Industry 5.0 Community: Trends and Status
Abstract
This deliverable maps the current state of the Industry 5.0 landscape, offering a detailed overview of ongoing initiatives, key stakeholders, and emerging trends across Europe and beyond. It explores the positioning of Industry 5.0 within policy frameworks and industrial ecosystems, identifies overlaps with Horizon Europe Partnerships and Digital Innovation Hubs, and lays the groundwork for the creation of the Industry 5.0 Community of Interest (I5.C). The report serves as a baseline for engagement, alignment, and co-creation activities throughout the project.
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Date : 30.9.2024 Deliverable No : D1.2 Responsible Partner : FIR at RWTH Aachen University Dissemination Level : PU D1.2 Industry 5.0 Community Trends and Status Ref. Ares(2024)6903623 - 30/09/2024
Deliverable 1.2 2 Short Description Task 1.2 focuses on reviewing existing approaches and methodologies for the adoption and implementation of Industry 5.0. It will begin with a comprehensive review of relevant literature to identify key definitions related to Industry 5.0 and associated frameworks. Following this, a Delphi survey using industry input from all use-cases will be conducted to refine these definitions and propose future trends for use in Task 1.3. A Delphi survey will then be conducted, drawing on industry input from all use cases, to anticipate future trends for integration into the understanding of Industry 5.0 and following Task 1.3. Project Information Project Acronym: PROSPECTS 5.0 Project Title: PROGRESS TOWARDS INDUSTRY 5.0: A SMART STUDY ON ANALYSIS AND IDENTIFICATION OF PRACTICES, DRIVERS, SUCCESS FACTORS AND OBSTACLES OF TRANSITIONS TOWARDS INDUSTRY 5.0 Project Coordinator: Ziga Valic (FM) Duration: 36 months Document Information & Version Management Document Title: D1.2 Industry 5.0 Community Trends and Status Related WP/Task: WP 1 / T1.1, T1.2, T1.3 Document Type: Report Main Author(s): Clara Herkenrath (FIR) Contributor(s): Clara Herkenrath (FIR), Gerrit Hoeborn (FIR), Cansu Kanak (FIR), All Use-Case facilitators and providers Reviewed by: Person 1 (AETHON), Person 2 (LTC) Approved by: Ziga Valic (FM) Version Date Modified by Comments V1 23.08.2024 Clara Herkenrath (FIR) First draft V2 01.09.2024 Ints Viksna (LTC) Review and redaction V3 10.09.2024 Zeta Spyropoulou (AETHON) Review and redaction
Deliverable 1.2 3 V4 25.09.2024 Kubra Yurduseven (INTRACT) Review and redaction V4 26.09.2024 Clara Herkenrath (FIR) Consolidation of the final version Disclaimer Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union. Neither the European Union nor the granting authority can be held responsible for them.
Deliverable 1.2 4 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY .............................................................................................................................................. 9 2. INTRODUCTION ......................................................................................................................................................... 10 3. UNDERSTANDING OF INDUSTRY 5.0 ............................................................................................................... 11 4. SYSTEMATIC LITERATURE REVIEW: RESEARCH RELATED TO INDUSTRY 5.0 .............................. 15 4.1. Methodological Approach: Systematic Literature Review ................................................ 15 4.2. Implementation and Analysis: Systematic Literature Review ........................................ 16 4.2.1. Triggers ....................................................................................................................................................... 18 4.2.2. Enablers ..................................................................................................................................................... 23 5. DESCRIPTION OF EXISTING FRAMEWORKS ............................................................................................... 28 5.1.1. Examination Academic Area ...................................................................................................... 28 5.1.2. Examination non-academic Area........................................................................................... 57 5.1.3. Gaps and Opportunities in Industry 5.0 Framework Development ..................68 6. DELPHI SURVEY ......................................................................................................................................................... 72 6.1. Methodological Approach of the Delphi Study ........................................................................ 72 6.2. Conduction and Analysis of the Delphi Study .......................................................................... 76 6.3. Results of the Delphi Study ..................................................................................................................... 81 7. CONSOLIDATED FINDINGS .................................................................................................................................. 91 7.1. Overview Research Findings .................................................................................................................. 91 7.1.1. Implications of Event Executed in t1.1 ...................................................................................... 91 7.1.2. Implications of Literature Research ........................................................................................ 91 7.1.3. Implications of the Delphi Study ............................................................................................... 95 7.2. Industry 5.0 Insights .................................................................................................................................... 96 8. REFERENCES ............................................................................................................................................................... 99 9. APPENDIX ................................................................................................................................................................... 107
Deliverable 1.2 5 LIST OF FIGURES Figure 1 The evolution of industrial paradigms from Industry 1.0 to Industry 5. 0 (adapted and expanded from Demir, Döven, Sezen, 2019, p. 689, Renda, Schwaag Serger, Tataj, Morlet, Isaksson, Martins, Mir Roca, Hidalgo, Huang, Dixson-Declève, Balland, Bria, Charvériat, Dunlop, Giovannini, 2021, pp. 5–7) ............................................................................................. 14 Figure 2 Methodological Approach: PRISMA Method for Systematic Literature Review with an Additional Step for PROCEPTS5.0 Research Objective (adapted and expanded from Page, McKenzie, Bossuyt, Boutron, Hoffmann, Mulrow, Shamseer, Tetzlaff, Akl, Brennan, Chou, Glanville, Grimshaw, Hróbjartsson, Lalu, Li, Loder, Mayo-Wilson, McDonald, McGuinness, Stewart, Thomas, Tricco, Welch, Whiting, Moher, 2021, 5) ...................................... 16 Figure 3 Selection Process Literature (own depiction) ........................................................................... 17 Figure 4 Identified focus areas from systematic literature review (own depiction) ......... 18 Figure 5 Detailed Framework evaluation Hicking, Wenger, Abbas, Benning, Bremer, Clemens, 2020 (own depiction) ............................................................................................................................. 31 Figure 6 Detailed Framework evaluation Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019 (own depiction) ................................................................................................................................................................ 33 Figure 7 Detailed Framework evaluation Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023 (own depiction) .................................................................... 35 Figure 8 Detailed Framework evaluation Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020 (own depiction) ................................................................................................................................................... 37 Figure 9 Detailed Framework evaluation Aheleroff, Huang, Xu, Zhong, 2022 (own depiction) ............................................................................................................................................................................. 39 Figure 10 Detailed Framework evaluation Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024 (own depiction) .................................................................................................................................................... 41 Figure 11 Detailed Framework evaluation Zizic, Mladineo, Gjeldum, Celent (2022) (own depiction) ............................................................................................................................................................................. 43 Figure 12 Detailed Framework evaluation Adel, 2022a (own depiction) ................................... 45 Figure 13 Detailed Framework evaluation Ghobakhloo, Iranmanesh, Mubarak, Mubarik, Rejeb, Nilashi (2022) (own depiction) .............................................................................................................. 47 Figure 14 Detailed Framework evaluation Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023 (own depiction) .......................................................................................................... 49 Figure 15 Detailed Framework evaluation Iqbal, Lee, Ren (7 Dec. 2022-10 Dec. 2022) (own depiction) .............................................................................................................................................................................. 51 Figure 16 Detailed Framework evaluation Ivanov (2023) (own depiction) ............................. 53 Figure 17 Detailed Framework evaluation Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang (2022) (own depiction) .......................................................................................................... 55 Figure 18 Detailed Framework evaluation Rajumesh, 2024 (own depiction) ........................ 57 Figure 19 Detailed Framework evaluation Deuring (2023) (own depiction) ........................... 60
Deliverable 1.2 6 Figure 20 Detailed Framework evaluation German Federal Ministry for Economic Affairs and Climate Action Industrie 4.0 2024 (own depiction) ...................................................................... 61 Figure 21 Detailed Framework evaluation Henkel (2024) (own depiction) .............................. 63 Figure 22 Detailed Framework evaluation McKinsey & Company (2022) (own depiction) ...................................................................................................................................................................................................... 64 Figure 23 Detailed Framework evaluation SAP (2024) (own depiction) ....................................66 Figure 24 Detailed Framework evaluation Stockwell (2017) (own depiction) ........................68 Figure 25 Overall Structure of the Delphi Method according to Häder (2021, pp. 206–211) (own depiction) ................................................................................................................................................................ 73 Figure 26 Industry-Specific Insights from 14 Companies: A Delphi Method Approach (own depiction) ................................................................................................................................................................ 74 Figure 27 The participating companies provide industry-specific perspectives in two rounds using the Delphi Method (own depiction) .................................................................................... 77 Figure 28 Overview of Questions in the First Round of the Delphi Study (own depiction) ...................................................................................................................................................................................................... 78 Figure 29 Overview of Delphi Study Round 2 hypothesis (own depiction) .............................. 80 Figure 30 Industry 5.0: Interconnections Between Triggers, Strategic Objectives, and Enablers (own depiction) .......................................................................................................................................... 94 Figure 31 Identified focus areas from systematic literature review and industry perspective (own depiction) ................................................................................................................................... 97 Figure 32 Consolidated Analysis of the Systematic Literature Review (own depiction) 121
Deliverable 1.2 7 LIST OF TABLES Table 1 Breakdown of Various Understandings of Industry 5.0 (own depiction) ................... 11 Table 2 Overview of Identified Academic Frameworks (own depiction) .................................. 28 Table 3 Overview of Identified Non-Academic Frameworks (own depiction) ...................... 58 Table 4 Structure and content of Delphi Study (own depiction).................................................... 75 Table 5 Hypothesis status Round 2 Delphi study (own depiction) ............................................... 82 Table 6 Results Delphi Study (own depiction) ........................................................................................... 107 Table 7 Detailed Breakdown of Literature Identified in the Systematic Literature Review ..................................................................................................................................................................................................... 122
Deliverable 1.2 8 LIST OF ACRONYMS ADAM Aachen Digital Architecture Management AI Artificial Intelligence CPS Cyber-physical systems CSR Corporate Social Responsibility EFQM European Foundation for Quality Management I5.0 Industry 5.0 I5.0 AF Industry 5.0 Assessment Framework I5.C Industry 5.0 Community of Interest IoE Internet of Everything IoT Internet of Things IQR Interquartile range KPIs Key Performance Indicators OEE Overall equipment effectiveness SCM Supply Chain Management SDGs United Nations Sustainable Development Goals SLR Systematic Literature Review T 1.2 Task 1.2 WP Work Package
Deliverable 1.2 9 1. EXECUTIVE SUMMARY Task 1.2 aims to evaluate and refine existing approaches and methodologies for the adoption and implementation of Industry 5.0. This task will provide a foundational understanding necessary for subsequent tasks, particularly Task 1.3, by identifying key definitions and frameworks, and anticipating future trends. The task begins with an extensive review of relevant literature to consolidate existing knowledge on Industry 5.0. This review will focus on identifying and clarifying key definitions, strategic objectives, and frameworks associated with Industry 5.0. The literature review will also assess the current understanding of Industry 5.0's core components, such as human centricity, sustainability, and resilience, as defined by leading authorities including the European Commission. Building on the literature review, a Delphi survey will be conducted, engaging industry experts and stakeholders across various use cases. This survey aims to refine the definitions identified in the literature, ensuring they are aligned with practical industry perspectives. The survey will also gather insights into the challenges and opportunities associated with Industry 5.0 implementation, helping to anticipate and identify future trends. The findings from the Delphi survey will be used to forecast future trends that are likely to influence the evolution and implementation of Industry 5.0. These trends will be critically analyzed to determine their implications for industry practices and their integration into the Industry 5.0 framework. The refined definitions and anticipated trends identified through this task will serve as a base for Task 1.3. This next phase will leverage the insights from Task 1.2 to develop actionable strategies and methodologies for the broader adoption of Industry 5.0 across different sectors. Task 1.2 will culminate in a detailed report that consolidates the literature review, Delphi survey results, and future trend analysis. This report will serve as a critical input for Task 1.3, providing a robust foundation for the continued exploration and implementation of Industry 5.0 principles and practices.
Deliverable 1.2 16 Figure 2 Methodological Approach: PRISMA Method for Systematic Literature Review with an Additional Step for PROCEPTS5.0 Research Objective (adapted and expanded from Page, McKenzie, Bossuyt, Boutron, Hoffmann, Mulrow, Shamseer, Tetzlaff, Akl, Brennan, Chou, Glanville, Grimshaw, Hróbjartsson, Lalu, Li, Loder, Mayo-Wilson, McDonald, McGuinness, Stewart, Thomas, Tricco, Welch, Whiting, Moher, 2021, 5) The goals of this desk research are to collect information from literature and other media, with the expected outputs being a thorough analysis of the state of the art in scientific literature on existing frameworks for Industry 5.0, existing holistic Industry 4.0 frameworks as a basis for expansion to Industry 5.0, and other relevant media. These outputs will feed into project activities by connecting with the results of workshop Task 1.1 and the Delphi Study to identify similarities across different sectors and methodologies, and to address methodological gaps in comparison to existing models and frameworks. This will contribute to an Industry 5.0 framework and the definition of technological and non-technological trends in Industry 5.0 adoption and implementation. Through this systematic approach, the literature review not only ensures a thorough and unbiased assessment of existing research but also identifies critical gaps and limitations. These insights are crucial for guiding future research efforts and advancing the understanding and implementation of Industry 5.0. 4.2. Implementation and Analysis: Systematic Literature Review The systematic literature review was executed through a structured, multi-step process to ensure comprehensive and objective analysis. Initially, predefined criteria for literature selection were documented (Page, McKenzie, Bossuyt, Boutron, Hoffmann, Mulrow, Shamseer, Tetzlaff, Akl, Brennan, Chou, Glanville, Grimshaw, Hróbjartsson, Lalu, Li, Loder, Mayo-Wilson, McDonald, McGuinness, Stewart, Thomas, Tricco, Welch, Whiting, Moher, 2021) to identify relevant and adequate literature and ensure the reproducibility and objectivity of the research. The search was unrestricted by specific research methodologies, publication periods, or geographic regions. Inclusion and exclusion criteria determined eligibility: Only studies with full texts available in English, and publications including research articles, review articles, and conference papers were considered. To guarantee the inclusion of all pertinent information concerning Industry 5.0, search terms were developed and linked with the Boolean operator OR with synonyms. The search query used was: (("Industry 5.0") OR ("fifth Industrial revolution") OR ("5IR")). The syntax was adapted for the TITLE-ABS-KEY database, with the predefined search strings. Bibliographic research was conducted using three internet databases: SCOPUS, Science Direct, and Web of Science. Additionally, the library catalogs of RWTH Consolidated results Step I Formal Research Criteria Phase 1 Problem Definition Phase 2 Systematic Literature Search StepVI Additional other media Step V Analysis and Evaluation Step II Search Query Step III Literature Review Step IV Screening and Categorization Phase 3 Analysis and Evaluation
Deliverable 1.2 17 Aachen and Google Scholar were utilized to gather academic publications and conference papers. The query yielded a total of 879 publications: 358 from SCOPUS, 242 from Science Direct, and 279 from Web of Science, forming the basis for investigation. Using the selection criteria defined initially, a flow diagram depicting the data collection process is presented in Figure 3. Titles and abstracts were reviewed, resulting in 284 articles remaining after the first exclusion (Q1). Full-text examination further excluded 177 articles that did not align with the research goals, leaving 107 publications that provided insights into Industry 5.0. Through forward and backward analysis, 15 sources were identified that provided critical insights and foundational knowledge for the research on Industry 5.0. Duplicates or triplicates among these sources were excluded. Excluded studies were re-examined to ensure the quality of the review. Ultimately, 61 sources were included for further evaluation. The comprehensive list of literature is provided in Figure 3. Figure 3 Selection Process Literature (own depiction) Subsequently, the assessment took place, analyzing several key aspects. Focus areas of the literature were identified and categorized. Various triggers were analyzed, such as acute crises, market changes, talent recruiting and retention, political volatility and crises, planetary boundaries, and ethical and social responsibilities. Additionally, several enablers were examined: anchoring I5.0 objectives, upskilling and enablement, leveraging interdisciplinary synergies, deployment of enabling technologies, and implementing enabling technologies. In the following, these fields are analyzed in detail. Figure 4 provides an overview of the focus areas. The analysis includes a comprehensive examination of each field, highlighting their specific contributions and interrelations within the broader context of Industry 5.0.
