environments and the lack of coherence and system integration remain a challenge for businesses," says Mateusz Majewski.
• This conversation is part of a series of interviews that will serve as the basis for the report "From Tape to Algorithm: How Digitalization Is Shaping the Future of Industry," prepared by WNP Economic Trends in conjunction with the New Industry Forum (Katowice, October 14-15, 2025). The premiere is scheduled for October.

Let's start with an honest confession: how do you assess the digital maturity of your company?

I consider it a very mature and conscious organization—both in the areas of automation and digitalization. And not only in the context of production, but also in general, looking at its overall operations.

Can you justify this assessment? What investments in digitization and digitalization, or other related elements of Industry 4.0—robotization and automation—have you made in the last five years?

In recent years, we have been consistently implementing our digital transformation strategy. Key pillars here include security, automation (and I'm not just talking about industrial automation, but also back-office automation), operational efficiency, and sustainable development .

Safety is a clear priority, which is why we implement monitoring solutions using artificial intelligence algorithms, enabling a more proactive response to potential threats. We develop modern MES (Manufacturing Execution System) systems based on leading technology platforms, providing transparency in production processes and the ability to precisely optimize them, in some areas even in real time.

Saint-Gobain's strategy is closely aligned with ESG objectives , so we introduce solutions that allow us to consolidate data from various sources.

We are a distributed organization with diverse production processes and different product types, so this data is very diverse. We put significant effort into collecting it from various sources, consolidating it, and using it to make effective decisions, especially in the context of better resource management.

What digitalization projects, especially those related to Industry 4.0, are you planning for the next few years?

- We constantly monitor the market and technologies and explore opportunities that can enhance our efficiency and translate into a competitive advantage.

Over the coming years , we plan to consistently implement a strategy focused on consolidating technology platforms , and consequently, master data, and process automation. We want to utilize artificial intelligence wisely and responsibly, but we invest thoughtfully, implementing solutions that deliver real, measurable results.

Do you have specific projects in mind in this context, or are we talking about a general direction?

"We would certainly like to further increase automation and develop in the context of Industry 5.0, meaning all wearable devices. There's a lot of talk about it today, but real-world projects show that little is happening in this regard. Artificial intelligence based on natural language and—above all—data has great potential."

There are areas in Poland where the availability of highly qualified specialists with experience in industry and IT integration is limited.

What are the key criteria when making decisions about this type of investment? Is it solely a matter of cost reduction or the labor market situation?

Each of these elements can play a key role in digital investment decisions. This depends on the context and specifics of a specific project. Such decisions may stem from current operational needs, strategic and business objectives, environmental conditions, or regulatory constraints.

Our focus remains on three cornerstones: people and their safety, the environment, and the customer. We build our investment logic and prioritize our investments around these factors.

If I were to point to one "motivator" that guides us from a purely business perspective, it would be prediction and predictability, both in production planning, supply chain management, and resource allocation. In today's dynamic and changing environment , the ability to react quickly is a real advantage in the market .

As an industrial and commercial company, we look at end-to-end processes: from raw materials, through production, to the customer. Therefore, our entire IT ecosystem is primarily designed to support key operational processes, delivering measurable business value.

Looking at the entire set of systems supporting individual cells in the process from raw material to customer, the area where all key processes (material planning, procurement, inventory management, design, supply, production control, finance, and logistics) intersect is Manufacturing Resource Planning (MRP). It's an integrated environment and decision-making point that truly translates into results.

Who do you partner with to implement digital solutions? Are they exclusively external vendors, or are they also involved with startups, universities, or research and development centers?

- We are part of a global organization, so we have competence centers around the world and cooperate with a very wide range of suppliers.

When it comes to strategic systems, we choose reliable global suppliers and proven technologies. We also often leverage the expertise of local, specialized partners, engage with startups and research and development centers, and are happy to engage academic communities .

We especially value the latter for their fresh approach, looking at certain issues from a different perspective, for their analytical skills, willingness to experiment and predict what the technology of the future will look like.

