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By Berend Booms, Head of EAM Insights, Ultimo

For much of their history, maintenance and asset management have been viewed through the lens of cost control - a necessary overhead to be minimised rather than a strategic function to be cultivated. That perception is changing and changing fast. Over the past two years, Enterprise Asset Management (EAM) has evolved into something far more consequential: a value creator, a board-level priority, and increasingly, a competitive differentiator for asset-intensive organisations navigating one of the most challenging operational environments in recent memory.

A market in transition

The shift has been driven by a confluence of pressures, not least the workforce crisis playing out across industries and geographies. Labour shortages are making skilled maintenance professionals harder to recruit and retain, whilst the median age of maintenance technicians continues to rise. The consequence is that critical operational knowledge - the kind accumulated over decades of hands-on experience - sits with a shrinking pool of individuals and risks disappearing entirely when they find employment elsewhere or stop working altogether.

Forward-thinking organisations have recognised that EAM software offers a practical solution: a means of capturing, centralising, and democratising that institutional knowledge before it walks out the door. In this context, investing in EAM maturity is not simply an IT decision; it is a knowledge retention strategy.

Alongside workforce pressures, the broader operational environment has grown considerably more complex. Geopolitical instability has created a volatile global economy, and supply chains - already fragile following recent years of disruption - remain under constant strain. In sectors such as automotive manufacturing, the inability to source a single critical component can bring an entire production line to a halt. When downtime carries such significant financial consequences, asset reliability moves swiftly up the strategic agenda.

Sustainability imperatives are adding further weight. The transition to net zero means that ESG reporting and energy efficiency have become genuine business requirements rather than aspirational commitments. Managing these obligations demands a level of data quality and process discipline that reactive maintenance simply cannot provide.

From digitisation to optimisation

Perhaps the most significant shift in the EAM landscape, however, has been the arrival of artificial intelligence (AI) as a mainstream expectation rather than an experimental 

curiosity. Two or three years ago, many organisations were still in the midst of digitising their operations - moving from paper-based records, deploying mobile devices for the first time, and building the data infrastructure that any intelligent system requires as its foundation. Today, those conversations have moved on. Leadership teams are no longer asking whether to digitise; they are asking how AI can help them optimise.

This change in expectation has been reflected in the development of EAM platforms themselves. AI functionality embedded within modern EAM systems is helping maintenance teams to work faster, smarter, and more collaboratively - surfacing insights from asset data that would previously have gone undetected, flagging emerging failure patterns before they result in unplanned downtime, and enabling more informed decisions about asset investment. The technology has become a significant enabler for boosting employee productivity and maximising asset availability.

The illusion of control

Yet for all these advances, a substantial number of organisations remain stuck in reactive or semi-controlled maintenance. Understanding why requires some honesty about the psychological and structural barriers involved.

In reactive environments, there is often a highly visible and rewarding role for maintenance teams. Responding to a breakdown, diagnosing the fault, and restoring operations carries a certain urgency and satisfaction. Reactive maintenance can feel like the safe strategy - the team knows exactly what to do when something goes wrong. The problem is that responsiveness is not the same as predictability, and it does not build long-term resilience. Repeated failures erode customer trust, damage reputations, and make it progressively harder to establish any clear strategic direction.

Structural factors compound the problem. A lack of clean, reliable data; inadequate governance around the maintenance process; an absence of clearly defined strategy; and insufficient executive sponsorship can all conspire to keep organisations anchored at a particular level of maturity. The longer they remain there, the harder it becomes to modernise. Without the foundational data quality and process discipline required by advanced technologies such as predictive maintenance, organisations find themselves locked in a cycle they cannot easily break.

This inertia carries real commercial risk. Rising maintenance costs, competitive disadvantage, and an inability to scale are the inevitable consequences for businesses that fail to progress.

Software is not a silver bullet

One of the most common misconceptions in the EAM market is that purchasing a software platform is, in itself, a transformation. It is not. Buying software is a transaction; improving asset management maturity is a journey that demands sustained effort across three interconnected dimensions: technology, process, and people.

Technology provides insight and information, but processes must be in place to act on those insights in a consistent, auditable, and repeatable way. Without process governance, even the most sophisticated platform will fail to deliver its potential.

Equally important is the human element. No EAM investment will be successful without a corresponding investment in the people who use it. That means upskilling maintenance 

teams, giving them genuine ownership of the system, and helping them understand how the data they generate will be used to support their day-to-day activities and enable better decision-making. The goal is for end users to be as comfortable with their digital tools as they are with their physical toolkit. Where that comfort and confidence is absent, deployment will fall short regardless of the platform's capabilities.

A logical progression

Ultimo's EAM maturity model is comprised of five stages. Reactive, In Control, Proactive, Smart, and Ultimate. This reflects the reality of how organisations evolve rather than how they might like to imagine they do. It is a journey, not a binary switch.