Deliverable 1.2 18 Figure 4 Identified focus areas from systematic literature review (own depiction) 4.2.1. Triggers The industry is constantly evolving, and crises along with societal changes require adaptation to current trends. A detailed analysis and a deep understanding of the changes the industry faces are essential for developing concepts that enable the industry to navigate these challenges confidently. The current changes and the resulting triggers that necessitate a rethinking of Industry 5.0 in the industrial sector will be presented and defined in the following sections: Acute Crises, Market Changes, Talent Recruiting & Retention, Political Volatility & Crisis, Planetary Boundaries, and Ethical Challenges & Social Responsibilities. ACUTE CRISES Acute crises describe situations that occur suddenly and demand immediate change. These situations are fraught with uncertainty, as the probability of occurrence and environmental conditions are either completely unknown or only partially understood. Examples of acute crises include sudden disruptions in the supply chain resulting in production losses, natural disasters, cyberattacks, or the outbreak of infectious diseases. The literature repeatedly identifies acute crises as triggers for rethinking within the industry. For example, the COVID-19 pandemic is frequently mentioned by numerous sources as a turning point that exposed the fragility of companies. The COVID-19 crisis demonstrated that the resilience of supply chains can quickly collapse, highlighting the urgent need for innovative solutions to prevent such failures (Zizic, Mladineo, Gjeldum, Celent, 2022, Sarfraz, Sarfraz, Iftikar, Akhund, 2021). Furthermore, it became evident that traditional machines, despite their productivity and efficiency, face significant Political Volatility & Crises Planetary Boundaries Enablers Anchoring I5.0 Objectives Upskilling and Enablement
Deliverable 1.2 19 challenges in effectively responding to acute crises (European Comission, 2021, Aheleroff, Huang, Xu, Zhong, 2022). In this context, the lack of resilience in companies is frequently discussed, emphasizing the necessity of protecting production from disasters like the COVID-19 pandemic (Adel, 2022b, Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022). Decision-making in uncertain environments, such as during an acute crisis, poses a significant challenge for companies (Chandel, Sharma, 2023, Sindhwani, Afridi, Kumar, Banaitis, Luthra, Singh, 2022, Zizic, Mladineo, Gjeldum, Celent, 2022). Additionally, the crucial importance of employees became evident, underscoring the urgency of refocusing on their needs and roles within the organization (Zizic, Mladineo, Gjeldum, Celent, 2022). The challenges that acute crises bring affect a wide range of industries. In addition to manufacturing companies, retailers and service providers also faced changed market conditions triggered by the COVID-19 crisis (Noble, Mende, Grewal, Parasuraman, 2022). MARKET CHANGES The market is fundamentally an economic arena where supply and demand intersect, facilitating pricing and exchange (Woll, 2008). Consequently, market changes denote alterations in these dynamics, including shifts in consumer behavior and modifications in the competitive landscape. These changes significantly impact market equilibrium, requiring businesses to adopt adaptive strategies to sustain their competitive advantage and address evolving consumer demands. In a rapidly changing world, market conditions are evolving at an unprecedented pace, compelling companies to adapt swiftly. One of the primary challenges for businesses is to respond effectively to these market changes. A significant market shift in the context of Industry 5.0 is the increasing demand for personalized products (Aheleroff, Huang, Xu, Zhong, 2022). Personalization involves tailoring products precisely to individual customer needs, thereby evoking emotions and a sense of identity (DoyleKent, Kopacek, 2020, Lu, Zheng, Chand, Xia, Liu, Xu, Wang, Qin, Bao, 2022). This level of personalization significantly influences customers' purchasing decisions (Mishra, Paul, 2023). Companies that successfully implement personalization strategies gain a competitive advantage and see increased customer loyalty (Aheleroff, Huang, Xu, Zhong, 2022). However, while machines and robots excel at producing standardized products, they face considerable challenges in manufacturing personalized items (Chandel, Sharma, 2023). Current technologies often fall short in meeting the demands for personalization (Adel, 2022a, Maddikunta, Pham, B, Deepa, Dev, Gadekallu, Ruby, Liyanage, 2022). To address this growing demand, companies must invest in advanced technologies and machinery that enable cost-effective personalization (Adel, 2022a). Furthermore, involving consumers in the development phase is crucial to achieving resilience and human centricity within the organization (Costa, Amorim, Reis, Melão, 2023). By adopting these strategies, businesses can not only satisfy market demands but also
Deliverable 1.2 20 foster customer loyalty and secure a competitive edge in the evolving landscape of Industry 5.0. TALENT RECRUITING & RETENTION Talent Recruiting & Retention refer to the imperative for companies to attract and retain employees with the requisite qualifications over the long term. This necessity is driven by several factors, including the increasing complexity of job roles, the rapid pace of technological advancement, and the competitive nature of the global market. The shortage of skilled employees compels employers to create attractive incentives for potential candidates. Particularly for younger generations, such as Millennials and Generation Alpha, companies that prioritize employee autonomy, well-being, and societal contributions are more appealing (Lu, Zheng, Chand, Xia, Liu, Xu, Wang, Qin, Bao, 2022). An issue vastly overlooked in Industry 4.0 is employee well-being, which has become increasingly relevant in today’s society. This encompasses various aspects: workplace safety, ergonomics, mental health, and self-realization. Companies must address these safety demands to ensure a secure working environment (Alves, Lima, Gaspar, 2023). Ergonomics is equally critical, particularly in settings where humans and robots collaborate, to prevent long-term health issues such as musculoskeletal disorders (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022). Beyond physical well-being, mental health and self-realization are now recognized as essential components of employee satisfaction. Aheleroff, Huang, Xu, Zhong (2022) utilize Maslow's hierarchy of needs to illustrate that fulfilling both lower and higher-level needs is crucial for workplace satisfaction. Job satisfaction positively impacts overall company performance (Frutos-Bencze, Sokolova, Zubr, Mohelska, 2022), and improving mental health can mitigate productivity losses caused by disorders like depression and anxiety (European Comission, 2021). Another significant challenge is the skills gap, where employees often lack the qualifications necessary for modern workplaces (Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner, 2023). This gap affects both shop floor workers and managers, hindering the adoption of new technologies due to reliance on outdated practices (Ramachandran, Nagarjuna, Akram, Bhalani, Raju, Ponnusamy, 2023). Employees frequently lack proficiency with technologies such as AI and robotics (Suciu, Plesea, Petre, Simion, Mituca, Dumitrescu, Bocaneala, Moroianu, Nasulea, 2023, Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner, 2023). Additionally, soft skills like critical thinking and creativity, which are increasingly vital, are not adequately addressed by employers or academic institutions (Suciu, Plesea, Petre, Simion, Mituca, Dumitrescu, Bocaneala, Moroianu, Nasulea, 2023). To address these issues, companies must develop effective strategies for Talent Recruiting & Retention. This includes creating incentives to attract employees, fostering long-term relationships, and providing the necessary training to equip employees with essential skills. By doing so, companies can meet the demands of the evolving workplace and maintain a competitive edge. POLITICAL VOLATILITY & CRISES
Deliverable 1.2 21 Political volatility and crises refer to political events that significantly impact the economy. Volatility involves fluctuations and uncertainties due to changes in legislation, trade agreements, or regulatory frameworks. Crises are dramatic events indicative of political instability, such as political upheavals, civil unrest, and diplomatic tensions. These conditions necessitate that companies develop strategies to mitigate risks and adapt swiftly to changing political landscapes. Organizations are facing a rapidly changing geopolitical situation, which presents a significant challenge for many businesses (Alojaiman, 2023, Huang, Wang, Li, Zheng, Mourtzis, Wang, 2022, Saniuk, Grabowska, Straka, 2022). Political volatility refers to the potential fluctuations and uncertainties introduced by changes in policy, such as alterations in legislation, trade agreements, or regulatory frameworks. Crises, on the other hand, are dramatic events indicative of political instability, including political upheavals, civil unrest, and diplomatic tensions. The ability to swiftly adapt to a changing political landscape is regarded as a crucial factor in achieving resilience (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022). Political volatility and crises have a direct impact on organizations, compelling them to navigate unpredictable and often disruptive events. In response, organizations must cultivate a range of skills and devise robust strategies to maintain their success. This necessitates an ongoing commitment to adaptability, resilience, and strategic planning to effectively navigate and thrive in a constantly shifting environment. By understanding and anticipating these political dynamics, businesses can better ensure their resilience and sustainability in the global market. PLANETARY BOUNDARIES Planetary Boundaries delineate a safe operating space across nine interconnected environmental dimensions, the transgression of which could have severe repercussions for both humanity and the Earth system (Leitschuh, Michelsen, Simonis, 2015) One of the greatest current societal challenges, which stands out from the crises mentioned in the previous section and is therefore considered separately, is the widespread transgression of planetary boundaries (Sindhwani, Afridi, Kumar, Banaitis, Luthra, Singh, 2022). A framework that defines and partially quantifies planetary boundaries is provided by (Rockström, Steffen, Noone, Persson, Chapin, Lambin, Lenton, Scheffer, Folke, Schellnhuber, Nykvist, Wit, Hughes, van der Leeuw, Rodhe, Sörlin, Snyder, Costanza, Svedin, Falkenmark, Karlberg, Corell, Fabry, Hansen, Walker, Liverman, Richardson, Crutzen, Foley, 2009). This framework outlines nine boundaries that must be respected to prevent catastrophic consequences for humanity. In 2023, six of these nine boundaries were crossed, highlighting an urgent societal need to correct this imbalance (Richardson, Steffen, Lucht, Bendtsen, Cornell, Donges, Drüke, Fetzer, Bala, Bloh, Feulner, Fiedler, Gerten, Gleeson, Hofmann, Huiskamp, Kummu, Mohan, NoguésBravo, Petri, Porkka, Rahmstorf, Schaphoff, Thonicke, Tobian, Virkki, Wang-Erlandsson, Weber, Rockström, 2023). Industry plays a significant role in this context, as it is among
Deliverable 1.2 22 the largest contributors to environmental degradation. In Industry 4.0, there was insufficient focus on addressing this issue. The increasing demand from consumers for environmentally friendly products, coupled with growing regulation by governments and international organizations such as the United Nations, is driving sustainability to become an increasingly important aspect of industrial practices (Costa, Amorim, Reis, Melão, 2023). Sustainable manufacturing is increasingly being recognized as a key priority for both industry and government (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023). ETHICAL CHALLENGES & SOCIAL RESPONSIBILITIES Ethical challenges and social responsibilities are concerned with the moral and ethical dilemmas that arise in business activities. These challenges encompass a wide range of considerations, including corporate social responsibility (CSR), ethical conduct in research and development, and a steadfast commitment to integrity and transparency in all business practices. Addressing these challenges requires businesses to not only comply with legal and regulatory standards but also to proactively engage in practices that promote social good, environmental sustainability, and ethical behavior throughout their operations. There is a growing societal demand for a greater emphasis on ethical considerations in industry (Pang, Lee, Murshed, 2023). Ethical aspects are becoming increasingly important in academic research and public discourse, as well as entrepreneurship. Research on Industry 4.0 has often overlooked the effects on society, leading to a focus primarily on shareholders that reinforces socio-ecological inequality and the vulnerability of the global economy (Özdemir, Hekim, 2018, Ghobakhloo, Iranmanesh, Mubarak, Mubarik, Rejeb, Nilashi, 2022). This raises serious societal concerns about the potential for high unemployment due to new technologies. Furthermore, there is an increasing demand for technology that is not solely used for economic growth but also aims to improve the quality of life (Petrescu, Neacșa, Laudacescu, Tănase, 2023). The goal is to create a world in which essential goods and services are accessible to everyone, regardless of region, age, gender, language, or other constraints (Saniuk, Grabowska, Straka, 2022). Social development, equal job opportunities, income equality, and autonomy are also crucial (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023). While productivity and technology were the primary focus of Industry 4.0, there is an increasing demand for an industry that prioritizes the role of humans and their needs.