What barriers exist when implementing these types of projects in Poland? Do our startups and universities have sufficient competencies and resources?

The challenges we identify at the Polish level stem from a certain geographic diversity: we have industrial centers and good universities where such competencies are readily available. However, there are also areas of the country where the availability of highly qualified specialists—with experience in industrial integration and IT and digitalization—is limited.

I think we need more initiatives that connect science with industry and public administration – ones that can be inspiring, where we can observe something...

Digitalization doesn't exist without system integration, but not everything can be integrated. The key is risk assessment.

What are the current levels and effects of using collected data, particularly in production? What are your plans, for example, regarding smart factories, the industrial Internet of Things, resource digitization, and virtual twins?

Our group's strength remains its diversity—both in terms of production facilities and our broad product portfolio. This translates into the complexity of the data we collect.

Our current efforts focus on data optimization and standardization, so they can serve as an even better basis for solid decision-making. We are building a data environment that already allows, and will continue to allow, us to better view processes holistically. This is true regardless of the type of production, facility, or country in which we operate.

The more aware we are of our data, the more we make better, more informed decisions. We can also leverage artificial intelligence mechanisms, which are doing a great job of helping us with this today. IoT-based solutions (Internet of Things - editor's note) or AI are implemented where they deliver measurable value.

There are already areas of our factories where we are ready to run fully automated processes, in so-called "lights out" mode, where no human is present in production, only a process control center. In other areas of our factories, however, I still can't imagine implementing production processes without human involvement, their knowledge and experience, and without educated staff who ensure the quality of the final product.

For us, digitalization is not a goal in itself , but a tool for building real value and operational advantage.

Digitalization brings opportunities, but also certain dangers. How do you assess the potential and risks associated with acquiring and exchanging data with suppliers and customers?

- Digitalization without system integration is impossible! A modern production environment relies primarily on communication between systems , on mutual learning between process elements, and also requires the exchange of data with the external environment.

We have a highly standardized partnership model and engage our suppliers and customers in integration processes; each integration is conscious, preceded by a detailed analysis of the partner, especially in terms of cybersecurity discipline and potential risks that data exchange may pose.

This is, of course, not a simple process. It requires not only assessing technical competencies but also understanding how our partner approaches data management and information security, and the degree to which their maturity is sufficient to integrate with our systems.

Based on this analysis, we make decisions regarding the architecture, security solutions, and tools we will use. Of course, not everything can be integrated, and not every collaboration can be implemented here .

In some cases, we forgo integration if the risk assessment indicates too great a threat to either party. This is dictated by our concern for the security of our systems, as well as the security of our partner, who may not always be ready for such full integration with our environment.

In general, however, the potential of B2B exchange is huge and still growing , but it must be done in a controlled, well-designed and safe way; then we achieve real value for both sides of the process.

Building openness to change and new technology is a never-ending process

How are digitalization, or the transformations of Industry 4.0 in general, impacting or will impact your company's management and organizational culture? Have you implemented any personnel changes, employee retraining, or transformation leaders as a result?

Digital transformation and the changes associated with Industry 4.0 and 5.0 are a process that goes far beyond the typical implementation of new tools, systems, or machines , as it affects structure and competencies, but above all, the foundation and mindset of employees. This is sometimes related to the fear of process automation and the replacement of certain competencies by machines.

For us, building openness to change and new technology is a continuous process—and we consciously accept that it has no end. We treat it as part of a long-term organizational development strategy.

When it comes to appointing change leaders, specific people who manage this process, we invest in the development of our internal teams and have digital transformation leaders, but we also draw on the experience of professional external consultants who support us on specific projects or provide us with specialized competencies.

We also run development programs, retraining programs, and skill changes. Above all, IT openly communicates with the business community . This dialogue is crucial for preparing our staff in advance to ensure they are ready to follow our digital strategy.

Many system implementations rely not only on changing the system itself, the interface, or the screen, but also on a shift in mindset and a transition to a different operating model. This change is more organizational than systemic.

