## 1 Introduction  
The term \"Industry 4.0\" indicates the industrial paradigm within which data and information are used through a pervasive system of interconnected digital technologies, aimed at innovating and governing the entire value-creation process along the supply chains. Although Industry 4.0 (Figure 1) is mainly focused on machinery and automation, its biggest challenge seems to be related to people rather than technology [1; 2]. Indeed, in general, the employee's role in the Industry 4.0 era has not changed significantly, but the need for employees able to adapt their working attitude to quick, frequent changes in the whole industry scenario represents a huge problem when it comes to the productive reality and the societal level at large [3]. Most recently, starting from the Industry 4.0 paradigm, the concept of \"Industry 5.0\" has been gradually entering our lives and daily practice in several sectors, including, albeit not being limited to, intelligent healthcare, cloud manufacturing, supply chain management, and manufacturing production [4]. Therefore, Industry 5.0 is defined as a new methodological approach, recently introduced, among others, by the European community, according to which the production paradigm shifted from a strictly profit-driven logic to a logic more centered on people and the environment [5]. The operational declination of this Industry 5.0 approach within the corporate framework is formalized in the technological support to \"the worker\" (in general terms, without identifying the professional category), with the final aim of improving their (individual and collective) well-being without distorting the work duties under their responsibility [6]. Instead of acting on the technological lever with the aim of generating profit (which occurs within the Industry 4.0 paradigm), the Industry 5.0 approach aims to act likewise on the technological lever but, in this case, to increase workers' well-being by facilitating their work duties, as well as on the environmental working conditions [7]. Under such premises, the final aim of the Industry 5.0 approach is to indirectly keep the quality of end-products at the same level, together with the related economic results but increase, at the same time, the social sustainability of the workplace (e.g., with reduced working timetables, fairer wages, improved design of working places, better ergonomics of the working instruments, etc.) [8; 9]. Figure 1: Industrial Revolution epochs (This picture was made by [PERSON] (www.allaboutlean.com) and it is licensed under the Creative Commons Attribution-Share Alike 4.0 International license). On the one hand, within the main productive sectors of our era, the agrifood/agritech field in general, and the winemaking production chain in particular, have a huge potential as significant flagship fields of application for this concept. In fact, the global wine industry was worth 33 billion EUR in 2022 and provided enormous economic benefits for several countries worldwide through its earnings from exports, employment, and economic growth. More specifically, the global wine production in 2021 was around 250 million hectoliters and, if considering the individual countries, Italy represents one of the most important markets worldwide, both in terms of revenue and exports, with 44.5 million wine hectoliters produced as of 2021, which was ahead of Spain and France, which were on the verge of 35.0 million hectoliters. Other global competitors were the USA, with 24.1 million hectoliters, and Australia, with 14.2 million hectoliters [10]. In Italy, nowadays, there are 674,000 hectares of surface under vines, 310,000 wine-growing companies (with an average size slightly greater than 2 hectares), and 38,000 winemaking companies, with the small- and medium-sized enterprises (SMEs) representing the real backbone of the Italian wine sector [11]. On the other hand, the winemaking industry has had many negative impacts on the ecosystem since the start of viticulture.