ASSET MANAGEMENT
West Australia
2025
The Obstacles to Achieving Asset, Maintenance, and Reliability Management Excellence
For 28 years the MAINSTREAM research team has engaged with WA based Asset, Maintenance and Reliability leaders to understand their collective obstacles and pain points and opportunities, 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 top ten obstacles that have emerged throughout this report will be the blueprint for the MAINSTREAM WA 2025 Summit Program.
ABOUT THE RESEARCH
The results are an outcome of:
• Four x 90-minute roundtables between the 3rd – 6th September. 67 people participated in interactive discussions and completed a survey.
• An online survey completed by another 99 people.
• 10 one-on-one interviews.
MAINSTREAM
The results of the survey directly influence the MAINSTREAM WA 2025 program. This means that the speakers (local and international), workshops and masterclasses at the MAINSTREAM Summit on the 6 March 2025, will be relevant to the community’s knowledge, capability, and training requirements.
The Participants
The most common job titles of participants included: Heads of Asset Management, Heads of Asset Intelligence, Heads of Engineering, Maintenance Managers, Reliability Leads , Plant Managers, Group Engineering Managers , Reliability and Maintenance Engineers, Maintenance System and Process Leaders, Heads of Asset Strategy, Maintenance Superintendents
Please select the option that BEST describes your role and responsibility
Planner, Scheduler, Operator, & Technician
COMPANIES REPRESENTED
Thank you to the following organisations for participating:
Anglo American
AngloGold Ashanti Australia
ASC
Australian Gas Infrastructure Group
BAE Systems
Beach Energy
BHP Iron Ore
Byrnecut
CBH Group
Chevron
Covalent Lithium
CSBP Wesfarmers
Department of Defence
Evolution Mining
Fortescue
GMA Garnet
Gold Fields Australia
Iluka Resources Limited
Inpex
Macmahon
Main Roads Western Australia
Midwest Ports
Mineral Resources
Newmont Mining Corporation
Northern Star
Petrofac Australia
Pilbara Minerals
Pilbara Ports Authority
Public Transport Authority of WA
Qube Holdings
RCR Mining Technologies
Rio Tinto Dampier Salt
Rio Tinto Iron Ore
Roy Hill
Royal Australian Navy
Santos
South32
Southern Ports
Spotless Group Limited
Synergy
Talison Lithium
Transdev Australasia
Virgin Australia Regional Airlines
Water Corporation of WA
Wesfarmers Chemicals, Energy & Fertilisers
Western Power
Woodside Energy
RESEARCH SUMMARY
Top 10 Obstacles to Achieving Asset, Maintenance, and Reliability Management Excellence:
01 Asset Data Management and Utilisation
The ability to accumulate data has increased over recent years due to advances in digital technology, improved monitoring capability and ever-expanding fields within Asset Management systems and databases. Organisations not only struggle with the volume of data, but also consolidating the data from disparate systems, and then transforming it into actionable insights that foster organisational change and lead to more advanced discussions and decision-making in asset management.
02 Developing the Maintenance Workforce of the Future
The workforce is ageing. Many older members of the community are leaving. Organisations are struggling to attract new talent, never mind top talent. So how do they cope with this transition, while at the same time they’re confronted with one of the most significant workforce challenges ever faced? The increase in automation and decarbonisation and climate targets is reshaping the landscape of future job roles and required skill sets. Organisations must become more imaginative in their strategies to overcome these challenges.
03 The Impact of Decarbonisation on the Asset Manager
Decarbonisation is shaking things up for large industrial companies in Western 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.
04 Decreasing Quality and Integrity in Work Management Fundamentals
There is a collective agreement about a drop in the quality of basic solid work management fundamentals. We must get back to basics, understand and adhere to maintenance planning, reporting, scheduling, work execution, spares management, and performance assessment and management. Compounding the situation, the declining integrity of maintenance work is leading to a deterioration in asset condition and health.
05 Misalignment Between Asset Strategy and Company Strategy
Asset management practitioners are asked to articulate and define value contribution from investment. This is complex as there is not a simple linear relationship to value, and organisations have different perceptions of what value is as it pertains to their strategic needs. Aligning asset strategy with enterprise strategy is essential to maximising the value and contribution of assets to the organisation’s broader business objectives.
06 Undervaluing the Critical Role of Reliability Engineering
There is ongoing strong sentiment for the lack of attention to, and appreciation of, both the reliability function and the engineers responsible for equipment reliability. This extends to the reliability engineers themselves being underappreciated and/or misunderstood. This can be due to a lack of understanding of the value they bring or a failure to recognise their contributions. Rigorous reliability processes, role clarity, and clear accountability structures that align with the broader company strategy are essential components of reliability success. So is reliability engineering talent management and development.
07 Inadequate Alignment of Safety, Risk Management, and Asset Maintenance Plans
There is consensus for the need to modernise IT and data systems to better align and integrate safety, risk, and Asset Maintenance plans. Without tight integration, different departments and teams operate in silos, leading to fragmented decision-making.
08 Improving EDI Practices and the Promotion of Diversity and Inclusion
Diversity within the workforce drives higher performance teams. It creates a more dynamic and resilient workforce, prepared to meet the challenges of the future, driving creativity, improving problem-solving, with low attrition and higher employee satisfaction and enhancing overall team performance. Maintenance and Reliability leaders want to play a greater role in promoting a successful EDI ethos in their workforce. To do so requires developing a certain skillset. The community asked about the skills, tactics, and programs they could adopt to attract and retain a diverse workforce in a sustainable way.
09 Closing the Current Capability and Skills Gap
Organisations are caught between two urgent challenges: finding skilled technical workers, and ensuring they capture and retain the institutional knowledge of retiring employees. These factors are central to both short-term operations and long-term business sustainability. A 2023 report from the National Skills Commission shows that approximately 50% of Australian employers are struggling to find skilled workers, particularly in trades like engineering, maintenance, and mechanical repair. This growing gap in talent threatens not just current productivity but also the ability of organisations to innovate and evolve and for Australia to remain competitive.