Speaking of human resources, how do you assess the current system of educating staff in specialties used in digitalization and Industry 4.0 in general? What changes are needed, and what role should the state play, and what role should companies play?

I can say with full confidence that the level of technical and engineering education in Poland is very high . Graduates' competencies, particularly in the fields of IT, automation, robotics, and data analysis, are truly comparable to, and sometimes even superior to, those in the best European markets.

We therefore have a very strong base to provide our digital services more broadly, not just to Poland . There are many universities in our country that are truly excellent at preparing young people for careers in fields crucial to digitalization and modern industry. However, as I mentioned, we also observe certain differences in the availability of qualified personnel between different regions of our country.

Where academic and technological centers exist, access to so-called talent is, of course, much easier. In other locations—especially in more digitally excluded areas—access to specialists ready to work in an Industry 4.0 environment remains a challenge.

I believe the state should focus on systemic support for cooperation between education and industry . Considering specific sectoral needs, it is desirable to enable and support relocation, create classes or umbrella groups, and tailor programs to specific business needs and current market developments.

Businesses also have a responsibility in this process. Not only in the context of offering internships or work with universities, but also through continuous employee development and creating an environment in which change and the desire to learn become part of everyday life.

A partnership approach between business, the education sector, public institutions and what the government does is key to building staff ready for the challenges that lie ahead - for example in artificial intelligence or the digital transformation of industry and business in general.

When purchasing a complex, expensive machine, we must not forget that its IT system will require a budget for modernization

The functioning of the broadly defined public sector, which is highly "digitalized" in digitally advanced countries, is also crucial for building a climate conducive to digitalization. To what extent do the digitization of public administration and state operations in Poland contribute to building a culture of innovation in society and supporting business? And does this facilitate digital changes and those of Industry 4.0 today?

In Poland, for several years now, we've been seeing many positive examples of public administration activities truly supporting digital transformation—both through the digitization of public services and various grants . We're seeing a growing number of processes that can be completed online, and a growing number of platforms and tools designed for business. This trend is consistent with what's happening in the most digitally advanced countries.

At the same time, the scale of the challenges for the state is still very large and, in my opinion, some of these projects (especially in terms of legislation) are being carried out in a rather chaotic and not very friendly manner from a business technology perspective.

There is a lack of consistency, predictability and often sufficient time to adapt systems to new regulations , which in practice makes it difficult to implement such changes.

That's why I think that, as businesses, we need, above all, dialogue, regulatory stability and a partnership approach between public administration and the public or private sector , which will actually take into account the technological realities in our businesses and the complexity of system environments, especially in large organizations like ours.

Despite these challenges, I believe in the potential for cooperation and that the government's understanding of digital transformation will improve. I also hope that these efforts will continue and deepen in the coming years, benefiting the entire economic ecosystem.

How do you assess the level of awareness and protection against cyberattacks in industry?

- While the level of awareness of cyber threats in our company is very high, and security (both personal and cyber) is a priority, based on my industry experience from the market, I know that this area, especially in SMEs, requires significant strengthening.

Many companies simply do not have the ability to hire a dedicated cybersecurity specialist , and therefore knowledge of the basic elements that should be provided as part of the IT structure is somewhat fragmented, or perhaps completely absent...

Another challenge is a certain degree of flexibility when it comes to investments, especially in industrial or production infrastructure: production systems today are built to a very large extent on an IT basis, controlled by applications, computers, PLCs (programmable logic controllers - editor's note), and yet many companies sometimes forget to secure a budget for the development of these systems ...

When purchasing a complex, expensive, often custom-built machine equipped with IT/OT (Information Technology/Operational Technology - editor's note) solutions that will pay for itself within 15-20 years, we must remember that its IT system will require a modernization budget in 3-5 years. It's something that requires care and updating.

Is this solely a challenge for business? What action should the government take on this issue?

- In my opinion , the state should also play an important role in the process of building cyber resilience in the industrial sector - through the dissemination of knowledge, education, language adapted to the realities of smaller enterprises, as well as the development of a publicly available knowledge base, good practices and procedures that can be followed.

