Sharing sensitive data is a challenge for industry. "The risk is high."

• What are the reasons for the slow digitalization of Polish companies? "I think there are several factors involved. (...) We often deal with a stagnant organizational approach. Many companies were founded in the 1990s and are less open to change. This creates mental hesitation about implementing new technologies," says Kamil Rabenda, CEO of Soligrano, a company that produces food products from grains.
• Staffing in specialties related to digitalization and Industry 4.0? "I see progress, I see changes... Just a few years ago (...) there was a significant staffing shortage. Today, the situation is different: dedicated fields of study have become more common, as have many postgraduate programs and courses, bringing new specialists to the market," says our interviewee.
• Industry 5.0? - I know from experience that as businesses and societies, we are able to mobilize when the situation becomes critical. (...) At first, certain things are postponed, but when there is no other option, we are able to act quickly - assesses and believes Kamil Rabenda.
• The 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) .

What investments in digitalization have you made in the last five years? And what projects, especially those related to Industry 4.0, do you plan to implement in the next few years?

Among the major investments we've made, one that certainly deserves mention is the migration of all our company communications and reports, which were in SAP, to the cloud version. We built this on Excel, using a matrix for information management.

All employees have access to this data from their computers or mobile devices, including sales plans, budgets, and much more. All of this was built in a cloud-based matrix, and the project was implemented by a partner company in Wrocław.

Regarding our plans for the next five years, we are primarily focusing on artificial intelligence in information management within the company. We want this solution to be built on our internal servers to ensure security.

Another important area for us is the robotization of processes that we currently carry out manually – primarily in packaging.

“Price is important, but the functionality and comprehensiveness of the solution are much more important.”

How have these investments facilitated the company's daily operations? Have they improved processes and communication both internally and with business partners?

"First and foremost, the implemented solutions have streamlined communication. Previously, this was mainly done by phone and email. Now everyone has access to the cloud-based matrix —regardless of whether it's budgets, raw material prices, or calculations. This information is available from anywhere in the world."

This made communication smoother and saved the company a lot of time.

What criteria dominate decisions about these types of investments (including other Industry 4.0 solutions)? Who are you collaborating with to implement digitalization?

Yes, we work with universities and research and development centers, but mostly in a consulting capacity. We are often invited as industry experts to share our thoughts and observations.

When it comes to selecting suppliers, we prioritize companies with experience and market practice. Price is, of course, important, but the functionality and comprehensiveness of the solution are far more important to us.

We also make sure it takes into account the resources we already have. For example, since we work with SAP and have a database there, we naturally look for software that will utilize it, rather than requiring employees to enter data into yet another source. This is a requirement that we often strive for.

"Large corporations often expect data to be accessible and viewable"

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

- Currently, we have data entered into the system in the company and the database is very extensive, but we are not yet using its full potential.

We are currently discussing two possible solutions: building a new pre-implementation analysis of the entire MRP in SAP, which would allow for better use of the collected information, or using artificial intelligence for this purpose.

How do you assess the potential and risks associated with acquiring and exchanging data with B2B partners – suppliers, customers, contractors?

- The risk is high, I admit it... We are under constant supervision and consultation with our IT department, which secures the data.

On the one hand, information sharing has become crucial because it streamlines communication, and large corporations often expect data to be accessible and viewable. On the other hand, the risk of sharing sensitive information is, of course, very significant, so we strive to be extremely cautious.

How are digitalization and the transformations associated with Industry 4.0 impacting management and organizational culture in your company? Have any staff changes been made to implement these solutions, or have some of your employees been retrained?

- Digitization and the implementation of new solutions in our company have a truly significant impact on both the management method and the organizational culture.

The transition to more automated and data-driven processes required us to be more flexible in decision-making, open to innovation, and promote a culture of lifelong learning.

In terms of security, we conducted cybersecurity training to better protect data.

“Even greater emphasis is needed on partnerships between businesses and universities and close cooperation in this regard”

Have transformation leaders been created who are responsible for the change process?

- When it comes to implementing new AI solutions, we have appointed a project leader responsible for coordinating such processes , supporting employees in adaptation and communicating strategic goals.

Thanks to this, changes are being implemented in an orderly and transparent manner, and people feel involved in the transformation process. We are now waiting for the first results.

How do you assess the current system for training professionals in specialties related to digitalization and Industry 4.0? What changes are needed? What role should business representatives play in the digital transformation process?

- I see progress, I see changes... Just a few years ago, when I first participated in a panel discussion on Industry 4.0, there was a significant staff shortage.