10 Health and Well-being of the Maintenance Workforce
Creating a healthy environment for your workforce is a significant challenge for our community. How we implement some practical and scalable strategies to cut through the complexity of the mental health landscape. Not easy when faced with increased work demands, skills shortages and performance pressure. We’re all looking to create a successful mental health environment based on key principles such as risk assessment, job design and workload management.
01 Asset Data Management and Utilisation
Our ability to accumulate data has increased exponentially over recent years due to advances in digital technology, improved monitoring capability and ever-expanding fields within Asset Management systems and databases.
We’re creating enormous amounts of data every second. But it’s not all valuable data that can be used to inform decision-making and optimise operations. Organisations not only struggle with the volume of data; but also, the challenge of transforming data into actionable insights that foster organisational change and lead to more advanced discussions and decision-making in asset management.
According to our research it’s fair to say that data quality is still generally considered poor. Data continues to be produced in differing formats, across multiple systems and stored in disparate silos, making it extremely difficult to manage and govern.
Organisations are struggling to clarify what and how much data needs to be captured well before it’s cleaned and standardised. Only then will they be able to successfully count on its analytics to generate meaningful insights.
We need to consistently train and encourage users across the spectrum of ability and motivation to “feed” and use the CMMS or EAM to its maximum potential. From those who enter data often to those who consume the data to guide the business on asset reliability.
We heard about issues concerning the transfer of data from sensors to other analysis and reporting tools. Issues exist because of security,
classifications and in some cases remoteness of assets. Some organisations do not have the ability to use the latest tools or systems to capture the right data in the right timeframes.
The reality of security breaches only adds fuel to an already complex situation.
What does it take to have confidence in the quality, accuracy and accessibility of data that drives valuable insights and decisions?
A better narrative on why this is important to ensure everyone plays their role
Comprehensive data lakes we can fish from as required
Start again, from the decisions we want to make and then let that drive what data to collect and how to collect it
None of the three options
All three options
Finding the Skills for Success
Ensuring that the valuable information is readily available to the right people is a complex task of consolidating data from diverse sources like equipment sensors, historical maintenance logs, and operational data. Do you have the right skills in your team to achieve this?
For example, predictive maintenance is built on analysing data to foresee equipment failures and refine maintenance schedules accordingly. New challenges come from advanced technology, such as extracting value from Machine Learning and AI technologies for predictive maintenance and process efficiency. All of this requires a skill set that traditional maintenance teams may not possess.
Some organisations are adopting a more collaborative strategy, partnering with engineers and data scientists. Instead of a hierarchical information request system, these organisations are embedding data analysis into their routine operations, aiming to become data-centric entities focused on elevating both their data quality and utilisation strategies.
While the market offers an abundance of tools and systems for data analysis, their effective use depends on the need for the right skills. To negotiate these challenges related to data proficiency and talent, some organisations are investing in targeted training and development initiatives for their maintenance and reliability personnel.
The Power of the Narrative
“Data quality isn’t a problem, finding ways to clearly communicate the data is the real challenge”
MAINTENANCE MANAGER, INFRASTRUCTURE
The skill of storytelling is important when it comes to data. Taking a data report and translating it into a narrative which the reader understands or is linked to their KPI, might help them see the issue with a heightened priority. While dashboards (and the impressive amount of data flowing in) can be useful, their use is limited without clear requirements.
Key Questions Raised by the Community:
• How can data be aligned with key business processes and identified risks to optimise outcomes?
• What are other organisations doing to facilitate the integration of disparate data sources?
• Who is responsible for the management, governance, and ownership of data within an organisation – how are we getting everyone on board?
• What training methodologies can be implemented to equip operators or maintenance staff with the skills needed to leverage the extensive data generated by machines?
• In the context of a data lake, what policies should be in place regarding access rights and the authority to make modifications?
• How can predictive analytics be applied to maintenance data to predict equipment failures and repair schedules?
• How can real-time data monitoring be utilised to enhance the efficiency of maintenance operations and reduce downtime?
• How can data-driven insights be integrated into maintenance planning and execution workflows to improve asset reliability?
• How can maintenance professionals ensure data privacy and security, especially when dealing with sensitive operational data?
02 Developing the Maintenance Workforce of the Future
Although two years on, the pandemic has presented great challenges that linger and remain with us, but at the same time it has also helped to put people more at the centre of the business agenda.
Technology is a major driver of change, and application of automation, robotics and AI is likely to impact many jobs, and the skills people need. Skills which as of today might not be in their workforce.
Organisations are struggling to plan for the maintenance workforce of the future. How do we mentor highly skilled and adaptable professionals who are ready to embrace emerging technologies?
Participants told us they are struggling to recruit for a myriad of roles. This is compounded by a knowledge exodus from experienced professionals who are calling time on their careers.
The strong sentiment is that we are unprepared and ill-equipped for the future.
Attraction and retention of skills
Organisations must create a resilient and agile workforce by aligning training, development and education programs with the organisation’s strategic goals and workforce needs. The maintenance workforce of the future will need to be highly skilled, adaptable, and committed to continuous learning. They will need to have a strong understanding of emerging and existing technologies, data analytics, as well as being good communicators with strong problem-solving skills. This is a short-term and long-term aim. Many organisations talked about knowing what they must do.
But the question is where they find the time and resources to tackle this incredibly complex issue while managing business as usual and taking critical assets offline. There is a genuine concern that the impact of the current skills shortages will cause major disruption in the coming years.
“We
have identified where we need to go to, what needs to be done, and even what skills may be required. But HOW to do this is the bottleneck because without taking our assets offline we do not have the time or resources.”
MAINTENANCE AND RELIABILITY
MANAGER,
WATER UTILITY
Expectations and Engagement of the Next-Gen
The next generation of engineers and tradespeople entering the Maintenance and Reliability workforce bring new expectations and demands for learning, mentoring, and career progression. Unlike previous generations, younger professionals have rapid access to information and real-time communication, thanks to the prevalence of digital tools and platforms such as online training, video tutorials, membership platforms, and even virtual mentorship programs.
