Author name: Adam Smith

Western Power – Transmission Asset Refurbishment and Intervention Program

Summary of the project, product, framework Due to a step change in the way Western Power (WP) collected, analysed and displayed our asset condition data it became very evident that we were faced with a looming crisis in the Transmission asset fleet based on the juxtaposition between asset age and condition. A replacement program to correct this would be economically prohibitive, and impractical based on time to execute and limited access to the transmission network. Instead, a more detailed and holistic approach was required, one that reduced risk by utilising all the tools in the asset management toolkit in conjunction. Description of project or framework addressing the assessment criteria Power Transformers In the space of a few weeks, through intensive cross functional and inter-departmental cooperation, the following list of actions was assembled; much of which is already passing into the planning and execution stages: Switchboards As in many other areas switchboard condition management is another area where asset performance is squeezed on between aging and deteriorating assets on one hand, and reduced availability of capital and increasing costs on the other. Western Power found itself in this situation when facing poor asset condition issues in CBD switchboards compounded by other spending priorities. Taking inspiration from utility industry practices adopted throughout the UK in the wake of RIIO-ED1 network price control published by industry regulator OFGEM, WP began scouring the market for alternatives to wholesale switchboard replacement that would meet our requirements in costs and time while restoring the assets resistance to failure to a new or near-new state. They quickly uncovered new information of methods and capabilities in the marketplace to replace and refurbish vital components within the switchboard, restoring it to a condition where it would be able to meet the rigours of ongoing operations, plus the added stresses of future network optimisation works. A cross functional team of all major engineering functions, as well as the execution functions was established, and within months had created the opportunity for a detailed inspection and review of the assets by the Original Equipment Manufacturer (OEM), and some of the technicians involved in manufacturing switchboards of this type. The result was a capability to refurbish these switchboards, increasing the cost effectiveness of our capital spending, reducing our risks of unplanned failure within a far shorter time and increasing the reach of limited capital funds. Opinion as to specific contribution made by the nominated individual/team/organisation The ripple effect from this is driving new ways of working throughout the organisation: General comments you may wish to add

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Western Power – Pole Top Fire Prediction Model

Summary of the project, product, framework Western Power’s (WP) Pole Top Fire Model combines an engineer’s view of risk on WP assets with the weather conditions that trigger pole top fires. WP Fault Crews are always available, but a spike in the number of incidents can put resources under pressure. Predicting the number and general location of pole top fires can help our scheduling team have enough crews ready, where and when they’re needed. This helps reduce risks to public safety and reliability of supply, without over resourcing fault crews. Description of project or framework addressing the assessment criteria Pole top fires are a major risk for electricity network operators but difficult to predict. Pole top fires usually occur on the 22kV or 33kV distribution network and, while rare, are considered high impact events. Pole top fires affect a tiny fraction of WP’s network each year, but occasionally cluster geographically and temporally. Outages following pole top fires tend to be long and require complex repairs. Further, due to the localised weather that contribute to the fires, one area can be affected by multiple fires and power restoration is further delayed. The cause of pole top fires is attributed to dust build up on insulators that leak current during misty rain, estimated to be a mere 0.2 mm of precipitation per hour. Typically, the insulators and cross-arms also have been impacted by normal wear and tear. Modelling of pole top fires has traditionally been for proactive maintenance – washing power lines and applying silicone to insulators. While these techniques can be effective, it is not long lasting. Anecdotal evidence showed some leading indicators for pole top fires, however a formal short-term forecast could allow for more fault crews to be available when needed. WP has existing risk models that evaluate the probability of asset failure for each asset on the network. These models leverage asset specific data to predict the long-term risk and are included in the new models to assist short-term prediction. In addition to the asset data, geospatial observations and short-term forecasts were acquired for weather and particulate pollution. Collectively, this information can be used to identify the level of pollution and moisture that will naturally fall or accumulate on the pole tops. A range of predictive modelling techniques were investigated using a fail-fast methodology. Random Forest, a popular machine learning technique, was chosen due to its ability to elegantly model complex non-linear relationships and the speed at which it trains. Historically Random Forests have had a reputation as a black-box technique, however key innovations in the last two years (particularly LIME and Partial Dependence plots) allow practitioners to explore the inner workings of the model in detail. The models are run every six hours through our enterprise automation system, with automatic alerts sent to staff when there are any heightened risks of fires. The output of the model is displayed in a dashboard that provides a visual representation of the day ahead view of risk, colour coded by region, and an hourly view of risk by region over the coming week. The interactive nature of the dashboard allows our crews and scheduling teams to engage with and explore the output of the models. The dashboard includes a historic view of forecast risk and observed fire events, this page is crucial to the acceptance of the model by the business as it provides rapid feedback on how well the model has been performing. Inspiration came in mid-2017 following a day of multiple pole top fires that affected the Perth Metro area. WP Executive Manager, Seán McGoldrick, made the comment, “if only we could have known, we would have been ready.” Peter Condon developed the first iteration of the model using the 950 feeders across Western Power’s network as natural grouping based on network topology. The feeders were then aggregated to the nearest of 38 weather stations that offer sufficient historic observations and forecasts. Air quality data from the Department of Water and Environmental Regulation was also overlayed to identify regions that may be impacted by recent dry conditions. Within a few days of launching, the model predicted a spike in pole top fire risks over an upcoming weekend. By Monday, a series of localised pole top fires had started and demonstrated that the model worked! Most pole top fires occur between December and March, so Peter could make several iterations to the data inputs in the model over the summer period and has seen the reliability of forecasts improve. In May 2018, far outside of the season in which we typically see pole top fires, there was a spate of pole top fires in the mid-West, which was successfully predicted by Peter’s model. The model is already driving change within Western Power. Crews are mobilised when the model predicts an increased likelihood of fires and outages duration has been improved following these incidents. One year after Peter was inspired to develop a model that could predict pole top fires, there are multiple fully automated independent models being scored each day with a single ‘champion’ model selected in November 2018 to see Western Power through the 2018/19 summer. Opinion as to specific contribution made by the nominated individual/team/organisation Perth’s desirable climate creates a perfect storm for pole top fires – and the ideal place to be able to test and trial the predictive model. The model is quickly becoming a valuable asset to ensure appropriate staffing of field crews and to minimize the impact of redeployment and cancellation of planned work. Western Power has already benefitted financially from the development of this innovative model. Pole top fires affect electricity networks around the globe and Peter’s model is well placed to be able to improve the safety and reliability of these networks. Identifying the performance of specific network assets and its impact on pole top fires offers other networks unique insight to their networks and has potential to drive investments and maintenance plans. It goes far beyond just a technical

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Western Power – Asset Information Driven Risk Modelling and Visualisation

Summary of the project, product, framework Asset information driven risk modelling & visualisation was enhanced in two ways; firstly, inspection and failure data were used to develop information-based survival curves for wood pole assets; and secondly, data visualisation dashboards were developed using Qlik to enable asset managers to respond to queries in minutes rather than days. Description of project or framework addressing the assessment criteria Wood pole survival curves Western Power’s network has a wide variety of wood pole species in its network, each presenting its own challenges with respect to asset condition monitoring, ageing phenomenon, failure modes and consequences from their performance.  As a part of this project a cross functional team of data analytics, wood experts and asset management practitioners developed survival asset models that were then put to use for asset management decision making and investment planning/ prioritisation. Benefits: Application: Quantification: Asset information visualisation An example of how we used to derive information from data was when the Energy Minister requested how many assets required treatment in his electorate. Just a few years ago, Western Power Asset Managers requested data extracts on Asset Information from the Data Management Team which would require 2 days turn to receive data (Excel or Access) and then take another 1-2 days to analyse and respond. The elapsed time to respond was generally one to one and a half weeks. This was subsequently improved via the development of “Information Packs”, a complex Access database and excel spreadsheet built for each asset class. This reduced query response times down to approx. 3 days and 1-2 days effort (but data could be 12mths old).  Our most recent advance in this evolutionary process is the development of an Asset Management Data Warehouse and data visualisation tool (Qlik) which enables asset managers to respond to queries with less than 5mins effort and under 30mins of elapsed time. The data is snapshotted monthly or if required could be amended to daily if required. And we know the accuracy and provenance of the information as it has originated from corporate systems, not the customised query scripting (data extract) as was the case previously. Opinion as to specific contribution made by the nominated individual/team/organisation In the space of just 5 years Western Power has evolved its asset information driven risk modelling & visualisation from being capable of:

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V/Line – Asset Management Supply Chain Transformation

Contents Topic Page 1 Executive Summary 3 2 The Transformation 4 3 Contributions to the Organisation 6 4 Final Comments 7 5 Appendix A – Inventory Item Label Example 8 6 Appendix B – Screenshot of WMS on Handheld Scanner 9 7 Appendix C – Front Page Excerpt of WMS Work Instruction 10 8 Appendix D1 – Snap shot of Inventory management standard 11 9 Appendix D2 – Before and After of Audible Track Warning Signals Policy 12 10 Appendix E – Screenshot of ServiceNow Ticketing System 13 11 Appendix F – Logistics Alert Weld Kits Expiry 14 12 Appendix G – Rotables and Repairs spares examples 15 13 Appendix H – Jobs Completed in ServiceNow by Month 16 14 Appendix I – GS1 Standards Adoption Impact Assessment 17 Executive Summary V/Line is Australia’s largest regional public transport operator. V/Line manages assets throughout their lifecycle by performing asset management activities classified as either Routine or Major Periodic Maintenance administered by V/Line’s Asset Management Group. V/Line’s Asset Management Group had a basic internal Logistics support function, responsible for project and maintenance materials activities. A Gap analysis was conducted, and Executive management identified poor performance within the Logistics group that did not align with the financial and operational requirements of the business. A new manager was appointed to resolve the issues within this group, which resulted in the positive transformation outlined in this submission. The Transformation A review of findings from mid-2015 the VAGO report showed that numerous issues with inventory management were evident with an “indicative finding of weakened inventory management”.  The report identified issues when testing year-end inventory balance with sample counts, pointing to inaccurate stock counts. Several strategies were developed that would address the major problems in the V/Line Asset Management Logistics group. These included a workforce plan for the required structure of roles within the Logistics group to meet functional requirements, establishing Cycle counts at Maintenance depots, the adoption of standardised labelling and barcoding, the implementation of a Warehouse Management System, development of Inventory Management policy documents and the establishment of Rotables and Repairs capability. A workforce plan was developed as part of the 36-month strategic plan and started with the introduction of three new Inventory Controller positions, an Inventory Manager position, and an Inventory Support Officer position. Visits to other rail operators within Victoria were also conducted and allowed the Logistics group to see best practices in the industry. One of these was Inventory cycle counts performed on a regular basis. A cycle count program was established to perform count all Maintenance Depots around the state every quarter based on an established selection criteria of ABC analysis. Cycle count reporting was also developed to capture inventory accuracy, variances and provided a platform for feedback and continuous improvement opportunities. In addition, a Logistics mailbox was established as a central point of contact to streamline communications from network maintainers around the state. The next stage involved the adoption of standardised labelling and barcoding for identification of Inventory items. This involved several workshops with key stakeholders to develop labels requirements and standards. Once a design for the Inventory labels was finalised (see Appendix A), first phase of labelling across the state commenced. The Logistics group also engaged subject matter experts with significant industry experience to identify complex inventory assets such as turnouts, crossings and points. A strategic action plan was developed by the Logistics group to roll out the inventory labelling over a 3 month period. Adoption of GS1 barcoding system enabled us to fast track inventory and improve maintenance operations. Implementation of the standards also laid the foundation for establishing seamless digital systems and a streamlined approach towards managing our inventory master data and supplier’s information. Inventory Management capability was further enhanced with the implementation of a Warehouse Management System (WMS) integrating to V/Line’s ERP system. A key requirement is to support GS1 barcode standards and scanning. A trial run was set up to operate within the V/Line’s main Logistics depot. Warehouse workflows were optimized with the introduction of handheld devices which had the ability to scan 2D barcodes on the inventory labels (see Appendix B). Customised WMS documentation for logistics group was developed to train the wider team members on various functions.  (see Appendix C). A detailed review of outdated policy documents in V/Line’s Document Management system has taken place. A suite of high level inventory management policies and procedures were created. As an example, Inventory management policy was developed to define requirements for inventory management within the Asset Management group in support of maintenance and project work (see Appendix D1). Other critical document that was reviewed was the ‘Audible Track Warning Signals (ATWS) materials standard which documented the procurement, storage, transportation, and disposal procedures of these materials. Review identified that the document referenced an outdated location where the ATWS were to be taken for disposal. It also placed responsibility for ATWS disposal on a position that no longer existed. As ATWS are classed as an explosive, it left a severe safety risk on how these materials were disposed. A collaborative review with V/Line’s Safety team concluded that ATWS were to be taken to the V/Line Logistics Depot for organizing safe disposal, with responsibility for disposal placed on the Logistics Coordinator (see Appendix D2). One of the major challenges that logistics group faced during transformation was the overflow of different inventory requests impending to the central logistics mailbox. Manual management of these service requests and customer feedback over completion of requests was a very slow and time consuming process. Series of workshops with key stakeholders in IT, internal customers and logistics group led to the innovative adoption of an online ticketing system called ServiceNow. (see Appendix E). This ticketing system allowed the Logistics group to record and track requests and provide constant updates. Survey tool was also setup to measure the service level on selected requests.   Communication with the other departments in V/Line was a vital component when improving inventory management practices. A method of communication

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Transport for NSW – Asset Maintenance Assurance Framework

Executive Summary Transport for NSW (TfNSW) owns and manages over $145bn portfolio of assets, with a primary focus to deliver safe, reliable, and integrated transport services.  In order to meet organisational objectives and growing service demands, TfNSW engages over 750 Service Providers to operate and maintain (O&M) assets over the life cycle. Transport set a journey to create an effective assurance capability across the cluster. It initiated this by: The framework was developed in 2016 and signed into operation in 2017. Context As an asset owner, TfNSW has a legal obligation to understand and manage its risk profile around the configuration, integrity and safe operation of its assets. TfNSW role is to assure that it has contracted the right partner, with the right competencies and systems and that they are being effectively implemented resulting in effective operational delivery and attaining the full asset life cycle. These activities are completed in alignment with ISO 55000. Contract periods tend to be much shorter than the asset lifecycles, giving rise to the temptation of sweating an asset for a greater return in a contract period, but shortening its planned full term life.  With an asset portfolio as large and diverse as TfNSW, errors are a certainty of operation. TfNSW focus is on working with O&Ms to make sure errors do not become mistakes by recognizing and managing systemic issues before they become preventable mistakes.  The processes are part of assurance function across the TfNSW asset life cycle (figure 1). Figure 1: Assurance gateways across the asset life cycle Asset Maintenance Assurance Framework Transport for New South Wales is one of the largest asset owners in Australia. Moving towards an outsourced delivery model for its transport operations, TfNSW needed to establish an architecture that arranged assurance activities through the life of an asset and also through the life of a contract, which could be two very different periods. The key trigger for this was the understanding that, whilst the operation and maintenance of assets could be outsourced, the risk, safety and legal obligations of an asset owner could not. In short TfNSW needed to be an engaged asset owner, with an understanding of the integrity of its assets. The TfNSW Asset Maintenance Assurance Framework describes how TfNSW assures itself that assets are maintained and managed to deliver service outcomes and assets continue to meet the required asset performance targets TfNSW also needs to assure itself that the assets remain fit for purpose and sustainable over the asset lifecycle. TfNSW has developed a structure across the asset life cycle ensure assurance is performed (figure 2). The implementation of asset maintenance assurance framework is in alignment with ISO 55000 series standards. The process to develop the framework and continued development is aligned with asset management best practice outcomes: 1) The framework aligns with the TfNSW Asset Management Policy and Asset Management Framework 2) The framework and its associated processes for assurance are applicable across all life cycle stages 3) The process following the framework includes rigorous assurance activities including but not limited to reporting, internal audits and revision of  performance KPIs. 4) The framework specifies the necessary resources and competent personnel for demonstration of assurance, by undertaking asset management activities and operating the asset management Figure 2: Maintenance Assurance Structure activities Ingenuity of solution Prior to the implementation of the maintenance assurance framework the assurance activities were completed by the service providers and adhoc audits were performed by TfNSW. The approach for a consistent assurance framework and corresponding standards available to service providers now aligns goals across the organization. There was no consistent framework for contractors, Operators and Maintainers or internal TfNSW representatives to assess the state of assets.  TfNSW recognised that this resulted in two main issues: 1) Lack of understanding of the state of TfNSW assets 2) Risks yet to be articulated by O&Ms. The project implementation and continue improvement is a pivotal piece in the organisations primary focus to deliver safe, reliable, and integrated transport services Review and Performance Measures TfNSW realised a need for monitoring the performance of assets on the network. In December 2017, TfNSW published a The Transport Service Provider Asset Management Reporting Standard. The standard aims to monitor the agreed deliverables and effectiveness of asset management within the various contracted O&Ms – this includes measure assurance on asset condition and performance to meet service outcomes. Further, the standard supports a consistent approach to asset reporting across Transport modes to apply appropriate investment decisions across the cluster to manage risk. It is essential that Service Providers are able to demonstrate that assets are managed effectively and that those assets support TfNSW (the Client) short and long-term service outcomes. This reporting function is a critical part of the TfNSW asset management and maintenance assurance framework to give confidence that assets remain sustainable and expenditure is efficient and effective. Benefit/Value of the project to the organisation In alignment with ISO 55000 services the benefits of the framework span across the organization and to cover 750 contracted operations and maintenance contractors. The benefits of asset management can include, but are not limited to the following: The audits and assessments performed as part of assurance activities on various modes allowed for a strategic view across O&Ms that maintained the same/similar assets. E.g. identification of risks and issues associated with bridges along with lessons learnt could be adopted by 4 difference O&Ms.  This exercise proved to be efficient in identifying a root cause in one issue and implementing initiatives for mitigation/control across multiple modes (heavy rail, light rail, metro, bus, roads and ferry). With over 750 contracts, the lessons learnt approach proved to be greatly beneficial in better maintenance strategies of long-term whole-of-life planning approach for both O&Ms and TfNSW. Program Management and Risk Based Approach The project management of the framework was a collaborative approach amongst multiple TfNSW teams and Operators and Maintainers. Initial identification of asset maintenance assurance requirements requirements referenced ISO 55001, the NSW Treasury Total Asset Management Requirements, the GFMAM

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TransGrid – Asset Excellence Program

1. Executive Summary TransGrid’s Vision is to become leading edge asset managers setting the benchmark for asset management practice and performance. This will build upon the strong baseline established with our ISO 55001 Certified Asset Management System. TransGrid has progressed an Asset Management Excellence program to improve on the established baseline. The design of this program has used an innovative approach which included: This structured approach to excellence has defined and delivered a range of initiatives in capability, asset information, management system integration, asset planning processes and management review. 2. Description of Project TransGrid’s Vision for Asset Management is to become leading edge asset managers setting the benchmark for asset management practice and performance nationally and internationally. Our multi-year journey has seen us maintain our certification against ISO 55001 in November 2017, creating a strong baseline of good asset management practice. To move forward to greater maturity levels, TransGrid has progressed an Asset Management Excellence program to improve on the established baseline. The design of this program has used an innovative approach which included: 2.1  Program Methodology 2.1.1 Maturity Assessments The maturity results from the 2017 Asset Management System recertification audit were a key input to the review of the AM Planning process. The maturity chart below shows a general improvement across all areas from the certification audit in 2014. Three areas were identified as targets for improvement during 2018: Figure 1 – Asset Management maturity against ISO clause These planning elements were selected as focussed improvement areas where considerable value versus effort was expected. As part of the journey towards excellence TransGrid has commenced utilising a 39 category model as detailed in the ‘The Asset Management Landscape (2nd Edition) – Global Forum on Maintenance and Asset Management’. An external advisor has reviewed TransGrid against this benchmark with the results shown in the following diagram. This analysis has assisted in being able to more specifically identify the processes for improvement. Figure 2 – Asset Management Maturity against GFMAM (yellow line) 2.2  Key Improvements 2.2.1 Asset Management Capability TransGrid’s certifier identified Asset Management competency as an area for improvement. While it has strong competency management for construction, operations, and technical skills for field personnel it did not have a structured framework for managing Asset Management competencies beyond the requirements listed in an employee’s position description. In order to close this gap TransGrid engaged external advisors to develop an Asset Management Competency Guideline. A draft guideline was provided based upon the Institutes of Asset Management’s (IAM) Capability Framework. This identified competences into 7 groups containing a total of 28 identified capabilities. TransGrid developed the draft into an approved document by refining the mapping in the draft and using it to assess, at the employee level, an individual’s actual capability against what the requirements of the role were. The results of this allowed gaps to be identified that can be used in the individual employee’s development plan. This work was in the early stages of rollout when in early 2018 a corporate initiative was initiated from the board to review capability management across the entire organisation. As part of this initiative the Asset Management Competency framework was embedded into the corporate program to maintain alignment to the IAM Capability Framework. This included the development of an on-line assessment of capability against this revision using an 180o assessment methodology. This online tool allows the AM competency requirements to be included with other technical competencies (engineering, financial etc) so that the development of AM capability is seen as part of business as usual. TransGrid’s certifier has confirmed that this work has fully addressed their areas of concern. 2.2.2 Asset Management Information TransGrid’s 2014 ISO55001 certification identified Asset Management information as an area for improvement and this has been an ongoing focus throughout the first certification period. The last remaining improvement identified in our Asset Management System certification is related to its Asset Management Information Strategy. The fundamental issue was to refocus this strategy on information used in asset management decisions rather than that on asset information systems. TransGrid has commenced a process in 2018 to completely revise the current Asset Management Information Strategy. The objective of this process is to create a strategy focused on identification of an Asset Manager’s information requirements in a top down approach based on answering the core questions and sub-questions that an Asset Manager asks. This review was based on the following good practice guidelines. The revision of the strategy based on asset management information has a goal of ensuring that clear information requirements can be communicated to information systems related projects and ensure the outcomes of these will result in improvement to asset management outcomes. TransGrid’s certifier has reviewed the proposed changes in the November 2017 surveillance audit and indicated that this body of work is moving the Asset Management Information Strategy to be a much more mature and effective document. Figure 3 – Asset Management Information Requirements 2.2.3 Managing Integration of Multiple Systems TransGrid, either through licence, regulation, or good business practice requirements, holds a number of related management systems for Electrical Network Safety, Asset Management, Health and Safety, Environment, and Business Management. These systems have overlapping requirements in terms of frameworks, processes and procedures. TransGrid performed a mapping exercise of the functions that make up the ENSMS to provide the visibility of overlaps and interrelationships between the processes and procedures that make up the ENSMS and AMS. This resulted in the reduction of duplication and auditing effort for its Asset Management and Electricity Network Safety Management Systems. This mapping has allowed TransGrid to clearly articulate the system that is responsible for managing a particular process or procedure to internal stakeholders and external auditors. Reduced on-site interview and evidence effort for the formal audit of its NSW ENSMS from the support by ISO55001 recertification, and ability to combine audits requirements of the Victorian and NSW regulators are examples of practical value obtained through this mapping. Figure 4 – Management System Process Integration Summary 2.2.4  Revision to Asset Management Planning Process and Data Analytics  TransGrid is

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TransGrid – Planning the Energy System of the Future

1. Executive Summary Australia is embarking on the largest transformation of the power system since it was established mid-last century. The forecast retirement of existing generation, together with significant reductions in the cost of new renewable generation is driving the transition to the energy system of the future. To support this TransGrid has taken stakeholder engagement and applied asset management principles to complete its Annual Planning Review to highlight future opportunities for the Transmission System. This review has identified projects that will realise social benefits through lower energy prices, underpin regional economic growth and ensure continued supply security. The environmental benefits include the increased uptake of renewable energy. 2. Description of Project TransGrid is the manager and operator of the New South Wales (NSW) high voltage electricity network. Our network is the backbone of the National Electricity Market (NEM) which encompasses five interconnected regions: NSW, Queensland, Victoria, Tasmania and South Australia.  Figure 1: TransGrid’s Transmission Network in Context We aim to create value for society and our shareholders through a safe and reliable network at the lowest cost to customers. With transmission services accounting for around 3 per cent of the average electricity bill, we recognise that the way we manage our business has a direct impact on customers every day. Our responsibility traverses the full asset lifecycle, from planning new assets to replacing or disposing of existing ones. The body of work outlined in this paper focusses on the planning and assessment of new assets in a manner that applies good asset management practice. It considers the key stakeholder and business requirements, the environmental and social impacts on the community and the impact of planning decisions across the lifecycle. 2.1 Overview of Key Challenges Retirement of Aging Coal Fires Power Stations Across the NEM, approximately 10,000 –15,000 mega watts (MW) of coal fired generation is anticipated to be decommissioned over the next 20 years. In NSW, over 1,700MW of coal fired generation has already retired and a further 8,000MW is scheduled to retire by 2036. To put these numbers in context, the total peak operational demand for the state of NSW in 2018 was approximately 13,000 MW. Changing in Generation Technology The current transformation is also unique in that a significant shift in generation technology economics are driving the replacement of retiring thermal generation with more cost-effective renewable energy sources. Figure 3 shows the projected shift toward renewables in the NEM under the Australian Energy Market Operator’s (AEMO’s) neutral forecast scenario. Figure 2: Projected NEM Installed Capacity under Neutral Case (AEMO ISP 2018; Page 38) 2.2 Overall Approach to Project Lifecycle Planning TransGrid’s asset management strategy is focussed on the key business outcomes of: The asset management objectives that support this are: The planning framework (as outlined in Figure 3) has been put in place to facilitate the development of new generation and resolve relevant grid technical challenges so that consumer demand can continue to be met, with reliable and secure electricity at the lowest cost. This planning framework enables TransGrid to develop and assess options to best meet the asset management objectives. Figure 3: Network Planning Horizons In determining the viability of the options identified in the planning process the economic benefit (including both capital and operating over the life of the asset) to consumers of each option is fully quantified. 2.3  Summary of Key Deliverables 2.3.1 Development of Renewable Energy Zones (REZs) TransGrid has proactively identified regions best suited for renewable energy development. These Renewable Energy Zones (REZs) require extension or augmentation of existing transmission networks to connect them. The establishment of REZs (as shown in Figure 4) signals to renewable energy developers locations where renewable projects can be supported with adequate network capacity, enabling timely connections, and unconstrained energy dispatch. In the development of the REZs, analysis led by TransGrid in collaboration with specialist experts considered: Figure 4: Identification of NSW REZs 2.4 Potential Transmission Network Development In considering future network augmentation, TransGrid has also investigated and developed the options around increasing the level of system interconnection, both within NSW and with other NEM regions. The opportunity to route additional transmission pathways through REZs leverage geographic diversity and promotes inter-region competition and sharing of energy services. It is the most cost-effective approach for integrating and aggregating large scale intermittent renewable energy whilst maintaining energy security, as confirmed by the International Energy Agency. The most significant potential transmission projects identified are: Figure 5: Potential Transmission Developments (source AEMO’s Integrated System Plan) 2.4.1 Contribution to Industry and Government Bodies TransGrid’s Annual Planning Review has seen the organisation become a major contributor to industry initiatives designed to provide a roadmap for the energy transformation. The outcomes of the work have been: 2.4.2 Consumer Engagement TransGrid regards proactive engagement with customers, stakeholders and energy consumers as an essential component of business as usual. As a network service provider operating in the NEM, TransGrid’s prescribed expenditure and revenue is regulated by the AER. Significant investments such as those identified are subject to a formal and public process of scrutiny through the Regulatory Investment Test – Transmission (RIT-T) prior to being committed. Key parts of the RIT-T process include: TransGrid will manage this process to ensure that the project concepts developed during the annual planning process are fully considered by relevant stakeholders. 2.5 Benefits and Outcomes to the Community and Australian Economy A well managed transmission network is the platform that can enable Australia’s transition to cheaper, cleaner energy sources. The deliverables from the complete view of future grid requirements in the Annual Planning Review will allow public scrutiny to ensure the most appropriate long-term investment decisions are made. While investment will not be committed until the appropriate regulatory and customer engagement and scrutiny has been completed, the planning review process has highlighted the following significant environmental and social benefits. Unlock Lower Energy Costs for Consumers Independent analysis was commissioned by TransGrid to determine the optimal outcome for NSW on minimising total system cost. This study identified that the renewable energy zones will deliver 8% lower system costs compared to a

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TransGrid – Driving Diversity in Asset Management