Deliverable 1.2 23 4.2.2. Enablers To achieve the Industry 5.0 transformation, companies require well-defined strategies and tools. The following outlines the focus areas of action essential for attaining these strategic objectives: ANCHORING I5.0 OBJECTIVES Anchoring Industry 5.0 Objectives into corporate strategy underscores the imperative of integrating these goals comprehensively within business frameworks. Formulating strategies that fortify resilience, prioritize human-centric approaches, and promote sustainability across all facets of business models and operations is crucial. To achieve the transformation towards Industry 5.0, companies must develop agile business models to support this evolution. Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner (2023) emphasize that innovation management is crucial for addressing rapidly changing market conditions. Resilience in this context requires smart production systems that can flexibly analyze data and make agile decisions (Huang, Wang, Li, Zheng, Mourtzis, Wang, 2022). Big data analytics are instrumental in predicting customer behavior and improving decision-making (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022), while real-time data technologies enhance and expedite these processes (Zizic, Mladineo, Gjeldum, Celent, 2022). Consequently, future business strategies will increasingly rely on data, software, and analytics (Huang, Wang, Li, Zheng, Mourtzis, Wang, 2022). Implementing Industry 5.0 principles necessitates redesigning existing business models and creating new ones (Ivanov, 2023, Möller, Vakilzadian, Haas, 2022). This shift will lead companies to become more serviceoriented (Majerník, Daneshjo, Malega, Drábik, Barilová, 2022). Digital transformation requires changes in processes and management (De Felice, Petrillo, 2023) and an organizational structure that supports human-human, human-machine, and machine-machine interactions (Simion, Avasilcai, Alexa). Effective strategic planning and management of these interactions are crucial (Chandel, Sharma, 2023). Lean management methods can foreground human influence on process improvement (Zizic, Mladineo, Gjeldum, Celent, 2022, Demir, Döven, Sezen, 2019). The European Foundation for Quality Management (EFQM) Model 2020 emphasizes sustainability (Zizic, Mladineo, Gjeldum, Celent, 2022) while the Human-Centric SingleMinute Exchange of Die (H-SMED) model focuses on human centricity in lean management (Alves, Lima, Gaspar, 2023). Strategies such as job rotation and diverse working hours can enhance employee well-being (Alves, Lima, Gaspar, 2023). Value stream mapping aids sustainability by reducing waste and resource consumption (Pizoń, Cioch, Kański, Sánchez García, 2022). Transitioning to a circular economy is crucial for improving environmental impact while maintaining profitability (Iqbal, Lee, Ren, 7 Dec. 2022-10 Dec. 2022, Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024). Overall, the focus of entrepreneurial action should shift from maximizing shareholder value to enhancing value for all stakeholders (Martín-Gómez, Agote-Garrido, LamaRuiz, 2024, Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023). By embedding Industry 5.0 goals into corporate strategy, companies can set appropriate
Deliverable 1.2 24 priorities, allocate resources effectively, and take necessary actions to successfully navigate the transformation towards Industry 5.0. UPSKILLING AND ENABLEMENT To meet the demands of a rapidly evolving workforce, it is essential to upskill and enable employees. Upskilling involves developing employees' competencies through courses, training programs, certifications, and other educational initiatives. This includes acquiring technical skills for new technologies, enhancing leadership abilities, and improving communication proficiencies. Enablement focuses on providing the necessary tools, resources, and support for employees to effectively utilize their skills. This includes modern work tools, a supportive work environment, and fostering a culture of continuous learning and collaboration. By integrating upskilling and enablement, organizations can ensure their workforce remains adaptable and proficient in the modern work landscape. Industry 5.0 is expected to create more jobs that offer greater freedom, design thinking, and creativity (Alojaiman, 2023), shifting human labor towards more cognitive tasks (Chandel & Sharma 2023). With Industry 5.0 concepts placing humans at the center of the production system, there are new demands on employee skills (Jafari, Azarian, Yu, 2022). As machines increasingly take over repetitive and monotonous tasks, jobs that required low qualifications are disappearing (Adel, 2022b). Despite this, Suciu, Plesea, Petre, Simion, Mituca, Dumitrescu, Bocaneala, Moroianu, Nasulea (2023) argue that more jobs will be created in intelligent systems than will be lost. Similarly Saniuk, Grabowska, Straka (2022) predict significant job growth in artificial intelligence, robotics, machine learning, and other related fields. Industry 5.0 is expected to create more jobs that offer greater freedom, design thinking, and creativity (Alojaiman, 2023) shifting human labor towards more cognitive tasks (Chandel, Sharma, 2023). The importance of soft skills, such as critical thinking and creativity, is growing as we move towards Industry 5.0 (Suciu, Plesea, Petre, Simion, Mituca, Dumitrescu, Bocaneala, Moroianu, Nasulea, 2023). There is an urgent need to train employees in handling new technologies (Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019). Currently, many employees, including managers, lack the competence to work with artificial intelligence (Mourtzis, Angelopoulos, Panopoulos, 2022, Suciu, Plesea, Petre, Simion, Mituca, Dumitrescu, Bocaneala, Moroianu, Nasulea, 2023). Investing in employee training and lifelong learning is crucial (Saniuk, Grabowska, Straka, 2022). Companies should foster positive attitudes and collaboration (Hicking, Wenger, Abbas, Benning, Bremer, Clemens, 2020) and regard employees as essential assets (Patil, Thakir, Gandhi, Savale, Sayyed, 2022). Training, unlearning, and learning are vital competencies for adapting to the changing environment (Alojaiman, 2023). Furthermore, employees should be educated on principles of resource conservation and environmental protection (Ramachandran, Nagarjuna, Akram, Bhalani, Raju, Ponnusamy, 2023, Verma, Bhattacharya, Madhani, Trivedi, Bhushan, Tanwar, Sharma, Bokoro, Sharma, 2022). Universities must also ensure the integration of future-critical skills into their curricula (Banholzer, 2022). The tasks for employees will change significantly in Industry 5.0, focusing more on cognitive work. This transition requires both technical training and the
Deliverable 1.2 25 promotion of soft skills. Companies must invest in the continuous development of their employees, while educational institutions need to ensure that graduates possess the necessary skills for the labor market. These investments will better prepare the workforce for the demands of the future. LEVERAGING INTERDISCIPLINARY SYNERGIES By combining and sharing their respective expertise and resources, organizations and institutions can leverage interdisciplinary synergies to achieve common objectives. This collaborative approach enables the integration of diverse perspectives and capabilities, fostering innovation and enhancing the effectiveness of collective efforts towards shared goals. Interdisciplinary synergies are crucial for the advancement of Industry 5.0, as they enable the integration of diverse fields such as engineering, life sciences, and social sciences, fostering reciprocal learning and the optimization of strengths while minimizing weaknesses (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022). These synergies not only promote collaboration among various disciplines and stakeholders but also catalyze the development of innovative solutions to complex challenges that exceed the capabilities of any individual field. By amalgamating knowledge, skills, and resources across multiple domains, novel avenues for achieving a sustainable and equitable future are unveiled. DEPLOYMENT OF ENABLING TECHNOLOGIES The transition to Industry 5.0 can be effectively facilitated by the deployment of enabling technologies, coupled with the application of advanced methodologies to optimize processes and develop innovative production techniques. This strategic approach not only enhances operational efficiency but also fosters the creation of cutting-edge solutions, thereby driving the evolution towards Industry 5.0. Key enablers and drivers of Industry 5.0 are primarily advanced technologies. Distinguishing between technologies associated with Industry 4.0 and those characteristics of Industry 5.0 can be challenging. These include artificial intelligence, Big Data, the Internet of Everything, blockchain, and digital twins (Mourtzis, Angelopoulos, Panopoulos, 2022). While many of these technologies are common to both Industry 4.0 and Industry 5.0, the focus has shifted in the latter. In Industry 5.0, the emphasis is on technologies that facilitate work for employees, ensuring that technology serves human needs, thus supporting rather than replacing human workers (Zizic, Mladineo, Gjeldum, Celent, 2022). Consequently, Industry 5.0 prioritizes humanmachine collaboration (Joglekar, Kadam, Dharmadhikari, 2023). Developing capabilities that enable organizations to derive insights from data and make rapid decisions is crucial for enhancing organizational agility (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020). Technologies that streamline and expedite decision-making processes, such as the Internet of Things (IoT) and Big Data analytics, are particularly noteworthy. Edge computing, for instance, is a significant enabler of real-time decision-making (Bajic, Suzic, Moraca, Stefanović, Jovicic, Rikalovic, 2023). IoT
Deliverable 1.2 32 Hofmann et al. 2019: Supply chain management and Industry 4.0: conducting research in the digital age Hofmann, Sternberg, Chen, Pflaum, Prockl (2019) investigate the intersection of Supply Chain Management (SCM) and Industry 4.0, with a particular focus on the digital and autonomous integration of processes both within and between organizations. Industry 4.0 is characterized by automation, interconnectivity, transparency, and a customercentric approach, which collectively enable more proactive decision-making within supply chains. The paper seeks to identify research opportunities in the domain of SCM 4.0 and to lay a groundwork for future studies, underscoring the necessity for organizations to rethink their business models and the evolving roles of supply chain participants in a digitally transformed environment. A central theme is the empowerment of supply chain workers and managers, highlighting the critical need for them to acquire new competencies relevant to the digital age. This focus is particularly important as supply chains evolve into complex ecosystems that encompass not only traditional supply chain actors but also technology providers and intermediaries. The paper underscores the growing significance of these ecosystems and the need for a more integrated and collaborative approach in managing supply chains (Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019, pp. 945–949). While the paper provides valuable insights into the potential of Industry 4.0 for SCM and identifies key research opportunities, it also acknowledges the current paucity of comprehensive studies in this field (Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019, p. 945). Additionally, although the paper touches on the emerging research related to the transition from Industry 4.0 to Industry 5.0, it falls short of offering practical guidance on how organizations can effectively navigate this shift (Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019, p. 951). This highlights an important gap in the literature and suggests a need for future research to focus on actionable strategies for implementing Industry 5.0 principles in SCM. A detailed profile of the framework discussed in the paper of Hofmann, Sternberg, Chen, Pflaum, Prockl (2019) is provided in Figure 6.
Deliverable 1.2 33 Figure 6 Detailed Framework evaluation Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019 (own depiction) Peças et al. 2023: Holistic Framework to Data-Driven Sustainability Assessment Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha (2023) introduce a holistic framework for data-driven sustainability assessment (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 13), meticulously structured into five key steps: identifying the scope of the assessment, defining relevant metrics and indicators, establishing data collection procedures, validating the data, and fostering a culture of continuous improvement (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, pp. 17–18). This framework is explicitly designed to address the increasing emphasis on sustainable practices within manufacturing and industry (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 1), offering a systematic and universally applicable approach that can be employed across diverse industrial sectors (Peças, John, Ribeiro, Advantages & Disadvantages G B Sustainability Human centricity H 2019 4 0
Deliverable 1.2 34 Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 18). By harnessing digital capabilities and data-driven methodologies, the framework aims to enable companies to effectively and efficiently assess their sustainability performance (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 1). However, despite its comprehensive design, the framework may pose challenges for organizations that lack prior experience in sustainability assessment or data-driven methodologies. The implementation of this framework demands significant resources for data collection, validation, and analysis, which could be particularly burdensome for smaller organizations. Additionally, companies accustomed to traditional sustainability assessment methods might face resistance in transitioning to this data-driven approach, along with the associated cultural shift toward continuous improvement. Moreover, while the structured nature of the framework provides a clear and methodical pathway, it may also constrain flexibility, making it more difficult to adapt to specific organizational contexts or industry-specific requirements (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 18). The paper underscores the pivotal role that sustainability assessment methodologies play in enhancing sustainability performance within industrial operations (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 1). It highlights the importance of data-driven approaches in promoting measurable and sustainable business practices (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 4), supporting informed decision-making, and fostering a culture of continuous improvement (Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023, p. 1). The subsequent Figure 7 provides a detailed breakdown of the framework, elucidating its components and their interrelations.
Deliverable 1.2 35 Figure 7 Detailed Framework evaluation Peças, John, Ribeiro, Baptista, Pinto, Dias, Henriques, Estrela, Pilastri, Cunha, 2023 (own depiction) Schuh et al. 2020: Industrie 4.0 Maturity Index: Managing the Digital Transformation of Companies The study presents the acatech Industrie 4.0 Maturity Index, a methodological tool crafted to measure and guide companies through their digital transformation toward Industry 4.0 (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 15). The index is organized around key development stages: computerization, connectivity, visibility, H Resilience The concept of resilience is not directly addressed in the paper G B Peças et al. 2023: Holistic Framework to Data-Driven Sustainability Assessment
Deliverable 1.2 36 transparency, predictive capacity, and adaptability (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 17). By addressing both the challenges and opportunities of Industry 4.0, the framework emphasizes critical capabilities such as digital readiness, structured communication, self-learning information processing, and dynamic collaboration within value networks (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 23). This Maturity Index provides a systematic approach for companies to assess their digital maturity and chart a course for implementing Industry 4.0 technologies, potentially setting the stage for a future transition to Industry 5.0 (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 3). Through its application, companies can sharpen their competitive edge in the digital landscape, derive actionable insights for transformation, and adopt best practices as they advance (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, pp. 47–53). Nevertheless, the study also highlights certain challenges, including the necessity for organizational changes that extend beyond mere technological advancements, and potential gaps in the framework’s ability to fully accommodate the emerging paradigms of Industry 5.0 (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 31). Furthermore, the study underscores the importance of embedding sustainability into digital transformation efforts, advocating for the development of competencies like resilience, responsiveness, and adaptability. It argues that solutions aligned with a circular economy are essential for tackling global issues such as climate change and resource scarcity (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 5). Additionally, it emphasizes the need for companies to cultivate the ability to make rapid decisions, enhance agility (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 7), and build resilience, enabling them to effectively navigate the complexities of the digital landscape and respond to disruptions (Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, p. 5). The following Figure 8 offers a detailed breakdown of the Maturity Index framework, illuminating its components and their interrelations.
Deliverable 1.2 37 Figure 8 Detailed Framework evaluation Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020 (own depiction) INDUSTRY 4.0 TOWARDS INDUSTRY 5.0 FRAMEWORKS The forthcoming section explores the frameworks that guide the transition from Industry 4.0 to Industry 5.0. This segment offers a comprehensive examination of key methodologies that bridge these two industrial paradigms. These frameworks are crucial for understanding the evolution of industrial practices, providing insights into G B The study introduces the acatech Industrie 4.0 Maturity Index, which is a methodological approach to measure the maturity of companies in their digital transformation journey towards industry 4.0 (p. 15) The index is designed based on value-based development stages, including computerisation, connectivity, visibility, transparency, predictive capacity, and adaptability (p. 17) Sustainability H 2020 4 0
Deliverable 1.2 38 how the foundational concepts of Industry 4.0 are being redefined to address the demands and opportunities of the next stage. Through this analysis, these frameworks serve as essential tools for navigating the shift towards a more advanced, humancentric, and sustainable industrial landscape. Aheleroff et al. 2022: Toward sustainability and resilience with Industry 4.0 and Industry 5.0 Aheleroff, Huang, Xu, Zhong (2022) examine the transition from Industry 4.0 to Industry 5.0, advocating for a more human-centric, sustainable, and resilient industrial approach (Aheleroff, Huang, Xu, Zhong, 2022, p. 3). The paper presents a conceptual model and framework for Industry 5.0, focusing on sustainability through mass personalization (Aheleroff, Huang, Xu, Zhong, 2022, p. 3) and balancing technological progress with social and environmental responsibility (Aheleroff, Huang, Xu, Zhong, 2022, p. 7). While Industry 4.0’s role in enhancing production efficiency is acknowledged, Industry 5.0 is seen as essential for sustainable development, addressing environmental challenges, and shifting from shareholder to stakeholder value (Aheleroff, Huang, Xu, Zhong, 2022, p. 17). The framework offers a comprehensive structure for developing products and business models aligned with the United Nations Sustainable Development Goals (SDGs) (Aheleroff, Huang, Xu, Zhong, 2022, p. 12). However, challenges include the lack of specific implementation guidelines, the framework’s generality, and potential difficulties in global adoption due to varying technological readiness and economic disparities (Aheleroff, Huang, Xu, Zhong, 2022, p. 11). Sustainability remains a central theme, with strong advocacy for eco-friendly practices and social responsibility (Aheleroff, Huang, Xu, Zhong, 2022, pp. 17–18). Governance structures aligned with global sustainability goals are emphasized (Aheleroff, Huang, Xu, Zhong, 2022, p. 8), along with the importance of human centricity through "Human Capital 5.0," which integrates human creativity with technology to promote personalized products and services (Aheleroff, Huang, Xu, Zhong, 2022, pp. 10–12). The paper also highlights the need for resilience, particularly in response to economic challenges like the COVID-19 pandemic, suggesting that both technological innovation and human involvement are key to achieving resilience and sustainability in Industry 5.0 (Aheleroff, Huang, Xu, Zhong, 2022, p. 18). The following Figure 9 provides a detailed breakdown of the proposed framework, illustrating its components and interconnections.
