The Impact of DECARBONISATION on the Asset Manager
A sentiment report exploring the immediate and relatable challenges, opportunities, and uncertainties confronting Maintenance and Reliability Leaders and their teams.
RESEARCH
For 28 years the MAINSTREAM research team has engaged with Maintenance, Reliability and Asset Management leaders and their teams, to understand their challenges, pain points and the opportunities which exist, as they work towards achieving asset management excellence and improving overall business performance.
These findings enable leaders, teams, and individuals to understand best practices, compare their companies’ performance and working environment to those inside and outside their industry, and make informed and effective decisions.
The Impact of Decarbonisation on the Asset Manager
Sentiment Report versus Research Report
Participant Profile
Companies Represented
Sentiment Report Highlights
Understanding what Decarbonisation Means for our Industry
Awareness of our Organisation’s Strategy and Approach to Decarbonisation Costs, Savings and Opportunities
Changes to Decommissioning and Depreciation Timelines
The Safeguard Mechanism
The Importance of 2030
Level of Support from our Leadership
Overarching Challenges for Asset Managers
The Impact on Jobs and Skills
New Skills for Maintenance and Reliability Professionals
Overall Sentiment and Impact
Crowd-sourced Solutions from Maintenance and Reliability Leaders
Advisory and Technology Providers
The Impact of Decarbonisation on the Asset Manager
Decarbonisation is shaking things up for large industrial companies in Australia, bringing both challenges and opportunities to the forefront. With the government ramping up efforts to reduce carbon emissions, industries are under pressure to shift towards more sustainable practices. This transition isn’t just about switching to renewable energy; it involves overhauling entire production processes, investing in new technologies, rethinking supply chains, and of course – planning for change in the processes and approaches to equipment maintenance and reliability.
For many companies, the initial investment will be steep, and the path forward is riddled with uncertainties.
This report looks at the uncertainties and challenges identified by Asset, Maintenance, and Reliability leaders. They are essential in helping organisations navigate the transition to a more sustainable and climate-resilient future. Their challenges are complex and significant.
How does the Asset Manager adapt to these innovative technologies, optimise energy use, and comply with a changing regulatory landscape in the context of decarbonisation and climate change targets? And critically, how do they do this whilst disrupting previous lifecycle plans, investment and reinvestment decisions, asset management strategies and tactics, and the physical asset manager’s role.
Despite the fear of the unknown, and general aversion to major change, the push for decarbonisation also opens doors to innovation, creating a competitive edge for those who can adapt quickly and efficiently.
In fact, on the flip side, the move towards decarbonisation is spurring a wave of creativity and modernisation across Australia’s industrial landscape. Mining, manufacturing, oil and gas, and other asset-intensive industries are exploring cutting-edge solutions like green hydrogen, carbon capture, and storage technologies. These shifts are not only helping to reduce environmental impact but are also setting the stage for a more resilient and future-proof industry.
As these large industrial players navigate the complex journey towards sustainability, they are finding that the benefits—ranging from cost savings in the long run to enhanced corporate reputation—are well worth the effort. In the grand scheme of things, decarbonisation is proving to be a transformative force, driving Australian industries towards a greener, more sustainable future.
Sentiment Report versus Research Report
Decarbonisation is a pivotal force reshaping how asset-intensive companies operate.
Recognising the profound implications of this transition, we have chosen to compile a Sentiment Report rather than a traditional Qualitative Research Paper. This decision stems from our commitment to capturing the immediate, nuanced reactions of Maintenance, Reliability, and Asset Managers who are at the forefront of this transformation.
While qualitative research offers deep insights through structured interviews and comprehensive data analysis, it often lacks the agility to reflect the real-time sentiments and adaptive strategies of industry professionals facing unprecedented changes.
Our Sentiment Report, however, provides a dynamic snapshot of the current emotional landscape, including verbatim quotes reflecting uncertainty. We feel that this offers a more immediate and relatable understanding of the challenges, opportunities, and uncertainties these managers and their teams experience.