1. Executive Summary TransGrid is an asset management business connecting generators, distributors and major end users to the electricity they need when they need it. Our traditional asset-facing workforce is transforming in age, gender, ethnicity and skills. We aspire to continually evolve into a highly engaged and capable workforce reflecting the diversity and expectations of the customers and communities we serve. Expanding on TransGrid’s Asset Management video, the delivery of our Board endorsed Diversity and Inclusion Strategy (Figure 1) empowers us to attract the best talent in all our asset management activities. The Diversity and Inclusion Strategy initiatives have significantly influenced and framed our asset management capabilities and activities, where the diverse communities and TransGrid are benefactors. 2. Diversity and Inclusion Strategy The strategy was developed and endorsed by the Board in 2017 and implementation began in January 2018. The strategy is targeted at promoting a change in TransGrid’s culture, where diversity in race, gender, sexuality, age, skills and experience lays the foundation for an inclusive culture. The Board is invested in TransGrid achieving the benefits from the implementation of strategic initiatives by means of quarterly reporting. This paper identifies specific value-add initiatives in promoting a diverse and inclusive asset management community in TransGrid (Sections 3, 4 and 5).   Support for the strategy is driven from the CEO, Executive and Senior Leadership Teams (ELT and SLT) and Managers, as demonstrated by the following examples: 3. Implementation of the Strategy The key initiatives for each pillar presented below were taken from the 28 Diversity and Inclusion strategic initiatives. These initiatives were selected as the most relevant examples of the total activities undertaken. These demonstrates the comprehensive work to promote the value of diversity and inclusion in TransGrid’s asset management community and the broader community. 4. Innovative Initiatives We identify the below initiatives as innovative to TransGrid as they are instrumental in creating changes in the attitudes of TransGrid’s asset management community on: Review of legacy facilities across the network The targeted approach to introducing gender diversity in our apprenticeship program and hiring women apprentice has resulted in the upgrade of ablution facilities across TransGrid’s electricity network. This was identified as an institutional blocker to equality in TransGrid. Work has begun to update signage, fit external doors with locks to protect the safety of female field staff, and provide sanitary waste bins where not available.   Envisage your future In 2017, we celebrated the careers and achievements of staff that have been with TransGrid for 25 years or more by organising a celebratory Recognition Dinner. To continue showing support to the dedicated staff in the latter stage of their career, we are introducing Envisage – Transition to Retirement workshops and seminars in 2019. This program is designed to support staff in planning for a positive and productive late career and future retirement. Envisage aims to realise the following for the participants:  Provide a structured framework to consider career and retirement options.Being empowered to make positive changes in the areas of money, career, health and relationships.Setting goals and identifying actions to create the future you envisage.   Interaction of Reconciliation Action Plan (RAP) and our network TransGrid’s Board, CEO and Executives are deeply committed to Reconciliation through the creation of the RAP Committee and Reflect RAP. The Committee is diverse in age, race, ethnicity, skills, experience and tenure at TransGrid (Figure 2). One of the initiatives of the RAP Committee is a body of work mapping our transmission line network’s footprint to Indigenous languages and land (Figure 3). This is to raise awareness of our impact on Indigenous land during operations. Consequently, these Indigenous initiatives are our contribution to the Indigenous community as key players in helping reconcile our nation: Provided grants as part of our Community Partnerships Program for funding local community initiatives, such as the grant for Yass Valley Council to help establish the Oak Hill Aboriginal Place Scarred Trees Interpretative Display Area. The project involved the protection and conservation of three Aboriginal Scarred Trees. Oak Hill is an area of special significance for the Ngunnawal people of the Yass Valley.  Provided a day of leave each year during NAIDOC Week for Aboriginal and Torres Strait Islander employees.Targeting of ATSI candidates for apprenticeships, where 25% of apprentices hired this year are ATSI. An Indigenous apprenticeship mentoring service provider is made available for the successful ATSI apprentices.   CEO Associate Program The CEO of TransGrid, Paul Italiano, has introduced the CEO Associate Program, which supports and promotes diversity in the Executive and Senior Leadership Team. One high potential female employee is chosen to shadow the CEO for 12 months. The aim is to “help develop emerging leaders in TransGrid through executive mentoring and opportunities to participate in and review a broad range of strategic issues” – TransGrid CEO. The experience from a program alumni was described as: “It has been an absolute privilege to learn from someone who has such a distinguished career and who wants to drive TransGrid forward. I have learnt a lot about the Executive decisions making process, which is something I will take with me throughout my career” – 2017 Alumni. The program is in its third year with participants from a range of business areas including asset management, commercial, and regulatory business units.  Figure 2 TransGrid’s Reconciliation Action Plan Committee Figure 3 Aboriginal Languages in NSW overlayed with TransGrid’s network 5. Benefits of Diversity and Inclusion Strategy The benefits of successful implementation of the strategy in the first year of implementation to asset management are: External stakeholders are: Figure 4 TransGrid’s 2019 Graduate Program Figure 5 TransGrid celebrating cultural diversity 6. Sustaining diversity change and benefits We are committed to developing a comprehensive approach to gaining benefits from a more diverse and inclusive workplace. We believe a diverse workforce and inclusive culture will enable us to: Creating and maintaining a highly engaged TransGrid workforce indefinitely into the future, will influence TransGrid’s success in achieving a diverse and inclusive workplace, and guarantee the above benefits are realised. TransGrid recognises that a diverse

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TransGrid – Integrated Asset Management Planning

1. Executive Summary TransGrid is committed to providing value to the community through investment in a safe, secure network enabling a stable market at the lowest cost to our customers. Our success criteria is demonstrating that the Asset Management Planning processes deliver this commitment; essentially that they are optimising cost risk and performance. To enable this TransGrid has completed an end to end review of the Asset Management Planning process to better define the inputs, required outputs and gaps in the existing process. This has resulted in significant improvements in process definition and awareness, alignment, asset information and supporting systems. 2. Description of Project This project is one of the core capability initiatives that has been delivered through an Asset Management Excellence program to support managing the fundamentals of asset management – Cost / Risk / Performance. 2.1 Key Challenges The Asset Management Planning process incorporates all asset facing activities and expenditure related to new assets, replacement assets, routine and corrective maintenance. It derives the most significant capital and operating expenditures of the business, contributing around $200M capital and $60M operating expenses each year. The resulting plan of work has a direct influence on all of the objectives of the business. The stakeholder analysis in TransGrid’s Strategic Asset Management Plan identifies the core stakeholder needs that must be balanced: Figure 1: TransGrid’s Stakeholders 2.2  Gap Analysis The following elements of best practise asset management were used to review the AM Planning Process for potential gaps. 2.2.1 Stakeholder Feedback Australian Energy Regulator (AER) The AER issued its five year determination of TransGrid’s revenue in early 2018. Feedback throughout this process indicated the key challenge for the acceptance of the proposed capital program was a clear articulation of the benefits, both economic and safety. This is particularly the case where any increase in expenditure out of line with long term trends was proposed. NSW Independent Pricing and Regulatory Tribunal (IPART) IPART’s independent audit program as the NSW Safety Regulator highlighted their critical interest in the Asset Management Planning process through its audits in late 2017 and 2018. A consistent theme was that the capital and maintenance investments are a key control for Network Safety. The level of investment must be tested for adequacy via additional expenditure compared with the incremental decrease in risk (i.e. the ALARP principle). This is required to meet with societal expectations and regulatory expectations. 2.2.2 Applying the principles of the Asset Management Information Strategy Enhancements to the Asset Management Information Strategy have been focussed around improved identification of the information required to make the decisions that support the asset management objectives. As the asset management programs of work are the most influential activity with respect to delivery of value for the business, the need to improve the linkages and quality of key asset data to support investment decision making was clearly identified. 2.2.3 Alignment of Asset Management Objectives, Stakeholder needs and Decision Criteria Work enhancing the Strategic Asset Management Plan was completed with the aim of more fully identifying the stakeholder needs, their link to AM objectives and defining the decision criteria to be applied.   This has resulted in better application of AM principles of Value and Alignment. Figure 2: TransGrid’s Asset Management Strategy The application of these inputs and techniques identified key gaps in the following elements of the AM planning process: 2.3  Key Activities In order to address these gaps the following activities were undertaken 2.3.1 Improved definition of the decision making criteria As part of the review of the Strategic Asset Management Plan further stakeholder consultation was undertaken. This, coupled with key information on the current performance of the network, Asset Management System and future developments allowed the clarification of the investment criteria as either: 2.3.2 Representing the end to end process To improve understanding and to show the role of the various systems a clear representation of the end to end process for Asset Management Planning was considered essential. It has been developed as shown below. Figure 3: Integrated Asset Management Planning Process This diagram enables the full range of inputs, sources of information, systems and output requirements of the end to end planning process to be fully communicated. Using this insight we have taken the process further to suit the maturing environment at TransGrid. 2.3.3 Development of the Asset Analytics Tool (AAIT) There was a need for a single system to integrate a number of disparate sources of information and provide an engine to provide a single view of commercial and risk factors when performing options analysis. A further requirement was the need to do the NPV and disproportionality analysis for each option, then be able to roll up the total portfolio for reporting and visualisation. An Asset Analytics and Insights tool was scoped and delivered. The tool was built using a proprietary platform developed by PowerPlan. The breadth and role of the tool is shown in the blue box in the diagram above and its implementation has provided material benefits to the business as described in section 2.4. The project to develop the tool was commenced in late 2017 with the final production version roll out in July 2018. 2.3.4 Data cleansing and improvement In line with the objectives of the Asset Management Information Strategy, the data needed to make the core investment decisions was identified and reviewed. The initial cleansing relied on data extracts created by the linkage with TransGrid’s ERP (Ellipse) with AAIT and matching these with other relevant sources of information. These sources included the initial risk calculations, asset condition information and location based asset criticality, which previously were all kept in separate spreadsheets. For each asset class further specific data cleansing was applied so that there was consistency of asset information across all assets. For transmission lines, separate structure sub-components such as the foundation, conductor and earth wire were created as assets, so that the transmission line risk model could be transferred into the AAIT. This meant that an additional 200,000 assets were created in the system. Also, asset information and failure curves for these components, that are

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Teak Yew – BOLT Asset Management Hackathon

Executive Summary The BOLT Asset Management Hackathon was created to provide a safe ‘free-to-fail’ space for collaborative problem solving on asset management challenges.In late 2018, nine interdisciplinary teams participated across three events where they collaborated on real world challenges faced by asset managers.Teams defined a problem and worked together through a structured and facilitated process to develop a solution. The teams then prepared and presented a pitch for their concept to the group. Participants gained skills in collaborative problem solving, appreciated the value of diversity, improved their confidence and learned a process that they could apply in their workplace. Use of Asset Management best practice Context Asset managers typically work in complex, high risk environments where safety is paramount and adherence to strict protocols is required. This can have the effect ofdiscouraging innovation if there is limited scope to test new ideas. The BOLT Asset Management Hackathon provided an opportunity for participants to explore innovativeideas in a low consequence setting. Leadership Leadership is a fundamental of asset management and skills in innovative thinking and collaborative problem solving are essential for leaders in any industry. The BOLT Asset Hackathon experience helped participants to develop their essential leadership skills including communication, collaboration, stakeholder engagement and decision making. Participants developed their leadership skills in a number of ways: Value The purpose of asset management is to create value for stakeholders through assets. Indefining their asset management challenge teams were encouraged to consider how apotential solution would create value. This was framed in terms of how solving thatproblem would reduce risk, reduce cost, or improve performance.Value created was one of the criteria for assessment of the best pitch prize. Alignment The design of the BOLT Asset Management Hackathon ensured that teams were cross-disciplinary, to encourage diversity of thought and nurture collaboration and alignment between different functional areas. One of the key learnings of participants was that they can add value by seeking diverse inputs from outside their own discipline and that every part of the business has a contribution to make in creating value for stakeholders, by solving asset management challenges. Assurance The BOLT process gave teams the opportunity to validate their ideas within a group of their peers. This asset management fundamental was important to the projects worked on by teams. These include, assuring rigour in asset management decision making, assuring integrity of data, assuring improved asset performance, assuring integrated processes and assuring value creation. A full list of team projects is included later in this submission. Degree of originality & ingenuityTo our knowledge this is the first time globally that a hackathon style event has been held with a specific focus on asset management. The concept of the BOLT Hackathon took an approach that has been used successfully in other settings and applied it to an asset management context.The BOLT process encouraged diversity of input and collaboration across disciplines. Some participants did not have previous experience in asset management but had a lot to contribute to the problem-solving environment. Participant professions included: Industries represented: Team pitches were assessed on three criteria: Innovation, Impact and Influence. These represent the Technical case, the Business case and the Human case. By focussing on these three areas, participants were encouraged to go beyond creating a technical solution to ensure that they also created value for the organisation and meaning forrelevant stakeholders. This ensured that teams took a holistic approach to the problem-solving process and encompassed all areas of importance to effective asset management including technical excellence and business value, but also embracing the important leadership aspects of communication and stakeholder engagement. Program & Project Management Three events were held in late 2018, in Brisbane, Sydney and Melbourne. Nine teams of three to five participated across the three events. Each BOLT event was run over 12 hours, from 8:00 am to 8:00 pm and followed a structured process. The event was facilitated by Dr Monique Beedles. Venues for the events were chosen for their interest from an asset management perspective. The Gabba stadium in Brisbane, the former Quarantine station in Sydney andthe Royce Hotel, formerly an automotive showroom, were examples of how assets can be repurposed for an extended life, or used for functions beyond their primary purpose. The structure of the event included an hour at the start of the day dedicated to problem definition. Teams collaborated over a working breakfast to choose the problem they would work on during the hackathon. By 9:00 am each team had a clearly articulated problem statement that they shared with the wider group. This structure was used to ensure that excessive time was not wasted on problem definition that would take away from time spent on problem solving. Teams were then guided through three 90-minute BOLTs, each with a specific focus that progressed the collaborative decision-making process. In the latter part of the day, participants focussed on developing their team pitch and preparing their presentation to the group. Team presentations were filmed and participants also had the opportunity to give a personal interview with a professional film producer to a broadcast camera. At the conclusion of presentations, a cocktail function was held to give participants an opportunity to network in a relaxed environment. During this time, a prize was awarded to the team judged to have the best pitch presentation. Value to the Asset Management Community The BOLT Hackathon events created value for the asset management community by building the skills of asset managers across all asset management fundamentals ofleadership, value, alignment and assurance. The framework of the events was specifically designed to create a safe environment for innovative thinking and creative problem solving. The BOLT Hackathon events encouraged collaboration between asset management professionals and between asset management professionals and those in otherdisciplines. This helps to expand the reach and influence of asset management beyond those currently practising in the profession. The three BOLT events held in 2018 were fully funded by Teak Yew at no cost to participants. Value to Individual Participants Individual participants benefited from developing

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Sydney Water Corporation – Enable and Optimise Projects

1. Summary of the project, product, framework Sydney Water’s Delivery Management (DM) is a strategic consortium with Lendlease and John Holland to design and deliver infrastructure projects. It has 200+ staff and 1500+ active projects. In 2018, DM implemented a series of innovative process optimisation initiatives designed to uplift asset management performance, traversing management, operations and project delivery. These included: development of a bespoke Management Operating System with embedded plan-do-check-act cycle at all leadership levels; development of an operating model; and significantly upgrading and optimising the process-driven-asset-delivery-system, the Asset Creation Process, along a with notably refined complexity tool to streamline and safe-guard delivery. 2. Description of project or framework addressing the assessment criteria NOTE: All figures containing submission supporting evidence referenced below are contained in the Question 4 response of this submission. Hyperlinks have also been included to other websites with ancillary information. An acronym key is included thereafter to facilitate review (the text in this paragraph, foot notes and the acronym key excluded from the word count). Alignment to asset management concepts and principles are referenced in [orange font and square brackets] for ease of identification. Best practice asset management begins with best practice asset creation: the core business of Delivery Management (DM) (Figure4) at Sydney Water Corporation (SWC). In 2018, DM completed a series of innovative process optimisation initiatives to significantly uplift performance across all key measures, traversing management, operations and project delivery. These consisted of three initiatives run concurrently as two projects in 2017-2018 as part of the ‘Enable & Optimise’ streams in the ‘Towards Organisational Excellence Program’ (Figure22) and which advance SWC’s corporate strategy towards a high-performing culture. The ongoing program involves consultants and has clearly defined results (Figure23). The benefits are measured via ongoing DM Key Performance Indicators (KPI’s) at the program level and by a myriad of mechanisms at the project level e.g. surveys [output-principle]. The projects commenced separately but were rolled out together with an integrated change-management-plan. Each had a project manager that reported into the Program Manager and Steering Committee. Each entailed significant research, stakeholder engagement, documentation review and quality controls. The original and innovative solutions include: The ingenuity of the MOS is its ability to support continual improvement [learning-principle] and control by providing panoramic integrated performance measurement (Figure6) [output-principle] and prescribing expected tasks (standard-requirements) and required outputs (results) over varying periods weekly/monthly/annual) for all leadership levels[1] (Figure25) and governance functions whilst overlaying the plan-do-check-act cycle throughout [assurance-principle] (Figure1&26). Aka “It’s How We Deliver”. The MOS features a defined cadence of communication, reporting & engagement with teams, stakeholders and delivery contractors (DC’s) including regular data-driven reviews at: regional quarterly all-inclusive contractor meetings (Figure12); Quarterly Connections with regional managers (Figure3); monthly team meetings; and one-on-one manager-employee meetings. The biggest challenge was distilling and integrating a multitude of sources and information – effectively 360° of process/systems to “one source of truth” [assurance-principle] – entailing significant stakeholder engagement. The reporting mechanisms [output-principle] and continual improvement cycles (see above) are integrated in the model (Figure6) – plus other learning loops e.g. Post Implementation Reviews (Figure13) [learning-principle]. One of the major challenges was modelling such a large and varied set of optimum project delivery pathways in a way that did not intimidate users (Figure8). This involved; mapping 68 processes to a level-5 detail (task-level), which were previously mapped to a level-1 detail (process-overview); plus 12+ workshops with 30+ subject matter experts (SME’s); multiple quality reviews; then connecting the maps to develop the end-to-end ACP integrating governance approvals, permissioning, templates/tools, process-performers and amalgamating these into a concise RACI structure. The simplicity of the solution considering the complexity of the process network was ingenious. Staff follow the ACP map in Helix through the lifecycle. This assurance strong approach improves risk management, safety, quality control, delivery consistency and project management [assurance-and-output-principles]. The adoption of an enhanced complimentary complexity tool (Figure10&21), the standard for infrastructure projects, allows for specific process exemptions for low risk/complexity projects throughout the lifecycle thereby scaling project effort and improving performance (linked to the MOS and KPI framework) [output-principle]. Importantly these three innovations work in harmony to uplift performance (Figure11) and outcomes at the organisation, portfolio, program, project and team levels by orientating and guiding leaders, stakeholders and staff [all-principles]. The launch comprised a blended rollout strategy with multiple workshops, e-learning tools for Helix v2 (e.g. You Tube videos) and gamified simulations (Game of Moans & Le Brouhaha) used to embed the new tools using fun as a mechanism to embed change. The benefits and value of the program are reflected in the following results: 3. Opinion as to specific contribution made by the nominated individual/team/organisation SWC deserves to win the ‘Asset Management Innovation Award’ for demonstrating to other utilities how to best develop, rollout and perform to a standardised set of innovative optimised end-to-end processes, work as one united team under an integrated management operating system and model, and as a result streamline infrastructure project delivery and enhance asset management with proven performance results. The resulting framework is strongly aligned towards outputs, assurance, learning and enabling capabilities – the principles of asset management. These initiatives are strategically and commercially important to SWC as they materially mature the asset management and business model and improve: capital results; project management delivery; business and division integration; strategic leadership; staff on-boarding; process standardisation and compliance; reporting; plus, performance and outcomes across diverse measures including environmental, safety, community, staff, financial and programs/projects. Together these process improvements advance the business and drive a high-performance culture committed to continual improvement and agile adaptive leadership. Such exemplar models are beneficial in any industry and time – but are critical in the water industry who provide the lifestream for the future and face significant growth demands (e.g. population growth, rapid urbanisation), new technology, societal and environmental challenges (e.g. sustainability, drought, naturalisation[3]) along with regulatory drivers. To illustrate the importance of optimisation in this space, note that “based on current projections, the population of SWC’s area of operations is expected to exceed 8.5 million, an increase of

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Sydney Trains – Management of Assessing Condition of Railway Signalling Systems; Development of a roadmap for life extension and renewals

  1.  Summary of project, product, framework In this project, a framework has been developed to determine the long-term roadmap for renewal of railway signalling systems on the Sydney Trains network. Equipment from different eras is in use including mechanical, electro-mechanical, relay technology and computer-based technology. The framework balances the various drivers of system safety, reliability, life expiry, maintainability, operational and performance requirements whilst managing obsolescence and delivering within constrained funding and resource. A range of asset management tools were used to develop a robust program that met the asset needs and those of the various stakeholders, as well as those of the customers. 2.  Description of project or framework addressing the assessment criteria:                                This submission is for the framework to enable the development of the roadmap for renewal of signalling interlockings on the Sydney Trains network. This comprises over 1,500km of electrified railway which is used for commuter trains, intercity and regional trains and freight operations. A range of signalling systems are in operation including technologies from different eras as follows: The mechanical and electromechanical systems are life expired, maintenance intensive and form the cornerstone of the current renewal projects; however the relay interlockings with a 40-45 year design life and the computer-based interlockings with a 20-25 year life are mostly expected to reach life expiry over the next decade. The renewal of these places a significant burden on funding required, with an investment of the order of $1.5bn over the next 10 years. The delivery of this work will also put pressure on industry resources and whilst the work is being carried out, it is essential to ensure the systems remain safe and reliable to provide the required service levels for the network. Consequently it has been necessary to develop a roadmap which correctly prioritises the asset renewals based on asset risks and operational priorities that fits within the available funding envelope and delivery capacity of the industry. Sydney Trains has developed an Asset Management Framework as part of the Asset Management System. The roadmap supports many of the objectives within the system including those related to customer satisfaction, future network capacity, reduced maintenance costs, the use of asset condition and criticality information for decision making, network safety and obsolescence management. It is therefore an integral document that aligns with our strategy for asset management going forward. This submission details the methodologies and tools used to develop the long-term roadmap for asset renewals to address the above factors and ensure the required service levels are maintained. This required a detailed understanding of the requirements which included initial and ongoing costs, operational and performance requirements, asset condition and remaining useful life, risks, safety requirements, available funding and industry resource capability. This was captured through analysis and stakeholder workshops, but the asset condition and lifecycle costing analysis required the application of asset management tools – both developed internally and by external asset management consultancies. The operating environment is complex with a range of internal and external stakeholders. The internal stakeholders include operations, maintenance, engineering, major works delivery, future network planning, commercial and asset management. The external stakeholders include Transport for NSW – consisting of long-term strategic planning, major project delivery. The organisation represents the State government and customer interests. Consequently, significant effort is required to consider the requirements of each stakeholder and develop a program which aligns with the various needs. The application of the structured process, along with the use of the tools enabled a renewals roadmap to be developed which the operations, maintenance, engineering and asset management stakeholders could align to as it was clear that the decisions were based on robust technical analysis and information. Specifically, the framework was developed using the following inputs: One of the difficulties to be overcome was that the signalling interlockings are critical assets to the reliability and safety of the network. Projects to renew interlockings typically take four years from concept to commissioning. Renewal projects must therefore be commenced early enough to be completed before the assets fail, although the exact point of failure is hard to predict as it is unacceptable for rail networks to permit interlockings to reach the point of complete failure, so minimal information is available about interlocking degradation close to the point of failure (Resnikoff’s Conundrum). To address this issue, both the ACAA tool and the DST model were used to provide information on the remaining life of the assets. The ACAA tool is based on field assessment of a number of parameters of the system. The DST model uses asset renewal and ongoing costs and risks. It also models future failure rates and costs based on historic trends and provides for uncertainties in data (the output is shown in figure 1). The output of both ACAA and DST projected a similar remaining life for interlockings. This was sense checked with maintenance engineers. The remaining life from the tools was greater than the engineers had initially considered, however on detailed analysis it was agreed that the results were reasonable. The other interesting finding from the DST model was that there is a wide range of timings for the optimum renewal time for the interlocking assessed between 12 and 30 years. This is where the overall costs of risk and renewal expenditure do not change significantly. This allows the renewal timing to be optimised based on other factors including operational requirements, the timing of major capital projects, funding and resource availability. Armed with the information from the modelling and assessments, the roadmap was then compiled to determine the projects to be undertaken and their timing. This underpins the long-term strategy for the signalling and control systems Asset Management Plan. An extract of the roadmap is included as figure 2. Since developing the roadmap, periodic reviews have been carried out twice a year; these have focused on emerging requirements and project progress. This has only required minor changes to the roadmap and has allowed teams to focus on delivery rather than changes to projects improving the efficiency

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Sydney Trains – cost/risk/performance optimisation process finds the best time to renew assets

  1.      Summary of project, product, framework Sydney Trains (ST) is introducing new business processes and decision support tools to evaluate and justify, in quantified cost, risk and performance terms, the optimal time to replace aging and obsolete equipment.  These are a significant departure from traditional data-analytical methods or conventional investment evaluation techniques. They incorporate technical, commercial and sustainability factors and enable expert knowledge to be quantified for filling gaps in hard data evidence and forecasts.  The techniques have now been applied to a range of ST asset classes, yielding multi-million dollar added value through changes in Capex and Opex requirements, risk reduction and performance improvement.  2.      Description of LCO project: best practice asset management – in practice Two big initiatives have occurred recently in the development of asset management in ST: These have delivered improved line-of-sight alignment, strategic planning, value and efficiency in how ST’s asset portfolio is managed.   The other priority is to optimise effectiveness.  This is where good decision-making is vital: determining what is worth doing, when, to deliver best value-for-money over the whole asset lifecycle.  We conducted a world-wide study of best practices and technical solutions to address these questions, concluding that the SALVO (Strategic Assets Lifecycle Value Optimisation)[1] methodology and DST[2] toolkit from The Woodhouse Partnership Ltd represented the most robust, advanced and practical solutions for our business needs.    They align with the ISO 55001 requirement for a clear decision-making framework and decision criteria. SALVO is a six-step process developed by an international group of asset-intensive organisations to: We adapted SALVO to establish an innovative Life Cycle Optimisation (LCO) process, involving a ST-customised mix of business process changes (i.e. who makes what sort of decision, how), training courses (rigorous consideration of cost, risk and performance elements, along with all other decision drivers) and decision support tools (DST) that enable instant ‘what if?’ calculation of optimal intervention timing and value impact.   The combined process has opened people’s eyes and established a new way of breaking down functional silos to rapidly achieve consensus.  We have created a fundamentally new way of looking at our assets, our interventions and our demonstration of value to our stakeholders. A distinctive feature of this approach has been how it draws together and visibly applies core asset management principles into every-day decision-making.  SALVO forces us to always consider whole lifecycle value (business impact).  It connects good decision-making to context-specific stakeholder expectations and AM objectives.  And produces clear-cut justification (and assurance) that we are doing the right things, for the right reasons, at the right times. Figure 1. Example of DST ‘storyboard’ and cost/risk/performance-optimised decision results Figure 2. Summary of Sydney Trains Lifecycle Cost Optimisation process The LCO process has also proven extremely flexible; evaluating options and quantifying the business cases for diverse cases as: User feedback: Originality and ingenuity We believe this is the first fully-rigorous development and implementation of such a decision-making framework for Asset Management within Australia.  Many organisations have addressed parts of the requirement (e.g. certain decision types) and have component tools for specific purposes, but our LCO is a systematic decision-making methodology, covering all types of asset management decision and at criticality-proportionate levels of application.  It combines human psychology (e.g. how to elicit ‘tacit knowledge’ from subject experts while minimising bias and identifying/quantifying the inevitable uncertainties) with advanced technology (e.g. artificial intelligence algorithms incorporated within the DST modules to seek the optimal work program for total cost, risk, performance impact). Other elements of innovation lie in: Program and project management Implementation of an LCO process requires new skills and a significant change in organisational culture, besides the process changes and tools/systems configuration. The successful change from established (strongly departmental) methods of working, to cross-functional, value-based decision-making required a people-centric transformation program.  From the outset, therefore, significant investment was made in training those directly involved in asset management decision-making, as well as an awareness and education program for ST stakeholders and sources of relevant asset and intervention expertise. Following signoff of a project charter and appointment of the steering committee, the program started with SALVO/LCO introductory training for potential users/contributors/beneficiaries. The next phase developed an integrated process map for the LCO process, showing its fit with existing ST business processes and systems. Detailed methods training was then grouped by decision-type audiences, such as those responsible for projects/change evaluations, strategic spares, operational maintenance, inspection and lifecycle (e.g. Refurbishment, Renewal) interventions.  In all cases, the formal training was followed by immediate on-the-job facilitation of ‘live’ current cases, and coaching to ensure conceptual understanding was reinforced and consolidated by practical application. Throughout the program, skills and competency assurance was a priority, using a formal certification scheme (mini exams and independent case validations) to ensure that standards and consistency are maintained. An agile project management process was used throughout, to adapt as skills, knowledge and confidence grew.  This has resulted in a naturally-evolved group of ‘super-users’ providing peer support and quality validation to those with more intermittent involvement.  This has delivered a strong sense of ‘ownership’ in the resulting solution, embedded in strategic planning and the AM management system (e.g. a clear-cut decision-making framework/criteria) and transparently evident justification for AM decisions that show how costs, risks and performance are optimised in day-to-day decision-making.   The next phase of the transition is therefore in sight – namely to consolidate such decisions into corporate resourcing and strategic budgeting processes, including the business interface with Transport for NSW, the ultimate asset owner. Business impact The LCO process is consistently revealing scope for improving the mix of costs, risks and performance (compared to expert judgement or current/historical practices).   From a representative sample of eight asset management decisions, one case typically confirms current practice to be correct and the others show improvement opportunities of A$20k/year to A$300k/year each (through a mixture of costs avoided, risks reduced and/or performance improved).  And, in a few cases, the impact is substantially greater: already we have several cases where the process has shown benefits of A$20-plus million NPV.   Other organisational benefits, we

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Sydney Trains – Track Possession Mobile Applications Suite

