Maintworld Magazine 3/2025

3/2025 www.maintworld.com
maintenance & asset management
FROM COST TO
VALUE: HOW
NORWAY IS
RETHINKING
MAINTENANCE
page 18
European Industrial
Excellence in Focus:
Diego Galar at the
Helm of EFNMS page 10
JAN STOKER: HUMAN-CENTRIC MAINTENANCE FOR INDUSTRY 5.0 page 20

EDITORIAL
Print media is not
dead – it is alive,
stronger than ever
YOU ARE HOLDING THE
FRESHLY PRINTED MAINT-
WORLD – the voice and
trailblazer of the maintenance
sector, now carefully
crafted into a visual
magazine.
At Maintworld, we believe
that in today’s digital
era, print is more than
just a medium – it is an
experience. Print is tangible,
authentic, and valuable.
When a reader opens
Photo: Sami Perttilä
a magazine, they pause
and dive in – receiving a
calm, structured reading experience that leaves a lasting impression.
Well-curated print content is at its best personalized, multisensory,
and above all, trustworthy.
Of course, Maintworld is also easily accessible online and through its
newsletters. Going forward, we aim to further develop a content strategy
where print and digital complement each other seamlessly. While our belief
in print remains strong, we are equally committed to expanding our
digital services together with you.
Maintworld has reached its audience well online, too. Our ambition is
to offer members and readers the best possible combination: the quality
and presence of print alongside the speed and flexibility of digital.
In this issue as well, we want to open the world of maintenance as
broadly as possible. Be inspired and motivated. Share your feedback or
send us your story ideas – we are curious and highly motivated to create
the very best maintenance content for you.
Print lives on and thrives wherever a community values depth, trust,
and the opportunity to pause with important information. Print is not
yesterday – it is today’s premium and a strong partner for all of us working
in the field.
And that is precisely why our professional magazine is an investment
for you and the community you represent. Together, we want to strengthen
trust within the maintenance profession, build on our shared expertise,
and leave a lasting mark in our common story.
Jari Kostiainen
Editor-in-Chief, Maintworld
4 maintworld 3/2025
34
Galvatek's
Global
Transformation:
From Chrome to
Defense Industry

IN THIS ISSUE 3/2025
16
Machinery
Regulation
2027: The Clock is
Ticking for Safety,
Compliance and
Competitive Edge
=
40
What
the Future
Holds for Large-Scale
Floating Solutions
4 Editorial
7 EFNMS questionnaire
10
European Industrial Excellence in
Focus: Diego Galar at the Helm of
EFNMS
16
18
Machinery Regulation 2027:
The Clock Is Ticking for Safety,
Compliance and Competitive Edge
From Cost to Value: How Norway
Is Rethinking Maintenance
Human-Centric Maintenance for
20 Industry 5.0
22
24
28
32
34
Future-Proofing Maintenance:
Why Sustainable Asset
Management Is Mission Critical
Meet the Bright Minds Shaping the
Future of Maintenance
From Firefighting to Forecasting:
Van Geloven’s Journey Toward
Smart Maintenance
Future of Sustainability:
What Maintenance Leaders
Need to Know
Galvatek's Global Transformation
Toward Defense Industry
37
40
42
44
46
Rising Role of Smart Coatings
What the Future Holds for
Large-Scale Floating Solutions
Multitasking to keep course
Industrial AI to double
within a year
The New Arsenal of Military
Readiness Part I -
Eight Trends Transforming
Defence Maintenance
50 News
Issued by Finnish Maintenance Society, Promaint, Messuaukio 1, 00520 Helsinki, Finland, tel. +358 50 441 8915, Editor-in-chief
Jari Kostiainen, jari.kostiainen@kunnossapito.fi Advertisements Otso Aunola, +358 45 315 8233, otso@maintworld.com
Mika Säilä, +358 50 352 3277, mika.saila@totalmarketing.fi Layout Sirli Siniväli, sirli.fotod@gmail.com Printed by Savion Kirjapaino Oy
Frequency 4 issues per year, ISSN L 1798-7024 (print), ISSN 1799-8670 (online) Cover photo Luleå University & Sisteplant.
3/2025 maintworld 5

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QUESTIONNAIRE
Compiled: MIA HEISKANEN
What do you think is currently the biggest
challenge in industrial maintenance?
What is the top priority in solving it?
Our biggest challenge by far is attracting
the right people. Specifically mechanics with
a special focus on Electrical, Instrumentation
and Automation.
Jan Teun Koningen
Chairman, EFNMS EHSEC Committee
Manager Site Projects
Most of the top management don’t see
the unleashed potential in maintenance.
Christian Jorgensen Storm
Chairman EFNMS EMAC Committee
Foreman / Inspector / Supervisor
Today’s biggest challenge in industrial maintenance
is turning abundant data into dependable, scalable
decisions—hampered by skills gaps, fragmented systems,
and uneven trust in AI.
The top priority is to build disciplined assetmanagement
governance (aligned with ISO 55000)
and shift decisively to condition-based maintenance
at scale, underpinned by interoperable data architecture.
Pair that with targeted upskilling and humanin-the-loop
AI focused on clear ROI, safety, and reliability
outcomes.
Diego Galar
EFNMS Chairman
Professor of Condition Monitoring
Division of Operation and Maintenance Engineering
Luleå University of Technology
The biggest challenge in European industrial maintenance
is scaling the twin transition on the frontline: a structural
skills shortage/mismatch coincides with fragmented, noninteroperable
industrial data, slowing the diffusion of AIenabled
condition-based and predictive maintenance across
ageing assets. The top priority is to build a pan-European
“skills-and-data infrastructure”: align training and certification
to ISO 550XX:2024 and the EN/TC319 standards
(leveraging EFNMS), and deploy interoperable manufacturing
data spaces under the EU Data Act so asset data can
be shared and made AI-ready. This requires coordinated,
large-scale investment consistent with the Draghi report’s
competitiveness agenda.
Jan Stoker
Chairman EFNMS ETC Committee
Sr. Strategic Advisor Asset & Maintenance Management
Digitalisation and sustainability are reshaping
maintenance and asset management, driving
innovation and new ways of working. The
challenge, and the opportunity, is to integrate
these advances into asset lifecycle management,
share best practices, and embed them into
daily operations. By doing so, we can deliver
real impact and contribute to a stronger, more
sustainable future.
Timo Lehtinen
Executive director
Finnish maintenance society, Promaint
3/2025 maintworld 7

NEWS
Text: NINA GARLO-MELKAS Photos: TAPIO KATKO’S PHOTO GALLERY
Dispelling Myths
About Water Services
Water is invaluable to life, yet water services remain among the least
understood public infrastructures. A newly published book, Dispelling Myths
About Water Services, explores and debunks widespread misconceptions
that distort public understanding, hinder good governance, and endanger
sustainable management of this vital resource.
ORIGINALLY WRITTEN in Finnish and
now extensively revised in English, this
book draws on global case studies and
expert insights from six continents. It
challenges common assumptions about
water supply and sanitation—the invisible
lifelines of modern life—and urges
readers to view these systems with a
more informed, critical perspective.
In high-income countries, water
flows effortlessly from taps and disappears
down drains, often taken for
granted. Meanwhile, billions worldwide
lack reliable access to safe water
and sanitation, with nearly 1,000
children dying daily from waterborne
diseases. The authors argue that public
complacency, especially in wellserviced
regions, masks the complexity
and critical importance of water infrastructure.
The book emphasizes that much of
this infrastructure is hidden underground,
overlooked until failure occurs.
This invisibility fosters underinvestment
and vulnerability, threatening
public health and societal stability.
“In developed countries, the greatest
challenge is aging infrastructure
and insufficient investment in network
renewal,” says Tapio S. Katko, one of
the book’s key authors.
Tapio S. Katko is a Finnish water services
expert and former UNESCO Chair
(2012–2020), known for his global work
in infrastructure history, environmental
policy, and water governance.
“IN DEVELOPED COUNTRIES,
THE GREATEST CHALLENGE
IS AGING INFRASTRUCTURE
AND INSUFFICIENT
INVESTMENT IN NETWORK
RENEWAL,” SAYS TAPIO S.
KATKO, ONE OF THE KEY
AUTHORS OF THE BOOK.
Why Myths Matter
Water services refer primarily to the
provision and production of clean
water and sanitation—specifically, the
collection, treatment, and disposal
of wastewater. Stormwater management,
while related, is not the central
focus of the book.
Since 2010, the authors—researchers
from Tampere University’s
Capacity Development of Water
and Environmental Services team
(CADWES)—have identified recurring
misconceptions about water services
through lectures, interviews, and public
discussions. These myths range
from misunderstandings about water
sources and treatment technologies to
misconceptions about pricing, ownership,
and governance.
One prominent example, Myth
17, tackles the belief that privatising
water services inherently improves
efficiency and would increase competition.
The book examines the UK’s experience,
where privatisation in 1989
led to soaring customer bills, poor
infrastructure investment, and £64.4
billion in corporate debt by 2023. Despite
rising costs to consumers, companies
paid generous dividends and
avoided significant tax obligations.
8 maintworld 3/2025

NEWS
THE AUTHORS ARGUE THAT
PUBLIC COMPLACENCY,
ESPECIALLY IN WELL-
SERVICED REGIONS, MASKS
THE COMPLEXITY AND
CRITICAL IMPORTANCE OF
WATER INFRASTRUCTURE.
Instead of increasing competition,
privatised firms became regional monopolies—an
outcome that challenges
the very rationale behind privatisation
in essential public services.
Linking Water Services to
Global Goals
The book connects water governance
to broader global challenges, particularly
the UN’s Sustainable Development
Goals (SDGs). Reliable water
and sanitation services underpin
SDG 6 and are essential to progress in
health, education, poverty reduction,
and climate resilience and many other
SDGs as well.
The COVID-19 pandemic underscored
the fundamental role of
water in public health. Handwashing
emerged as a frontline defence, yet
billions still lack access to clean water.
The authors stress that investing in
sustainable water systems is crucial
PUBLISHING DATE:
4 SEPTEMBER 2025
• Publisher: IWA Publishing
(International Water
Association)
• Title: Dispelling Myths
About Water Services
• © 5 Sept, 2025 IWA Publishing
• DOI: https://doi.org/
10.2166/9781789064162
not only for routine health and hygiene
but also for navigating future
crises—from pandemics to conflicts
and climate disruptions.
Built on over 120 interdisciplinary
research projects, the book integrates
perspectives from engineering, health
sciences, economics, governance, and
environmental policy. Reflective essays
from professionals around the world
enrich the book’s core messages and
encourage readers to consider diverse
solutions for water service challenges.
An Open-Access Resource and
a Call to Action
By uncovering and explaining 21 core
myths, Dispelling Myths About Water
Services aims to bridge the gap between
scientific knowledge and public understanding.
Published as an open-access
book in both digital and print formats, it
is intended as a practical tool for educators,
decision-makers, and advocates of
sustainable development. It will be available
also as a print on demand version.
– Dispelling Myths About Water
Services is not just about water — it's
a deep dive into how infrastructure
is misunderstood, underfunded, and
poorly managed due to persistent
myths, explains Katko.
– For industrial maintenance professionals,
it provides a mirror: many
of the challenges, misconceptions,
and solutions discussed are directly
transferable to factories, plants, and
technical service operations. It’s a call
to revalue maintenance as a foundation
for resilience, sustainability, and
societal well-being, Katko adds.
3/2025 maintworld 9

LEADERSHIP
European Industrial Excellence in Focus:
Diego Galar at the
Helm of EFNMS
Text:
NINA GARLO-MELKAS
Photos: LULEÅ UNIVERSITY & SISTEPLANT
When Professor Diego Galar took over as Chair of the European Federation
of National Maintenance Societies (EFNMS) in May, he inherited not only the
leadership of Europe’s umbrella organisation for maintenance but also the
responsibility to redefine its role in a fast-changing industrial landscape.
BASED AT LULEÅ University of Technology
in Sweden, where he serves as
Professor of Condition Monitoring,
Galar is also Director of Technology
and Research at Madrid-based industrial
solutions company, Sisteplant.
This dual role keeps him grounded in
both academia and real-world industrial
challenges.
In his new role as Chair of EFNMS,
Galar is committed to advancing a progressive
vision that
ensures EFNMS
remains a strong
and influential
representative of
European maintenance
interests
both within the European
Union and
internationally.
As the Galar
puts it:
“Our mission is
not only to promote excellence in
maintenance but to embed it firmly
within the broader discipline of asset
management—ensuring that European
industry remains globally competitive,
technologically advanced, and sustainably
resilient.”
At its core, EFNMS exists to connect
and amplify expertise: “So that
we speak with one coherent European
voice.” “This is critical in international
AT ITS CORE, EFNMS EXISTS
TO CONNECT AND AMPLIFY
EXPERTISE: “SO THAT WE
SPEAK WITH ONE COHERENT
EUROPEAN VOICE.”
forums, whether we are shaping global
standards, influencing EU policy, or defining
the industrial research agenda.”
Painting the Future of
Industrial Maintenance
Galar anticipates that the European
maintenance industry will rapidly shift
from a reactive, operational task to a
proactive, strategic discipline, supporting
the entire value lifecycle of industrial
assets.
“In this future,
maintenance is defined
not by breakdowns
or scheduled
checks, but
by an ‘intelligence
layer’ that keeps
equipment continuously
healthy and
high performing.
Emerging technologies
are driving
this shift,” Galar explains.
Artificial Intelligence (AI), advanced
analytics, and predictive algorithms
will play an increasingly significant
role in identifying problems early, preventing
failures, and enhancing planning
and decision-making. Meanwhile,
robotics—from drones to tracked
crawlers—will increasingly operate in
hazardous or inaccessible areas, transmitting
real-time data to digital twins
10 maintworld 3/2025

LEADERSHIP
that replicate physical assets. Combined
with AI, these twins will predict
maintenance needs, support repairor-replace
decisions, and optimise
resources, enabling a truly conditionbased,
predictive approach.
While the efficiency gains from
such technological developments can
be significant, Galar stresses that the
human factor must remain a priority.
“Technology must go hand in hand
with human capability,” he emphasises.
“We need skilled professionals
to interpret AI outputs, validate digital
twin predictions, and manage robotic
systems within an asset management
strategy that balances risk, cost, and asset
lifespan.”
GALAR STRESSES THAT
MACHINES CAN FIND
ISSUES, BUT HUMANS
MAKE THE FINAL CALL.
The professor underscores the
importance of human expertise in
the face of technological progress. He
warns that an overreliance on automation
could lead to a loss of fundamental
knowledge about how machines work.
For him, the solution lies in Industry
5.0, a phase where people remain at the
center and technology supports rather
than replaces them.
“In Industry 5.0, technology is a
partner, not a substitute,” Galar explains.
Robotics will take on tasks
that are risky, physically demanding,
or repetitive—such as inspecting tall
structures, navigating pipelines, or performing
precision work in hazardous
settings—while AI analyses sensor data
to predict failures earlier than before.
Galar stresses that machines can
find issues, but humans make the final
call. “AI might detect a gearbox problem,
but it’s the engineer who must
consider the bigger picture, safety, and
long-term plans before deciding what
to do. For EFNMS, this means putting
people first: using AI and robotics to
provide better tools, richer data, and
safer work environments while respecting
human judgment.”
3/2025 maintworld 11

