Tax challenges of home office regime following the COVID-19 pandemic

    Industry 4.0, Vol. 6 (2021), Issue 6, pg(s) 236-239

    Covid-19 pandemic has made it necessary to move work from employers’ workplaces to home offices. The employee works from home using digital technologies. However, the Home Office scheme is accompanied by significant employee costs, covered by private employees’ funds. Among them for example cost of electricity, water, sewers, the cost of suitable workplace equipment and its amortization, costs of quite free space, cost to cover speedy internet. On the other hand, the employers receive work from the employees, b ut the cost of the working environment and resources they save significantly. The Home Office regime will remain in place after the pandemic, so it is time to consider a financial solution to the cost of home office staff – for example, in the form of tax instruments.


    Approaches to support learning in today´s workplace

    Industry 4.0, Vol. 6 (2021), Issue 4, pg(s) 169-173

    Workplace learning supports acquiring knowledge and practical skills also to use up-to-date equipment by formal or informal methods and means and occurs mostly in the workplace. It contributes to learning of employees, employers and the organization as a whole.
    As a response to COVID-19 disease, workplace learning had to be changed. Companies need to consider Industry 4.0 to stay competitive in the market. Among the challenges regarding the transformation towards Industry 4.0 are requirements to re-skill the staff for the new work environment by using digital technologies. The staff has to adapt to the workplace transformation brought by digitalization, automation and robotic. So, learning at the workplace should be changed supporting cost-effective delivery modes, easy to access leaning resources, and flexible learning environments. This paper aims to present first some existing forms, benefits and requirements of workplace learning as well as factors that are impacting the workplace and can support to drive a new approach to workplace learning. Second, some learn ing methods
    like interdisciplinary experiential ones, reflection as well lifelong learning (LLL) supported by digital technologies are proposed which can be applied within workplace learning.
    Results about existing approaches in published papers, including the author ones, as well as of projects in this field have been used.
    Recherche has been done by the Study Group Lifelong Learning of the IAT, coordinated by the author. Finally, the methods described in this paper for workplace learning have been tested within an Erasmus+ project with participation of the author. The results should help managers, education responsible, employees to rethink their whole approach to workplace learning: the culture, tools, methods by adopting a new, modern understanding of what it means to learn at work by using digital technologies. The results should be tested also within other projects because due to changed situation during the Covid-19 and after it not all proposed approaches have been applied in optimal conditions. The factors driving workplace learning and the combination of described learning forms described in the paper have not been applied in this form until now.


    Changes in the need for digitization during the COVID-19 pandemic

    Industry 4.0, Vol. 6 (2021), Issue 4, pg(s) 162-164

    The digitization and automation of production and logistics technology as part of Industry 4.0 bring many positive aspects. They create the conditions for expanding production capacities, enforcing in a competitive environment by increasing productivity and quality of produced products, new opportunities and new customers, replacing people in dangerous operations and events. This paper deals with the changing perception of the need for digitization brought about by the COVID-19 pandemic.


    Digital transformation of management in the global pandemic situation

    Industry 4.0, Vol. 6 (2021), Issue 2, pg(s) 72-75

    The global pandemic has changed the responsibilities of managers and the functioning of organizations. Those who had embarked on the path of digital transformation found themselves in a favourable position and quickly adapted to the imposed changes. Their managers had accumulated experience and training for effective management of turbulent organizational change. The adaptation of managers helped to transform the work process and control the implementation of tasks. The report discusses issues related to the impact of the Fourth Industrial Revolution and the global pandemic situation on management. Key factors determining the direction of management transformation towards leadership in the conditions of digitalization and “work from home” are described. The essential chara cteristics of the digital literacy of the leader are commented. The impact of artificial intelligence on strategic management and approaches to human capital management is assessed. Observed management problems are studied and guidelines are given to deal with management cha llenges in the context of a global pandemic.


    Conceptual model for assessing the digital maturity of the production system

    Innovations, Vol. 9 (2021), Issue 1, pg(s) 11-14

    The intensity of technology development that we have witnessed in recent years has changed the expectations and attitudes of customers, as well as their understanding of value, and is becoming the new leading factor in the development of the industry. A retrospective of industrial production shows that all stages of change and development that it has gone through are stimulated precisely by the desire to meet the demand, expectations and needs of customers. In this sense, industrial enterprises around the world are clearly aware of the need for change. They should review their current production and sales strategies and focus their attention and efforts on building dynamic production models that will allow them to continue to operate successfully in a highly competitive market environment and changing customer requirements. Digitalization plays a key role in this new scenario in which industrial enterprises must fit in today. Digital technologies and the opportunities they create are the main driving force for the necessary radical change, which companies must rely on in order to increase their efficiency and, respectively, to maintain their competitiveness. This publication presents a conceptual model for assessing the digital maturity of the production system of the industrial enterprise.