A typical progression begins with the reactive stage, where maintenance is entirely fault driven. Moving into the In Control stage introduces structured processes and the use of historical data to schedule maintenance activities. The Proactive stage applies risk-based strategies to minimise failures and optimise asset availability. At the Smart stage, organisations are using the full breadth of their data to make informed, evidence-based decisions. The Ultimate stage extends that view beyond the EAM system itself, positioning assets within the broader organisational and operational context.

What is striking, and important to acknowledge honestly is that organisations frequently overestimate where they sit on this scale. A business that carries out some preventive maintenance may believe it has reached the Proactive stage, when proactive maturity means genuine optimisation, not simply scheduling work orders. A rigorous assessment looks beyond perception to examine the quality of the asset register, the clarity and depth of the maintenance strategy, compliance and auditability, and the degree to which data is being actively used to drive decisions.

Earning the right to advance

Organisations operating at the Smart or Ultimate stages share a common characteristic: they have shown patience and determination, building their capabilities systematically over years, in many cases, decades. They have not attempted to shortcut the journey by skipping foundational stages in pursuit of the most advanced asset management strategy that is unlocked by growing maturity.

This is perhaps the most important lesson for organisations at earlier stages of maturity. The ambition to implement predictive maintenance or AI-driven decision support is entirely legitimate, but it cannot be fulfilled without first establishing the data quality, process governance, and organisational alignment that those technologies depend upon. Attempting to build advanced strategies on weak foundations does not accelerate progress; it undermines it.

Maturity, in this sense, is not achieved through aspiration. It is achieved through informed, disciplined action — understanding precisely where the organisation stands today, identifying the specific gaps that need to be addressed, and prioritising the initiatives most likely to deliver measurable progress towards the next stage.

For organisations looking to realise a better tomorrow, the path forward begins with an honest assessment of where they stand today.

Ultimo offers organisations the opportunity to carry out an instant EAM maturity self-assessment and book a session with a Solutions Engineer to identify the most pragmatic route to their next maturity stage. See https://www.ultimo.com/about-us/eam-maturity-model/self-assessment#demo for details.

Nicolas Van der veken, Product Manager at Donaldson

Effective dust control can support optimal working conditions, as well as compliance with dust emissions standards and regulations, and can help mitigate risks associated with combustible dust*.

For effective dust control filter efficiency is often the focus, while two other key factors – exposure and emissions – are commonly overlooked. Failing to consider these two elements can mean that dust control performance is not fully optimised.

A qualified industrial hygienist can audit a facility to evaluate air quality and potential employee exposures, determining average or peak concentrations of contaminants. Hooding can be an effective means of reducing exposure to dust, which should be designed effectively and properly located near the dust generation source. An audit can identify the facility’s dust sources to verify if ventilation hooding currently in use is appropriate. This is often when new dust generation points and the need to add controls, such as additional hood locations, are identified.

Once exposure areas have been addressed, the next step is to review appropriate dust collection technology. A dust collector should deliver consistent and predictable performance that effectively removes contaminants, while maintaining a consistent air volume at a predictable energy cost.

When assessing the appropriate dust collector, is also important to carefully analyse the type of filter and its efficiency. A filter in a regenerative dust collector is often pulse-cleaned under heavy loads. It must handle new dust entering the collector, in addition to all the dust accumulated on it over time. Evaluating a dust collector in terms of what it achieves at its stable set point, and using exposure and emissions testing will give a better indication of the ventilation system’s performance.

Outlet emissions are what ultimately passes through the dust collector. It is therefore important to know the quality of the filtered air being emitted back into the building or exhausting outside. This requires systematic testing to monitor air quality. For some facilities, industry-relevant regulations mandate continuous emissions monitoring. Other local and international standards may also apply, dictating the need for a variety of test methods to determine emissions or exposure limits.

Once ventilation needs and emissions limits are understood, a qualified industrial ventilation designer can design a dust collection system. They will identify what the dust load demands may produce in terms of energy and cleaning consumption, and how to achieve emissions goals in both a cost and energy efficient way.

Effective dust management can help prevent airborne particle contamination during manufacturing, support product quality consistency, and reduce production interruptions from contamination problems. Dust filtration can also help protect equipment, as well as contribute towards prolonging machinery life and overall system performance. Additionally, extended filter longevity can minimise operational downtime, while reduced air consumption can support lower long-term operational and energy costs. Taking into consideration dust collection in terms of exposure, efficiency and emissions will support the optimisation of dust control performance throughout the production process.