It also serves to highlight the human element behind the technical and operational adjustments necessitated by decarbonisation. This approach not only sheds light on the practical implications but also emphasises the importance of addressing the concerns, motivations, and morale of those driving these critical processes.
Through this report, we present a deeper appreciation of the impact of decarbonisation, ensuring that the voices of Maintenance, Reliability, and Asset Managers are heard and valued in the ongoing discourse.
We are a valuable resource and have a lot to add to the conversation. Yes, the context has changed. But engineers have been working to minimise losses for a long time. It’s the way we think and are trained.
Asset Management Lead, Rail
Methodology
The results are an outcome of three research methodologies:
• Sixteen one-on-one interviews.
• Three x 90-minute roundtable discussions. 54 people participated in these interactive discussions. They also completed a survey.
• Online survey completed by 158 people.
Participant Profile
Please select the option that BEST describes your role and responsibility: 29%
5.7%
Maintenance Supervisor
9.5%
Planner, Scheduler, Operator, & Technician
22%
Head of Asset Management & Head of Maintenance
Maintenance Manager, Engineering Manager, Operations Manager & Superintendent
17.3%
Asset Engineer, Reliability Engineer, & Maintenance Engineer
16.5%
Specialist Lead: Shutdown, Planning, Reliability, Data, & Scheduling etc.
The Authors
Survey content was designed and written by the MAINSTREAM research team. The outcomes and sentiment report has been entirely correlated, interpreted, and presented by the MAINSTREAM research team. We wish to thank Fortescue and KPMG, for their generous sponsorship and commitment to supporting Maintenance, Reliability, and Asset Management professionals. Fortescue and KPMG were not involved in the writing or research related to the report.
Companies Represented
Participants represent a range of industries, asset management maturity, and organisation sizes:
Adelaide Brighton
AGL Energy Limited
Anglo American
ANSTO
Aurizon
Australian Gas Infrastructure Group
BAE Systems
Beach Energy
Bega Cheese
BHP Iron Ore
BlueScope
Byrnecut
Capability Acquisition and Sustainment Group
CBH Group
Coca-Cola Europacific Partners
ConocoPhillips
Contact Energy (NZ)
CS Energy
Dalrymple Bay Coal Terminal
Department of Defence
EDL Energy
Ego Pharmaceuticals
ElectraNet
Endeavour Energy
Energy Queensland
EnergyAustralia
Enerven
Esso Australia
Fisher & Paykel Healthcare
Fortescue
Gladstone Ports Corporation
Glencore Coal Assets Australia
GMA Garnet
Gold Fields Australia
GrainCorp
GWMWater
Hydro Tasmania
Inpex
MacMahon Holdings
Main Roads Western Australia
Melbourne Water
Metro Trains Melbourne
New Zealand Steel
Newmont Goldcorp Australia
Orica
Pilbara Minerals
Power and Water
Powerlink Queensland
Public Transport Authority of WA
Qantas
Qube Holdings Limited
Queensland Nitrates
Queensland Sugar
Rio Tinto
Royal Australian Navy
Santos
Saputo Dairy Australia
South32
Suprima Bakeries
Synergy
Talison Lithium
TasWater
Territory Generation
Tianqi Lithium Energy Australia
Tomago Aluminium
Transdev Australasia
UGL
Unitywater
Valmet
Virgin Australia Regional Airlines
Visy
Water Corporation of WA
Wesfarmers Chemicals, Energy & Fertilisers
Woodside Energy
Zinfra
Sentiment Report Highlights
• 228 Maintenance and Reliability professionals from seventyfive companies participated in this report.
• It’s one thing to talk about sustainability and carbon reduction in boardrooms, but it’s another to ensure that the people on the ground understand and are equipped to implement these changes.
• 43% of participants indicate that they have a basic idea of what decarbonisation is and how it might affect their industry, and 29.1% know a fair amount about decarbonisation and its relevance to their industry.
• 43% of participants report that their companies are accelerating decommissioning and/or depreciation timelines to meet decarbonisation targets.
• The Safeguard Mechanism is not well understood.
