Where can we find future maintenance experts?
European economic growth is expected to settle at around 1–1.5 percent in the euro area and the EU in 2026. Growth is moderate, but the trend has turned.
In Europe, industry in particular has shown signs of recovery in the early part of the year. Germany has increased its investments in defense and infrastructure, Poland’s economy is growing faster than the EU average, and in several countries, industry is once again acting as the economic driver. In Finland, too, the industrial recovery is bringing much-needed positive momentum.
As production lines accelerate and investments increase, a question arises that directly affects the field of maintenance: are there enough people who know how to do it?
There is already a shortage of experienced maintenance experts. At the same time, the level of demands in the field is rising.
Maintenance is no longer just about fixing faults or performing predefined maintenance tasks. It is increasingly about understanding systems, interpreting data, and making proactive decisions.
Technological upheaval has rapidly changed professional images.
The job of a maintenance engineer is not the same as it was a decade ago. Real-time condition monitoring, sensor technology, data analytics and artificial intelligence-based predictions are part of everyday life in many organizations. This development does not reduce the need for experts – on the contrary. It changes the focus of expertise.
Tomorrow’s maintenance will require professionals who, in addition to measurement technology, also master data management, analytics and reporting. The ability to combine technical understanding with digital tools is needed.
Maintenance is no longer routine, but expert work and its value is directly reflected in the reliability and competitiveness of production.
Therefore, one key question for us is: where do we find these new factors?
Perhaps we need to look in that famous mirror. Could maintenance also offer an attractive career path for experts in information technology, automation or data analytics?
Could we communicate our industry more boldly from a technology and impact perspective – not just as a support function, but as a strategic competitive factor?
Maintenance is the invisible backbone of society. It ensures that factories run, energy flows and infrastructure functions. When we succeed in making this visible and opening the doors to multidisciplinary expertise, the industry can become even more attractive.
The creators of the future may not yet know that they belong to maintenance. Our job is to tell them why they should.
Jari Kostiainen
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Smart Manufacturing and Predictive Maintenance Drive Growth in the Industrial Automation Market
The global industrial automation market is projected to reach US$ 326.48 billion by 2032.
The market was valued at US$ 184.43 billion in 2025 and is expected to grow at a compound annual growth rate (CAGR) of 8.5% from 2025 to 2032, reaching nearly US$ 326.48 billion by 2032, according to Maximize Market Research.
Hardware Segment Maintains Market Leadership
By component, hardware accounted for the largest share of the market in 2025, capturing approximately 50–60%. Growth is driven by increasing demand for physical components in manufacturing automation systems. Industrial robots, programmable logic controllers (PLCs), human–machine interface (HMI) panels, and sensors form the backbone of automation infrastructure.
Investment in robotics and advanced control systems is expected to remain strong, particularly in the automotive, electronics, and energy utilities sectors.
Software and Services Gain Momentum
The software and services segment is experiencing accelerated adoption, fueled by smart manufacturing solutions, AI-driven process control, and real-time analytics platforms. This segment is projected to grow faster than hardware, as companies increasingly deploy predictive maintenance, remote monitoring, and data-driven optimization to improve operational efficiency.
Industrial Robotics at the Core of Innovation
Industrial robots continue to be a key driver of automation growth. Collaborative robots (cobots) and AI-enabled systems are increasingly deployed in assembly, welding, and material handling applications.
Emerging markets in Asia-Pacific, particularly China, are contributing significantly to growth, with a reported 23% year-on-year increase in units shipped in 2022.
Predictive Maintenance and Functional Safety in Focus
Predictive maintenance systems, AI-driven diagnostics, and industrial IoT platforms are transforming manufacturing operations by reducing unplanned downtime and improving equipment performance.
At the same time, safety automation solutions are becoming increasingly critical to prevent workplace accidents and ensure compliance with IEC and ISO functional safety standards.
Automotive Sector Leads End-Use Adoption
The automotive industry remains the largest end-user of industrial automation technologies due to its reliance on precision manufacturing, assembly line automation, and advanced quality control systems.
Automation enables higher productivity, reduced production errors, and improved operational efficiency, positioning the automotive sector as a primary driver of market expansion.
North America Leads, Europe and APAC Close Behind
North America currently leads the global industrial automation market, supported by strong adoption of advanced robotics, smart manufacturing technologies, and high exports of automation equipment.
Europe and the Asia-Pacific region follow, driven by IoT-enabled Industry 4.0 initiatives and government-backed industrial modernization programs.
Consolidation Reshapes the Competitive Landscape
Mergers, collaborations, and strategic partnerships are reshaping the industrial automation sector. Leading providers are integrating AI, IoT, and cloud-based capabilities into unified platforms, expanding product portfolios and delivering end-to-end smart manufacturing solutions.