1.  Summary of project, product, framework Sydney Trains’ Asset Management Division has developed a suite of mobile iOS applications to improve Network Access planning, efficiency and safety. The Possession Search app gives visibility of the possession program, including approved works projects and boundary diagrams. The GPS Gates Locator app lets staff view/navigate to boundary/access gates across the entire network. The Access Locator app uses complex algorithms to find trackwork possessions by location and network diagrams using GIS. The development of the apps aligns with the organisation’s objectives of creating an environment that improves safety, creates additional capacity, improves asset performance and operational efficiencies across the business. 2.  Description of project or framework addressing the assessment criteria:                                Overview of Mobile Applications developed The three mobile iOS applications have been deployed to over 1700 individual staff members across the Transport cluster on over 2500 devices (iPhones and iPads). 1. Possession Search Background and the Problem Sydney Trains conducts more than 3000 track possessions per year across a complex interlinked rail network, with an estimated 900-plus meetings held for possession planning and delivery. As a result, the Track Possession Program document used to view data on available possessions (dates, configurations, week) was a complicated A3 document created in Excel (see figure 1 in General Comments). The sheet, which had to be printed out and carried by staff, had many constraints, including the addition of externally driven special events, causing ongoing revisions to the program. This resulted in planning issues and version control, with printed copies becoming obsolete and the need by staff to constantly print new versions. With approximately $6million of work each weekend, inefficiencies in planning resulted in lost opportunities and decreased value. The solution: Possession Search app Through brainstorming, workshops, stakeholder consultation and collaboration within multiple teams across Sydney Trains and TfNSW, the Asset Scheduling & Delivery Coordination (AS&DC) team developed the innovative iOS application that pulls Track Possession data from enterprise systems and efficiently places information in the hands of staff via their mobile devices, giving them instant access to up-to-date information, anytime, anywhere. The underlying data comes from enterprise systems (Primavera & TrakII). Possession Search allows users to easily search for track possessions based on dates, configurations, weekend or week numbers, reducing any potential user error in the interpretation of the Track Possessions Program. People can view workgroups, which allows for better coordination, (with larger possessions having hundreds of workgroups). The app is an invaluable resource for all staff, improving track possession planning; a critical component of Sydney Trains’ Maintenance Works Planning resulting in increased utilisation of track possessions while reducing customer impacts. This has been showcased to other railway organisations, as no other organisation is currently able to interlink their entire track possession program with their entire maintenance and capital works programs, as well as integrate their outage diagrams into a single mobile platform. 2. GPS Boundary Gates Locator Background and the Problem With multiple track possessions occurring each week, Sydney Trains’ protection staff are required to enter various parts of the network (1436km of track) at night and/or in inclement weather to place/remove possession protection (safety/warning devices) prior to the start and finish of a possession. To enter the corridor, staff need to drive to boundary/access gates to locate the intended asset. There are more than 3000 gates in the network and most staff are only familiar with a small percentage of these. As a result staff could be walking within the corridor (danger zone) for distances longer than necessary due to unfamiliarity with location of gates. This increased safety risks and reduced productive time. Access gate data was available in GIS systems, however it was not possible to use it effectively on a mobile device. GPS Boundary Gates Locator A solution was required that would allow all staff to access. Using Google Maps infrastructure, the team integrated boundary/access gate locations based on track information and map coordinates from Sydney Trains’ GIS system. This innovation provides a mechanism in assisting staff to effectively plan works. This includes providing estimates for the time required to travel to a boundary gate as well as the location. Along with the ability to differentiate between vehicle and pedestrian gates, this allows for the effective scheduling of plant and equipment for delivery. Now field staff can use satellite imagery to gain access to the corridor, even if the sight has been visually blocked (eg. By trucks/vegetation). Previously no GPS solution showed the location of boundary gates for staff to search/navigate to. This has resulted in improved productivity and decreased staff time in the danger zone. 3. Access Locator Background and the Problem With over 3000 track possession per year, there is a lot of complexity in understanding the location of possessions. Often project teams would utilise larger possessions unnecessarily which resulted in reduced efficiency and clashes with worksites and resources. E.g. For a project team to work at Carramar they would need to understand network topology and look through hundreds of upcoming possessions (only boundaries provided) to find which ones they could potentially work in, with assistance/confirmation from a subject matter expert. Access Locator The Access Locator iOS App has the ability to search through track possessions by location. There is currently no other program that has this functionality. The application uses a complex nodal algorithm to search through thousands of possessions and calculate whether a particular location is within the boundaries of each possession, returning a list of only relevant possessions. E.g. For an input of Carramar, the app would return a list of suitable possessions that could be used by a project. This would have previously taken 15-60mins to complete. As well as saving time, the application improves accuracy; offering potential access windows to projects by improving possession utilisation, reducing the number of possessions being required and reducing rework during planning. In addition, the App integrates into other reference materials such as the Train Operating Diagrams. It also links directly to Sydney Trains’ GIS through close collaboration within Sydney

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Sydney Trains – ISO9001 & ISO55001 Alignment and Business Systems Integration

  1.  Summary of project, product, framework ISO9001 & ISO55001 Alignment and Business System Integration Sydney Trains manages $40 billion worth of assets under an operator-maintain model within the Transport for NSW cluster of agencies. The Sydney Trains Asset Management System, underpinned by ISO9001 and ISO55001 functions as the mechanism to deliver value with a holistic approach ensuring effective business outcomes. In delivering an effective Asset Management System and providing efficiencies for the organisation, alignment of the ISO9001 and ISO55001 standards and integration of associated business management systems has been undertaken. This award application details the approach, creative solutions and organisational benefits in undertaking this initiative. 2.  Description of project or framework addressing the assessment criteria:   ISO Alignment Sydney Trains (ST) has maintained Quality Management ISO9001 certification for the Engineering & Maintenance Directorate (EMD) for the past 26 years, having achieved this in October 1992. ST achieved Asset Management certification to ISO55001:2014 standards in June 2017, having started this journey to develop the Asset Management System in 2014 with the stand up of Sydney Trains from RailCorp. In April 2018, ST upgraded from ISO9001:2008 to the current standards of ISO9001:2015, which paved the way for future alignment of both ISO9001 and ISO55001 standards and the integration of relevant business systems. As soon as the organisation achieved the ISO9001:2015 upgrade, the business initiated the planning, design and development, which included building the mechanisms to integrate the systems, processes and methodologies in preparation for ISO alignment. Re-certification of both ISO standards is planned for June 2019, which will complete the 16-month project. Business System Integration Having two established business management systems, the Quality Management System (QMS) and the Asset Management System (AMS), the business needed to integrate the two systems to benefit from synergies, merging the QMS into the AMS, ensuring the integrity of intent and flavour of the quality requirements of the business. The latest version ISO standards allow for alignment and synergies, which are apparent, however the intent of the two standards is different, which impacts methods and practices in application. At a high level the standards align, and a large amount of the wording appears to be the same, however the related clauses can be interpreted quite differently and in some areas can be more detailed in one standard than the other. Significant debate was undertaken to agree on interpretation of standards and applicability to the business. To be able to align the AMS across different business scopes meant that the organisation needed to adopt the higher standard to integrate the relevant clauses into business requirement documentation for standardisation across the two different scope of the business (ISO9001 for EMD and ISO55001 for ST). This required the integrating and combining of relevant business system requirements, frameworks, procedures, process, guidelines, templates etc. Careful consideration was made in how system requirement documentation reflected and demonstrated compliance and scope for both the ISO standards. A Quality & Asset Management Alignment Guideline has been developed to demonstrate the business system integration. Another solution which was utilised to improve understanding in the business of alignment and provide a platform to navigate the business through an integrated lens was the introduction of the Asset Management System Framework (AMSF) model, deployed through the Sydney Train Knowledge Portal. This portal provides an integrated view and access to business processes and controlled business system documentation in addition to demonstrating business compliance and alignment to regulations/ISO standards. Assurance This initiative included the development of a compliant, whilst workable solution for business assurance, which would allow both scopes to be adequately covered with the same resources, which was originally used to cover only the ISO9001 scope for EMD and now needed to include ISO55001 scope for ST. From an integrated approach we needed firstly to incorporate different audit methodologies to address compliance for both IOS9001 and ISO55001 and provide a more robust approach to adding value to the business. Incorporating both the business system audit approach, which focused more on the ISO clause compliance and the ISO55001 asset management flavour to undertaking end-to-end process audits, which cut across multiple divisions. This integrated approach provided an improvement in audit findings and supported improved business maturity. The business also needed to demonstrate how the organisation covered the combined EMD/ST assurance scope. This was undertaken by implementing a three-year forward planning rolling assurance plan, demonstrating the rotating of asset classes and asset categories based on a risk-based decision-making approach. The assurance plan also incorporated non-asset and support-related business areas. This approach had been a first for the organisation and has proven effective in application, strategic planning and demonstration of robust assurance regime. Benefits Undertaking alignment of both ISO standards and integrating the associated business systems has produced a number of benefits for Sydney Trains, the main benefits include: Conclusion Sydney Trains, as an industry leader has engaged and embraced this initiative and through this commitment has resulted in numerous benefits throughout the organisation. The initiative to achieve ISO alignment and integration of associated business systems has been both challenging and rewarding for Sydney Trains and the benefits are continuing to unfold. For a large and complex organisation like Sydney Trains, a key benefit is having an effective framework to align and build upon for all asset-related business activity. This initiative has built momentum within the organisation and has led to benefits, continuous improvements and business maturity flowing through the business to everyone involved in managing assets at Sydney Trains. June 2019 is the planned date for the ISO recertification, for a combined quality and asset management system, which when gained will be the acknowledgement of achievement for this initiative. This recertification will be a first within the industry where we draw from the highest requirements of each standard to gauge our organisation. However, the benefits will continue across the business, as a platform to drive further improvement via process efficiencies and business maturity. 3.  Opinion as to specific contribution made by the nominated individual/team/organisation Business System Team A number of challenges were

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Sydney Trains – Asset Management at Sydney Trains: Moving Beyond Certification

  1.  Summary of project, product, framework ISO9001 & ISO55001 Alignment and Business System Integration Sydney Trains’ journey towards becoming a world-class asset management organisation kicked off with the achievement of ISO55001 certification. The immediate question the followed for this 100-plus year old public sector organisation was – what’s next? How to move forward to maturity, excellence and institutionalising asset management? Through active stakeholder engagement, structured gap analysis and collective decision making, an aligned way-forward to asset management maturity and excellence has been agreed that now forms a comprehensive action plan aimed at institutionalising asset management at an organisational scale and setting an example for complex organisations to move beyond the achievement of improvement goals. 2.  Description of project or framework addressing the assessment criteria:   Asset Management Principles Sydney Trains is a complex organisation with an asset value of $40-billion and approximately $1.5-billion annual asset management requirement. A workforce of 11,000 is employed to manage assets across all stages of the asset lifecycle, managing a multitude of assets spread across the network throughout New South Wales. To manage such a complex asset portfolio with a diverse range of stakeholders often poses a risk of losing the line of sight of key objectives. Maturity and excellence warrants coordinated actions with stakeholders working in tandem to deliver the asset performance which is balanced with the cost of managing the assets and the mitigation of the risks. The asset management principle that is now adopted as the key theme to all our actions at Sydney Trains is “Alignment”, which is to align all the functions/directorates/divisions/groups to optimise the asset performance cost and risk in order to maximise the value of assets. Sydney Trains’ Solution      Having achieved the prestigious ISO55001 certification for our asset management system in 2017 we decided that the best way forward was to involve all stakeholders across the organisation to lead the way through brainstorming, analysing and identifying areas of improvement to minimise gaps between the intended process and the prevalent field practice. Sydney Trains is a complex organisation with entrenched ways of working, often within silos, so in order to break the silos and bridge the information gaps, our approach was to simplify the message. Gauging the organisational behaviour, we selected the theme of “Common Sense”. Asset management, in essence is nothing but common sense, so instead of bombarding stakeholders with asset management jargon, we decided to employ a simple approach of making the stakeholders analyse their inputs and outputs and matching them with the requirements of the next stage in the process or of their internal customers. We asked them the simple questions below: Wherever, the answer for the above questions was ‘no’, that stage/process/instance automatically indicated the gap in the system. The stakeholders were then engaged to identify the requirements that will help to convert their answers to ‘yes’, which in turn minimises the gap between what was happening on the ground and what should happen. With this approach we were able to actively engage 200-plus decision-making stakeholders who in turn are managing our 11,000 workforce. The organisational discourse shifted from a “tick box” approach, wherein the delivery function are responding only to the extent of compliance, to the active common sense conversation, such as how can we brainstorm and resolve the varied and conflicting expectations and requirements. Moreover, given the coverage of the entire organisation and all the related processes, it is not easy to make a direct practical connection/correlation between the long-term view and the short term, here and now perspective given the time lag between the plans projections, the time of work delivery and numerous changes happening within this period. While the organisational strategy may project lofty and sometimes misinterpreted objectives, day to day activities may not change and continue in isolation to the organisational objectives. For example, we demonstrated the direct impact of asset management plan proposals on the short term demand forecast for inventory purchase using the simple “common sense asset management”. We were able to establish direct line of site between asset management planning and all the downstream delivery related functions including procurement, scheduling, and delivery on site and steer the stakeholders to analyse their inputs and outputs without getting bogged down with complexity of the entire process. At the same time, the simple common sense approach was able to provide the big picture and the demonstration of how the actions of each stakeholder will impact the asset management process as a whole. Sydney Trains is attempting to join all the dots and tie all aspects of asset management with a common thread. We are aligning almost all asset management decision making points regardless of functions or organisational structure, ranging from objectives, strategies, data standards, maintenance delivery, supply chain, network access, asset data hand over, asset funding, competency and many others. Our approach comes from assessment through internal and external stakeholders’ brainstorming, and many rounds of discussion to chart out the collectively agreed way-forward that clarifies and defines the output of each and every stage of the asset management process.  On a high level, our approach involved:  Our goal was to confirm and validate current end-to-end asset management practice and identify what is needed for a future state of mature and sustainable asset management. We also needed to identify and confirm gap areas of improvement, action required to address the gaps and agree on the way forward. Approach to action Stakeholders’ assessment Stakeholder assessment involved mapping and understanding the link between all the activities that are or have the potential to influence the management of the assets throughout their life cycles. Sydney Trains has teams spread across all its directorates, located at numerous locations, handling disparate responsibilities and making decisions that impact the management of assets (refer Figure 1). Stakeholders make decisions that may impact the state of assets in the short, medium and long-term – anywhere from the present day to 10-plus years in the future. It is, therefore, imperative to understand not only the decision-making impact in

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NSW Transport Roads & Maritime Services – Removing Barriers to Women’s Participation in Road Work

Executive Summary NSW Roads and Maritime Services’ asset management team is building a more diverse workforce. Under leadership of our Regional Director, John Dinan, 50 percent of all new regional road workers recruited this year are women. John achieved this by removing barriers to participation, making workplace changes, and developing a targeted recruitment campaign. This innovative approach delivered close to 1400 applicants from across the state. The end result was that 15 new female road workers and 23 new female apprentices and trainees joined Roads and Maritimes’ ranks in late January 2019. NSW Roads and Maritime Services manages and maintains $94.4 billion in assets. That’s more than a quarter of NSW Government’s infrastructure assets. These include roads, bridges, tunnels, traffic signals, as well as intelligent transport and information systems. Our asset management team employs close to 3,000 people spread across the state. Their job is to get more out our network so that more people and freight can be moved on our roads – in our cities and regions. Maintaining our regional assets is led by our Regional Maintenance Director, John Dinan. He oversees more than 1,300 people who keep regional communities connected with quality roads. 2. Demonstration of Organisational Leadership in creating and maintaining Roads and Maritime Chief Executive Ken Kanofski says “diversity is a key priority and focus for us. Not only because it is absolutely the right thing to do, but also because it is the smart thing to do.”  It’s a philosophy that we are putting into practice in our policies, plans and decision-making at all levels. Roads and Maritime is building a more diverse workforce. Our Diversity and Inclusion Plan 2020 outlines our five priority areas: We’ve set ourselves clear goals, including achieving a target of having women in at least 35 percent of all senior service roles by 2020. As of January 2019, 30.7 percent of our senior service roles were held by women. Our asset management team in particular is improving women’s participation in our workforce too by driving new approaches to recruitment. Asset management leaders like John Dinan recognise that it is important to attract and retain women at every level of the organisation. “Community attitudes and expectations are changing and organisations like ours need to keep up. That means making a bigger effort to encourage women into all sorts of ‘non-traditional’ roles, including outdoor road work,” John says. John said the need for change really hit him two years ago when at meeting of his field managers on International Women’s Day there was not a single female manager in the room of 50 people. 3. Demonstration of Innovation in your asset management team Under John Dinan’s leadership, 50 percent of all new regional road workers recruited this year are women. He achieved this by removing barriers to participation, making workplace changes, and developing a targeted recruitment campaign. Thanks to John’s intervention a truck drivers’ licence is no long required to apply for road worker roles at Roads and Maritime. Traditionally, women tended not to have a truck drivers’ license but John identified this as a qualification that could be easily obtained after 3-4 months of on-the-job training. By changing this, John not only removed a barrier to participation but was able to transform a straight recruitment drive into a training program. This enabled him to specifically target women to fill up to 15 roles. Now, managers who choose the most suitable candidate can provide them with necessary training to get a truck driver’s licence, a certificate in civil construction at TAFE and on-the-job training on all facets of road work. On top of this, John’s recruitment campaign used digital advertising to target women and Aboriginal candidates for trade-specific roles including plant mechanics, carpentry and civil construction. This innovative approach delivered close to 1400 applicants from across the state. The end result was that 15 new female road workers and 23 new female apprentices and trainees joined Roads and Maritimes’ ranks in late January 2019. John’s team has also been progressively making our road work sites more inclusive by ensuring amenities reflect the needs of different genders. John has now set a recruitment target of having women fill at least 50 percent of all regional maintenance job vacancies. His aim is to recruit more women into supervisor roles and to have at least one all women road crew. 4. Diversity benefits John Dinan’s diversity and inclusion achievements are already bearing fruit, changing the lives of Roads and Maritime’s new recruits and our asset management teams. It has opened up new career opportunities for these newly appointed women road workers, apprentices and trainees, providing a possibility of moving into supervisor and more senior positions sometime in the future. Roads and Maritime’s regional maintenance teams are predominately made up of people who come from the regional communities where we work.  By building a more diverse and inclusive workforce, we are also demonstrating to our existing regional teams how committed we are to the future of their work and communities. Roads and Maritime’s commitment to diversity has been showcased at Roads Australia. 5. General Comments John says what he learnt from this recent experience was how to remove barriers to increasing women’s participation in Roads and Maritime’s asset management workforce. “Current community expectations around diversity mean there is no excuse for poor rates of women’s participation in any workforce. So, if you want to changes things, you will find a way to remove all internal and external barriers to getting more women into your team.” 

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Programmed – Innovation

Summary of the project, product, framework Programmed FM provides asset management and facilities maintenance services at the Hopkins Correctional Centre (HCC) under a Public-Private Partnership (PPP) contract. Our innovation includes: Description of project or framework addressing the assessment criteria The Hopkins Correctional Centre (HCC) is an Australian medium security protection prison for males located in Ararat, Victoria. Under a Public-Private Partnership (PPP), the Aegis Correctional Partnership designed and constructed the prison, which opened in 2012. Since then, Programmed FM as the facilities management partner in the consortium, has provided asset and facilities management services to the 800 bed Prison. In 2014 Programmed FM secured a 25 year contract with HCC.  This service provides asset management deliverables of: Programmed FM is also responsible for prisoner labour management which sees many of the services, including soft services, delivered by prisoners. 55001 Programmed FM delivers ISO55001 certified Asset Management service that is supported by additional certified management systems (ISO9001, ISO14001 and AS4801) that forms our Integrated Management System (IMS) approach. Programmed FM’s compliance to these standards is an innovative asset management approach which provide a basis for HCC to realise optimised maintenance of the facility over the life of the contract. HCC benefits from Programmed FM’s Asset Management System that conducts, records and maintains asset condition at the prison as well as develops lifecycle and maintenance plans. This innovative approach Programmed FM has taken to asset management enables HCC to identify asset degradation at key intervals that enables strategic decision making for asset replacement to minimise failure risk and where to stretch asset life to reduce expenditure’ We have been praised for our innovative approach to asset management, with Vicky Rizkalla (Acting General Manager – Department of Justice) lauding our “detailed Asset Management Plans that allow them to maintain the facility and its assets to a high standard”. ProMap Programmed FM’s approach to Asset Management believes in investing in innovative technology and new platforms that provides value to our customers. Our field mobility application (ProMAP) demonstrates this. ProMAP is a data capture and job management front-end application which allows us to send and receive work orders and related asset information directly to and from our tradespersons’ mobile devices in near real-time. Subcontractors can schedule jobs to their technicians via an access controlled portal that provides a list of jobs allocated to the individual subcontractor. ProMAP enables updating of asset condition directly into our Computerised Maintenance Management System (Maximo), and data capture in the Asset Register. Our client benefits from ProMap enabling them to access to real-time information, including the status, performance and work orders. It saves on costs for our clients as this solution delivers to HCC a responsive, systematic and quality controlled solution with accurate and timely invoicing. ProMAP allows: Following work order completion, the required service outcomes (e.g. response times) that been programmed into Maximo is then compared to the actual service quality deliverables and standards of the Contract. Health, Safety and Environment Programmed FM’s innovative IMS approach to Asset Management has led to a Zero Harm innovation to Health, Safety and Environment in the installation of an electrolysed water system (eWater). eWater removes the need for cleaning chemicals for the floors, windows, benches and vegetables in the prison kitchen reducing costs of up to $45000 for: eWater is produced is through electrolysis which applies an electrical charge to a mixture of ordinary tap water and salt which splits the water mixture into positive and negative ions, creating two highly effective and safe solutions on opposing ends of the PH scale (acidic for antimicrobial sanitising and alkaline for cleaning) creation two products: eWater is safe and non-toxic for humans and for the environment, with no need for personal protective equipment, hazchem signs or safety data sheets.  Though ‘acidic’ the acidity levels are safe for contact with skin, which the additional benefit that it is encouraged for handwashing for the effective hand hygiene in food handling. Users have also found that it does not cause or inflame dermatitis in the way antibacterial hand wash soaps can. Opinion as to specific contribution made by the nominated organisation Programmed’s approach to Asset Management provides a real platform for clients to achieve optimisation: General Comments Summary of the Help Desk Flow Figure 1 Summary of Help Desk workflow Figure 2 ProMAP Mobile Works Management Technology

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Programmed – Asset Management Information Management

Summary of the project, product, framework Programmed provides asset management and facilities maintenance services at the Hopkins Correctional Centre (HCC) under a Public-Private Partnership (PPP) contract. The contract is supported by a mobile workflow process utilising a smart phone and tablet application that integrates with Programmed’s Computerised Maintenance Management System (CMMS) for real-time data capture and transfer by field technicians and key subcontractors. Programmed’s mobile process delivers efficiency and responsiveness.  Work orders are sent directly to the mobile device. The application prompts a safety risk analysis before work commences. Notification is sent back to the CMMS upon maintenance completion. For subcontractors, work completion generates a recipient created tax invoice to commence the payment process. Description of project or framework addressing the assessment criteria The Hopkins Correctional Centre (HCC) is an Australian medium security protection prison for males located in Ararat, Victoria. Under a Public-Private Partnership (PPP), the Aegis Correctional Partnership designed and constructed the prison, which opened in 2012. Since then, Programmed FM as the facilities management partner in the consortium, has provided asset and facilities management services to the 800 bed Prison for 25 years. Services include maintaining a detailed asset management plan, ongoing whole of life modelling, reactive, planned and preventative maintenance and project works.  Programmed FM is also responsible for Prisoner labour management which sees many of the services, including soft services, delivered by prisoners. The HCC contract is complex and strategic asset management and was challenging in the absence of an asset and location hierarchy. This resulted in the following issues occurring on a regular basis: To rectify this and deliver best practice to asset management and information delivery, our mobility process was introduced at HCC. This field mobility process supports a responsive, systematic and quality controlled delivery of information and is widely used across other Programmed contracts. Programmed have implemented its mobility process in the prison environment for real time completion and allocation of both reactive and preventative maintenance work orders. This method allows for real time capture of asset condition data which feeds back into our predictive lifecycle models.  It allows for less movement around the prison which mean less risk from exposure to prisoners and efficiency gains. To lower the risk in a prison environment, we have developed a high tensile steel tether that is connects the mobile device to the technician’s bags. Our mobility process is a data capture and job management front-end which delivers best practice at HCC through the following: Throughout the course of the contract, the asset manager and the performance and reporting analyst continually monitor and analyse asset data to determine trends, identify asset condition and failures, and provide advice and support to optimise whole of life outcomes and total cost of ownership. Programmed FM has barcoded all assets to facilitate ease of asset data collection and deliver operational efficiencies. The team scans the barcode into the mobile application, undertakes the assessment, and updates the asset rating. This level of integration and transparency enables us to proactively measure asset cost and performance, and refine the asset management approach at HCC. The integration and high level of data accuracy supports performance reporting, forward lifecycle planning and informs asset remediation, replacement and refurbishment decisions. Where opportunities are identified, Programmed FM develops business cases based upon asset data insight to provide value back to the Department of Justice. These include strategies for: The mobile process has been significantly beneficial and has added value to HCC and the Aegis consortium. It has implemented paperless work order generation and management, supporting our corporate social responsibility commitments enabling our team and key subcontractors to meet and exceed high priority reactive. The Help Desk, our staff and key subcontractors have real-time access, delivering responsive, systematised and quality controlled process with accurate and timely invoicing. Data integration directly into Maximo has provided information on corrective maintenance at a high speed, maintained the integrity of asset data, delivered more efficient reactive work order management and allowed us to better monitor asset performance. Opinion as to specific contribution made by the nominated organisation The introduction of our mobile process at HCC has, in a single step, overcome the challenges in asset management that existed due to poor as-built drawings. It has increased the efficiency and effectiveness of asset management and delivered a more responsive reactive maintenance information. The near real-time visibility of asset data and maintenance performance provides HCC, Aegis and Programmed FM with better quality data and more accurate information to make critical decisions at the prison. Operational continuity is enhanced through the ability to directly intervene where reactive maintenance is at risk of exceeding the rectification time. Safety is enhanced by the automatic prompting to the team member/key subcontractor to undertake a Take 5 risk assessment before commencing work. This mobility process has also reduced the costs to our subcontractors, through more efficient administration and faster payment cycles. General Comments Figure 1 ‘Take 5’ safety notepad Figure 2 Mobile process Take 5 Entry prior to work commencement

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Infrastructure NSW – New South Wales Asset Management Policy

NSW Asset Management Policy In the State Infrastructure Strategy 2018-2038: Building Momentum, Infrastructure NSW found that whole-of-government asset management practices were inadequate and represented a risk to making the most out of the State’s assets over the long term. This resulted in the NSW Government accepting Infrastructure NSW’s recommendation that a revised asset management policy be completed by the end of 2018. Mr Rami Affan delivered the Asset Management Policy for the NSW Public Sector (the Policy) which was endorsed by the NSW Cabinet Standing Committee on Infrastructure in December 2018. This is a critical strategic breakthrough for NSW. It has significantly increased the profile of assessment management policy and practice across the Government – all of it due to the personal leadership of Mr Affan. Innovation Use of Best Practice Asset Management Principles The introduction of the Policy will result in NSW Government agencies aligning with the international standard ISO 55001 – Asset Management and will be a significant step towards ensuring the public sector collectively adopts best practice asset management principles to improve accountability, performance and capability.The Policy will require agencies to develop and implement asset management frameworks that: Agency executive level endorsement is assured through an attestation process where agency heads are accountable to ensure that asset management principles within the Policy are adhered to. These principles emphasise the role of agencies as stewards of public assets and the importance of balancing cost, risk and performance in decision making. This is intended to establish the understanding that assets exist to provide value – a notion that underpins asset management best practice. As part of the implementation of the Policy Mr Affan is also leading a review to better understand and manage NSW maintenance backlog. This will involve developing aconsistent definition for ‘backlog maintenance’ and measurement methods. This will provide agencies an evidence base and a process for maintenance funding submissions to be considered with a comparable level of rigour as infrastructure funding submissions. Degree of originality and ingenuity of solution The Policy is a departure from previous siloed approaches to asset management with a focus on inputs and outputs as it requires agencies to adopt a whole-of-government and whole-of-asset life cycle approach considering broader outcomes as well as interdependency between sectors. This consistent approach to asset planning and delivery is underpinned by consideration of costs, performance, risk and infrastructure resilience aligned to priority agency and government outcomes. Mr Affan has adopted a collaborative and inclusive approach to develop the Policy, working closely with agencies through the AMCoP, with a key objective to lift capability and maturity to achieve best practice rather than to narrowly prescribed compliance measures. The implementation of the Policy will drive best practice across Government as it provides less mature organisations with the opportunity to develop a roadmap towards achieving the Policy’s asset management objectives as part of the attestation requirements. Program and project management The Policy was developed through extensive consultation with stakeholders across the Government and included a ‘lessons learned’ review of the Victorian Government’sexperience implementing the Asset Management Accountability Framework. Through AMCoP Mr Affan worked with over 30 agencies to raise awareness to develop thePolicy. The AMCoP not only provided a communication platform to develop the Policy but it also facilitated cross-agency collaboration which is essential to the whole-of-government support needed to implement the Policy. There are currently over 70 AMCoP members from the 30 agencies signifying the high degree of commitment to implement the Policy. Speakers at the AMCoP have included key Asset Management Council members and expert practitioners from industry and government (including the Victorian Government) who have showcased leading practice. This knowledge sharing is a key aspect to lift assetmanagement capability. Benefit/value of the project or service to the community or organisation The NSW asset portfolio is worth more than $300 billion and is expected to grow significantly because of unprecedented infrastructure investment valued at some $90 billion over the next four years. In addition, population growth, climate change, and rapid technological advancements will mean that the performance of the State’s assets will need to address these challenges and to continue to provide value to the people of NSW. The Policy is fundamental to ensuring that NSW’s infrastructure meets service demand now and into the future through its requirement that agencies broaden their assessment of asset performance to consider economic, social and environmental benefits. These benefits will be considered through an assurance process which will ensure that agencies identify the optimal asset maintenance regime and expenditure required, including whole-of-life cycle costs. The importance of the Policy was recently highlighted at the NSW Asset Management Breakfast in February 2019, jointly hosted by Infrastructure NSW and the AssetManagement Council of Australia. During this event, central agency heads Tim Reardon, Secretary Department of Premier and Cabinet; Jim Betts, CEO Infrastructure NSW; and Michael Pratt, Secretary NSW Treasury all emphasised importance of the Policy to ensuring that NSW get the most out of the State’s large assets. Kirstie AllenHead of Strategy and PlanningInfrastructure NSW

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Infrastructure NSW – New South Wales Asset Management Strategy

