Supply chain partners are de facto forcing digital investments

• "People who lead transformations usually emerge naturally... These are the most active employees in this field, who demonstrate the greatest understanding of these changes and adapt to them best and fastest. That's why they are then appointed as project leaders. Sometimes, leaders are simply appointed by managers – based on their level of education, competency profile, skills, and experience," says Roch Jasiaczek, IT Director at Grupa Kęty.
• "The low level of AI utilization at our plant is certainly due to our aging machinery, which isn't always designed to work with digital tools. This is much easier for new production lines," our source says.
• 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 will take place in October.

What investments in digitalization and related Industry 4.0 elements (e.g., robotics and automation) have you made in the last five years? How do you assess your organization's digital maturity?

Due to recruitment challenges, we plan to significantly increase investments in automation and robotics in the coming years. This will also reduce errors and improve work efficiency. Broadly speaking, it will also contribute to cost reduction.

In recent years, we have launched projects at our individual companies aimed at replacing humans, i.e., robotization and automation , but still on a relatively small scale. Therefore, we have a lot of catching up to do in terms of digital maturity and Industry 4.0.

"The issue of data confidentiality and the leakage of sensitive company data - these are the two areas we focus on"

Who are you collaborating with to introduce these new technologies?

"First and foremost are the suppliers we work with and the universities we work with, the foremost of which is the AGH University of Science and Technology in Kraków. On the one hand, because it specializes in metallurgy, among other things, and on the other, of course, because of our location. Kęty is located in the Małopolska region, so AGH is geographically and historically close to us."

When it comes to digitalization issues on a national scale, do you see any regulatory, awareness or other barriers to the development of these technologies?

- First of all, we see it in the lack of awareness of the many benefits that can be obtained... As well as knowledge about the technologies available for use.

What is the current level and effects of using collected data, especially production data?

This data, especially production data, is primarily used to optimize and improve processes. Ultimately, this translates into improved efficiency and savings.

How do you assess the potential and risks associated with acquiring and exchanging data with B2B partners, i.e. suppliers and customers?

Data confidentiality and the leakage of sensitive company data are two areas we focus on. When we exchange data with partners, we include confidentiality clauses in our contracts, along with penalties for violating them.

“Cybercrime should be signaled much more clearly by the state”

What is the level of awareness and protection against cyberattacks in our industry? What actions should the government take in this regard?

The state should play a much more active role, especially in the case of small businesses, which find it more difficult to create and maintain the structures and infrastructure necessary to maintain cybersecurity.

At our company, we've made significant efforts in this area over the past two or three years. We've implemented new security systems and intensively trained our staff. A few years ago, we conducted our first digital security audit.

But we're a large, publicly traded company. For small businesses, however, this isn't so easy—obviously due to financial and staffing constraints.

In my opinion, cybercrime should be much more clearly signaled by the state—in the media and through government actions. In the current geopolitical situation, this is, of course, a particularly important area of ​​activity.

Has anyone tried to attack you, steal your data or money?

- Yes, we had such incidents a few years ago in which both our sensitive data and finances were at risk... And we still see such actions against our company.

This significantly influenced the change in awareness of the management board and supervisory board, which began to pay particular attention to these aspects.

How do digitalization and the broader transformations of Industry 4.0 impact or will impact the company's management and organizational culture? Have any personnel changes been implemented, employee retraining undertaken, or so-called transformation leaders appointed?

- People who lead transformations usually emerge naturally... These are the most active employees in this field , who demonstrate the greatest understanding of these changes and adapt to them best and most quickly. That's why they are then designated as project leaders.

Sometimes leaders are simply appointed by managers - due to their level of education, competence profile, skills and experience.

How do you assess the current system of educating staff in specialties used in digitization and Industry 4.0?

- In this respect, I think we have a lot to do... The intensity of training and practical exercises should be much greater.

Are you talking about the readiness of staff already employed, or the readiness of those just being hired, those graduating from universities and schools? Should these new cohorts have a different, better attitude toward digitalization?

I'm talking mainly about those already working... Young people who come to work fresh out of school or university generally have a higher level of education when it comes to digitalization. They've already been exposed to more modern solutions during their studies, so they have a certain advantage over those who have been working for years using familiar systems.