Contact Donaldson for expert support with your dust control challenges

At London Bridge, we caught up with Steve Morris from Mainstream to discuss how the maintenance and reliability landscape is evolving, and why engineers themselves are increasingly shaping that future. Speaking candidly about his recent visits across the UK, Morris explained that one of the most striking aspects of today’s industrial environment is the diversity in maintenance maturity. “The UK is a fascinating mix,” he says. “You’ve got organisations that are really pushing the boundaries with AI, predictive maintenance and advanced asset management. At the same time, there are still operations that are largely reactive, without structured planning or preventative strategies in place.” For engineers responsible for maintaining critical assets, this contrast presents both a challenge and an opportunity. Morris believes that bridging this gap is one of the most important priorities for the industry. “There’s a huge opportunity to improve performance, safety and reliability simply by learning from what others are already doing well,” he explains. “And that’s where community becomes incredibly powerful.” At the heart of Mainstream’s approach is a philosophy that places engineers firmly at the centre of the conversation. Rather than dictating content from the top down, the organisation builds its conferences and research around direct input from maintenance and reliability professionals.

This “by the people, for the people” model ensures that the topics discussed are not only relevant, but grounded in real-world challenges. “We bring together heads of maintenance, reliability leaders and practitioners and ask them what matters most,” Morris says. “That insight shapes everything we do, from the research we produce to the content delivered at our events.” Recent think tank sessions in Birmingham and Manchester have played a key role in shaping the agenda for the upcoming Mainstream event later this year.

These sessions, which bring together industry leaders for open and honest discussion, provide valuable insight into the issues currently facing engineers across multiple sectors. One area highlighted during these discussions is the complexity of maintenance strategies within multi-site operations, particularly in sectors such as food manufacturing. Morris notes that many organisations in this space have grown through acquisition, resulting in significant variation in maintenance practices from site to site. “You might have one facility that is highly advanced, using condition monitoring and predictive techniques, while another site within the same group is still largely reactive,” he says. Aligning these approaches is becoming increasingly important as companies look to improve efficiency, reduce downtime and enhance safety. For maintenance engineers, this often means navigating not only technical challenges but also organisational and cultural differences.

Beyond the technical aspects, Morris is particularly passionate about the way knowledge is shared within the industry. He emphasises that while formal presentations and technical papers have their place, the most valuable learning often happens through direct interaction between engineers. “It’s not just about what happens on stage,” he explains. “Some of the most important insights come from conversations over a coffee, where people share their experiences and challenges in a more informal setting. That’s where real learning happens.” This focus on human-to-human interaction is a defining feature of Mainstream’s events, which are designed to encourage open dialogue and collaboration. By creating an environment where engineers feel comfortable sharing their knowledge, the organisation aims to accelerate the spread of best practice across the industry. Looking ahead to the upcoming Birmingham event in October, Morris is confident that it will build on the success of previous gatherings. With a strong emphasis on practitioner-led content and real-world case studies, the event promises to deliver valuable insights for maintenance and reliability professionals at all levels. For engineers working in asset management, maintenance and reliability, the message is clear. In an industry undergoing rapid change, staying connected and engaged with the wider community is more important than ever. As Morris concludes, “The answers are often already out there. It’s about bringing people together so they can learn from each other and move forward together.” For further information please visit:

www.mainstreamcommunity.com

In an era dominated by emails, Zoom calls, and polished boardroom presentations, Ratner is taking a different road, literally. He’s stepping away from the Zoom calls and heading out onto the open road, meeting customers face-to-face the way business used to be done. Recently completing a 14-day tour across Texas in a fully equipped RV, Ratner brought his company directly to the front lines of the gas and oil industries.

This isn’t just a throwback to relationship driven sales, he has put a modern twist on it. He’s documenting the entire journey through a fast-growing reality series on YouTube called, “On Site and Off Grid.”

Mr. Ratner stated, “What started as a creative way to showcase a unique sales approach has quickly taken on a life of its own.” With hundreds of viewers tuning in daily, the audience extends far beyond the industry itself. The show has quietly evolved into a cult favorite online, offering an unfiltered look at the people, places, and challenges that keep critical infrastructure running every day while also revealing the real struggles and resilience of a small, family-owned manufacturing business.

At its core, the series shines a light on an often overlooked workforce. The men and women working in refineries, plants, and facilities across the country rarely get recognition. Ratner’s show puts a face to that world, humanizing an industry that most people never see, but everyone depends on.

This dual approach of combining boots-on-the-ground relationship building with digital storytelling is what makes the strategy so unique. While many companies chase clicks and impressions, East Hills Instruments is building something deeper: trust, visibility, and authenticity.

And it’s paying off.

Mr. Ratner says, “Customers aren’t just watching but they’re engaging.” Prospects who may have once been unreachable through traditional channels are now reaching out after seeing the show. Conversations are warmer. Doors are opening faster. The line between marketing and relationship-building has begun to blur in a way that feels both natural and powerful.