Getting asset management right: A new Asset Management framework for the NSW Public Sector Rami Affan[1] Abstract This paper outlines the whole of NSW Government approach, as led by Infrastructure NSW, to develop a new modern NSW Asset Management Framework that is focused on improving the asset management capability and accountability of the NSW public sector. This approach was in response to the anticipated challenges of population growth, climate change, expectations of level of service offered by infrastructure and the age profile of assets as outlined in the NSW State Infrastructure Strategy 2018-2038. A strong asset management framework is critical to extract maximum benefit from the NSW asset portfolio and to ensure that infrastructure spending remains sustainable to meet future service demand. A NSW Government Asset Management Policy is the first step to ensure that the management and use of the State’s assets must become smarter, more productive and efficient to manage the upward pressure on maintenance requirements and expenditure. Keywords  NSWAsset Management Policy, NSW Asset Management Framework, NSW State Infrastructure Strategy 2018-2038, Infrastructure NSW 1 Introduction A strong asset management framework is critical to extract maximum benefit from the asset portfolio of NSW and to ensure that the State’s infrastructure spending remains sustainable to meet future service demand. This paper outlines the whole of NSW Government approach, as led by Infrastructure NSW, to develop a new modern NSW Asset Management Framework that is focused on improving the asset management capability and accountability of the NSW public sector. This approach was in response to the anticipated challenges of population growth, climate change, expectations of level of service offered by infrastructure and the age profile of assets as outlined in the NSW State Infrastructure Strategy 2018-2038. 2 The need for change In February 2018, the NSW State Infrastructure Strategy 2018-2038 (Infrastructure NSW, 2018) was released. This strategy set out a 20 year vision for the state to have the right infrastructure, in the right places, that is well managed and put to good use, boosting productivity, global competitiveness, and improving the quality of people’s lives. NSW currently has the largest state infrastructure investment program in the nation (over $87 billion from 2018/19 to 2021/22), supported by the strongest state economy in Australia (NSW Treasury, 2018). Unlike prior state infrastructure strategies, this strategy looked beyond existing infrastructure needs. The recommendations in the State Infrastructure Strategy 2018-2038 identify investment and policy priorities that are achievable, affordable, and that deliver the highest economic, employment and liveability benefits to the people of NSW. This strategy is less about a recommended list of projects – NSW already has a healthy pipeline of capital works – and more a set of policies and strategies required to make more efficient use of existing and new infrastructure with a focus on optimising efficiency, better asset management and managing peak demands while delivering essential infrastructure in the most cost-efficient way. As outlined in the State Infrastructure Strategy 2018-2038, the demand for infrastructure to meet growth is increasing, but government alone cannot afford to build its way out of demand. Population growth, climate change and increasing service expectations (as shown in Figure 1) offered by infrastructure are placing risks on asset performance and the NSW economy which is forecast to grow from $539 billion today to $1.4 trillion by 2056. Figure 1 – Forecast of demand on services in the next 20 years (Infrastructure NSW, 2018) In response to these challenges, the State Infrastructure Strategy 2018-2038 makes recommendations for the NSW Government to introduce an asset management policy that includes a new assurance model managed by Infrastructure NSW by the end of 2018 to transition NSW state agencies into a new Asset Management framework in line with modern accepted asset management standards and practices. At the 2018-19 Budget (NSW Treasury, 2018), the NSW Government’s recurrent maintenance expenditure was approximately $4.4 billion for the non-financial public sector in 2017-18. Despite an anticipated growth of 22% in assets from the significant level of investment noted above by 2022, maintenance funding in the short term is to remain the same. In addition, the current age profile of assets and service expectations is placing significant upward pressure on maintenance requirements and expenditure in the near term. Further compounding these challenges is the current asset management capability in the NSW public sector and industry. In April 2018, the Asset Management Council of Australia (Asset Management Council, 2018) surveyed a cross section of organisations from a variety of industries throughout Australia and determined that the state of asset management capability within the industry remains a current challenge across Australia, as summarised in Figure 2. Figure 2 – Asset Management Council Industry Survey (Asset Management Council, 2018) In addition to responding to the recommendations in the State Infrastructure Strategy 2018-2038, the proposed new NSW Asset Management Policy also required a focus on the asset management capability and accountability of NSW State agencies. The policy does not merely ask organisations to do the right thing, but also advocates the creation of an environment for the public sector to grow and attract the right people who can adequately manage the anticipated asset management challenges. Without the right kind of investment in the asset management capability in the NSW public sector we may end up in a very similar situation to the USA. During my time consulting in the USA across various states and cities, I encountered many public sector agencies without visibility of their asset portfolio and limited understanding of asset risks and challenges in service delivery, as summarised in Figure 3. The one common thread within these US public sector agencies was a significant lack of investment in their asset management capabilities. Figure 3 – Current asset management experience in USA (American Society of Civil Engineers, 2017) 3 Responding to these challenges In response to these challenges, and the asset management recommendations contained in the State Infrastructure Strategy 2018-2038, a new Asset Management Policy for the NSW public sector is being developed by Infrastructure NSW in collaboration with NSW Treasury and

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Hoverscape – Trendspek

1 PROJECT SUMMARY 1.1 Project Summary Hoverscape transforms raw drone data into detailed, digital asset replicas. Hoverscape allows inspections to be conducted on lifelike ‘digital twins’, boosting productivity and profitability for anyone responsible for the management or maintenance of physical assets.  We empower asset managers with a deeper understanding, to make better decisions, optimise strategies and improve collaboration. Our solution was derived through direct consultation with asset managers and consists of: 2 DESCRIPTION OF PROJECT 2.1 Development Philosophy The use of drones is becoming increasingly common within asset management. However, it’s clear that current use is limited to replacing traditional inspections methods with something faster and safer – simply a new tool to do an old job. The industry was missing a golden opportunity to collect valuable new data that could provide real insight. This shortfall was Hoverscape’s call to action. We are passionate about using drones to provide asset information that delivers new insights. We empower asset managers with comprehensive data on their asset that is detailed, consistent, repeatable and highly actionable. 2.2 Resolution and Detail Throughout 2018, Hoverscape was tasked with completing the routine inspection of a series of industrial warehouses. While the imagery proved useful, a request for even more detail was made to aid in identifying detail such as the corrosion on an individual bolt head. This request is common – managers often ask for greater levels of detail and are often told those levels are unachievable across large assets in their entirety. When using photographic data, current standard practice was to capture resolutions or ground sample distances (GSD) in excess of 20mm per pixel. Based on our client’s needs, we decided to target consistent captures at 1mm per pixel. The ability to deliver 3D digital reconstructions at this resolution was unprecedented and raised several challenges: We subsequently spent much of 2018 solving these challenges – something that no other organisation has achieved in a consistent and scalable way. Our solution to capturing the required quality of data was achieved through the development of a customised drone system capable of: Figure 1 – Example of ultra-detail 3D Model 2.3 Transforming photographic data into actionable data The inherent challenge using drone imagery for asset inspection and management is that they typically deliver a very large number of similar looking images. They lack context to asset position, they are cumbersome, and difficult to sort and manage. The result being they are of limited use and value to an asset manager for completing inspections and monitoring trends. (See Figure 2) Figure 2 – Traditional Image Delivery: Folders of Photos Figure 3 – Our Image Delivery: Clear and Intuitive 3D Model Without an existing solution available, Hoverscape set out to develop a platform to deliver 3D models in a way that is highly intuitive and simple to use. (Figure 3) The functions and features were developed in direct response to feedback fromclients – real asset managers with real assets. Many drone solutions are developed for drone operators, who are not actually the end user. For us, it was important to build the feature set that our clients needed to better manage their assets, derive value and create new efficient workflows. This development is called Trendspek – an asset inspection platform built to transform drone data into a complete solution. Figure 4 – The Trendspek interface (Note clicking image links to a video) Key Features of Trendspek Figure 5 – The Hoverscape | Trendspek workflow 2.4 Benefits of the Hoverscape | Trendspek solution Hoverscape’s complete solution provides an asset manager the ability to overcome existing challenges in inspection along with the ongoing management of asset information. 2.5 Collaboration We are continually told by our clients that collaboration between managers, stakeholders and contractors is difficult as no single point of reference exists. Emails, meeting notes, plans and reports are often missed, overlooked or misunderstood. This is despite the widely agreed importance of such collaboration and communication. Hearing this feedback, we included a powerful collaboration layer in Trendspek, allowing this vital flow of information to occur organically within the platform. Trendspek data provides information in context, that is easily understood by all involved. Stakeholders can share and chat live about asset data and analysis findings, enabling effective collaboration from anywhere, any time. Collaboration tools include: Figure 6 – Annotation specific chat functionality 2.7 Feature Deep Dive – Asset Timeline As a result of the collaborative approach we took to the project’s management and development, Trendspek contains a several unique features, to allow managers to gain a greater understanding of their asset than previously possible. Our Asset Timeline is an example of this; it provides two distinct methods to compare multiple captures of the same asset. This allows the manager to compare them in their entirety, to better identify trends. The first way to use Asset Timeline is with a slider that allows you move through historical captures viewing the same angle of the model while you slide through time. Annotations and measurements made on the model also move through time with you, making comparisons and trend monitoring seamless. This is demonstrated in Figure 7, and in the video linked by clicking the image. Figure 7 – Asset timeline Linear view (Note clicking image links to video) The second way Asset Timeline can be used is with synchronised side-by-side viewing. This feature can be seen in Figure 8, and in the video linked by clicking the image. Figure 8 – Side-by-side Asset Timeline (Note clicking image links to video) Asset Timeline is a tool that has received significant positive feedback from managers. It allows managers and engineers to be more proactive in understanding the history of a defect or issue and where that is likely to lead. Additionally, it provides a source of information that allows a company to adhere to the principle of being a “learning organisation”. Using tools like Asset Timeline, managers are able to learn more about their assets, and in turn are able to do more in terms of managing them. All of which

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Downer – Enabling Predictive Maintenance

Summary of the Project Downer Rollingstock Services (Downer RSS) embarked on a Predictive Maintenance Project in 2017. Apart from having to define the project, create a team and compete for budget; the engineering challenge in-itself was monumental – to use data from trains to predict the need for maintenance before it impacted service. Downer RSS expected to significantly reduce contract life-cycle costs, through reduced penalties for delays in-service and by changing its regular maintenance regime. Typically, a project of this nature is treated as an IT project. However, the framework created by the Asset Strategy & Innovation team, consisted of 4 key areas: an Asset Management Strategy, a technical study to determine data required from the train, a data analytics platform and a Reliability-Centered Maintenance model. The result has been a successful implementation of a complex project that is expected to save Downer RSS millions of dollars across its long-term maintenance contracts. Description of the Project Downer Rolling Stock Services (Downer RSS) built the Waratah Train fleet between 2010 and 2014, with the intention to remotely download large amounts of train condition data to perform condition-based maintenance. Downer RSS produced a number of applications that would be able to manage the large data-sets generated by the train, with train sub-system data transferred to an ICT Shore system to interpret and alert of faults. Over the next few years, Downer RSS embarked on several projects to evolve those applications to the next generation of analytics and data-interpretation. The first of these attempts was driven by the engineering team to combine MMIS data from IBM Maximo with Passenger Train Condition Data in a project called MaxiMart. This project was driven by the need to address engineering investigation and data exploration for engineering change. Concurrently, Downer RSS also identified the need to develop an analytics platform that would combine several data sources into a singular platform on locomotives that they maintained, with the ability to write comprehensive business rules to manage and alert on asset condition. This project was called DownerWorld. This was a clear demonstration of sporadic technology initiatives that resulted from the traditional innovation approach. Neither project was able to be fully funded or supported within the business to achieve its stated promise. Having identified that the traditional innovation approach was not yielding true business value – Downer RSS changed its approach for the Predictive Maintenance Project in 2017.  Use of Best Practice Asset Management Principles The Asset Strategy & Innovation team identified that the Predictive Maintenance project needed to be driven through Asset Management Principles. This involved reviewing the Asset Management Framework to ensure that the appropriate Top-Down and Bottom-Up approaches were resulting in a strategic grouping of initiatives to drive the right outcome. The strategic grouping would serve several purposes: This was shown to be a gap in the Asset Management Framework, and the Asset Strategy & Innovation team led a business change to add Business Improvement Plans to the framework. Figure 1 – An excerpt from Downer Rolling Stock Services’ Asset Management Framework that shows alignment between the Business Improvement Plans and the Strategic Asset Management Plan Applying Downer RSS’ Asset Management Framework, the predictive maintenance project was identified as an Asset Management Objective and was translated into Downer RSS’ Strategic Asset Management Plan (SAMP). This work drew on Downer RSS’ information flow charts and identified that there were clear gaps in three specific areas of the business.   Degree of Originality & Ingenuity of Solution Figure 2 – Example of level of detail of Train Cab and Saloon Air Conditioning Unit MADe model, showing the subsystem components and transfer of energy between components Although Downer RSS received significant amounts of data from its trains – this data was geared towards managing the current health of the train and not to predict maintenance requirements. There was a clear need to identify the specific data required to monitor asset condition at a sub-system level, as well as the context and operating environment of the asset. This exercise had not been previously completed in the Australian Rail industry and Downer RSS had to look at other industries to understand how this could be developed. Downer RSS found that the defence industry was most developed in this space – and leveraged a local Victorian small business to help develop causation models for complex sub-systems. These models would help determine the exact sensors and data required to identify the possibility of each failure-mode occurring on a sub-system. This formed defensible justification to procure, install and/or change sensors on its trains. Figure 3 – Homepage of Downer’s TrainDNA data analytics platform Once Downer RSS had identified the right data that needed to be downloaded at the right frequency from the trains – Downer RSS needed to build a data analytics platform to ingest, analyse, interpret and alert its staff of identified predicted asset failures. Downer RSS had previously attempted building these platforms, with some attempts resulting in developing completely bespoke in-house developed software (very functional but difficult to support) versus others that were commercial-off-the-shelf (COTS) products with little to no customisation (high level of support compromising on the end-product which is expensive to customise).  Learning from its previous attempts, Downer RSS invested in the development of a platform that would be an appropriate blend of COTS products and internally supported customisation catering for flexibility in functionality and multiple asset types. The result was TrainDNA. TrainDNA is a highly-scalable asset-agnostic data-analytics platform. Its foundation is Microsoft’s software stack, that is packaged into a cloud-based, scalable, SAAS solution called Neuroverse by an internal Downer team: Downer Digital & Data Services (Downer D3S). Neuroverse hosts and manages the highly customised TrainDNA, which provides the functionality to manipulate big-data into real-time insights in a structured and well-designed user-interface for various user-groups: operations personnel that need to be alerted of a pending train failure, front-line engineers that need to investigate an endemic issue, and maintenance and design engineers who need to explore maintenance and design change options respectively.

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Victorian Department of Health and Human Services – Creating a clear line of sight with AMAF

1. Project Summary Property and Asset Services (PAS), within the Housing and Infrastructure Division of the Department of Health and Human Services (DHHS), is responsible for implementing the housing strategies aimed at ensuring Victoria has healthy social housing that meets current and future community demands. PAS is moving towards an agile Asset Management System (AMS) adapting to changes before they impact on its service commitments. To meet this challenge, PAS has embarked on an innovative approach to compare existing Asset Management (AM) practices against a new industry standard, train teams to think differently about asset management as an enabler, and then implement improvements that are delivering generational change. 2. Description of Project 2.1 Overview The Victorian Government has provided housing for the disadvantaged since the 1930’s. This role now resides with PAS by providing a portfolio focus on housing, as well as providing best practice leadership for future infrastructure planning and project delivery. PAS carries the responsibility for implementing  the Government’s homelessness and social housing initiatives. These initiatives are based on recognition that having a home can often provide people with the foundation to stabilise their lives, and better participate as part of an included community. PAS manages a large, diverse property portfolio with assets worth $23 billion, housing 85,000 households across Victoria, which directly benefits more than 165,000 people. In 2016, the Victorian Government’s Department of Treasury and Finance released the Asset Management Accountability Framework (AMAF) which requires all agencies to establish a framework that manages government asset portfolios to an industry recognised standard. AMAF is consistent with the principles of ISO 55000, but it has been tailored to align with the AM needs specific to the Victorian Government covering: This new requirement provided the opportunity for PAS to focus on its current practices and identify opportunities for improvement using innovative solutions. The intent from the outset was to develop lasting structure and governance that converted existing practices into agency knowledge, and develop new capability enabling gaps to be identified. To achieve this, PAS committed to mapping how it conducted its business now, compare that with a new and innovative enterprise process that meets ISO 55000 asset management standard, identify gaps in process and capability, and consequently train staff building new systems to imbed lasting and sustainable management practices. While organisations often create individual initiatives for system improvements, unless they are integrated into an end to end connected Enterprise Asset Management System (EAMS), improvements are often localised and short term. PAS recognised that if they followed this path, lasting system and cultural change was unlikely to be achieved. This is where a new set of Enterprise Asset Management Process Maps provided the key to bring these positive initiatives together. 2.2 Use of best practice Asset Management Principles The PAS Executive Team were early adopters of AMAF, recognising and supporting the opportunity for change. PAS commissioned an independent gap analysis against the 41 mandatory requirements within AMAF, approved the recommended improvement actions aligned with ISO 55000, and leveraged new industry processes standards wherever possible. One of the key AMAF requirements is the ability to demonstrate clear governance and process that connects the organisational requirements to actions delivering client services, i.e. “line of sight”. While elements of good process already existed throughout the organisation, a consistency of approach, and the relationship between AM activities and other parts of the business was not established to a level that was required by the Framework. PAS adopted the Enterprise Asset Management (EAM) process maps previously developed for the NSW Government as a baseline for reviewing its current practices and identifying improvements to traditional AM practices and related activities across PAS. The team chose these enterprise maps as they provided a full lifecycle view, were aligned with the requirements of AMAF and had been independently assessed by the Asset Management Council (AMC) as satisfying ISO 55000. 2.3  Degree of originality and ingenuity of solution – “Creating a clear line of sight with AMAF” The PAS executives implemented sustainable change and commenced the process by defining its current capability, identifying appropriate solutions, developing a realistic roadmap, and then committing the resources to deliver the roadmap. The main differentiator from previous programs was the commitment to develop an integrated EAMS driven by internal resources and supported along the journey by industry leading practices. The decision to use the EAM process maps was based on a recognition of its ability to meet all the organisations’ requirements while providing confidence through the confirmation by the AMC that the processes aligned to the ISO 55000 standards. A different approach: Connecting the day-to-day procedures to high-level process maps: PAS also avoided the common mistake of focusing effort on operational activities only. PAS undertook a top-down and bottom-up approach to fully analyse and capture the “as-is” process of the branch that included a strategic and planning view through to operational activity (procedures) on the ground. With this approach PAS was able to: Highlighting the interdependencies: Once existing procedures were aligned to the high-level EAM process maps, the teams within each unit could see how their work was spread across the asset lifecycle and identify similar or correlated work other teams in other units were performing. The boxes that have a combination of two colours indicate inter-dependencies Creating lean processes: By viewing similar procedures followed by individual teams working together within an end-to-end EAM process, any duplication of processes became clearly visible. This initiated inter-unit conversations to consolidate processes and eliminate duplication. This improved information and knowledge sharing among business units, and improved consistency across the business. PAS is now focusing on eliminating unnecessary and improving inefficient processes. Bringing the RACI Matrix together with process maps: Historically, roles and responsibilities were identified on a project basis. As part of the process mapping exercise PAS also implemented the RACI assessment tool (Responsible, Accountable, Consulted and Informed) for the high-level process and subsequently for each procedure. This eliminated confusion over responsibilities and helped the teams to understand where and how stakeholders contributed throughout the process. This assisted

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NSW Department of Education & AssetFuture – Innovation Through Technology

EXECUTIVE SUMMARY In 2013, the NSW Department of Education (DoE) commenced a journey to understand the maintenance backlog across 2,200 schools. By July 2018, NSW DoE were able to confidently project requirements for current and future funding of maintenance and document functionality across all schools using machine intelligence. Using Asset Management best practice around data acquisition and interpretation methods, the DoE created a condition and functionality index for all NSW school assets. The DoE has improved its ability to project current and future funding needs, prioritising investment decisions. In early 2019, the NSW Government committed to wiping the maintenance backlog to zero by June 2020. PROJECT FRAMEWORK DATA STANDARDS Best practice asset information management is underpinned by information and data standards that provide a consistent understanding of the requirements to support collection, storage and interpretation of data to support strategic decisions. This understanding allows a clear line of sight between strategy and operations. Working with the AssetFuture platform DoE was provided with a clear set of in-built data standards consistent across the entire technology ecosystem. These standards cover data fields including: DATA CAPTURE The data acquisition team were trained in the application of the condition measurement methodology which varied based on the type of asset being captured. A predefined condition scale was calibrated in-line with specific degradation characteristics which were also referenced within the data capture device. This reduced the variation caused by human judgement when assessing asset condition, leading to increased quality of the data acquired. DATA CONSISTENCY – ACCRI Having a consistent method to assess condition, risk and service levels for each school within the portfolio, enabled comparisons to be made across NSW schools for the first time. This provided the confidence to make budget allocation decisions across an extensive asset portfolio. AssetFuture’s Asset Condition and Criticality Index (ACCRI) methodology made comparison of risks and service levels across an extensive set of asset classes a simple process, and was only possible through accurate asset information. DATA MAINTENANCE – GOVERNANCE AND UPKEEP Prior to this project, upkeep of asset data over time was extremely challenging leading to a partially informed view. Implementing the right governance arrangements in the form of platform access rights as well as stakeholder accountability and monitoring compliance with data standards, enabled a level of data currency to efficiently carry out annual planning and budgeting activity as well as adjusting annual plans based on the latest “live” information. Best practice has been implemented for data management, ensuring that interpretation of data is giving a clear line of sight between strategy and operations: Additionally, data currency has moved to a position where all data is now captured and updated in the AssetFuture platform to maintain a live and current dataset in the ecosystem to enable accuracy around decision making. INTERPRETATION OF DATA The outcomes of this project were linked to the interpretation of quality data sets. Using AssetFuture’s Lifecycle prediction algorithms to inform decision making for each schools’ portfolio of assets, was a key outcome. DoE now has a comprehensive interpretation of: CREATIVITY OF THE SOLUTION The scale of the level of data acquisition required meant that creative solutions were applied to existing data sets and acquisition of new data. The DoE utilised many internal bespoke systems such as AMS (Asset Management System) for spatial management, RPM (Routine Planned Maintenance) for works maintenance, and new Asset Intelligence with AssetFuture. This data was merged, and additional data collected using different data capture techniques, with a consistent approach across all asset classes to support evidence-based decision making. Drone imagery was used to assess defects and the creation of a new data set that was complete to align modelling with business strategy: PROGRAM AND PROJECT MANAGEMENT In a project of this size with a large number of assets, stakeholders numbered in the thousands. Stakeholders included more than 2,200 Principals of geographically dispersed schools, teachers, and over 750,000 students. Skillful management of these specialised stakeholders was critical to minimise disruption, and was achieved in the following ways: VALUE FOR NSW DoE AND STUDENTS Previously it was very difficult to align annual budgeting to the needs of students across NSW. The state-wide funding allocation model is now based on best practice Asset Management principles, having full consideration for asset cost, risk and performance. For NSW DoE, application to Treasury for funding is based on real-time interpretation of quality data ensuring: The implementation of the Lifecycle technologies has been one of the key factors in budget increases of more than $1 billion over the forward estimates for students attending schools in NSW. There has also been a reduction in risk from poorly maintained learning spaces and enhanced learning environments. International research has shown there is a direct link between the condition of assets and learning outcomes. NSW DoE AND ASSETFUTURE – EXPERTS IN PARTNERSHIP The success of the project over two assessment cycles is largely due to the bringing together of a highly motivated team of subject matter experts who were able to use their expertise: PROJECTIONS, SCENARIOS AND PERFORMANCE Interpretation of data from the AssetFuture platform enabled DoE to confidently project the funding requirements for 2,200 schools in NSW. Scenario planning was used for multiple planning parameters, as well as functional performance indices. Drone technology was utilised for defect and condition assessment for roof surveys. LCC Maintenance Projection – Current and Future Maintenance Projection (sample of schools). Shows liability by year and asset class. Scenario Analysis – Ability to vary planning parameters to simulate various funding/maintenance scenarios. Functional Performance – Functionality indices allow investment to be prioritized across asset classes. Drone Technology – Drone technology for better resolution of maintenance issues on high roofs. Trees Validation – Validation of tree audits as requested by the Coroners court. Scenario ACCRI – Risk matrix to assist investment planning decisions. Data Transfer – Maintaining currency of data by updating after all maintenance and capital works projects.

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Auckland Council – Smart Procurement for Facilities Management

Integrating a Performance- and Outcome-Based Outsourcing Strategy in Auckland Council 1 Summary Auckland Council (AC) was established in November 2010 after amalgamating 8 territorial authorities and serves a population of 1.6 million with an asset base of over $56 billion. Project 17 (P17) was initiated to develop a new maintenance delivery model for community assets, replacing thirty-eight facilities management contracts delivered by twenty-nine suppliers worth over $150 million per annum, all expiring June 2017.  P17 overcame the challenge to rationalise different service level agreements (SLAs) and key performance indicators to bring about alignment with the operating model of the new council or the current geographical / political boundaries. 2 Introduction Community Facilities (CF) was established in November 2015 after consolidating several asset management functions across Auckland Council.  With 400 staff, CF is responsible for maintaining $11 billion worth of community assets, which comprises of 5,000 parks (500,000 ha), 3,000 community and corporate buildings (400,000 m2) and assets along 3,243 kilometres of coastline, on all streetscapes and town centres. Tasked with delivering P17 in under 12 months, CF had to redefine the levels of service, develop a new operating model by re-organising over 300 staff and reconfiguring its asset management system. Under the new model, seven main suppliers are delivering three main types of contracts (full facilities, arboriculture, and ecological) across five service areas that were aligned to 21 local board boundaries (Figure 1).  Several minor specialist contracts such as pool plant and security were excluded from P17.   Figure 1- Service Areas and Local Boards In addition, the contracts were based on Council’s Smart Procurement Framework that enabled multiple outcomes (e.g. various financial or/and non-financial results in the procurement cycle. Incorporating key performance indicators (KPIs) that not only track quality and timeliness of maintenance work, suppliers are also required to meet social/community and environmental outcomes.  An example of a social outcome is the use of small local suppliers on the Hauraki Gulf Islands to deliver simple trade services or developing a Community Workforce and Development Plan that enables targeted apprenticeships, local employment, and training opportunities.  Examples of an environmental outcome include a reduction in agrichemical use or reduction of water and energy usage.   3 Strategic Context P17 has enabled a paradigm shift in council’s approach to establish complex in-house and externally procured services and most importantly, how to maximise community and commercial outcomes through a collaborative and strategic approaching with suppliers. CF facilities management function is delivered by both internal staff (e.g. contractor audit, project management) and external providers. The previous suppliers were mainly ‘transactional’ or ‘prescriptive’. Schedules were agreed between suppliers and council, such as how many times toilets were cleaned, or parks were mowed.  As such, AC had limited flexibility to respond to changes to the use of a facility or account for unexpected weather events; or respond effectively to unplanned service level variations. Conversely, the new full facilities contract is now outcome-based where AC and contractors have a common purpose, moving from providing or receiving a service to ensuring a result through a lump sum pricing agreement. For example, suppliers are required to meet agreed outcomes for rubbish bins to be not more than 75 per cent full at any time, as opposed to just following fixed work schedules. Most importantly, a supplier has ownership of an entire service area to respond to all maintenance issues; where previously multiple suppliers worked on the same site and even similar asset groups. Successful implementation of a multi-service result-oriented contract framework meant that CF had to ensure that the new agreed levels of service standards and key performance indicators could be adequately managed or controlled through the right organisation / managerial structure and asset management systems support. To achieve full integration, CF had to initiate both internal and external changes simultaneously in relation to people, processes, and systems within the organisation as well as suppliers, politicians, communities and other key stakeholders. Hence, standardisation of data, levels of service, asset performance and contractors’ performance were implemented holistically across services, assets, and the environment to diminish any discrepancies in the interpretation of results or standards; to provide transparency and certainty; to establish consistent references and benchmarks internally and externally. CF was able to realise the benefits of effective use of synergies, economies of scale and technical capability. Subjected to funding constraints and rigour of Council’s procurement and project management evaluation frameworks, the project execution plan was approved in late 2016 following a comprehensive business needs analysis, strategic assessment, identification of detailed risks and issues registers, all interdependent on two other major restructure and systems projects. These two projects with separate governance and management structures affected over 5,000 staff and involved AC core enterprise asset management systems – GIS and SAP.   Figure 2 – Project 17 Governance and Management Structure P17 governance (Figure 2). was provided by a Steering Group composed of senior staff across several departments to ensure deliverables at each milestone met business needs (Figure 3). Business owners provided additional resources when required throughout the project lifecycle. Subject matter experts and workstream leads held daily or weekly meetings to report on any deviation from planned or unforeseen issues that had to be resolved almost immediately. Figure 3 Project 17 High Level Roadmap & Milestones Each workstream leads were responsible for change management, stakeholder engagement and communications. Feedback loops were well established at each stage of the Project to ensure there was confirmation from different stakeholders before proceeding to the next stage. Workstream leads were also required to work with other Project Managers because of significant interdependencies between workstreams and different projects across departments, e.g. IT/systems upgrades, organisational restructures, asset portfolio changes. The Project employed different communication tools to all stakeholders. Regular reporting to the Executive Leadership Team, Governing Body and Strategic Procurement Committee was required throughout the project lifecycle. By applying a top-down and bottom-up approach of sharing information, the Project enabled closer collaboration between internal and external stakeholders which included Council staff, community groups, contractors, and politicians. Introduction to new enterprise

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Auckland Council – CFAME: Asset Information System Enhancement

