The current stage of socio-economic development is focused on ensuring prosperity by meeting the goals and intensifying the practices of the 4th generation smart industry. The ways and methods of advancement are being scientifi cally researched and specifi ed, while at the same time revealing errors and weaknesses in the development so far, which are the potential for continuous increase of prosperity and sustainable production and consumption. From this point of view, the paper analyses and more accurately formulates the eff ects of smart industry 4.0 on the economy and society in a global sense. In the context of the new industry 5.0 development concept identifi es signifi cant progress in automation, robotization and digitization of imaginary processes supporting economic growth with obvious reserves and risks in the social fi eld, as well as in relation to sustainable development and climate strategies, especially in the environmental fi eld. In the article, the authors present the concept of models for intensifi cation and transition from the developed implementation model for Industry 4.0 to the environment and concepts of Industry 5.0. Priorities for the development and innovation of the fourth generation smart industry within the fi fth generation concept and possible synergy eff ects from human-robot-machine-environment cooperation, especially in the social fi eld and in ensuring the well-being of workers in industry, are formulated in more detail.
The main motive for the integration of management systems should be to increase production efficiency by reducing losses due to overlapping resources of individual management systems running in parallel. In addition, by integrating, organisations can ensure the definition of unambiguous responsibilities and prevent problems at process interfaces as well as conflicting goals of individual management systems. The integration of management systems into one comprehensive and the implementation of an integrated system into the overall management of the organization would help to more effectively manage the risks associated with their business processes, resources and thus ensure prevention of these risks.
Retail chains are the dominant player in the distribution chain, which mainly provides consumer goods to final consumers. The distribution of individual retail shops in towns and villages is related to the demography of the selected region and to the degree of urbanisation. Due to the relative saturation of the market with retail chain shops, there is a renewed need for diversification. Given a good demographic structure of the population, it is possible to diversify through new technologies, including electromobility. The aim of the article is to describe the expansion of retail chains in a selected region considering its demographics, while evaluating the potential for installation of charging stations for electric cars as an element enabling to gain and retain customers.
Purpose: The purpose of the research is to design an innovative model for implementing the integrated corporate social responsibility management system based on the progressive, internationally recognised ISO standards. Methodology/Approach: This paper analyses the development, current state and trends in implementing the corporate social responsibility system, emphasising the applied approaches and models in the context of possibilities and barriers to their implementation and acceptance in the global markets. Findings: New market conditions in the global markets within sustainable development require the certification of quality management systems. From this point of view, the integration of management systems is vital, and it brings synergetic effects. Developing the future concept for corporate social responsibility management and sustainability is inevitable. Research Limitation/Implication: In the meantime, there is no ISO standard as the model for management and the system of social responsibility in the integrated system. The issue is still poorly formalised, developed and appreciated in social practice. The newly revised ISO standards with a 10-element HLS structure and their development and constant addition provide space for the innovative modelling of the social responsibility system in integration with the management of other aspects of the organisation. Originality/Value of paper: The paper is original due to its focus on the implementation of the social responsibility system in accordance with the latest and newly revised ISO standards in the integrated system form.
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