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Local Water Supply Crucial to the Success of Europe’s Hydrogen Initiative
Large-scale green hydrogen production requires sustainable water management to prevent local shortages and potential conflicts with agriculture over access to resources.
A new study from Chalmers University of Technology shows that careful planning of hydrogen production sites, combined with appropriate technology choices, will be essential to ensure that large-scale deployment does not create water stress in parts of Europe.
The study, published in Nature Sustainability, explores different scenarios for how Europe’s hydrogen production could affect water resources, electricity prices, and land use by 2050 – a milestone year for many countries’ carbon reduction commitments and potential widespread adoption of hydrogen technologies.
“We can show that even if hydrogen production does not require very much water in total compared to say agriculture, the local effects can be significant. This is because it’s better to produce hydrogen in close proximity to industry and access to renewable electricity, which generally means areas where water resources are already under strain,” says Joel Löfving, doctoral student at the Division of Transport, Energy and Environment at Chalmers.
Sörmland and Roslagen are high-risk areas
For Sweden, it is anticipated that the water supply in the Sörmland and Roslagen regions, for example, is going to be hard pressed even without hydrogen production in 2050.
“In Sörmland there is already a steel mill and a refinery. If they were to switch to hydrogen and use local water sources to produce it, this could exacerbate the projected water shortage.”
“Also in the Roslagen region northeast of Stockholm, we can see that it might be difficult to source local water for the production of green hydrogen, and in the Bohuslän region on the Swedish west coast, and parts of Norrland in the north, large-scale hydrogen production could increase water withdrawal by more than 50 per cent.”
“Although the water supply there is considered to be good, there is a risk that this production could have a significant impact on the natural environment”, Löfving says.
Over 700 Water Sub-Basins Analysed Across Europe
The study analysed more than 700 local water sub-basins across Europe. Similar patterns to those identified in Sweden were found in several other regions. In southern and central Europe, where strong solar and wind resources make green hydrogen production particularly attractive, access to water is projected to be highly constrained by 2050 due to existing stress and climate change impacts.
Major industrial clusters in Spain, Germany, France, and the Netherlands could therefore face conflicts with agriculture and other sectors over water use.
“There are many potential conflicts around water as a resource, but also many solutions, such as seawater desalination or the reuse of water from wastewater treatment plants. There are also interesting synergies, as the oxygen that remains from the hydrogen production could be used in the processes that treat the wastewater. Hydrogen has great potential to contribute to the climate transition, but we need to find sustainable ways to manage water resources – for the production of fuel and for agriculture,” says Löfving.
Limited Impact on Electricity Prices
In addition to water use, the researchers assessed how a large-scale hydrogen economy could influence Europe’s electricity prices. By integrating their hydrogen model into Chalmers’ Multinode energy system model, they estimated regional price changes under different scenarios.
Electricity demand increases substantially with hydrogen production, as replacing fossil fuels requires significant electrical input. Despite this, the study shows that the impact on average European electricity prices remains relatively modest.
Regions with strong access to renewable energy, such as northern Europe, experience the smallest price effects. In contrast, some southern European regions with greater reliance on gas or nuclear generation could see larger price increases.
Balancing System-Level Trends and Local Impacts
Large-scale green hydrogen production would require significant expansion of solar and wind power capacity. However, the study estimates that the additional land use would account for only a few percent of the land currently used for agriculture – considerably less than what would be needed to generate the same energy through biofuels.
Previous research has typically focused either on local impacts or on broader system-level effects. This study combines both perspectives.
“If we are going to build the future’s energy system, we need to understand both the broad patterns and the local consequences. By considering risks, we will be able to manage them, and thus create more certainty for investments in green technology,” says Löfving.
About the Research
The study, “Resource requirements and consequences of large-scale hydrogen use in Europe,” was published in Nature Sustainability. The authors are Joel Löfving, Selma Brynolf, Maria Grahn, Simon Öberg, and Maria Taljegard, all affiliated with Chalmers University of Technology. The research was conducted within the competence centre TechForH2 and the Division of Transport, Energy and Environment in collaboration with the Division of Energy Technology.
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Case: Next-Generation Data Center Cooling Built on Polymer Flow Solutions
As data center operators increase rack densities and accelerate the adoption of direct liquid cooling, the requirements for cooling infrastructure are rapidly evolving.
GF and Rittal have collaborated to deliver a fully integrated cooling solution for NETMOUNTAINS’ new colocation data center in Velbert, Germany.
GF supplied the entire polymer-based cooling loop for the project – from the chiller and dry cooler all the way to the rack and chip – covering the FWS, Technology Cooling System (TCS), and HVAC. Rittal serves as the complete solution provider for IT infrastructure and cooling equipment, integrating the full cooling ecosystem.