Enhancing Community Facilities asset management capability through integrating strategic, tactical and operational asset management with asset systems capability.   1 Summary Community Facilities (CF) was established in November 2015 after consolidating several asset management functions across Auckland Council responsible for an asset portfolio of $11 billion made up of over 4,000 parks (500,000 ha) and 3,000 buildings (400,000 m2).  The CF Asset Management Enhancement Project (CFAME) was initiated in 2016 to speed up the availability of vital information for decision making and support asset management using the latest technologies and advanced analytics. Informed by the Asset Information Strategy, CFAME success was attributed to a holistic and structured approach to input-analysis-output of raw data, converting it to information, then knowledge and finally intelligence. Figure 1- Asset Information Strategy Key Elements Made up of three phases staged over a period of five years beginning June 2016, the deliverables of the Project are (Table 1): 2 Overview 2.1 The Challenge Apart from to the strategic issues and the operational risks of forming a new department, CF was also about to establish a full facilities management contract ($150m per annum), transitioning thirty-eight different maintenance contracts delivered by twenty-nine suppliers to seven main suppliers delivering three main types of contracts (full facilities, arboriculture, and ecological) across five service areas aligned to 21 local board boundaries (Figure 2). The new data structure had to incorporate not only known asset attributes but also had to factor in future levels of service definitions and maintenance strategies.  At the same time, the department of over 300 staff was undergoing organisational restructuring with the risk of losing individual asset knowledge not captured in any systems. The risks escalated when it was discovered that the data collected over time during the asset lifecycle by different departments before CF was formed were of varied standards, quality, consistency and completeness; and held in different systems, previously used for different purposes and did not align to the current CF operating model. Figure 2- Service Areas and Local Boards 2.2 The Approach With the above considerations it was imperative that CFAME had to integrate relevant useful information promptly to convert it quickly to knowledge that aligned with the department’s goals and objectives of its new operating model and Council’s intentions.  The quality of asset management (AM) decisions, such as whether to replace or to maintain an aging asset, can only be as good as the information used to support the decision-making. To mitigate strategic, tactical, and operational risks concurrently, it was decided that instead of working around data inefficiencies, a better outcome would be achieved through an enterprise-wide project to reconfigure the existing asset data.  A small team was put together to re-define the asset meta-data dimensions and selectively prioritised the cleansing of critical master data that will be used to build asset renewals and operational expenditure models. Agility and flexibility were called for even in the earliest stages of reconstruction of the meta-data. Unlike previous implementation where the IT would set all the data parameters regardless of business needs, CFAME was led by the business (i.e. CF) which then engage the council IT specialists in a collaborative manner where for instance, staff from both departments were co-located in the building from time to time to minimise time lag in information exchange via face-to-face interaction as opposed to lengthy emails, phone calls or scheduled meetings.   Knowing that lack of awareness, lack of trust and fear of change are common behaviours inhibiting the successful implementing of any EAMS or Asset Information Strategy (AIS), a key part of our successful implementation was reaching out to current and potential users of the new information and EAMS capability. During the engagement process, it was important to acknowledge that the importance of different data types can greatly shift over time –information considered not-critical to the organization five years ago is now crucial, so we needed to identify the lost value in our data gaps and rectify accordingly. Bottom-up evolution for a culture change that regarded asset information as a strategic asset require buy-in from all staff. Other stakeholders then needed to be sold that disruption to operation (up to 12 months) as a result of changes to the asset meta- and master-data was the only option available so that we could move away from the status quo of cobbling together information from inconsistent asset hierarchies, incomplete asset attributes, and missing critical information. To address the above challenges, CFAME adopted both top-down and bottom-up approach. Top-down decisions were centred around trade-offs between immediate data accuracy and the costs of achieving the benefits were considered against the decisions that could be made with the data. CF aims for higher data accuracy over time when additional funding is made available and when new technologies are introduced. The level of detail and complexity of information as defined in the Asset Information Strategy was based on asset criticality in relation to health & safety, service impact, legislative/regulatory and systems significance in terms of systemic failure in addition, as part of the organisation restructure, key roles and responsibilities were assigned throughout the department for information capture, analysis and reporting. For example, there is a team of asset information specialists and advisors tasked with data collection on site and converting technical information provided by architects, planners and project managers into a useable format in GIS. There is a separate decision support team responsible for ensuring the right information is available for decision makers. Figure 3- Asset Management Considerations and Information Flows The bottom-up approach focused on how the data and information can be effectively utilised horizontally across different business units as well as vertical functional areas associated with lifecycle management of the assets. 2.3 Project Management Project governance was provided by a Steering Group made up of senior staff across five departments to ensure deliverables at each milestone met business needs. Inputs and outputs of the Project was linked to several projects to rationalise limited resources and capability within the department. Each workstream leads were responsible for change management, stakeholder

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TransGrid – Digital Substation

1. Executive Summary TransGrid has achieved benefit for its stakeholders including consumers, shareholders and regulators by implementing Digital Substations based on the international standard for communication protocols, IEC 61850. TransGrid manages a high voltage power transmission network consisting of 109 existing substations and over 13000 km of transmission lines. The bulk of the substations were constructed in the 1970’s and 1980’s generally utilising technology that was appropriate at that time but the technology is reaching the end of its reliable life and requiring replacement to maintain a safe and reliable transmission network. Digital Substations will be implemented on future new and replacement capital projects. 2. Description of Project 2.1 TransGrid’s Journey in Digital Substations “The Digital Substation project has created significant benefits to all its stakeholders. It has enabled the delivery of lower cost refurbishment projects with greater safety and reliability.“ TransGrid manages a high voltage electricity network with over 13000 km of transmission lines and 109 substations. The substations commenced commissioning in the 1950’s and due to reliability and obsolescence risks are becoming due to for replacement. Additional to this the transition to renewal energy sources has accelerated the need to develop new substations to connect these generators. Based on the corporate plan TransGrid’s asset management strategies includes strategic themes to: In order to deliver to these themes, TransGrid developed a Digital Substation strategy to implement a new technology. The strategy involved not only technological change but also culture and operational practice changes. The strategy was endorsed by senior management and the project started with market research then moved to a study of options, evaluation of options, selection of vendors, and proof of concepts, before moving on to the first implementation of the new technology at Avon Substation. Figure 1 provides an overview of the digital substations strategy. With the successful implementation of the base architecture at Avon, TransGrid is now moving towards implementation of sensors (Low Power Instrument Transformers or LPTI) and virtualisation. Figure 1 – TransGrid’s Journey in Digital Substations TransGrid have been able to implement numerous new technologies into the substation that not only improves safety and reduces cost but also allows quicker delivery of Substation projects. The Avon Substation secondary systems project involved replacing all of the cabling and secondary equipment including the Protection, Control, Metering and Condition Monitoring systems with Process Bus systems that dramatically reduces drawings, panels, wiring, cabling and overall reduces the project costs by up to 30%. TransGrid carried out an extensive assessment of substation secondary system design based on the implementation of IEC61850 at the substation and process bus level which brought out the business case for full digitisation. This was not just a case of should we do it, with 30% project cost savings the implementation is a must in order to maximise benefits to TransGrid and its stakeholders. Figure 2 shows where this architecture fits in a substation system. Figure 2 – Scope of Digital Substation Architecture The first substation to realise this new technology was Avon 330kV switching station. In this Digital Substation, new standards were implemented including IEC61850-9-2LE, IEC61850-8-1 IEC62439-3 (PRP) and time synchronization based on IEEE1588 standards. It must be emphasised that the evolution and adoption of IEC61850 is intended to encapsulate all aspects of secondary design and should be viewed holistically as a system and not as individual standalone components. This allowed a complete re-think on what a substation secondary system is and how to implement it. As a result of this approach we were able to implement many improvements over existing secondary systems while reducing overall costs. 2.2 Benefits of Solution Reduction in copper cabling/trenching: This is a major benefit for secondary systems for green field substations and also for refurbishments where secondary cabling needs to be altered due to aging or design changes. Reduction in building size: Process bus Intelligent Electronic Devices (IED) are typically half the size compared to traditional IEDs and no wiring or links are required. This along with a unique panel design allows more IEDs accommodated in a panel and therefore drastically reduced (80%) panel space required within a substation. Faster commissioning of substations: Due to the smaller size of panels and limited cabling involved between panels, almost the entire secondary system for a substation can be built and thoroughly tested in a laboratory. Not only does this allow greater control over quality of testing but it can be done at a fraction of the cost of testing done at remote sites. It is much easier to engage vendors or specialists to address specific issues when the tests are done in a lab rather than a remote site. Once the system leaves the laboratory with thorough functional and interface checks done, the site work is reduced to perform minimal commissioning checks. This drastically reduces labour costs and time associated with commissioning – about 50% savings. This is a significant advantage in countries where labour cost is very high. Standardisation – Reduction in System drawings: Standardisation was heavily used at the bay level to make merging unit configuration similar and to allow changes to the copper interface without changing the underlying digital messages. Hence the bay information is always the same even though the primary equipment may vary. In this way the interface between data digitisation and data usage is standardised. This also significantly reduced the number of drawings – approx. 90% – required to implement the design. This approach opens up the possibility of standard indoor and outdoor cubicles that can be ordered irrespective of the project, therefore simplifying sourcing requirements. Simplified maintenance: With better defined test and simulation modes in IEC61850, maintenance and commissioning tests can be done more efficiently. Also, visualisation, test and diagnostic tools are evolving that can greatly help the maintenance regime. Remote diagnostics are possible which will reduce visits to site. The cumulative savings in this first Digital Substation project is around 30%, so far exceeding the initial expectation in the business case. These savings are expected to be improved on as the maturity of

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TransGrid- Asset Monitoring Information Plan

1. Executive Summary TransGrid manages a high voltage electricity network with over 13000 km of transmission lines, 109 substations, the associated monitoring equipment contains around 40000 SCADA and 10000 on-line condition monitoring points. This is augmented by work management, load data, geospatial and meteorological data contained within corporate and external information systems. Rapid access to network information is essential to providing effective and timely response to events, particularly in emergencies such as the recent bushfires. Existing systems required personnel to access multiple and disparate information systems. To remedy this TransGrid has developed a bespoke ‘Asset Monitoring Information Platform’ that allows monitoring and managing asset information from multiple systems into different viewports (or contexts) in a purpose built Asset Monitoring Centre. This solution is providing better response and reduced outage time lowering cost and improving reliability. 2. Description of Project 2.1 TransGrid’s Information Objectives TransGrid Asset Management Policy and associated Network Asset Strategy establish commitment to providing a safe and reliable network at the lowest cost to the consumer. Transmission services are a small component of the average electricity bill, but we recognise that the way we manage our business still has a direct impact on customers every day. “Delivering value to the community by sustaining a safe and reliable network and developing this to efficiently meet the future energy needs of our customers.”Paul Italiano CEO Critical to achieving this goal is the ability to make informed decisions when operating the network. This requires visibility and accessibility to accurate and timely asset information. This is particularly important during emergency events such as the recent bushfire emergencies. The information available to the network operators must: This is aligned with TransGrid’s Asset Management Information Strategy objective to ensure that information meet six dimensions of data governance as shown in Figure 1. This assurance is in alignment with ITIL V3 and ISO27001. Figure 1 – TransGrid’s data governance dimensions 2.2 The Asset Monitoring Information Platform TransGrid manages over 13,000 km of transmission lines and 109 substations. The associated monitoring equipment (Operational Technology) contains around 40,000 SCADA and 10,000 on-line condition monitoring points. This is augmented by information contained within Enterprise Information Technology and external systems such as load data, fire information and weather data. To improve TransGrid’s ability to operate the network an Asset Monitoring Centre (AMC) has been established beside the main operations room. The scope of the AMCs oversight and types of information reviewed is shown in Figure 2. This provides continuous monitoring of the health of network assets to efficiently respond to any events, including emergencies that occur while allowing operators to respond to direct network operational requirements. Figure 2 – Asset Monitoring Centre Responsibility Converge information from OT and ERP systems? Reactions:– Are you joking?– Impossible!– Will never happen.– Do it somewhere else.– Why? Hindering the capability of the AMC to perform its responsibilities was difficulty in accessing multiple and disparate sources of information (every asset is supplied with its own interface and management software). This identified an opportunity to improve efficiency by developing an information platform that provides the ability to collect, aggregate, monitor and analyse asset data from multiple systems and different viewpoints (or contexts) in a single location, an ‘Asset Monitoring Information Platform’ (AMIP). The AMIP was based around four fundamental requirements: A challenge was identified that this required the integration of data from numerous systems that use different asset structures, different data structures, different naming conventions and identifiers. This was made particularly difficult due the separation of Operational Technology (OT) and Enterprise Resource Planning systems (ERP) and resulting internal resistance by process and system owners. The complication keeping OT and ERP systems data apart existed due to information security and licence requirements that needed physical separation of OT and corporate information systems. Development of a specialised solution was required to address this challenge and deliver the functional requirements. The solution also needed to accommodate the practical difficulties of being moved to a different location or being used for a different purpose over its lifecycle. The answer to this challenge was to observe that the assets themselves are central to their management and that everything either happens to an asset (an Event) or something is recorded about an asset (a Measurement). A set of translators were developed that connected the corporate information from a number of sources and ingest the information into a ‘common model’. This was performed while respecting strict information security requirements. In the future as TransGrid improves its data standards across systems it is planned to reduce the need for this complex data translation. The adoption of an innovative common model allows the integration of information from disparate sources and creates a common understanding. The adoption of a standards based model leverages off industry best practice, allows for future expansion and translation between existing standard models and takes advantage of supported interfaces supplied by technology vendors. The inputs that feed into the AMIP are shown in Figure 3. Figure 3 – Information inputs to the AMIP The AMIP has allowed the joint display of secure OT information, external data and general corporate information in a single display. A key data source for AMIP is the operational systems that control the electrical network. This data is highly sensitive/high volume time series data and will be accommodated via a specific data model that mirrors the control system SCADA structures. This data was integrated via PI Asset Framework that links operational data to the asset register using the data model and translation provided by TransGrid considering the challenges in Table 1. This means that the AMIP data store includes a specific and separate data store for operational events and measures that supports a highly secured model for sensitive high voltage load data. The AMIP solution is based on OSISoft PI technology such as PI Data Archive and Vision and incorporates a geographic view provided by ESRI/ArcGIS as illustrated in Figure 4. The visualisations and user interface are presented via standard browser-based interfaces. Features of this interface include the following: Table

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Sydney Trains – Electronic Rail Lubricator Project

1. Summary of the project, product, framework Sydney Trains developed a business case for upgrading all existing mechanical rail lubricators with highly efficient modern electronic rail lubricators. The project replaces the existing network of 428 mechanic lubricators with 119 new electronic units, improve lifecycle cost, asset performance, safety and environmental benefits. The new electronic lubricator units employ remote health monitoring capability which will enable a condition based maintenance regime (previously fixed time scheduled) and enable fundamental changes to rail lubricator maintenance practices to improve staff and rail corridor safety. 2. Description of project or framework addressing the assessment criteria Rail lubrication is a standard practice world-wide to manage the friction contact between a train wheel flange and steel rail. Lubrication is provided on curved tracks where there is the highest friction and lateral forces. Effective lubrication is required to manage and minimise the wear and tear of the rail steel and train wheels. Sufficient lubrication is also required for the management of environmental factors such as rail squeal noise. The Sydney metropolitan heavy rail network has traditionally utilised wayside mechanical rail lubricators (Figure 1). The system utilises a track side reservoir and is connected to a mechanical applicator on the rail. A pumping action is triggered for every wheel that transverses through the applicator. The lack of control on lubricant application typically leads to inefficient rail lubrication and over supply of grease around the lubricator site (negative environmental impact). In in 2014 and 2015, Sydney Trains carried out a proof of concept (best practice) trial involving a hi-technology wayside lubrication system, to support of the development of the first rail lubrication standard. The trial found that adoption of a high-technology electronic lubricator (Figure 2) would bring significant lifecycle benefits (improved and reliable rail lubrication) and environmental and safety benefits. In 2016, a business case was approved for the network-wide replacement of the existing mechanical lubricators. The network-wide replacement would reduce the total number of lubricators by 74%, whilst improving overall rail lubrication performance to 100% compliance with the new rail lubrication standard. The selected product and rail lubricant combination has been type approved with electronic controls (Figure 3) and a remote performance monitoring system (Figure 4). The units are powered by solar energy and have a higher storage capacity (360kg compared to 30kg) compared with previous mechanical units. 2.1 Use of Best Practice Asset Management Principles The Electronic lubricator project and business case was driven and designed in full alignment with Sydney Trains’ Asset Management Objectives (refer Figure 5). Sydney Trains rail management strategy (in the Sydney Trains Asset Management Plan) was the driving force behind the improvement of network rail lubrication. This project is aligned to key business objectives including: 2.2 Degree of originality and ingenuity of solution As a part of this project, Sydney Trains identified an opportunity to change and optimise the existing maintenance model for rail lubricator assets. Sydney Trains thoroughly investigated in-house and outsourced maintenance models including the in-house dedicated lubricator maintenance team to improve efficiency and reduce cost of lubricator maintenance. A contract combining design, construct and through life support/maintenance was established, representing a novel approach for lower value assets whilst maintaining concept and synergy. The bundling of a performance based maintenance contract intrinsically provided motivation for the supplier to issue the most optimised lifecycle cost proposal, balancing CAPEX investment and ongoing OPEX maintenance costs. 2.3 Program and project management This project implementation spans 18 months with carefully informed milestones designed to minimise the operational maintenance risks (old and new systems in place concurrently). The scope of the project considers the design, construction and change management implementation aspects of the new electronic lubrication system. The project management team has considered: 2.4 Benefit/Value of the project or service to the community or organisation In line with best practice, the project will provide optimised rail lubrication to the Sydney Trains network. The optimised lubrication design will be fully compliant with the new Standard and reduce the asset requirements from 428 to 119 electronic units. The project improves rail lubrication performance through decreasing rail and wheel assets (application of lubricator mitigating excessive wear and tear), reducing the re-filling requirements (increased storage capacity), increasing the longevity of the assets, improving safety (less staff required in the rail corridor) and reducing maintenance costs (reduced intervention required) across the Sydney Trains network. The onboard system enables monitoring and trending of parameters including lubricant level and battery performance. Trending will enable condition based maintenance such as re-fueling and predictive battery replacement. Safety benefits All lubrication units are mandated to be installed outside of the ‘danger zone’ (area within the rail corridor in close proximity to train operation). The positioning of the lubricator units enables safer maintenance activities by mitigating staff exposure to the ‘danger zone’ and reducing potential service disruption to customers. The remote controlling ability further supports the Sydney Trains’ ‘danger zone’ reduction goals as the lubricator can be remotely switched on or off. Switching on and off lubricators is a common requirement to support trackwork activities (such as ultrasonic testing for internal rail flaws). Traditionally, this activity would require staff to enter the rail corridor and physically switch on and off the lubricators. The reduction in staff in the ‘danger zone’ and in the general rail corridor, along with condition monitoring capability, will improve the availability of the network by reducing the need for both planned and unplanned maintenance. This will support the continuing requirement of improving on time running and customer satisfaction. The elimination of over application of lubricant, will also improve wheel rail adhesion reducing safety risks (e.g. SPADs (Signals Passed at Danger)). Environmental benefits The electronic controls can precisely control the volume of lubricant and frequency application by fine adjustments to pump time duration and frequency of application based on wheels passed. The fine control will enable the optimal level of product to the applied, minimising ‘over greasing’ (where an excessive level of grease contaminates the track structure). This is a common issue with the

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Urban Utilities, SMEC and Jacobs – Enhanced Condition Assessment Program (ECAP)

1. Summary of the project, product, framework Urban Utilities is South East Queensland’s largest water retail-distributor servicing more than 1.4 million residents across five local government areas, covering 14,384 km2 (Figure 1). Urban Utilities implemented a unique and progressive model for the condition assessment of their assets – the Enhanced Condition Assessment Program (ECAP).  ECAP was initiated to undertake the condition assessment of critical assets, build asset data and advance asset management systems through a multiple-year partnership with two consultants (SMEC and Jacobs). An extended term and broad scope covering all asset classes is being used to drive long-term business outcomes through strong global networks and industry partnerships. 2 Description of project or framework addressing the assessment criteria Started in 2015, the primary objective of the Enhanced Condition Assessment Program (ECAP) is to assist Urban Utilities to make better informed investment decisions through timely data driven analytics to maintain asset reliability. What is unique about ECAP is that it encompasses the whole of the asset base and, because it is a program, it captures year on year learnings and improvements. The extended contact term (3+1+1 year) with SMEC and Jacobs is driving long-term business improvements through collaboration and strong partnerships. ECAP has demonstrated this approach can work effectively to improve asset data and progress asset management systems. SMEC, Jacobs and Urban Utilities have collaborated to apply innovative approaches to field work, condition rating methodologies, information technology and data management (ICT solutions) to reduce condition assessment costs and maximise return on investment in relation to condition assessment activities. We did this by facilitating improved decision making around future field work, asset renewals planning and applying a risk-based asset management approach based on enhanced data capture aligned to Urban Utilities service needs. The Program Management Approach ECAP is managed through a Program Management Team (PMT) with representatives from Urban Utilities, SMEC and Jacobs. The PMT meets monthly to discuss program issues, governance, collaboration share and safety share.  An over-arching Program Governance Board (PGB) meets quarterly, consisting of executives from the three organisations to provide strategic direction to the PMT and ensure Urban Utilities strategic objectives are being met.  We reflect on the level of diversity in our ECAP team and it being a true reflection of Urban Utilities’ customers, helping us to understand and better meet customers’ needs.  A key program management activity within ECAP is the collaborative development of an ‘Annual Forward Schedule’ (AFS) for the condition assessment activities to be undertaken in the following year.  A number of smarts have been developed to ensure the candidate activities selected for inclusion in the AFS offer value for money and reduced lifecycle cost to Urban Utilities.  We have developed risk models to ensure we pick the right assets that have the most potential to target and reduce Urban Utilities’ risk profile. We also aim for efficient investigation programs where, for example, investigations on particular pipe material cohorts can be bundled together to maximise buying power with the market and generate efficiencies in the mobilisation and deployment of condition assessment technology types.  The ECAP team project managed and produced approximately 50 Asset/Equipment Lifecycle Plans, drawing upon their knowledge of Urban Utilities’ assets.  These plans provide a blueprint for the successful whole-of-life asset/equipment strategy, integrating all the requirements in each life-cycle phase and ensures assets are inspected no less frequently than prescribed values. Through our activities we are aligning to Urban Utilities’ overall asset management strategy and service requirements.  Other key program approaches include: Innovative Approaches Together, we have successfully implemented high resolution Remote Operated Vehicles (ROV), 360-degree cameras and remote CCTV technology to avoid numerous confined space entries and reservoir shut downs, saving thousands of dollars at each site and improving safety outcomes.  In addition, working closely with Urban Utilities and its construction and maintenance delivery partners has helped us to identify windows for rare opportunistic condition assessments which may reveal an asset in a “once in twenty” years state (e.g. during trunk main cut-ins or during dewatering of structures).  The opportunistic inspections have been highly successful to ECAP and present excellent value for money as the costs of access are saved as they are funded by the other activities.  We have developed standardised and repeatable methodologies for condition assessment, condition rating and criticality.  These guide the implementation of proven techniques and test methods in a consistent manner to create accurate data sets, which are used in improvements to both the short and long-term maintenance planning and asset renewals plus feeding machine learning algorithms. The ECAP Condition Assessment Manual is presently being adopted across the wider Urban Utilities business to promote consistency across all condition assessment activities. It is aligned with the IPWEA’s PN7 and IIMM.  To date, we have also jointly developed reservoir shutdown plans, rehabilitation submission templates and asset condition profiling methodologies to streamline processes and drive efficiencies. Benefit to Customers and Community The ECAP program has created a number of benefits for Urban Utilities, its customers and the community. As well as improving value, increasing cost savings and safety, these include: 3 Opinion as to specific contribution made by the nominated individual/team/organisation Urban Utilities is the ECAP program owner and has provided the vision and overarching management to this unique program over the last five years.  The two ECAP consultants, SMEC and Jacobs, are working on a scope basis of ‘50/50’ split of the program, with equal sharing of workload to ensure completion of the annual forward schedule endorsed by Urban Utilities.  Together to date we have completed a scope of: The combined experience of this team was also recognised by the Water Services Association of Australian (WSAA) through our appointment to develop the WSAA Condition Assessment Guidelines for Mechanical and Electrical assets for to benefit the wider industry.  In Year 5, SMEC and Jacobs together with Urban Utilities are completing a data improvement exercise designed to add significant detail to the Ellipse and GIS datasets stemming from the improvements already made during the ECAP program to ensure readiness for the Ellipse

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Monadelphous – Diversity and Inclusion at Monadelphous

Summary of Monadelphous Asset Management Team Delivery of long term service contracts is the foundation of the delivery model provided by the Monadelphous Team. Working collaboratively with our customers to ensure optimal plant productivity, integrating with their systems to develop and execute maintenance work. Services include scoping, planning and execution of maintenance activities such as inspections, preventative, corrective maintenance and emergent work. Our proven maintenance approach is based on high quality predictive reliability analysis to enable good decision making. Our approach includes: Demonstration of Organisation Leadership Demonstration of organisational leadership in creating and maintaining your asset management team Across its operations, Monadelphous is committed to attracting a workforce where people of all backgrounds work together. The Company provides a working environment where the unique contribution of its people is equally valued and recognised, and where each employee is inspired to contribute their best in their delivery of the Monadelphous vision. Diversity in the workforce brings a broader range of perspectives and ideas, creating value for customers and shareholders. GENDER DIVERSITY Monadelphous presented its 2018/19 Workplace Gender Equality Report, which can be found on the Workplace Gender Equality Agency and Monadelphous websites. In late 2018, the Company formally launched its Gender Diversity and Inclusion Plan 2018-2020, setting out how it will enhance the rate of female participation at Monadelphous. Key initiatives have been identified in the areas of attraction, education and retention to enable strategic, sustainable and meaningful change. Examples include promotion of science, technology, engineering and mathematics (STEM) as a career path and education to challenge existing stereotypes that exist within the industries in which the Company operates. The Plan also details the Company’s ongoing commitment to targets of no greater than 10 per cent attrition of key female talent per annum and an intake of at least 20 per cent female engineers into the Company’s Graduate Development Program. INDIGENOUS ENGAGEMENT Monadelphous recognises and respects the traditional owners of the land upon which it operates and considers traditional culture and heritage an important part of its business. Despite the significant and ongoing strategic growth and diversification of the business over the period, pleasingly the Company continued to realise a positive trend in Indigenous engagement. Monadelphous Aboriginal and Torres Strait Islander employment rate reached 3.05% in December 2019. The Company continued to progress its activities outlined in its Stretch Reconciliation Action Plan 2017- 2020. Through the Company’s ongoing commitment to improving outcomes for Aboriginal and Torres Strait Islander peoples, a dedicated Indigenous procurement strategy has been developed. It outlines the importance Monadelphous places on actively engaging suppliers who express a commitment to developing sustainable relationships with new and existing Aboriginal and Torres Strait Islander businesses. Similarly, Monadelphous continues to identify new partnerships with Aboriginal and Torres Strait Islander owned businesses to enter into preferred supplier agreements and commercial relationships. RECENT INITIATIVES Attracting talent through innovation remains a priority and has seen Monadelphous commit to a number of initiatives in 2019 as well as invest in technologies which assist the Company to attract a workforce reflective of its organisational values. Monadelphous have a track record of delivering Innovation and Continuous Improvement across our operations and are committed to a culture that fosters the development of innovative solutions and delivery of continuous improvement that benefit both that of our business and our Customers. The launch of our Gender Diversity and Inclusion Plan and Stretched Reconciliation Action Plan in 2019 generated a renewed focus on innovative ways we could increase diversity across our organisation in line with the targets set down by these Plans. CULTURAL IMMERSION PROGRAM   Monadelphous leaders participated in a cultural immersion program in 2019 on culturally significant country near Beverley in WA, guided by traditional owners of the land. Participants had the opportunity to immerse themselves in Aboriginal culture, viewing historical sites and participating in open and honest conversations about perceptions and challenges. Activities were broken down into key themes of history, cultural competency, perception biases and how leaders may apply these learnings to both the workplace and their personal lives. GENDER DIVERSITY AND INCLUSION COMMITTEE   The release of our GD&I plan coincided with the formation of a GD&I Committee to act as the governing body of decision-makers and fundamental influencers, responsible for raising awareness of our commitments to enhancing female participation. The Committee meets four times annually to discuss commitments made in the GD&I plan, measure how we are tracking against our commitments, and evaluating means of continuous improvement of objectives and employees’ awareness and ownership of those commitments.  EMPLOYEE PARITY INITIATIVE   The Company’s success in diversity was highlighted in 2019 through inclusion in the Federal Government’s Employment Parity Initiative aimed at increasing the participation of Indigenous employees in Australian businesses. As a signatory, Monadelphous have committed to employing 60 new Indigenous employees in the first 12 months with a stretch target of 200 over the next 4 years.  Funding is received for successful outcomes that will be used to train, develop and retain Indigenous employees. Responsibilities relating to the reporting and communications have to be accepted and specific employment outcomes achieved. We’re super proud to have achieved our stretch goal of more than 3% Indigenous employment in August 2019, including 50+ Indigenous jobseekers maintaining employment with Monadelphous for a period of more than six months under the EPI. SUPPORTING INDIGENOUS BUSINESSES   LOCAL CONTENT ACTION FORUM (LCAF) A Local Content Action Forum (LCAF) was established in 2019 involving stakeholders from our projects, tendering and pre-contracts, procurement, and local content advisory teams come together bi-monthly to discuss local business participation opportunities. By collaborating in an action-oriented setting, LCAF aims to accelerate progress toward our RAP and local content outcomes. MONADELPHOUS INDIGENOUS BUSINESS DIRECTORY (MIBD) The first MIBD index of Indigenous businesses, prequalified and active within the Monadelphous ERP was published internally. The MIBD will continue to be published bi-monthly, and used to ensure opportunities are presented to Indigenous companies when sourcing for goods and services. GRADUATE PROGRAM 2020 INTAKE   The graduate marketplace is highly competitive.