LEADERSHIP
Diego Galar works at Luleå University as a Professor of Operation, Maintenance and Acoustics at the Department of Civil, Environmental
and Natural Resources Engineering.
“The future isn’t about replacing
workers, but about raising their roles—
turning technicians into system designers,
supervisors into data analysts,
and engineers into strategic managers.
The best maintenance teams will be
those that combine human insight with
technological precision.”
Building the Foundations
of Industry 5.0
Translating the promise of Industry 5.0
into reality requires more than technology
and ambition, Galar reminds.
“It demands robust frameworks,
credible research, and supportive policy
to ensure AI, robotics, and digital
twins are deployed safely, effectively,
and with human expertise at the core.”
Galar highlights that under his
leadership, EFNMS will focus on three
interconnected pillars – standards,
research, and policy. This, he says, will
help steer the maintenance profession
through this transformation.
“Standardisation is not just technical,”
Galar explains. “It ensures innovations
like AI-driven diagnostics or
robotic inspections are implemented
safely, interoperably, and in ways that
maximise value across sectors.”
On the research front, EFNMS
will strengthen its role as a bridge
between academia and industry, ensuring
research is relevant, applied,
and scalable to help tackle Europe’s
most urgent maintenance challenges.
Current priorities include
AI prognostics, hazardous-environment
robotics, sustainable lifecycle
management, and even metaversebased
training. “Our role is to turn
academic insight into operational
best practice,” Galar notes.
The professor emphasises EFNMS's
role in advocating for maintenance as
a strategic enabler. The organisation
continues to push for recognition of
maintenance's importance, particularly
in the context of the European Green
Deal, the circular economy, and competitiveness
agendas.
“By the end of my term, I want EFNMS to
be recognised not only as Europe’s maintenance
authority but also as a global thought
leader, shaping how assets are managed,
maintained, and valued,” Galar says.
“This means pushing for frameworks
that incentivise investment in condition-based
maintenance, digitalisation,
and workforce development – ensuring
Europe leads rather than follows in the
next industrial revolution.”
12 maintworld 3/2025

LEADERSHIP
Empowering the Next
Generation
With discussions about work shortages
in many technical fields, including maintenance,
engaging young talent is not just
a strategic priority but a crucial necessity
for maintaining Europe's leadership in
industrial innovation. The active involvement
of young professionals is key to
shaping the future of maintenance and
ensuring its continued relevance in the
rapidly evolving industrial landscape.
“We need clear pathways for students,
graduates, and early-career
engineers to connect with our network,
contribute to projects, join working
groups, and see the scale of opportunities
available,” Galar says,
He adds that cross-border collaboration
is not just essential, but also a
cornerstone of EFNMS's approach.
“Maintenance challenges—from
AI-driven diagnostics to robotics in
hazardous environments and sustainable
lifecycle management—are global.
Involving young professionals in multinational
teams fosters knowledge
transfer and exposes them to diverse
approaches and innovations.”
ON THE RESEARCH
FRONT, EFNMS WILL
STRENGTHEN ITS ROLE
AS A BRIDGE BETWEEN
ACADEMIA AND INDUSTRY,
ENSURING RESEARCH
IS RELEVANT, APPLIED,
AND SCALABLE TO HELP
TACKLE EUROPE’S MOST
URGENT MAINTENANCE
CHALLENGES.
Galar notes that EFNMS’s extensive
network enables exchanges, mentorship
programmes pairing emerging
talent with seasoned experts, and
participation in EU-funded research.
“A young engineer in Portugal could
work alongside a robotics specialist
in Finland and a digital twin expert
in Germany—accelerating innovation
and ensuring continuity.”
Galar notes that nurturing talent
is not just about technical skills, but
also about building curiosity, adaptability,
and systems thinking—qualities
essential for integrating asset
management with the potential of
new technologies.
“We have to meet young professionals
where they are—online, connected,
and ready to collaborate in real time.
And we must cultivate not just technical
skills, but curiosity, adaptability,
and systems thinking.”
If the EFNMS Chair
Had One Message
When asked what single message he
would deliver to industry leaders, policymakers,
and young professionals,
Galar doesn’t hesitate:
“If I had to distil my message into
one call to action, it would be this:
treat maintenance not as a cost to be
contained, but as a strategic investment
in the future of your assets, your
organisation, and your people.”
MAINTWORLD: EUROPE’S VOICE IN MAINTENANCE & ASSET MANAGEMENT
Maintworld magazine bridges research,
industry, and policy—translating complex
developments, such as AI-driven predictive
maintenance or sustainability-focused asset
strategies, into practical insights.
“Maintenance is the invisible backbone
of industry,” says EFNMS Chair
Diego Galar. “When maintenace
work is performed well, no one
notices. When it’s neglected,
it suddenly becomes
the centre of attention –
usually for the wrong
reasons.”
Galar emphasises
that stronger
visibility is crucial,
as industrial media
effectively connects
asset reliability to
profitability, safety,
and sustainability.
Maintworld,
published quarterly and read worldwide,
delivers features, case studies, and
interviews spanning energy, transport,
manufacturing, and more—sharing best
practices across borders.
“My goal is to spark dialogue,
not just share ideas,” he adds.
“This exchange is the heart
of a strong professional
community, and Maintworld
is the ideal place for it.”
“Maintworld is more
than a media partner –
it’s a strategic ally,” Galar
says. “What works in one
country can be adapted in
another.” As digitalisation
and decarbonisation
reshape industry, the
magazine’s role grows—
producing thematic reports,
benchmarking, and expanding
into interactive formats.
3/2025 maintworld 13

LEADERSHIP
To industry leaders, Galar urges
placing maintenance and asset management
at the heart of strategy. The
era of reactive, invisible maintenance
is over. Today, it is a data-rich, technology-driven,
innovation-led discipline.
AI, robotics, digital twins, and condition-based
maintenance are no longer
emerging ideas—they are operational
realities that, when used strategically,
deliver measurable gains in performance,
safety, and sustainability. Those
who embrace this shift will lead; those
who ignore it will fall behind.
To policymakers, Galar calls for recognising
maintenance as a key enabler
of their agendas. The European Green
Deal, the circular economy, and industrial
decarbonisation all depend on assets
operating efficiently for as long as possible,
with minimal waste and maximum
safety. Policies that incentivise proactive
maintenance, accelerate the adoption
of advanced technologies, and invest in
workforce skills will not only strengthen
industries but also drive Europe’s environmental
and social progress, he notes.
And to young professionals, Galar’s
message is one of opportunity and purpose.
Maintenance and asset management
offer a career path that is intellectually
challenging, technologically
advanced, and socially relevant.
“This is the field where you can
work with robotics one day, AI algorithms
the next, and sustainability
strategies the day after. You will be
solving real problems that keep factories
running, infrastructure safe, and
societies functioning.”
The future of maintenance will be
integrated, autonomous, and intelligent,
Galar continues.
“If we work together—industry, academia,
policymakers, and professionals
across borders—we will not only keep
our assets in operation; we will ensure
that they operate at their best, delivering
value to both business and society
for decades to come.”
As a regular contributor to Maintworld
magazine, the EFNMS Chair
also highlights the role of industrial
media in driving this shift. By reporting
on innovations, sharing best practices,
and amplifying success stories, such
media can change perceptions—moving
maintenance from the background
to the centre of strategic conversations
on performance, sustainability, and
competitiveness, Galar concludes.
STANDARDISATION AND EU POLICY INFLUENCE:
HOW EFNMS MAKES A DIFFERENCE
EFNMS plays a crucial role in shaping European policies on maintenance, sustainability,
and industrial competitiveness. Rather than just observing, it works
closely with policymakers, offering practical, trusted advice based on real-world
experience in maintenance and asset management.
A significant part of EFNMS’s impact stems from its collaboration with standardisation
groups, including CEN, ISO, and IEC. Here, it helps create clear rules
for new technologies, such as AI, digital twins, and robotics, used in challenging
environments. As EFNMS Chair Diego Galar says, “standards act as the bridge
between technical innovation and regulatory acceptance.”
These standards facilitate the safe and confident adoption of new technologies
across European industries.
EFNMS also engages directly with European institutions to demonstrate that
effective maintenance is crucial to key initiatives such as the European Green
Deal and the EU’s Industrial Strategy. They explain how smart maintenance
reduces waste, digital tools improve efficiency, and robotics make work safer —
all of which help Europe meet its environmental and economic goals.
EFNMS also guides the types of research that should receive funding, focusing
on smart assets that can monitor themselves, advanced robotics, AI for predicting
failures, designing for reuse, and cybersecurity for connected systems.
Most importantly, EFNMS supports its advice with real-world examples. As
Galar says: “Real-world results speak more convincingly to policymakers than
theoretical arguments, showing them that well-managed assets are not only more
efficient but also more sustainable and more resilient.” By highlighting successful
projects, EFNMS is proving that maintenance is vital for Europe’s future green
and digital progress.
The European Federation of National Maintenance Societies (EFNMS) is the
leading umbrella organisation for maintenance and asset management across
Europe, representing 24 national societies. More than just a thought leader,
EFNMS backs its advice with real-world success stories. As Chair, Diego Galar
notes: “Real-world results speak more convincingly to policymakers than theoretical
arguments.” By showcasing proven projects, EFNMS demonstrates how wellmanaged
assets drive efficiency, sustainability, and resilience—making maintenance
a cornerstone of Europe’s green and digital transformation.
14 maintworld 3/2025

REGULATION
Text: MIA HEISKANEN Photos: ABB
Machinery Regulation 2027:
The Clock is Ticking for Safety,
Compliance and Competitive Edge
The new EU Machinery Regulation (EU) 2023/1230 takes full effect on January 20,
2027, replacing the long-standing Machinery Directive. It’s not just an update—it’s a
whole new rulebook. Are you ready to play by it?
THE OLD MACHINERY Directive
(2006/42/EC) has governed machine
safety and compliance for over two
decades, but its time is up. In its place
comes the Machinery Regulation
(EU) 2023/1230, bringing changes that
every OEM, automation specialist, and
maintenance professional in the EU—or
selling into the EU—must understand.
And this time, there are no opt-outs,
no delays, no loopholes: unlike a directive,
a regulation applies directly and
uniformly across all EU Member States.
Translation: you either comply—or
you’re out.
ABB’s recent webinar, led by standardisation
and certification specialist Anette
Wester-Odbratt and market developer
Andree Hoffmann, served up a timely
breakdown of what’s coming. Here’s what
Mainworld readers need to know—and do.
The regulation’s scope is broader
and tougher than ever. It now formally
includes “quasi-machinery”, digital
safety components (including software),
partly completed machinery, and
introduces new categories like related
products (e.g., sensors, slings, chains).
One of the most significant gamechangers
is mandatory third-party
“ARE YOU READY?”
CHECKLIST FOR
MANUFACTURERS:
Reviewed machine portfolio
for affected products
Identified if Annex I applies
Updated CE mark labeling
Shifted to digital
documentation
Prepared cybersecurity
protections
Established change-log
tracking for software
16 maintworld 3/2025

REGULATION
certification for six types of machinery
listed in Annex I, especially those with
self-evolving behavior or AI-driven
functions. For the first time, cyber risks
and software integrity are part of the
safety equation.
And this is not theoretical. From 2027
onwards, any new machinery placed on
the EU market must meet these standards.
Practically it means, if your machine
isn’t compliant, it isn’t sellable.
Even the documentation game
has changed. Manufacturers can now
provide digital-only instructions, but
customers can still request printed
manuals at the time of purchase. CE
markings also get a digital upgrade—
products certified by a notified body
must now include that body’s ID number
next to the CE mark. QR codes are
encouraged to streamline access to declarations
of conformity, instructions,
and technical files.
The regulation also raises the bar
for machine software updates, which
now require detailed logging of safetyrelevant
changes—retained for five
years and accessible by authorities. That
means more traceability and less room
for error—or excuses—when accidents
happen.
Then there’s "substantial modification",
a term now legally defined. If a
machine is modified post-market in a
way not planned by the original manufacturer—and
that change introduces
new hazards—it must be recertified
from scratch. Think of it as a forced reset
button on your compliance obligations.
One standout element in the new
regulation is its emphasis on cybersecurity
and communication integrity.
Machines must now withstand not only
physical stress but also intentional digital
interference—in line with the EU’s
Cybersecurity Act. A new standard, EN
50742, is in development to guide manufacturers
through these challenges.
Another critical evolution:
human-machine collaboration is addressed
with stricter rules. From ergonomic
design to minimizing psychological
stress when working near collaborative
robots, the regulation is catching up
with how automation functions today.
As for harmonized standards, over
850 are in the process of being revised or
transferred to align with the new regulation.
For machines not covered by an
updated harmonized standard, a full notified
body certification will be required.
TIMELINE: KEY DATES TO WATCH
• July 19, 2023 – Machinery Regulation enters into force
• NOW – Transition period (voluntary preparations, documentation updates,
training)
• January 20, 2027 – Machinery Regulation fully replaces Machinery Directive
• After Jan 20, 2027 – All new machinery must be compliant to be marketable
in the EU
MUST-KNOW CHANGES IN MACHINERY REGULATION 2023/1230
• Applies from: January 20, 2027
• Direct replacement for: Machinery Directive 2006/42/EC
• Mandatory third-party certification: For six machine types (incl. AI-enabled)
• New requirements on: Cybersecurity, corruption protection, remote/autonomous
machines
• Digital instructions allowed: But printable copies must be supplied on request
• Software updates: Must be logged and traceable for 5 years
• New term: “Substantial modification” may trigger full recertification
• Scope widened: Includes digital safety components, software, quasi-machinery
• New harmonized standard incoming: EN 50742 for corruption protection
WHERE SHOULD COMPANIES START?
• Audit your machinery portfolio: Which products fall under new rules?
• Engage your notified body: For those in Annex I, certification isn't optional.
• Digital infrastructure check: Are your instructions, labels, declarations QR-ready?
• Cyber-hardening your systems: Communication interfaces must be corruption-proof.
• Documentation and version control: Set up update tracking and change logs now.
REGULATION ALSO
RAISES THE BAR FOR
MACHINE SOFTWARE
UPDATES.
To sum it up, the EU Machinery
Regulation (2023/1230) marks a shift
in how machines are certified, documented,
and maintained across the continent.
It’s not a bureaucratic reshuffle—
it’s a digital, legal, and safety revolution.
ABB’s experts made one thing clear:
2027 is not far away. If you're waiting
until then to prepare, you’ve already
waited too long. This isn’t just about
ticking a regulatory box. It’s about
staying competitive in an industrial
world increasingly shaped by digitalization,
AI, and traceable accountability.
Companies that prepare now won’t
just be compliant—they’ll be ahead of
the curve.
3/2025 maintworld 17

MAINTENANCE SOCIETY
Text: NINA GARLO-MELKAS Photos: NORSK FÖRENING FOR VEDLIKEHOLD
From Cost to Value: How Norway
is Rethinking Maintenance
The Norwegian Maintenance Association (Norsk Förening for Vedlikehold, NFV) plays
an increasingly vital role in promoting best practices, competence development, and
strategic thinking across Norway's maintenance sector. With almost 200 corporate
and individual members, the association focuses on advancing the perception of
maintenance as a value-generating activity, rather than a cost centre.
FAHAD REHMAN, the current head of
the NFV association, is also responsible
for maintenance operations at Elkem, a
major Norwegian industrial company.
He has been on the association's board
for four years and is now serving his
third year as chairman.
"The mission of our association is to
help our members promote and structure
maintenance in a way that shows it creates
value," Rehman explains.
"We want to help them explain to management
that maintenance is not just an
expense, but a strategic investment for the
future."
Activities and Services
The Norwegian Maintenance Association
provides a range of services and events specifically
designed to meet the needs of its
members. These include quarterly online
meetings that are open and accessible to
all members, as well as in-person site visits
and networking events that encourage peer
learning and industry collaboration. In addition,
the association organises a range of
courses and conferences, with the flagship
programme being the World Class Maintenance
(WCM) certification.
Designed to be practical and accessible,
the WCM programme is based on
well-established European best practices
in maintenance and asset management.
It has recently been modernised
and partially digitised to meet the needs
of today's professionals better. One of
the key improvements is increased flexibility—participants
can now choose
to complete individual modules, such
as those focused on key performance
indicators (KPIs) or reliability, without
having to commit to the full certification
programme from the outset.
18 maintworld 3/2025
"We want our courses to be accessible.
That's why we now offer individual
modules as well as full programmes," says
Rehman.
Addressing Workforce and
Competency Gaps
A challenge faced across the Norwegian
maintenance sector is the recruitment and
development of skilled professionals. Like
many countries, Norway is struggling to
attract younger workers to industrial and
technical roles.
"It's not easy to find the right competence
anywhere right now, including
in Norway. Attracting young talent to
the maintenance industry is a challenge,
which is why we focus on offering practical,
low-threshold courses and certifications
to upskill people already in the field
and make the industry more accessible,"
Rehman explains.

