# The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach
## 5 Conclusions  
As a concept, Industry 5.0 has attracted a lot of attention in the previous years. Many authors have defined and discussed the term, as well as its approaches--human-centricity, sustainability, and resilience. Also, some authors have conducted bibliometric analyses. A minority of authors have decided to write about the practical applications of Industry 5.0 in production systems.  
After analyzing the answers from 146 manufacturing firms in the Republic of Serbia, the authors of this paper have found the key indicators for measuring the level of implementation of human-centricity, sustainability, and resilience in manufacturing firms in developing countries.  
When measuring human-centricity, the key indicators are training and competence development of production employees with a task-specific focus, employee bonus systems for outstanding performances in production and/or innovation, and employee involvement in innovation development, which are also necessary in order to implement the other activities that impact human-centricity positively.  
Significant parameters that indicate good levels of sustainability are the possession of a certified environmental management system, the implementation of measures for improving efficiency in material consumption, and the implementation of measures for improving efficiency in energy use, but they are not key factors for maintaining sustainability. In order to be sustainable in the long term, it is necessary to have a certified energy management system, offer take-back services, and use technologies for recycling and re-use of water.  
Long-term business is supported by resilience. Key resilience indicators are the use of standardized and detailed work instructions, the implementation of activities raising employees' awareness of data security, and the use of software specifically. To achieve long-term resilience, investments in industrial robots, collaborative robots, and specific organizational measures must be made.  
The main limitation of this paper is the data used in the research, since it was gathered only from the manufacturing sector of the Republic of Serbia. Future research should include data from other developing countries, as well as from other manufacturing industries. Additionally, this research gives a general perspective of the manufacturing sector. Future research could focus on manufacturing sectors individually, meaning that it could analyze the Industry 5.0 implementation in a certain manufacturing sector from the NACE classification. Future research should also compare action plans made by developing countries with action plans made by developed countries, in the context of Industry 5.0, and create a joint value chain that gives opportunities for improvement of all value-chain actors.  
Conceptualization, N.M. and S.R.; Methodology, D.S.; Software, N.S. and S.R.; Validation, U.M.; Formal analysis, N.M. and N.S.; Investigation, N.S.; Resources, D.S. and U.M.; Data curation, S.R.; Writing--original draft, D.S. and S.R.; Visualization, D.S.; Supervision, U.M. and N.M. All authors have read and agreed to the published version of the manuscript.  
This research received no external funding.  
The data presented in this study are available on request from the corresponding author. The data are not publicly available due to privacy.  
The authors declare no conflict of interest.