Deliverable 1.2 39 Figure 9 Detailed Framework evaluation Aheleroff, Huang, Xu, Zhong, 2022 (own depiction) Martn-Gmez et al. 2024: A Framework for Sustainable Manufacturing: Integrating Industry 4.0 Technologies with Industry 5.0 Values Martín-Gómez, Agote-Garrido, Lama-Ruiz (2024) propose a framework that integrates Industry 4.0 technologies with Industry 5.0 values to support sustainable manufacturing. This framework aims to guide the development of manufacturing systems that prioritize sustainability, human centricity, and resilience. It highlights the The proposed Reference Architecture Model for Industry 5.0 gives businesses a holistic framework for developing future products and business models using a threedimensional map in a structured manner complemented by the Industry 5.0 components (p. 12) The framework can be mapped with the United Nations Sustainable Development Goals (SDGs) and compromises crucial aspects of Industry 5.0 describing all essential elements and providing a common understanding of what Industry 5.0 requires, the function of each component and the interfaces (p. 12) The paper highlights the shift from technology-driven (I4.0) strategies to a value-driven human-centric (I5.0) approach which ensures that Industry 5.0 initiatives prioritize longterm benefits for all stakeholders (p. 13) G B Sustainability Human centricity 2022 4 0 0
Deliverable 1.2 40 seamless integration of advanced technologies, machinery, and human expertise throughout the system life cycle, addressing challenges related to resource scarcity and minimizing environmental and societal impacts (Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024, p. 1). The framework takes a holistic approach, considering the economic, social, and environmental dimensions of sustainability. It introduces a methodology for industries and academia to incorporate emerging technologies while aligning with Industry 5.0 values (Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024, p. 2). However, the early stage of Industry 5.0 presents challenges in the framework’s applicability, and the authors call for empirical studies to validate and refine the proposed concepts (Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024, p. 14). The shift from Industry 4.0 to Industry 5.0 may also require significant organizational and operational changes, as the focus moves from a technology-centric approach to one centered on sustainability and ethics (Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024, p. 8). Sustainability is a key focus, with an emphasis on balancing social, environmental, and economic goals. Human centricity is promoted by prioritizing well-being, autonomy, privacy, and security for all involved in the manufacturing process. The framework also underscores the importance of resilience, ensuring that industrial systems can adapt and maintain continuity in the face of challenges. The paper suggests that integrating Industry 5.0 values with Industry 4.0 technologies can lead to more sustainable, inclusive, and resilient manufacturing systems (Martín-Gómez, Agote-Garrido, LamaRuiz, 2024, pp. 1–8)The following Figure 10 provides a detailed breakdown of the framework, illustrating its components and their interconnections.
Deliverable 1.2 41 Figure 10 Detailed Framework evaluation Martín-Gómez, Agote-Garrido, Lama-Ruiz, 2024 (own depiction) One limitation of the framework is the early stage of Industry 5.0, which may impact the applicability and relevance of the proposed approach as the concept evolves (p. 14) The framework would benefit from empirical studies to validate and refine its theoretical concepts, suggesting a need for further research and practical application in real industrial contexts (p. 14) Transitioning from Industry 4.0 to Industry 5.0 involves a shift in focus from technology-driven productivity to valuescentered sustainability, which may require significant organizational and operational changes (p. 8) The impact of Industry 4.0 technologies on achieving sustainable manufacturing in the context of Industry 5.0 remains uncertain, highlighting the need for ongoing evaluation and adjustment of the framework (p. 1) G B H Industry 5.0 values include Human centricity, emphasizing the wellbeing of all individuals involved in the industrial context (p. 8) Values such as autonomy, privacy, and security are considered important within the human-centric approach (p. 8) The paper suggests that the integration of new technologies guided by Industry 5.0 values can help bridge the technological divide among vulnerable workers, promoting inclusivity and empowerment (p. 1) -G z 2024 4 0 0
Deliverable 1.2 48 Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran (2023): Behind the definition of Industry 5.0: a systematic review of technologies, principles, components, and values Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran (2023) offer a comprehensive exploration of Industry 5.0 through the development of an architectural framework that integrates technological components, design principles, and core values. Positioned as an evolution of Industry 4.0, this framework emphasizes the integration of societal and ecological considerations into digital industrial transformation (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, pp. 9–10). The study underscores the importance of stakeholder engagement and robust technology governance in advancing Industry 5.0, aiming to overcome the limitations of its predecessor by aligning industrial practices with sustainable development goals and broader socio-environmental responsibilities (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, 1;12). While the framework provides a structured approach to understanding Industry 5.0, it also acknowledges potential challenges in implementation. The complexity of integrating diverse technologies and principles may pose significant obstacles, particularly for organizations with limited resources or expertise (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, p. 10). Additionally, the framework's adaptability across different sectors and organizational levels could be constrained by structural differences and resistance to change, potentially limiting its scalability (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, p. 12). Although the framework offers a broad overview, certain areas may require further depth, indicating the need for validation and refinement in practical applications (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, p. 9). Sustainability is a key focus, with the framework advocating for circular economy principles, innovation, and the use of renewable resources to mitigate environmental impact. Industry 5.0 is portrayed as a crucial response to global challenges like shortened product life cycles and the need for improved recyclability. The framework also prioritizes human centricity, emphasizing workforce reskilling, technology tailored to human needs, and enhanced industrial safety. Additionally, it addresses social resilience, particularly in response to the COVID-19 pandemic, by supporting the digitalization of healthcare and the advancement of public health under the Healthcare 5.0 initiative (Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023, pp. 10–11). The following Figure 14 offers a detailed breakdown of this framework, illustrating its components and their interconnections.
Deliverable 1.2 49 Figure 14 Detailed Framework evaluation Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023 (own depiction) The detailed nature of the architectural design may pose implementation challenges for organizations transitioning to Industry 5.0, as integrating various technologies and principles could demand significant resources and expertise (p. 10) Implementing the framework across diverse sectors, company levels, and society may encounter resistance or adaptation difficulties due to varying organizational structures and capabilities, potentially posing a challenge to ensuring its universal applicability and scalability (p. 12) While the framework developed in the paper seems holistic, it lacks sufficient depth in various specific areas, rendering it superficial in appearance (p. 10) While the paper offers a theoretical framework for Industry 5.0, the practical application of the proposed architectural design may require further validation and refinement in real-world settings (p. 9) G B H Industry 5.0 prioritizes Human centricity through workforce re/upskilling, tailoring technology to human needs, and enhancing industrial safety (p. 11) At the socio-political level, it promotes social protection to enhance social welfare via minimizing labor disruptions and preventing workforce polarization (p. 11) G 2023 B 0 , , ,
Deliverable 1.2 50 Iqbal, Lee, Ren (7 Dec. 2022-10 Dec. 2022): Industry 5.0: From Manufacturing Industry to Sustainable Society – Focus on sections V. and VI. to consider SDGs in the context of Industry 5.0 The framework discussed by Iqbal, Lee, Ren (7 Dec. 2022-10 Dec. 2022) provides an indepth analysis of the transition from Industry 4.0 to Industry 5.0, emphasizing a shift from a production-centric model to one with a broader societal focus. This evolution prioritizes sustainability, human centricity, and resilience, positioning Industry 5.0 as a framework that aligns technological advancements with societal well-being. A key element is the role of AI and advanced technologies in addressing global challenges, such as the COVID-19 pandemic, while promoting a circular economy. This transition from a linear to a circular economic model underscores a strong commitment to sustainable practices within the manufacturing sector, with a focus on environmental stewardship. The framework also addresses potential drawbacks of rapid Industry 5.0 advancements, including job displacement and increased socio-economic disparities if workforce development is neglected. Concerns about digital divides, data privacy ethics, and the need for robust regulation are also highlighted as critical issues that must be managed to effectively govern emerging technologies (Iqbal, Lee, Ren, 7 Dec. 2022-10 Dec. 2022, pp. 1418–1420). Sustainability is a cornerstone of Industry 5.0, advocating for a balanced approach that addresses both economic and environmental challenges. The framework emphasizes the importance of a human-centric approach, focusing on continuous worker training and the enhancement of healthcare through AI to build resilience against global threats. While Industry 5.0 promises a more inclusive and sustainable future, vigilant monitoring, strong governance, and international collaboration are essential to fully realize its potential (Iqbal, Lee, Ren, 7 Dec. 2022-10 Dec. 2022, pp. 1418–1419). Figure 15 delves into the intricacies of the framework, offering a comprehensive illustration of its components and the ways in which they interrelate.
Deliverable 1.2 51 Figure 15 Detailed Framework evaluation Iqbal, Lee, Ren (7 Dec. 2022-10 Dec. 2022) (own depiction) The focus sections serve to understand the evolving landscape of industry and technology, particularly in light of advancements from Industry 4.0 to Industry 5.0 (p. 1419) It addresses current trends, such as the COVID-19 pandemic, which accelerates the adoption of Industry 4.0 technologies, further contributing to the advancement of Industry 5.0 (p. 1419) Industry 4.0 and Industry 5.0 are drivers for the development of the focus sections, as they represent significant shifts in technology and industry paradigms (p. 1418) G B H Iqbal et al. 2022: Industry 5.0: From Manufacturing Industry to Sustainable Society Focus on sections V. and VI. to consider SDGs in the context of Industry 5.0
Deliverable 1.2 52 Ivanov 2023: The Industry 5.0 framework: viability-based integration of the resilience, sustainability, and human centricity perspectives The framework presented by Ivanov (2023) for Industry 5.0 integrates resilience, sustainability, and human centricity into the design and management of operations and supply chains (Ivanov, 2023, p. 1683). Building on existing literature, it situates these principles within viable supply chain models, reconfigurable supply chains, and broader business ecosystems. While recognizing the technological advancements of Industry 4.0, the framework enhances these technologies by embedding them within a structure focused on resilience, sustainability, and human centricity (Ivanov, 2023, p. 1690). Operating on three levels—societal, network, and plant—the framework addresses key aspects of Industry 5.0. It emphasizes sustainable resource use, energy-efficient manufacturing, and the development of inclusive, human-centric workplaces that foster collaboration between humans and AI. Resilience is also highlighted, with a focus on interconnected networks and adaptable supply chains to ensure continuous service even during disruptions (Ivanov, 2023, pp. 1688–1689). Challenges are acknowledged, particularly the complexity of implementing a multidimensional framework, which may complicate decision-making (Ivanov, 2023, p. 1688). The rapid transition to Industry 5.0, following closely after Industry 4.0, also raises concerns about integration and practicality, especially for companies still adapting to the previous industrial paradigm. Despite these challenges, the framework offers a holistic approach to aligning technological, organizational, and societal goals within the Industry 5.0 landscape (Ivanov, 2023, p. 1690). Figure 16 provides a detailed breakdown of the framework, illustrating its components and their interconnections.
Deliverable 1.2 53 Figure 16 Detailed Framework evaluation Ivanov (2023) (own depiction) The paper explores the concept of Industry 5.0, which combines organizational principles and technologies to design and manage operations and supply chains as resilient, sustainable, and human-centric systems (p. 1683) Based on an analysis of the existing literature on supply chain and operations resilience, sustainability, and Human centricity, a framework of Industry 5.0 is derived and contextualized through the lens of the viable supply chain model, the reconfigurable supply chain, and business ecosystems (p. 1692) G B H Industry 5.0 focuses on creating interconnected networks to ensure continuous provision of goods and services during disruptions (p. 1688) Supply chain resilience through reconfigurable supply chains (pp. 1688-1689) Measures like facility fortification are taken to increase the resilience of individual facilities within networks (p. 1689) 2023 0 - , , H
Deliverable 1.2 54 Leng et al. 2022: Industry 5.0: Prospect and retrospect Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang (2022) present a comprehensive framework for Industry 5.0, focusing on its evolution from Industry 4.0 and defining its core characteristics. Unlike Industry 4.0, which primarily centers on technological innovation, Industry 5.0 introduces a tri-dimensional architecture emphasizing human centricity, sustainability, and resilience to foster a more inclusive and sustainable socio-economic system (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022, p. 283). The framework integrates the technological advancements of Industry 4.0 with the societal focus of Society 5.0, described as "Industry 4.1" during the transition. This approach highlights the importance of addressing human and societal needs, positioning human centricity as vital for sustainable industrial growth (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022, p. 283). The proposed architecture includes technical, reality, and application dimensions, offering a detailed guide for implementing Industry 5.0. However, the framework's complexity may pose challenges, particularly for organizations with limited resources, due to the significant investment and careful management required (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022, p. 286). Sustainability is central to the framework, advocating for a balanced integration of economic, environmental, and social goals. The human-centric focus aims to enhance both industrial performance and worker well-being, supported by intelligent systems that enable advanced human-machine interactions. Resilience is also emphasized as crucial, ensuring the ability to recover swiftly from disruptions such as geopolitical shifts or pandemics, not only at the enterprise level but across entire industrial ecosystems. While the framework is theoretically robust, translating it into actionable strategies remains challenging, particularly for SMEs, due to the resource-intensive nature of the transition from Industry 4.0 to Industry 5.0 (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022, pp. 283–284). The subsequent Figure 17 offers a detailed breakdown of the framework, illustrating its components and their interconnections.
Deliverable 1.2 55 Figure 17 Detailed Framework evaluation Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang (2022) (own depiction) Advantages & Disadvantages G B H Resilience 2022 0 P
Deliverable 1.2 56 Rajumesh (2024): Promoting sustainable and human-centric industry 5.0: a thematic analysis of emerging research topics and opportunities The study presents a detailed bibliometric analysis of the evolving landscape of Industry 5.0 research, focusing on growth trends, publishing patterns, and key themes. It reveals a significant rise in publications and citations, with China, the USA, and India leading in contributions (Rajumesh, 2024, p. 111). Through co-occurrence and bibliographic coupling analyses, the research identifies limited collaboration among authors and emphasizes critical themes, such as the impact of digital transformation on society and industry, with a strong emphasis on sustainability, human-centric design, and ethical innovation (Rajumesh, 2024, p. 119). The analysis underscores the integration of advanced technologies to promote sustainable and ethical innovation within Industry 5.0, particularly in areas like humanmachine interaction, democracy, and ecological considerations. By mapping emerging research areas, the study provides a strategic roadmap for future exploration, aiding researchers, policymakers, and practitioners in navigating the complexities of Industry 5.0. However, it also highlights a gap in collaborative efforts among scholars, which may hinder the exchange of diverse perspectives essential for advancing the field. Additionally, the reliance on data from the Scopus database could limit the comprehensiveness of the findings, potentially missing recent developments from other sources (Rajumesh, 2024, p. 111). The study emphasizes Industry 5.0's potential to exceed Industry 4.0 in promoting sustainable development by advocating for human-centered smart environments that prioritize well-being and performance. It calls for resilient manufacturing systems designed around human needs, stressing that a holistic approach to digital transformation—integrating both technological and societal factors—is essential for fostering sustainability and resilience (Rajumesh, 2024, p. 119). While the study provides valuable insights, it also acknowledges the ongoing need for research to address the dynamic challenges in transitioning from Industry 4.0 to Industry 5.0 (Rajumesh, 2024, pp. 121–123). The following Figure 18 further illustrates the concept, offering a visual representation of the framework's key components and their interrelationships.