• Specialised skills are not readily available within the existing maintenance workforce and will need to be addressed through training and recruitment initiatives.
• Decarbonisation will lead to a reallocation of labour. Significant investment is required to reskill and redeploy workers.
• There are imminent capacity and resource challenges coming our way. All asset-intensive companies are relying on the same suppliers and resources to ‘decarb’ at the same time.
• Maintenance and Reliability Leaders have astute insights into ideas and solutions companies can adopt to help their frontline teams adapt to the change that decarbonisation will have.
• Despite significant uncertainty, 85% of participants describe their sentiment as somewhere between ‘neutral’ and ‘very positive’, in relation to the impact of decarbonisation on the future of Maintenance and Reliability roles within their organisation.
Understanding what Decarbonisation Means for our Industry
While many Maintenance and Reliability professionals have at least a basic understanding of decarbonisation, there is a clear need for more detailed information and education. Those who are familiar with the concept are in the minority, indicating that there’s plenty of room for increased awareness and understanding across the board.
Most people (43%) have a basic idea of what decarbonisation is and how it might affect their industry, but they feel they need more information to really understand it. Think of this group as having a good starting point but needing a bit more detail to connect all the dots.
About one-third (29.10%) know a fair amount about decarbonisation and its relevance to their industry. They understand the basics but still need some additional details to fully grasp its importance. They have a good handle on the subject but could benefit from more in-depth knowledge.
A smaller group (13.90%) has a deep and thorough understanding of decarbonisation. These people know all about the challenges and opportunities it brings to their industry. They are likely well-informed and possibly even leading initiatives or discussions on the topic within their companies.
Slightly Familiar (11.40%): This group has only a minimal awareness of decarbonisation. They have heard of it but don’t really understand how it affects their industry. They need a lot more information to catch up with their peers.
What measures should asset managers take to account for the risks associated with stranded assets in the context of decarbonisation efforts?
General Manager Engineering, Mining
2.5%
How familiar are you with the concept of decarbonisation and its implications for your industry? 43%
Not Familiar at All
11.4%
Slightly Familiar
13.9%
Very Familiar
Somewhat Familiar
29.1%
Moderately Familiar
Somewhat Familiar: I have a basic understanding of decarbonisation and its potential implications for my industry but require further information.
Moderately Familiar: I have a reasonable understanding of decarbonisation and its implications for the industry but may require additional details to fully grasp its significance.
Very Familiar: I have a comprehensive understanding of decarbonisation and its implications for the industry, including potential challenges and opportunities.
Slightly Familiar: I’ve heard of decarbonisation but have minimal understanding of its implications for my industry.
Not Familiar at All: I have no knowledge or awareness of the concept of decarbonisation and its implications for my industry.
Awareness of our Organisation’s Strategy and Approach to Decarbonisation
While almost 60% of companies have already developed a decarbonisation strategy, there is still a substantial portion of Maintenance and Reliability employees who are either unaware of their organisation’s plans, or work for companies that have yet to develop such strategies.
Has your organisation developed a decarbonisation strategy?
Our net zero emission targets are better understood by our investors and shareholders than by our maintainers and operators.
Major Projects Superintendent, Mining
Costs, Savings and Opportunities
For asset-intensive companies, the opportunity cost of decarbonising is a big deal because it involves making tough choices about where to spend money and resources. Most companies represented by the participants in this report often have large investments in equipment and infrastructure tied to fossil fuels, so switching to greener options means spending a lot on new technology, retrofitting old systems and equipment, change management, education, and training. This money could otherwise be used to expand their business, develop new products, or improve existing operations.
Having a Marginal Abatement Cost Curve (MACC) is crucial for companies aiming to decarbonise. A MACC helps companies figure out which actions to take first, making the biggest impact with the least expense. It shows the cost or savings of different decarbonisation opportunities and the amount of emissions each action can reduce.
With a MACC, companies get a clear picture of the financial and environmental benefits of each decarbonisation option.
Some decarbonisation actions will save money in the long run. The MACC highlights these opportunities, showing that reducing emissions can also reduce costs. This can make it easier to get support for green initiatives from decision-makers.