Today, the situation is different: dedicated fields of study, numerous postgraduate programs, and courses have become more common, bringing new specialists into the market . This is a positive change.

However, I believe that even greater emphasis is needed on partnership, i.e. connecting business with universities and close cooperation in this regard.

In countries leading in digitalization, the public sector is also highly digitized. To what extent do the digitization of administration and the actions taken by our government support society's culture of innovation and business development?

On the one hand, these are a bit of a hassle, as each new solution raises concerns among companies. On the other hand, looking at the broader picture, I ultimately view them positively.

They require commitment, capital investment and work to prepare the organization for new solutions in the public sector, but they bring tangible results.

We are currently preparing to implement the National e-Invoice System (KSeF), which will be in effect from April of next year. This will require a SAP system update and additional financial outlays, but ultimately, electronic document flow will be beneficial.

How do you assess the level of awareness of cyber threats and protection against cyberattacks in industry? Is the government taking sufficient action in this area?

"The threat level is very high, especially in cybersecurity after the outbreak of the war in Ukraine. Our IT team is seeing significantly more attacks than before. It's difficult to say where they're coming from, but the phenomenon has become widespread..."

When it comes to government support, we don't rate it highly. Entrepreneurs have to find solutions and ideas themselves, as ready-made tools aren't readily available. I consider government support in this regard to be simply insufficient.

Let's talk about robotization. Poland lags far behind other EU countries in this area, and solutions like digital twins are still rare in our country. What could be causing the slow digitization of Polish companies?

"I think this stems from several factors. First, we often deal with a stagnant organizational approach. Many companies were founded in the 1990s and are less open to change . This creates mental apprehension about implementing new technologies."

Secondly, capital issues. In recent years, the food industry has faced a raw materials crisis following the outbreak of the war in Ukraine, and later, an energy crisis. This has significantly reduced margins and investment opportunities, with companies cutting costs instead of advancing digitalization and robotics.

Third, funds from the National Reconstruction Program (KPO) were blocked for years. They have only just been released, but at a very rapid pace, which is causing some confusion. Despite this, we see positive signs – KPO grants can facilitate investment and reduce capital barriers.

In what areas does artificial intelligence have the greatest potential in industry? Why is its use still low in Poland, and what investments is your company planning?

As I mentioned, we see great potential in artificial intelligence. For us, it's crucial who will be the first to implement certain activities in this area, because this process cannot be stopped.

We have appointed an AI project leader and plan to implement an information management system across the entire organization. We see this potential primarily in generating sales leads, production planning, warehouse management, and quoting and comparing market offers. These are tasks currently performed by employees that could be automated with AI.

However, it remains crucial that the solution be based on a proprietary engine, not an open system utilizing the internet. This is to avoid exposing the company to the risk of sharing sensitive data. We are currently in the pre-implementation analysis phase with a company specializing in creating dedicated industrial solutions.

"As a business and society, we are able to mobilize when the situation becomes critical"

Do European and national digitalization megaplans offer real support for businesses? What should entrepreneurs expect from them?

This is a great opportunity for us, and we see great potential in it. Entrepreneurs should expect two things: education and data security.

The greatest risk is related to the security of information used in artificial intelligence models. Therefore, it is crucial that the government supports both education in this area and appropriate security measures.

Is the new concept of Industry 5.0—combining technology, sustainable development, and people-centeredness, along with companies' resilience to crises—an inevitable development direction? Will Polish business meet these expectations, as it continues to catch up in the area of ​​Industry 4.0?

- This will be a very difficult task... However, our industry has no choice: only those companies that quickly, efficiently and wisely implement new solutions and carefully select cooperation partners will remain on this path of development.

I know from experience that as businesses and societies, we can mobilize when the situation becomes critical. This was the case with the sugar tax and recycling, for example. Initially, some things are postponed, but when there's no other option, we can act quickly. I believe this will be the case again, although not everyone will go through this process easily – it will require significant investment and effort.

How does the digitalization of the Polish state and production processes support the implementation of sustainable development goals (ESG)? Do digital solutions in your company contribute, for example, to energy efficiency and transparency in reporting?

Yes. In the cooperation model we implement at Soligrano, a supplier of additives and ingredients for the B2B sector, our main customers are international corporations. Where requirements related to ESG, sustainable development, and process digitization are simply a prerequisite for cooperation.

We had to introduce appropriate certifications and adapt our company's mechanisms to meet these requirements. This wasn't a choice, but a necessity stemming from our business model.