Deliverable 1.2 57 Figure 18 Detailed Framework evaluation Rajumesh, 2024 (own depiction) 5.1.2. Examination non-academic Area In this section, the focus shifts from academic explorations to non-academic frameworks, providing a critical examination of how Industry 5.0 is being conceptualized and implemented outside the academic realm. While academic literature often delves deeply into theoretical underpinnings and comprehensive models, non-academic frameworks tend to be more pragmatic, driven by industry needs and real-world applications. This analysis aims to evaluate these frameworks' Explored the influence of digital transformation on society and industry, emphasizing sustainability, human-centric design, and innovation within Industry 5.0 (p. 119) Addressed the integration of advanced technologies for sustainable and ethical innovation, focusing on humanmachine interaction, democracy, and ecology (p. 121) The research employs bibliometric analysis as a valuable tool to identify research trends, knowledge gaps, and influential publications in the field of Industry 5.0, providing insights for researchers, policymakers, and practitioners (p. 113) G B H Rajumesh 2024: Promoting sustainable and human-centric industry 5.0: a thematic analysis of emerging research topics and opportunities
Deliverable 1.2 64 scale implementations of Industry 4.0 that can guide other organizations. Adopting an agile approach, characterized by rapid iterations and continuous learning, is vital for fostering innovation and refining digital strategies. Additionally, Industry 4.0's role in enhancing sustainability is emphasized through data-driven improvements in resource efficiency, waste reduction, and emissions control. The significant economic impact of Industry 4.0 further underscores the importance of timely adoption to maintain competitiveness and achieve positive financial outcomes McKinsey & Company (2022). The following Figure 22 provides a visual representation of these concepts, illustrating the key elements and their interconnections. Figure 22 Detailed Framework evaluation McKinsey & Company (2022) (own depiction) Perspective: McKinsey & Company is an American multinational strategy and management consulting firm that offers professional services to corporations, governments, and other organizations. In this article, they discuss theMcKinsey & Company 2022 –What are Industry 4.0, the Fourth Industrial Revolution, and 4IR? implications and opportunities of Industry 4.0, emphasizing its transformative potential for manufacturing companies. Their perspective underscores the importance of leveraging disruptive technologies, upskilling the workforce, and embracing sustainability to drive successful digital transformations and economic growth within the manufacturing sector. Input: The article explores Industry 4.0, the Fourth Industrial Revolution, emphasizing its disruptive technologies, workforce implications, sustainability opportunities, and economic impact. It highlights the importance of upskilling, showcases successful implementations through the Global Lighthouse Network, and underscores the need for workforce engagement in driving successful digital transformations in manufacturing. Perspective & Input Learnings for PROSPECTS 5.0 McKinsey & Company 2022 What are Industry 4.0, the Fourth Industrial Revolution, and 4IR?
Deliverable 1.2 65 SAP (2024) – Industry 5.0: Adding the human edge to industry 4.0 To fully grasp the transformative potential of PROSPECTS 5.0, it is essential to consider SAP (2024) vision for Industry 5.0, which builds upon the legacy of Industry 4.0 by seamlessly merging human creativity with cutting-edge technology. This vision highlights the importance of human-machine collaboration, where the synergy between human innovation and machine precision becomes the driving force behind new levels of operational excellence and innovation. Industry 5.0 further underscores the importance of sustainability and resilience, recognizing them as critical for longterm success, especially amid global challenges like climate change and pandemics. A notable feature is personalized automation, where collaborative robots (cobots) work alongside humans to enable large-scale customization, ensuring swift and agile responses to customer demands. Additionally, cultivating a workplace that values and engages human talent is vital for attracting and retaining skilled employees, which in turn boosts satisfaction and productivity. The consolidated figure in SAP’s framework illustrates how embracing Industry 5.0 principles can deliver a competitive edge by aligning with sustainability goals, enhancing operational resilience, and driving superior economic outcomes SAP (2024). The results are shown in Figure 23.
Deliverable 1.2 66 Figure 23 Detailed Framework evaluation SAP (2024) (own depiction) Stockwell 2017 – A framework for Industry 4.0 The framework of Stockwell (2017) for Industry 4.0 provides vital insights into the foundational elements and their broader implications, offering a sophisticated lens through which to understand the dynamics of the fourth industrial revolution. The framework identifies four pivotal components—instrumented, interconnected, inclusive, and intelligent—that collectively propel the transformative power of Industry 4.0. At the core of these elements is the integration and analysis of vast datasets, which facilitate informed decision-making and drive innovation across industries. Perspective: SAP is a software provider that has a processand technology-driven perspective on the transformation path towards Industry 5.0. In terms of the transformation from industry 4.0 towards industry 5.0 SAP's supply chain ecosystem by combining digital manufacturing in factories and plants with business process execution across the supply chain. Input: The article discusses the transition from Industry 4.0 to Industry 5.0, highlighting the integration of human creativity with technological advancements in manufacturing. It emphasizes collaboration between humans and machines, sustainability, resilience, and the potential for personalized industrial automation. P Human-Machine Collaboration: Industry 5.0 emphasizes collaboration between humans and machines, leveraging the strengths of both to drive innovation and efficiency in manufacturing processes. Sustainability and Resilience: Prioritizing sustainability and resilience in industrial practices is crucial for long-term success, especially in light of challenges like climate impacts and pandemics. Personalized Automation: Integration of collaborative robots (cobots) with human workers enables personalized industrial automation, facilitating customization of goods at scale while ensuring real-time responsiveness to customer needs. Talent Engagement: Providing a progressive working environment that values human creativity, and contribution can enhance talent attraction, retention, and overall employee satisfaction. Competitive Advantage: Adopting Industry 5.0 principles and technologies can enhance competitiveness by meeting sustainability expectations, improving operational resilience, and promoting economic performance. P P 0 SAP 2024 Industry 5.0: Adding the human edge to Industry 4.0
Deliverable 1.2 67 Interconnectivity, particularly through cloud computing and IoT, is highlighted as essential, with industry standards playing a critical role in ensuring seamless communication and interoperability across diverse systems. Furthermore, the framework underscores the importance of collaboration and strategic partnerships, noting that cross-industry cooperation not only enhances responsiveness to consumer demands but also fuels revenue growth (Stockwell, 2017). In addition, Stockwell (2017) emphasizes the profound impact of technological advancements—such as artificial intelligence, machine learning, and cloud computing—on manufacturing processes. These technologies enable innovations like predictive maintenance and data-driven design, which are reshaping the manufacturing landscape. However, the framework also acknowledges that while Industry 4.0 offers substantial economic advantages, it introduces significant disruptions. This necessitates adaptive strategies and the implementation of robust cybersecurity measures to protect against emerging risks in this rapidly evolving technological environment, as consolidated in Figure 24.
Deliverable 1.2 68 Figure 24 Detailed Framework evaluation Stockwell (2017) (own depiction) 5.1.3. Gaps and Opportunities in Industry 5.0 Framework Development The comprehensive analysis of existing frameworks reveals a significant diversity in approaches to understanding and implementing Industry 5.0. Yet, a truly holistic framework that encapsulates the entire scope of Industry 5.0 remains conspicuously absent. Among the academic contributions, the work of Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran (2023) is particularly noteworthy for its breadth and depth, presenting an architectural design that meticulously integrates the technological, societal, and environmental dimensions of Industry 5.0. This framework is distinguished by its rigorous content-centric review, which synthesizes a vast body of Perspective & Input Key Components of Industry 4.0: The framework highlights four essential elements - instrumented, interconnected, inclusive, and intelligent - driving the fourth industrial revolution. Data Integration and Analysis: Industry 4.0 emphasizes leve-raging vast data for informed decision-making and innovation. Interconnectivity and Standards: Seamless communication via cloud computing and IoT frameworks is crucial, with industry standards ensuring interoperability. Collaboration and Partnerships: Industry 4.0 thrives on collaborations across industries, enabling effective consumer response and revenue growth. Technological Advancements: Leveraging AI, machine learning, and cloud computing is essential for intelligent decision-making. Impact on Manufacturing Stages: Industry 4.0 transforms designing, making, and using stages through predictive maintenance, data-driven design, and enhanced human-computer interaction. Economic Benefits and Disruptions: While promising growth, Industry 4.0 brings disruptions, requiring adaptation and robust cybersecurity measures. Learnings for PROSPECTS 5.0 (2024) B 2017 4 0
Deliverable 1.2 69 literature to offer a nuanced and all-encompassing perspective on Industry 5.0. Similarly, the framework proposed by Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang (2022) is lauded for its sophisticated elaboration of the transition from Industry 4.0 to Industry 5.0, offering a tri-dimensional architecture that adeptly balances human centricity, sustainability, and resilience. Despite these substantial contributions, no single framework has yet emerged that fully encapsulates the overarching vision of Industry 5.0, highlighting a critical gap in the academic discourse. In the non-academic sphere, the frameworks identified underscore the importance of Industry 5.0 within the industrial context, yet they too fall short of providing a comprehensive perspective. These frameworks, while emphasizing key aspects such as technological innovation and human centricity, lack an integrative approach that fully addresses the complex and multifaceted nature of Industry 5.0. This shortcoming suggests a broader challenge across both academic and non-academic frameworks: while they offer valuable insights and detailed methodologies, there remains an unmet need for a unified, all-encompassing framework capable of guiding the full realization of Industry 5.0's transformative potential. Based on varying understandings, the current definition by the European Commission (2024) identifies Industry 5.0 through three core strategic objectives: Human centricity, sustainability, and resilience. These competencies necessitate the development of comprehensive policies and regulatory structures to support and guide advancements and applications of Industry 5.0 initiatives. It is imperative to establish robust legal frameworks, standards, and guidelines that ensure the safe and responsible deployment of new technologies and business models. The transformation towards Industry 5.0 is driven by several key triggers. Acute crises, such as the COVID-19 pandemic, have highlighted the fragility of global supply chains, underscoring the urgent need for innovative solutions to enhance resilience. These crises necessitate immediate changes and emphasize the critical importance of focusing on employee needs and roles within organizations (Zizic, Mladineo, Gjeldum, Celent, 2022, Sarfraz, Sarfraz, Iftikar, Akhund, 2021, European Comission, 2021). Market changes, including shifts in consumer behavior and competitive dynamics, compel businesses to adopt adaptive strategies. The increasing demand for personalized products requires companies to invest in advanced technologies that enable costeffective personalization (Aheleroff, Huang, Xu, Zhong, 2022, Costa, Amorim, Reis, Melão, 2023). Furthermore, attracting and retaining skilled employees is crucial due to the increasing complexity of job roles and rapid technological advancements. Companies must offer attractive incentives, prioritize employee well-being, and address the skills gap to meet the demands of the modern workplace (Lu, Zheng, Chand, Xia, Liu, Xu, Wang, Qin, Bao, 2022, Alves, Lima, Gaspar, 2023, Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner, 2023). Political volatility and crises, such as geopolitical tensions and protectionist ideologies, pose significant threats to global value chains and employee security. Organizations must cultivate adaptability, resilience, and strategic planning to navigate these challenges effectively (Simion, Avasilcai, Alexa, European Comission, 2021, Leng, Sha,
Deliverable 1.2 70 Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022). Additionally, transgressing planetary boundaries poses severe risks to humanity and the Earth system. Industry must adopt sustainable practices to mitigate environmental impact, driven by consumer demand for eco-friendly products and regulatory pressures (Richardson, Steffen, Lucht, Bendtsen, Cornell, Donges, Drüke, Fetzer, Bala, Bloh, Feulner, Fiedler, Gerten, Gleeson, Hofmann, Huiskamp, Kummu, Mohan, Nogués-Bravo, Petri, Porkka, Rahmstorf, Schaphoff, Thonicke, Tobian, Virkki, Wang-Erlandsson, Weber, Rockström, 2023, Costa, Amorim, Reis, Melão, 2023). Ethical challenges and social responsibilities in Industry 5.0 involve compliance with legal standards and proactive engagement in socially beneficial practices. Companies must prioritize corporate social responsibility, ethical research, and transparency to promote social good and environmental sustainability (Pang, Lee, Murshed, 2023, Ghobakhloo, Iranmanesh, Mubarak, Mubarik, Rejeb, Nilashi, 2022). To achieve the transformation to Industry 5.0, companies require well-defined strategies and tools. Integrating Industry 5.0 objectives within corporate strategies is crucial. This involves developing agile business models, enhancing resilience, and promoting human-centric and sustainable practices (Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner, 2023, Ivanov, 2023). Companies must redesign existing models and create new ones to support this evolution (Möller, Vakilzadian, Haas, 2022). Meeting the demands of a rapidly evolving workforce necessitates continuous employee development. Upskilling involves enhancing technical, leadership, and communication skills, while enablement focuses on providing necessary tools and a supportive work environment (Hofmann, Sternberg, Chen, Pflaum, Prockl, 2019, Saniuk, Grabowska, Straka, 2022). Leveraging interdisciplinary synergies is essential for achieving Industry 5.0 objectives. Combining expertise from various fields fosters innovation and enhances collective efforts towards shared goals. Collaboration among companies, academic institutions, and government bodies is fundamental to the success of Industry 5.0 (Leng, Sha, Wang, Zheng, Zhuang, Liu, Wuest, Mourtzis, Wang, 2022, Longo, Padovano, Umbrello, 2020, De Giovanni, 2023). Advanced technologies, such as artificial intelligence, Big Data, IoT, blockchain, and digital twins, are key enablers of Industry 5.0. These technologies optimize processes, enhance human-machine collaboration, and improve decisionmaking (Mourtzis, Angelopoulos, Panopoulos, 2022, Schuh, Anderl, Dumitrescu, Krüger, Hompel, 2020, Bajic, Suzic, Moraca, Stefanović, Jovicic, Rikalovic, 2023). Collaborative robots, in particular, enhance employee well-being and productivity (Jafari, Azarian, Yu, 2022). Establishing comprehensive policies and regulatory frameworks is essential for the safe and responsible deployment of emerging technologies. This includes creating legal structures, standards, and guidelines that ensure ethical conduct and data security (Prasant, Sain, Al-Absi, Kumar, 2021, Trstenjak, Hegedić, Tošanović, Opetuk, Đukić, Cajner, 2023, Ghobakhloo, Iranmanesh, Tseng, Grybauskas, Stefanini, Amran, 2023). By focusing on these triggers and enablers, organizations can effectively navigate the transformation towards Industry 5.0, ensuring sustainable, resilient, and human-centric
Deliverable 1.2 71 industrial practices. The detailed breakdown of the identified literature, underscoring the analysis presented, is provided in Chapter 7.1.2.
