At this company, digitalization isn't taking away jobs. "On the contrary: our workforce is growing!"

• - The teams we assemble are getting larger, which also requires an increase in the level of automation and robotization - emphasizes Piotr Rosikowski, Technical and Development Director at Ponar Wadowice.
• The company's products are used in ultra-harsh conditions where failure is unacceptable. Ponar uses digital twins to study the behavior of components under changing operating conditions.
• "Stolen physical documents were usually used by a single person. Digital data can circulate and repeatedly harm those stolen. This increases the importance of cybersecurity," notes the Ponar manager.
• The conversation is part of a series of interviews that will serve as the basis for the report "From Tape to Algorithm. How Digitalization Shapes the Future of Industry," prepared by WNP Economic Trends in connection with the New Industry Forum (Katowice, October 14-15, 2025).

What investments in the field of digitalization and other related elements of Industry 4.0, such as robotization and automation, have you made in the last five years?

"When it comes to digitalization, we are adapting our organization to what the market offers us. The company began 60 years ago, so for a time we only had manual lathes at our disposal. Today, all new machines are fully automated, and the entire production process has been fully digitalized: from process parameterization, to data acquisition during the process, and—for example—to data measurement after machining. In this regard, we are constantly expanding our machinery, introducing modern machines with remote control and monitoring."

We are constantly developing our ERP system, in which we purchase or create our own modules for managing production, warehouse management, and data flow between subsequent processes.

Ponar creates its own solutions because standard ones are not adapted to its production system

The latest example of change is the project change card, which previously operated in paper form and required collecting a lot of signatures, then forwarding it to the appropriate department for review – and so on...

Our IT specialists are currently digitizing this process. An additional module will be added to the production management system for entering, approving, and reviewing change cards, which will implement these changes in a way that is visible throughout the entire production management system.

Will the new investment you are planning in any way change your level of digitization, robotization, automation, or is it just an increase in production capacity?

- Work in the new facility will be largely automated and robotized. The teams we assemble are getting larger, which also requires increased levels of automation and robotization.

In addition, the new space will also house research and testing stations. Data from these stations will be collected and then analyzed using artificial intelligence . Among other things, we plan to expand the role of predictive maintenance, i.e., analyzing the relationship between work assumed to be correct and operation in emergency mode, in order to create algorithms that will inform us of impending damage or station failure.

To this end, we create our own solutions, because the predictive maintenance systems already available on the market are not adequately adapted to our production system.

Data analysis allows you to detect changes that are invisible from the outside

Acceptance testing, which requires the operation of a complex test stand, remains crucial in our production process. Downtime or a failure of such a stand disrupts our production process.

As part of this new investment, we also want to cover our key test stands with predictive maintenance systems that would inform us that a failure may occur because something is wrong with the pump, motor, or actuator.

Such changes are invisible from the outside. They can be detected by a highly precise diagnostic system that analyzes the activity of individual device components 24/7.

What criteria dominate when making decisions about such investments?

I've already mentioned the first criterion – prediction. For me, as the person responsible for research and development, this is the most important thing, because implementing these solutions allows us to predict what will happen and – instead of reacting after the fact – react earlier.

Accuracy and quality are also crucial. The solutions we produce are used in extremely harsh conditions where failure is unacceptable: in mines, on construction sites, and on the battlefield. Therefore, quality must be of the highest standard.

Another aspect is process streamlining. We work between two plants, over an hour's drive apart. Therefore, we have systematically implemented electronic documentation flow, and we can now say that this flow is fully digitized.

Digitization speeds up processes and saves money, even on paper.

We regularly equip workstations with industrial tablets and computers so that employees have easy and simple access to the appropriate folders where we collect drawings signed and approved by the designers.

This also allows us to make changes on an ongoing basis, so the employee at the workstation always has the most up-to-date version of the device's schematic . This has significantly streamlined our production process.

On the other hand, it saves a lot of paper, because changing any element of the structure no longer requires changing a complete set of plans and technical drawings.