Once industrial organisations have managed to attract younger workers, the next step is to
How prepared is your organisation for the knowledge, skills and experience required for the Asset Management workforce of the future?
Comparing talent supply/demand. We’ve assessed how attrition, retirement & tech might impact talent, and understand the demand for future skills.
Assessed business strategy. We understand the enterprise strategy, how it might impact workforce, and which future roles are required. 20% 9%
29%
Have a plan for workforce transition. We plan to address capability gaps on a role-byrole basis. We have measures, KPI’s & timelines in place.
engage them so they can be successful. Many leaders report that early-career workers seem to lack technical or people skills that traditionally have been viewed as fundamental. While potentially valid, this often overlooks the skills younger workers have that many asset-intensive environments aren’t yet utilising effectively.
For example, having grown up with instant access to digital answers, the Next-gen workforce is more likely than older workers to look first to self-help videos to solve problems. That habit can yield fast, accurate answers – if the solutions make sense for the plant or mine or site where they work. But the average Next-gen worker is likely to be somewhat less experienced with asking coworkers for advice in person.
Maintenance and Reliability leaders will need to merge the digital and the analog in ways that give workers the skill development they need, while ensuring that they are building interpersonal relationships with experienced workers
42%
Started thinking about it. We collated data on our workforce to help us understand skills and capabilities to give us a detailed view of jobs.
and supervisors who can help integrate them in the community. Otherwise, younger workers can become disengaged, resulting in higher rates of absenteeism and lower productivity.
In McKinsey’s (US) 2024 Talent Trends Research Report, they found that three in five Next-gen workers in manufacturing are disengaged, which is comparable to the total number of disengaged workers of all ages outside of manufacturing. McKinsey estimates that this level of disengagement costs US manufacturers about $20 billion to $40 billion per year.
They also expect mentoring to be continuous and collaborative, seeking frequent feedback and personalised development plans to ensure they are on track with their career goals. Traditional models of long-term, slow-paced growth are giving way to more agile career paths where these professionals expect to see measurable progression in their skills and responsibilities within shorter timeframes.
In Australia, the statistics are clear – underlining the urgency for companies to adapt:
• a recent study by Engineers Australia (EA) revealed that nearly 40% of engineers in the country are under the age of 35
• the same EA study found that more than 60% of engineering graduates prioritise career development and growth opportunities when choosing an employer.
According to the Australian Industry Group shows, younger engineers and tradespeople are significantly more likely to leave their current roles if they feel their career progression is stalled, making effective mentoring and training critical for talent retention. Asset-intensive organisations that can meet these Nex-Gen expectations are best positioned to attract, retain, and empower the leaders of tomorrow.
03
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.
How does the Asset Manager adapt to these innovative technologies, optimise energy use, and com-
ply 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.
How familiar are you with the concept of decarbonisation and its implications for your industry?
Not Familiar at All:
I have no knowledge or awareness of the concept of decarbonisation and its implications for my industry.
Slightly Familiar: I’ve heard of decarbonisation but have minimal understanding of its implications for my industry.
Very Familiar:
I have a comprehensive understanding of
and its implications for the industry, including potential challenges and opportunities.
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.
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 innovative 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.
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.
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
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.
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.
often have large investments in equipment and infrastructure tied to fossil fuels, so switching to greener options means spending a lot on modern 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 overall. 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.
A 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.
Level of Support from 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 sustainabil-
ity 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.
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 to 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.
04
Decreasing Quality and Integrity in Work Management Fundamentals
“Our Biggest Barrier to Maintenance Excellence is a deterioration in Quality, Efficiency and Sustainability. The integrity at which we execute maintenance work is declining and therefore the condition and health of assets decline” – Group Head of Reliability, Mining
In today’s landscape, organisations often become entangled in elaborate initiatives, losing sight of where true improvement potential resides. So much so that the refinement of fundamental maintenance practices gets neglected.
There was consensus across industry and about the main reasons for this overall decline.
Obsession with Technology and Improvement
A common pain point shared is that before any new tech or continuous improvement programs are even considered, good work management fundamentals need understanding and adherence –identifying work, maintenance planning, reporting, KPI’s, scheduling, work execution, spares management, transitioning from breakdown maintenance, and performance assessment and management.
Lack of Clear Processes
Without clear processes in place, tasks can become disorganised, and priorities may not be properly established. This leads to inefficiencies and overlooked maintenance issues.
Poor Communication
Effective communication is essential for successful maintenance management. If there are break-
downs in communication between maintenance teams, management, and other departments, important tasks are missed or misunderstood.
Insufficient Training
Maintenance personnel may not receive adequate training on work management fundamentals, such as prioritisation, scheduling, and documentation. Without proper training, employees may struggle to effectively execute maintenance tasks.
Inadequate Resources
Companies may fail to allocate sufficient resources, including personnel, time, and budget, for maintenance activities. Tasks are rushed or neglected, leading to equipment breakdowns and costly repairs.
Use of Acronyms
Far too frequently, we overcomplicate matters beyond necessity. Individuals tend to cloak basic principles under new terminology, causing confusion rather than clarity among maintenance teams. Acronyms often disguise the core message intended for maintenance teams.
Lack of Accountability
Without clear accountability mechanisms in place, employees may not feel responsible for
completing maintenance tasks in a timely and effective manner. This can lead to a culture of complacency and decreased productivity.
Resistance to Change
Some employees may resist adopting new work management practices, especially if they perceive them as unnecessary or burdensome. Overcoming resistance to change requires effective leadership and communication.
Failure to Execute
Failure to execute these essential tasks effectively poses a significant obstacle to achieving maintenance excellence. Despite the formulation of numerous strategies and improvement schemes, the fundamental elements of reliability and maintenance often remain inadequately executed.
Best practice lies in meticulous planning prior to the scheduled execution of work. This involves not only planning the work it-
self but also scheduling the necessary tasks and assigning personnel accordingly.
Without proper execution of these foundational and basic maintenance practices, organisations will continue to struggle to allocate time for crucial tasks aimed at enhancing reliability and minimising costs. Despite the plethora of strategies devised, the lack of implementation at the basic level is ongoing. Good execution hinges on planning and allocation of resources, particularly within the frontline teams responsible for maintenance.