For example, there's a lack of rapid and effective warning systems for critical threats. We often learn from the media that something is happening in our space, but there's no alert that would reach businesses, informing them that they need to increase their sensitivity to potential risks. Facilitating access to technological support would also be crucial.

Given the limited opportunities for hiring cybersecurity specialists, smaller companies would appreciate the creation of "advisory points" and the provision of security audits , identifying areas requiring improvement. Grants for adapting or retrofitting infrastructure to enhance its cyber resilience would also be useful. This should be a joint effort by the state, the sector, and expert communities.

The aforementioned cooperation should intensify because threats are and will continue to be increasingly complex and dynamic, and it will take increasing effort to build this resilience in our own organizations.

For many companies, investing in advanced digital technologies carries a high risk

What, in your opinion, is the main reason for the slow digitalization of Polish companies so far?

There are many reasons for this state of affairs, and they are worth considering without seeking a single, universal answer. The relatively high investment entry point certainly plays a role—both financially and in terms of competencies .

For many businesses, especially those in the small and medium-sized sector, investing in advanced digital technologies is highly risky and does not necessarily allow for a measurable return on investment.

Some of the barriers are fears of failure, low scalability of implementation, or issues related to cybersecurity and know-how protection.

Finally, a certain amount of technological debt is also significant – many companies operate on infrastructure that was designed without any consideration for integration with modern digital solutions. In such circumstances, implementing modern digital technologies becomes very difficult, expensive, and time-consuming.

The organizational culture and attitude of management are also important - some companies may lack a strategic approach to digital transformation, long-term planning, and change leaders.

Another issue is that not every technology will work in every case. For example , migrating to cloud computing doesn't make sense for every environment, especially when we're talking about production process control systems that operate locally in separate, specialized on-premises environments. These solutions are often directly linked to human safety and business continuity, where access to data from these systems must be immediate and independent of external factors. Therefore, cloud computing in industrial production control is still considered a decision that must be supported by robust analysis.

On the other hand, any predictive or analytical tools utilizing big data cannot function efficiently within local infrastructure. There are only a handful of providers of these technologies, and we must risk sharing our data to even benefit from big tech's mechanisms.

Sure, we can do it on a smaller scale, but no one is building factory-level data centers that allow us to compete with Google, Microsoft, or Amazon, so at some scale, it becomes inevitable...

Without data, AI algorithms are useless. This explains the tool's continued low usage.

Of course, the concept of AI couldn't help but surface here. Among companies employing at least 10 people, Poland was ahead of only Romania in the European Union's use of this tool last year. What explains this, and where does AI have the greatest potential in industry?

Let's start by noting that artificial intelligence in industry is nothing new. Learning algorithms such as machine learning, vision control, and predictive maintenance have been successfully used for many years, especially in production environments. However, these are specialized solutions, trained to perform specific tasks; they also require specialized technical staff with the skills to work with such models (including coding).

The current breakthrough is that AI algorithms are beginning to utilize vast, often public, datasets. More importantly, they understand and communicate in natural language—meaning we speak to them like humans and they respond to us like humans. Anyone, even those without IT expertise, can benefit from this.

This has radically increased the availability and interest in these technologies, as well as their application in everyday work. Many companies use AI as a kind of assistant, a kind of "Einstein in the back," which can be asked about anything, including preparing summaries, analyzing data, or translating documents. Within reasonable limits, this tool greatly supports daily work and brings real improvements in efficiency.

However, I see the greatest potential in the use of artificial intelligence in industry in the creation of specialized AI agents that support business or certain business processes related to purchasing, production planning, customer service, quality analysis, or safety supervision in facilities.

Of course, all this must be done in accordance with ethical and safety standards.

If there are so many potential benefits, why is there so little use of this tool?

