In an era where every pound invested must demonstrate clear business value, UK maintenance and reliability leaders face a critical challenge: translating technical expertise into strategic business language that secures executive buy-in and adequate funding. This panel explores the fundamental disconnect between asset management practices and enterprise objectives, examining why traditional approaches to maintenance budgeting often fail to resonate with senior leadership.

The complexity of demonstrating maintenance value extends far beyond simple cost-per-repair metrics. Modern organisations require sophisticated risk-based frameworks that articulate how asset reliability directly impacts revenue protection, operational resilience, and competitive advantage. Yet many maintenance professionals struggle to quantify these contributions in terms that align with boardroom priorities and shareholder expectations.

Drawing from real-world experiences across diverse UK industries, this discussion addresses the persistent funding challenges that prevent maintenance excellence. We examine how competing organisational priorities, combined with communication barriers between technical and executive teams, create systematic underinvestment in asset reliability.

• developing risk-based budget justification frameworks
• creating meaningful KPIs that resonate with executive stakeholders
• establishing governance structures that embed asset reliability considerations into strategic planning processes