Who are you collaborating with to implement digitalization? What potential barriers do you see in terms of companies that can assist you or with whom you can collaborate? Specifically, criteria and collaborators...

"We've been working with the same ERP system provider for 15 years. When it comes to ongoing digital transformation, we rely on our own IT department, which develops proprietary solutions tailored to our specific needs, leveraging software from ERP system providers, as well as machinery, equipment, and machining centers. All of these elements must be incorporated into our process."

When it comes to predictive maintenance, we're pursuing a two-pronged approach. Some of the work is conducted within our own research, with the participation of Ponar engineers; we're currently working on two implementation doctorates in the field of predictive maintenance, among other projects. In parallel, we're collaborating with startups, or rather, companies that were once startups and have since grown.

An example is the joint implementation of a system (actually two systems) for the ZF Automotive laboratories in Gelsenkirchen and Düsseldorf. We supplied complete hydraulic systems for these systems, and the company, which grew from a startup (with our technical support), equipped them with a remote monitoring system. This allows us to continuously monitor the systems operating in Germany and, based on the data received, remotely implement some changes.

What is the current level and impact of using collected data, particularly in production? What are the plans in this regard?

We've talked about this a bit before, but I'd definitely like to leverage artificial intelligence to analyze the results of our research. And shorten the testing and analysis time, which currently requires analyzing increasingly large pools of data. This will shorten the time it takes for components to enter production.

Do you use or plan to use virtual twin technology?

- When designing advanced digital systems, we have been making twins for a long time.

Based on the data, we conduct virtual reality research not only on current activities, but also on the possible behavior of individual elements when their operating conditions change.

The more we simulate in computers, the better the test will be in real life.

We utilize the latest software and systems that describe the phenomena we deal with , including hydraulics, mechanics, electrical engineering, and electronics. We strive to do all of this in the form of a virtual model , to simulate as many things as possible in the computer, and then verify these processes in real life.

In this case, the quality of the data "uploaded" into the system is of course very important, because the reliability and credibility of the final research results depend on them.

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

- We limit the exchange of data to an absolute minimum... I am convinced that when it comes to sharing this type of information, we operate in an even narrower area than our certificates and requirements – such as the military concession, NATO AQAP (Allied Quality Assurance Publication) standards, and other standards related to production for the defense sector – impose on us.

We are reducing the exchange of data mentioned above because we are aware that in the current conflict beyond our eastern border there are many people who would like to obtain such data in an uncontrolled manner – in order to use it inappropriately.

This even applies to data flow within the company. Individual employees only have the information they need to complete their tasks. Nothing more...

How do digitalization and changes related to Industry 4.0 influence or will influence the management method and organizational culture in the company?

We've introduced the role of transformation leaders. These are typically division or department heads who want to facilitate processes within their department or division. They take the initiative and then act as the leader for the process they want to digitize.

The simplest example: the digitization of signatures and the circulation of technical documentation was my initiative, so in this case I was the leader.

Has this resulted in any personnel changes or employee retraining?

These improvements introduced new skills that employees need. When electronic document flow replaced paper documents, the employees who handled them had to adapt to new working conditions.

We're definitely not facing a reduction in employment. On the contrary, our workforce is growing! I can't imagine a factory without employees... Quite simply, with a production as specialized as ours, not all operations can be robotized.

In our case, technology supports employees, not replaces them. Employee experience is a value that often cannot be converted into digital code for a robot.

How do you assess the current system for educating staff in specialties related to digitalization and Industry 4.0? Are any changes needed?

We utilize dual studies. Students come to us in their second or third year and learn while working.

We consider the preparation of future engineers by technical universities to be good and sufficient. However, dual studies allow us to prepare and shape future employees who, upon completion of their studies, will be quickly ready for independent work.

Artificial intelligence is not only used to create funny videos

They are also part of the digitalization process and fit in very well. It would be important to emphasize, and build knowledge during studies, how digitalization can be used so as not to conflict with humans, but to assist them. Raising awareness that AI isn't just for creating funny videos on social media.