But overall: there are still too few such technical skills among employees.

In countries leading in digitalization, the public sector is also highly digitized. To what extent is the digitization of administration and state operations in Poland today contributing to building a culture of innovation in society and supporting business? How is the implementation of digital changes related to Industry 4.0 being facilitated?

- The recent significant digitalization of administration - all the e-services that the state is launching - also means that companies have to adapt.

On the other hand: thanks to this, they notice in which areas electronic solutions can be used.

We clearly see that many, and increasingly, new electronic services are emerging—and this isn't just a matter of administration and public services. Often, the digitization of companies whose supply chain we are part of accelerates our investments , as contractors begin to demand digital solutions…

Innovation? Many managers don't include it in their companies' long-term plans.

We're lagging behind the EU in terms of robotization. Digital twins are still a rarity, and companies aren't exactly lining up for data centers already built in the country. What, in your opinion, is the main reason for such slow digitization?

As I mentioned, the approach of management is crucial . They should initiate actions that increase the level of innovation, including automation and robotics.

Yet, many managers fail to utilize such tools. And worse, they fail to incorporate them into their companies' long-term plans.

Is there any difference in this approach between foreign companies or their Polish branches and domestic enterprises?

Large corporations that have developed e-solutions are leading the way in these efforts. Sometimes, they even condition cooperation on the digitization of processes and data exchange, and the use of certain electronic solutions.

In your opinion, what are the reasons for the low use of artificial intelligence in Poland? Among companies employing at least 10 people in European Union countries, Poland was ahead only of Romania. In what areas does artificial intelligence have the greatest industrial potential?

- We haven't yet invested in the use of artificial intelligence in production areas, but we have plans to do so. However, the first ideas for using AI in certain production processes are already emerging.

The low level of AI utilization at our plant is certainly due to our aging machinery , which isn't always designed to work with digital tools. This is much easier for new production lines.

In addition to the investments already announced in robotization and process automation, the replacement of equipment will significantly expand the range of areas enabling the use of artificial intelligence.

Do European and national digitalization megaplans, i.e. artificial intelligence gigafactories and other strategies concerning, for example, quantum technologies, raise hopes for real support?

- The emergence of more solutions using artificial intelligence in public spaces and in administration will certainly accelerate its implementation in enterprises as well.

New artificial intelligence gigafactories can help especially smaller companies that do not have their own large and strong IT teams.

ESG: "often introduces more restrictive solutions than required by the administration or social pressure"

Is the new concept, known as Industry 5.0, combining technology, sustainable development (i.e., Industry 4.0), a focus on people, and company resilience to crises, an inevitable direction? The demands placed on companies at the organizational and financial levels are growing exponentially. Will businesses be able to meet these expectations?

I think business will have to (and most importantly, will want to) meet these demands! Subsequent iterations of this "Industry 4.0 and 5.0 philosophy" are making industry more environmentally and socially responsible.

Many companies see this as a good development direction and often introduce more restrictive solutions than required by the administration or social pressure.

To what extent does the digitalization of production and management processes support the implementation of sustainable development goals, i.e. ESG?

At our company, ESG and carbon footprint reduction are taken very seriously. We use a lot of energy in our production processes, so we strive to optimize our energy consumption in every way possible, which translates into improved environmental impact and improved financial performance.

We are investing in renewable energy sources, both wind and solar. For example, we recently piloted a project to install photovoltaic panels ourselves over some parking spaces, using structures made from our aluminum profiles. We will continue this process.

According to the plan, half of the energy consumption of the Grupa Kęty office building in Kęty is to come from photovoltaic panels.

Will the increase in process automation and robotization, as you've announced, impact ESG? Digitalization allows for an increase in the amount of data a company can analyze and collect, making reporting, consumption optimization, and carbon footprint measurement easier.

- Of course! If we digitize and electronically measure some production processes, and new data emerge, it will definitely allow us to improve reporting.

Above all, however, they will improve efficiency, management effectiveness and infrastructure utilization, which will naturally impact our impact on the environment and society, and therefore also our ESG reporting.