Designed for expansion
NETMOUNTAINS’ latest data center has been designed for maximum project flexibility, enabling seamless multi-megawatt scalability to grow in line with customer requirements. The cooling infrastructure is engineered to support these future demands, accommodating rack densities of 66 kW, flow rates of approximately 1.2 l/s per server, and operating temperatures of 45/55°C in the TCS and 45/35°C in the FWS.
“Our role is to bring all elements of the cooling ecosystem together into one reliable, integrated solution,” explains Felix Kremelic, IT Projects Lead at Rittal.
The cooling distribution unit delivers a cooling output of more than one megawatt in a compact rack format. Its modular design allows easier integration into data centers during live operations.
Why polymers matter in modern data centers
As direct liquid cooling gains broader adoption, polymers are increasingly replacing metal in mission-critical cooling loops. Unlike metal piping, engineered thermoplastics are inherently corrosion-free and do not release particles into the coolant, helping maintain coolant purity and significantly reducing system rinsing requirements.
In addition, polymer systems offer lower weight, high chemical resistance, and lower thermal conductivity, supporting stable and efficient cooling performance. Welded polymer connections ensure long-term leak tightness and reliable operation, making them well suited for modern CDUs and high-performance computing (HPC) environments.
“Increasing rack densities and the wider adoption of direct-to-chip liquid cooling are fundamentally changing the requirements for data center cooling infrastructure,” says Ergin Sarac, Data Center Specialist at GF.
“Instead of isolated systems, operators need fully integrated cooling loops,” explains Ergin Sarac.
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Maintenance is a competitive advantage – not just a cost item
Maintenance is finally gaining its rightful place in the strategic field of industry. It is no longer just a cost item that eats up the budget and causes sighs in the financial statements – when managed correctly, maintenance produces a clear competitive advantage and strengthens the company’s performance.
Current studies show without a doubt that predictive maintenance, which utilizes data in the right way, can bring the owner more than it takes – maintenance is an investment that pays for itself many times over.
With new technology, predictive maintenance is no longer just optimization in theory or plans. It is up-to-date, precise and efficient.
With the help of sensors, artificial intelligence and analytics, it is possible to continuously monitor the condition of machines and equipment, address problems before they turn into expensive downtime and extend the life cycle of production equipment at the lowest possible cost.
Increasing the competitiveness of industry is no longer limited to just production volumes or price optimization – maintenance is the resource that separates the winners from the losers.
However, technology is not the only resource. The revolution in industrial maintenance is also reflected in the development of the circular economy. Regulation, innovation and new business models are completely changing the way maintenance is done.
As our journalist Mia Heiskanen writes in her Ecomondo trade fair report, the circular economy is no longer an emerging trend – it is accelerating rapidly and changing the entire industrial field.
Predictive maintenance is increasingly becoming a service where resource optimization, material reuse and comprehensive life cycle thinking are seamlessly intertwined.
Machines and equipment are no longer just performance items made of iron and electronics. They are part of a complex ecosystem where foresight, intelligent data processing and innovative maintenance models decide who stays ahead of the competition.
Robots, drones and other solutions familiar from military technology have found their way into the management of factories and production facilities – they are no longer a futuristic addition, but an everyday occurrence that enhances maintenance and brings visibility that was previously impossible.
This issue offers two insightful articles on the growing role of drones in maintenance.
Properly managed maintenance is therefore not just an economic necessity. It is a strategic choice that is reflected in the continuity of production, resource efficiency and competitive advantage.
It opens up new business opportunities, supports the growth of the circular economy and gives industry the tools to respond to changes in both technology and markets quickly and flexibly.
Maintenance is changing – and the change is radical. Now is the time to elevate maintenance to the position it deserves: a resource that supports business, generates revenue and builds the future. Every industrial professional who understands this can turn the power of maintenance into their own competitive advantage.
Jari Kostiainen
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Love the Flux: How to Lead When the Rules Keep Changing
Change doesn’t slow down. It stacks. Faster. Weirder. All at once. April Rinne’s keynote at Nordic Business Forum 2025 wasn’t just a wake-up call—it was a practical guide for anyone tired of pretending the chaos will pass.
The world won’t settle. We live in what futurist April Rinne calls a state of “flux”—a relentless, unpredictable, no-turning-back swirl of change. In her talk, How to Make Change Suck Less, Rinne gave leaders a toolkit not for controlling uncertainty—but for becoming better at moving with it.
This isn’t about being fearless. It’s about being ready. Rinne, who’s worked in more than 100 countries and experienced profound personal tragedy, doesn’t speak from theory. At age 20, she lost both parents in a car crash. Her life flipped. She didn’t have a choice but to see differently—and that lens became the foundation of what she now teaches global leaders: developing a flux mindset.