“We
don’t fully understand the function of the maintenance plan. Often the work can get done and that then breaks the system. Or rightly so, the scheduler will adjust based on their experience. But that is then not included back into the plan!”
PLANNING LEAD, MARINE & PORTS
Key Questions Raised by the Community:
• Do we fully understand the function of the maintenance plan?
• How do we define set up and measure metrics or KPI’s?
• Do your planners understand the supply chain?
• What industry best practice exists to help you with work optimisation?
• How do we improve labour utilisation for planning and scheduling?
05 Misalignment Between Asset Strategy and Company Strategy
Aligning asset strategy with enterprise strategy is essential to maximising the value and contribution of assets to the organisation’s broader business objectives.
Most organisations’ strategies focus on developing resources, improving performance, minimising risk, and pursuing success. A concept embraced and rarely questioned when operations flow smoothly. The real test comes when things take an unexpected turn.
Despite organisations articulating coherent and strategic plans aimed at enhancing efficiency, slashing expenses, and boosting profitability, they often encounter hurdles. These typically stem from the tension between pursuing sustainability objectives and effectively managing substantial assets amid the unpredictable nature of resource allocation, funding, especially in times of uncertainty like today.
How can asset leaders foster a culture of commercial understanding within their teams, explaining the ways in which maintenance activities can influence revenue generation and the creation of value? It’s imperative for everyone within the organisation to align around a common objective and fully grasp the total cost of ownership associated with their responsibilities.
Articulating Business Value
The asset management community wants to improve how it drives strategic change. Driving change is one of the most complex challenges that asset managers face,
especially from a partially empowered position within the organisation. This would involve managing upwards towards executive management and downwards through the mid-level and shop floor.
Asset management practitioners must define the value of investments, which is a complex task due to the non-linear relationship to value and varying organisational perceptions based on strategic needs.
The asset management sector is keen on enhancing its approach to implementing strategic change. However, we heard that this change represents a significant obstacle for asset managers, particularly when operating from a position of limited authority within their organisations. This challenge entails guiding efforts both upwards, to engage executive leadership, and downwards, reaching into the middle management and operational levels.
Language Matters
Engaging top executives is key to securing a seat at the decision-making table. We heard that successful outcomes have come when the community has simplified intricate asset strategy proposals into straightforward narratives focused on financial outcomes, stock performance, or risk mitigation.
Why don’t we get our asset and reliability initiatives funded? Most of the time, it’s because we are not speaking the language of the people holding the purse strings.
A potential solution is to enlist management consultants to bridge communication with upper management. These firms excel in crafting effective asset management transformation strategies. With their dedicated time, influence, and specialised knowledge, they’re capable of assessing your business and operational context from an unbiased standpoint. Selecting the right consultancy can bring in the necessary expertise to address existing gaps and aid in formulating a robust, marketable strategy. Moreover, they’re skilled in delivering the kind of data, insights, and analytical perspectives that resonate with senior executives and those at the C-level, facilitating a clearer understanding and support for strategic initiatives.
Selling the Dream
We heard some good examples of asset and reliability teams achieving breakthroughs in their ability to closer align enterprise and asset strategies and objectives. Some of these included:
• Changing the language to communicate reliability and maintenance with less technical, more financial language
• Using ISO 55000 as a framework
• Quarterly executive briefings for the leadership in their organisation
• Using Safety to effectively lobby senior management
• Forming asset management committees to represent the operations and maintenance teams at senior leadership meetings
A challenge is that our Asset Management approach is informed by the fiscal conventions that our customer manages their finances under. Specifically, that they must deliver Asset Management using separate annual OPEX and CAPEX budgets. This approach constrains their ability to trade off TOTEX budgets over multi year periods to deliver reduced costs of ownership.
ISO 55000 as a Framework
The use of a framework like ISO 55000 enables this communication piece to take place effectively. A framework means the intent can be implemented even if you are not completely compliant. Alignment often leads to the correct behaviours, rather than just getting certified. The framework also helps if you have a change of senior leadership. This is especially important because often when there is a change of leadership alignment between asset strategy and enterprise strategy can be threatened. It must stay consistent even if a cost cutting or turnaround strategy is implemented.
In your business, how aligned is your Asset Strategy with the Overall Company Strategy and Vision?
Policies and plans are in place, but execution of the Asset Strategy is not really successful or part of the culture
The value of Asset Management, Safety, Reliability and Availability to the success of the Company is not understood (still viewed as a cost centre)
Building momentum towards transparency and alignment
It’s clear how the Asset Strategy aligns with the Company’s Vision. People understand the value of their assets to overall business objectives
Key Questions Raised by the Community:
• Does your organisation C Levels and Board understand TCO for Assets?
• How to recognise end of life in an active market?
• How do we compare the cost of an ageing portfolio against replacement?
• How can asset leaders nurture a more collaborative mindset to working with the broader business and strategic needs?
06 Undervaluing the Critical Role of Reliability Engineering
As was the case in our 2024 report, there remains a lack of attention to, and appreciation of, both the reliability function and the engineers responsible for equipment reliability. Several factors explain why many industrial companies overlook reliability engineering.
Short-Term Focus
Industrial companies often prioritise short-term goals such as meeting production targets or reducing costs. Reliability engineering, which involves upfront investments in design, testing, and maintenance to ensure long-term reliability, may does not receive sufficient attention.
Lack of Awareness
Some companies simply do not have the same awareness of the concept of reliability engineering, or its potential benefits compared to general maintenance. If they haven’t experienced significant reliability issues in the past or haven’t had the expertise to analyse and address them, they may not recognise the importance of reliability engineering in improving overall operational efficiency and reducing downtime.
Cost Considerations
Reliability engineering often requires investments in specialised equipment, training, and personnel, which some companies may perceive as additional expenses that do not directly contribute to their bottom line. Without understanding the potential cost savings and improved performance companies are hesitant to allocate resources to it.