MAINTENANCE SOCIETY
Digitisation and predictive maintenance
are seen as key to attracting younger
professionals to the industry. However,
Rehman notes that these technologies
require a solid operational foundation to
be effective—and many businesses, particularly
smaller ones, are not yet fully prepared
to implement them successfully.
"You need a competent organisation and
well-established processes in place before
you can truly capitalise on investments in
predictive maintenance," he explains.
"I have seen first-hand cases in which
millions were spent on predictive systems
without any return on investment. It led to
even more business disruptions—systems
would issue alerts, but no one knew how
to interpret them. You'd stop operations,
send someone to investigate, and still not
understand what was wrong."
Rehman stresses that the transition
from preventive to predictive maintenance
cannot be rushed. Companies must
first ensure that the fundamentals—such
as structured preventive maintenance
routines and adequate organisational capacity—are
entirely in place.
"That's the catch. Many companies still
lack the basics. Predictive maintenance
sounds appealing, but without the right
infrastructure and organisation, it simply
won't deliver the expected benefits."
Strategy and Future
Development
The NFV association's strategic focus in
recent years has prioritised member value.
Approximately 70% of the organisation's
efforts have gone into improving and refining
existing services, while the remaining
30% has supported development of
new offerings, Rehman explains.
Among the new initiatives is an upcoming
asset management programme, designed
with the same modular approach as
the World Class Maintenance programme.
"We're also developing smaller, topicspecific
courses that people can choose
from, depending on their needs. That
makes our training more flexible and relevant."
The State of Maintenance
in Norway
According to Rehman, key focus areas
in the Norwegian industry today include
safety, profitability, and environmental
responsibility.
"Safety is a top priority. Many companies
run their internal safety programmes.
Profitability and environmental impact
follow closely."
Board members from left to right: Jan Erik Salomonsen, MainTech AS, Fahad Rehman,
Elkem ASA, Nils Martin Rugsveen, Equinor ASA, Svein Daae, AMOF-Fjell Process
Technology AS, Mina Bjerke, Elkem ASA, Janecke Pemmer, PWC
NORWEGIAN MAINTENANCE
ASSOCIATION – KEY FACTS
• Name: Norsk Förening for Vedlikehold
(Norwegian Maintenance
Association)
• Leader: Fahad Rehman (Head
of Maintenance, Elkem)
• Members: Approx. 200 (companies
and individuals)
• Services: Member meetings,
courses, conferences, certifications
• Flagship programme: World
Class Maintenance (with modular
format)
• Commercial partner: Quality
Norway (for tailored internal
training)
• Website: www.qualitynorway.no
This focus is reflected in both operational
practices and strategic decision-making.
Companies are increasingly expected to
demonstrate how their maintenance strategies
support emissions reduction, regulatory
compliance, and responsible resource
use. In many cases, maintenance teams are
directly involved in sustainability efforts,
such as energy efficiency improvements
and equipment lifecycle management.
Rehman says that the association collaborates
with Quality Norway, a commercial
training provider jointly owned by the association
and two other organisations. Quality
Norway delivers tailor-made internal
training programmes for companies upon
request, often focusing on topics such as
safety management, condition monitoring,
and reliability-centred maintenance.
"Some companies have asked for assistance
in developing their internal programmes,
and our partnership with Quality
Norway enables us to support them
with customised content and delivery,"
Rehman notes.
External Cooperation and
Industry Trends
Rehman continues that although the association
is a founding member of the European
Federation of National Maintenance
Societies (EFNMS), active cross-border
collaboration has not been a top priority in
recent years.
"We currently have limited structured
cooperation with other national associations.
Following the COVID-19 pandemic
and the war in Ukraine, the industry has
become increasingly volatile. We are
focusing on strengthening our internal offerings
before expanding externally."
Post-pandemic changes have also altered
how the association delivers value to
its members. Online participation has increased,
while physical course attendance
has become more unpredictable.
"Virtual meetings are easier to join—
but also easier to leave. We are adapting to
that shift and rethinking how we structure
our events."
With a renewed focus on modular
education, digital access, and member
support, the Norwegian Maintenance Association
is helping to modernise industry
understanding of maintenance as a driver
of long-term value.
Fahad Rehman believes that his dual
role—as association head and corporate
maintenance leader—creates synergies.
"It gives me insight into both the challenges
and the opportunities in the industry.
That knowledge helps us steer the
association in a direction that benefits our
members."
3/2025 maintworld 19

EDUCATION
Text: MIA HEISKANEN Photo: SHUTTERSTOCK
Human-Centric
Maintenance for
Industry 5.0
For Jan Stoker, Researcher & Strategic
Advisor for Asset & Maintenance
Management, the transition from Industry
4.0 to Industry 5.0 marks a fundamental
shift: “Technology is no longer the goal—it’s
the tool that helps us create sustainable,
resilient, and human-centric value.”
JAN STOKER
is Strategic Advisor for Asset & Maintenance
Management at the Ministry of
Infrastructure and Water Management in
the Netherlands. He is founder of SSAMM
and SSAMM Academy, Visiting Fellow at
Cranfield University (UK), Chair of the
European Training Committee of EFNMS,
and active in the EU Community of Practice
on Industry 5.0. With more than 30 years’ experience, he
combines practical expertise with academic teaching and is a
recognised authority on ISO 55000:2024, RCM, OEE, and sustainable
asset management.
“Step into any maintenance department and you’ll see both”,
Stoker says. “Younger professionals (the digital natives) navigate
dashboards and AR interfaces with ease, while their more experienced
colleagues (the digital immigrants) recognize subtle signs
in equipment behaviour that no algorithm can yet interpret. The
challenge is not to replace one with the other, but to combine
them. That mix is our strength.”
This intergenerational blend, Stoker emphasizes, is fundamental
to building resilience in Industry 5.0. As he explains in his recent
insights on generational dynamics, Digital Natives—Millennials
and Gen Z who grew up with data, smart technologies, and
AI collaboration—bring agility and digital fluency to maintenance
operations. Meanwhile, Digital Immigrants—Baby Boomers and
Generation X who witnessed the evolution from CMMS to riskbased
maintenance and ISO 55000 implementation—contribute
deep judgment, tacit knowledge, and process mastery.
"These two digital cultures view Asset & Maintenance Management
through very different lenses," Stoker notes. "Where Digital
Immigrants value structured processes, standards, and deep
experience, Digital Natives emphasize agility, connectivity, and
continuous innovation. Both perspectives are valid—but too often,
they operate in parallel rather than in synergy."
The key, according to Stoker, lies in creating frameworks that
connect these generational approaches. His Asset & Maintenance
Management Lemniscate and SSAMM Maintenance Landscape
Model provide what he calls "a shared language, rooted in standards,
where both experience and innovation can thrive."
"It's not about speed alone," he adds. "It's about combining perspectives
to ensure long-term value. In Industry 5.0, where humancentric,
resilient, sustainable, and intelligent systems converge, bridging
these digital mindsets isn't optional—it's essential."
New roles are emerging as well. One is the “information steward,”
who guarantees the accuracy and accessibility of operational
data. The other is the “AI model trainer,” who ensures that intelligent
systems align with international frameworks such as ISO
55000:2024 and CEN/TC 319. “When these two roles work in harmony,
AI stops being a mysterious black box and becomes a trustworthy
partner,” Stoker explains. “That’s when digitalisation truly
serves the human, not the other way around.”
Education becomes the bridge to this future. Training programmes
must remain rooted in Reliability-Centred Maintenance,
FMEA, and condition-based maintenance, yet be modular and
adaptive enough to integrate new technologies in the Maintenance
5.0. “Immersive learning is essential,” he notes. “Federated twins
and VR simulations allow people to practise real-world complexity
without real-world risk.” Stoker also predicts that scenario-based
“disruption drills” will become more common, preparing professionals
to adapt when supply chains break down or extreme weather
interrupts operations.
International certification is another corner stone. EFNMS
qualifications such as the European Maintenance Manager (EMM)
and European Maintenance Technician (EMT) provide Europewide
recognition, while WPiAM’s CAMA and Global Certification
Scheme ensure global mobility. “Certification gives us a shared
language of competence,” he says. “It allows professionals to move
20 maintworld 3/2025

across borders with credibility and organisations to know exactly
what skills they are hiring.”
But competence alone is not enough. Diversity is equally critical.
“We cannot afford to leave talent untapped,” Stoker argues.
Gender balance widens the pool, but neurodiversity brings unique
capabilities. He points out that “many neurodiverse professionals
excel at pattern recognition, lateral thinking, and creative
problem-solving. These are exactly the skills needed for Industry
5.0, where challenges are complex and non-linear.”
Some countries are already leading the way. Finland integrates
human-centric digitalisation and neurodiverse inclusion into its
education system. Germany has modernised its dual apprenticeship
model to include AI and sustainability. The Netherlands embeds
ISO and EN standards directly into higher education, while
Sweden actively recruits underrepresented groups into engineering
programmes. “These are best practices Europe should share
more widely,” Stoker notes. “Cross-border collaboration ensures
no country is left behind.”
Looking ahead, Stoker envisions 2035 as a milestone. By
then, he believes maintenance education will have matured into
a stable yet agile learning ecosystem. “Its stability will come from
timeless standards and proven methodologies,” he says. “Its agility
will come from modular design that adapts as technology
changes. Professionals will follow two clear but complementary
paths—information stewards and AI model trainers—working in
deliberately mixed teams of digital natives, digital immigrants, and
neurodiverse thinkers.”
And above all, education will no longer be seen as a phase of
professional life, but as an ongoing ecosystem shaping industrial
culture itself. “By 2035, education won’t just prepare people for
jobs,” Stoker concludes. “It will shape a culture where technical
excellence, sustainability, resilience, and human-centric values
are inseparable.”
GIS
Next
Generation
EAM
BIM
PdM
AI
Mobile
APM
AIP
BI
PPM
TWO EMERGING ROLES
Information Steward: Maintains data accuracy and accessibility,
ensuring that decisions are based on trustworthy
information.
AI Model Trainer: Develops and validates AI systems so
that they follow internationally recognised standards.
Together, these roles make sure AI is a transparent partner
in decision-making — not an uncontrollable black box.
INSIGHT – HOW TO FUTURE-PROOF TRAINING
Stoker highlights three essentials for training programmes
in the Industry 5.0 era:
• Scenario-based learning: Use digital twins and AR/VR
to simulate real-world disruption.
• Modular design: Allow rapid updates when new tools
or standards emerge.
• Certification pathways: Ensure that skills are recognised
beyond borders (EFNMS & WPiAM).
“The goal is not just to keep up with change, but to
design training that thrives on change,” Stoker says.
PERSPECTIVE – DIVERSITY AS A STRATEGIC ASSET
Diversity is more than fairness — it’s a resilience strategy.
• Generational mix: Digital natives bring agility, digital
immigrants bring tacit wisdom.
• Neurodiversity: Many excel in pattern recognition and
unconventional problem-solving.
• Gender balance: Expands the talent pool and widens
perspectives.
“Complex challenges need complex thinking,” Stoker
notes. “Diversity is how we future-proof our teams.”
Many companies use their Enterprise Asset Management
(EAM) system mainly as an electronic card index or a
digital work order system, unaware of the possibilities it
has for Asset Management. EAM Systems like Maximo,
IFS Ultimo, HxGN EAM and SAP EAM have evolved
tremendously. They now offer functionalities for Asset
Investment Planning, Project Portfolio Management,
Asset Performance Management, Business Intelligence
and Predictive Maintenance. Major steps have also been
taken in the field of Mobile, GIS and BIM integration.
Are you ready for Next Generation EAM?
Our VDM XL experts can assist you with further
professionalisation and automation of your Maintenance
& Asset Management organisation.
www.mainnovation.com

SUSTAINABILITY
Text: NINA GARLO-MELKAS Photos and images: BEMAS
Future-Proofing Maintenance:
Why Sustainable Asset Management Is Mission Critical
Sustainability has become a decisive factor in industrial competitiveness,
shaping how companies invest, operate, and survive. For Europe’s maintenance
professionals, this shift offers both a challenge and an opportunity: embracing
energy-efficient, low-emission practices is now vital for long-term success.
Backed by the Interreg North-West
Europe program, the project aims to train
professionals working in Maintenance,
Overhaul, Repair and Engineering on how
to adopt sustainable asset management at
industrial production sites.
The MORE4Sustainability project
kicked off with a study revealing that
companies maintaining consistent effort
over nine years are achieving up to a
30% reduction in emissions and energy
consumption —a figure with both environmental
and economic significance.
From optimal parameter settings to a complete process reengineering – every production
site can unlock opportunities for higher energy efficiency and lower emissions
THE EU’S tightening emissions policy—
especially the Emission Trading System
(ETS)—means companies will soon pay
more for every ton of CO₂ they emit.
While the number of emission allowances
is shrinking, prices are simultaneously
rising sharply.
“If you don’t act now, you’ll be forced
to buy expensive allowances later. It
takes time to reduce emissions—it’s
not something you fix overnight,” Wim
Vancauwenberghe, Director at BE-
MAS warns, “and under the current
economic conditions, energy-efficient
production plants already enjoy a major
competitive advantage today.”
The Challenge and the
Opportunity
“Sustainability isn’t just about reporting.
It’s about awareness, goal setting, and –
above all – execution. And maintenance
and asset management professionals are
right at the centre of it,” says BEMAS’ Vancauwenberghe.
“Sustainability in asset management
isn’t achieved with one big leap—it’s built
through many small, consistent actions,”
continues Mark Haarman, Managing
Partner at Mainnovation, a consulting
firm that specializes in maintenance and
asset management for companies in industry,
fleet, and infra.
“Actions like cleaning filters, precisely
aligning and balancing rotating equipment,
or upgrading drives may seem
minor on their own, but collectively they
make a significant impact on reducing an
organization’s environmental footprint,”
Haarman adds.
Introducing
MORE4Sustainability
The MORE4Sustainability project funded
by the European Union and initiated by
the Belgian Maintenance Association (BE-
MAS), reveals how industrial maintenance
and asset management teams can become
powerful agents of change toward more sustainable
and profitable European industry.
The Framework:
Four Key Areas
BEMAS’ Vancauwenberghe says that
strategy definition is at the core of the
MORE4Sustainability framework. You
start with translating the company’s
sustainability strategy into the asset
management strategy. Then, in a specific
sequence, you can focus on sustainability
optimization in the following areas:
1. Asset Portfolio Optimization –
Electrify systems, retire inefficient
equipment, and invest in modern, lowemission
assets.
2. Asset Health Optimization – Apply
predictive maintenance and precision
care to reduce energy use.
3. Energy Consumption Optimization
– Maximize energy efficiency and minimize
energy waste.
4. GHG Emission Optimization – Implementing
strategies and actions
focused on minimizing GHG and other
pollutant emissions.
Training is the Cornerstone
The MORE4Sustainability report offers
companies a much-needed practical roadmap
for transformation.
“The framework is grounded in realworld
success stories, modern strategies,
and proven methods that help companies
22 maintworld 3/2025