Many companies have emissions reduction targets they need to meet. A MACC helps ensure these targets are met in the most cost-effective way, avoiding any last-minute rush or overspending.
An MACC is also a great tool for communicating an organisation’s decarbonisation efforts to stakeholders, including investors, employees, and customers. It shows a clear, data-driven approach to reducing emissions, which can enhance the organisation’s reputation and build trust.
As we pursue decarbonisation, we have very little guidance as to how the role of our Reliability Engineers will change.
Head of Maintenance Engineering, Manufacturing
Has your organisation developed a Marginal Abatement Cost Curve (the costs or savings expected from different opportunities, alongside the potential volume of emissions that could be reduced if implemented)?
22.2% Yes
54.4% Not Sure
23.4% No
Changes to Decommissioning and Depreciation Timelines
Many companies are accelerating decommissioning and / or depreciation timelines to meet their decarbonisation targets. By decommissioning older, less efficient equipment and assets sooner, companies can cut their greenhouse gas emissions more rapidly. In addition, governments are increasingly imposing strict regulations and deadlines for reducing carbon emissions. Accelerating these timelines helps companies comply with these regulations and avoid potential fines or penalties.
There are also economic perks, like tax breaks or subsidies, for those who invest in cleaner tech. By accelerating decommissioning and depreciation, companies can cash in on these benefits sooner. And let’s not forget technology – newer equipment is more energy-efficient and eco-friendly. Swapping out old equipment faster means better efficiency and lower operational costs in the long run.
Accelerating decommissioning and / or depreciation timelines will result in long-term cost savings. While there may be upfront costs associated with decommissioning and replacing old equipment, newer, more efficient systems will lead to long-term savings in energy costs and maintenance.
Risk management is a particularly important consideration. Older equipment and ageing assets generally can pose greater environmental and operational risks.
Asset managers have always pursued a balance in their decision making, notably around risk, cost, and performance. Now an imperative, decarbonisation, is interrupting the decision models of the past. This will significantly impact the way we think about balance.
Planning Superintendent, Infrastructure
Will your organisation be accelerating decommissioning and / or depreciation timelines to meet decarbonisation targets?
14.6% No
43% Not Sure
42.4% Yes
The Safeguard Mechanism
The Safeguard Mechanism is an Australian government policy designed to help the country meet its climate targets by limiting greenhouse gas emissions from large industrial facilities. Implemented in 2016 as part of the Emissions Reduction Fund, the mechanism applies to facilities emitting over 100,000 tonnes of CO2-equivalent emissions per year. Key elements include:
• Baselines: Each facility is assigned a baseline, which is a limit on the amount of greenhouse gases it can emit. These baselines are typically set based on historical emissions or industry benchmarks.
• Compliance: Facilities must ensure their emissions do not exceed their assigned baselines. If emissions exceed the baseline, the facility must either purchase carbon credits to offset the excess or improve operational efficiencies to reduce emissions.
• Carbon Credits: Facilities can buy Australian Carbon Credit Units (ACCUs) or other eligible international credits to offset emissions that exceed their baseline.
• Flexibility Mechanisms: There are provisions for facilities to apply for a higher baseline under certain conditions, such as significant expansion or increased production.
The Safeguard Mechanism ensures that large emitters contribute to Australia’s overall emissions reduction goals, pushing for greater accountability and encouraging investment in cleaner technologies and practices.
you impacted by the Safeguard Mechanism?
The Importance of 2030
2030 is a critical milestone for global climate targets. The Paris Agreement, adopted in 2015, set a global framework for reducing greenhouse gas emissions to limit global warming to well below 2 degrees Celsius above pre-industrial levels, with an ambition to limit it to 1.5 degrees Celsius. Many countries, including Australia, have committed to significant emissions reductions by 2030 as part of their Nationally Determined Contributions (NDCs).
For asset-intensive industries such as mining, manufacturing, and energy, which typically have high emissions, 2030 represents a mid-term checkpoint. Meeting the targets by this date is crucial for setting these industries on a sustainable pathway to achieve net-zero emissions by 2050, which is the longerterm goal for countries and organisations.