In countries leading in digitalization, the public sector is also highly digitized. To what extent are the digitization of administration and state operations contributing to building a culture of innovation in society and supporting business in Poland today?

I think what's happening in the field of digitalization in our country is very good – starting with the mObywatel app, which replaces a wallet stuffed with documents. This is an extremely positive direction.

Do such digital solutions also work in your interactions with the administration? Or do you have a fully digital document flow, but do you still have to take paperwork to the office?

- Of course, there are places where there must be paper, but a very good solution is a mandatory e-delivery box.

Just eight years ago, when we were building the Research and Development Center, I had to print 200 pages, sign and stamp each page, as represented by the National Court Register (KRS). Attach the KRS, certified as a true copy, and send this bundle of documents to Warsaw to submit the application.

Today, all this is done through specially designed software tools. The generator can "plot" a 200-page file, but the entire document flow and communication with the institution is now digital.

How do you assess the level of awareness and protection against cyberattacks in industry? What actions should the government take in this regard? Prevention, dissemination of knowledge, or technological assistance, as cybersecurity is quite a demanding field?

"Everything you mentioned! Paper documents, and later "plastic" ones, could also be stolen, but they were usually used by a single person. Digital data can circulate and repeatedly cause harm to those stolen..."

Today, businesses and individuals have access to documents and bank accounts in the digital space. Therefore, I believe the state should take the toughest action in the fight against cybercrime.

In terms of robotization, we're lagging behind the EU. What, in your opinion, is the main reason for the slow digitalization in Polish companies so far?

I think it's habit – "this is how it's always been," "this is convenient." However, paper is paper, a signed piece of tangible material, and an electronic signature is fleeting. Therefore, it's important to build awareness of the electronic tools we can use and the convenience they offer. We already know their value and are eager to use them.

We're returning to the concept of benefit awareness. Entrepreneurs need to see and experience what it brings, how it can make work easier, accelerate certain processes, and enhance their quality.

Among companies employing at least 10 people in European Union countries in 2024, Poland ranked second to last in terms of AI use, trailing only Romania. What are the reasons for the low use of AI in industry in Poland?

- In my opinion, we are once again returning to the issue of awareness... Managers have not yet learned enough about the possibilities of artificial intelligence, and therefore do not see the need to use it in companies.

The 60-year-old company has seen many trends and does not jump into them thoughtlessly

For example, I've personally used the widely available capabilities of AI data collection and analysis several times. This prompts me to utilize this tool within the company as well, leveraging the analytical capabilities of AI in collecting and analyzing data from production and research processes.

Do European and national digitalization megaplans involving AI gigafactories, artificial intelligence applications, and quantum technologies offer any hope for real support? What should businesses expect from such megaplans?

It's good that AI gigafactories are being built in Poland and Europe. However, they should be accompanied by clear information about how the industry will actually benefit from them.

Because today, all I know is that AI gigafactories are being built, but how exactly will this translate into benefits for the industry? It's unclear...

Is the new concept of Industry 5.0, combining technology, sustainable development, and a focus on people, along with company resilience to various crises, an inevitable direction? Expectations for businesses and companies are rising exponentially, becoming more difficult to implement at the organizational and financial levels.

While Industry 4.0 was clearly defined for me, I'm no longer as aware of Industry 5.0. They say the difference is that in Industry 5.0, people are at the center. It's still the same for us!

Our company has 60 years of experience and has seen many different trends. We don't jump at them, but we carefully observe the benefits they can bring us. Then we implement them to the extent necessary and profitable. After all, it's not about introducing robots, but about knowing how to use them properly.

To what extent does the digitalization of the Polish state and production and management processes support the implementation of sustainable development goals?

"I think so, significantly. It's simple: the acceleration of production resulting from the introduction of automation and digital solutions results in real savings in electricity consumption, which is incredibly important these days. And improving the quality and reliability of the process results in less waste."