SUSTAINABILITY
Energy Efficiency
Improvement
Thermal
Energy Loss
Prevention
Thermal
Energy
Recovery
& Reuse
Electrical
Energy
Optimization
Asset Energy
Efficiency
Care
Energy
Consumption
Optimization
Production
Process
Reengineering
Predictive
Maintenance
Asset Health
Optimization
Sustainable
AM Strategy
Asset Portfolio
Optimization
Sustainable
Asset
Replacement
cut greenhouse gas emissions and boost
energy efficiency—without sacrificing reliability
or profitability,” Vancauwenberghe
explains.
One of the project’s key outcomes is a
comprehensive online training program
designed for technical professionals at all
levels. The course is available in English,
German, French, and Dutch, making it accessible
across much of Europe.
“So far, over 500 professionals have
taken part in one of the different training
formats.”
“We offer introductory trainings, inperson
classroom sessions, and also a full e-
learning course that includes certification.”
The e-learning course is free to access,
and those who complete the program and
pass the final exam earn the title of Certified
Sustainable Asset Management Practitioner—the
first designation of its kind
in Europe.
“Our goal is for participants to return to
their companies as ambassadors for sustainable
maintenance and implement at
least one sustainability initiative.”
Policy Backing and
Business Value
So, what’s the fastest way to make European
industry more sustainable? With high
energy prices and strict emissions targets
approaching, policymakers have a key role
to play. But instead of relying solely on
penalties, experts are urging a shift toward
positive incentives—such as ISO certification
programs, subsidies, and other supportive
measures.
“Yes, rising CO₂ prices will push
companies to change. But we also need
High Precision
Maintenance
GHG
Emission
Optimization
Plant
Electrification
Fugitive
Emission
Prevention
GHG
Capturing
& Reuse
Renewable
Energy
Generation
GHG Emission
Reduction
M4S Framework: The MORE4Sustainability Framework presents an overview of
measures that contribute to the company’s sustainability goals.
7 PRACTICAL TIPS FOR
GREENER MAINTENANCE
1. Clean filters regularly – even
small blockages waste energy
2. Switch to LED lighting – fast
ROI, lower emissions
3. Adopt predictive maintenance –
less downtime, less energy loss
4. Balance & align machinery –
improves energy efficiency
5. Insulate heat/cold systems –
reduces energy waste
6. Install smart meters – track
real-time consumption
7. Train your team – knowledge
leads to impact
rewards and support: investment aid,
standards, training subsidies. Especially
for SMEs,” says Mainnovation’s Haarman
Mark Haarman – an expert behind the
MORE4Sustainability study.
Governments could, for example, use
ETS revenues to fund training programs
or introduce accelerated depreciation for
sustainable retrofitting and electrification
projects, Haarman suggests.
When asked for concrete examples of
how sustainable maintenance benefits
businesses, Mark Haarman points to one
clear finding from the study: Companies
that have been early adopters of sustainable
asset management have achieved, on
average, a 10% improvement in energy efficiency
every three years.
What’s notable is that these gains can
often be made without major capital investments—simply
by optimizing maintenance
practices. Predictive maintenance, for instance,
does not only increase reliability and
uptime, but it also eliminates excess energy
consumption by faulty equipment and energy
waste by idle running when a part of the production
process is down.
Meanwhile, high precision maintenance
practices not only extend the lifespan of
rotating equipment, but also significantly
impact energy efficiency. Companies that
integrate sustainability into their full asset
management approach—from strategic planning
to renewable energy—are seeing fast
payback and stronger long-term value.
“In terms of financial value, a 1% sustainability
improvement can generate higher
ROI than equivalent maintenance cost or
uptime gains,” Haarman says.
Bridging the Gap
According to the industry experts at BEMAS
and Mainnovation, the lack of a clear framework
and tools has been one of the main
reasons why many maintenance & asset
management organizations are lagging in
the sustainability transition.
“Many companies are committed to climate
targets at the corporate level,” says Vancauwenberghe,
“However, the connection to
daily practices on the shop floor is often missing.
This training helps bridge that gap.”
The MORE4Sustainability approach is
applicable to both organizations already
implementing sustainability and those who
may not yet have a structured approach to
sustainability.
“Whether you're on the shop floor or in
a strategic role, you can make a difference.
Sustainability in maintenance is not just for
big players—it’s accessible to SMEs too,” says
Mark Haarman.
Next Step for the Industry
As companies work toward 2030 climate
goals, the demand for measurable sustainability
action within operations will only
grow. Training and certification in sustainable
asset management may soon become
a baseline expectation, driven by ESG auditors,
customer procurement requirements,
and tightening EU regulations.
“This project needs to spread like oil—in
a positive way,” Vancauwenberghe says.
“One trained person can inspire a complete
team and start implementing the
best practices. The MORE4Sustainability
program helps them to set ambitious but realistic
goals and shows concrete examples of
how to achieve them. By offering the training
online for free we hope to further scale
up the project’s impact.”
Further details, including access to the training and certification pathway, can be found at:
3/2025 maintworld 23
https://more4sustainability.nweurope.eu

RISING STARS
*Academic Awards
for Excellence in
Maintenance: the Master
Thesis Award (MTA) and the
PhD Thesis Award (PTA)
Sponsored by:
Salvetti Foundation
Delivered on the:
EFNMS Euro
Maintenance event.
Compiled by MIA HEISKANEN
Meet the Bright Minds Shaping
the Future of Maintenance
The EFNMS Thesis Award* is one of the most prestigious recognitions for emerging
talent in the European maintenance and asset management community. Last
year’s winners, Aleksanteri Hämäläinen and Camilla Munther, earned the honor for
research that combines technical depth with real-world impact. In this Q&A, they
share what sparked their work, how their findings can be applied on the ground —
and where they see themselves and industry heading next.
Camilla Munther
1.
Let’s start with your story:
What’s your background, and
how did you end up working on
this particular research topic?
I have a background in automation and
production engineering. My first real
contact with industrial maintenance came
about 15 years ago. During my bachelor’s
degree in automation and mechatronics,
I worked part time as an automation
engineer installing patented technology
for sootblowing. The system didn’t just
change how the sootblowers operated
— it also provided valuable data to the
maintenance department. I remember
a technician’s reaction when we showed
the new interface: 'You mean we’ll get an
alarm if the steam valve doesn’t open as
expected?'. Today, many of us take that
kind of alarm for granted. For them, at
that time, having access to real-time data
on expected versus actual steam flow was
revolutionary. It meant they could act
proactively, preventing serious damage to
expensive equipment. So, even if the main
selling point for this new technology was
for operational purposes, it became clear
that it also could be used to increase the
24 maintworld 3/2025
maintenance performance. But that required
a change of their work processes.
Maintenance wasn’t a major topic during
my university studies, but I ended up
doing my master’s thesis on quantifying the
effects of maintenance using discrete event
simulation. A few years later, I got the opportunity
to start a PhD at Chalmers University
of Technology, working in a research
group focused on production service and
maintenance systems. My PhD journey was
driven by a desire to understand how people,
processes, and strategies must align to
successfully implement new technologies
and ways of working in maintenance. This
led me to explore Smart Maintenance as an
organisational innovation — a perspective
that I believe is essential for meaningful
and sustainable change.
2.
In a nutshell, what’s your
thesis about — explained as
if to a maintenance professional
over coffee?
My thesis is about helping maintenance
organizations and all targeted employees
become more skillful, consistent, and
committed to working with Smart Maintenance.
The key is to treat Smart Maintenance
not only as a technical upgrade, but
as an organisational innovation.
By viewing Smart Maintenance
through the lens of innovation theory, we
can better understand how to implement
it. In my thesis, I use five innovation characteristics:
relative advantage, compatibility,
complexity, trialability, and observability.
Financial calculations alone aren’t
enough — there must be a true belief in the
relative advantage of Smart Maintenance.
Compatibility means aligning initiatives
with existing values and norms, starting
at a point that fits the current state of the
organization. Complexity can be reduced
by breaking down change into smaller,

RISING STARS
manageable steps, which also increase the
trialability that allows experimentation.
Observability ensures that progress and
results are visible and measurable. The
maintenance manager’s task and responsibility
become to lead people in change,
rather than being a technical leader.
In my thesis, I propose a cyclical, sixstep
process that supports Smart Maintenance
implementation:
1. Benchmark the organisation.
2. Set clear goals.
3. Define strategic priorities.
4. Plan key activities.
5. Elevate implementation.
6. Follow up.
Combined with the insights gained from
the perspective of organizational innovation,
this process can be used as a framework
to guide organizations in being more
skillful, consistent, and committed to
Smart Maintenance.
3.
From the lab to the shop
floor: How could your
findings be applied in
real-world maintenance
or asset management settings?
In Sweden, we benefit from strong collaboration
between industry and academia,
which allows research to be conducted
very close to the shop floor. I’ve worked
closely with several industrial companies,
and the cyclical process I propose in the
thesis is designed to be applicable by industrial
maintenance managers. Smart
Maintenance implementation will look
different in every organisation, but my
findings offer a framework to follow.
A handful of industry practitioners
have literally read each word in my thesis.
From cover to cover. As a researcher who
is driven by industrial impact, that is probably
one of the most awarding compliments
you can get from industry. I see this
as a validation that my research is relevant
and applicable for real-world settings.
4.
Research is rarely a straight
road: What were the toughest
hurdles you faced, and
how did you overcome them?
To be honest and a bit personal: the vulnerability
that comes with doing a PhD is
tough — the feeling of constantly exposing
your thinking and work. I became very
aware of the importance of how I expressed
myself (both in text and speech),
always striving for clarity and quality. It’s
a demanding process, both mentally and
emotionally. Luckily, I was surrounded by
amazing people. My supervisor and colleagues
I had during the PhD studies were
always encouraging and supportive. Their
feedback helped me refine my ideas and
continue to always try to do a bit better.
5.
Industry 5.0 is all about
people, sustainability,
and resilience: Where do
you see your research fitting
into this bigger vision?
My research fits naturally into the Industry
5.0 vision because it emphasizes the human
side of technological change. Smart Maintenance,
when treated as an organizational
innovation, becomes a way to empower
people — not replace them. It´s about making
the whole organization more skillful,
consistent, and committed to Smart Maintenance.
It supports resilience by helping
organizations and all targeted employees
adapt to change, and it contributes to sustainability
by enabling more efficient and
proactive use of resources.
Inspired by principles from innovation
management, my work encourages
maintenance leaders to foster creativity,
challenge existing routines, and actively
seek untapped value. It’s about building a
culture of learning and exploration. This
aligns with Industry 5.0’s emphasis on
human-centric, sustainable, and resilient
production systems.
6.
Women in maintenance and
asset management: From
your perspective, how can
the sector attract more
women and create an environment
where they can thrive?
We need to highlight female role models,
offer mentorship opportunities, and foster
inclusive cultures where different perspectives
are valued. It’s also important to
challenge outdated stereotypes and show
that maintenance is a dynamic, forwardlooking
field where women can lead, innovate,
and make a real impact. Maintenance
and asset management are no longer just
about fixing machines — they’re about
strategy, innovation, and people. This appeal
to a diverse range of professionals,
including women, who bring valuable perspectives
to the field.
7.
What significance has receiving
the EFNMS Thesis
Award had for you personally
and professionally?
Receiving the EFNMS Thesis Award was a
great honor! Anyone who has done a PhD —
or supported someone through one — knows
the level of commitment it requires. To have
that work recognized at a European level is
incredibly validating. Personally, I´m full of
pride and motivation. Professionally, it led
to a wider network and potential collaborations.
I look forward to advancing maintenance
and asset management together with
my new contacts!
8.
Looking ahead: If you
could choose, what would
be the next big challenge
for researchers and
industry professionals to tackle in
your field?
Rather than a single “next” challenge, I see
a continuous and evolving one: integrating
Smart Maintenance into broader organizational
strategies. We need to move from asking
“How do we implement this technology?”
to “How do we evolve our organization to unlock
its full potential?” That means developing
new models, metrics, and mindsets that
reflect maintenance’s expanding role in digitalized
and human-centric production systems.
Inspired by innovation management,
maintenance leaders should be encouraged
to explore untapped value rather than
solving the problems we have today, foster
cross-functional collaboration, and formulate
a clear vision for how maintenance contributes
to the company’s future. This shift
requires time, resources, and a willingness to
challenge traditional ways of thinking — but
it’s essential for long-term competitiveness
and sustainability. Like innovation leaders
promote freedom to explore and experiment,
maintenance leaders must create space for
discovering untapped values — and connect
maintenance to the company’s broader vision
and competitiveness.
9.
Your own next chapter:
What’s next for you —
more research, industry
work, teaching, or something
else entirely?
Right now, my focus is on being a mom of
two — I’m on parental leave and enjoy this
chapter of life. At the same time, I’m staying
connected to the field, keeping an eye on
ongoing applications for new research projects,
as well as planning a conference presentation.
From January 2026, I’m excited
to return to research and I look forward to
collaborating with other researchers in the
field, as well as industry partners, aiming to
continue contributing to the development
of maintenance as a strategic and innovative
function.
3/2025 maintworld 25