At the same time, the show reinforces what truly differentiates East Hills Instruments: its products and its people. The company’s Magnum Pro Calibration Pumps have earned a reputation for being virtually indestructible and capable of withstand the harsh environment they are used. Paired with the patented technology behind its Winchester Engineering auto-ranging digital gauge, the combination delivers precision, durability, and innovation in a way few competitors can match.

It’s this pairing of powerful, authentic marketing on one side and superior, battle-tested equipment on the other that sets the company apart.

Ratner’s got the winning combination.

There’s also an underlying message that’s hard to ignore. In a business climate where automation and digital outreach dominate, Ratner is proving that there’s still immense value in showing up. Shaking hands. Looking customers in the eye. Understanding their environment firsthand.

From boardrooms to back roads, this approach challenges conventional thinking. It suggests that the future of marketing may not be about choosing between digital or traditional—but blending both in a way that feels real.

And perhaps that’s why “On Site and Off Grid” is connecting so strongly.

Because beyond the RV, the road trips, and the sales calls, it’s not just a marketing campaign it’s a reminder that business, at its best, is still human.

Hart’s Typhoon shutter is the product of the moment says Hart’s chairman Doug Hart. It delivers groundbreaking wind resistance in windy environments where the inherent weakness of relatively light weight wind class 5 roller shutters is not good enough.

Early examples of World-class, Hart installations are in Hong Kong for the airport terminal doors and data centres with access doors going up to 20 stories installed over the last few years. In the UK, current contracts in construction include the Highlands and Islands of Scotland where significantly enhanced shutter design is being used to secure building and their access.

Tested and third party verified to a level which is up to four times the BSEN Class 5 wind resistance requirements, the shutter is currently available up to eight metres in width.

Hart’s Typhoon roller shutter range has been tested in a vertical plane, as a fully operational door with door operation cycle testing after the specimen was fully load tested. Wind speed alone does not translate to the pressure applied to a door / surface. The real pressure evaluation must consider the density of the air that is applied to a door along with a number of other factors.

Reported wind speed is a generalisation and the actual pressure applied to a door or any surface could be a factor increase over reported wind speed. The actual pressure can be magnified by topography, whereby its funnelled between structures or hills, height above sea level and finally a sucking or negative component when other doors are opened within a building to name a few.

When considering the design the exposure at the actual location is crucial. A factor should be allowed to compensate for wind buffeting and material fatigue when specifying the pressure load. The only real way to cater for all eventualities is to build a unique software model taking all factors into consideration, however this can be an expensive approach so careful consideration of the location and design by wind experienced specialists can be the most practical solution when looking at existing buildings.

Roller shutters are a brilliantly convenient way to close off an opening securely while utilising the least additional space for operational requirements.

Last century roller doors were made from wood but now shutters are very advanced and are now available in steel, stainless steel, or aluminium insulated or non-insulated and prefinished to a required colour.

Full automation, linked to robotic and other mobile equipment, high speed performance, high security, fire control, the options are endless with greater efficiency and first-class safety and operational capability.

Experience and considered design has resulted in the development of the Hart’s Typhoon shutter.

www.hartdoors.com

EXAIR, a leader in engineering solutions, today announced the launch of a new brand identity as it enters its next chapter of growth. With this fresh approach, EXAIR has a clear perspective and a focus on what’s ahead. The commitment to forward momentum is backed by years of serving this industry and the promise to continue providing the best compressed air solutions on the market. The new look reflects the same innovation and attention to detail that have defined our approach to engineering and product design since our inception.

For 43 years, EXAIR has built its reputation on engineering excellence, product reliability, and long-term customer partnerships. The new identity reflects the company’s continued investment in innovation and forward-looking strategy, while reinforcing our foundation.

That commitment remains unchanged. The logo is new. EXAIR standards are not. The refreshed brand signals continued growth, expanded capabilities, and a long-term commitment to serving industrial customers with the same quality and responsiveness that built the company’s legacy.

            From Kirk Edwards, President of EXAIR: "I, for one, have been staring at the current EXAIR logo for 26 years – it represents where we came from and the hard work it took to get here. We have gained a lot of trust through performance, reliability, and our customer relationships under that logo. That trust earned will remain because it is, after all, the result of our people, customers, and commitment to doing things the right way. This brand refresh represents our strong and successful past while embracing new customer demands, emerging markets, and changing industries."

The refreshed brand identity aligns with EXAIR’s forward trajectory and commitment to engineering solutions that deliver measurable outcomes. Customers and partners can expect the same approachable expertise and dependable support that have defined EXAIR’s reputation, now paired with a visual and messaging framework that reflects momentum and innovation. EXAIR will begin implementing the new identity across digital platforms, marketing materials, and product packaging in the coming months and will debut the branding publicly at the upcoming Grainger Trade Show. For more information, visit EXAIR’s website or contact the applications engineering team for support and product guidance. https://exair.co/190-brand