Flux, she says, isn’t just change. It’s change that never stops, never stabilizes. Think Everything Everywhere All at Once, but real life. And no kung fu skills required—just the willingness to upgrade your leadership habits. Rinne laid out three “flux superpowers” that leaders need right now: slow your pace, let go of control, and learn to see what others miss.
Run slower to move smarter. That’s not a contradiction—it’s neuroscience. In our speed-obsessed world, fast is default. But our brains don’t function well in constant sprint mode. Clarity disappears. Creativity evaporates. Leadership suffers. “When you’re racing,” Rinne warns, “you tend to make foolish mistakes.” The remedy? Adopt the mantra: slow is smooth, and smooth is fast.
Running slower doesn’t mean doing less—it means choosing better.
• Practical tip: Start your meetings with a “slow minute”—60 seconds of silence to breathe, reset, and refocus. It signals calm and control when everything else feels urgent.
Next, let go. Control is leadership’s most overrated obsession. Rinne dismantles the myth that leaders must have all the answers. In a world this uncertainty, pretending you do is both dishonest and harmful. Instead, she advocates for strategic surrender—letting go of outdated beliefs, flawed assumptions, and the need to be right. “What gets us in trouble,” she says, quoting Mark Twain, “is not what we don’t know. It’s what we know for sure that just isn’t so.”
• Practical tip: Create a “Let Go List” with your team. Include legacy processes, rituals, or assumptions that no longer serve your purpose. Revisit it quarterly—and act.
Finally, see the invisible. The biggest threats—and the biggest opportunities—are often the ones we overlook. We miss things that feel impossible, uncomfortable, or simply unfamiliar. But once seen, they’re undeniable. Rinne challenges leaders to actively question their beliefs: “What are you practicing at becoming?” That one question reveals whether you’re staying flexible—or stuck.
• Practical tip: Schedule “Unsee Reviews”—monthly sessions where your team reflects on blind spots, biases, or missed trends. What did we not notice that we should have?
Rinne’s message lands because it’s brutally honest and radically hopeful. Change won’t stop. Complexity won’t shrink. But we can get better at navigating it. By practicing these counterintuitive habits, not mastering them once, but practicing them constantly—leaders can thrive where others freeze.
In her words: “A flux mindset doesn’t drop from the sky… It’s something you must apply and put into action.”
The goal isn’t to control the chaos. It’s to build your capacity to thrive inside it.
Text: Mia Heiskanen Photos: Pasi Salminen
April Rinne
April Rinne is a global authority on the future of work and author of Flux: 8 Superpowers for Thriving in Constant Change. She’s advised governments, startups, and Fortune 500s, and has been named one of the world’s 50 leading female futurists by Forbes. Her insights are shaped by global experience, deep personal loss, and an unshakable belief that uncertainty is not a threat—but a gift
April Rinne: Flux – 8 Superpowers for Thriving in Constant Change
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A New Era of Drone Technology for Offshore Inspections
The Edvard Grieg platform in the North Sea now has a drone with its own docking station.
Aker Solutions has permanently installed an autonomous drone system on Aker BP’s Edvard Grieg platform in the North Sea, enabling frequent remote inspections from shore.
The use of drones is not new, they have been used for years to monitor infrastructure and emissions across the world. But the fixed-mount drone system sets a new standard in the industry.
Aker Solutions predicts that fully autonomous drones, flying without remote pilots, could become a reality in the next few years and potentially change the way the industry operates.
“We believe that autonomous drones will revolutionise inspection and maintenance in the energy industry,” says Anja Dyb, Head of Lifecycle Services at Aker Solutions.
Control Room Hundreds of Kilometres Away
The drone system on Edvard Grieg includes an offshore docking station and supporting infrastructure.
Aker Solutions has also developed software systems and established an onshore control room.
The solution includes airspace and AIS monitoring, two-way communication with the Helicopter Landing Officer (HLO), aviation management and platform operations.
The drone is equipped with autonomous navigation capabilities and advanced sensors that collect high-resolution images and data during its inspection rounds.
BVLOS operations are piloted remotely from an onshore control room located hundreds of kilometres away.
The First Test Flight Was Successful
Last summer, the company conducted its first Beyond Visual Line of Sight (BVLOS) drone operation, controlled from its ground-based control centre.
The flight is seen by the industry as a major step towards fully autonomous offshore inspections.
“The permanent deployment of drones on an oil rig, combined with robotics, artificial intelligence and digital technology, will take offshore maintenance to a new level, improving safety, reducing costs and enhancing the management of the entire offshore asset,” says Anja Dyb.