RISING STARS
Aleksanteri Hämäläinen
1.
Let’s start with your story:
What’s your background, and
how did you end up working
on this research topic?
I first got into coding in high school
at the Päivölä School of Mathematics,
which led me to study computer
science at Aalto University. I was
similarly first introduced to AI and
deep learning in high school, and it
has fascinated me ever since. That’s
why I ended up majoring in Machine
Learning, Data Science and Artificial
Intelligence.
As I was searching for a topic for a
thesis during the last year of my master's,
I was contacted about a topic
on AI and condition monitoring by a
doctoral researcher I had worked with
earlier on a group project. I had pretty
much no experience in mechanical
engineering but was promised that
the topic was very interesting on the
AI side of things and that the data
was good. In retrospect, I very much
disagree with the quality of the data,
but realizations about the problems
with the data have become the next
interesting topic I have pursued, so it’s
not like I’m complaining. As a side effect,
I’ve also ended up learning quite a
bit about mechanical engineering and
signal analysis, which I’m certain will
be useful in the future.
26 maintworld 3/2025
2.
In a nutshell, what’s your
thesis about — explained
as if to a maintenance professional
over coffee?
My thesis addresses the challenge of using
deep learning models for condition
monitoring of rotating machines, particularly
when data is limited. In most
cases it’s not possible to have fault data
from every operating condition, such as
varying rotating speeds.
Furthermore, even machines of the
same model can differ because of manufacturing
tolerances, installations,
and usage histories. In my research, I
demonstrated how few-shot learning,
prototypical networks, and careful
consideration of operating conditions
can be used to get condition monitoring
models to work well for gear fault
diagnosis in scenarios not covered
during the training. The findings specifically
showcase good generalisation
over rotating speed, which commonly
varies in rotating machines, and sensor
locations, which represent differences
between machines.
3.
From the lab to the shop
floor: How could your
findings be applied in realworld
maintenance or asset
management settings?
Many companies involved in condition
monitoring are already using AI
in some manner or are experimenting
with ways to do so. My thesis offers
a way to approach some of the key
challenges, particularly generalisation
over operating conditions and
machines. Additionally, the important
parts are not overly complex to implement.
Instead of encouraging others
to exactly replicate what I have, I hope
they will integrate my findings into
their own work and ideas. I’d be very
glad if my research helped someone
to overcome a long-standing problem
in their systems or sparked an idea of
“Aha, this is how I’ll get it to work!"
4.
Research is rarely a
straight road: What were
the toughest hurdles you
faced, and how did you
overcome them?
The ever-present problem in using
deep learning for condition monitor-

RISING STARS
ing is the lack of high quality, publicly
available datasets. The current ones
generally have a good selection of rotating
speeds and loads, but the ones
most often used in research all lack essential
elements, such as long enough
samples, multiple instances of the included
fault types, repeated setups, or
sufficient healthy data.
The results of training a deep learning
model on 10 seconds of fault data
and testing it on the next 10 seconds
of the same run do not significantly
correspond with real world performance.
The aim is not to recognise
one exact fault instance, but all faults
of the same type. The vibrations of
a test rig in a lab do not significantly
change within minutes either, so the
model could be based on its predictions
on the vibration signatures of the
installation, manufacturing errors of a
component, or even background noise.
This same problem was a concern
in my thesis, and ultimately it was
only partially overcome. My thesis
includes results where model training
and testing were conducted with sensors
located in different parts of the
powertrain in addition to just splitting
the data by time. These changes in
sensor location introduce significant
changes to vibration signatures, simulating
changes between two different
machines. I was happy with this solution
for my thesis but have since then
strived for even more realistic test
scenarios, by using entirely separate
datasets for training and testing.
5.
Industry 5.0 is all about
people, sustainability,
and resilience: Where do
you see your research fitting
into this bigger vision?
Wind farms are a perfect example of a
setting where condition monitoring is
essential for numerous nearly identical
rotating machines. Increasing the
uptime of wind turbines and decreasing
their maintenance costs could
help increase their portion of energy
production.
6.
What significance has receiving
the EFNMS Thesis
Award had for you personally
and professionally?
I’m very honored to have received the
EFNMS award. It showed that there is
real interest in the topic and that what
I was working on was worth pursuing
further. I sincerely hope my next findings
will garner similar, and hopefully
even greater, interest.
7.
Looking ahead: If you
could choose, what would
be the next big challenge
for researchers and industry
professionals to tackle in
your field?
I would like to see the creation of
better public datasets for research.
The ARotor Lab recently published
the Aalto Gear Fault Dataset, which
includes measurements from multiple
healthy and faulty gears and
repeated installations of the faulty
gears. I hope other research groups
will include these elements in future
datasets they publish.
However, it would be even more
beneficial to have a company publish
a dataset containing real fleet data.
I of course understand that a lot of
data may not be publishable, but I’m
sure there is some data that would be
at its most valuable when many researchers
are working on developing
new methods for it. It wouldn’t even
have to be highly curated, I’m sure
some desperate doctoral researchers,
such as I (wink wink), would
quickly make a cleaned version.
Afterwards, I would like to see improvements
in testing methods to better
reflect real-world usage. What is
the point of publishing papers with
accuracy close to 99.99% if the results
are only relevant to academia?
8.
Your own next chapter:
What’s next for you —
more research, industry
work, teaching, or something
else entirely?
I’m currently working on a PhD at the
Aalto ARotor Lab focusing on the same
topic as my master's thesis, so you
could say my next chapter was not very
different from the previous one. As I
am writing this, I am at the University
of New South Wales in Australia for an
exchange with a research group here, so
the topic of condition monitoring has
taken me to interesting places. After
my PhD, I’m leaning towards industry
work as the most likely next step.
As I mentioned earlier, I strongly
believe that significant progress in AI
based condition monitoring is best
achieved with larger amounts of higher
quality data, which is unfortunately
limited in public research. I also enjoy
working on problems where I can see
more immediate real-world benefits
than is common in academia. However,
I am not saying that is the only option. I
got into this topic by taking a chance on
an interesting opportunity and that is
the plan for my next step too.
3/2025 maintworld 27

CASE STUDY
Text: NINA GARLO-MELKAS Photos VAN GELOVEN
From Firefighting to Forecasting:
Van Geloven’s Journey Toward
Smart Maintenance
Van Geloven, a McCain company in the Netherlands, has moved from reactive to
predictive maintenance by embracing data, new technologies, and a cultural shift.
Since 2020, some of its sites have reduced downtime from 20% to under 4%, with
teams leading improvements and AI increasingly supporting operations.
WHEN Nico Castelijn, Director of Engineering
& Maintenance Appetisers
CE, joined Van Geloven five years ago,
he encountered a familiar scene from
many manufacturing companies: decentralised,
reactive maintenance teams
focused on "putting out fires" instead of
avoiding them.
“Maintenance teams were proud
firefighters,” he recalls. “They’d fix
breakdowns successfully but weren’t
necessarily thinking about how to stop
them from happening again, perhaps
even the next day.”
Drawing on over 20 years of experience
in various industries, including the
pharmaceutical industry—where traceability
and preventive measures are crucial—Castelijn
launched a long-term, data-driven
transformation project across
Van Geloven’s multiple sites, located
in both the Netherlands and Belgium.
Building the Foundation:
Role Clarity and Structure
One of the first steps in Van Geloven’s journey
toward a more predictive maintenance
model wasn’t technical—it was structural.
“Before you talk about dashboards,
you have to define roles,” he says. “What
does a maintenance manager do? A
planner? A reliability engineer? We
created those profiles and aligned them
across sites.”
28 maintworld 3/2025

CASE STUDY
TACKLING THE SKILLED
WORKER GAP
With consistent role expectations and
a clear job structure in place, the foundation
was laid for a culture shift—from
reactive repair to proactive optimisation.
Transforming the maintenance culture
across multiple sites required time
and leadership, Castelijn notes. Some
teams adjusted in six months; others
took over a year. One key strategy was
leveraging internal peer learning.
“Transforming the culture required
more than new systems—it demanded
trust, education, and internal champions,
ones who brought the new way of
working to colleagues.”
Castelijn encourages peer learning
between sites. He urges his teams to
visit one another, share experiences,
and learn collectively as part of the
company’s transformation journey.
He says that monthly cross-site meetings
have become collaborative platforms
at Van Geloven where technicians present
real cases and share dashboard insights.
Through this, ownership increases,
and a proactive mindset takes hold.
“I tell our maintenance teams: take
a company car, drive to another site,
spend the day there. Show your work,
share your problems, and learn from
each other,” he explains. “That peer
connection is what changes mindset.”
Data Becomes a Daily Habit
One of the most impactful breakthroughs
in streamlining operations was
the integration of Power BI dashboards
into daily routines, says Castelijn.
“Every morning at 7 a.m. sharp,
teams gather to review the past 24
hours of data—equipment breakdowns,
performance metrics, and maintenance
schedules—all displayed in real-time.
This consistent, data-driven approach
has replaced reactive, blame-oriented
discussions with a culture of collaboration
and root cause analysis.”
By making key operational insights
instantly visible and accessible, the
dashboards have not only improved
transparency but also accelerated
decision-making and problem-solving
across departments.
Castelijn adds that the company
uses unified definitions: if a breakdown
causes two hours of lost production—
even if only 30 minutes was repairing
time—that whole time is logged as technical
downtime. This clarity promotes
cross-functional accountability and
realistic planning.
Power BI and CMMS
Integration: Turning Data
into Action
Castelijn explains that in the past, each
site used its separate maintenance
system (CMMS), which wasn’t connected
to the company’s SAP or finance
systems. Because these systems didn’t
communicate with each other, it wasn't
easy to track trends or compare performance
across sites.
Power BI dashboards, which were
initially managed by an external provider,
were brought in-house and linked
to both the CMMS and the production
efficiency system (OEE). This enabled
the comparison of production losses
and maintenance activities in real-time.
“The dashboards are part of the 7
a.m. routine now,” Castelijn says. Teams
In his interview with Maintworld,
Nico Castelijn shared his perspective
on a growing challenge facing
the maintenance industry: a shortage
of skilled technicians.
Like much of Europe, the Netherlands
is experiencing a chronic lack
of technically trained workers, particularly
those with hands-on experience
in industrial environments.
To address this, Van Geloven
has adopted a flexible workforce
model, employing a mix of 60%
permanent staff and 40% freelance
specialists. This enables the company
to remain agile while addressing
skills gaps. More recently, Van
Geloven has also started recruiting
qualified technicians from abroad,
particularly from countries such as
South Africa.
“Most young Dutch workers do
not receive in-depth technical education
anymore,” Castelijn explains.
“But technicians from countries
such as South Africa often come
with multiple certifications, strong
practical experience, and high levels
of discipline.”
Looking ahead, Castelijn
believes that bridging the technician
gap will require both more
innovative use of AI tools and strategic
global recruitment.
“As technician shortages grow
across Europe, companies will need
to get creative. Automation, data,
and international hiring will be key
parts of the solution.”
review the past 24 hours—failures, root
causes, and upcoming PM tasks. It’s not
about blame. It’s about learning and prioritising
together.”
This integration helps teams plan
downtime, optimise resources, and
reduce unplanned stops. Maintenance
and production data now share a common
language.
Mobile Tools and Real-Time
Logging
Castelijn emphasises that usability has
been crucial in making digital tools successful.
Today, technicians use mobile apps and
QR/barcode scanners to log work orders,
parts used, and failure data instantly.
“Technicians aren’t always keen on
admin,” says Castelijn. “So, we made it
3/2025 maintworld 29

CASE STUDY
easy for them. Now everything’s captured
in real time—accurate, fast, and
easy to share.”
In 2025, Van Geloven began piloting a
new AI module in its CMMS at the company’s
Tilburg site. The tool quickly answers
technician queries by pulling data from
past incidents and technical manuals.
“It’s not replacing our technicians—it’s
empowering them,” Castelijn
explains. “Especially for junior staff or
independent workers, it reduces time
wasted hunting for information.”
The pilot proved so successful that Tilburg
became the first of McCain’s 58 global
sites to adopt CMMS-integrated AI.
Data-Driven KPIs Driving
Change
To accelerate its shift from reactive to
predictive maintenance, Van Geloven
has made data a central part of its strategy.
At the heart of this approach is a set
of carefully chosen key performance
indicators (KPIs) that guide day-to-day
operations, long-term planning, and
cross-site comparisons. These KPIs
provide a clear view of what’s working,
what needs attention, and where resources
should be focused.
The main KPIs tracked include:
• Technical downtime percentage –
Measures how much production
time is lost due to technical failures.
• Planned vs. unplanned maintenance
ratio – Highlights the balance between
proactive and reactive work, aiming to
reduce unexpected breakdowns.
• Mean Time to Repair (MTTR)
and Mean Time Between Repairs
(MTBR) – Indicators of equipment
reliability and repair efficiency.
• Maintenance cost breakdowns
– Tracks spending on preventive versus
reactive maintenance, helping to
optimise budget allocation.
• Internal vs. external labour usage –
Provides insight into workforce efficiency
and the use of third-party
contractors.
• Schedule adherence – Measures
how closely planned maintenance
activities follow the schedule, supporting
operational discipline.
By closely monitoring these metrics,
Van Geloven can benchmark progress
across its various sites, identify best
practices, and continuously refine its
maintenance strategy.
“More than just numbers, these KPIs
help create a culture of accountability
and continuous improvement—ensuring
maintenance is not just a support
function, but a key driver of operational
performance,” Castelijn says.
A Model for Maintenance
Transformation
Today, Van Geloven’s facilities are
approaching world-class standards
in maintenance. In some locations,
technical downtime has dropped
from 20% to below 4%, thanks to a
shift toward predictive maintenance,
root cause analysis, and empowered
teams.
Maintenance crews are now developing
and leading their own improvement
initiatives, while AI has become
an integral part of the daily workflow—
assisting with planning, decision-making,
and efficiency.
LESSONS IN CHANGE
LEADERSHIP
Van Geloven’s maintenance transformation
has been as much about
people as it has been about technology.
Castelijn’s leadership style is
rooted in experience—he began his
career as a trained technician, worked
shifts on the shop floor, and gradually
advanced into management. That
background gives him credibility with
teams and helps drive cultural change.
“Technicians listen because I’ve
done their job,” he says. “And I tell
them—if I stayed in one job too long,
I would stop learning. That mindset
applies to everyone.”
According to Castelijn, effective
change leadership starts small and
scales gradually.
His recommended approach includes:
• Standardising job roles to eliminate
confusion and overlap
• Making the dashboard use a
daily habit to build data literacy
• Appointing internal ‘champions’
to lead by example and encourage
peers
• Allowing teams to present
and own their data, fostering
accountability and pride
Castelijn’s message to other maintenance
leaders is clear: success doesn’t
come from technology alone. It comes
from engaging people, setting clear
expectations, and building a culture of
continuous learning and ownership.
“This kind of transformation doesn’t
happen in six months,” says Castelijn. “It
takes three to four years, strong leadership,
and a deep commitment to collecting
and maintaining quality data,” he
advises other maintenance managers.
His most significant
piece of advice?
“If your CMMS data is poor, AI won’t
help you. Garbage in, garbage out.”
In today’s competitive global market,
where agility and efficiency are non-negotiable,
predictive, data-driven maintenance is
no longer a nice-to-have—it’s a necessity.
“Companies that don’t embrace this direction
will fall behind,” Castelijn warns.
“Predictive maintenance isn’t just
smart—it’s survival.”
Van Geloven’s journey proves that with
the right vision, sustained commitment,
and a supportive culture, even traditional
manufacturing operations can lead the
way in digital transformation.
Key Takeaways for Maintenance
Leaders
• Downtime Reduction: Cut from
20% to under 4% in two years through
focused root cause analysis.
• Agile Teams: 60% internal staff, 40%
freelancers to maintain flexibility.
• AI support: AI integrated with the
CMMS can save time and assist less
experienced staff in making better decisions.
Currently, at Van Geloven, AI is
still in the testing and deployment phase
only at the Tilburg site, but it is expected
to be rolled out more broadly across other
locations in the upcoming two years.
• KPI Discipline: Focus on MTTR
(Mean Time To Repair), MTBF (Mean
Time Between Failures), technical
downtime %, planned vs. unplanned
ratio, and schedule adherence.
• Change Timeline: True digital and
cultural transformation takes 3–4
years of consistent effort.
A key step in Van Geloven’s digital transformation
has been the development and
internal hosting of Power BI dashboards,
which are now fully integrated with both
the company’s Computerised Maintenance
Management System (CMMS)
and Overall Equipment Effectiveness
(OEE) system. This integration enables
real-time tracking and analysis of maintenance
activities alongside production
losses, allowing for more informed decision-making
at all levels.
30 maintworld 3/2025