"The fuel for AI is data . Without it, AI algorithms remain essentially useless. That's why I think a major barrier to entry for professional AI use by companies today is the still-underdeveloped completeness of the source data that can be used by algorithms. This immaturity of data environments and the lack of data coherence and system integration undoubtedly remain a challenge for businesses."

Barriers to sharing data for external processing by global technology providers have also become a problem. This is a real challenge, a real decision, and a real risk that must be taken if we want to effectively utilize AI solutions.

I think everyone wants to have artificial intelligence and be supported by this tool. However, certain concerns and gaps—perhaps in competency—keep it from being widely used.

What AI investments have you made or are planning?

- I treat artificial intelligence as a complementary element to the existing digital ecosystem, not a substitute that can replace something... So let's invest in data, standards, and integration, because only then can AI bring real, measurable business value.

We are building an infrastructure that is designed to expand the scale of AI use - both in the operational layer and in the decision-making layer.

There is no turning back from Industry 5.0. Companies that fail to meet these demands will lose out.

Do European and national digitalization megaplans (e.g., "AI Gigafactories" or "Application of Artificial Intelligence," as well as other strategies related to quantum technologies in the EU or the Poland's Digital Strategy 2035) offer hope for real support for digitalization? What should businesses expect?

These initiatives are very promising, but their success will depend on how effectively they are transformed from declarations into practical solutions. There's been a lot of talk about this – such investments are needed, and businesses are waiting for them.

It would be wonderful to have such solutions available in our country and made available through our government resources; this would undoubtedly build our competitiveness on a European and global scale.

Is the new concept (Industry 5.0)—combining technology, sustainable development, and a focus on people, along with companies' resilience to crises—an inevitable trend? Expectations for businesses and companies are rising exponentially, both organizationally and financially. Will businesses be able to meet them?

- In my opinion, Industry 5.0 is not another technological revolution, but a natural evolution of what we have today - in the approach to sustainable development, where the focus is on people, the environment, social responsibility and resistance to environmental variability.

In my opinion, the industry will continue to move in this direction, and companies that fail to meet these requirements, particularly in terms of sustainability and social responsibility, will be left behind. They will lose ground not only in the eyes of regulators but, above all, in the eyes of customers, consumers, partners, and even in the context of attracting young talent who choose employers in line with today's values.

Young people look very carefully at these aspects - where is humanity, where is the environment, where is the future... This is absolutely not a privilege that can be used or not, but a shared responsibility for what we leave for future generations.

Of course, this brings operational, organizational and financial challenges, but it creates new opportunities to build lasting resilience, better organizational culture, synergies and relationships with the environment.

I believe that businesses will be able to meet these expectations if we treat them not as an external requirement, but as part of our own long-term strategy – focusing on values, not solely on financial results. Only with this approach can Industry 5.0 bring lasting and tangible change.

To what extent does the digitalization of the Polish state and its production and management processes support the achievement of sustainable development goals? And to what extent are digital solutions specifically linked to energy optimization, carbon footprint, reporting transparency, and social responsibility in your company?

- As a business, we feel great pressure from the state, or perhaps rather from the European Union's perspective, to measure, limit and reduce certain things... This is absolutely necessary, and also needed on a global scale.

As a group, we have a very clear and ambitious goal: to achieve climate neutrality until 2050. This is not only a declarative, but above all operational commitment. It requires us to act and consistent decisions at all levels of management. We have been fulfilling this commitment for several years.

We implement new technological solutions that allow you to optimize the use of resources, monitor the carbon trace, transparency and reliability of report data . This is part of all our projects.

We also attach attention to responsibility in the selection of our partners and suppliers - the entire ecosystem that must be consistent and have the same goal: climate neutrality.

It is not an art to introduce solutions that only us - as an organization - will prepare or improve in the context of environmental impact. The trick is also to choose partners with the same vision.

You have to look at the entire chain of values, assessing above all yourself, but also partners - in terms of achieving goals or environmental and social obligations. At the time when - as a whole business spectrum - we will actually start demanding certain obligations, declarations or certificates from our partners, then Przemysł 5.0 will become a fact.