Reactive Maintenance Culture
Companies operate in a reactive maintenance culture, where they only address equipment failures as they occur rather than proactively identifying and mitigating potential issues. This reactive approach results in increased downtime, production losses, and higher maintenance costs in the long term. Companies might not recognise the benefits of transitioning to a proactive reliability engineering approach.
Misconceptions from Leadership
There could be misconceptions that reliability engineering is an unnecessary expense or a purely technical function that doesn’t align with business goals. Educating decision-makers about the strategic importance of reliability engineering and its potential impact on profitability and customer satisfaction is essential in overcoming this.
Underestimation of Risks
Some companies underestimate the potential risks associated with equipment failures, such as safety hazards, environmental damage, and reputational damage. Without considering the broader implications of reliability issues, companies will not prioritise reliability engineering efforts aimed at preventing or minimising these risks.
Lack of In-House Expertise
Reliability engineering requires specialised knowledge and skills in areas such as data analysis, statistics, predictive maintenance, and risk assessment. If a company lacks personnel with expertise in these areas, they will not be able to implement effective reliability engineering processes.
“Reliability should be a priority, not just an afterthought. Everyone at our company should take reliability seriously, not just the reliability engineers.”
HEAD OF ASSET MANAGEMENT, MINING
The Reliability Engineer
Reliability engineers are crucial to the success of asset-intensive organisations. They play a vital role in ensuring that equipment, machinery, and other critical assets are running efficiently and effectively. Their work helps to prevent costly downtime, reduce maintenance costs, and ensure that businesses are operating at their peak potential. We heard it often actively impacts the stock price of a business.
This extends to the reliability engineers themselves being overlooked and misunderstood. This can be due to a lack of understanding of the value they bring or a failure to recognise their contributions.
Strengths of Reliability engineers are often process-driven and analytical, adept at identifying potential problems, analysing data, and implementing solutions to prevent equipment failure and downtime. Professionals must develop some of the soft or communication skills which often inhibits their progression within the organisation. An underutilisation of their skills means missed opportunities to improve reliability and reduce downtime.
The Role of Leadership
Reliability engineers are specialists, not generalists, and require the freedom to spend time on design and strategic thinking. Leaders often overlook this strength and do not appreciate the true value that reliability engineers deliver. Because their focus is so short-term and quarterly based, when it comes to things like asset utilisation, the whole notion of understanding what a reliability engineer does is quite intangible. As a result, reliability engineers are deployed to do other things across maintenance and operational functions.
But when reliability engineers perform tasks outside of their area of expertise, they can become disconnected and disengaged. And a wasted asset. Conversely, there are instances where engineers with maintenance experience are given the role of reliability engineer, despite the work requiring an analytical approach rather than a focus on fixing and maintaining equipment.
The Role of the Enterprise
Reliability engineering emphasises statistical analysis, but experience and history show that quantitative methods alone are insufficient for success. In many of the most serious operational failures, poor decision making, and miscommunication exacerbated a fundamental engineering failure. These events remind us of the importance of leadership, transparency, and accountability in reliability engineering.
Rigorous reliability processes, role clarity, and clear accountability structures that align with the broader company strategy are essential components of reliability success. So is reliability engineering talent management and development.
07 Inadequate Alignment of Safety, Risk Management, and Asset Maintenance Plans
In all four groups there was consensus for the need to modernise IT and data systems to better align and integrate safety, risk, and Asset Maintenance plans. Without tight integration, different departments and teams operate in silos, leading to fragmented decision-making.
Risk and Safety Implications
When safety considerations, risk assessments, and maintenance activities are not aligned, conflicting priorities are inevitable, often resulting in incorrect resource allocation.
There is also an increase in safety risks. Overlooked safety protocols or inadequately addressed during maintenance activities leading to an increased likelihood of accidents, injuries, and occupational hazards for maintenance teams, as well as potential damage to assets.
Failure to integrate safety, risk, with maintenance plans poses compliance risks with regulatory requirements and industry standards. Organisations may face fines, penalties, or legal consequences for non-compliance with safety regulations or failure to adhere to maintenance best practices.
Missed Opportunities
Integration enables organisations to identify opportunities for optimisation, such as predictive maintenance strategies, proactive risk mitigation measures, and streamlined maintenance processes. Without integration, these opportunities are missed, leading to suboptimal
performance and reduced asset reliability.
Another impact is the inefficient or incorrect allocation of labour, time, and materials across safety, risk management, and maintenance activities. This results in redundant efforts and increased operational costs.
“Without integrated data and information systems there is a lack of visibility into the overall performance and health of our assets. This hampers our ability to make informed decisions, track performance metrics, and identify areas for improvement in safety, risk management, and maintenance practices”
HEAD OF ASSET MANAGEMENT, POWER UTILITY
Awareness and Training
Integration of safety protocols involves incorporating safety procedures, guidelines, and regulations directly into maintenance planning processes. This ensures that safety considerations are systematically addressed at each stage of maintenance activities, from planning to execution. For example, safety checks and risk
assessments are integrated into maintenance checklists, ensuring that potential hazards are identified and mitigated before work begins.
This provides an opportunity to build training and awareness initiatives into maintenance planning. Maintenance teams can receive training on safety procedures, equipment usage, emergency response protocols, and hazard identification. This ensures that frontline teams are adequately prepared to safely carry out maintenance tasks, reducing the risk of accidents or injuries. It also extends to environmental protection measures during maintenance activities. Maintenance planning includes considerations for preventing environmental contamination, minimising waste generation, and complying with environmental regulations.
Better Data, Better Decision Making
Integration of data from safety, risk, and maintenance systems provides maintenance teams with a holistic view of asset health and performance. This allows for more informed decision-making regarding maintenance strategies, resource allocation, and risk mitigation efforts.
Integration enables maintenance teams to access data from various sources, including real-time monitoring systems, historical maintenance records, and risk assessments. This comprehensive view of asset health allows teams to identify patterns, trends, and potential issues more effectively.