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Jemena – Goulburn Gasworks Remediation Project

Jemena manages multiple legacy contaminated sites, which have been impacted by historical gas production and its associated infrastructure (Gasworks). These assets including the former Goulburn Gasworks were acquired through a business transaction and have been managed to ensure long term environmental risks are reduced or mitigated through our priority site management regime which incorporates the systematic approach of the Jemena Asset Management System. This forms a critical part of Jemena’s commitment to managing the full-life cycle of its assets including maintaining, monitoring for compliance and ensuring the correct retirement of an asset, as demonstrated by the successful delivery of the remediation of the former Goulburn Gasworks. Introduction and Use of Best Practice The former Goulburn Gasworks operated from 1879 until the 1970s when the production of gas through coal gasification ceased. The historical gasworks-related operations and waste handling contaminated the soil and groundwater on- and immediately off-site along the adjacent foreshore area of the Mulwaree River, which forms part of the Sydney water drinking catchment. The remediation works, which was completed in December 2019, represents a significant achievement in the close out process of asset management life cycle particularly after an acquisition of a poorly decommissioned asset. The project demonstrated how asset disposal can validate and improve the effectiveness of a company’s asset management practices and future due diligence procedures. Upholding the best practice asset management principles includes, focusing on the complete asset life-cycle of the physical asset as well as its associated liabilities related to its operation and maintenance, ensuring that no damage occurs to the environment or community. In contrast to this, the Goulburn Gasworks was operational and decommissioned at a time when environmental compliance was non-existent across industries and in-turn lead to significant environmental harm both on- and off-site. The primary objective of the project was to remove the potential of significant environmental harm caused by the ongoing contamination from the remaining gas production infrastructure while taking the opportunity to harness potential social, environmental and economic benefits for the people of Goulburn. This remediation required a solution which could meet the company objectives as to retiring and disposing of the asset with a triple bottom line approach, while removing the statutory and regulatory compliance requirements. The remediation required many innovative solutions to ensure it achieved the objective of reducing potential environmental harm both on-site at the former gasworks and off-site along the foreshore area, adjacent the Mulwaree River. On-site the project scope included: i) the construction of a 90 m long subterranean low permeable barrier wall between the site and foreshore area – to stop groundwater flow towards the River; ii) cleaning and decommissioning of all below ground assets including tanks, pipes, structures and gas holders; iii) removal of 270 tonnes pure tar for off-site destruction; iv) ex-situ stabilisation of tar-impacted soils with powdered activated carbon (undertaken within a purpose built environmental enclosure); and v) reinstatement and planting of ~2,500 native trees, shrubs and grasses across the site. Off-site, the project scope included: i) the removal and treatment tar within natural material at depth along the foreshore of the river; ii) removal of fill and asbestos impacts across the embankment; iii) the geotechnical repair of the embankment separating the former gasworks site and foreshore area; and iv) reinstatement of the bike track, road and revegetation of ~4,500 native trees, shrubs and grasses across the Council owned area. With the vegetation selected with input and assistance from Council and local community groups. Project Program and Management The project required multiple intrusive investigations over many years, to assess, delineate and ensure any remediation works undertaken achieved complete compliance and reduced/removed long term liabilities. The focus of the project was minimising impact to the community, ensuring a sustainable approach to the remediation and achieving a the best long term outcome whilst considering the environmental, social and economic aspects (triple bottom line) of asset management activities. The remediation was managed and overseen by Jemena’s Major Project Remediation Team and was undertaken between Nov 2018 to Dec 2019.  Project Team The project team involvement was critical in the project’s success, the team included a subject matter expert project manager, dedicated project support team and business support functions. Due to the complexities in the project, the team produced detailed and targeted scope requirements and consistently assessed risks and successfully managed complex issues to ensure the successful project delivery. Ingenuity The project required multiple alternative approaches to the overall methodology to ensure the works met the triple bottom line and overarching objectives. This required the implementation of multiple remediation methodologies including many first of a kind, including construction of a secant pile/soil low permeable wall to reduce groundwater flow and thermal treatment of pure tar. The on-site treatment methodology reduced the impacts to surrounding local infrastructure by removing over 2,500 truck and dog movements The project team utilised drone surveys to both manage material excavation and overall remediation progress. The drone footage provided another benefit whereby stakeholders were kept up to date with frequent drone images, demonstrating the scale and measurable project performance. The project team utilised drone surveys to both manage material excavation and overall remediation progress. The drone footage provided another benefit whereby stakeholders were kept up to date with frequent drone images, demonstrating the scale and measurable project performance. from the transport and treatment of contaminated material off-site. Another benefit of the project, was improving the aesthetics and function of the foreshore area which really demonstrated Jemena’s commitment and thanks to the community. The foreshore works included: Social Benefits at a Glance Finally, one of the project’s critical obstacles was transformed into an opportunity to provide support to the nearby drought-affected golf course. Jemena received a NSW EPA Resource Recovery Exemption and Order which allowed the application of treated and validated water from the water treatment plant to golf course fairways. This offered significant benefit to the project and community through the upgrading of golf course assets and reduced water consumption. Proactive Stakeholder Engagement To facilitate the remediation of the

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Gateway Motorway Services – Australia’s First Motorcycle Traffic Response Unit

1. Summary of the project, product, framework GMS is responsible for the operations and maintenance of one of Brisbane’s largest iconic pieces of infrastructure – the Gateway Bridge.  GMS must manage 64km of motorway and 88 bridges, responsible for the safe passage of over 320,000 Brisbane motorists per day. It is our goal to connect communities of Brisbane with confidence. Confidence that they will reach their destination safely, confidence they will reach their destination timely, and confidence they receive value for money for their toll journey. To achieve excellence in asset management GMS introduced Australia’s first Motorcycle Traffic Response Unit. An innovation in “congestion busting”. Gateway Bridge – Brisbane, QLD Australia’s first Motorcycle Traffic Response 2. Description of project or framework addressing the assessment criteria Use of Best Practice Asset Management Principles Department of Transport & Main Roads, QLD Police, Brisbane City Council and GMS GMS adopted an integrated approach in terms of asset management. Key elements that contributed to the success of the project was stakeholder engagement, robust risk assessments and operator training and competencies. Integrated stakeholder support was vital for the success of the project. Stakeholders included large profile entities such as Queensland Department of Main Roads, Brisbane City Council, Transurban, Queensland Police Service (QPS), Queensland Public Safety Bureau, Ventia and Lendlease. To support this claim QPS volunteered to design the motorcycle in such a way that it would meet legislative requirements but still act as a deterrent for speeding motorists. DTMR executed an exemption clause to allow the use of a motorcycle as a dedicated TIMS fleet member.    MTRU Service Delivery Capacity Service delivery needs formed the basis of all practices and decisions. A project review revealed that congested traffic queues impeded response times when responding in Incident Response Vehicles such as truck mounted attenuators, utilities and tilt trays. These vehicles were not conducive for lane filtering or shoulder egress. There were also significant number of areas along the network that consisted of reduced shoulder width inhibiting response options. The team demonstrated strong leadership of asset management at the highest corporate planning level which was critical to ensuring all parts of the organisation work together effectively in the pursuit of responsible asset management. The use of motorcycles as response vehicles in high speed motorway environment was not an easy sell at a corporate level. The business case planning for the project had comprised of 10 revisions alone before being accepted. The risk journey included; 5 x external individual risk and hazard identification sessions; 2 x internal group risk review forums;1 x external SARS; 2 x desktop scenario sessions;3 x Senior executive briefings and 50 lead/engage/discussion activities. MTRU Risk Matrix Discounted Asset Management Suggestion Asset management decisions were informed by evaluation of alternative means of service provision, full life cycle costing, and performance measurement and monitoring. Critical success metrics were identified before project implementation. The team took full control and accountability of risk management and reporting requirements for assets which was clearly communicated and implemented. The team were brave enough to discount some client requests as some suggested Asset Management projects were not considered to be value adding. In terms of sustainability the MTRU units averaged 20,000km each, averaging 10 litres of fuel per day. Reduced the carbon footprint of the business by 15%. The project eliminated in lane work activity for the first responder. Whilst police averaged three tyre punctures a week GMS only encountered one puncture in 12 months due to the puncture resistant trial tyres. Degree of originality and ingenuity of solution Historically the use of motorcycles was not palatable to stakeholders. When researching the words “risk” or “dangerous” 50% of search engine images include a two wheeled vehicle. The level of complexity in treating perceived bias and risk associated with the use of a motorcycle was very challenging. There has been no previous TIMS provider that has been able to introduce motorcycles into the industry in Australia. In the TIMS industry this project is very significant and has generated national and international inquiries from Western Australian Department of Main Roads and Caltrans from United States. The MTRU project is the first of its kind in Australia and is an innovative tool to ensure excellence in Asset Management. It helps support optimum “safe lane availability”. The project conceived other ingenuity innovations such as; Program and project management The program commenced on 17th December 2018 and concluded 17th December 2019. Chief program deliverables included;   MTRU Asset shoulder egressing and lane splitting The project consisted of ex-police motorcycles being deployed upon the open road network to respond to traffic incidents that occur within peak periods that consist of congested traffic queues.  The motorcycles possess the advantage of being small enough to safely attend the scene via the use of carriageway shoulders and lane filtering manoeuvres. The project devised contingency plans in the infancy of the project lifecycle at a business case level.  Preventive action plans were then authored at the project plan stage, and corrective measures then introduced from lessons learnt during review stages of project implementation phase. The three top risks were identified as; The project management of the innovation won the National AIPM Awards 2019 for best Professional Services and Project Manager of the year. Project Management Excellence Award Benefit/Value of the project or service to the community or organisation The following community and organisational benefits were achieved and recognised at the 2019 Brisbane Lord Mayor Awards; 3. Opinion as to specific contribution made by the nominated individual/team /organisation The following stakeholder opinions have been extracted from written public compliment testimonials. There is no better way to demonstrate contribution levels than thru raw uncensored feedback. “My full name is David Allen. I am the Road Operations Manager for Transurban Queensland (TQ). GMS is a contracted service provider for TQ. The contract scope includes the provision of asset management services of the original Gateway Motorway. It is my expectation that all contractors seek to introduce their projects to the market faster, lower their

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Department of Jobs, Precincts and Regions (DJPR) – Building and Measuring Asset Management Maturity

Summary of the project, product, framework The Strategy and Investment (S&I) team within the Department of Jobs, Precincts and Regions (DJPR) is leading the implementation of the Asset Management Accountability Framework. Key products, frameworks and processes implemented over the last 12 months include: Critically, an innovative attestation processes and self-assessment tool to measure asset management maturity and inform compliance, improvement plans and public attestations has also been developed and implemented. Description of project or framework Use of Best Practice Asset Management Principles DJPR and its portfolio agencies manage a diverse portfolio of state significant assets that contribute to Victoria’s wealth and wellbeing. This comes with the responsibility of ensuring these assets are well managed to maximise services and outcomes for the community and to preserve their cultural and heritage value. Snapshot of Asset Management in DJPR  DJPR was formed as a new Department on 1 January 2019, bringing together elements from a number of different departments. DJPR has direct responsibility for around $630 million in assets and indirect responsibility for a further $9.9 billion in assets managed by its portfolio agencies. As a Victorian Government department, DJPR is subject to the Asset Management Accountability Framework (AMAF), which establishes flexible and non-prescriptive requirements to ensure assets are managed efficiently and effectively. DJPR has leverage the AMAF as a tool for driving asset management improvement and maturity, rather than treating it as a compliance burden. Effective implementation of the asset management products, frameworks and processes implemented over the last 12 months is focused on: Degree of originality and ingenuity of solution The core products, frameworks and processes implemented over the last 12 months include are summarised in table 1 below. Two areas of particularly merit with regard to originality and ingenuity are the DJPR Attestation process and self-assessment tool and the implementation of the Asset Management Reference Group. Additional information on the Asset Management Reference Group is provide in the “contributions” sections. Additional Information on the DJPR Attestation process and self-assessment tool is provided in the “general comments” section. The tool is also attached. Table 1 – List of products/processes/frameworks developed Work done/authorised  Description  DJPR Asset Management Framework       The AM Framework integrates all the Asset Management related decisions, processes, leadership and governance within DJPR and shows the dependencies and linkages between the AM Policy, AM Strategy, business processes, information systems and human resources that are involved in an asset management capacity. DJPR Asset Management Policy  The AM Policy informs the whole of life cycle asset management related decisions and activities. It outlines how “good” asset management practices may be embedded within asset / investment evidence-based decision making and articulates the roles and responsibilities of DJPR Groups in aligning assets to service delivery outcomes. DJPR Asset Management Strategy  DJPR AM Strategy sets out the enduring improvement roadmap addressing both asset management and compliance requirements within DJPR relative to the current level of asset management maturity.   Asset Investment Prioritisation Framework and Implementation Plan This provides a structured mechanism for prioritising capital investment, ensuring decisions are evidence based and prioritised against decision criterion. This process enables consistent and transparent decision making that is aligned to DJPR’s strategic vision, objectives and values.   DJPR Asset Information Management Systems (AIMS) methodology  AIMS methodology has been developed and includes requirements, processes to accurately record, identify, re-value and report on the performance of an asset over the whole of lifecycle stages. This will foster evidence-based decision-making to maintain, modify, rehabilitate, find an alternative use, or dispose of an asset.  DJPR Attestation process and self-assessment tool  The attestation process document stipulates clear expectations and requirements for the 2019-20 public attestation. Additionally, it provides guidance for assessment and includes a template for the remedial action plans to support the non-compliant AMAF mandatory requirements.  The self-assessment tool requires DJPR Groups to provide their self-assessments against each of the AMAF mandatory requirements and provide evidence to support their assessments.  Although AMAF does not require maturity self- assessment until 2020-21, DJPR has built maturity assessment analysis into the “Attestation tool”. This places DJPR as the leader in measuring asset management maturity within the Victorian Government. Progressive adoption and implementation of Asset Management guidelines  Guidelines have been developed for:  – Asset Management Plans – Performance Monitoring – Intangible Assets   Program and project management Building and Measuring Asset Management Maturity has been a key focus in DJPR. Table 2 below summarises the core management structure for the development and implementation of products, frameworks and processes. Table 2 – Accountabilities Authority Accountability DJPR Finance Committee (FC) Is accountable for:»      endorsing and recommending for approval (by the Secretary) the AM framework, policy and strategy»      ensuring the AM policy and strategy are implemented»      reviewing the final consolidated AMAF Attestation and maturity assessments from DJPR Groups» endorsing the Asset Prioritisation Framework and providing evidence -based priority list of Investments Strategy Owner (Investment and Procurement) Is accountable for:  »        the development of the framework, policy and strategy»        development of the DJPR Attestation process and self-assessment tool »        ensuring the policy and strategy are congruent with DJPR policies and strategies»        finalising the consolidated AMAF Attestation and maturity assessments from DJPR Groups Asset Management Reference Group (AMRG) Is accountable for:»      contributing to AM policy, strategy and framework review»      ensuring that AM policy and strategy are fully integrated into ‘business as usual’»      providing assistance to the Groups/Agencies to develop evidence-based Asset Management Plans»   peer reviewing (assurance) on the AMAF self- assessments that inform DJPR Attestation against AMAF Standing Directions These roles and responsibilities are underpinned by an internal audit program that tests: Benefit/Value of the project or service to the community or organisation The asset management products, frameworks and processes implemented over the last 12 months: Importantly, the establishment and operation of the AMRG creates a broad coalition who are acting as change agents within DJPR. The collective approach adopted in the development and implementation of the key products, frameworks and processes helps ensure their relevance and longevity. The products, frameworks and processes will enable DJPR to: These actions ultimately help ensure

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City of Port Adelaide Enfield – Job Start App

1. Summary of the project The City of Port Adelaide Enfield has implemented an original and innovative take on the construction industry “take five” style of hazard check. The Council’s IT team has designed and developed software that integrates with the corporate Asset Management System to provide a tablet/phone based Job Start App (JSA).Implemented in late 2019, it has been embraced by the field teams. Participation is up; record keeping improved and communication and consultation of all site specific hazards is occurring. The previously used paper based records have been eliminated. Most importantly, it promotes a safe workplace by giving field workers a simple and effective hazard check tool – used before each task commencement and throughout the work shift 2. Description of project The City of Port Adelaide Enfield uses an Asset Management system (AMS) to manage data regarding its Asset configuration, hierarchies, inspection results, condition data, work performed, cost data etc. All work performed and expenses incurred are costed to assets through work orders. Every work order in the AMS has three mandatory attributes; an Asset that is the target of the work, an Activity (the type of work being performed) and the service to which the asset belongs. Within the AMS, safety messages (in essence any document or URL) can be recorded against Assets or Activity. For example, a Safe Operating Procedure may exist for the activity of mowing and another for a specific instance a mower. There also maybe a specific safety message associated with the reserve being mowed. The software leverages this capability by asking staff to enter the work order number they will action and the plant they will use. The software can then derive the safety messages to display to the crew. This has eliminated the need to carry folders of paper with safety instructions. This principal can also applied to any document held in electronic format (e.g. instruction manuals, installation manuals). The software also knows when a document has been versioned and will alert users that new versions exist. The software provides the flexibility of recording any additional hazards (and control measures) which are identified during the work tasks. The solution has been developed to deeply integrate with the corporate Asset Management System and records management system. All work orders, activities, plant and equipment references are drawn from the AMS using their published Application Programming Interfaces (APIs). The management of the safety messages occurs in the AMS and the App utilises custom built solutions to extract the messages and present them in a format to optimise performance. Once a JSA is submitted, it is stored and indexed in Council’s corporate Records Management System along with any drawn images, photographic evidence that relate to the JSA.   The solution supports electronic signatures (for both staff, contractors and visitors) and if the hazards identified are modified after all parties sign off; the signatures are invalidated and the JSA cannot be submitted. The end users have become familiar with marking up electronic maps with traffic control and capture these using tools available on their tablets and store them against the JSA. The transaction nature of the application provides the ability to implement controls that could not be implemented in paper based systems. For example; comparing timesheet data to JSA data in any period can determine if work is being done on assets with no JSA completed. In the previous system; determining compliance was extremely time consuming. The software app is responsive to the multiple devices; PC, laptop, table or phone. The approach that was used for these types of software projects is to drive out risk as early as possible. Requirements are tested by early design and prototypes. These were socialised amongst key users and stakeholders before any significant investment in the software build. This approach paid dividends with a significant change to the requirement uncovered during this phase. The process of ensuring the safety documents could be delivered from an internal system was tested using a ‘simulator’. A test harness that could accept activities, works orders and assets, find the documents and present them to the user. A significant trial across multiple teams (across different asset classes) was undertaken to drive out any final issues. Items found were priorities and resolved. Training was a significant part of the project and delivered over a number of weeks; team by team. This project involved a number of people across the organisation; including the Information Technology team, People and Culture/WHS and Managers, Co-ordinators and Team Leaders from the City Assets Department. Project Management was provided by the Information Technology team. This solution has delivered a number of benefits the most significant relate to working safely. Management and accountability benefits In addition, record keeping and evidence is significantly improved 3. Opinion as to specific contribution made by the nominated individual/team /organisation This solution has come about as result of the improving maturity of the outside staff’s understanding of how information systems contribute to streamlining business processes. When tablets were introduced to the outside workforce (approx. 190 staff) in 2014, the training load was greater than anticipated. The teams were keen but inexperienced and computer skills taken for granted in a modern workforce did not exist. Within a relatively short time, they had not only adapted but were suggesting improvements and looking for ways to eliminate paper handing. The volume of safety related materials being distributed and maintained in paper format was a clear candidate. The Information Technology team has a deep knowledge of the Asset Management System, the relationships between work activity and safety instructions and the relationships between specific assets and safety instructions. As a result they were able to design a job start application that fits seamlessly into the way staff plan and undertake their work. The IT team also have a group of talented staff that can draw out requirements; design software and socialise those designs; develop a user interfaces that is simple to use and fit for purpose; develop and test quality software and undertake

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Department of Transport Victoria & Assetic – The Moonshot Vision: Re-imagining Victoria’s Public Transport Network

1. Summary of the project The Department of Transport (DoT) is the custodian of over ten million discrete transport assets, currently valued in excess of $100b, with a further $50b in advanced planning or delivery through the “Big Build”. Regulatory instruments such as the Transport Integration Act, Asset Management Accountability Framework, and DoT Strategic Plan each call for customer-centric, outcome-focussed asset management, integrated across all modes. DoT and Assetic partnered solve this challenge with the internally-named “Moonshot” – because, like President Kennedy’s “Moonshot challenge” in 1961 which challenged the whole country to unite in sending a person to the moon and back before the end of the decade, it hasn’t yet been achieved nor has how it will be achieved been defined. Figure 1 – Building on experience, capability and innovation, Assetic and the DoT partnered to achieve the Moonshot 2. Description of the project At the outset it was clear DoT required an evidence base with: DoT was aware it had sub-optimal decision making due to: DoT and Assetic (‘the Collaboration’) came together to tackle these challenges in a systemic way, achieving Moonshot via a risk managed test and scale approach. The decision was to prove the methodology through a pilot project, leveraging data structures, output algorithms, optimisation challenges, cross-mode analysis methods and linkage algorithms (impact on intangibles) on a small area with representative samples of each mode of transport. This provided confidence that the project was feasible, and able to be extrapolated to a corridor and subsequently a region, fully acknowledging that the scale of the problem as well as the number of input/output variables scale up exponentially. (Figure 2: Example outputs). Figure 2 – Example Output from Stage 1 Pilot showing asset Cost, Performance and Risk optimisation underdiffering asset investment options The pilot demonstrated the value of: Figure 3 – Pilot project output showing capital works planning over multiple years and opportunity for optimisation Figure 4 – Performance, Risk and Cost scenarios for different funding profiles over time and by asset class Use of Best Practice Asset Management Principles Application of best practice asset management principles through the DoT-Assetic collaboration’s Sydney Road pilot phase established the case for optimisation from an evidence base, and its contribution to the eventual Moonshot (Figure 5).  Figure 5 – The Moonshot vision takes service-driven asset management to the next level – truly user-driven For asset management to become strategically relevant to DoT, it has to be integrated into planning of service delivery and user outcomes, not just stop at technical asset management outputs. Historically assets were managed for their own sake, not directly for service or customer outcomes. The shift from yesterday’s asset management landscape of straight-line depreciation and budget-driven asset provision to a service driven framework (Figure 6) is a fundamental pillar of Assetic’s expertise. Over 12+ years Assetic has helped over 150 asset-intense agencies flip their approach and actualise optimisation of asset provision in line with users’ service requirements. Figure 6 – the flip from budget- to service-driven asset management is a pillar of Assetic’s work Further, there was an opportunity to apply DoT’s expertise combined with Assetic’s asset optimisation science to ensure the best service from current assets at the optimal investment level – multiplied across all modes. The need to renew existing infrastructure is acute and doing so is expensive. Once an asset degrades and service provision declines substantially, there’s a subsequent increase in cost to repair (Figure 7). Intervening at the optimal time in the optimal manner extends asset life at the optimal cost. Figure 7 – As an asset enters the “Failure Zone” renewal and maintenance costs rise quickly(credit: McKinsey & Company, Voices on Infrastructure) Degree of originality and ingenuity of the solution The project delivered breakthrough outcomes in decision making, demanding a different way of thinking from inception to delivery. To achieve this, three lenses were applied from the outset, shaping actions and results, and adding additional insight and value: This project is breaking new ground with: Figure 8 – Defining the logic pathways between asset interventions and user outcomes Successful delivery of this project required not just expertise and innovation in mindset, but also in analytical optimisation tools. Assetic Predictor comprises comprehensive algorithms which accurately model asset behaviour into the future against various budget and service-driven criteria, but not yet at the Moonshot level of true user-centricity. DoT’s asset management vision and leadership, combined with Assetic’s data science expertise, brings the Moonshot vision of this project closer to reality.  Program and project management The project has been staged in delivery to mitigate risk and ensure effectiveness: Each step has refined thinking for the Collaboration, clarifying solutions to be developed, as well as demonstrating maturity of existing options to deliver required outcomes. Guided by a true ‘plan-do-check-act’ mindset, the project direction has been adjusted and progressed in understanding with key learnings: The next stage will begin to leverage modelling capability to realise benefits at scale on assets, projects and operations. Overall this agile, flexible, systems engineering approach has provided risk management to both limit exposure of large investments (negative risk) and enable increased opportunities as exposure and learnings evolve (positive risk). Benefit/Value of the project or service to the community or organisation DoT is an asset intensive State Transport Agency, managing $100b transport assets with a further $50b coming online in the next decade. An objective, defendable and future proofed approach to asset management decisions will deliver significant benefit and value to a multitude of stakeholders. The Moonshot project has helped the DoT operate more cohesively and collaboratively, providing a consistent language and scientific evidence base from which to discuss asset management with customer and community outcomes front of mind. It will help Assetic further advance its prediction modelling platform, taking it from delivering service-driven strategies and models to the next level of true user-driven outcomes. We can then not only see our asset future, but one that services the communities of the future and their specific needs. This tool will then be

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NSW Government & AssetFuture – The Dynamic Utilisation Factor: Redefining Short Term Lifecycle Modeling

EXECUTIVE SUMMARY After a journey to understand the maintenance backlog across 2,200 schools the NSW Department of Education (DoE) can now confidently project requirements for current and future funding of maintenance and has committed to wiping the maintenance backlog to zero by the end of the 2019/20 financial year.  Extending to an IoT (Internet of Things) pilot will enable NSW DoE to predict relevant changes to maintenance strategies during the operating phase of the assets with a more real-time view. The result is a methodology that creates a degradation model that works on a different time scale. Over time, the Dynamic Utilisation Factor can enable predictive utilisation and inform performance optimisation opportunities in future asset design and construction. PROJECT MISSION NSW DoE has utilised forecasting intelligence using qualitative data points across the design and orientation of their asset base. The next phase of progress is the next generation of degradation modeling using live IoT data within NSW Schools. This aligns with the Primary objective of NSW DoE’s Vision statement: To be Australia’s best education system and one of the finest in the world. This trial has seen NSW DoE expand into IoT to inform strategic business decisions for learning environments. Onsite sensors have been installed to monitor classroom conditions such as lighting, temperature, humidity, C02 levels, movement and vibration. The project seeks to investigate, analyse, benchmark and elevate the quality of the learning environment for all stakeholders, including principals, teachers, parents and students. IoT data aims to alleviate the burden of ensuring the classroom is an optimal learning space for students, as well as providing greater insight into understanding NSW school assets moving into the future. By extending the IoT within NSW Schools, NSW DoE has ultimately been able to provide greater insight into understanding NSW school assets moving into the future. NSW DoE is considering a proposal to extend the trial across a larger number of schools. THE IoT PROJECT PROGRAM AND PROJECT MANAGEMENT The NSW DoE has embarked on a research project with AssetFuture to investigate the possibility of calibrating degradation models with sensor-based data. Selection of the schools (one secondary and one primary) was made based on proximity to each other so that sensors could be installed and maintained easily. The project team from AssetFuture managed the installation of the sensors in collaboration with the Principals and teachers, taking into account of parameters and constraints including school times, class times, teacher availability, student safety (Working with Children compliance). Once installed, these sensors provided zero disruption to the classrooms. Figure 1 – IoT with Department of Education 57 sensors were deployed in 2 schools from June 2019 and is still active. Sensor data was then analysed using the Dynamic Utilisation Factor. THE DYNAMIC UTILISATION FACTOR The Dynamic Utilisation Factor is a new concept that will enable NSW DoE to further understand how and when an asset is used. This data, which will be collected over time, will allow NSW DoE to enhance the accuracy of predictive utilisation and inform performance optimisation opportunities. By extending this project into IoT devices NSW DoE will use the Dynamic Utilisation Factor to significantly improve the feedback loop of individual assets within rooms and buildings to enhance future asset forecasting. Utilisation is defined as: Equation 1 – Dynamic Utilisation Factor where: Equation 2 – Relative Occupancy Rate and: Equation 3 – Relative Room Capacity Additionally, the area per person according to use is as follows (Australian Building Codes Board 2020): Table 1 – Area per person according to use Type of use Area per person Early childhood centre 4 m2 School – general classroom 2 m2 School – multi-purpose hall 1 m2 School – staff room 10 m2 School – trade and practical – primary 4 m2 School – trade and practical – secondary 30 m2     RESULTS The total number of people entering each distinct area (Area A, B, C & D) between May 2019 and December 2019 was used for the following work examples below. To avoid outliers skewing the results, data points with dates falling on a weekend or during the school holiday period were excluded from the sample dataset. Using the formulas described in methodology, the results have been calculated as Utilisation and normalised as Adjusted Utilisation in Table 2: Table 2 – Utilisation rate of each area Area Area Type Utilisation Adjusted Utilisation A Classroom 0.69 0.83 B Classroom 1.92 1.33 C Classroom 1.26 1.12 D Classroom 0.78 0.88 It can be observed in Table 2 that Area A and D have an 83% and 88% utilisation rate respectively.  Therefore, assets in Area A and D should have their Design Life increased by 17% and 12% respectively.  Whereas, assets in Area B and C are overutilised which means their Design Life should decrease by 33% and 12% respectively. Extrapolating this calculation over time coupled with an underlying degradation model will produce a significantly more accurate representation of degradation unique to actual room utilisation.  This can be seen in Figure 3 below where dynamic utilisation is applied over time: Figure 3 – Impact of dynamic utilisation over and assets lifespan Due to the relatively lower utilisation once the asset is beyond Poor (Condition 4) state, the item exceeded Design Life despite having higher than expected utilisation between Good (Condition 2) to Poor (Condition 4).  This equates to an increase of 3.35 years prior to replacement at End of Life (Condition 5).  Applying Dynamic Utilisation at scale over time to performance critical assets would substantially improve predicting degradation and subsequently the actual point of condition intervention. IMPACT Dynamic Utilisation Factor significantly improves the accuracy and feedback loop of individual assets within rooms to further understand how and when an asset is used.  Over time, collection of utilisation data can enable predictive utilisation and inform performance optimisation opportunities in future asset design and construction. PROJECT APPLICATIONS TO BEST PRACTICE FIT FOR PURPOSE Customer needs are at the forefront of this project, and here the primary customer is NSW School

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Transurban & AECOM – Transurban Asset Management Plan Project