Deliverable 1.2 72 6. DELPHI SURVEY 6.1. Methodological Approach of the Delphi Study Given the identified gaps and limitations in both academic and non-academic frameworks for Industry 5.0, it becomes evident that a more comprehensive and integrative approach is necessary to fully capture the multifaceted nature of this emerging paradigm. To address this need, conducting a Delphi Study emerges as a valuable method. This approach will allow us to gather expert insights and build a more nuanced understanding of Industry 5.0 by engaging with use-case partners from across Europe. Through this collaborative effort, the Delphi Study will facilitate the synthesis of diverse perspectives, leading to the development of a more robust and holistic framework that better reflects the practical realities and future potentials of Industry 5.0. The structured Delphi method aims to systematically collect and synthesize a broad spectrum of opinions and information from a carefully selected panel of use-caseproviders. The holistic goal of this method is to formulate a comprehensive and consolidated statement that accurately reflects the collective expertise of the participants. The process typically begins with a detailed description, concretization, and operationalization of the problem to be addressed, which is followed by the careful formulation of specific objectives that guide the entire study (Häder, 2021, pp. 206–209). This initial phase is crucial for establishing a solid foundation for the subsequent steps. Once the objectives are clearly defined, a standardized questionnaire is developed as the primary survey instrument, ensuring consistency and reliability in data collection. Following this, a panel of experts, particularly use-case-providers who possess relevant experience and knowledge, is selected and recruited to participate in the study (Häder, 2021, pp. 206–209). During the initial round of the survey, the expert panel provides responses that are then anonymized, compiled, and shared with all participants. This step is intended to promote transparency and encourage participants to engage in a reflection on the diverse perspectives offered by their peers before proceeding to the second round of the survey. The survey is then repeated with the same panel, thereby enabling the refinement of the collected data and facilitation of a consensus among the experts (Häder, 2021, pp. 206–209). The final phase of the Delphi method involves a thorough evaluation and documentation of the survey data, as well as the conclusions drawn from the analysis. This ensures that the findings are robust and clearly articulated. The survey rounds within the Delphi method are structured into two main stages, with an interim analysis stage situated between them. In the first stage, experts respond to open-ended questions, which are formulated to elicit a comprehensive range of ideas and insights. This stage is essential for capturing the initial diversity of perspectives from the expert panel. Following this, the organizers conduct an interim analysis, during which they analyze the responses from the first survey round in order to develop hypotheses that will guide the focus of the subsequent survey rounds (Häder, 2021, pp. 209–211). In the second stage, known as the consensus-building phase, experts are
Deliverable 1.2 73 asked to address these hypotheses through closed questions. This phase is designed to consolidate and refine the insights gathered during the first round, gradually building towards a robust and well-supported consensus among the expert panel. The iterative nature of this process, characterized by continuous refinement and consensusbuilding, ultimately leads to a comprehensive and validated outcome, which is then documented as the key result of the study (Häder, 2021, pp. 209–211). This process is visually summarized in Figure 25. Figure 25 Overall Structure of the Delphi Method according to Häder (2021, pp. 206–211) (own depiction) The Delphi Study was meticulously designed to obtain comprehensive insights from use-case-providers through a series of targeted questionnaires administered via Microsoft Office Forms. To ensure the study's cross-sectoral and international relevance, 14 different organizations (PROSPECTS5.0 use-cases) were selected from a diverse range of industries and countries. These companies collectively formed the cohort of the study. However, to better elucidate the disparities in responses across various sectors, all participants were classified into distinct groups based on their respective modes of production or service. These categorizations were established by compiling detailed information on the services or products offered by each organization, followed by an analysis to cluster the firms. As a result, three sectors have been identified: Consumer Goods, Life Sciences and Heavy Industry. The Consumer Goods sector comprised four participating companies, the Life Sciences sector Overall Structure of the Delphi Method Structure of the Survey Rounds from the mixed Delphi Types First round of the survey with the expert panel Selection and recruitment of a suitable panel of experts: use-case providers Repeat the survey with an unchanged expert panel Idea aggregation •Use-case providers answers the survey questions within the specified time period •Round 1 addresses open questions Consensus building •Use-case providers answers the survey questions within the specified time period •Round 2 addresses consolidated insights of round1 in closed questions Round 2 •Interim analysis from organizer: Analysis of the first open-ended questionnaire to form hypotheses that will be asked in the second questionnaire in round two Interim Analysis
Deliverable 1.2 80 Figure 29 Overview of Delphi Study Round 2 hypothesis (own depiction) Enablers of Industry 5.0 Key element: Sustainability Human centricity Resilience Research area Identified Industry position (Accepted hypothesis) Purpose: •Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept. •Resilient business models that support talent development are essential for achieving long-term success in Industry 5.0 initiatives. •The implementation of sustainable practices, including the use of renewable energy sources and optimized waste management, is crucial for Industry 5.0 success. Economic Growth: •Industry 5.0 strategies that integrate innovative technologies with emphasizing energy efficiency will increase economic growth and enhance competitiveness in European industries within the next decade. •The integration of AI in Industry 5.0 will optimize production processes and facilitate the development of customer-specific products within the next decade. •Efforts in upskilling employees and fostering human-robot collaboration in Industry 5.0 will increase industry resilience. Primary Triggers: •Technological advancements such as AI, robotics, and IoT are crucial drivers in facilitating operational efficiency in Industry 5.0. Global Trends and Challenges: •A holistic approach that addresses global challenges, incorporating Human centricity at the forefront of innovation, is essential for Industry 5.0 to successfully evolve and adapt. • • • • • • • • • • • • •
Deliverable 1.2 81 6.3. Results of the Delphi Study In the analysis of the Delphi Study, an intricate methodological approach was employed to explore the perspectives of Industry 5.0, focusing specifically on the overarching groups identified as (1) Objectives and Target Image of Industry 5.0, (2) Key Elements: Sustainability, Human centricity, Resilience, (3) Triggers of Industry 5.0 and (4) Enablers of Industry 5.0. Additionally, the study investigated the triggers and enablers of Industry 5.0, as identified through an extensive literature review. The initial phase of the study involved the formulation and dissemination of open-ended questions to participating enterprises, aimed at eliciting detailed insights into the significance and prioritization of these aspects from the industry’s perspective. The responses gathered during the first round were meticulously analyzed to identify patterns and correlations between different companies' viewpoints. This analysis provided a granular understanding of how various enterprises perceive and prioritize the objectives, key elements, and enabling factors of Industry 5.0. The data from this round allowed for the identification of thematic clusters and company-specific emphasis on certain aspects of Industry 5.0, thereby laying the groundwork for the formulation of targeted hypotheses. Building on this initial analysis, a set of hypotheses was derived for the second round of the study. These hypotheses were crafted to test and refine the initial insights, thereby allowing for a more nuanced understanding of the industry's collective vision and priorities concerning Industry 5.0. In the second round, these hypotheses were presented to the participating companies in a closed-question format, enabling a structured and quantifiable validation process. The closed-question approach was essential to distill the broader, qualitative insights from the first round into specific, testable assertions that could be systematically evaluated. The primary aim of this methodological progression was to not only assess but also to substantiate the industry’s perspective on the future trajectory of Industry 5.0, particularly in relation to the crucial elements of sustainability, human centricity, and resilience. The iterative nature of the Delphi method, moving from open-ended exploration to hypothesis testing, ensured that the study captured both the diversity of thought within the industry and the consensus on key strategic objectives. The results from the first and second round of hypothesis testing provided critical insights into the priorities and strategic orientations of different companies and sectors regarding Industry 5.0. These findings are pivotal for understanding how industry leaders envisage the future landscape of Industry 5.0 and offer a robust foundation for developing actionable strategies and policies aimed at fostering sustainability, human-centric approaches, and resilience in the industrial sector. The described findings are visualized in detail in the Appendix, with detailed analysis of the accepted hypotheses for each cohort and overall results, consolidated in the following Table 5 and detailed in the Appendix.
Deliverable 1.2 82 Table 5 Hypothesis status Round 2 Delphi study (own depiction) Hypothesis Median Interquartile Range (IQR) Status Purpose Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept. 4 1 Accepted Resilient business models that support talent development are essential for achieving long-term success in Industry 5.0 initiatives. 4 1 Accepted The implementation of sustainable practices, including the use of renewable energy sources and optimized waste management, is crucial for Industry 5.0 success. 5 1 Accepted Economic Growth Industry 5.0 strategies that integrate innovative technologies with emphasizing energy efficiency will increase economic growth and enhance competitiveness in European industries within the next decade. 4 0,75 Accepted The integration of AI in Industry 5.0 will optimize production processes and facilitate the development of customer-specific products within the next decade. 4,5 1 Accepted Efforts in upskilling employees and fostering humanrobot collaboration in Industry 5.0 will increase industry resilience. 4 0,75 Accepted Integration of Practices The integration of sustainable practices, including energy-efficient technologies and circular economy principles, is essential for European industries to achieve long-term environmental and economic benefits within Industry 5.0. 4 1 Accepted European industries that fail to adopt energy-efficient technologies and embrace circular economy principles within Industry 5.0 will fall behind. 4 1,75 Rejected Sustainability Mission Optimizing raw material utilization will significantly boost companies' success in sustainability. 4 1,5 Rejected Developing digital skills among employees will position companies better for sustainability success. 5 1 Accepted
Deliverable 1.2 83 Redefining Roles Industry 5.0 initiatives that fail to leverage human creativity, decision-making, and problem-solving abilities will stagnate, whereas prioritizing these aspects will redefine the role of humans in industrial innovation and drive significant advancements. 4 0,75 Accepted Without a strong emphasis on human-machine collaboration, Industry 5.0 will fall short of its potential. 4 1,75 Rejected Impact on Jobs and Skills Prioritizing skills diversification through strong collaboration between industry and educational institutions will result in a workforce well-equipped for Industry 5.0. 4,5 1 Accepted Ignoring the development of soft skills will leave the workforce unprepared for the challenges and opportunities of Industry 5.0. 4 0,75 Accepted Disruption Preparedness Fostering human-robot collaboration boosts Industry 5.0's ability to manage disruptions. 4 1,5 Rejected Prioritizing process standardization will significantly enhance Industry 5.0's preparedness while improving process efficiency. 4 1,5 Rejected Business Continuity Integrating autonomous systems is crucial for Industry 5.0 to effectively respond to dynamic market conditions. 4 0 Accepted Failing to foster visibility in leadership roles will undermine employee engagement, whereas promoting these elements will significantly enhance the strategic contribution of human skills. 4 0,75 Accepted Primary Triggers Technological advancements such as AI, robotics, and IoT are crucial drivers in facilitating operational efficiency in Industry 5.0. 5 1 Accepted Global competition is a significant economic factor influencing the transition to Industry 5.0. 4 1 Accepted The promotion of circular economy practices significantly influences the transition to Industry 5.0, enhancing sustainability. 4 2 Rejected Global Trends and Challenges A holistic approach that addresses global challenges, incorporating human centricity at the forefront of innovation, is essential for Industry 5.0 to successfully evolve and adapt. 4,5 1 Accepted Adoption of advanced automation techniques by companies is driven by customer demands. 4 1,75 Rejected
Deliverable 1.2 84 Digital transformation is not just a trend but a revolution that is radically accelerating the adoption of sustainable practices in Industry 5.0, making it an indispensable driver for achieving environmental goals and operational efficiency. 4 1 Accepted Key Technologies Additive manufacturing is a key technology that revolutionizes production processes in Industry 5.0, increasing production flexibility. 4 1 Accepted The integration of IoT is crucial for the seamless connectivity and real-time data exchange in Industry 5.0, enhancing operational visibility. 5 1 Accepted Industry 5.0 initiatives that fail to leverage advanced data analytics will be left behind, as these technologies will propel adopters to a significant boost in innovation and operational excellence. 5 1 Accepted The integration AI is not just beneficial but absolutely essential for accelerating the adoption and effectiveness of Industry 5.0 in practice. 4,5 1 Accepted Collaboration Effective collaboration between industry, government, and academia significantly enhances innovation, supporting the growth of Industry 5.0. 5 1 Accepted Practical industry-related education will be the linchpin in enhancing collaboration between industry, government, and academia. 4 1,75 Rejected Proactive government policies will be the catalyst for transforming and successfully implementing Industry 5.0 technologies. 4 0,75 Accepted The evolution of job roles and skills diversification brought by Industry 5.0 will mandate increased collaboration between industry and educational institutions. 4 1 Accepted The results of the second round of the Delphi Study provide a comprehensive overview of the collective understanding and attitudes towards Industry 5.0 across diverse industrial sectors. The analysis of the hypotheses, evaluated by participants from the Consumer Goods, Life Sciences, and Heavy Industry cohorts, reveals both convergences and divergences in the perceived importance and feasibility of integrating technological advancements, human-centric innovation, and sustainability within the framework of Industry 5.0. In the following section, the results will be discussed starting with an overall analysis of the cohort followed by a detailed analysis of each cohort.
Deliverable 1.2 85 Purpose: The hypothesis asserting that Industry 5.0 initiatives should balance technological advancement with human-centric innovation is broadly accepted (Median = 4, IQR = 1), indicating consensus across industrial sectors that balancing these two factors will foster adoption. This underscores the importance of a synergistic approach, where human-centric innovation complements technological progress, thereby facilitating the broader integration of Industry 5.0 initiatives. Similarly, the hypothesis that resilient business models that support talent development are essential for long-term success in Industry 5.0 is widely accepted across all cohorts. This finding emphasizes the broad belief that human talent and development must be central to Industry 5.0, suggesting that the workforce's role will be pivotal in driving the transformation required for sustainable Industry 5.0 growth. The hypothesis concerning the adoption of sustainable practices, such as renewable energy, is viewed as important overall (Median = 5, IQR = 1). However, this hypothesis is rejected by the Consumer Goods sector, which exhibits considerable variability (IQR = 1.75). This rejection may be attributed to concerns about immediate cost implications or challenges in implementing these practices within this sector. Economic Growth: The hypothesis that innovative technologies combined with energy efficiency will drive economic growth is accepted (Median = 4, IQR = 0,75), though Consumer Goods rejects it (Median = 3.5, IQR = 1.25), potentially viewing energy efficiency as a long-term rather than short-term driver. In contrast, the Life Sciences and Heavy Industry sectors accept this hypothesis, likely due to the anticipated benefits of energy efficiency in industrial sectors where energy consumption is more pronounced and its financial impacts more immediate. The integration of AI into production processes is widely accepted across all sectors, with a shared recognition of its importance for enhancing customization and optimization (Median = 4.5 overall). This finding highlights the universal acknowledgement of AI as a key enabler of operational efficiency in Industry 5.0. Efforts to upskill employees and foster human-robot collaboration are also widely endorsed (Median = 4, IQR = 0,75), signifying a cross-sector recognition of the importance of workforce development for ensuring resilience within the Industry 5.0 paradigm. Integration of Practices: There is widespread agreement on the need for sustainable practices and the adoption of circular economy principles within Industry 5.0. Nevertheless, the Consumer Goods sector rejects this hypothesis (Median = 4, IQR = 2.25), likely due to concerns about the financial and practical challenges of implementation. In contrast, the Life Sciences and Heavy Industry sectors accept these practices, driven perhaps by stronger regulatory frameworks and heightened environmental pressures. The hypothesis that failure to adopt energy-efficient technologies will cause industries to fall behind is rejected overall (Median = 4, IQR = 1,75) and in Consumer Goods (Median = 3, IQR = 2.25), indicating variability in how immediate the threat of falling behind is perceived. However, Heavy Industry accepts this, likely due to its significant energy consumption and the growing importance of energy efficiency in reducing operational costs.
