Industry 5.0 is an inevitable trend. For now, many companies are dealing with a hybrid

• "We can't imagine operating without digitalization and automation! Given the scale and diversity of our operations—thousands of hectares of fields, large herds of animals, a feed mill, a meat processing plant, and biogas plants—traditional management methods would be insufficient, especially when operating in such a dispersed manner as we do," says Anita Bednarek, Director of Sustainability at Goodvalley.
• "When it comes to the solutions being implemented, each digitalization project had its leader. If it involved, for example, crop production, the leader was a person from that area. Sometimes, someone from the group oversaw the implementation, especially when the solution was being implemented simultaneously in Poland and Ukraine," says our interviewee.
• Plans. "We're developing predictive analytics and working on greater use of sensors and IoT tools. We also use digital twin solutions – for example, in cogeneration projects, we simulate installation parameters in a virtual environment to optimally adapt them to your needs," Anita Bednarek points out.
• This conversation is part of a series of interviews that will serve as the basis for the report "From Tape to Algorithm: How Digitalization Is Shaping the Future of Industry," prepared by WNP Economic Trends in conjunction with the New Industry Forum (Katowice, October 14-15, 2025). The premiere is scheduled for October.

What investments in digitalization have you made over the last five years? How do you assess your organization's maturity in this context?

"Digitization and digitalization are nothing new at Goodvalley—they've been with us for a long time. Given the scale and size of the farms we manage, it would be impossible to operate without advanced technological solutions. The last five years have been a time of optimizing what we've implemented previously."

The biggest project of the last five years was the change of the enterprise resource planning (ERP) system - in operation for over 20 years - which integrates all areas of activity - from production, through accounting and finance, to reporting and analytics, supporting management processes in the company.

We have also been using an advanced business intelligence (BI) system for a long time, i.e. an interactive, dynamic data presentation system that supports the management of data that is extremely important when making business decisions.

Last year, we implemented our latest solution – Microsoft Dynamics 365 Business Central (BC 365), which Forbes Advisor has named the best ERP system in the world for 2024. This project involves many departments, especially since Goodvalley operates according to the "farm to fork" principle. This means that digitalization is present at every stage: in crop production, feed mills, pig breeding and ranching, biogas plants, workshops, service and warehouse centers, meat processing plants, and administration.

We've fully digitized documents, although paper forms still appear – due to the nature of agriculture, it's difficult to completely digitize them. We've also introduced solutions for our agricultural machinery fleet, such as John Deere's JD Link system, a GPS-based system that supports precision farming.

"Predictive analytics and the use of artificial intelligence for data analysis will also play an increasingly important role"

What are the results of this?

We eliminate double passes, maintain proper spacing between sowings, and optimize tramlines. We also use drones and satellite imagery to monitor plant growth and identify areas requiring fertilization. We also have our own weather stations, the number of which has increased significantly in recent years.

Each production department has IT solutions dedicated to its specific needs. For crop production, we use the Agrinavia software, which supports professional and effective management by recording agrotechnical practices and helping optimize field management processes using high-resolution orthophotomaps, as well as mobile and secure access to field data anywhere, anytime. This not only facilitates process planning and visualization but also supports decision-making.

At the feed plant, where we produce approximately 170,000 tons of feed annually, the processes are fully automated to ensure that the feed produced is as balanced as possible and tailored to the needs of our animals, taking into account their age.

We have also implemented an agricultural warehouse management system, Grainit, which uses data to track farm inventories and provides farm managers with an overview of their storage facilities and supports transport management.

In animal production, we monitor animal health and maintain digital vaccination records. We also use Cloudfarms, an IT program that supports pig management from birth to market, including monitoring feed consumption and managing reproductive cycles.

In biogas plants, the biogas production process is fully automated, and production can be controlled from anywhere. Thanks to SCADA software (a data visualization and acquisition system), it is possible to monitor all production process parameters in real time, such as temperature, pressure, biogas level and composition, etc.

In addition to full automation, meat processing plants also have a traceability system, allowing them to track the origin of meat from farm to final product. Although consumers haven't shown much interest in this functionality, the system has proven extremely useful for us, including in carbon footprint reporting.

For many years, our operations have been supported by the ErcoNet energy management system, to which each of our approximately 40 locations is connected. This allows us to monitor and optimize the consumption of utilities such as energy and water , respond to deviations, prevent power overruns using power guards, implement energy efficiency projects, and monitor production parameters in our biogas plants. This allows us to balance our energy consumption across all consumption points, which in turn ensures we are 100% self-sufficient in electricity.

We also can't forget about the system supporting our service department – ​​FiiX, a CMMS (computerized maintenance management system) solution for managing the company's maintenance and technical assets. Its main applications include managing, maintaining, and repairing machinery and equipment, inventory management (e.g., spare parts), reporting and analytics, as well as mobility and integration with other systems.