    Changes of human resource management in the context of impact of the fourth industrial revolution

    Industry 4.0, Vol. 5 (2020), Issue 3, pg(s) 138-141

    Fourth industrial revolution also called Industry 4.0, is considered as the most discussed topics among experts nowadays. The excitement for the Industry 4.0 goes two ways. First says that the fourth industrial revolution deals with the question of “a priori” and not “ex-post”. Organizations and research institutions gain opportunities for active building and forming of the future. Secondly, it has significant economic impact, which promises much higher operational efficiency, as well as development of brand-new business models, services and products. At the moment, organizations are able to run without elements of the Industry 4.0, but only for a limited time. They have to look for a path of further development, and that is digitalization in each field of business. With help of human resource management, organizations are able to form skills, abilities, behaviour and attitude of employees in order to achieve the targets of organization. Human resources represent significant factor for competitive advantage in the knowledge economy. In the Industry 4.0 considering human resource management, managers have to mainly focus on supporting of innovation and learning in the organization. The main goal of this article is to identify changes in methods and techniques during realization of human resource management in the context of the impact of fourth industrial revolution in theory, based on research of available scientific literature. Attention is mainly focused on selected functions of human resource management like job design, staffing, training and performance appraisal


    Investigation of the general concept of the implementation of automation and digitalization tasks for production processes using innovative high-level solutions

    Industry 4.0, Vol. 5 (2020), Issue 3, pg(s) 99-100

    The main issues are considered in this topic: the main problems of the design and implementation of high-level systems for the automation of production processes are considered. As part of the digitalization of production, there is a need for the operational management of all enterprise processes at all levels of the system. The work highlights several recommendations for the development of integration of such systems. The research describes the interoperability of various systems of resource management, processes, laboratory, planning for obtaining quality products.


    Introduction of Industry 4.0 in Industrial Enterprises: Problems and Challenges

    Industry 4.0, Vol. 5 (2020), Issue 2, pg(s) 84-86

    This publication analyzes the opportunities, problems and challenges associated with the implementation of Industry 4.0 in Bulgarian industrial enterprises in condition of a dynamic changing competitive environment and extending digitalization. An analysis is made on the base of the four fundamental principles that are used for application of solutions related to the implementation of Industry 4.0 and that influence on the organizational activities in all functional areas in the industrial enterprise. Various industrial sectors are analyzed to identify the trends, problems and challenges of the introduction of Industry 4.0 in manufacturing activities. Opportunities for improving their competitiveness are identified by means of using the principles and advantages of the modern digitalization. Up-to-date statistics and various methods for analyzing of the existing information are used. The specifics of development of the leading sectors in Bulgarian economy  are identified. The results show that there is a growing number of Bulgarian industrial enterprises focused on deploying Industry 4.0 to reach new higher levels of productivity, quality and efficiency. This is a new approach in seeking favorable opportunities for their further sustainable development and competitiveness. Some fundamental problems, challenges and barriers in industrial enterprises, in the process of introduction of digitalization in the industry are discussed, which hinder the fast pace of their development. As a result of this analysis are presented some appropriate solutions.

  • Conceptual framework to study the role of human factor in a digital manufacturing environment

    Industry 4.0, Vol. 4 (2019), Issue 2, pg(s) 82-84

    Nowadays, the dynamics of technologies development, as well as continuously growing customers‟ requirements, put industrial enterprises from around the world before the necessity of rethinking old strategies and building new dynamic business models, in order to successfully continue operating in today‟s conditions of a highly competent market environment. The digitalization takes a key position in this new scenario, where modern industrial enterprises should fit. Digital technologies, as well as the opportunities they create, are the main moving power, which enterprises should stake upon, to successfully raise their own efficiency. One of the biggest threats caused by the digital transformation of operations is for the people to be replaced by the machines. The present paper offers a conceptual framework of a methodology for investigating the role of human factor in a digital manufacturing environment.

  • Fundamental nature of logistic processes and opportunities to digitalization

    Innovations, Vol. 7 (2019), Issue 1, pg(s) 21-24

    Industrial development has brought about qualitative changes in the very foundation of innovation and automation. The distinctive features of enterprises with such a type of production are becoming increasingly blurred by the growing tendency for global industrial development. They become heavily dependent on the pace of development of automation, industrial technologies, communications and ever more determined by the factors that most affect and shape the trends of that development. It is therefore of utmost importance to carefully define the distinctive features of modern logistics processes that form the foundation of the respective digital development policies, which is also the primary objective of the proposed paper. These policies are undoubtedly enforced by the very evolution of technology and are likely to define the new directions of cyber development.



    Innovations, Vol. 6 (2018), Issue 1, pg(s) 12-14

    The modern stage of development is associated with increasing requirements to products and need for sustainable growth, as well as with strive for effective application of technical achievements, industrial and information technologies. The new production concepts require fundamentally new ways for technological construction. The application of the global information networks allows intensification of production and significant improvement of manufactured product quality. The present paper follows the development of Concurrent Engineering (CE) and systemizes its development directions as a whole complex integrated process. It attempts to clarify and determine the place of CE at the stage of general digitalization of project and production activities in an industrial enterprise. Special attention is paid to new software products and their compatibility to the requirements of modern production reality, such as digitalization, artificial intelligence and virtual reality.

    The place and role of CE in the new world of smart technologies is not only a subject of scientific research but also a huge challenge for its practical utility.



    Industry 4.0, Vol. 1 (2016), Issue 2, pg(s) 128-131

    New information and communication technologies have entered the market, facilitating full automation across a broad range of industries. This development is called Industry 4.0. Current predictions claim, there will be a redistribution of the workforce and a redesign of job profiles. New requirements are being placed on employees in terms of digital competence, problem solving or humanmachine communication. For companies, it is going to be crucial to develop an adequate personnel development strategy as part of their corporate strategy, thus providing various accompanying measures for the change process. What are the challenges the Human Resources departments are facing in their efforts to support their employees? This paper deals with various aspects of human resources and the impact of digitalization on the workplace of the future. Therefore a capability maturity model was developed and will be presented within this article. Using the model, companies can detect their individual level of digitization in the Human Resources field and will be able to implement a future development strategy.