Deliverable 1.2 86 Sustainability Mission: The hypothesis that optimizing raw material utilization is essential for achieving sustainability is rejected overall (Median = 4, IQR = 1.5) and particularly by the Heavy Industry sector (Median = 3, IQR = 1), likely reflecting the challenges faced by largescale industries in optimizing resource use. In contrast, the Consumer Goods and Life Sciences cohorts accept this hypothesis, with lower levels of variability. The development of digital skills is universally regarded as essential for supporting sustainability efforts, and this hypothesis is accepted across all cohorts (Median = 5, IQR = 1), reflecting the widespread belief that digital competencies are crucial to the realization of Industry 5.0’s sustainability objectives. Redefining Roles: The hypothesis that failing to leverage human creativity and decision-making will stagnate the progression of Industry 5.0 is accepted overall (Median = 4, IQR = 0,75), but it is rejected by the Consumer Goods sector (Median = 4, IQR = 2). This may indicate the sector’s reliance on automation, where human roles are perceived as secondary to technological advancements. The second hypothesis is rejected overall (Median = 4, IQR = 1.75), indicating that not all sectors see human-machine collaboration as a critical factor for Industry 5.0’s success. This rejection suggests that there are other, more pressing priorities such as automation, sustainability, or technological development. Impact on Jobs and Skills: The emphasis on diversifying skills and collaborating with educational institutions is accepted across all cohorts (Median = 4.5, IQR = 1). This finding underscores the recognition of the need to prepare the workforce for the evolving demands of Industry 5.0, particularly as technological advancements transform industrial operations. The importance of developing soft skills—such as communication, problem-solving, and adaptability—is also widely accepted (Median = 4, IQR = 0.75), reflecting a shared understanding that as AI and automation continue to grow, these human skills will become increasingly critical for enabling effective collaboration and innovation within Industry 5.0 environments. Disruption Preparedness: The hypothesis that human-robot collaboration enhances disruption preparedness is rejected overall (Median = 4, IQR = 1.5), though it is strongly accepted by the Consumer Goods sector (Median = 5, IQR = 0,5). This divergence may be explained by the sector’s focus on automation as a buffer against disruptions in production and logistics. The prioritization of process standardization as a means of enhancing Industry 5.0 preparedness is also rejected overall (Median = 4, IQR = 1.5), though it is accepted within the Consumer Goods and Heavy Industry sectors, where standardization may still be viewed as key to managing disruptions and improving efficiency.
Deliverable 1.2 87 Business Continuity: Autonomous systems are broadly accepted across all cohorts (Median = 4, IQR = 0) as essential for Industry 5.0, reflecting a shared understanding that such systems enhance operational flexibility and resilience by enabling industries to rapidly adapt to changing market demands and conditions. Leadership visibility is seen as critical overall (Accepted, Median = 4, IQR = 0.75), but it is rejected by the Consumer Goods sector (Median = 3.5, IQR = 1.5). This sectoral difference might reflect a stronger focus on automation and efficiency within Consumer Goods, while Life Sciences and Heavy Industry, with their more human-centric or large-scale operations, recognize the value of leadership visibility in aligning human skills with strategic goals. Primary Triggers: Technological advancements such as AI, robotics, and IoT are universally accepted as critical drivers of Industry 5.0 (Median = 5, IQR = 1). This consensus underscores the importance of these technologies in enhancing operational efficiency across sectors. However, the role of global competition as a key driver, while accepted overall, is rejected by the Consumer Goods sector (Median = 4.5, IQR = 1.25). This suggests that internal factors—such as cost control and supply chain efficiency — may be more pressing concerns for this sector than global competitive pressures. The promotion of circular economy practices is also rejected overall (Median = 4, IQR = 2), with only the Life Sciences cohort accepting (Median = 4, IQR = 1) this hypothesis, likely due to sectorspecific regulatory and environmental considerations. Global Trends and Challenges The hypothesis that a holistic approach to addressing global challenges is essential for Industry 5.0 is widely accepted (Median = 4.5, IQR = 1), reflecting broad recognition of the importance of human-centric innovation. The hypothesis that customer demands will drive automation is rejected overall (Median = 4, IQR = 1.75), suggesting that automation is more internally driven by efficiency needs than by external pressures. The Life Sciences sector alone accepts this hypothesis (Median = 4, IQR = 1). Digital transformation is accepted as a key driver of both sustainability and operational efficiency, particularly in Life Sciences (Median = 5, IQR = 1), highlighting its significant role in enhancing productivity and environmental outcomes in highly regulated industries. The consumer goods cohort however rejected this hypothesis (Median = 3,5, IQR = 1,5). Key Technologies: There is broad acceptance of additive manufacturing as a key enabler of operational flexibility (Median = 4). However, the Heavy Industry sector remains skeptical (Rejected, Median = 3, IQR = 1), likely due to sector-specific challenges associated with large-scale manufacturing. The integration of IoT is universally accepted as crucial for seamless connectivity and real-time data exchange (Median = 5, IQR = 1), underscoring the technology’s importance in enhancing operational visibility and decision-making across sectors. Advanced data analytics and AI are strongly accepted as accelerators of Industry 5.0, with little variability in responses (Median = 5, IQR = 1). This reflects
Deliverable 1.2 88 widespread recognition of the critical role that data-driven decision-making and AIdriven automation will play in achieving the objectives of Industry 5.0. Collaboration: Effective collaboration between industry, government, and academia is widely seen as essential (Median = 5, IQR = 1), though Heavy Industry shows some skepticism (Rejected, Median = 5, IQR = 2), likely due to concerns about the practicalities of collaboration, such as misalignment of goals and the slow pace of governmental processes. The importance of industry-related education is rejected overall (Median = 4, IQR = 1.75), suggesting that industries may feel education systems are not yet fully aligned with Industry 5.0 needs, or that practical, hands-on experience within the industry may be more effective than formal education in developing the required skills. Government policies are mostly accepted as a catalyst for transforming and implementing Industry 5.0 technologies (Median = 4, IQR = 0,75), though Consumer Goods again shows skepticism (Rejected, Median = 3, IQR = 2.25), preferring market-driven solutions over government intervention. Detailed analysis cohort 1 Consumer Goods within the Delphi Study reflects a nuanced understanding of Industry 5.0, demonstrating a mixture of acceptance and rejection across various hypotheses. This cohort exhibits a clear focus on technological and human-centric approaches, while showing some divergence on sustainability and economic aspects. The hypothesis that "Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept" was rejected, with a median score of 4 and an IQR of 2. This indicates variability in opinions about the impact of integrating these elements on Industry 5.0 adoption. Similarly, the statement concerning the implementation of sustainable practices was rejected, despite a median score of 4.5 and an IQR of 1.75, suggesting a less consistent view on the importance of sustainability within this sector. On the other hand, significant acceptance was observed for the hypotheses regarding the role of AI in optimizing production processes, upskilling employees, and fostering human-robot collaboration, all of which were rated high median scores (5 and 4) and low IQRs (0.25 and 0.5). This reflects a consensus on the importance of these elements for enhancing resilience and operational efficiency. The emphasis on technological advancements, such as AI and additive manufacturing, with high acceptance rates, underscores the sector’s focus on integrating advanced technologies to drive industry progress. Additionally, the hypothesis related to the integration of autonomous systems for business continuity was accepted with a median score of 4 and an IQR of 0.5, highlighting its perceived importance. Conversely, hypotheses about the promotion of circular economy practices and the impact of global competition were rejected, indicating less emphasis on these areas. In general, the findings for Cohort 1 are as follows: Consumer Goods demonstrates a strong alignment with technological advancements and operational efficiency, while
Deliverable 1.2 89 exhibiting more varied opinions on sustainability and economic growth strategies. These insights provide a clear understanding of the sector’s priorities and potential areas for further exploration in the context of Industry 5.0. Detailed analysis cohort 2 Life Sciences reveal a strong consensus on several key aspects of Industry 5.0, emphasizing a balanced integration of technological, sustainable, and human-centric factors. This cohort demonstrates a notable alignment in recognizing the importance of these elements for achieving success in Industry 5.0. Most hypotheses within this cohort were accepted, indicating a robust agreement on the critical factors driving Industry 5.0. For instance, the hypothesis that “Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept" was rated a high median score of 5 and an IQR of 1, reflecting strong support for this integrative approach. Similarly, hypotheses emphasizing the importance of sustainable practices, energy efficiency, and the integration of AI were uniformly accepted, with median scores ranging from 4 to 5 and IQRs of 0 to 1. The acceptance of statements about upskilling employees and fostering human-robot collaboration, with medians of 5 and low IQRs, underscores the cohort’s recognition of these factors as essential for enhancing resilience and operational effectiveness. The consistent acceptance across various areas, including sustainability missions and the role of advanced technologies, highlights a comprehensive endorsement of Industry 5.0 principles within the Life Sciences sector. Conversely, some hypotheses were rejected, such as the one on the impact of human-machine collaboration, which indicates a less unanimous view on its role. Similarly, the statement concerning practical industry-related education as a linchpin for enhancing collaboration was also rejected, with a lower median score and higher IQR. In general, the findings for Cohort 2 are as follows: The cohort Life Sciences reflects a broad consensus on the importance of integrating technological advancements, sustainability, and human-centric approaches for the successful implementation of Industry 5.0. The high acceptance rates across most hypotheses suggest a strong alignment with the core principles of Industry 5.0, providing a clear indication of the sector's priorities and strategic outlook. Detailed analysis cohort 3 The cohort Heavy Industry reflects a broad acceptance of the fundamental principles of Industry 5.0, with a particular emphasis on the integration of technological and human-centric elements. The data reveals a strong consensus on the necessity of both technological advancement and human-centric innovation for successful implementation. In this cohort, hypotheses related to the prioritization of technological and humancentric innovation received high acceptance rates. For example, the hypothesis that
Deliverable 1.2 96 recognizes the need for a comprehensive, human-centered approach to address these global challenges and ensure the successful evolution of Industry 5.0. Several key technologies are identified as critical enablers for Industry 5.0. Additive manufacturing is seen as revolutionary for production processes, offering increased flexibility and customization in manufacturing. The IoT is seen as essential for ensuring seamless connectivity and real-time data exchange, significantly improving operational transparency and efficiency. Advanced data analytics is also regarded as critical to driving innovation and achieving operational excellence. Collaboration between different stakeholders - including industry, government and academia - is considered as essential for the successful implementation of Industry 5.0. In particular, the integration of AI is seen as essential to accelerate the adoption of Industry 5.0 technologies. In addition, supportive government policies and regulatory frameworks are seen as critical enablers, creating an environment conducive to innovation and facilitating the widespread adoption of these new technologies. In conclusion, the transition to Industry 5.0 will be driven by a combination of technological advances, sustainability initiatives and human-centered strategies. Successful implementation of Industry 5.0 will require cross-sector collaboration, continuous talent development, and the integration of innovative technologies to ensure resilience, sustainability, and economic growth. 7.2. Industry 5.0 Insights Industry 5.0 represents a profound evolution from the previous industrial paradigms, characterized by a shift towards human-centric, sustainable, and resilient industrial practices. The framework developed, as shown in Figure 31, is intended to empower stakeholders to effectively advance their Industry 5.0 implementation.
Deliverable 1.2 97 Figure 31 Identified focus areas from systematic literature review and industry perspective (own depiction) The conceptual framework extends the existing literature by integrating an industry perspective, elucidating the complex dynamics and interrelations essential to the conceptualization and operationalization of Industry 5.0. It delineates core components—triggers, strategic objectives, and enablers—serving as the foundation for understanding the multifaceted nature of Industry 5.0, bridging the gap between theoretical discourse and practical implementation, and embedding them within a broader socio-economic and technological context. Underpinning these components is a foundational value layer that encompasses ethical, social, and economic principles that guide the evolution towards Industry 5.0, centered on sustainability, human centricity, and ethical responsibility. These are key to ensuring the positive societal impact of Industry 5.0. The triggers identified include external factors necessitating industry adaptation, as well as internal drivers such as technological advancement, global competition, digital transformation, and holistic approaches. These elements are critical in propelling the transition to Industry 5.0. The rapid advancement of technologies like AI, IoT, and robotics forms the backbone of Industry 5.0, enhancing efficiency, productivity, and customization. Concurrently, global competition compels continuous innovation, while digital transformation serves as both a catalyst and an enabler for Industry 5.0. Industries are increasingly recognizing the importance of a holistic approach, Resilience Human centricity Sustainability Acute Crises Market Changes Political Volatility & Crises P B Ethical Challenges & Social Responsibilities Values Industry 5.0 Literature perspective Industry perspective Global Competition H Digital Transformation Integrating Autonomous Systems Redefining Role of Humans in Industrial Revolutions Development of Soft Skills Integration of Sustainable Practices Promoting Visibility in Leadership Roles Triggers Literature perspective Industry perspective Strategic Objectives Leveraging Interdisciplinary Synergies Implementing Enabling Technologies Advanced Data Analytics Internet of Things Artificial Intelligence Additive Manufacturing Policy and Regulation 0 j Literature perspective Collaboration Skills Diversification Enablers
Deliverable 1.2 98 balancing financial outcomes with environmental and social impacts, in line with the broader goals of Industry 5.0 - sustainability and human centricity. Strategic objectives, drawn from the literature, emphasize enhancing resilience, promoting human centricity, and ensuring sustainability. From an industry perspective, these objectives translate into key drivers for Industry 5.0 adoption: upskilling the workforce to match technological advancements, fostering skill diversification to meet the demands of a dynamic industrial landscape, and embedding sustainability as a strategic priority. Furthermore, Industry 5.0 redefines the human role in industrial innovation, positioning humans as innovators and decision-makers, essential for cultivating a culture of continuous improvement. Efforts to promote diversity and inclusivity in leadership align with Industry 5.0's broader objectives of creating equitable industrial environments. Additionally, the integration of autonomous systems is a strategic objective to enhance efficiency, reduce human error, and boost productivity. The enablers section identifies critical tools and strategies for achieving these objectives, including embedding Industry 5.0 principles into corporate strategies, continuous workforce skill enhancement, promoting interdisciplinary collaboration, adopting cutting-edge technologies, and establishing robust regulatory and ethical frameworks. From an industry standpoint, several key factors are essential for a successful transition to Industry 5.0: supportive regulatory frameworks, the adoption of additive manufacturing for greater production flexibility, the use of IoT for interconnected systems and real-time data exchange, and the deployment of advanced data analytics for driving innovation and maintaining competitiveness. AI plays a pivotal role in automation, predictive maintenance, and enhancing humanmachine collaboration, solidifying competitive positioning in the global market. Collaboration across industries, academia, and government is crucial for fostering innovation and ensuring alignment with broader societal goals. Finally, ongoing skill diversification and upskilling are imperative for preparing the workforce to navigate the complexities of Industry 5.0, ensuring adaptability and competitiveness in a rapidly evolving industrial landscape.