The transition to low-carbon technologies and infrastructures, such as renewable energy, energy-efficient equipment, and sustainable practices, requires substantial planning, investment, and implementation time. Setting a 2030 target creates a sense of urgency and a clear timeline for companies to develop and integrate these new systems.
Governments are increasingly enacting stricter environmental regulations and policies to ensure compliance with climate targets. Additionally, market pressures from investors, consumers, and other stakeholders are pushing companies to demonstrate tangible progress in their decarbonisation efforts. The 2030 target acts as a deadline for companies to show significant improvements and alignment with global climate goals.
Delaying action increases the risk of more severe climate impacts, which can lead to greater economic costs and operational disruptions for asset-intensive companies. By aiming for 2030 targets, companies can mitigate these risks through early and proactive measures.
The Safeguard Mechanism plays a vital role in regulating emissions from large industrial facilities in Australia, while the 2030 target is crucial for ensuring that asset-intensive companies align with global climate goals and make necessary transitions to sustainable practices. This combination of policy and critical timelines is designed to drive considerable progress in decarbonisation efforts within the next decade.
How do we work with regulators proactively so that we adapt to remain compliant?
Engineering Manager, Power Utility
Are you concerned by uncertainty surrounding the Safeguard Mechanism post 2030?
25.4% No
46.8% Not Sure
27.8% Yes
Level of Support from our Leadership
Although CEOs, boards, and leaders are emphasising how crucial net zero targets are, there remains work to be done when it comes to the frontline operations, maintenance, engineering, and trades teams. This part of the workforce needs more support to really grasp how these big-picture goals translate to their day-to-day roles and what it means for their future.
It’s one thing to talk about sustainability and carbon reduction in boardrooms, but it’s another to ensure that the people on the ground understand and are equipped to implement these changes. Without clear guidance and practical support, it’s difficult for them to see how their work fits into the larger strategy.
While there is a recognition of available resources and support, the data indicates a predominant perception of moderate and limited support.
Nearly half of the respondents (48.7%) perceive the support and resources as available but acknowledge significant room for improvement. This suggests that while some foundational elements are in place, there may be gaps in the accessibility of these resources, the training provided, or the clarity of the objectives related to decarbonisation efforts.
Over a fifth (22.8%) feel that support is sporadic and lacks consistency. This indicates that initiatives exist but are not comprehensive or sustained, leading to disruptions in the implementation of decarbonisation strategies.
A substantial portion (20.3%) believes that their companies provide adequate support. This includes necessary funding, training programs, and technological support. All crucial for a smooth transition to decarbonisation. These companies likely have a more structured approach to integrating sustainability within their Maintenance and Reliability practices.
Before we look at the future, even now there is a massive opportunity to gain efficiencies by just linking the silos between assets and environmental compliance data.
How do you perceive the level of support and resources available to Maintenance and Reliability teams in your organisation for adapting to decarbonisation efforts?
5.7% Insufficient Support: There is minimal or no investment in training, technology, or infrastructure to facilitate this transition.
22.8%
Limited Support: There may be occasional initiatives, but they are not comprehensive or sustained.
48.7% Moderate Support: Resources and support are available, but there may be room for improvement in terms of accessibility, training, or clarity of objectives.
20.3% Strong Support: Adequate resources, including funding, training programs, and technological support, are provided to facilitate a smooth transition.
2.5% Exceptional Support: Our company demonstrates a clear commitment to sustainability, providing ample resources, innovative solutions, and ongoing support for the successful integration of decarbonisation initiatives within maintenance and reliability practices.
Overarching Challenges for Asset Managers
In three discussion groups and fifteen one-on-one interviews, we asked the open-ended question:
“Your companies would have set objectives to achieve “netzero” by some defined date; when you consider this in relation to your Maintenance and Reliability leaders and supervisors, and the engineering and trades teams that maintain assets and equipment – what do you believe are the major challenges or obstacles as byproducts of the decarbonisation process and transition to sustainable energy?”