“We need our IT platform to support a continuous improvement and feedback loop so that adjustments to be made to maintenance procedures to enhance safety performance and prevent future incidents”
MAINTENANCE SUPERINTENDENT, MINING
Alignment with Organisational Objectives
Integrated data enables maintenance teams to align their decisions and activities with broader organisational goals and objectives. By considering factors such as safety, risk, and asset performance in decision-making processes, maintenance teams contribute to overall operational excellence and support the achievement of strategic objectives.
Improving EDI Practices and the Promotion of Diversity and Inclusion
The MAINSTREAM Community are making significant efforts to build EDI into their policies and practices. Skill shortages, one of the most pressing challenges confronting the community right now, has emerged as a compelling business reason – as well as societal benefits – for organisations to ensure their workplaces attract, support, and retain a diverse workforce.
The future workforce will no longer accept the status quo and will seek opportunities elsewhere if their employer is not actively working towards more equitable, diverse, and inclusive teams.
While much of the debate is dedicated to the role that migration can play in addressing staff shortages and other challenges, we have heard that there is less attention given to the impact that diverse, equitable and inclusive workplaces can have in attracting and retaining staff. We heard from the community that there are many issues impacting EDI.
Lack of Diversity in Leadership
Many organisations still grapple with a lack of diversity in top leadership, management positions or even supervisors and team leaders. Gender diversity is one aspect, but the challenge extends to a lack of representation of ethnicities, backgrounds, ages, LGBTQ+ and Indigenous employees to name a few. This lack of diversity at a leadership level also hinders innovation, creativity, and the ability to relate to a diverse customer base. Diverse teams are recognised for being more innovative, better at problem-solving, and achieving greater business outcomes.
We heard about projects which have implemented female mentors to young women who are interested in pursuing careers in the engineering and reliability fields. Through mentorship, building confidence, providing guidance, and offering insights into the industry, these young women can see a positive and bright future in these fields.
MAINSTREAM would like to position itself as a standard bearer to highlight success stories. We would like to help companies highlight the success stories of groups who have successfully inspired and motivated these diverse groups to pursue careers in this field. We want to bring success stories to the forefront and recognise the contributions of employees from all underrepresented groups. Story telling is a way we want to share this important work to be able to highlight that vulnerability and authenticity within a leader are vital to their ability to foster inclusive and diverse teams.
Creating a Culture of Inclusion
Fostering a culture of inclusion requires a real effort to create an environment where everyone feels valued and respected, regardless of their background, experiences, or identity. While some of these policies sit outside of the remit
of the MAINSTREAM Community, the concepts are still crucial to be aware of and ultimately drive better outcomes in any field or industry.
Culture is such an individual and crucial part of an organisations success and can be disregarded for business targets and KPIs. Working on organisational culture can have a substantial impact on business outcomes. Fostering a culture of inclusion in our teams where everyone feels valued and respected are done through a few ways.
Policies and procedures set a foundation of expectation for an inclusive culture, but they need to be led by leadership and respected by all to have a true impact. This can extend to such things as flexible work arrangements, equal pay, and anti-discrimination of marginalised groups.
Taking this a step further, the implementation and communication of these policies within a workforce, to really explain why they are critical to success of the organisation. This can be done through top-down leadership, training of policies to leaders and teams and ensuring employee resource groups (ERGs) are healthy and thriving (and not just funded by volunteer efforts of passionate team members).
At every touch point with a team or employee, there needs to be a mention of the importance of and commitment to equity, diversity, and inclusion. This can be through employee perception surveys, focus groups, one on ones or town hall meetings where employees share their experiences and ideas.
Key Questions Raised by the Community:
• What strategies can be employed to attract and retain a diverse maintenance and reliability workforce?
• How can maintenance and reliability teams contribute to fostering Equitable, Diverse, and Inclusive (EDI) culture?
• What actions should we implement to mitigate unconscious bias within our workplace?
• In what ways can we cultivate an inclusive culture that values and respects all employees?
• What avenues for training and development are offered to equip all employees with the skills and knowledge needed for effective performance in a diverse and inclusive environment?
• How can we assess the effectiveness of our Equity, Diversity, and Inclusion (EDI) initiatives and policies?
• What support and resources can we extend to employees from underrepresented backgrounds to facilitate their success and career advancement?
• What if I don’t know how to have a conversation with an employee that is from an underrepresented background? Who can I turn to for help?
09 Closing the Current Capability and Skills Gap
“We are facing a double whammy: We can’t hire enough skilled people fast enough, and we’re doing a poor job retaining the knowledge of our ageing workforce.” – Maintenance Planning Superintendent, Mining
Organisations are caught between two urgent challenges: finding skilled technical workers and ensuring they capture and retain the institutional knowledge of retiring employees. These factors are central to both short-term operations and long-term business sustainability.
The Skills Shortage Crisis
Australia’s skilled labour shortage is a growing concern. According to reports, industries are struggling with productivity losses, operational inefficiencies, and, in some cases, the threat of closures. The shortage has not only led to increased downtime and higher operational costs but has also driven up labour expenses as organisations compete for a limited talent pool. This is especially challenging for smaller firms that can’t match the compensation packages offered by larger players.
A 2023 report from the National Skills Commission shows that approximately 50% of Australian employers are struggling to find skilled workers, particularly in trades like engineering, maintenance, and mechanical repair. This growing gap in talent threatens not just current productivity but also the ability of organisations to innovate and evolve and for Australia to remain competitive.
An Ageing Workforce and the Loss of Expertise
With many experienced professionals on the
verge of retirement, organisations face a critical challenge: how to retain and transfer their knowledge to newer employees. This loss of institutional knowledge – expertise acquired over decades on how to maintain and repair complex equipment, manage assets, and avoid costly downtime – can be catastrophic for operational continuity.
One key issue is the reliance on veteran employees who have deep, often undocumented, insights. When these workers retire, organisations may find themselves scrambling to fill the knowledge gaps left behind. In industries like mining, oil and gas, and utilities, where equipment downtime can mean millions in losses, this is a severe risk.