What digitalization projects do you plan to implement in the coming years?

- Digitization is the process of transforming analog data into digital: a continuous process, covering more and more areas of our activity; a process that is closely linked to the automation and robotization projects that we are planning in the near future.

For example, farm washing robots can reduce water consumption by up to 50% compared to current levels. We are also considering using robots for spraying around farms. We also want to develop supply chain digitization to better control the carbon footprint of raw material purchases.

Predictive analytics and the use of artificial intelligence for data analysis will also play an increasingly important role, which we have been using for some time in our ERP, BI, and Continia (OCR – Optical Character Recognition) systems, although many of us approach this topic with caution… The next big step is also the biomethane plant projects – fully automated, with the possibility of remote management.

"Like most of us, we approach artificial intelligence with some reservation"

What specifically concerns you?

- I think that - like most of us - we approach artificial intelligence with some reservation, primarily due to issues of security and data confidentiality.

Concerns arose about whether the information we entered into such tools was sufficiently protected. Decisions to implement AI solutions were made only after we were confident in the systems' stringent security measures and the ability to control how and in what ways the data could be used.

The second reason is the quality of the generated content, for example. AI still often confabulates and makes mistakes. Everything it produces must be meticulously checked and verified, making it difficult to treat AI as a fully autonomous tool.

I also notice a lot of public distrust towards AI. Some even believe that admitting to using, for example, ChatGPT, is an admission of incompetence. It's also a challenge – especially since we're often unaware of how many aspects of our lives – including our professional lives – AI accompanies us.

Costs are also a factor – artificial intelligence tools can be expensive, and it's difficult to assess the real return on such an investment. This means implementations are undertaken cautiously, step by step.

What criteria prevail when making decisions regarding digitalization investments? Is cost reduction key? Or perhaps the implementation of a specific solution is driven by increased competitiveness, staff shortages, or the need to meet quality requirements?

- We make decisions about digital investment primarily based on analysis of potential cost reductions, including payback periods and performance optimization. Competitive advantage is also an important factor.

One of the pillars of our strategy is LEAN, the concept of lean management, which aims to minimize waste while maximizing value. This means stable and efficient production, increased productivity, improved teamwork, risk reduction, and continuous improvement. ESG aspects are also crucial, as they are part of our business DNA.

Staff shortages are a completely different matter. In this respect, through automation, robotization, and digitization of simple processes where human potential would otherwise be wasted, we can develop it in places and for tasks where digital solutions are insufficient, where people, their knowledge, competencies, experience, and practical perspective are needed.

“Monitoring and collecting data is the basis of our operation”

Who does Goodvalley partner with to implement digitalization? Do you use solutions offered by commercial vendors? Do you collaborate with universities, research and development centers, or do you offer opportunities to startups?

- We use a wide variety of solutions, which I have already mentioned – large companies such as John Deere (JD Link), i.e. solutions for precision farming, Agrinavia, Grainit, Cloudfarms, ErcoNet and Fiix, which have often been and are adapted to our needs and the specific nature of our business.

We also work with startups, sharing substantive knowledge, experience, practical needs, comments, and simulations of certain solutions that help startups develop on various levels.

One such example is the real estate valuation system implemented by the brokerage company EiB SA, which is able to provide a comprehensive and quick valuation of a specific property thanks to a built-in algorithm.

We also collaborate with universities and research institutes, such as the Warsaw University of Life Sciences (SGGW), the West Pomeranian University of Technology (ZUT), and the Institute of Research and Development of the Polish Academy of Sciences (IRWiR PAN). We engage in pilot projects, share data, and assist in the development of new projects. As a result, we have a mix of global suppliers and niche startups creating custom-made tools.

What is the current level and impact of data utilization, especially data collected during the production process? What are your company's plans, for example, regarding smart factories, the Industrial Internet of Things (IIoT), resource digitization, and virtual twins?

Monitoring and collecting data is fundamental to our operations. Data is collected and analyzed at every stage of production—from the field to the meat processing plant.

Many years ago, we implemented an advanced business intelligence system, and last year, the OSR – Continia system, which automatically recognizes documents and transfers their images and data to the ERP system. As I mentioned, we have our own weather stations, from which we use data, for example, to plan crop production based on weather conditions. We use drones, satellite images, and sensors in crop production, as well as the various IT programs mentioned above.

Data from most of these systems is integrated and reflected in accounting systems and all types of reports, optimizing the analysis process, supporting decision-making processes and both short- and long-term planning.

While many processes are already fully automated, some areas still operate in a simpler format, such as Excel. However, we treat this as a digital form, and we are gradually working towards full integration.