The system’s ability to operate remotely also aligns with Norway’s efforts to free up airspace above North Sea oil rigs for drone operations. The aim is to set a precedent for other regions.
“Aker BP’s business strategy is based on the assumption that robotics and drones will be an integral part of offshore monitoring, inspection and operations,” underlines Thomas Øvretveit, Chief Operating Officer at Aker BP.
Innovation reduces operational risks and cuts costs by minimising offshore labour.
Sensors Transmit a Wide Range of Information
An installed DJI drone can perform structural integrity checks, monitor discharges and detect leaks, transmitting live footage to the control room.
The recorded data is analysed using artificial intelligence and machine learning algorithms.
This enables predictive maintenance that identifies potential problems before they escalate.
According to Aker Solutions, this is crucial for facilities operating in the harsh environment of the North Sea.
Bringing Significant Savings
Permanent installation will eliminate the logistical challenges of transporting drones to offshore locations, which often require helicopters or boats.
By reducing human involvement, the technology not only improves safety but also reduces operating costs.
“Instead of the crew carrying the drone to the platform, doing the work and then taking it back home, the drone is always there,” says Joachim Hovland, Head of Aker Solutions’ Drone and Robotics Division.
“We estimate that autonomous drones can reduce inspection costs by up to 70 per cent and produce detailed data in a matter of hours, a process that traditionally takes days for manual drone operations.”
Autonomous drones and AI analytics enable frequent, high-precision inspections
The scalability of the system is another advantage.
“Not too much at once, because it has to be done safely,” says Anja Dyb, noting that people currently programme flight paths in advance and monitor inspections.
Full BVLOS Certification
Aker Solutions is the first company in Europe to be awarded full BVLOS certification.
The certification allows the company to operate autonomously alongside manned helicopters and aircraft, ensuring zero interference with helideck operations, airports or controlled airspace.
It is independent of systems and products, enabling the company to remain flexible in its choice of platforms, suppliers and technologies.
Protecting critical offshore infrastructure
Recent incidents involving unidentified drones in the vicinity of critical installations have highlighted the growing need for reliable detection systems.Several companies are now developing solutions to this problem.
Kongsberg Discovery and Aker Solutions have launched a joint project this autumn. The aim is to demonstrate Aker’s UAV detection system using Kongsberg’s UAV detection radar at Aker’s control centre in Stavanger.
The aim of the collaboration is to provide solutions to improve situational awareness around offshore assets and transit routes in the North Sea.
Aker Solutions will act as the system integrator and Kongsberg Discovery as subcontractor.
Kongsberg’s technologies are widely used in navigation and infrastructure protection.
The goal is to create a system with phases that include installation of the detection system on service vessels, integration with shore-based control centres, and wider deployment on drilling rigs and vessels, with possible expansion to other areas.
Cato Giil Eliassen, Director of Infrastructure at Kongsberg Discovery, stresses the urgency of the matter:
“Over the past couple of years, there have been several sightings of drones in the vicinity of critical infrastructure. Few of them have been properly documented.”
Text: Vaula Aunola Photos: Aker Solution, Aker BP
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The New Arsenal of Military Readiness – Systems, Standards, and the Road Ahead
In the previous issue, we explored the first wave of maintenance innovations transforming defense: AI-driven predictive and prescriptive tools, the rise of right-to-repair, and additive manufacturing at the frontline. These trends illustrated how autonomy, foresight, and resilience are being embedded directly into operational units. In this second part, we shift focus to the system-level enablers that connect, simulate, and optimize maintenance at scale — from digital twins and robotics to connected logistics, XR-based training, and performance-based logistics frameworks. Together, they extend tactical innovations into full-spectrum readiness.
Digital Twins and Extended Reality
Additive manufacturing ensures parts are available anywhere, but digital twins ensure military decision-makers know precisely when and why those parts are needed. Indeed, additive manufacturing redefines the supply chain, and digital twins transform how assets are managed. A digital twin is a virtual replica of a physical asset, continuously updated with real-time data. By mirroring the state of an aircraft, ship, or vehicle, digital twins allow engineers to test “what-if” scenarios, optimize operations, and foresee problems before they occur.
A landmark example is the collaboration between Gecko Robotics and L3Harris, which delivered an extended reality (XR) system for the U.S. Air Force. The XR system combines high-resolution scans with digital twins, allowing maintainers to see structural issues through immersive headsets, reducing inspection times and enabling remote collaboration.
European defence industries are equally engaged. The Franco-German Future Combat Air System (FCAS) program integrates digital twin technology into both aircraft and ground support, enabling seamless lifecycle management.
There is a price to pay for the power of digital twins, however: massive data integration requirements. Inputs from sensors, historical records, and simulations must be harmonized to build a useful twin. The defence sector—traditionally siloed—must shift toward data sharing across services and nations.