The Asset Management Diversity Award The Diversity category recognises and promotes the positive contribution made by organisations that demonstrate a holistic and long-term commitment to diversity within the Asset Management community. Some key characteristics of workforce diversity may include race, ethnicity, gender, age, religion, ability, and sexual orientation. Introduction Transurban is committed to developing diverse teams that are high performing, engaged, and feel valued and to maintaining a secure culture of inclusivity.  Transurban has a longstanding partnership with AECOM who share a commitment to equity, diversity and inclusion and recognize the benefits of creating project teams that reflect the clients and communities we serve. The project team, that has been created to support Transurban in its asset management practices as it prepares to expand its network, includes twenty-eight individuals from both Transurban and AECOM.  This diverse team, of varying gender, ethnicity and educational backgrounds is led by Ant Campbell (he/him) who is focused on building a strong team culture to allow individual members to contribute to their fullest potential thus achieving successful project outcomes. The Transurban/AECOM asset management team is highly diverse and embodies a strong culture of inclusivity and collaboration creating a secure work environment for all.  The team comprises sixteen core members with twenty-eight individuals contributing to the project throughout its lifecycle.  The team embodies a wide range of personal characteristics including gender (52% female and 48% male), ethnicity, languages spoken, family status and cultural backgrounds as well as educational backgrounds, workplace experience and professional specialisms and diversity of thought and life experience. Transurban is committed to maintaining a workplace culture of inclusivity and recognizes the benefits of a diverse, engaged and high performing team to facilitate the delivery of an outstanding service to the customer.  Transurban demonstrates this commitment through the application of its Diversity and Inclusion Policy (May 2021). The asset management project team, formed by Ant Campbell (Transurban’s Project Management Asset Lead), is made up of sixteen key members from Transurban and AECOM with up to twenty-eight individuals being involved at some point in the project lifecycle.  The team is highly diverse, and Ant, recognizing that diversity of thought leads to creative solutions to asset management challenges, has worked to develop a strong team culture with true psychological safety and a sense of belonging for all.  The team culture capitalizes on the strengths of individuals to achieve the optimal outcomes for multiple Transurban stakeholders and the high standards that Transurban are committed to delivering.  The team members bring a wide range of personal characteristics, including gender (52% female and 48% male), ethnicity (25% of the team being born outside of Australia and 8 languages spoken), family status and cultural beliefs as well as educational backgrounds, professional specialisms (8 specialisms across the team), employment arrangements (3 team members working part time) and diversity of thought and lived experience. The team works collaboratively to ensure that individuals feel valued in the work environment to enable comfortable and confident contributions from all team members which enhances the outcomes of the project.  Team members regularly recognize the positive work others are doing by calling this out in team meetings and nominating each other for AECOM Encore awards which reward employees for positive contributions to projects.  Outside of the project environment, team members have a weekly team lunch together to build personal connection and increase the feeling of security within the team. Flexibility was a key aspect to the way the team worked together, with team members recognizing individual commitments and ways of working and utilizing technology to maintain connectivity between all Transurban and AECOM team members regardless of location. Team members: Transurban: Ant Campbell (M), Glenn Brewster (M), Desiree Nortje (F), Caitlin Pradella (F), Lydia Hytounge (F), Hugh Ly (M), Rob Jorgensen (M), Danielle Graziani (F), Heidi Zakhary (F), Sonal Nalawade (F), Joel McCreanor (M) AECOM: Amy Spark (F), Basel Aboud (M), Catherine Robinson (F), Farzaneh Salehi (F), Behnoush Navaee Fard(F), Thomas Lua (M), Lee O’Brien (M), Andrew Llewelyn (M), Jessica Perry (F), Marina Castelli (F), Chris Murphy (M), Mahbu Rahman (M), Quang Ly (M), Simon Keane (M), Phil Karajayli (M), Carey Thornton (F), Lucy Harrington (F) The innovation that the asset management team bring to this project is associated with the team set up and ways of working.  The high performing Transurban team are complimented by AECOM staff who are embedded within the Transurban team and integrated into the organization in order to achieve an inclusive working environment and a cohesive project outcome. To bring diversity of thought and to encourage the continual challenges of the approach taken and decisions made, the team has purposefully been built to include both asset management specialists as well as specialist asset engineers. The Transurban/AECOM asset management team has used diversity to positive effect throughout the project.  Through this high performing, diverse team, Transurban has been able to deliver high quality work and to maintain the high standards of service that the community expects. Ant worked to create a secure team environment through developing a positive and encouraging atmosphere, facilitating the embedment of the AECOM team within Transurban to break down client/consultant silos and regularly pausing to look back on progress and build on any lessons learned. The secure team environment that Ant has created facilitates the development of both junior staff and specialist asset engineers.  The team environment empowers all team members to feel comfortable to ask questions, make comments and challenge the status quo, regardless of their level of experience and background.  This allows the team members, regardless of which company they work for, or the fields they traditionally work in, to learn from each other.  This approach positively encourages diversity of thought, thereby improving the quality of the outcomes and advancing the knowledge of asset management across the broader industry. The team has included up to twenty-eight individuals across both organizations.  The collaborative approach to working, and the embedment of the AECOM team within Transurban, has allowed these individuals to build professional relationships and an understanding of how

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Sodexo – Sodexo’s Commitment to Diversity

Sodexo’s focus on diversity, as part of its Better Tomorrow 2025 corporate responsibility roadmap, encompasses those who are diverse in gender, sexual orientation, culture, generation, disability and origins. The BM Technical Services Leadership continue to focus on growth in all diversity categories within the team. Ten months ago, Sodexo’s Technical Service Team consisted of 18 team members of whom 10 were men and 8 women. This constituted a 55/45 per cent male/female ratio in the overall workplace. However, in the leadership team, 66 per cent were women. In the past year, the team has grown by 8 employees. Sodexo has maintained a 66 per cent women leadership representation while improving the overall female representation form 44 percent to 51 percent.  Facility Management is an industry that historically lacked in diversity, particularly in the asset management and engineering space. As part of the Sodexo Better Tomorrow 2025 program, this variety in team thinking and problem solving demonstrates the true value of diversity.  Under the program, the goal is to close the diversity gap from 12.9 per cent to 50 per cent by 2025. In the past 12 months, not only have we improved gender representation, we have increased diversity through race, religion, age, and ethnicity. Members of Sodexo’s asset management team consist of those aged between their 20s and 60s and represent 11 nationalities. Diversity is the cornerstone of Sodexo’s culture and a fundamental component of the company’s overall growth strategy by introducing people from various backgrounds and their different perspectives. Sodexo relies on individual leadership to see the achievement of this on a team and departmental level. A strong focus remains on career development and creating opportunities in leadership positions within the team.  Development plans are in place for all team members and are being managed by the leadership team to ensure support for individuals achieving their development plans on a professional and personal level.  Sodexo supports its teams with additional training and mentoring programs to achieve their goals and career growth. The leadership team regularly meets with the overall team to review development plans and offer support. The leadership team revised its approach to resourcing which placed an equal focus on attitude and personal attributes as qualifications and experience during the interviewing phase. This remains the focus during the onboarding process. But, the company understands inclusive strategies can’t stop after the recruiting process.  Deploying more flexible work conditions makes it easier to attract and retain employees. Offering the flexibility to work from home allows employees the opportunity to do school drop off or pickup and adjust working time to give them a work/life balance. Sodexo’s employee referral program is ideal for attracting new talent from already high achievers within the business. The company’s strong social media coverage focusses on the company’s image and that we are a people-focused organisation which attracts and values talent. Understanding people as individuals and what creates an inclusive environment has supported the team’s transition and identifies the team as an appealing work culture for a diverse job applicant. Fostering collaboration among team members gave the leadership team opportunities to facilitate open discussions with positive conflict resolution and constructive feedback within the team. Sodexo Anti-Discrimination and Diversity Policies help protect the rights of  employees and provides them with a safe space based on gender, age, religion, sexual orientation, and gender. The company also encourage the use of inclusive language. In the past twelve months, Sodexo has only received one resignation due to the employees’ partner being offered a position in another state.  Sodexo offers ongoing culture awareness opportunities to interact and learn from our peers about their cultures. This gives employees a new perspective on with people for different backgrounds.  Encouraging collaboration within our diverse team helps us unlock the potential within the group not by always agreeing, but also disagreement when difference of opinion leads us to better solutions and ideas.  Generational diversity assists the Technical Services Team by collaboration between older, more experienced team members and the younger more enthusiastic generation who often come up with new ideas. The Technical Services Team has witnessed copious benefits from attracting new talent from across all categories of diversity which help with retaining and developing our talent pool.  Among these are better collaboration and innovation across teams. Our flexible work environment retains and motivates our current talent. By retaining and developing our employees, it reduces time to upskill new employees and that spend on onboarding new employees. This allows us more time to focus on our current employees and results in a reduced turnover cost. Age diversity helps us learn from each other with new ideas from the younger generation working together with the more experienced generation, resulting in a more creative ideas and solutions.  We have experienced fewer internal disputes and grievances from our team due to its diversity and respect within the team. In the past twelve months we have received zero grievances among staff. Our internal diversity has resulted in external benefits to our stakeholders as well. By enabling a culture which promotes innovative ideas and creative problem solving, Sodexo has been able to deliver on world-class projects such as indoor air quality, IoT initiatives and maintenance servicing program, to name a few.  Following a successful 2020 diversity program with clear measurable diversity improvement we will continue to promote diversity in all categories. We aim to create a healthy working environment which supports all employees in an industry which has historically struggled to achieve diversity.

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Sodexo – Sodexo ‘Clears the Air’ with Innovative HVAC Program

Summary statement about the project Sodexo, global leader in quality of life services, improves living environments for residents of the mining portfolios it manages. This involves delving deeply into what affects the most valued of commodities: Air. In January 2019, Sodexo introduced a specialised Heating, Ventilation, and Air Conditioning (HVAC) Improvement Program to investigate and improve Indoor Air Quality and Asset Management. This contributed to the wellbeing of tenants impacted by the ~29,000 HVAC Systems spread across a portfolio spanning more than 3,250 residential houses and ~18,000 accommodation rooms and related central facilities across six townships and ~20 remote villages across Western Australia’s Pilbara Region. Description of project or framework addressing the assessment criteria Operating and maintaining an extensive portfolio of residential and commercial properties across a geographically large and remote area in Australia, Sodexo has recognised they manage many aging assets which are still being used. The extreme nature of the ambient environment due to dust, heat and high humidity can cause issues with Indoor Air Quality (IAQ), mould, occupant discomfort, condensation, high operating costs, and asset failure. There was a clear need to ensure the infrastructure supporting IAQ was being appropriately managed for the environment in which the assets operated, including an understanding of where assets sat in their lifecycle. A remediation and replacement strategy was developed. The project closed the gap in knowledge, asset condition, and reliability, and led to secondary benefits. In 2019, Sodexo launched a specialised HVAC Improvement Program to investigate and improve Indoor Air Quality and Asset Management across the IFMS portfolio. This involved undertaking an environmental scan and assessing a range of HVAC assets that were more than 30 years old. Under manufacturers’ specifications, these had reached end-of-life capability, resulting in reduced operating parameters which could cause a decrease in air quality. It was also identified there had been a notable increase in failure events at the time of year peak performance was required from HVAC systems. Since implementation of this program, Sodexo has seen a 38% reduction in failure events being raised against HVAC systems. A dedicated team of technicians commenced with an asset servicing and assessment campaign to understand the HVAC System landscape. This allowed tailored Asset Management Plans to be drafted for Package HVAC Systems and assets which impacted IAQ the greatest across the IFMS residential housing portfolio.  Assets were graded in line with the Institute of Public Works Engineering Australasia (IPWEA) guidelines for Asset Condition Assessment, Performance, Data Collection and Management. Assets and their sub-components were graded between C1 (New/Very Good) and C5 (End of Life/Very Poor). This outlined a roadmap, ensuring the best value for money solution which supported the improved quality of life for residents was developed. Strategic remediation and replacement activities have allowed multiple flow on effects which impact the environment and social value. During the environmental scan undertaken as part HVAC system improvement program, Sodexo identified mould and dust contributors to the negative safety effect of resident’s wellbeing. This resulted in a need to deliver clear outcomes which reduced exposure risk to these items. Ducting of various ages and condition were identified as part of the team’s assessment. The program identified ~2,500 assets in the residential housing portfolio, of which 108 Rigid HVAC Units (7% of total assets) were deemed to be in a C5 end-of-life condition and 477 (31%) which were deemed to require remediation. A specialist company was engaged to remediate identified ducting, which included internally cleaning the ductwork by removing dust, mould and debris, and then undertaking repairs and applying a specialist antimicrobial coating. Remediation of ducting has a further positive effect in that it extends the asset’s life by improving structural integrity and reducing the risk of dust and mould issues reoccurring. Due to the volume of ducts requiring remediation, the program is being staged by priority over a five-year period. Replacement of ducting has also improved the energy efficiency of the Package HVAC Systems through a reduction in thermal loss. Working with stakeholders, the team were able to reduce the number of C5 assets to just 58 at the end of 2020. With a further 60 Ducts committed for replacement, it is forecast that all C5 will eliminated from the residential portfolio during 2021. To support the rectification activities, Sodexo also developed a user guide for the residents which allows them to contribute to their own wellbeing. The user guide includes expectations around filter cleaning and intervals as well as operating parameters which allow the HVAC System to operate efficiently. While Package HVAC Systems and Ducting are interconnected, there was a requirement to split the focus to allow appropriate management. Due to the volume, age, and variety of Package HVAC Systems across the portfolio, the strategy was simplified to the most cost-effective approach. Regular defined proactive service activities were implemented and resulted in moving base asset condition being improved without the need for major intervention. Package HVAC Systems were also categorised to allow a dedicated refurbishment or replacement strategy to be developed and implemented. This included a working with suppliers to deliver replacement assets which met revised specifications and improved performance. Despite installing larger capacity Package HVAC Systems which were capable of handling the Pilbara environment, they operate far more efficiently than the units they are replacing and reduce energy consumption while in operation by on average >15%. The program identified ~2,500 assets in the residential housing portfolio, of which 287 Package HVAC Units (11.5% of total assets) were deemed to be in a C5 end-of-life condition. Working with stakeholders, the team has been able to reduce this number to just 30 at the end of 2020. With a further 52 Package HVAC Systems committed for replacement is forecast that all C5 will eliminated from the residential portfolio and assets rated as C4 will start to be replaced during 2021. The C4 assets will be refurbished and converted to spare units to assist in the event of an unplanned catastrophic failure. The program also identified that of ~2,500 assets

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Sodexo – Sodexo Improves Life Quality and Reduces Risk with Innovative HVAC Program

Summary statement about the project Sodexo, global leader in quality of life services, improves living environments for residents of the mining portfolios it manages. This involves delving deeply into what affects the most valued of commodities: Air. In January 2019, Sodexo introduced a specialised Heating, Ventilation, and Air Conditioning (HVAC) Improvement Program to investigate and improve Indoor Air Quality and Asset Management. This contributed to the wellbeing of tenants impacted by the ~29,000 HVAC Systems spread across a portfolio spanning more than 3,250 residential houses and ~18,000 accommodation rooms and related central facilities across six townships and ~20 remote villages across Western Australia’s Pilbara Region. Description of project or framework addressing the assessment criteria Operating and maintaining an extensive portfolio of residential and commercial properties across a geographically large and remote area in Australia, Sodexo has recognised they manage many aging assets which are still being used. The extreme nature of the ambient environment due to dust, heat and high humidity can cause issues with Indoor Air Quality (IAQ), mould, occupant discomfort, condensation, high operating costs, and asset failure. There was a clear need to ensure the infrastructure supporting IAQ was being appropriately managed for the environment in which the assets operated, including an understanding of where assets sat in their lifecycle. A remediation and replacement strategy was developed. The project closed the gap in knowledge, asset condition, and reliability, and led to secondary benefits. In 2019, Sodexo launched a specialised HVAC Improvement Program to investigate and improve Indoor Air Quality and Asset Management across the IFMS portfolio. This involved undertaking an environmental scan and assessing a range of HVAC assets that were more than 30 years old. Under manufacturers’ specifications, these had reached end-of-life capability, resulting in reduced operating parameters which could cause a decrease in air quality. It was also identified there had been a notable increase in failure events at the time of year peak performance was required from HVAC systems. Since implementation of this program, Sodexo has seen a 38% reduction in failure events being raised against HVAC systems. The dedicated HVAC servicing team of six HVAC technicians, six HVAC apprentices, and six electricians, commenced with an asset servicing and assessment campaign to understand the HVAC System landscape. Separate dedicated teams were established to support Package HVAC System replacements and Duct Replacement and Remediations. This allowed tailored Asset Management Plans to be drafted across the two key assets classes which impacted IAQ:  1.         Split HVAC Systems, 2.         Package HVAC Systems Assets were graded in line with the Institute of Public Works Engineering Australasia (IPWEA) guidelines for Asset Condition Assessment, Performance, Data Collection and Management. Assets and their sub-components were graded between C1 (New/Very Good) and C5 (End of Life/Very Poor). People are becoming increasingly concerned and better educated about the subject of air quality in Australia. This project provided a roadmap ensuring the best value-for-money solution, which supported the improved quality of life for residents. The roadmap has allowed the team to assess specific Cost, Risk and Performance outcomes across each of the three asset categories that impact IAQ. Due to the volume, age, and variety of Split HVAC Systems across the portfolio, the strategy was simplified to be the most cost effective. Any fault outside the three basic secondary repair options would result in an immediate replacement of the unit rather than spending effort in diagnosis. This resulted in flow-on effects to activities such as resource and materials’ management. Specific arrangements were established with key vendors to allow standardisation and an agreed warranty period where new assets that failed within the agreed timeframe were replaced with minimal cost impact to Sodexo. While Package HVAC Systems and Ducting are interconnected, there was a requirement to split the focus to allow appropriate management. Due to the volume, age, and variety of Package HVAC Systems across the portfolio, the strategy was simplified to the most cost effective. Regular defined proactive service activities were implemented and resulted in moving base asset condition being improved, without the need for major intervention. Package HVAC Systems were also categorised to allow a dedicated refurbishment or replacement strategy to be developed and implemented. Sodexo worked with suppliers to deliver replacement assets that met revised specifications and improved performance. Despite installing larger capacity Package HVAC Systems that are capable of handling the Pilbara environment, they operate far more efficiently than the units they are replacing. They also reduce energy consumption while in operation by on average >15%. The program identified ~2,500 assets in the residential housing portfolio, of which 287 Package HVAC Units (11.5% of total assets) were deemed to be in a C5 end-of-life condition. Working with stakeholders, the team has been able to reduce the number of affected assets to just 30 by the end of 2020. With a further 52 Package HVAC Systems committed for replacement, it is forecast that all C5 will eliminated from the residential portfolio and assets rated as C4 will start to be replaced during 2021. The C4 assets will be refurbished and converted to spare units to assist in the event of an unplanned catastrophic failure. The program also identified that of ~2,500 assets in the residential housing portfolio, 780 (30%) were utilising R22 gas. R22 has been identified as environmentally damaging and is being phased out prior to an outright ban coming into effect. This has resulted in a gas conversion program being implemented for units that are still in good condition.  Ducting of various ages and conditions were identified as part of the team’s assessment. The program identified ~2,500 assets in the residential housing portfolio, of which 108 Rigid HVAC Units (7% of total assets) were deemed to be in a C5 end-of-life condition and 477 (31%) which were deemed to require remediation. Remediation of ducting has a further positive in that it extends the asset’s life by improving structural integrity and reducing the risk of dust and mould issues. Due to the volume of ducts requiring remediation, the program is being staged

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Sodexo – IFMS Asset Understanding

Summary statement about the project Sodexo, global leader in quality of life services, improves living environments for residents of the mining portfolios it manages. This involves delving deeply to understand where assets which contribute to resident wellbeing and comfort are within their lifecycle. In July 2019, Sodexo introduced a specialised Asset Pickup and Condition Assessment Program to establish a clear baseline to support appropriate Asset Management. This contributed to the wellbeing of tenants across the IFMS Portfolio of Commercial, Residential and Remote Village properties and infrastructure, geographically spread across Western Australia’s Pilbara Region of six townships and ~20 remote villages. Description of project or framework addressing the assessment criteria Operating and maintaining an extensive portfolio of residential and commercial properties across a geographically large and remote area in Australia, Sodexo has recognised it manages many aging assets that are still in service with varying levels of risk. The extreme nature of the ambient environment due to dust, heat and high humidity can cause issues with resident wellbeing and quality of life such as occupant discomfort, high operating costs, and asset failure. There was a clear need to ensure the infrastructure was being appropriately managed for the environment in which the assets operated. This included an understanding of where assets sat in their lifecycle and ensuring an appropriate programmed remediation and replacement strategy was developed. The project set out to close the gap in both knowledge and asset condition and reliability and would lead to secondary opportunities and benefits. In 2019, Sodexo launched a specialised Asset Pickup and Condition Assessment Program to investigate where assets across the IFMS portfolio sat in their lifecycle. This allowed Asset Management principles to be applied. It involved undertaking an environmental scan and assessing a range of assets that were more than 50 years old, which, as defined by manufacturers’ specifications, had reached end-of-life capability. This resulted in reduced operating parameters that could cause a decrease in performance. It was also identified that there had been a notable increase in failure events across key assets at periods where peak performance was required. The dedicated team of a project lead and a team of engineering students trained to deliver this project commenced an asset servicing and assessment campaign. This was to understand the portfolio’s landscape which allowed tailored Asset Management Plans to be drafted across the key asset categories.  Assets were graded in line with the Institute of Public Works Engineering Australasia (IPWEA) guidelines for Asset Condition Assessment, Performance, Data Collection and Management. Assets and their sub-components were graded between C1 (New/Very Good) and C5 (End of Life/Very Poor). This ensured a roadmap was developed to ensure the best value-for-money solution which supported the improved quality of life for residents, Through effective data and information management, Sodexo has been able to improve the reliability, integrity and productivity of assets, which has a flow on effect to all stakeholders of the assets involved in the program. The roadmap has allowed the team to consider future opportunities and improvements for how assets are able to be managed through the whole of their lifecycle. To achieve this, there was a requirement to understand the assets and where they sat in their lifecycle. Key to this was ensuring that standardised assessment criteria was developed along with a framework to manage data integrity. This could only be achieved by a full audit and was supported by the development of custom APP that allowed validation of existing assets and the addition of new assets not previously identified. The outputs of this tool were integrated with the independent Asset Management tool the business utilises. The team investigated opportunities to allow Automatic Condition Assessment Surveys to be to be captured each time work was undertaken. This allowed an understanding of an asset’s remaining forecast life and how it may be changing and was achieved by embedding a simple survey into the work management process and having it integrated with the independent Asset Management tool the business utilised. To maintain consistency, Strategic Reoccurring Asset Condition Surveys were also implemented and completed at a determined interval, by a team of personnel specifically trained in asset condition and performance evaluation. This was achieved by embedding a separate survey into the work management process and having it integrated with the independent Asset Management tool the business utilises. Sodexo then set about working with business partners to allow implementation and retrofitting of IoT technology to allow assets to be remotely monitored and managed. To understand where to focus, the IoT technology solutions were aligned to the FMECA assessments that were undertaken as part of the development of the Asset Management Plans. The IoT sensors capture key performance data and where a Technical Acceptance Limit is passed, an alert can be sent to the Sodexo Command Centre for triage and appropriate escalation. Underpinning this is a dedicated resource to manage data quality and the integration between the various systems that Sodexo utilises to manage assets. This has required an understanding of how the various systems work and how integration points drove outcomes. There is now a program of work underway to optimise the volume of systems, taking onboard all the lessons learnt along the journey. This has allowed the landscape to change from a reactive one, where the Command Centre responds to resident calls to alert Sodexo to an asset failure, to one where Sodexo is able to proactively call a resident before the failure occurs. The implementation of the use of Smart Glasses, which allowed centralised technical experts (internal and external) to provide remote support to site-based teams, reduced the time to resolve asset failures. This has reduced costs through a decrease in travel and related inefficiencies while increasing productivity and limiting asset down time. Additional opportunities which have eventuated from this project include the development of a Standard Asset Hierarchical Structure that can be used to deploy new assets while allowing performance across asset type to be analysed. A standard suite of Primary and Secondary Asset maintenance strategies

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Arup – Local Government Engineering Department of Bangladesh – Asset Management Implementation

Summary Housing, water, sanitation, waste management, education, health and transportation all face major challenges in Bangladesh, a country under constant threat from climate events and the pressures of rapid urbanisation.  Improved resilience of infrastructure systems is crucial to ensure access to education, health facilities, employment, trade and social functions and meet the needs of an inclusive, socio-economic and environmentally aware Bangladesh national identity for the present and future. Arup Australasia, together with United Nations Office for Project Services (UNOPS) in Bangladesh provided support, and indeed joined the Local Engineering Department of Bangladesh (LGED) on their journey to strengthen their capacity to better manage, maintain and build risk-informed and gender responsive infrastructure through developing and implementing an overarching and integrative Asset Management System (AMS). In doing so delivering some ground-breaking results and achievements which will ultimately result in improved resilience of the nation’s rural road network. Use of Best Practice Asset Management Principles Output focus LGED is one the largest public sector agencies of Bangladesh and plays a vital role in strengthening the local economy through planning, designing, constructing and maintaining local level infrastructures across the country. Contribution of these infrastructures are enormous in achieving the ever-increasing national growth. Currently LGED infrastructure portfolio includes 350,000 kilometres of rural roads and 1,300,000 meters of bridges/culverts. The project’s aim was to create a new approach to managing infrastructure across the entire lifecycle which would lead to improved resilience, a positive impact on society and also contribute to achieving gender responsive infrastructure and gender equality. Core to our project approach was value realisation requiring a top down approach to communicate the WHY, ensure line of sight and to deliver on project objectives including: Five guiding principles were developed with LGED in their own words and own vernacular which reflected the Government of Bangladesh’s vision and strategic objectives. These guiding principles then informed creation of LGED’s Asset Management (AM) Policy Statement: By aligning asset management practices with resilience outcomes, LGED can make significant contributions to sustainable development and resilience, supporting Bangladesh to graduate from the category of Least Developed Country (LDC) status possibly as early as 2024. Using an outcome led approach helped shift the focus from being an asset owner to enabling the provision of services and connectivity which resulted in improved resilience of the network. To date, the following outcomes have been realised:  Paradigm shift: LGED staff experienced a paradigm shift in moving from “engineers as asset owners” to “the importance of the role of infrastructure as an enabler to provide continuity of essential service delivery and community connectivity” Alignment: with global, national and organisational objectives resulting in improved coordination among government and community stakeholders to meet demands of all including the vulnerable, poor and contribute to achieving gender equality Capability building: Effective infrastructure asset management emerging as a high impact area for capacity development at local levels and signifies a new era of resilient infrastructure asset management for a sustainable and inclusive future and into perpetuity. Outcome focus: Definition of success and translation into meaningful objectives including but not limited to: Performance Management: Introduction of a performance management approach to improve accountability and demonstrate effective use of funding to ensure improved service delivery and network performance as identified below: Value add – Aligning AM Objectives to national, local priorities and the UN SDG’s Although SDG 9 explicitly refers to Resilient Infrastructure, all the SDG’s are underpinned by infrastructure development and management thereof. Infrastructure systems, especially road networks, enable us to commute, send children to school, get to the hospital and transport goods; essentially supporting economic and socio-economic activity and growth. Arup developed an interactive mapping tool which provides a holistic and visually compelling story outlining how Asset Management contributes to the UNS Sustainable Development Goals.  A snapshot is provided below. 2.1 Capabilities Construction of the AM framework aligned with ISO55001, brings structure to LGED’s AMS encompassing enabling factors such as People (awareness, competency and culture), Processes (lifecycle delivery activities and decision making), Asset Information and Risk Management. Our approach adopted LGED’s terminologies facilitating evolution of and owned ethos. LGED’s AM Framework as depicted in figure below was designed and developed to: The following documents were co-developed and exist as “live” versions with review based on business needs, constraints, environmental, political or technological changes. LGED’s AMS sets the broad framework for undertaking asset management in a structured and coordinated way by: 2.2 Level Assurance UNOPS and Arup were very conscious to ensure meaningful reasons for change and sustained transformation. This demanded a multifaceted approach to ensure a level of assurance to deliver on project outcomes and value. To realise improved resilience outcomes for infrastructure through the implementation of an AM approach, it was imperative to have a reliable and robust level of assurance. Too often donor funded initiatives result in volumes of weighty tomes with a fleeting lifespan across pilot projects and then shelved, devoid of any lasting meaning.  To ensure a reasonable level of assurance was maintained at all times, we continually developed, tested and refined mitigating actions and plans in response to identified categories of risk including project risk, governance and ultimate ownership risk, engagement risk, knowledge risk, value risk  to ensure delivery of contextualised, appropriate project outcomes. 2.3 Learning Organisation At the heart of the collaborative effort is LGED’s leadership and management commitment to enhance the understanding and build asset management knowledge of key stakeholders in LGED and other government agencies by placing people, and especially that of women, central. Orientation workshops and a learning tour to Australia were carried out as initial capacity building interventions, both contributing to a new perspective within LGED and a fundamental shift with personal investment in the transformational journey.  A professional development strategy and a capacity building plan were developed to support LGED, build awareness of the asset management system and associated processes, systems and practices, and creating Asset Management champions. Delivery of an interactive training course on Principles of Asset Management played an integral role in preparing these ‘champions’ as influencers and

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Powerlink Queensland & Aginic – Development of Portfolio Risk Systems –Stage 1

Project Summary: This project developed a software package using Alteryx tool to extract data from Computerised Maintenance Management System (CMMS) and to hold calculation logic with results and data displayed in a number of Tableu dashboards.  The tool is developed to calculate and monitor risks associated with condition of the existing electricity transmission assets. In addition, it is used to develop, update and document 10 yearly Asset Management Plan (AMP). In order to achieve its use for AMP, it provides high level forecast of the condition and risks in the future and therefore is used as a basis for long term budget and resource planning. Description of project or framework addressing the assessment criteria: This tool calculates and displays different type of risks (operational, financial, legal, safety and environmental predominantly) associated with the condition of electricity transmission assets and equipment and enables their grouping and summary on per project basis.  The risk information is one of the crucial inputs for prioritisation of the projects within project portfolio.   In addition the tool enables visibility of the asset condition related risks geographically as well as in table format and this can and is used for risk based project staging.  To enable the calculation, the reinvestment indices had to be developed as a part of this project. Whilst the concept of using health indices to differentiate quickly between equipment in good and poor condition, the concept of reinvestment index is innovative approach.  It takes into account the legislative requirements as well as being focused on financial asset rather than just equipment.  This project and the follow up projects shall enable Powerlink to replace only the equipment that has high risks and therefore contributes to the reduction of electricity prices for all customers in Queensland.  All the efforts put in this project are aligned with commitments listed in the Energy Charter and are proof of electricity customers being heard.   By including operational risks calculation as well as legislative requirements, we are ensuring that only assets that are required are replaced, which is also a feedback provides by our customers. Using this tool, Powerlink is moving to risk based reinvestment approach following rather successful implementation of risk based approach to maintenance by applying Reliability Centred Maintenance (RCM) since 2000.     Programme and Project Management The project included use of Jira tool for tasks generation, project management and progress monitoring.  It was well managed by Aginic project management team. The project is planned for implementation in the stages and further upgrades are planned and will be implemented when resources are available.   The ongoing support for the tool has been provided by Aginic for a short period but one of the existing internal Powerlink resources have been trained and are now fully supporting it, making it self-sustainable form the business perspective.  Using local based contractor (Aginic) to assist with development of this tool enables easier continuous improvement of the tool. 