As for our plans: we are developing predictive analytics and working on greater use of sensors and IoT tools. We are also using digital twin solutions – for example, in cogeneration projects, we simulate installation parameters in a virtual environment to optimally adapt them to your needs.

It can be said that we are already, to a large extent, a smart factory – processes have been digitized and automated for a long time , and the next steps are to further expand system integration and introduce new tools.

How do you assess the potential and risks associated with acquiring and exchanging data with business partners in the B2B model?

"At first, we had significant concerns, especially when it came to sensitive data, such as carbon footprint data. Although we are leaders in this area, we treat this information as 'sensitive.' That's why we protect ourselves with nondisclosure agreements (NDAs) and other legal measures."

We understand that in today's world, any data can be compromised. We experienced this in 2017 during the Petya virus attack – agricultural production was unaffected, but meat processing plants were unable to print labels, which halted deliveries to retail chains. Since then, we've been focusing even more on cybersecurity.

We regularly train employees, often through provocations—for example, by sending test phishing emails or testing their reactions to suspicious situations. We've also implemented technical solutions: VPNs for remote work, QR code printer security, and blocking data transfer outside the company system.

We haven't yet experienced a real data breach, but we recognize that risk always exists. That's why we prioritize information security and will continue to demand the same from our partners throughout the supply chain.

"Every digitalization project had its leader"

How have the implemented digital solutions impacted the management of your company? Were any personnel changes or employee retraining necessary? Have you appointed transformation leaders responsible for ensuring the smooth running of processes?

We can't imagine functioning without digitization and automation! Given the scale and diversity of our operations—thousands of hectares of fields, large herds of animals, a feed mill, a meat processing plant, and biogas plants—traditional management methods would be insufficient, especially when operating in such a dispersed manner as we do.

When it comes to the solutions being implemented, each digitalization project had its own leader. For example, if it involved crop production, the leader was a person from that area. Sometimes, someone from the group oversaw the implementation, especially when the solution was implemented simultaneously in Poland and Ukraine.

Therefore, we didn't hire new people solely for digitalization; rather, we identified leaders from among existing employees. In the case of large projects, such as ERP system implementation, this "leader" was often a consultant from the implementation company; we also included representatives from individual departments and someone who assumed the role of project manager, responsible for the effective implementation.

When it comes to implementing new systems or upgrading from older systems to newer ones, there was, of course, resistance, but through training and practice, our team members gradually embraced the new solutions. Today, we appreciate the improvements and simplifications in our daily work made possible by digitization, which primarily impacts the efficiency of our work.

It's also worth noting that the pandemic has accelerated a certain process— remote work has become the norm, forcing many tasks to be moved to the cloud. Although initially there were difficulties getting used to the new systems, digital tools have now become standard across the company.

How do you assess the current system of training personnel in digitalization? What changes are needed? What should be the role of the state in this area, and which issues should be addressed by representatives of the business community?

Our country has nothing to be ashamed of in terms of its level of digitalization – many systems are advanced, and compared to the United States and many other markets, we perform very well. However, education is a problem – people often don't have the opportunity to understand the changes; they are simply afraid of them.

The state should prioritize education much more—conducting information campaigns, training, and social programs that clearly explain the new tools. The lack of such initiatives leads to negative, discouraging commentary in the media.

Businesses should, of course, train their employees in the tools they implement. However, it is crucial that this education takes place in cooperation between three parties: public administration, science, and business. Academia has the knowledge and research potential, business has the financial resources and practical needs, and the administration has the tools to implement solutions on a national scale.

Only through joint action will we prepare our workforce for digital challenges. Education must begin as early as possible – from a young age, but of course with a degree of discretion regarding age – so that new generations enter the job market without fear of technology and are equipped to use it consciously, yet skillfully and wisely.

To what extent do the digitization of public administration and state actions support business and contribute to building a culture of innovation in Polish society?

- The digitalization of government is undoubtedly a significant boost for businesses. Just a few years ago, many matters required traveling to dozens or even dozens of municipalities and submitting documents in person.

Examples include the excise tax refund procedure or local tax formalities. In the past, when a tax clearance certificate was needed and time was of the essence, employees would visit all the offices, drop off applications, and—after some time—return to collect the certificates.

Today, most matters can be handled electronically—applications, documents, certificates... This is a huge improvement, as everything is faster and more transparent. However, there are still exceptions, demonstrating that the administration is still "tied to paper."

Despite this, the change is clear. Many processes have transitioned to the digital world, allowing companies like ours to save time and operate more efficiently. The challenge remains the mentality and differing approaches to these types of topics across generations.

Younger generations (aged 18-34), according to Eurostat and CBOS research, significantly more often prefer digital documents – over 70% of young Poles prefer e-invoices over paper ones (Ministry of Finance and Central Statistical Office data, 2023). The older generation (aged 55-64 and 65+) still has a significantly greater attachment to paper, which gives them a sense of "certainty" and "physical proof" – for example, CBOS and NBP research show that seniors are twice as likely to choose paper invoices and bank statements.