Despite these hurdles, digital twins offer unmatched advantages: lower costs, higher readiness, and the ability to rehearse maintenance actions in a zero-risk virtual environment.
Autonomous Systems and Robotics in Maintenance Support
While digital twins provide a virtual reflection of assets, autonomous systems carry this intelligence into the physical world, acting as robotic partners in inspection and repair. Digital twins create a virtual mirror of assets, allowing autonomous systems and robotics to be extended into the physical world. The Advanced Reconnaissance Vehicle (ARV) developed for the U.S. Marine Corps integrates modular robotics and AI tools to self-diagnose and facilitate servicing.
In naval operations, underwater robots now inspect hulls for cracks or corrosion without the need for divers. Gecko Robotics deploys wall-climbing machines to scan massive structures such as fuel tanks and submarine exteriors.
These technologies do not replace humans—they amplify their effectiveness. A single technician supported by inspection robots can do the work of a team, covering hazardous or confined spaces quickly and safely.
Robotics adoption also addresses a demographic challenge: many armed forces face shortages of skilled maintainers. By reducing repetitive manual work, autonomous systems free personnel for higher-value tasks. The obstacle lies in integration—robot-generated data must flow seamlessly into digital twin and logistics platforms. Achieving this requires open standards and interoperability, still a work in progress across NATO.
Connected Logistics and Cyber-Resilient Maintenance
Connectivity is the invisible backbone of modern defence maintenance. Once described as the Internet of Military Things (IoMT), the concept has matured into connected logistics: secure, decentralized systems resilient to cyber threats.
Every vehicle, aircraft, and weapon system now generates telemetry. These data flow into logistics platforms that anticipate spare part demand, schedule maintenance proactively, and even simulate fleet-wide readiness scenarios.
The U.S. Army’s Global Combat Support System (GCSS-Army) is one example, providing commanders with real-time insight into the health of their units. Similar initiatives in NATO allow multinational data exchanges so coalition forces can coordinate maintenance across borders.
But with connectivity comes vulnerability. Adversaries could corrupt maintenance data, trigger false alarms, or conceal critical faults. The authenticity of additive manufacturing files is another concern: a hacked blueprint could produce a defective part.
These worries make cybersecurity a core element of maintenance strategy, no less vital than protecting fuel convoys or ammunition depots.
Virtual Training and Augmented Reality for Maintainers
Even the most advanced tools require skilled personnel. Training maintainers has always been challenging, especially when access to complex systems is limited. This is where virtual maintenance training (VMT) and augmented reality (AR) are proving transformative.
VMT systems provide immersive 3D environments where technicians can practice disassembly and repair without touching real equipment. This is invaluable for nuclear submarines or stealth aircraft, where live training is restricted.
AR overlays digital guidance directly on the maintainer’s field of view, offering “X-ray” insights into hidden components or step-by-step instructions. The U.S. Air Force has deployed AR headsets for F-35 maintenance, and the German Bundeswehr is testing similar systems for Eurofighter support.
These technologies accelerate learning, standardize procedures, and reduce error rates. In multinational exercises, AR even bridges language barriers, with overlays delivering instructions in multiple languages simultaneously.
Challenges include the cost of XR hardware, connectivity in remote bases, and the need for constant updates of digital content. But the return on investment is clear: faster training, safer operations, and more resilient maintenance teams.
Performance-Based Logistics and S4000P
Technology alone does not deliver readiness. Contracting models and standards provide the structure that makes it work.
Performance-Based Logistics (PBL) has become the gold standard in defence contracting. Instead of paying suppliers for tasks or parts, militaries now pay for outcomes: availability, reliability, and cost efficiency. The U.S. Department of Defense reports PBL contracts can deliver 10–20% cost savings while improving readiness.
The S4000P standard, developed by European and U.S. aerospace associations, is the reference for preventive maintenance across defence programs. It provides a systematic method for defining tasks that ensure safety and readiness at minimal lifecycle cost.
Together, PBL and S4000P ensure cutting-edge technologies are anchored in a sustainable framework of accountability and best practice.
Challenges and Barriers
Despite the promise of these innovations, several cross-cutting challenges remain:
• Cybersecurity risks: Maintenance data and digital twins are prime targets for adversaries. Manipulating them could disable fleets without firing a shot.
• Certification and trust: 3D-printed parts, AI predictions, and autonomous robots must meet strict safety standards before full acceptance. Certification is often slower than innovation.
• Workforce transformation: Maintainers must now master data analytics, robotics, and cybersecurity alongside mechanics. This requires a major investment in training.
• Budgetary pressures: Initial investments in these technologies are high. Decision-makers must balance them against competing procurement priorities.
