Skills Shortage & Retention	Change Management
Training & Development	Business Perceptions of Maintenance
Human Factors in Maintenance	Energy Conservation
Reliability Culture	Health & Safety
What’s Next in Maintenance Performance	Maintenance Planning
Integrating Maintenance & Operations

"Mainstream New Zealand" 2008 addressed the following issues by a combination of business process focused customer case studies, experts, functionality discussions and demo's.

Skills Shortage & Retention of Staff - understand reasons for losses and how to manage; matching skills to business needs; managing the skills pool; promotion of trades at school; apprenticeship programs; industry and government involvement; breaking down barriers between people and skills

Training & Development - training and mentoring - what works; creating opportunities for development; effective succession planning; what training is available; getting value from training; managing costs of training; identifying the skill set required for each role; retaining knowledge; balancing needs of individuals and business

Human Factors in Maintenance - management processes for failure; understanding reasons for failures - human error and the impact of lack of skills and training; understanding consequences; enforcement of accountability; systems and processes documentation; examining emotional intelligence; building people-competence; reframing challenges

Developing a Reliability Culture - taking into account individual site cultures when rolling out standard processes; implementing reliability across every department; demonstrating sought after culture; determining level of empowerment required for cultures to grow and change; communication - between teams, departments, sites; breaking down historic barriers; difference between maintenance and reliability engineering

What’s Next in Maintenance Performance - reinventing old ways with new ideas; what are the next steps?; pushing boundaries; networking the knowledge; how to benchmark and against what; new ways of budgeting, new tools; systems and data to support decision making

Integrating Maintenance & Operations - using a cross-functional approach - achieving effective integration and alignment; combined planning; operators performing maintenance tasks; empowered operator/tradespeople teams; getting the right people in the right job

Change Management - exposing people to new ideas and getting buy in; taking on board a philosophy of “do it once, do it right”; managing maintenance/operations integration; understanding all parties needs; building trust; facilitating effective communications and empowering people at all levels; gaining upper management support

Business Perceptions of Maintenance - alignment with the organisational values - managing a positive perception of maintenance; measure maintenance as a value adding activity; managing corporate expectations; centering maintenance around the key needs of the company; securing budget – communicating the value of maintenance; the scope of effective maintenance management in relation to cost; speaking the right language; measuring the benefits of maintenance; communicating the ROI

Energy Conservation - maintenance and energy use - managing increasing costs of energy; understanding the environmental impact; impact on maintenance

Health & Safety - addressing attitudes and culture and learning to transform behaviours; impact of incidents on organisation and individuals; training for awareness

Maintenance Planning - applying it to your business; managing risk; differences between planning and scheduling; tools and training available; creating a “planning” culture on your site; operations and maintenance planning integration