"Many companies prefer to postpone decisions because they are not sure whether new solutions will quickly pay off"

What is the main reason for the slow digitalization of Polish companies so far?

The slow pace of digitalization in Poland is partly due to the fact that individual industries are developing at different rates. The agri-food sector, in which we operate, is particularly demanding – dependent on weather, traditions, and local conditions. In such conditions, it is more difficult to implement innovations than in, for example, banking or the services sector.

The second factor is the fear of change and the investment costs. Many companies prefer to postpone decisions because they are uncertain whether new solutions will quickly pay off. Furthermore, there is a lack of staff with the appropriate skills and limited awareness of the benefits of digitalization.

As a result, some are already technologically advanced, while others are just starting to catch up... This creates the image of a "multi-speed economy" – and that is why digitization across the country is progressing slower than it could.

What are the reasons for the low use of artificial intelligence in Poland?

- This is primarily due to caution – companies are concerned about the security and confidentiality of data, as well as the fact that AI tools make errors and require constant verification.

The second reason is the way we think about AI. As I mentioned, many people believe that admitting to using AI is evidence of incompetence and a lack of independence. This is a flawed approach – AI should be treated like any other work-supporting tool, similar to a GPS system in a car. Does anyone use paper road maps these days?

Another barrier is cost. Access to more advanced versions of AI can be expensive, and companies don't always know what the actual return on investment will be. Lack of knowledge about the capabilities of these tools makes companies hesitant to invest.

Therefore, education is needed—both for employees and the public—to demonstrate its practical applications and benefits. When people see how AI facilitates their daily work, they will neither fear nor be ashamed of it.

Are European and national digitalization megaplans an opportunity for real support for businesses? What can entrepreneurs expect from projects like the Poland Digital Strategy or "AI Gigafactories"?

"Strategies like these offer an opportunity for real support because they demonstrate a direction for development and confirm that digital technologies are a key part of the future of business. They also provide a real opportunity for access to funding and pilot programs, allowing companies to test new solutions without having to finance them entirely from their own funds. This is especially important for small and medium-sized enterprises, which often worry about costs and uncertain returns on investment."

Such plans can also support talent development. Innovative projects attract specialists and help retain experts within companies, including those operating in smaller towns. Digital technologies are becoming an argument for working and developing locally, rather than seeking challenges exclusively in large centers.

Finally , such initiatives can stimulate cooperation between business, science, and government. This, in turn, will accelerate the development of digital infrastructure—for example, internet networks in rural areas—and help companies implement AI and quantum tools in practice.

Is Industry 5.0 an inevitable development direction? Is Polish business ready for the next stage of the technological revolution if it hasn't yet fully learned the lessons of Industry 4.0?

Yes, this is an inevitable trend. In practice, however, many companies in Poland are still combining elements of Industry 4.0 with Industry 5.0 solutions—creating a kind of hybrid. This stems from regulations, market needs, and technologies changing faster than companies can implement them.

The transition to a higher level of digitalization will be seamless – just as we once naturally replaced desktop computers with laptops, next-generation tools and systems will now become the standard. Companies already embracing digitalization and automation will simply evolve their solutions towards greater integration and the use of new technologies.

The biggest challenge is the mindset and willingness to change – of both employees and management. Technology itself shouldn't be a barrier, because if someone can cope in simple conditions, they will also thrive in an environment where more advanced tools are used.

To what extent does digitalization support the implementation of sustainability standards? How do specific solutions help reduce energy consumption and carbon footprint?

- Digitization is inextricably linked to sustainable development, as it allows us to reduce resource consumption and optimize processes. By digitizing documents and working in virtual systems, we use less paper, and data is easily accessible and analyzed.

At our company, every facility is connected to the ErcoNet energy management system. We can see in real time how much energy or water a given location is using, react to deviations, eliminate losses, and prevent breakdowns. This allows us to reduce costs while simultaneously reducing our carbon footprint.

Precision farming, enabled by advanced technological and IT solutions, is another example. Using data from GPS, drones, and satellite imagery allows for precise adjustments to fertilizer and plant protection product applications to the actual needs of the soil and plants. This results in fewer chemicals and resources being used, and improved results.

Similarly, in animal production – digital monitoring of animal health and herd management allows us to take care of animal welfare and reduce the use of medicines and water.

In summary: modern, responsible business—including agriculture—is impossible without digitization. It provides transparency, enables rapid and reliable data reporting, and supports sustainable development goals at every stage—from farm to fork. Digitization also takes on special, additional significance in the context of non-financial (ESG) reporting.