The
Ecosystem
of the
Ecological
Transition
NOVEMBER
4 — 7, 2025
RIMINI
EXPO CENTRE
Italy

RESEARCH
Text: MICHAEL HANF Pictures: IMAGE II TAKEN FROM A VIDEO OF A GRANDLUND SEMINA – IMAGE I IRA HANF
Future of Sustainability:
What Maintenance Leaders Need to Know
By Michael Hanf, sustainable business strategist and lead author of the Future of
Sustainability 2025 study, published by VTT Technical Research Centre of Finland.
THE MAINTENANCE and asset management
sector plays a critical role in the
sustainability transition. Well-planned
and well-executed maintenance does
not just keep assets running. It enables
energy and resource efficiency, prolongs
equipment life, safeguards operational
resilience, and supports the shift to lowcarbon
and circular business models.
The Future of Sustainability 2025
study, which I authored, identified 87
trends and 5 megatrends shaping the coming
decades. Many of these developments
are directly relevant for maintenance
strategies and point to the sector’s growing
influence in achieving both operational
and sustainability goals.
From linear to circular
maintenance models
The transition from a reactive “repair when
broken” approach to proactive, circular
maintenance models is gathering pace.
Manufacturers are increasingly designing
equipment for multiple life cycles, modular
upgrades, and easy refurbishment.
For maintenance teams, this means
finding ways to extend asset lifespans
through predictive analytics, remanufacturing
components instead of replacing
them, and working with suppliers to enable
take-back and reuse.
These approaches reduce waste, minimise
the need for virgin materials, and lower
the overall environmental footprint of operations.
For example, some industrial pump
manufacturers now offer full-service models
where pumps are monitored remotely, refurbished
on schedule, and kept in continuous
rotation, reducing downtime, optimising
energy use, and conserving materials.
Digital twins as a core tool
Digital twin technology is rapidly moving
from pilots to everyday practice, giving
32 maintworld 3/2025
ABOUT THE
AUTHOR:
Michael Hanf
is a sustainable
business strategist
and the
lead author of
the Future of
Sustainability
2025 study, published by VTT Technical
Research Centre of Finland. He has over
25 years of international experience in
strategy, innovation, and sustainability,
working with companies, policymakers,
and research organisations to help integrate
sustainability into core business
strategies. Michael is also the host of
two podcasts, The Circular Coffee Break
and The Future of Sustainability, which
explore the trends, innovations, and
leadership approaches shaping a sustainable
future.
maintenance teams a powerful tool for both
operational and sustainability performance.
Real-time virtual representations of assets
make it possible to simulate wear, stress, and
performance under a variety of conditions.
This capability allows for earlier detection of
issues, optimal scheduling of interventions,
and more efficient use of spare parts.
A Nordic energy company, for instance,
used digital twins of its wind turbines
to reduce maintenance costs by 20
percent, extend service intervals by more
than 30 percent, and optimise power
output, demonstrating the direct link
between maintenance innovation and
improved energy efficiency.
Climate-resilient infrastructure
As climate change increases the frequency
of extreme weather events and shifts operating
conditions, the role of maintenance in
ensuring resilience becomes more strategic.
Maintenance teams are now expected
to not only keep assets in service but also
enhance their ability to withstand heat,
flooding, and other environmental stresses.
This may involve using more heat-resistant
materials, elevating critical systems
above potential flood levels, or adjusting inspection
and service intervals to match new
climate realities. These measures protect
operational continuity, reduce downtime,
and help safeguard both economic performance
and environmental outcomes.
Upskilling the workforce
Sustainability-driven changes require new
skills for maintenance professionals. Technicians
now work with AI-driven analytics
tools, understand material recycling and
circular processes, and incorporate sustainability
metrics into maintenance decisions.
Leading companies are investing in training
that combines traditional mechanical
knowledge with data literacy, environmental
awareness, and systems thinking.
This integration allows maintenance
teams to make operational choices that
directly improve resource efficiency and
environmental performance, while also
strengthening their organisation’s ability
to adapt to emerging challenges.
The business case for action
When viewed through a sustainability
lens, the benefits of advanced maintenance
strategies become even more
compelling. Circular models reduce total
cost of ownership and material demand.
Digital tools increase uptime and energy
efficiency. Climate resilience protects productivity
and reduces risk.
Skilled teams can deliver higher-value
services that align with both operational
excellence and environmental responsibility.
Maintenance is not only a technical
function. It is a strategic enabler of ef-

RESEARCH
ficiency, resilience, and sustainable value
creation.
Where to start
A practical first step is to assess your
asset base in terms of both operational
performance and sustainability potential.
Identify opportunities where circular approaches
can replace linear ones, where
digital tools can boost efficiency, and
where climate adaptation is most urgent.
Start with pilot projects, track measurable
outcomes, and scale successful initiatives.
Engaging maintenance teams from
the outset is critical, as they often hold the
most valuable insights into how to achieve
these goals in practice.
The future of maintenance will belong
to organisations that integrate sustainability
into every aspect of asset care, using
maintenance not just to keep things running,
but to drive efficiency, resilience, and
long-term business success. The opportunities
are already here. The challenge is
deciding who will lead the way.
TOP 5 ACTIONS FOR
MAINTENANCE LEADERS
1. Integrate sustainability into
maintenance KPIs
Track energy efficiency, resource use, and
waste reduction alongside uptime and reliability
metrics.
2. Adopt predictive and conditionbased
maintenance
Use sensors, data analytics, and digital
twins to prevent failures, extend asset life, and optimise energy use.
3. Enable circularity in asset management
Refurbish and remanufacture components, implement take-back systems,
and work with suppliers on reuse strategies.
4. Build climate resilience into asset care
Adapt materials, designs, and service schedules to withstand extreme
weather and changing operating conditions.
5. Invest in workforce upskilling
Equip teams with data literacy, sustainability awareness, and systems
thinking to drive innovation on the shop floor.
3/2025 maintworld 33

SUCCESS STORY
Galvatek's Global Transformation
Toward Defense Industry
How a Finnish surface treatment specialist
transformed crisis into opportunity by pivoting
from traditional surface treatment to aviation
and defense industry.
Text: MIA HEISKANEN
Photo: GALVATEK
ONCE KNOWN for expertise in industrial
surface treatment needs, Galvatek
now designs high-tech automated
surface treatment lines for
the aviation and defense industries.
In a discussion with CEO Lasse
Vilminko, we explore how the Finnish
company navigated a pandemicdriven
collapse, found unexpected
growth in defense industry, and
positioned itself for the next phase
of automated manufacturing.
The Automation Advantage.
"We deliver precision technology
34 maintworld 3/2025

SUCCESS STORY
for aviation and defense industries,"
says Vilminko. "Surface treatment
itself isn't rocket science—the technologies
have been around for decades.
What sets Galvatek apart is full
automation. We've been doing that
since the 1980s."
This focus on complete automation
became Galvatek's differentiator
as labor costs made traditional
mass production uncompetitive. The
company needed to find markets
where premium technologies were
justified by demanding technical requirements.
In the early 2000s, Galvatek began
targeting the aviation sector, where
automation, reliability, and complete
traceability are non-negotiable.
"Aviation is highly regulated.
Everything must be traceable and
inspected multiple times. If a component
fails, we need to know exactly
what treatment it received, when,
and by whom," explains Vilminko.
"That level of requirement justifies
high-end technology and demands
best-in-class automation."
The strategy paid off. Today, Galvatek
supplies automated surface
treatment lines to major players
like Rolls-Royce, Pratt & Whitney,
Lufthansa Technik, and Turkish
Technic. Building these relationships
required years of proving reliability
and meeting stringent certification
requirements.
Crisis and Recovery. Then came
COVID-19. With the majority of rev-
Lasse Vilminko.
THE SYSTEMS WE INSTALL
TODAY MUST BE INTELLIGENT.
WE'RE WORKING TOWARD
PREDICTIVE MAINTENANCE
AND REMOTE DIAGNOSTICS.
enue from aviation, Galvatek faced
an existential threat when global
fleets were grounded.
"We were in the middle of active
projects when the bottom dropped
out. Some customers hit pause, others
cancelled completely. It was dramatic,"
Vilminko recalls.
In a difficult situation, Galvatek
decided to return to industries familiar
from the company’s history,
which turned out to be more challenging
than expected.
“We learned a lot from the COV-
ID years. But now, we’re looking
ahead,” Vilminko says confidently."
Recovery came faster than expected
as passenger volumes rebounded
strongly, even exceeding
pre-pandemic levels by 2023. Postponed
European investments began
flowing again, creating new opportunities.
Defense Emerges as Growth
Driver. The real surprise came from
the defense industry. Galvatek's previous
work with defense company
NAMMO on surface treatment lines
for 155mm artillery shells suddenly
became highly relevant as European
nations ramped up ammunition production.
"We didn't even budget for defense
projects in 2024. Now it's
our fastest-growing segment," says
Vilminko. "The scale of demand,
especially due to the war in Ukraine,
took everyone by surprise."
Galvatek has evolved beyond
being an equipment supplier for
surface treatment to become a complete
technology integrator, delivering
end-to-end systems including
robotic handling, zinc phosphating,
and coating solutions.
Finland's NATO membership has
accelerated international interest.
"Currently, we're delivering to three
NATO countries, and that visibility
has generated inquiries from other
alliance members. Some contacts
surprised us—we had to ask how
they found us," Vilminko notes.
Global Operations, Local Flexibility.
Vilminko admits managing
simultaneous projects across different
continents can present logistical
challenges, but Galvatek's subcontracting
model provides strategic
advantages. The company manufactures
nothing itself, instead relying
on a vetted global network.
"That's our competitive edge,"
explains Vilminko. "It lets us be
agile. We can optimize for each
situation—build complete systems
in Europe for smaller projects
or build entirely on-site for large
installations."
3/2025 maintworld 35

SUCCESS STORY
Building International Teams.
Rapid growth has accelerated hiring
and talent acquisition has been easier
than expected due to Finland´s current
market situation. The Lahti based company
now employs nine nationalities
beyond Finnish staff, with English as
the main working language.
“The situation isn´t as challenging as
one might think. Finland´s industrial
downturn over the past years has actually
helped us. The Lahti region has significant
industry presence, and many
large companies have had major workforce
reductions,” Vilminko explains.
The industrial contradiction has
created also a need for an international
talent pool to support Galvatek
expansion. “We´ve recruited across
all departments – project managers,
sales engineers, automation specialists,
designers.”
However, Galvatek's niche requires
extensive onboarding. New hires need
months to master the company's specialized
automation approaches and
industry requirements, as the company
rarely finds candidates with direct experience
in their highly specialized field.
Technology Evolution. Galvatek
continues advancing its automation
platforms, participating in Finland's
initiative to develop AI-enabled processes.
The company is also expanding
after-sales services to support its expanding
global installation base.
"The systems we install today must
be intelligent. We're working toward
predictive maintenance and remote
diagnostics. Our customers expect it,"
Vilminko adds.
Managing Success. Current challenges
stem from success itself.
"We're stretched, in a good way.
The volume of work is intense," says
Vilminko. "Managing growth while
maintaining quality and developing
new capabilities, that's our daily
challenge."
International trade tensions add
complexity, though Galvatek's flexible
subcontracting model provides some
protection from tariff changes and supply
chain disruptions.
Dual Pillars Strategy. Today,
Galvatek stands on two strong pillars:
recovering aviation demand and
surging defense requirements. Both
sectors offer multi-year visibility,
with defense investments expected
to continue through 2030.
"We have solid foundations now,"
concludes Vilminko. "Aviation growth
is accelerating globally, especially in
Asia. Defense spending will remain elevated
for years. These business pillars
give us confidence for both medium
and long-term planning."
Energy Sector Opportunities.
Looking ahead, Galvatek sees potential
in emerging energy sectors, particularly
within green hydrogen and small
modular reactors (SMRs).
"We're already supplying equipment
for a strategic hydrogen project
in Denmark," Vilminko notes.
"And don't underestimate SMRs.
Companies like Rolls-Royce are betting
billions on modular nuclear. We
intend to be ready when those technologies
scale."
These sectors require the same
rigorous surface treatment standards
that Galvatek delivers for the aviation
industry, potentially providing natural
expansion opportunities as these industries
mature.
36 maintworld 3/2025

TECHNOLOGY
Text: VAULA AUNOLA Photos: SHUTTERSTOCK
Rising Role of
Smart Coatings
New self-healing, anticorrosive, and antimicrobial coatings can reduce maintenance
costs, and their use is expected to increase in the coming years.
SMART COATINGS may change their structure or appearance
when exposed to heat, humidity, mechanical stress or chemical
changes such as corrosion. Some are even designed to
react to microbial growth.
The scope of applications is broad. In 2011, researchers
developed a spray-on antenna that, at a thickness of 8 microns
or less, could give electronics
wireless connectivity.
In 2016, another group created
a smart paint that reacts
to the metal tip of specialized
canes to help pedestrians
with visual impairments
navigate.
IN THE AUTOMOTIVE SECTOR, SELF-HEALING
CLEAR COATS HAVE BEEN IN USE FOR YEARS.
Manufacturers in other industries can also make use
of similar solutions. While self-repairing paints cannot
restore extensive mechanical damage, they can prevent
scratches, chips and surface warping from developing
into deeper structural issues. New developments have
improved performance as well. A study in 2022 demonstrated
a paint that was
able to fully recover within
just 30 seconds when exposed
to heat.
Such coatings are particularly
valuable for machinery
operating in demanding conditions.
Self-Healing
Capabilities
One of the most notable
advantages of
certain smart paints
in industrial maintenance
is their ability
to repair themselves.
In the automotive
sector, selfhealing
clear coats
have been in use
for years. These coatings
typically contain
polymers that react
to sunlight, releasing a
resin that hardens quickly
within the paint.
Color-Changing
Smart Paint
Another category
of smart
coatings does
not repair damage
but reveals
it more clearly.
Coatings that
respond to the
chemical changes
presented by
corrosion are
a common and
advantageous
example.
Severe rust is
clearly visible to the
3/2025 maintworld 37