• Interoperability: NATO and coalition operations depend on shared standards. Without harmonization of data, certification, and AI models, joint maintenance risks fragmentation.
Beyond the technical and contractual hurdles, one of the greatest obstacles lies in cultural and organizational inertia. Armed forces, by nature, are conservative and risk-averse, and this is likely to slow the adoption of disruptive maintenance practices. Even when pilot projects prove successful, scaling them across entire fleets can take years due to rigid hierarchies, fragmented responsibilities, and reluctance to move away from established routines. Added to this are geopolitical supply chain dependencies, where reliance on rare materials or foreign suppliers undermines the very autonomy the right-to-repair and additive manufacturing aim to deliver. These cultural and geopolitical dimensions remind us that innovation in maintenance is not purely a technological challenge—it is also an institutional one. How these challenges are addressed will determine whether current pilot projects remain isolated or scale into the backbone of global defence maintenance.
Regional Perspectives
Although the trends toward innovation are global, the adoption of technology varies significantly across regions, reflecting different strategic priorities, industrial bases, and defence cultures.
• United States: The U.S. continues to lead in AI-enabled predictive maintenance and additive manufacturing, driven by strong investment in programs like ERM for naval fleets and 3D-printed parts for aircraft. Its emphasis is on deploying disruptive technologies quickly, even if certification frameworks are still evolving. The right-to-repair initiative also marks a major cultural shift, designed to reduce dependency on OEMs and speed up frontline readiness.
• Europe: European defence forces focus on standards and frameworks, such as S4000P for preventive maintenance and digital twin initiatives in multinational programs like FCAS. The EU’s collaborative approach emphasizes interoperability, sustainability, and lifecycle cost control. Robotics and AR-based training systems are being rolled out progressively, but adoption is often slowed by fragmented procurement and regulatory processes across EU member states.
• Asia-Pacific: Nations like Japan, South Korea, and Australia are prioritizing autonomy and resilience in maintenance. Japan has integrated AI into naval fleet diagnostics, South Korea is piloting predictive analytics for armoured vehicles, and Australia is at the forefront of deploying additive manufacturing in forward bases and submarines. In this region, where logistics chains may be stretched over vast maritime distances, self-sufficiency through AM and robotics is a strategic necessity.
While the technologies are universal, their application is shaped by local conditions. The U.S. favours rapid innovation, Europe emphasizes harmonization, and Asia-Pacific prioritizes resilience and autonomy. Together, they underline that maintenance has become a pillar of defence strategies worldwide.
The Bigger Picture: From Maintenance to Mission Assurance
The common thread across all these innovations is a transformation in mindset. Maintenance is no longer viewed as a cost centre or a back-office function. It is a strategic enabler of operational superiority.
• AI and digital twins create foresight.
• Additive manufacturing and right-to-repair create autonomy.
• Autonomous robots and XR tools create safety and efficiency.
• Connected logistics and cybersecurity create resilience.
• Standards and contracting frameworks create sustainability.
In military operations, downtime is vulnerability. The new maintenance arsenal ensures armed forces can deploy, fight, and return home with maximum effectiveness and minimum disruption.
Looking Ahead
As the defence sector looks toward 2030 and beyond, several questions remain open:
• How will cyber threats challenge predictive maintenance platforms?
• To what extent can autonomous systems replace human inspection and repair?
• Will right-to-repair and additive manufacturing reshape the relationship between militaries and OEMs?
• How will NATO harmonize digital twin frameworks across borders?
• Can training systems scale fast enough to close the skills gap in technical roles?
One thing is certain: the race for maintenance superiority is no less important than the race for hypersonic missiles or AI-driven command systems. Armed forces mastering these trends will enjoy both lower costs and a decisive operational edge.
Final Word
Maintenance in defence has moved to the forefront of innovation, blending data science, robotics, new manufacturing methods, immersive training, and smart contracting. For industry professionals, policymakers, and operators alike, the message is clear: maintenance is mission assurance.
Future wars may be won not just by who fires first, but by who keeps their equipment running longest, safest, and smartest.
Text: Prof. Diego Galar
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Ask Smarter, Innovate Faster
Innovation doesn’t die from a lack of ideas—it dies from a lack of curiosity. Diana Kander, bestselling author and innovation strategist, believes we’re asking the wrong questions.
In a world where disruption is constant and failure are feared, she challenges leaders to flip the script: get curious, stay humble, and fall in love with learning. This isn’t just advice it’s a blueprint for reinvention.
Most leaders are asking the wrong questions. Diana Kander argues that curiosity is a leader’s most underused asset. But in too many organizations, curiosity is stifled by ego, routine, and the pressure to appear confident. Kander’s message is clear: stop pretending you know and start asking what you’re missing. “When you ask the right question, innovation follows,” she says.