We have summarised the top ten responses:
(In no particular order)
Skills Gap
Specialised skills are not readily available within the existing maintenance workforce and will need to be addressed through training and recruitment initiatives.
Balancing Cost, Risk and Performance
Transitioning to sustainable energy involves significant upfront costs, including the purchase of renewable energy systems and infrastructure upgrades. Maintenance managers must carefully manage these costs while ensuring the reliability and performance of existing plant and equipment.
Managing Change
This represents meaningful change for operations and maintenance practices, and Maintenance and Reliability managers will need help to ensure buy-in and alignment with sustainability goals with frontline operations and trades teams.
Infrastructure Compatibility
Renewable energy systems are incompatible to most existing plant and infrastructure, and upgrades to existing plant will be required.
Equipment Integration
Integrating renewable energy systems with existing infrastructure with minimal disruptions to operations.
Supply Chain Constraints
Procuring sustainable energy equipment, components, and contract labour and skills will be challenging because everyone is decarbonising at the same time.
Regulatory Compliance
Compliance already absorbs substantial attention and focus. The environmental regulations and standards associated with transitioning to sustainable energy will only increase pressure on this.
Technological Complexity
New energy technologies such as electric, solar, wind, hydrogen, and battery storage systems require specialised technical knowledge that most companies don’t currently have.
Storage and Distribution Challenges
Battery storage systems used to store renewable energy will introduce new maintenance and reliability challenges like degradation and even potential safety risks.
Intermittent Energy Supply
Renewable energy sources such as solar and wind are intermittent and pose challenges for maintaining stable power supply to operations.
The Impact on Jobs and Skills
Decarbonisation will lead to a reallocation of labour
Significant investment is required to reskill and redeploy workers. This “sustainability talent development” will be as much about developing and adapting existing talent as it is creating new jobs. Transition will involve employers creating new roles as active agents of change within businesses, such as sustainability managers, green transport officers, and recycling operatives.
Companies will need to ensure their maintenance and operational workforce possess general “green skills”, as opposed to only focusing on more traditional role requirements such as university degrees and technical qualifications. For example, the ability or knowledge to help prevent, monitor, or clean up pollution and optimise conservation of natural resources. This will extend to system skills and operating and assessing traditional plant systems and data against environmental, social and governance (ESG) performance indicators.
The overarching challenge is developing the right skill sets. New technology to meet decarbonisation targets involves adopting renewable energy sources, electric vehicles, and other eco-friendly technologies. Maintenance and Reliability professionals need to be skilled in managing and maintaining these modern technologies, with different operating principles and maintenance requirements compared to traditional assets. Integrating IoT sensors and other data-driven technologies to monitor and optimise asset performance is crucial for achieving decarbonisation goals. Maintenance professionals must develop skills in data analytics to effectively interpret and use the amounts of data generated by these sensors for asset reliability and performance.
Employers will need to take their maintenance workforce with them on the decarbonisation transition by improving workers’ environmental awareness through specialist training.
What keeps me up at night is worrying about the mid-career workforce. Our younger workforce will embrace the big shift. The ageing workforce will exit in the next 5 to 10 years. But our mid-career workforce will have to transform big time to keep up with the speed of change.
Head of Asset Management, Water Utility
New Skills for Maintenance and Reliability Professionals
We asked the three discussion groups about the new skills or competencies that Maintenance and Reliability professionals would most likely need to develop in response to decarbonisation trends. Responses were collated and summarised into eight new skills categories.