Many organisations are taking creative steps to mitigate this risk. Some are re-engaging retired employees as consultants or mentors. This allows them to transfer knowledge to younger workers while also filling temporary skills gaps. Other firms are investing in knowledge-sharing platforms – using digital tools, video tutorials, and web-based resources to capture the insights of retiring workers and pass them on to the next generation of engineers and technicians.
The Diminishing Apprenticeship Model
Traditional apprenticeship models, where younger workers spend years learning from seasoned professionals, are becoming less feasible. As
more experienced staff retire, there are fewer mentors available to guide new talent. This gap in mentorship exacerbates the skills shortage and makes it harder to ensure a smooth transition between generations of workers.
To address this, some organisations are implementing structured knowledge-transfer programs, pairing junior engineers with senior experts in formal mentorship roles. This not only helps capture knowledge but also develops leadership skills and provides career guidance to newer employees.
How long is long enough for the mentor-mentee model. With fewer mentors available and the need to rotate onto new mentees, do you adopt batch mentee program or a fast track (or neither)?
Statistics Highlighting the Challenge
• In 2022, it was reported that 35% of the Australian workforce in industrial sectors with maintenance and reliability functions, were over the age of 55, with significant numbers planning to retire within the next decade.
• A survey by Deloitte found that 80% of organisations in asset-intensive industries see a lack of skills as one of their top three business risks, with more than half citing knowledge transfer as a major challenge.
• By 2030, experts predict that Australia will face a shortfall of 300,000 tradespeople, including critical roles in maintenance and engineering.
“Our
number one problem is retaining the institutional knowledge that our older engineers have in their heads”
PLANT
MANAGER, MANUFACTURING
Identifying the training gaps
Equally important is the identification of capability gaps within these teams. Maintenance and Reliability teams are responsible for complex machinery and critical infrastructure, where even minor skill deficits can lead to costly errors, unplanned outages, loss of production or safety
incidents. Identifying capability gaps ensures that the organisation understands where its teams may be lacking the necessary expertise and can address these issues proactively through targeted training programs. For instance, as organisations increasingly adopt advanced technologies like predictive maintenance tools or IoT systems, there may be gaps in digital literacy for teams to fully leverage these innovations.
Identifying these gaps also enables businesses to manage risks more effectively. In the context of an ageing workforce, for example, there is often a wealth of institutional knowledge lost as experienced operators and tradespeople retire. By pinpointing specific areas where this expertise is critical – whether in specialised machinery maintenance or troubleshooting – it’s possible to create training and mentorship programs that transfer this knowledge to the next generation of workers. Addressing capability gaps not only boosts immediate performance but also strengthens the organisation’s longterm resilience, ensuring that teams are prepared to meet both current and future challenges.
Bridging the gaps
So where do we go from here?
To maximise the impact of training, we need to take a more strategic, tailored approach.
Despite the recognised benefits of training, many organisations fail to unlock its full potential for their Maintenance and Reliability teams. So why isn’t training having the transformative impact it promises? The issue often lies not in the training itself but in how it’s approached, integrated, and supported within the workforce. Through deeper analysis, we’ve uncovered several critical barriers that are preventing organisations from fully capitalising on their training investments.
One major gap is that soft skills often go unaddressed. While technical training is robust, the
development of conflict resolution, stakeholder management, and emotional intelligence tends to be neglected. Yet, these skills are crucial for effective leadership, especially for supervisors who must manage teams and navigate complex work environments. Without strong interpersonal skills, even the most technically proficient leaders can struggle to drive performance, manage change, and maintain high morale among their teams.
Mentorship is another vital area to ensure the full value of training is realised. While classroom sessions and technical instruction are important, true learning happens on the job. Without ongoing mentorship, employees may quickly forget what they learned in training or fail to apply it in real-world situations. Pairing high-performing individuals with other team members not only reinforces training but also fosters a culture of knowledge-sharing and continuous improvement, ensuring that the skills acquired are into practice.
Organisations often fail to plan adequately for training by not prioritising backfilling during training periods. If training is as an afterthought or squeezed into an already hectic schedule, it can overwhelm teams and disrupt operations. However, by incorporating training into annual planning and ensuring there is adequate support for day-to-day functions during training sessions, organisations can balance skill development with operational efficiency, without burdening their workforce.
We have already dedicated a whole section to retaining in-house knowledge, especially as organisations increasingly rely on third-party specialists to address technical problems. For instance, apprentices may not perform certain tasks until their later years, creating a gap between in-house expertise and the reliance on external help. To future-proof the workforce, organisations must prioritise knowledge retention, whether through comprehensive apprenticeship programs or by ensuring that seasoned
employees pass on their expertise before retiring.
The future of work demands a more adaptive and forward-thinking approach to training. With automation, decarbonisation, and workforce evolution reshaping the landscape, organisations must cultivate a skill pipeline that is resilient, innovative, and aligned with these emerging trends. The future workforce will need not only technical proficiency but also the ability to adapt to rapid technological advancements and evolving industry requirements.
The importance of developing ‘soft skills’
Maintenance and Reliability leaders and supervisors must balance technical expertise with strong people skills to succeed in today’s industrial landscape. Hard technical skills such as understanding IoT systems, sensors, ERP platforms, and predictive maintenance tools are a given. In fact, our research indicates that 83% of organisations are implementing or planning to implement digital technologies in maintenance operations, highlighting the critical importance of technical proficiency in modern maintenance roles. As the integration of advanced technologies grows, so does the need for these professionals to be fluent in complex systems and data-driven decision-making.
However, while technical skills are foundational, the rise of digital transformation has also increased the demand for soft skills such as leadership, empathy, and emotional intelligence. According to a Deloitte study, 92% of executives reported that “soft skills” like communication, collaboration, and empathy are just as important as technical skills for the success of an organisation in this era of rapid technological change. With the increased use of automated systems, Maintenance and Reliability leaders manage not only machines but also people. They need to foster a culture where team members feel supported, especially in environments that require regular safety briefings, mental health considerations, and adaptability in the face of constant technological change.
How would you rate the balance between soft skills (e.g., communication, teamwork) and hard skills (e.g., technical expertise) in your training programs?