TECHNOLOGY
naked eye, but this degradation is not always easy to see
in its earliest stages. A rust-reacting paint can produce a
more dramatic color difference, so technicians can recognize
the need for repairs before structural damage occurs.
Smart paints may not offer the same
in-depth analysis as an IoT maintenance
sensor. They do make some
amount of condition-based care possible,
which leads to fewer breakdowns
and avoids unnecessary repairs.
ONE OF THE MOST
NOTABLE ADVANTAGES OF
CERTAIN SMART PAINTS IN
INDUSTRIAL MAINTENANCE
IS THEIR ABILITY TO REPAIR
THEMSELVES.
Anticorrosive and
Antimicrobial Coatings
Some reactive coatings go a step
further by slowing or stopping corrosion
once it is detected. One example,
adapted from a NASA-developed
paint, releases anticorrosive agents
when pH levels indicate rust. Although
it cannot completely prevent corrosion, this approach
can cut maintenance costs by as much as 50 percent
by limiting how far the damage spreads.
When combined with color-changing indicators, such
coatings make repair work more efficient. Slowing corrosion
until a technician can intervene is especially useful
for smaller operators who may not always have maintenance
staff available.
Antimicrobial coatings offer a comparable advantage. Using
naturally antimicrobial substances
such as silver strengthens the protective
qualities of paint, preventing the
growth or spread of bacteria, fungi or
other contaminants. Semiconductor
fabs and pharmaceutical production
facilities will see the biggest improvements
from this use case.
Electronics Protection
Many uses of smart paint act as alternatives
to IoT- and AI-based maintenance,
but the same technology can
also complement these systems to
improve their performance. Reactive
coatings help safeguard sensitive electronic components,
ensuring that advanced systems remain reliable.
Antimicrobial, dust-resistant and scratch-healing layers
can keep sensors in good condition, preventing contamination
that could interfere with measurements. By reducing
38 maintworld 3/2025

TECHNOLOGY
these risks, smart coatings support higher data quality and
consistency in IoT and AI applications such as predictive
maintenance. With poor-quality data costing businesses millions
each year, even small improvements in reliability can
lead to major savings.
In other cases, facilities may apply smart paints to shield
solar panel cells from sun damage or to react to heat in ways
that boost efficiency. These adjustments can lower the longterm
maintenance costs of renewable
energy and help manufacturers reach
their climate goals more easily.
Smart Paint Challenges
Smart coatings offer a wide range of applications
in factory maintenance, but
the technology is not without its limits.
These paints can address only minor
damage and cover a restricted set of operating
concerns.
As such, smart paints can push facility
maintenance investments further, but
they cannot replace other innovations
entirely. This may lead to high upfront
costs, even if the coatings themselves are not expensive compared
to IoT and AI technologies.
Many of the most disruptive smart coating applications
are also in their early stages. More dramatic self-healing,
damage prevention and reactive polymers have not seen
extensive real-world testing, especially in their newer, more
promising forms.
Smart Coatings Market
The economic potential of smart coatings is significant.
Market researchers estimate that the global smart coatings
industry was valued at $6.34 billion in 2024 and is expected
to reach $7.9 billion in 2025, reflecting an annual growth rate
of roughly 25 percent. Longerterm
projections suggest that the
ALTHOUGH IT CANNOT
COMPLETELY PREVENT
CORROSION, THIS APPROACH
CAN CUT MAINTENANCE COSTS
BY AS MUCH AS 50 PERCENT
BY LIMITING HOW FAR
THE DAMAGE SPREADS.
sector could even surpass $19
billion by 2029 if current trends
continue. The Asia-Pacific region
was the largest segment of the
smart coatings market in 2024
and is expected to be the fastestgrowing
region in terms of market
share.
Key drivers include demand
for corrosion protection, antimicrobial
properties and self-healing
materials. Industries such as
automotive, aerospace, construction
and energy are expected to lead adoption. In northern
regions, anti-icing and de-icing nanocoatings are emerging as
a growing niche.
Sources: American Coatings Association (ACA), The Business
Research Company, revolutionized.com
25 – 27.11.2025
NUREMBERG, GERMANY
Unfold the
world of
Industrial AI
34th international exhibition
for industrial automation
Automation astounds.
With every new facet.
The SPS – Smart Production Solutions has been the home of the automation
industry since 1990, welcoming start-ups and global players alike to drive
industrial development. It’s where technologies thrive, people come together,
and ideas take flight. As industrial AI takes centre stage, a world of opportunities
for productivity and efficiency awaits.
Come and experience the latest industry innovations!
Bringing Automation to Life

FUTURE
Text: MIA HEISKANEN Photos: JARI KOSTIAINEN
Photo: Jari Kostiainen. Original photo (DKO Architecture with Bluet Oy Ltd
for Lotus Equity Group). And Photo of Teemu M. Jari Kostiainen
What the Future Holds
for Large-Scale Floating Solutions
As sea levels rise and land grows scarce, the ocean is no longer just a frontier—it's a
foundation. At WCFS2025 in Finland, Dr. Teemu Manderbacka unveiled bold visions
for floating megastructures that may reshape how and where we live, work, and
build. What´s the beef for maintenance in his vision?
AT THE 5TH WORLD CONFERENCE on
Floating Solutions (WCFS2025) in
Hanasaari, Finland, Dr. Teemu Manderbacka
of VTT and Aalto University
painted a vision that sits somewhere
between speculative moonshot and
near-future engineering reality.
His talk, “Future Visions for Large
Floating Solutions,” wasn’t just a
pitch for ocean-based utopias—it was
a grounded look at how floating infrastructure
could tackle global crisis
while navigating a regulatory minefield
and practical maintenance dilemmas.
The big idea is simple: the oceans
cover 70 % of the planet. Why not use
that space more intelligently? Dr.
40 maintworld 3/2025
Manderbacka outlined three visionary
directions:
1.
Floating Transport
Carriers
Imagine drifting platforms that
harness natural ocean currents—zeroemission
bulk transport systems slowly
carrying materials like freshwater, minerals,
even Saharan sand across the seas.
No fuel-hungry engines, just the push of
the Atlantic’s great conveyor belts.
2.
Ocean-Based Resource
Harvesting
Floating structures could
support renewable energy generation
(solar, wind, wave), aquaculture, carbon
capture, and marine nutrient farming.
These aren’t sci-fi fantasies; many of
these technologies exist today—just not
yet at the scale envisioned.
3.
Habitats on Water
Floating hotels, retirement
communities, emergency
housing, or even full-scale cities—these
modular megastructures could be relocated
based on need. For events, crisis,
or seasonal economies, transportability
is the game-changing advantage.
Vision Meets Reality
While the ideas are bold, Mander-

FUTURE
Villa W, Tukholma Ruotsi. Photo Jari Kostiainen photo credit Bluet Oy
backa emphasized that floating
infrastructure is already part of our
world. Floating homes, entertainment
venues, even marine farms are
no longer experimental. However, the
jump from niche applications to selfsustaining
floating cities is a leap—and
not just a technological one.
Maintenance: The Unseen
Backbone
Maintaining floating systems isn’t
like maintaining a ship or a building—it’s
like both, simultaneously.
Everything from hull integrity and
environmental exposure to the reliability
of onboard life systems needs
constant attention.
A central concern is logistics. How
self-sufficient can a floating community
realistically be? Will spare parts and
services be delivered from land, or produced
onboard? The degree of autonomy
defines both cost and complexity.
As Manderbacka noted in Maintworld
follow-up interview, “All structures
require maintenance. Whether
it's a building or a vessel, they have
different needs—but floating structures
must meet both.”
Maintworld readers know this well:
maintenance is not a footnote to innovation;
it’s the core enabler.
WE NEED A HYBRID
LEGAL FRAMEWORK
THAT REFLECTS THE
REALITY OF FLOATING
SOLUTIONS—MODULAR,
MOBILE, AND MULTI-USE.
The Legal Limbo
If there’s a showstopper in this story, it’s
regulation. Manderbacka underscored a
paradox: floating structures don’t neatly
fit into maritime or terrestrial law.
Some nations might treat them as
ships, subjecting them to International
Maritime Organization (IMO) rules—
designed for harsh open-sea conditions—even
if they're moored in calm,
sheltered waters. Others might apply
building codes, creating mismatched or
conflicting standards.
That regulatory uncertainty makes
investors wary. A floating structure approved
in Helsinki might, for example,
not pass muster just a few kilometers
away in the city of Espoo.
“The challenge is balancing transportability
and local compliance,” Manderbacka
explained. “We need a hybrid legal framework
that reflects the reality of floating solutions—modular,
mobile, and multi-use.”
What Comes Next?
For floating infrastructure to scale, a
few things must happen:
• Global legal alignment, or at least
standardization zones.
• Maintenance infrastructure built
into design, from redundancy systems
to remote diagnostics.
• Business models that account for
transportability, lifecycle costs,
and multipurpose adaptability.
• Public-private partnerships willing
to absorb early-stage risk for longterm
gains.
The Maintenance Mandate
Floating cities might be a distant goal, but
floating infrastructure is already making
waves. As urban pressure pushes coastlines
to their limits, the sea is no longer
just a backdrop—it’s part of the solution.
For the maintenance industry, this isn’t
a future problem. It’s now. From structural
resilience to life-support systems, floating
solutions demand a new kind of readiness.
They must be built to move, survive—and
crucially—be maintained to endure.
3/2025 maintworld 41

MANAGEMENT
42 maintworld 3/2025

MANAGEMENT
Text: LAURA VAN DER LINDE
Photo: FREEPIK
As a maintenance and asset manager, you can sometimes
feel like you've ended up in a “perfect storm”.
IN ADDITION to regular malfunctions,
defects and other maintenance activities
you have to deal with trends, developments,
limitations, new orders from
above and struggles from below - or the
other way around. How do you keep
the helm straight and ensure that your
company stays on course?
The term “a perfect storm” is used
to describe a dynamic combination of
events that together have much greater
consequences than the individual
events would cause separately. Sounds
familiar?
Technical Captain
As a maintenance and asset manager,
you are the captain of the ship called
"The Technical Service". You set the
course and make choices based on the
most important value driver: do you
focus on technical availability, or do you
focus on minimizing operational costs?
Or perhaps (new) legislation is currently
leading, or you have to make important
decisions in the area of ​lifetime extension
or replacement of critical assets.
Also, you have to deal with "the
helmsmen standing ashore" who provide
additional challenges or limitations
in the form of reducing your OpEx
and CaPex budgets. But whatever is decided,
the maintenance and asset manager
must bring the technical service to
calmer waters.
Different roles
Peter Decaigny is a Partner at Mainnovation,
a consultancy firm in the field
of maintenance and asset management.
He has experience with both large and
small companies in industry, fleet, and
infrastructure. He outlines the skills
that the “average maintenance manager
in 2025” should possess: “The maintenance
and asset manager as an economist,
as a sustainability officer, as an ICT
specialist, and as a people manager.”
From Cost to Value
“Maintenance is not necessarily a cost
item. When you make smart choices,
you can add value to the operating result
with maintenance and asset management,”
Decaigny says.
This message is generally widely approved
by management. It does mean
that the maintenance and asset manager
must calculate this in advance and
also make it happen. How do you calculate
the dominant Value Driver? How
do you create a maintenance budget?
“Besides the OpEx and CapEx, it is
important to also take the average age
of the installation into account. A young
factory does not yet put much pressure
on the CapEx budget, but at some point,
this will change. Being able to calculate
this properly and translate it into value
in euros (or any other currency) will
help to gain support from the board.”
Steps Toward 2030
In addition to economists, maintenance
and asset managers are also increasingly
involved in a company's sustainability
objectives.
“There is an obligation under the European
Green Deal to reduce CO2 emissions
and energy consumption by 2030.
"It is also necessary to remain competitive.
All of this has a considerable
impact. There are even companies that
are dismantling their factories because
they cannot meet these requirements.
Fortunately, these are exceptions."
“Yes, sustainability requires the
deployment of people and resources,
but we can achieve good results with
simple steps.” This is the outcome of
the international study MORE4Sustainability.
Digitalisation
Developments in digital, sensoring, data
and data sharing are almost faster than we
can manage. And yet, as a maintenance and
asset manager, it is required of you because
we have to keep up and stay ahead of the
competition. From Excel to CMMS or EAM
tools, from predictive to prescriptive maintenance
based on data and algorithms.
“The good news: the new generation
can help the older generation. They
grew up with TikTok and YouTube.
They operate a drone as if they have
never done anything else and they know
how to create a good Chat GPT prompt.
Make use of this”, is the tip that Decaigny
gives.
Skill Transfer
And of course, the maintenance and
asset manager is also a team leader, a
coach, a people manager.
“Good technicians are hard to find.
But once you have found them, it is
important to keep them motivated and
engaged.” Also the older employees require
attention. This involves securing
existing knowledge and skills. Find a
way to unlock that knowledge and ensure
that it does not disappear when the
employee retires.
“By linking older employees to
young, new employees, you kill two
birds with one stone: the older generation
can transfer their knowledge,
the newcomers learn how the factory
works and how maintenance is carried
out and they can teach their buddy
something in the field of new techniques."
"It is important, as a maintenance
and asset manager, to ensure that there
is understanding and respect for each
other's way of working because it is undoubtedly
different.”
Conclusion
Yes, it is a lot. And all these tasks are
on top of the daily activities that can
be considered “core business”, which
ensure that the ship keeps sailing
at all. But with extra effort you can
tighten the sails a bit, anticipate immediately
when the wind blows from
a different direction, stick to your
course better and perhaps even end up
in calmer waters. That will ensure satisfied
faces among the crew but also,
the captain’s…
Mainnovation is known for its methodology
Value Driven Maintenance &
Asset Management (VDM XL ).
3/2025 maintworld 43

ARTIFICIAL INTELLIGENCE
Industrial AI
to double within a year
A new global survey of
more than 1,700 senior
executives reveals that
industrial AI is advancing
faster than expected.
text: VAULA AUNOLA
photo: ISTOCK
INDUSTRIAL AI is no longer a distant
prospect. According to the IFS Invisible
Revolution Study 2025, the use
of AI in manufacturing companies is
predicted to almost double in the next
12 months, from 32% today to 59%.
At the same time, profitability improvements
are already widespread,
with 88% of organisations worldwide
reporting that AI has had a positive
impact on their bottom line.
"AI is a key driver of business performance.
Now is the time to close the
adoption gap - bringing people, processes
and products together to deliver
tangible results," says Kriti Sharma,
CEO of IFS Nexus Black.
For example, in the US, 90% of senior
decision makers plan to increase AI
investment in 2025 compared to 2024.
AI First Becomes the Norm
The shift in organizational AI maturity
is even more dramatic. Today, just under
one-third of businesses (32%) claim
to be “AI First,” meaning AI is deeply
embedded into workflows and decisionmaking.
But within a year, nearly 60%
expect to achieve this level of integration.
The number of companies still
“experimenting” with AI is expected to
plummet from 24% to just 7%.
The research shows that companies
are rapidly moving beyond pilot projects
and concept testing. The proportion
of organisations still "experimenting"
with AI is expected to fall sharply,
from 24% today to just 7% within a year.
This marks a decisive shift towards integrating
AI into key functions such as
asset management, supply chain optimisation
and manufacturing.
But the momentum also reveals
vulnerabilities. More than half of executives
admit that their organisations do
not yet fully understand AI. This lack
of clarity can undermine adoption at a
time of increasing competitive pressure.
Training gaps become critical
Skills development has emerged as one
44 maintworld 3/2025