We then asked them to rank these in importance from: (1) Vital and most important skill or competency, to (8) Least important skill or competency:
1. Data Analytics and Predictive Maintenance (skills in data analytics and predictive maintenance techniques to optimise energy efficiency and reduce carbon emissions)
2. Renewable Energy Integration (skills related to the integration and maintenance of renewable energy systems such as solar panels, wind turbines, and energy storage systems)
3. Carbon Footprint Measurement and Reduction (understanding carbon footprint measurement methodologies and strategies for reducing carbon emissions)
4. Energy Efficiency Optimisation (identifying opportunities for improving energy efficiency in equipment and processes)
5. Sustainable Supply Chain Management (collaborate with supply chain teams to ensure that sustainable practices are integrated throughout the supply chain)
6. Regulatory Compliance and Standards (keeping abreast of evolving regulations and standards to ensure compliance and align maintenance practices with sustainability goals)
7. Cross-functional Collaboration (skills in cross-functional collaboration to effectively implement decarbonisation initiatives within the organisation)
8. General Training and Education (general training in decarbonisation to stay updated on the latest technologies, best practices, and regulations related to sustainability and energy efficiency)
Overall Sentiment and Impact
Almost everyone agrees that the transition from carbon-intensive assets to more environmentally friendly alternatives, such as replacing fossil fuel-based equipment with renewable energy systems, is substantial. Maintenance and Reliability leaders will need to plan for and oversee these transitions, which will involve significant capital investments, asset replacements, production process changes, invest-
ing in new technologies, rethinking supply chains, and of course – planning for change in the processes and approaches to equipment maintenance and reliability. Despite significant uncertainties, 85% of participants describe their sentiment as somewhere between ‘neutral’ and ‘very positive’ regarding the impact of decarbonisation on the future of Maintenance and Reliability roles within their organisation.
Do you believe that decarbonisation initiatives will have a positive, negative or neutral impact on the Maintenance and Reliability practices within your organisation?
Crowd-sourced Solutions from Maintenance and Reliability Leaders
To address the sentiment towards the impact of decarbonisation on Maintenance and Reliability roles, here are suggestions and ideas put forward by the groups:
Workshops and training to educate Maintenance and Reliability teams on the benefits and implications of decarbonisation. This will shift the neutral or slightly negative sentiments to a more positive outlook.
Clear, better communication from leadership about the organisation’s decarbonisation goals and strategies with highlighted success stories, case studies, and the positive impact these changes will have on the organisation and the environment.
Maintenance and Reliability employee involvement in the planning and implementation process of decarbonisation projects. When employees feel they have a stake and a voice in the process, they are more likely to view changes positively.
Feedback mechanisms and channels for employees to provide feedback and express their concerns. Address these concerns promptly to build trust and confidence.
Skill development opportunities for employees to acquire new skills that will be valuable in a decarbonised future. This could include training in new technologies, sustainability practices, and energy-efficient maintenance techniques.
Develop clear career pathways that show how roles in Maintenance and Reliability will evolve with decarbonisation, including potential new roles and advancement opportunities.
Adequate resources including funding, tools, and time, to implement decarbonisation initiatives effectively. This can alleviate concerns about increased workload or insufficient support.
Invest in new technologies that make Maintenance and Reliability tasks easier and more efficient in a decarbonised setting, such as predictive maintenance tools and energy management systems.
Recognition programs that reward teams and individuals who contribute to decarbonisation efforts. This can boost morale and reinforce positive attitudes towards these initiatives.
Offer incentives such as bonuses or additional time off, for achieving specific decarbonisation milestones or goals.
Cross function collaboration where Maintenance and Reliability teams work closely with other departments and functions, such as safety, operations, supply chain, sustainability, and engineering, to achieve common decarbonisation goals.
Peer learning and knowledge sharing within and between teams. Learning from colleagues who have successfully navigated similar changes can be highly motivating.
Advisory and Technology Providers
Finally, we asked all participants to list any consulting, advisory, or technology companies assisting their organisations with decarbonisation initiatives, specifically in Asset Management, Maintenance, and Reliability. While we acknowledge that many other companies provide related services and advice, this list only represents the companies identified by participants in this survey.
AECOM
Andritz
Assetivity
Aurecon
Aussie Fluid Power
AVEVA EMS
Baker Hughes
BECA
Beyond Zero Emissions
BLJ In-situ Solutions
Climatech Zero
Deloitte
Edge Impact
Electric Mine Consortium
Enterprise IS
IBM
Intertek
KPMG
Leiberr
Nihar
SAP
Tesla
Total Energy
Williams Advanced Engineering
Worley