# The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach
## 4 Results and Discussion
### Theoretical and Practical Implications  
The results from this study confirm previous research that focused on the difference between Industry 5.0 and Industry 4.0 technologies [2]. Further, these results show the importance of the SDGSs nominated by the European Commission [2; 35; 57; 58]. These facts have brought up a question on whether Industry 5.0 is a revolution or just an evolution [3]. Even though Industry 5.0 does not bring many changes on the technological side, it brings radical changes on the managerial side, meaning that it changes the factors that have a crucial role in the decision-making process. Some of these factors are employees and their well-being; consumers, customers, and their needs; the environment, and the changes certain decisions will have regarding pollution and different gas emissions; as well as improving risk management in order to become resilient and to maintain resilience. All the parameters used in this research, as well as being divided by Industry 5.0 approaches, can be divided by their level of intensity into a high, medium, and low level of intensity. The human-centric parameters that have a high level of intensity 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. Not only are these activities common in the firms that took part in this research, but they also influence the other human-centric parameters in a way that supports their development and implementation. The human-centric parameters that have a medium level of intensity are training and competence development of production employees with a cross-functional focus, training and competence development of production employees to support the implementation and use of digital production technologies or digital assistance systems, and training and competence development of production employees in data security and data compliance. Although these activities are not as frequent as the previously mentioned ones, they are significant for carrying out the human-centric approach. Additionally, their implementation can be easier if the high-intensity level parameters are already used in the firms. The low-intensity level human-centric parameters are the use of interactive interfaces with the operator, the use of internet/network connection in real time for automated data exchange, the integration of tasks, and training and competence development of production employees towards creativity and innovation. These activities are not common in the manufacturing sector in developing countries, and their implementation requires relatively big financial investments. High-intensity level sustainability indicators 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. They are common in the manufacturing sector in developing countries because they contribute to the efficiency of the company, as well as to its reputation. On the contrary, even though they are significantly used in firms, these parameters are not the ones that lead to easier implementation of the other sustainability parameters. The possession of a certified energy management system, offering take-back services, and the use of technologies for the recycling and re-use of water are the ones that contribute to the implementation of medium-intensity level and low-intensity level parameters of this approach. Although they belong to low-intensity level indicators, along with the use of technologies to recuperate kinetic and process energy, and product revamping or modernization, they are the key for carrying out sustainability.