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Deliverable 1.2 112 Disruption Preparedness Fostering human-robot collaboration boosts Industry 5.0's ability to manage disruptions. 5 0,5 Accepted Prioritizing process standardization will significantly enhance Industry 5.0's preparedness while improving process efficiency. 4,5 1 Accepted Business Continuity Integrating autonomous systems is crucial for Industry 5.0 to effectively respond to dynamic market conditions. 4 0,5 Accepted Failing to foster visibility in leadership roles will undermine employee engagement, whereas promoting these elements will significantly enhance the strategic contribution of human skills. 3,5 1,5 Rejected Triggers of Industry 5.0 Primary Triggers Technological advancements such as AI, robotics, and IoT are crucial drivers in facilitating operational efficiency in Industry 5.0. 5 0,25 Accepted Global competition is a significant economic factor influencing the transition to Industry 5.0. 4,5 1,25 Rejected The promotion of circular economy practices significantly influences the transition to Industry 5.0, enhancing sustainability. 3,5 1,75 Rejected Global Trends and Challenges A holistic approach that addresses global challenges, incorporating human centricity at the forefront of innovation, is essential for Industry 5.0 to successfully evolve and adapt. 4,5 1 Accepted Adoption of advanced automation techniques by companies is driven by customer demands. 3,5 3 Rejected Digital transformation is not just a trend but a revolution that is radically accelerating the adoption of sustainable practices in Industry 5.0, making it an indispensable driver for achieving environmental goals and operational efficiency. 3,5 1,5 Rejected
Deliverable 1.2 113 Enablers of Industry 5.0 Key Technologies Additive manufacturing is a key technology that revolutionizes production processes in Industry 5.0, increasing production flexibility. 4 0,5 Accepted The integration of IoT is crucial for the seamless connectivity and real-time data exchange in Industry 5.0, enhancing operational visibility. 4,5 1 Accepted Industry 5.0 initiatives that fail to leverage advanced data analytics will be left behind, as these technologies will propel adopters to a significant boost in innovation and operational excellence. 5 0,5 Accepted The integration AI is not just beneficial but absolutely essential for accelerating the adoption and effectiveness of Industry 5.0 in practice. 4,5 1,5 Rejected Collaboration Effective collaboration between industry, government, and academia significantly enhances innovation, supporting the growth of Industry 5.0. 5 0,25 Accepted Practical industry-related education will be the linchpin in enhancing collaboration between industry, government, and academia. 4 0,25 Accepted Proactive government policies will be the catalyst for transforming and successfully implementing Industry 5.0 technologies. 3 2,25 Rejected The evolution of job roles and skills diversification brought by Industry 5.0 will mandate increased collaboration between industry and educational institutions. 4,5 1,25 Rejected Cohort 2: Life Sciences Median Interquartile Range (IQR) Acceptance / Rejection
Deliverable 1.2 114 of the Hypothesis Objectives and target image of Industry 5.0 Purpose Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept. 5 1 Accepted Resilient business models that support talent development are essential for achieving long-term success in Industry 5.0 initiatives. 4 1 Accepted The implementation of sustainable practices, including the use of renewable energy sources and optimized waste management, is crucial for Industry 5.0 success. 5 0 Accepted Economic Growth Industry 5.0 strategies that integrate innovative technologies with emphasizing energy efficiency will increase economic growth and enhance competitiveness in European industries within the next decade. 5 0 Accepted The integration of AI in Industry 5.0 will optimize production processes and facilitate the development of customer-specific products within the next decade. 4 0 Accepted Efforts in upskilling employees and fostering human-robot collaboration in Industry 5.0 will increase industry resilience. 5 1 Accepted Key element: Sustainability, Human centricity, Resilience Integration of Practices The integration of sustainable practices, including energy-efficient technologies and circular economy principles, is essential for European industries to achieve long-term environmental and economic benefits within Industry 5.0. 5 1 Accepted European industries that fail to adopt energy-efficient technologies and embrace circular economy principles within Industry 5.0 will fall behind. 4 0 Accepted
Deliverable 1.2 115 Sustainability Mission Optimizing raw material utilization will significantly boost companies' success in sustainability. 4 0 Accepted Developing digital skills among employees will position companies better for sustainability success. 5 0 Accepted Redefining Roles Industry 5.0 initiatives that fail to leverage human creativity, decisionmaking, and problem-solving abilities will stagnate, whereas prioritizing these aspects will redefine the role of humans in industrial innovation and drive significant advancements. 4 1 Accepted Without a strong emphasis on human-machine collaboration, Industry 5.0 will fall short of its potential. 4 2 Rejected Impact on Jobs and Skills Prioritizing skills diversification through strong collaboration between industry and educational institutions will result in a workforce well-equipped for Industry 5.0. 5 1 Accepted Ignoring the development of soft skills will leave the workforce unprepared for the challenges and opportunities of Industry 5.0. 4 0 Accepted Disruption Preparedness Fostering human-robot collaboration boosts Industry 5.0's ability to manage disruptions. 4 1 Accepted Prioritizing process standardization will significantly enhance Industry 5.0's preparedness while improving process efficiency. 3 1 Rejected Business Continuity Integrating autonomous systems is crucial for Industry 5.0 to effectively respond to dynamic market conditions. 4 0 Accepted Failing to foster visibility in leadership roles will undermine employee engagement, whereas promoting these elements will significantly enhance the strategic contribution of human skills. 4 0 Accepted
Deliverable 1.2 116 Triggers of Industry 5.0 Primary Triggers Technological advancements such as AI, robotics, and IoT are crucial drivers in facilitating operational efficiency in Industry 5.0. 5 1 Accepted Global competition is a significant economic factor influencing the transition to Industry 5.0. 4 1 Accepted The promotion of circular economy practices significantly influences the transition to Industry 5.0, enhancing sustainability. 4 1 Accepted Global Trends and Challenges A holistic approach that addresses global challenges, incorporating human centricity at the forefront of innovation, is essential for Industry 5.0 to successfully evolve and adapt. 5 1 Accepted Adoption of advanced automation techniques by companies is driven by customer demands. 4 1 Accepted Digital transformation is not just a trend but a revolution that is radically accelerating the adoption of sustainable practices in Industry 5.0, making it an indispensable driver for achieving environmental goals and operational efficiency. 5 1 Accepted Enablers of Industry 5.0 Key Technologies Additive manufacturing is a key technology that revolutionizes production processes in Industry 5.0, increasing production flexibility. 4 0 Accepted The integration of IoT is crucial for the seamless connectivity and real-time data exchange in Industry 5.0, enhancing operational visibility. 5 0 Accepted Industry 5.0 initiatives that fail to leverage advanced data analytics will be left behind, as these technologies will propel adopters to a significant boost in innovation and operational excellence. 4 0 Accepted The integration AI is not just beneficial but absolutely essential for accelerating the adoption and effectiveness of Industry 5.0 in practice. 4 1 Accepted
Deliverable 1.2 117 Collaboration Effective collaboration between industry, government, and academia significantly enhances innovation, supporting the growth of Industry 5.0. 4 1 Accepted Practical industry-related education will be the linchpin in enhancing collaboration between industry, government, and academia. 3 2 Rejected Proactive government policies will be the catalyst for transforming and successfully implementing Industry 5.0 technologies. 4 1 Accepted The evolution of job roles and skills diversification brought by Industry 5.0 will mandate increased collaboration between industry and educational institutions. 4 0 Accepted Cohort 3: Heavy Industry Median Interquartile Range (IQR) Acceptance / Rejection of the Hypothesis Objectives and target image of Industry 5.0 Purpose Industry 5.0 initiatives that prioritize both technological advancement and human-centric innovation will increase adoption rates of the concept and foster a positive perception of the concept. 4 0 Accepted Resilient business models that support talent development are essential for achieving long-term success in Industry 5.0 initiatives. 4 1 Accepted The implementation of sustainable practices, including the use of renewable energy sources and optimized waste management, is crucial for Industry 5.0 success. 4 1 Accepted Economic Growth Industry 5.0 strategies that integrate innovative technologies with emphasizing energy efficiency will increase economic growth and enhance competitiveness in European industries within the next decade. 4 0 Accepted
Deliverable 1.2 118 The integration of AI in Industry 5.0 will optimize production processes and facilitate the development of customer-specific products within the next decade. 5 1 Accepted Efforts in upskilling employees and fostering human-robot collaboration in Industry 5.0 will increase industry resilience. 4 0 Accepted Key element: Sustainability, Human centricity, Resilience Integration of Practices The integration of sustainable practices, including energy-efficient technologies and circular economy principles, is essential for European industries to achieve long-term environmental and economic benefits within Industry 5.0. 4 0 Accepted European industries that fail to adopt energy-efficient technologies and embrace circular economy principles within Industry 5.0 will fall behind. 4 1 Accepted Sustainability Mission Optimizing raw material utilization will significantly boost companies' success in sustainability. 3 1 Rejected Developing digital skills among employees will position companies better for sustainability success. 4 1 Accepted Redefining Roles Industry 5.0 initiatives that fail to leverage human creativity, decisionmaking, and problem-solving abilities will stagnate, whereas prioritizing these aspects will redefine the role of humans in industrial innovation and drive significant advancements. 4 0 Accepted Without a strong emphasis on humanmachine collaboration, Industry 5.0 will fall short of its potential. 4 1 Accepted Impact on Jobs and Skills Prioritizing skills diversification through strong collaboration between industry and educational institutions will result in a workforce well-equipped for Industry 5.0. 4 1 Accepted Ignoring the development of soft skills will leave the workforce unprepared for the challenges and opportunities of Industry 5.0. 4 0 Accepted
Deliverable 1.2 119 Disruption Preparedness Fostering human-robot collaboration boosts Industry 5.0's ability to manage disruptions. 4 0 Accepted Prioritizing process standardization will significantly enhance Industry 5.0's preparedness while improving process efficiency. 4 0 Accepted Business Continuity Integrating autonomous systems is crucial for Industry 5.0 to effectively respond to dynamic market conditions. 4 0 Accepted Failing to foster visibility in leadership roles will undermine employee engagement, whereas promoting these elements will significantly enhance the strategic contribution of human skills. 4 1 Accepted Triggers of Industry 5.0 Primary Triggers Technological advancements such as AI, robotics, and IoT are crucial drivers in facilitating operational efficiency in Industry 5.0. 5 1 Accepted Global competition is a significant economic factor influencing the transition to Industry 5.0. 4 1 Accepted The promotion of circular economy practices significantly influences the transition to Industry 5.0, enhancing sustainability. 4 2 Rejected Global Trends and Challenges A holistic approach that addresses global challenges, incorporating human centricity at the forefront of innovation, is essential for Industry 5.0 to successfully evolve and adapt. 4 1 Accepted Adoption of advanced automation techniques by companies is driven by customer demands. 4 2 Rejected Digital transformation is not just a trend but a revolution that is radically accelerating the adoption of sustainable practices in Industry 5.0, making it an indispensable driver for achieving environmental goals and operational efficiency. 4 1 Accepted Enabl ers of Indust ry 5.0 Key Techn ologie s Additive manufacturing is a key technology that revolutionizes 3 1 Rejected
Deliverable 1.2 120 production processes in Industry 5.0, increasing production flexibility. The integration of IoT is crucial for the seamless connectivity and real-time data exchange in Industry 5.0, enhancing operational visibility. 4 1 Accepted Industry 5.0 initiatives that fail to leverage advanced data analytics will be left behind, as these technologies will propel adopters to a significant boost in innovation and operational excellence. 5 0 Accepted The integration AI is not just beneficial but absolutely essential for accelerating the adoption and effectiveness of Industry 5.0 in practice. 5 1 Accepted Collaboration Effective collaboration between industry, government, and academia significantly enhances innovation, supporting the growth of Industry 5.0. 5 2 Rejected Practical industry-related education will be the linchpin in enhancing collaboration between industry, government, and academia. 4 2 Rejected Proactive government policies will be the catalyst for transforming and successfully implementing Industry 5.0 technologies. 4 0 Accepted The evolution of job roles and skills diversification brought by Industry 5.0 will mandate increased collaboration between industry and educational institutions. 4 1 Accepted
Deliverable 1.2 121 Figure 32 Consolidated Analysis of the Systematic Literature Review (own depiction) Acute crises Talent Recruiting & Political Volatility & Crises Ethical Challenges & Social Responsibilities Resilience Human-centricity Sustainability Anchoring I5.0 Objectives in Strategy Upskilling and Enablement of workforce Leveraging Interdisciplinary Synergies of Organizations & Institutions Deploying Enabling Technologies IM´mplementing Policies and Regulatory Structures Adel 2022 Aheleroff et al. 2022 Alojaiman 2023 Alves et al. 2023 Bajic et al. 2023 Banholzer 2022 Chandel et al. 2023 Chander et al. 2022 Costa et al. 2023 De Felice & Petrillo 2023 De Giovanni 2023 & ş 2017 Doyle-Kent & Kopacek 2020 Fraga-Lamas et al. 2021 Frutos-Bencze et al. 2022 Ghobakhloo et al. 2022 Ghobakhloo et al. 2023 Hicking et al. 2020 Hofmann et al. 2019 Hol 2021 Huang et al. 2022 Iqbal et al 2022 Ivanov 2022 Jafari et al. 2022 Joglekar et al. 2023 John et al. 2020 Kasinathan et al. 2022 Leng et al. 2022 Longo et al. 2020 Lu et al. 2022 Maddikunta et al. 2022 Madsen & Slåtten 2023 Majerník et al. 2022 Martín-Gómez et al. 2024 Mattila et al. 2022 Mishra & Paul 2023 Mitschell & Guile 2022 Möller et al. 2022 Mourtzis et al. 2022 Nahavandi 2019 Noble et al. 2022 Ordieres-Meré et al. 2023 Özdemir & Hekim 2018 Pang et al. 2023 Patil et al. 2022 Peças et al. 2023 Petrescu et al. 2023 ń Rajumesh 2024 Ramachandran et al. 2023 Saniuk et al. 2022 Sarfraz et al. 2021 Schuh et al. 2020 Simion et al. 2022 Sindhwani et al. 2022 Suciu et al. 2023 Tavares et al. 2022 Trstenjak et al. 2023 Verma et al. 2022 Vougaridis et al. 2022 Zizic et al. 2022 Reference No focus High focus Low focus Enabler Trigger Strategic objectives