ARTIFICIAL INTELLIGENCE
of the most pressing challenges. Most
managers believe that up to 60% of their
workforce will need retraining to adapt
to AI-enabled activities. Significantly, a
third of respondents estimate that this
need could apply to all employees in their
organisation.
This training gap is already being
felt in recruitment. Many managers
describe hiring AI talent as "extremely
difficult", even in countries where the
education system is seen as supporting
the skills of the future. Without largescale
retraining programmes, organisations
risk being left behind just as the AI
revolution accelerates.
Over half of US firms (54%) offer formal
training, yet 65% of US senior decision
makers say their businesses still
lack the knowledge to use AI to its fullest.
By contrast, just 46% of respondents
in Japan feel this gap exists, pointing
to stronger internal confidence.
AI Gains Without Strategy
Another barrier is the lack of a strategy.
More than half of managers, 53%, admit
that their organisation does not yet
have a coherent AI strategy.
Despite this, financial returns have
exceeded expectations. Globally, 70% of
respondents report better-than-expected
returns on their AI initiatives, which
has driven investment. This figure rises
to 92% in the US and 94% in Germany.
Companies are achieving measurable
benefits but do not yet have the
strategies and governance models needed
to sustain long-term change.
Trust remains a barrier
Over half of US organizations are already
using automation AI (56%), predictive
AI (54%), and agentic AI (35%), systems
that can act autonomously to execute decisions.
Globally, the numbers are slightly
lower but still significant, demonstrating
early momentum across industries.
Despite improved profitability and
operational efficiency, many managers
remain hesitant to hand over decisionmaking
power to AI. Only 29% say it
would be easy to let AI systems make
strategic decisions on their own. A large
majority - 68% - believe that human
judgement is still necessary before AIbased
insights can be deployed.
Concerns about bias and fairness remain
acute. In the US, 63% of respondents
consider bias to be a major concern,
compared to only 40% in the Nordic
“MORE THAN HALF OF
MANAGERS ADMIT THAT
THEIR ORGANISATION DOES
NOT YET HAVE A COHERENT
AI STRATEGY.”
countries. This difference shows how
cultural and regional differences influence
the speed and scale of AI adoption.
Global AI Oversight
That lack of trust extends to how AI is
governed. While many enterprises are
moving forward with implementation,
the call for oversight is growing louder.
71% of US senior decision-makers, and
62% globally, believe AI needs some
form of regulation.
Notably, 65% of global respondents
support the creation of an international,
independent body to oversee AI
development and deployment, signalling
that organizations are not only
concerned about risk within their own
walls but are calling for globally coordinated
oversight as AI becomes more
deeply embedded in critical systems.
However, respondents in Japan
(22%), Nordics (19%), the Netherlands
(16%), and Germany (13%) were the
most resistant to the idea of a global independent
AI organisation.
Education System and Future Workforce Skills
Transforming Business
AI is no longer just transforming operations;
it’s redefining business models.
77% of respondents (and 85% in the US)
believe servitization — the shift from selling
products to delivering value through
services and outcomes — will become a
dominant revenue model enabled by AI.
Furthermore, 80% of senior decision-makers
globally (and 90% in
the US) expect AI-driven savings to
be reinvested into their enterprises,
fueling further innovation, growth,
and expansion. Nearly three-quarters
(73%) plan to pass some of these
savings on to customers through improved
pricing and enhanced service.
However, this customer-centric view is
not universally shared, particularly in assetheavy
industries where margins are tight
and competition is fierce. In these sectors,
many expect efficiency gains from AI to
be channelled directly into strengthening
profitability rather than shared externally.
Environmental impact is also firmly
on the agenda. 86% of senior decisionmakers
believe AI will help organizations
meet sustainability goals — from
energy efficiency and emissions reporting
to CO₂ management.
Source: IFS Invisible Revolution
Study 2025.
% of respondents who strongly agree/somewhat agree that their countries education
system is currently developing enough people with necessary skills to sufficiently meet the
future workforce demands of their industry. Source: IFS Invisible Revolution Study 2025
Global US UK France DACH NTH Nordics UAE &
KSA
Japan
ANZ
68% 82% 72% 64% 61% 67% 53% 79% 45% 73%
AI and Organizational Profitability
% of respondents that feel AI has positively impacted their organizations profitability?
Source: IFS Invisible Revolution Study 2025
Global US UK France DACH NTH Nordics UAE &
KSA
Japan
ANZ
88% 92% 91% 89% 94% 86% 72% 89% 83% 92%
Support for Independent AI Regulation
% of respondents who believe an independent organisation be critically involved/ significantly
involved in regulating AI
Global US UK France DACH NTH Nordics UAE &
KSA
Japan
ANZ
66% 75% 72% 77% 68% 61% 52% 62% 48% 69%
AI’s Impact on the Environment
% of respondents who believe AI will have a significant/somewhat positive impact on the
planet’s environment over the next five years
Global US UK France DACH NTH Nordics UAE &
KSA
Japan
ANZ
90% 96% 95% 90% 92% 84% 78% 91% 79% 94%
3/2025 maintworld 45

MAINTENANCE
The New Arsenal of
Military Readiness
Eight Trends Transforming
Defence Maintenance
The defence and military sector has always been a pioneer in technology
adoption. From the jet engine to satellite communications, innovations
often take shape in the armed forces before finding their way into civilian
industries. Maintenance is no exception. The battlefield of the 21st century
is no longer defined only by firepower and strategy, but also by the capacity
to keep complex, mission-critical assets in constant readiness.
Text: PROF. DIEGO GALAR
IN 2025, a new wave of technologies
and approaches is reshaping how
military organizations around the
world maintain their fleets, bases, and
infrastructure. These innovations go
beyond cost savings to include survivability,
autonomy, and operational
superiority. Simply stated, today’s
battlefield is defined by the capacity to
keep complex, mission-critical assets
in constant readiness.
What follows is a journey through
the eight most impactful trends
redefining defence maintenance,
backed by real examples and the latest
policy shifts. Together, they illustrate
how maintenance has evolved from a
supporting activity to a decisive factor
in combat power.
1.
AI Predictive and
Prescriptive Maintenance
The shift from reactive maintenance
to predictive approaches is now a
reality across many military branches.
Artificial Intelligence (AI) and machine
learning (ML) are embedded into modern
maintenance ecosystems, enabling
the transition from predicting failures
to prescribing the best course of action.
U.S. Defense Budget 2025 (Illustrative Allocation)
39%
3% 3%
■ Military Constructions & Housing
■ RDT & E
■ Procurement
13%
23%
19%
■ Personnel
■ Operation & Maintenance
■ Other
Figure 1. Breakdown of the U.S. defence budget (2025). Nearly 40% is allocated to
operations and maintenance, underscoring its central role in military readiness.
46 maintworld 3/2025

MAINTENANCE
Figure 2. AI-enhanced military maintenance cycle. Predictive and prescriptive analytics connect maintainers, repair shops,
warehouses, and supply chains to improve availability, efficiency, and capacity while reducing shotgun maintenance
A case in point is the USS Fitzgerald, a U.S. Navy
destroyer equipped with Enterprise Remote Monitoring
v4 (ERM). This system analyses over 10,000
sensor signals per second, offering a real-time health
profile of machinery onboard. Instead of scheduling
maintenance based on calendar intervals, the system
advises commanders exactly when and where intervention
is needed.
The payoff is enormous: reduced downtime, optimized
spare part usage, and increased combat readiness.
A system failure at sea can immobilize a vessel
for weeks, but predictive tools allow maintenance
teams to act proactively during planned stops.
Innovation is not limited to ships. The U.S. Air
Force is testing AI-powered algorithms for engine
health monitoring on fighter jets, while NATO allies
are investing in predictive vehicle maintenance to
extend the service life of armoured fleets deployed in
Eastern Europe.
AI-driven maintenance is not a niche experiment
but a global movement reshaping readiness
doctrines. NATO allies are increasingly pooling
resources to build shared AI platforms that harmonize
maintenance data across different fleets,
making multinational operations smoother. In the
United Kingdom, the Royal Air Force has launched
pilot projects where predictive analytics monitor
Rolls-Royce engines on Typhoon fighters, cutting
unscheduled downtime by double digits. In Asia-
Pacific, Japan’s Self-Defence Forces are integrating
AI into naval fleet diagnostics, while South Korea is
experimenting with predictive maintenance for its
K2 Black Panther tanks.
Still, certain challenges remain. AI systems demand
clean, labelled data, often scarce in legacy
platforms. Algorithms must be explainable to gain
the trust of military decision-makers. And cybersecurity
is paramount: a manipulated dataset could trigger
false recommendations with severe consequences.
2.
Right-to-Repair: Empowering the
Frontline
Running parallel to AI is a quieter but equally
revolutionary development: the right-to-repair
movement. For decades, military units were dependent
on original equipment manufacturers (OEMs),
often waiting weeks for authorized technicians or proprietary
parts. In combat, that dependency is a liability.
In May 2025, the U.S. Department of Defense
announced the “right to repair” provisions will become
standard in Army contracts. Soldiers will gain
access to manuals, diagnostic tools, and digital files
3/2025 maintworld 47

MAINTENANCE
Photo by LCpl Alpha Hernandez / USMC (Photo ID 6969813)
needed to fix equipment themselves—even fabricating
replacement parts when necessary.
This development is critical in theatres
where logistics convoys are vulnerable to attack.
A battalion stranded by a minor equipment
fault can jeopardize an entire mission.
If they have the right to repair, troops can
patch and restore vehicles within hours instead
of waiting for OEM support that might
never arrive.
Some compelling applications are emerging
in aviation and naval domains. U.S. Air Force
depots are exploring right-to-repair concepts for
F-35 subsystems, allowing local teams to bypass
long OEM approval times. Navies are experimenting
with giving submariners autonomy to service
critical life-support systems at sea. As these examples
suggest, when operators who may be weeks
away from supply hubs are empowered, even
highly complex platforms can sustain themselves
independently.
Yet the policy has tensions. OEMs are reluctant
to release intellectual property, citing lost
revenue and safety risks if repairs are improperly
executed. The success of right-to-repair will depend
on balancing sovereignty, safety, and IP
rights. NATO nations are already discussing harmonization
to ensure interoperability in joint
operations.
3.
Additive Manufacturing and
the Mobile Factory
Closely linked to the right-to-repair
is the rise of additive manufacturing, better
known as 3D printing. Once experimental,
additive manufacturing has matured to the
point of battlefield deployment. Programs
such as Fleetwerx have developed mobile
fabrication labs capable of producing spare
parts in forward bases.
Whether made of metal alloys, ceramics, or
composites, these parts reduce dependency
48 maintworld 3/2025

MAINTENANCE
on vulnerable supply lines. Imagine a combat
vehicle disabled by a broken valve. Instead
of waiting days for delivery, technicians can
3D-print the component within hours, often
at reduced weight and optimized geometry.
The British Army has trialled containerized
additive manufacturing units in
deployed environments, producing small
arms parts and UAV
components. The U.S.
Marine Corps has tested
3D-printed impellers
for water purification
systems, while the Australian
Defence Force
explored printing drone
airframes during Pacific
exercises.
Importantly for highvalue
platforms, additive
manufacturing is moving
beyond prototypes
into certified airworthy
parts. In 2025, the
U.S. Air Force approved
the first flight of an F-22
Raptor equipped with
a 3D-printed titanium
cockpit component. Naval forces are experimenting
with printing pump impellers and
valve housings directly onboard carriers.
Submarine maintenance has benefitted as
well: the Australian Navy has tested polymer
3D-printed gaskets able to withstand deepsea
pressures.
THE PAYOFF IS ENORMOUS:
REDUCED DOWNTIME,
OPTIMIZED SPARE PART
USAGE, AND INCREASED
COMBAT READINESS. AT SEA,
FAILURES CAN IMMOBILIZE
VESSELS FOR WEEKS, BUT
PREDICTIVE TOOLS ENABLE
PROACTIVE MAINTENANCE
DURING PLANNED STOPS.
The real challenge is certification. Defence
organizations require rigorous validation
before deploying a printed part in
mission-critical equipment. To address this,
NATO is working on a joint certification
framework for additive manufacturing. The
vision is clear: every forward base could soon
become a miniature factory, where supply
chains are virtualized
and resilience maximized.
Taken together, these
first three trends highlight
a decisive shift:
maintenance is no longer
confined to depots or
long supply chains, but
is moving directly into
the hands of operators
and frontline units. AIguided
troubleshooting,
the ability to repair
equipment without waiting
for authorization,
and the agility of additive
manufacturing are transforming
downtime into
uptime and dependence
into autonomy. Yet this is only part of the
story. To truly harness these tactical gains
at scale, armed forces are now embracing
broader enablers — from digital twins and
robotics to connected logistics and performance-based
frameworks. These will be the
focus of the next part of this article.
Photo by Molly Rhine / U.S. Navy via DVIDS (Photo ID 5283818)
Figure 3. Armed
forces personnel
exploring desktop
3D printers,
demonstrating
on-site
fabrication of
spare parts for
greater agility
and resilience.
3/2025 maintworld 49

NEWS
Maintenance strategies can help ESG goals
Predictive maintenance and obsolescence management have long been
recognised as ways for manufacturers to reduce downtime. But these
approaches can also help companies meet their ESG (Environmental, Social
and Governance) objectives, argues Matthias Ludwig, Managing Director of
Radwell International Germany.
The high cost of downtime
A new Siemens report, The True Cost of Downtime 2024,
highlights the financial scale of the problem. It found that
unplanned downtime now costs the world’s 500 largest companies
an average of 11% of their revenues – a staggering $1.4
trillion, equivalent to the GDP of Spain.
The challenge is exacerbated by ageing assets. A recent
white paper by ERIKS UK & Ireland and IET revealed that
more than 50% of equipment in 65% of factories is over ten
years old. In over 70% of cases, no OEM spare parts are available.
While equipment suppliers promote Industry 5.0 and
IIoT solutions to minimise downtime in the future, many
businesses must continue operating with legacy systems.
This reality makes effective maintenance not only a financial
necessity but also an opportunity to strengthen sustainability
strategies.
A strategic approach
To capture these benefits, Ludwig recommends combining
predictive maintenance and obsolescence management in a
structured plan. The process typically follows four stages:
1. Risk Assessment: Identify critical assets and evaluate
obsolescence risk using data such as maintenance logs,
supplier reliability, and end-of-line (EOL) plans.
2. Repairs: Define in advance what can be repaired, who
will do it, and what lead times apply – particularly for
critical components like HMIs.
3. Spare Parts: Secure key spares in advance to minimise
downtime. Buying before a breakdown can save costs
compared to last-minute sourcing of rare items. Subscription-based
inventory services, such as Radwell’s new
SparesVault, can also support this process.
4. Strategy and Upgrades: Review maintenance policies
regularly and plan upgrades proactively, rather than during
unplanned downtime. For example, AC drives are
often cost-effective upgrade candidates, offering higher
productivity, reliability and energy savings.
Financial and operational gains
Planned upgrades and well-managed spares can significantly
cut downtime and reduce costs. In some cases, obsolete parts
may be more than twice as expensive as modern equivalents.
By upgrading in advance, companies gain access to warranties,
longer-term support, and more energy-efficient technologies.
As Matthias Ludwig concludes, “Maintenance is no longer
just about keeping the line running. Done strategically, it supports
ESG targets, reduces costs, and ensures manufacturers
get the best performance from both their people and their
capital assets.”
ESG benefits of maintenance and spares
Choosing to repair or replace individual parts, rather than entire
systems, brings clear ESG benefits:
• Environmental: Resource efficiency, reduced waste,
lower carbon emissions, and less water and energy use
compared to full system replacement.
• Social: Support for local suppliers and service providers,
plus longer product lifecycles that increase customer
trust.
• Governance: Better resource stewardship, reduced operational
and compliance risks, and improved transparency
in sustainability reporting.
In short, maintenance decisions can make a measurable contribution
to a company’s ESG commitments, while also protecting
the bottom line.
50 maintworld 3/2025

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