factor when assessing job opportunities, too. Indicating that D&I is crucial for attracting talent, an essential key trend in the lubes sector.
Skills — now and for the future The top three skills for the future were customer focus (52%), technical expertise (50%) and advanced problem-solving (45%). Other options included adaptability to market trends, strong communication and collaboration skills, leadership and strategic thinking, innovation and creativity, and project management; skills required varied across different job functions. Executives emphasise customer focus and adaptability, which are essential for guiding organisations through volatile market conditions. Technical contributors, on the other hand, prioritise problem-solving and technical expertise to meet operational demands and foster innovation. These perspectives reflect the differing but complementary priorities needed to effectively navigate the industry’s evolving challenges.
This divergence underscores the importance of tailored skill development: strategic leadership training for executives and advanced technical certifications for specialists.
However, there’s a glaring gap in current training practices. While 79% of organisations offer some form of training, only 28% provide structured, consistent programmes. By investing in comprehensive and ongoing employee development initiatives, companies can enhance both capability and satisfaction — laying the foundation for long-term success.
Sustainability — a necessity, not a luxury Sustainability has been a central focal point within the lubricants industry for the last 5 years. However, it fell out of the top three for industry challenges for the first time since we started our annual trends report. Perhaps highlighting the complexity and fatigue some face with navigating their sustainability journey. Embedding sustainability practices is a strategic necessity. Achieving growth — the industry’s most significant challenge — demands innovative solutions, and sustainability is an avenue to unlock such opportunities.
The report suggests that while the “what is?” sustainability question has been addressed,
organisations are grappling with how to deliver it. The UEIL sustainability task force has done great work to support the sector with this.
Sustainability represents a transformative opportunity. Companies can align sustainability with business growth by leveraging technological advancements, stakeholder collaboration, and innovative product development. Crucially, this alignment is pivotal for talent attraction and retention. Employees, especially the emerging workforce, increasingly value organisations that are transparent, accountable, and committed to long-term sustainability goals.
Conclusion
For lubricant organisations, the insights from the report highlight the urgency of adopting forward- thinking talent strategies. Succession planning is paramount to address the ageing workforce. Structured mentorship and upskilling programs can facilitate knowledge transfer, ensuring business continuity. Moreover, organisations must communicate better, boost employer branding, showcase culture, offer workplace flexibility, and deliver career growth to attract staff. Smaller firms can capitalise on their cultural strengths to attract talent, while larger enterprises must focus on harmonising scalable talent solutions with equitable practices. From a strategic standpoint, embracing diversity and sustainability initiatives offers dual benefits: meeting regulatory and societal expectations while fostering growth.
The findings stress the importance of adaptability and continuous learning for professionals who want to develop themselves and their careers. Embracing emerging technologies, enhancing problem-solving capabilities, and fostering collaboration across generations will position employees as indispensable contributors to their organisations.
Human capital is the cornerstone of industry success, and investing in people — through culture, inclusivity, and skill development — is critical to turning the sector challenges and changes into opportunity and access.
abnresource.com
LUBE MAGAZINE NO.185 FEBRUARY 2025
45
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