The Rise of EQ
Leadership, active listening, and emotional intelligence are vital for creating a workplace where employees feel heard and valued. Effective supervisors who ask questions, engage in safety discussions, and demonstrate a genuine concern for the well-being of their teams will navigate challenges such as worker fatigue, resistance to change, and mental health issues, which can arise in high-stress environments. As industries continue to embrace more technology, the leaders who master the delicate balance between technical competence and people-focused leadership will stand out in ensuring both operational success and a positive workplace culture.
The WA FIFO Challenge
The FIFO (Fly-In Fly-Out) workforce in WA faces unique challenges, particularly in remote areas of Australia in mining or oil & gas. Extended periods away from home, isolation, and demanding work environments take a toll on workers’ mental health and well-being.
By demonstrating empathy, Maintenance Supervisors and leaders can create a more supportive workplace culture where workers feel valued, understood, and more motivated to stay, even in difficult conditions. This can include acknowledging personal struggles, offering flexible rosters, or providing mental health resources.
As WA faces a growing skills shortage, particularly in these remote industries, retaining skilled FIFO workers is essential to sustaining operations. Empathy training or awareness equips leaders with the tools to address workers’ emotional and psychological needs, reducing turnover and improving job satisfaction. When workers feel heard and supported by their supervisors and management, they are more likely to remain loyal to the organisation. This reduces recruitment costs and ensures that organisations can maintain a stable, skilled workforce.
Declining Mental health and Wellbeing of the Maintenance Workforce
Mental health remains a significant obstacle for the
MAINSTREAM
community. Many organisations are increasing their focus on health and wellbeing and doing their best to support people in a holistic way.
Independent reports from mental health agencies report record numbers of individuals requiring help to cope with their mental health.
Absenteeism, stress leave, conflicts within teams and the dangers of presenteeism have enormous potential impact on safety, productivity, and performance.
Issues Impacting Mental Health and Well-being – what are we doing?
Coping with workforce mental health and wellness challenges is a significant one for employers to address and manage. Many of these issues are not specific to our community. Economic and financial stresses from the interest rates hike, job insecurity, and lack of recognition, is reality for most professions and industries.
The lack of line manager skills and confidence is still one of the significant factors for an employee’s wellbeing. Managers lacking the essential skills and confidence to manage their teams create a range of issues that negatively affect employee wellbeing and retention of staff. Lack of empathy, micromanagement, and inconsistency are all factors which we heard are contributing to a negative work environment.
Organisations are investing in training and development programs to improve the capa -
bilities required for their managers, creating leaders with the skills and capabilities to ensure that their staff feel valued, have a sense of purpose, and supported in their needs.
Leaders and managers play a crucial role in shaping workplace culture. If they do not prioritise or openly discuss mental health and wellbeing, it can contribute to a culture of silence and stigma.
We heard from organisations who are using a range of approaches to support mental health for their staff. Features include employee assistance programmes, mental health first aid training, wellbeing champions, access to counselling services and the promotion of flexible working options.
Home Workers vs Onsite Staff
We heard that the friction between ‘office’ staff and those on the ‘frontline’ is on the increase. Some organisations reported friction between groups of employees benefitting from hybrid or remote working, and those whose roles require them to be on-site full-time. This perceived inequity of the working situation has amplified.
Too much Change
Many organisations are currently undergoing transformations. Implementing new ERP systems like SAP upgrades. All the while trying to do this
while they experience a diminishing skilled workforce or experienced employees around them.
Overcoming the Stigma
Despite the increased awareness and efforts to promote mental health, misconceptions, fear of judgment, and a lack of understanding remain. Preventing individuals from seeking help, disclosing their mental health issues, or accessing necessary support services.
There is still a perception that talking about any of these issues is showing weakness or incompetence leading employees to fear negative repercussions on their career advancement or job security.
Its naïve to think that mental health or time off are not considered negative factors when it comes to the next wage rise or promotion.
Programs to combat this issue include promoting education and awareness about mental health, fostering open dialogue and supportive environments, providing access to resources and support services, and actively challenging discriminatory attitudes and behaviours.
By addressing stigma head-on, organisations can create a more inclusive and supportive workplace culture where employees feel comfortable seeking help and accessing the resources they need for their mental wellbeing.
Are we trying to go too far with the happiness of our workforce?
In discussions we heard about the blurring of lines between terms like mental health, wellbeing, and happiness at work. To what extent is an organisation responsible for the well-being of its employees?
Organisations are responsible for creating a workplace and an environment that enables them to do their job to the best of their abilities while contributing to their job satisfaction. This might include providing skilled leadership and management, safe and inclusive work environments, fair compensation, opportunities for growth and development, a good work-life balance, and access to resources like mental health support. How far should organisations go on this journey? Are Maintenance and Reliability leaders responsible for the wellbeing of their teams, beyond these responsibilities?
Creating Strategic Advantage with Well-Being Initiatives
Well-being initiatives are viewed as attractive benefits for skilled professionals. These initiatives demonstrate that an organisation cares about the physical and mental well-being of its employees, making it more appealing to potential hires, particularly those with in-demand skills and experience.
As mental health and well-being firmly establishes itself as one of the preeminent challenges facing the community, it also has the potential to be a significant strategic advantage for organisations.
With such tight talent markets, organisations could present well-being initiatives which stand out from the rest. Participants were keen to understand how smart organisations are planning on using well-being as a lever for competitive advantage and skills.
Key Questions Raised by the Community:
• What are the real mental health needs and challenges faced by our employees?
• What resources and support systems can we provide to employees to enhance their mental wellbeing?
• How do we promote a culture of well-being?
• What programs have worked to create a culture of belonging?
• Can we coach resilience?
• Is there still a stigma or barrier to seeking help?
• What strategies can we implement to promote work-life balance and prevent burnout among our employees?
• How will we integrate mental health and wellbeing considerations into our organisational policies and practices?
• How can we foster a culture of psychological safety and openness where employees feel comfortable discussing mental health concerns?
• How do we manage employees’ expectations and demands when it comes to wellness?
• How do we teach listening and empathy skills?