The real enemy of innovation is overconfidence. Success often leads to blind spots. When teams become too sure of their own brilliance, they stop seeking feedback. “When you feel like the smartest person in the room, you’ve stopped learning,” Kander warns. Instead, she champions humility, feedback loops, and relentless experimentation as the foundation for creative progress.
Too many teams fall in love with solutions, not problems. Kander urges innovators to flip that. “Spend less time pitching your solution and more time validating your assumptions,” she advises. Innovation fails not because ideas are bad, but because no one tests them fast enough—or honestly enough—to know.
Real innovation starts small and messy. One standout example from Kander’s experience involves a team testing a product idea in a grocery store. Instead of running expensive focus groups or building a full prototype, they simply acted it out in public. The responses they gathered on the spot helped them pivot instantly. The lesson? You don’t need polish you need proximity to reality.
Diana Kander offers three practical shifts every leader can make today:
1. Prototype fast and ugly. Don’t wait until an idea is perfect. Build the minimum version and get it in front of real users.
2. Kill your darlings. If you’re not challenging your own ideas, they’ll eventually be challenged by the market. Ask: What would make this fail?
3. Create safe failure zones. Build environments where people are free to experiment, fail, and learn—without career damage.
“You can’t learn and look good at the same time”, Kander quips. That truth hits hard in performance-driven cultures where image often trumps insight. But growth requires risk, vulnerability, and the kind of honesty that makes learning possible.
The culture you build will either feed or choke innovation. Do you reward flawless execution or fearless learning? Do your team members hide failures or share them as lessons? Kander believes the companies that will win in the long term are those that treat curiosity as a strategic advantage, not a side note.
She knows this personally. Kander’s own journey is full of experiments, some that soared, many that didn’t. What separated the wins from the losses was how quickly she and her teams could learn, adapt, and try again. For her, curiosity isn’t just a mindset—it’s a muscle. And the best leaders train it daily.
Make innovation part of the way you lead. Not a department. Not a quarterly sprint. But an everyday discipline grounded in small tests, sharp questions, and fast feedback. That’s how organizations grow ideas that actually matter.
Diana Kander at a Glance
Diana Kander is a bestselling author, innovation coach, and serial entrepreneur. She has advised Fortune 100 companies, startups, and even military leaders on how to unlock creativity and drive meaningful change. She delivered a standout keynote on innovation at Nordic Business Forum 2025.
Diana Kander: Go Big or Go Home
An insightful and entertaining guide that shows how asking better questions can lead to bolder results. Packed with tools to make innovation more accessible, impactful, and fun.
Text: Mia Heiskanen Photos: Pasi Salminen Visual: Nordic Business Forum/Linda Saukko-Rauta
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What Unplanned Downtime Really Costs
When production stops, losses start adding up fast. New study shows just how costly unplanned downtime has become for manufacturers.
A recently published study by Fluke Corporation reveals the true cost of downtime in industrial manufacturing.
The survey, conducted by Censuswide, interviewed 600 respondents representing food and beverage, oil and gas, life sciences and automotive manufacturing companies in Germany, the UK and the US. Last year, 61% of manufacturers suffered unplanned downtime, costing the industry up to $852 million per week.
Downtime Is Common
48% of companies report between six and ten outages per week, and almost one in five (19%) face between 11 and 20 weekly outages. 45% of businesses reported outages lasting up to 12 hours, and 15% experienced downtime of up to 72 hours.
Globally, the risks are highest for large companies. 40% of organisations with more than 50,000 employees report between 11 and 20 outages per week, and half of these organisations experience outages lasting up to 72 hours.
“Our research paints a compelling picture: manufacturers are caught in a cycle where downtime directly undermines competitiveness, and too many are forced to settle for piecemeal fixes,” said Parker Burke, Group President at Fluke Corporation.
Average Costs
According to the report, the average cost is $1.7 million per hour, meaning that a single outage can result in losses of up to $42.6 million.
While the number of outages is fairly consistent across the three regions studied, there are differences in costs.
In the UK and Germany, losses can reach up to $62.7 million, while the global average is much lower at $40.8 million per outage.
“The data shows that outages can no longer be seen as just an operational problem. It is a real risk to competitiveness and business value,” says Burke.
Increasing Resilience
The report found that many companies remain fragmented in their response. Manufacturers are spreading their digital investments across multiple tools – such as predictive maintenance (12%), digital twins (12%) and condition monitoring (13%) – rather than implementing integrated reliability strategies.
“Our research shows a stark reality: too many manufacturers are stuck reacting to outages instead of getting ahead of them. Quick fixes might keep things going for a while, but they don’t build long-term sustainability,” Burke said.
Text: Vaula Aunola Photo SHUTTERSTOCK
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