The World of Maintenance in 2026: When Stability Becomes Strategy

Transcript

Narration: Welcome to the “Talking IFM” podcast, where we explore the diverse and evolving worlds of the IFM field. We speak with content experts, examine different aspects and how they serve organizations, understand the challenges we face, and discover what the future holds for IFM.

Idit: The world of maintenance is in the midst of a quiet yet profound transformation. It is not just another change involving one more system or another technological tool, but a real shift in the role itself. More and more organizations understand that maintenance is no longer merely an operational function, but the layer of stability that supports the entire facility. It is what ultimately determines whether operations continue seamlessly, whether control is maintained even during peak periods, and whether the organization can deal with malfunctions without descending into chaos.

I am Idit Shani, VP of Strategy & Business Development at Electra FM, and today I am joined by a special guest, Avi Mazliach, CEO of Electra FM’s Maintenance Division.

Avi: Hi Idit, good morning.

Idit: Let’s take a deeper look into the world of maintenance in 2026. When you look at the maintenance landscape today, what do you think is the most significant change that managers are still not fully aware of?

Avi: The biggest change is that maintenance has shifted from a reactive mode to a management-driven one. It is no longer just about fixing what has already broken, but about understanding where the organization is vulnerable, which component has the greatest impact, and how to prevent the next issue before it is even felt in the field. That is our professionalism, and that is our goal. That is what we strive for.

Idit: It is remarkable, because what I encounter so often in the field, both internally and externally, is a huge gap between the way maintenance is perceived and the extent to which it actually affects the day-to-day functioning of an organization. In your experience, where is that gap most significant?

Avi: Very often, people think of maintenance as simply fixing faults. That is the first thing we tend to associate with it. But in practice, there is a major difference between a fault that is inconvenient and a fault that must never happen. Advanced maintenance knows how to distinguish between the two with great precision. We understand in advance which component or system could bring an entire operation to a halt if it is not identified in time. That is what is expected of us.

Idit: That is incredible, because it reflects a shift in perception that management teams are also beginning to understand, that maintenance is no longer just what happens behind the scenes.

Avi: Idit, the moment you understand that the real cost is not only the repair itself, but the shutdown of the facility, you understand what needs to be done. That is where our professional quality comes into play. The pressure within an organization that is unable to function is extremely high, and that is where all the management aspects become critical.

Idit: I think this also connects to the recognition you received this year, the Israeli Standards Institute Gold Mark for 2026. A huge congratulations. Well deserved.

Avi: Thank you very much. It is the result of hard and complex work. The Gold Mark is awarded to organizations that operate management systems in accordance with ISO standards over many years. In our case, over the past five years we have gone through countless audits and supervision processes in this area. Within the division, ISO is reflected through quality, safety, health, environmental management, and business continuity, including BCP, all of which came into sharp focus during the very challenging periods we have experienced over the past two years.

Idit: You demonstrated your BCP live, unfortunately.

Avi: We very much hoped to avoid that, but due to reality, we were prepared to use this system. It is a complete framework that we built in a systematic and stable way, and today we know how to provide a professional response to any need or situation.

Idit: Amazing. This raises the question of control; how can you know in advance that something is about to happen?

Avi: There are very advanced tools for that. First, proactive maintenance, but highly disciplined proactive maintenance, based on operating methods we developed ourselves. Second, the use of technologies to detect faults just before they occur. Let me give a few examples. One is the installation of sensors in cooling systems that are monitored through our control center, allowing us to identify issues even before they happen. Another is the placement of vibration sensors on motors and rotating components. Just before a failure occurs, we monitor the indications and know how to respond before it affects the outcomes the client is supposed to experience. That is exactly our strength, reaching the issue just in time and carrying out the maintenance actions professionally before the failure actually occurs and disrupts operational continuity.

Idit: That is remarkable, because it also changes the way maintenance communicates with management and with clients.

Avi: Absolutely, you are right. Instead of explaining why there was a fault, we explain how we identified trends and prevented them in advance. That creates trust and managerial peace of mind for our clients.

Idit: Without a doubt. Let’s also talk a little about what is happening behind the scenes, the people. Which skills do you believe are becoming more and more critical in the world of maintenance?

Avi: We are seeing a shift toward hybrid roles. People already understand systems, but they also need to know how to work with data, management systems, and technology. The profession is moving from a technician who fixes faults to a systems manager who oversees continuity, prioritization, and risk management.

Idit: It is much less about isolated tasks and much more about broad thinking. As you said, the complexity increases as more systems become interconnected.

Avi: Exactly. That is the essence of it, the complexity is only increasing. More connected systems, more interdependence between components, and that requires a tremendous ability to understand the bigger picture and make decisions that balance operations, cost, and safety.

Idit: What does an organization actually need to do right now in order not to be left behind?

Avi: This is not something that can be answered in a single day. We need to invest in knowledge, training, and the integration of field experience with analytical capabilities. Above all, we need to foster a culture that recognizes maintenance as a professional and strategic field, and not merely as a response to faults in the traditional sense we used to know.

Idit: Absolutely. Let’s connect that to real life within the building and place emphasis on the experience itself. Where do you see the end user encountering the world of maintenance in the way that most affects them and their experience?

Avi: In the seemingly “simple” things: an elevator that works, proper lighting, stable air conditioning, and functioning restrooms. That creates a sense of confidence. When everything works, people hardly notice it. But when it does not, it immediately affects performance, the overall feeling, and daily functioning. People immediately sense that something is wrong. Our clients’ confidence in the maintenance function is shaken, not only in the simple things but also in the larger ones, and we are there to put things back in order.

Idit: Exactly. We want to help our clients create a better experience for their employees, because this connects directly to an organization’s ability to retain people and provide them with a stable working environment.

Avi: Absolutely. That is exactly what we emphasize. A functioning environment is not a luxury, it is a basic condition for a healthy organization.

Idit: I think that if we had to summarize this fascinating conversation, it is clear that the world of maintenance is moving to a completely different place. As you emphasized, it is less about fault management and more about stability management, less about reaction and more about prediction, less about a supporting field and more about a layer that holds the organization together from within.

Avi: And in the end, Idit, good maintenance is not about what you save at the last minute, but about what you build in advance, quietly, consistently, and with exceptional professionalism, so that everything continues to work even when reality changes. Our resilience lies in planning, and in our ability to reach every place at the right time.

Idit: Avi Mazliach, thank you very much for a deep and thought-provoking conversation.

Avi: Thank you, Idit, for the conversation.

Narration: You have been listening to the “Talking IFM” podcast. We hope this episode enriched your understanding in the pursuit of excellence, professionalism, and innovation. More information is available on our website.