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Essential Energy – Asset Strategy Project

1.    Project Summary Essential Energy has embarked on a whole-of-business asset management focussed business transformation with ambitious targets which, when met, will enable Essential Energy to meet net zero and rapidly evolving industry challenges. This project involved the uplift of Essential Energy’s capabilities to create 14 network strategies, 26 asset class strategies and 7 implementation strategies to create line of sight and build quantitative risk models to provide real reductions in customers’ distribution network charges while maintaining the current levels of network risk. The project is creating a step change in capabilities to enable the implementation of risk-based asset management approaches. 2.    Project Description Project objective and scope Essential Energy has embarked on a journey to uplift its network investment methodologies to deliver greater value to its customers. The Asset Strategies Project commenced in mid-January 2020. Over four phases the Project Team is producing 14 network strategies, 26 asset class strategies and 7 system/implementation strategies. As of 5th March, the work completed includes 11 network strategies and 12 asset class strategies. Three system strategies will be completed by the end of April this year, with the remaining strategies be completed by November 2021.   Best practice asset management principles The asset management strategy methodology incorporates the best practice principles of: The asset strategies’ methodology is also based on the SALVO (Strategic Assets: Life Cycle and Value Optimisation) decision making methodology as illustrated for poles below: Essential Energy has established a line of sight from corporate objectives through to strategy (“What” and “Why”), investment planning (“When” and “What” following AER Regulatory Determination of the five-year plan) and works delivery by Customer and Network Services. Line of sight asset management objectives with performance targets have been defined for each corporate business driver in the strategies. Given the competing priorities of time, cost and quality (i.e. depth of analysis), it was decided that 26 asset class strategies would be developed to establish a baseline maturity level across the network, with selected ‘deep dives’ into high value areas. Another principle of the asset strategies’ methodology is the concept of iterative development which is related to the ‘80/80’ approach. Aiming for strategies that are 80% right and 80% implemented is better than 100% right and 20% implemented. The asset class strategies include a 20-year network risk forecast and whole of life costs for different risk scenarios as shown for circuit breakers below: Asset Management tools The quality of asset management analysis and decision-making has been uplifted through an improved strategy development process and several tools developed jointly by Essential Energy and KPMG. These include: Each of these is presented below. Asset Class Strategy Development Process The asset class strategy development process has been designed to align with SALVO steps 1 to 4. Improved life-cycle decisions are identified, where applicable, for asset management, engineering, innovation and Customer and Network Services as shown below. Network risk model bow-tie analysis The development of a network risk model for each asset class strategy is based on an analysis of asset class population including failure modes from a Failure Mode Effects Analysis (FEMA). The bow-tie model includes ownership of controls for failure consequences as given below for Overhead Switchgear functional failure. Appraisal Value Framework The Appraisal Value Framework measures monetised risk including the residual risk after an asset intervention action as shown below for a pole: The Appraisal Value Framework quantifies the cost of consequence for network investments. A consequence of failure example for Overhead Links, Switches, and Fuses is shown below with a Power-BI map of asset class risk at the depot level. Totals show the consequence cost should the entire switchgear fleet fail. Level of PoF Modelling linked to asset strategy levers Depending on the quality of data, a PoF model can be developed at the asset level (including sub-populations) or failure mode level. The asset management decisions that can be addressed increase in complexity with the 7 levels as shown in the diagram below. Essential Energy and KPMG have further refined this concept to define the asset management strategy levers that can be addressed across the asset lifecycle of acquisition through to intervention. Poles Deep Dive PoF Model A level 1 PoF Model was not able to address several asset management problems that Essential Energy wanted to address. Several software tools were tested, but due to the specific challenges of electricity assets, they were not deemed fit for purpose. A level 5 PoF custom-built Poles model was built in Python to answer these questions: Some examples of the model outputs are given below for all failure modes. Project management The Asset Strategies Project has adopted a co‐sourced model between Essential Energy and KPMG for the implementation of the project. This model balances the capability available internally in Essential Energy with expertise externally from KPMG to support the successful delivery of a project of this magnitude. The quality of project management has also been enhanced by: Benefit/value to Customers The project focus is on two planning horizons to deliver future value benefits to customers: The diagram below illustrates how the Asset Strategies Project will support the next AER submission in parallel with the implementation of the new Enterprise Asset Management System. 3.    Opinion as to specific contributions made by the Project Team “Asset class strategies provide the foundation required for good decision-making to achieve a sustainable balance between cost, risk and performance. In my experience there is a tendency for asset-intensive organisations to jump straight to deploying data and analytics solutions without first establishing clear strategic guiderails. The work carried out by Essential Energy’s Asset Strategy project team provides the clearest and most easy-to-understand framework I have seen to date against which we can realise short-term gains with the confidence that longer-term objectives will not be compromised in the process.” Patrick Bossert Chief Transformation Officer Essential Energy “Essential Energy has embarked on a whole of business asset management focussed business transformation with ambitious targets which, when met, will set Essential Energy up to be the frontier Electricity

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Court Services Victoria – Maintenance Risk Management Framework

The CSV Maintenance Risk Framework (MRMF) is a framework established during2019-20 and 2020-21 to provide and evidence-based approach to the allocation of limited resources to asset maintenance activities. The MRMF systematises and provides a strategic lens to CSV’s approach to asset maintenance activities. The MRMF significantly enhanced CSV’s approach through the introduction of a Repair and Maintenance risk-based profiling framework (RMRPF), which provides a framework for resource allocation based on strategic need, industry best practice and transparency. The MRMF is an essential aspect of CSV’s approach to meeting its obligations under the Victorian Government Asset Management Accountability Framework (AMAF) and aligns to ISO15001

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Court Services Victoria – Development and Implementation of the Courts Asset Management Information System

This project involved the development and implementation of the Courts Asset Management Information System (CAIMS) to enable Court Services Victoria to meet compliance requirements under the Department of Treasury and Finance Asset Management Accountability Framework (AMAF) 2016 and the Victorian Minister for Finance’s Standing Directions under the Financial Management Act 1994 (Vic) (FMA) Key Objectives:

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TransGrid – Delivering Stakeholder Value Through Augmented Analytics

1. Executive Summary TransGrid operates network infrastructure assets with high bushfire, safety, and electricity network reliability-related failure risks.  As consequences of failure are high, running to failure is not a viable option for critical assets, the requirement for replacements must be based on a conditional probability of failure.  This presents a challenge to justifying capital investment to regulators and consumers with minimal ‘failure data’ available, and decisions must be informed by data-driven asset health analysis. TransGrid addressed this challenge by augmenting our analytics using conditional field data and transforming this into risk based asset information from which asset managers make optimal asset replacement decisions to the benefit of stakeholders. 2. Description of Project 2.1 Identification of Need “To provide value TransGrid must as far as possible quantify risk in its decisions based translating field inspection data into risk based decisions that benefit the consumer.” TransGrid Asset Management Policy TransGrid manages a high voltage electricity network with over 13,000 km of transmission lines, 109 substations; the associated monitoring equipment contains around 40,000 SCADA and 10,000 on-line condition-monitoring points.  This network is critical to the safe and reliable transmission of electricity to consumers and industry customers at the lowest cost as articulated in its Asset Management Policy.  Pivotal to achieving this objective is ensuring that investment decisions are prudent and rely on data-driven analytics with adequate quantification of risks.  This approach informs TransGrid’s  regulatory capital expenditure proposals every five years that aim to balance cost, risk, and performance to the benefit of consumers. Based on its experience in obtaining data, and feedback from the regulator during the previous revenue reset determination, TransGrid identified the need to improve the collection and analysis of data, so that it can improve the business outcome by better quantifying and balancing its decisions.  The Asset Management group identified the following weaknesses and resolutions needed to address them: Weakness Resolutions Required Information was not being properly treated as an asset Create an asset-risk focussed team within Asset Management specifically responsible for facilitating the balance of cost, risk, and performance of assets at TransGrid based on information. Lack of Quantified Asset Condition Data Develop Maintenance Plans that incorporate the collection of asset condition information. Implementation of a field inspection tool and collection database that digitises ‘asset condition’ databased on specified criteria. Revise existing health indices and automate importing and creation of asset condition reports. Failure models required quantified data to determine probability of Failure, Likelihood of Consequence, and Probability of Consequence. Improve the use of the existing reliability analysis tool for creating statistical failure models on which to base population analysis. Information tools were inadequate for forecasting asset condition and risk. Implementation of an Asset Analytics Tool that consolidates asset nameplate, condition, and risk information into a single portal. The system must also facilitate optimised capital decisions in terms of project selection and timing of such. 2.2 Create a Dedicated Team to Handle Asset Information as an Asset Figure 1 – TransGrid’s Asset Data to Decision Cycle ISO55000 stipulates, “An asset is an item, thing or entity that has potential or actual value to an organization.”  TransGrid in 2017 realised that beside its physical assets, asset information is the core of data driven decisions on assets.  To ensure consistency in handling information and assessing risk, we: 2.3 Gather and Manage Quality Asset Information An emphasis was placed on obtaining quality asset information.  As an example: 2.4 Embed Process for Transforming Data to Decisions In order to make informed decisions, TransGrid is required to transform stakeholder and network requirements into programs of work that maintain system integrity and reliability.  It was not clear in the previous revenue reset how this process occurred.  In order to ensure that this process was coordinated, a ‘SIPOC’ style model was developed that clearly delineates how the transformation was to occur. Figure 2 shows a summarised model of the transformation process to develop capital and operating programs of work. Figure 2 – Information Transformation Process 2.5  Improved integration through an Asset Analytics and Insight Tool (AAIT) The TransGrid Asset Risk Assessment Methodology quantifies risk as a function of Consequence of Failure, Likelihood of Consequence, and Probability of Failure, as shown in Figure 3: Figure 3 – Assessment of Risk As assets age, their condition deteriorates, and the probability of failure increases.  In-service failures lead to potential network consequences in terms of safety and reliability, as well as bringing about financial and reputational costs to the business.  In order to manage our network risk effectively, the optimal timing of TransGrid’s investment in asset replacements and refurbishments is paramount.  Investing too early in an asset’s lifecycle lowers the return on investments for the consumer and stakeholders, while investing too late leads to increased in-service failures and operating spend.  A balance needs to be struck to balance capital investment against asset risk growth and network operational spend.  This was achieved by: Development of Asset Heath Indices Asset health indices were developed on the asset condition data collected from the field.  Previously this was held in static spreadsheets that relied on a snapshot of AIM data.  TransGrid digitised the health indices to be updated routinely as AIM data is processed, allowing asset condition to be automated and available in investment analytics in close to real time.  This greatly increases the capability for Asset Managers, allowing them to focus more time on network risk management initiatives and analysis, rather than data processing. Consolidation of network risk In the previous regulatory period, asset risk was consolidated and managed by asset type and asset class (i.e. by Substation, Digital Infrastructure and Transmission Lines).  By aggregating the individual asset risks all the way up to network level, TransGrid is now able to visualise the risk contributions of all the assets on the network and the risk breakdown by key categories such as safety, reliability, and environment (bushfire).  This also allows TransGrid the capability to prioritise investment spend across the asset classes to best manage network risk and deliver the best value for investments to stakeholders. Integrating

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AssetFuture and Cushman & Wakefield – Insights in Asset Management – driving informed decisions in multiple verticals

EXECUTIVE SUMMARY Cushman & Wakefield (C&W) is a global leader in the real estate industry. From design and construction, to refurbishment and facilities management, C&W continues to use best-in-class solutions for their clients. Operating across multiple industry verticals, with different requirements and levels of maturity, C&W helps clients make intelligent business decisions to get the maximum value from the spaces they own and occupy. Strategic Asset Management Planning is a critical part of the holistic view and using best-practice frameworks creates the opportunity to reduce risk, managing cost and optimising performance of assets. FLEXIBILITY IN A FRAMEWORK Cushman & Wakefield (C&W) manages portfolios for organisations in a range of verticals such as Government, commercial real estate and banking. Each vertical and each organisation has specific needs and requirements, and the scope of works can be varied. For each of these organisations, objectives will incorporate the nature and purpose of the organisation and the needs and expectations of the stakeholders. Asset Management creates a balance in cost, risk and performance to meet these organisational objectives. For some organisations, such as PPPs, operational activities are required, and need to have stable and predictable costs. For others, a wider holistic viewpoint is required, that may incorporate information such as leases and occupancy costs as well as planned and historical budgets. Asset Management Plans (AMP) and Life Cycle Costing (LCC) are a critical element to this viewpoint, enabling informed decision-making. C&W understands how organisational objectives differ and using AssetFuture’s Asset Intelligence, can create dynamic and flexible reporting. Elements such as scenario planning and unique, best-in-class degradation models from AssetFuture create further depth, whilst maintaining Asset Management best practice. APPLICATIONS TO BEST PRACTICE FIT FOR PURPOSE For each organisation, C&W is committed to ensuring facilities perform to their maximum potential. Stakeholders are varied across industries and organisations and understanding these needs in the context of the spaces they occupy is critical to developing strategic frameworks. C&W creates unique customer profiles within AssetFuture to ensure Asset Management objectives are married to organisational objectives. REDUCING COMPLEXITY Most organisations have existing processes and data sets that are often siloed and can create more confusion than clarity. Merging these data sets may not create a sound basis for decision-making. C&W investigates the data sets that achieve organisational objectives within Asset Management best practice and create flexibility in merging and enhancing data. LLC data from AssetFuture can be overlayed with financial information not related to assets, for a holistic view of an organisations business. MOVE FROM REACTIVE TO PREVENTATIVE C&W ensures asset data is kept up to date for their organisations. LLC moves from a reactive approach to a preventative approach, and data integrity through frequent updates closed the feedback loop and a deeper understanding of assets and how the perform. LOWEST COST OF OWNERSHIP Asset Intelligence is the merging of data and technology to create meaningful insights. C&W uses this intelligence to measure effectiveness of strategies. Gaining a deeper understanding of the status-quo and can in turn inform decisions on whether to acquire, upgrade and maintain assets. DATA STANDARDS C&W already employs best practice asset information management. Information and data standards provide a consistent understanding of the requirements to support collection, storage and interpretation of data to support strategic decisions. This understanding allows a clear line of sight between strategy and operations. C&W provides a clear set of in-built data standards consistent across the entire technology ecosystem. These standards cover data fields including: DATA MAINTENANCE – GOVERNANCE AND UPKEEP Data Integrity is critical to the ongoing relevance of Asset Intelligence and decision-making. Ongoing and timely data capture for new assets and issue capture is a standardized process for C&W, creating a whole-of-life approach to asset management for organisations. All stages of asset life can be brought together and updated on an ongoing basis, creating value through accessible and meaningful data. This enables more effective design and planning, through to maintenance and eventually replacement. INTERPRETATION OF DATA / RESULTS By using custom auto validation created by AssetFuture, quality data sets are enhanced. Advanced degradation models unique to AssetFuture, create lifecycle predictive modelling that is accurate and dependable. Overlayed with non-asset related information, C&W creates a viewpoint that is holistic, accurate and visionary for organisations. Performance optimisation is informed in the wider scope of C&W services. VALUE FOR ORGANISATIONS C&W’s customer base is wide. These organisations serve the community, commercial operations as well as local infrastructure. Matching organisation outcomes with Asset Management priorities allows these organisations to manage risk, cost and optimise performance. Unique modelling, data integrity and governance all contribute to accurate and predictable costs for organisations, as well as ensuring the end customers have the services and environments that are fit for purpose.

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TransGrid – Distributed Acoustic Sensing

1. Executive Summary TransGrid manages a high voltage power transmission network consisting of 112 substations, over 13,000 km of transmission lines, and 84 km of underground cables.  External interference is a major threat to the continuity of high voltage cable installations and to alleviate this threat TransGrid has installed Distributed Acoustic Sensing (DAS) on an underground cable.  Cable corridor monitoring using DAS provides 24×7 monitoring of the total length of the cable with that helps identify unauthorised adjacent activity. This innovative system has achieved benefits for its stakeholders, including stakeholders and the public, by reducing risks to electricity supply and public safety while at the same time reducing the costs. 2. Description of Project 2.1 TransGrid’s Journey in Distributed Acoustic Sensing Our Cable Network Risk and DBYD Controls The introduction of DAS has created significant benefit to all its stakeholders. It has enabled the reduction of route patrols by monitoring the entire asset continuously whilst reducing network management costs. TransGrid’s high voltage underground power cable network is 84 km long, predominately running through suburban streets that external parties often have to cross when augmenting or replacing their own infrastructure.  These external works present a risk to TransGrid’s assets with studies showing that third party damage is three to five times higher risk than that of cable failures.  Insufficient information exchange between cable operators and construction companies is a factor in approximately 40% of mechanical works failures[1]. A cable strike can cause injury or death of the plant operator and result in major blackouts to commercial hubs such as the Sydney CBD.  The repairs involve excavating public areas causing significant disruption to the community.  It can take 6-8 weeks and cost millions of dollars to repair 330 kV cables, with cost recovery not guaranteed and legal processes taking multiple years and significant resources. Current Controls The state governments in Australia attempt to address this risk by requiring power utilities to be members of ‘Dial Before You Dig’ (DBYD), a referral service for notification of the presence of underground assets to third parties.  A construction company will put in an enquiry over an area of interest to DBYD that will then notify the members who have assets in that area.  The utility will respond to the construction company with their asset locations and requirements for working around those assets.  Despite provision of this information, and utilities offering spotters at nil or nominal cost, some construction companies choose not to utilise these services or ignore the specified requirements, thereby running the risk of making contact with the asset. Figure 1 – Typical Urban Location of Cable The traditional method of intercepting these rogue operators is to conduct patrols of the cable route.  TransGrid conducted patrols of major cables on a six days a week basis (Sundays and public holidays excluded), patrols would normally start after 10am to align when road occupancy licences were granted.  These inspections are a significant cost to the network and efficiencies are always being investigated.  For example, as there is no significant differences in work volumes of construction happening on a Tuesday or Wednesday, conducting patrols less frequently can be undertaken, but this risks missing an unauthorised excavation.  Due to the high consequence, the savings from reduced patrols may not be proportionate to the risk introduced and therefore lead to a breach of the Electrical Safety Act requirement to reduce risk As Low as Reasonably Practicable (ALARP). A Need for Innovation To achieve cost efficiency by reducing patrols whilst maintaining vigilance, TransGrid has engaged a DAS provider to provide monitoring on a critical 330 kV cable supplying the Sydney CBD.  DAS systems are able to detect activity that is in close proximity to the cable, providing early warning of impending threats.  This capability has enabled the TransGrid to reduce security patrols whilst providing the benefit of 24/7 monitoring of the entire cable length. The DAS system uses Rayleigh backscattering to measure strain on the fibre caused by vibration from objects in motion near the cable.  This technique involves rapid pulsing of a laser down the length of a dark fibre core and measuring the strain on the fibre caused by external forces; this poling can occur thousands of times a second. From the scattering, the DAS system can identify the signature and accurately localise the event, which assists in determining the best course of action to be taken to reduce the chance of a strike or partial strike.  The DAS system TransGrid has deployed to monitor and protect its 330 kV power cable has been set up and calibrated to operate in a high noise urban environment, delivering low rates of false positives. A single dark fibre can protect multiple assets in the vicinity.  Due to the high-speed protection and communications requirements of circuits at transmission level, most modern cable installations will have fibres included in the installation.  An interrogator unit can monitor up to 50 km of asset, depending on the optical loss of the fibre. Figure 2 – DAS using Rayleigh backscatter The Process The DAS service employed uses the following process: Event activity in the form of alerts and alarms are displayed in the DAS client portal in real-time.  A screenshot of the portal is shown in Figure 3.  The portal provides a view of the monitored assets overlaid with the ‘areas of interest’ (from DBYD enquiries).  This allows matching of detected activity with any known third party locations.  If these companies contact the utility to discuss the works, the system will in a further upgrade to be performed allow the results of the discussion can be included on the area of interest in the portal, e.g. ‘spotter required, night works, booked 14-15th May’ or ‘Surface resheeting only, no risk to asset’.  This would provide useful information to the operator in the event of an alarm occurring over an area of interest. Figure 3 – Typical DAS System Screen Shot 2.2 Benefits of Solution Figure 4 visualises the changes to network risk and operating expenditure for a Business as Usual (BAU) case and with

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Aurecon – Asset Management and Performance in Action Summary

Aurecon’s Asset Management & Performance (AM&P) team is committed to promoting diversity in all its forms throughout every facet of our work. By embracing an inclusive culture which supports a diverse workforce, we have high levels of staff engagement, produce meaningful work for our clients and the community and maintain a leading reputation for innovation in asset management. Demonstration of Organisational Leadership Diversity and inclusion are promoted within our team and at every level of our organisation. Aurecon’s leadership team – from the CEO, to the executive team and senior managers – recognises diversity and inclusion as a business priority and are actively and authentically committed to embedding it as ‘business as usual’. Through a mix of organisational leadership, long-term programs and new initiatives, strategies, processes and policies our AM&P team aspires to be – and works hard to be – a team that recruits, retains and develops a truly diverse workforce reflective of the communities we serve and the kind of place where people are proud to work. Attracting, retaining and building an inclusive workplace and team A focus on diversity and inclusion across our AM&P team allows us to have a healthy, robust business by attracting the best talent, harnessing the different perspectives of our people, and creating the best solutions for our equally diverse client base. Our Aurecon AM&P team has had rapid growth from three (two male and one female) in 2018 to (49 male and 24 female) 73 in 2021. This growth can, in part, be attributed to our approach to diversity in all its forms which attracts a variety of people from a range of backgrounds.  To ensure we continue to attract, grow and retain talent, our team utilises a mix of initiatives, programs, strategies, processes and policies (which Aurecon has in place), covering the following diversity aspects: age; culture/ethnicity/religion; ability and mental health; sexual orientation; gender; family circumstance, Australian Aboriginal and Torres Strait Islander heritage. We embed these across recruitment and appraisal practices, professional development and flexible working practice. Across these areas specifically, our team works within a Leadership Performance Management Framework which includes diversity and inclusion measures such as: Demonstration of Innovation For our asset management specialists to maintain a reputation for innovation and for producing quality work, we recognise the importance of challenging established norms and embracing the skills, abilities and knowledge that only a diverse and inclusive workforce can deliver. To achieve this, in addition to embedding diversity across the areas detailed above, we also utilise a range of innovative initiatives and strategies focused on diversity and inclusion, which foster talent from all walks of life and aim to achieve positive change for our people and the industry. These include:  As a testament to how we have demonstrated innovation in achieving diversity we are proud to be part of an organisation which has received many honours recognising our innovative and longstanding commitment and leadership around diversity and inclusion. This includes being named as one of only 35 organisations deemed an Inclusive Employer for 2019-2020.  Diversity Benefits Our Team: “At Aurecon, we have long championed the importance of inclusive teams. It’s not just about building diverse teams full of people who think differently which optimises innovative solutions; you also need to create a culture where people can be themselves and have their unique contribution heard and valued,” — Louise Adams, Chief Executive, Aurecon ANZ, CEO of the Year 2020 and Member of CCC Australia By embracing diversity within our team and operations, we can adapt and change in the disruptive times in which we live and work – no more so has this been demonstrated than through 2020. Increasing diversity and inclusivity within our AM&P team has had direct impacts on our business performance and has delivered an unbeatable competitive edge through resilience: Our Projects: “The diversity in our team allows us to provide better solutions and outcomes – human-centric ones. To deliver projects that meet the needs of individual clients and communities, you really need to go deep on what is important to all the different stakeholders involved. Diversity of thought, perspective and experience drive us to consider the full range of human experience within each project.” —Delene Kock, AM&P Principal, Ascend Graduate A simple demonstration of how we have applied diversity and delivered a positive impact, culminating in a cultural change in the way inclusion is understood early in the design lifecycle of an asset, is the University of Melbourne’ Fishermen’s Bend Campus Concept Safe Design workshop . The AM&P team utilised an innovative Inclusive Design approach to brainstorm the types of people that would be associated with the University’s new assets. By brainstorming around inclusiveness e.g. lecturer with a migraine, student travel during heatwave or a deaf cleaner, meant that critical assets were identified covering a wide range of risks relating to health, safety, and sustainability. Our human-centric style in ensuring hazards are identified for a diverse group of asset users, maintainers and operators unlocks additional efficiencies and potential that is often hidden when designing assets only for the ‘majority’. Our Communities: “This team is the most diverse I’ve ever worked in. This diversity gives our clients a light on the hill, it shows them what is possible. It promotes curious questions, which in turn prevents normal group think. Diversity of perspective helps us solve wicked problems, encourages us to challenge ourselves and each other and give back to the communities in which we live and work…it’s something our entire AM&P team is proud of.” —AM&P Associate Lara Kayess: single mum with twin boys, embracer of #YesFlex. Our AM&P team mirrors this commitment as we strive to achieve positive benefits for the broader community and asset management profession. We continually review our team strategies and evolve our practices to redefine what diversity and inclusion means to our people and how we embed it as ‘business as usual’ across our team and our work. Our empathetic and authentic transfer of diversity behaviours from within our team to our work also

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Rio Tinto – Asset Management Simplification Program

Summary of the project, product, framework Rio Tinto’s Asset Management (AM) Simplification program is innovative in its approach as it operates the ISO 55001 certified Rio Tinto AM System to manage an intangible asset   – a knowledge asset – the Rio Tinto AM Body of Knowledge (AM BoK). The Rio Tinto AM Simplification program’s purpose is to: Provide the Rio Tinto AM Community with access to leading practice asset management information through a simplified AM Body of Knowledge to make good asset management decisions in the optimisation of asset risk, performance, and cost. Use of Best Practice Asset Management Principles The objectives of the AM Simplification Program are that our AM knowledge is: The Rio Tinto AM Simplification Program is designed with best-practice principles and delivered through the following program phases: Degree of Originality and Ingenuity of Rio Tinto Asset Management Simplification The Rio Tinto AM Simplification program applies a high degree of originality and ingenuity to achieve a sustained value outcome for Rio Tinto.  In being awarded ISO 55001 Certification of the Rio Tinto AM System for the Rio Tinto AM BoK by the certifying organisation, Rio Tinto was advised it was the first organisation globally to achieve certification for the AM BoK intangible asset. There is a uniqueness and purposeful simplicity in the innovative adaption of an asset management systems approach to traditional physical assets in the AM Simplification program.  The innovation is demonstrated through adapting and applying it to an intangible asset, i.e., an organisational knowledge asset for Asset Management. Rio Tinto Asset Management Simplification Program and Project Management The Rio Tinto AM Simplification Program is sponsored by a senior leader of AM, supported by the Rio Tinto AM Reference Group (AMRG) to provide Group-wide visibility and support for the program as a global strategic initiative.  The program is led by the Rio Tinto AM CoE GPA team, supported by an endorsed working group and associated project teams involving the Rio Tinto AM Community. A high-level implementation plan is being led by the AM CoE GPA team on key activities and deliverables and is being reported to the business.  Phase 1 and Phase 2 of the program are managed internally by the AM CoE GPA team with targeted support by a trusted partner.  Phase 3 is delivered through a trusted partnership with project management support to jointly deliver the physicality of the evolution of the AM BoK by involving the AM Community through effective management of change support. Value of the Rio Tinto AM Simplification Program to the Rio Tinto AM Community Rio Tinto is an asset intensive organisation.  Everyone plays a role in supporting our asset portfolio through good AM decision making. The strategic view of AM is framed around aligning AM decisions to our strategic priorities and organisational outcomes.  At the heart of our AM Concept Model is the notion of Plan, Do, Check, and Act.  This continual view of AM is governed by the AM CoE with direct links to the wider organisation through the Safety and Operations Committee (SAOC) and AMRG.  At the strategic level, and implicitly at the other levels, are the applied principles of AM as described in ISO 55000. The tactical view of AM is focussed on assuring good AM decision making through a trusted system.  At the centre of the Systems model is the AM lifecycle that supports the AM BoK.  This sub-process supports how we assure that we Acquire, Prepare, Operate and Maintain and Dispose and Improve the artefacts from the AM BoK.  The Systems model plays a key role in linking our organisational objectives with our AM objectives.  The tactical perspective also considers the timeliness and availability of artefacts for the organisation. These priorities may change from time to time. The operational view of AM is framed around delivering sustainable value in a safe, standardised, and consistent manner.  Good AM decision-making in our operations is demonstrated by the management of risk, maximising performance and optimising cost.  The AM CoE plays a role in assuring that value is realised from the delivery model.  The AM CoE also assures that the artefacts that support and flow through our models remain fit for purpose and are accessible. Submission The Rio Tinto AM System is a set of interrelated and interacting elements whose function is to establish our AM Policy, AM Objectives and our AM Processes required to achieve the optimal balance of asset risk, performance, and cost. The elements of the Rio Tinto AM System should be viewed as a set of policies, plans, processes, tools, and information systems which are integrated to provide assurance that AM activities will be delivered. These elements will be delivered through our AM BoK, our intangible asset that supports good AM decision making at Rio Tinto. The AM BoK contains four “Sub Classes” of artefacts, each representing a different lens in terms of good AM decision making.  The premise of artefacts is they represent value to the organisation whereas a document is just a record. We will achieve the effective and sustainable delivery of AM value using our collective AM knowledge in our asset related decision making.  Effective AM decision making considers the whole of life perspective of an asset and the system in which it supports.  All AM decisions will consider impacts on our 5 priorities of Safety, People, Cash, Partnership and Growth.  Our collective knowledge is a key asset which creates a market differential.  Only second to safety and our people, the Rio Tinto AM BoK is the most important asset we possess.  We will establish, communicate, build capability, and assure application of the Rio Tinto AM BoK enabling our Rio Tinto Product Groups to deliver sustainable business and stakeholder value.  Opinion as to specific contribution made by the nominated individual/ team /organisation The Rio Tinto AM Simplification program values and requires diversity and inclusion of all internal and external stakeholders and partners to deliver the required outcomes of the program.  The Rio Tinto AM Simplification Program will not succeed

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Melton City Council – Asset Data Workflow: Project Completion to Visualisation

Part A Summary of the project, product, framework Melton City Council (MCC) is one of the fastest growing regions in Australia. With a growth rate at almost four times the state’s average, Melton City Council needs efficient and automated processes in order to effectively on-board Council assets. The Asset Data Workflow project has seen a review and implementation of a number solutions across six phases of the workflow. Figure 1 – Asset Data Handover Process These solutions involved collaboration with external software developers, Council working groups, internal development of skills to improve automation through SQL scripting and the design of business intelligence dashboards to create a live snapshot of the state of Council’s assets. Part B Description of the project or framework addressing the assessment criteria Melton City Council in recent years has witnessed a boom in the rising number of subdivisions and capital projects being completed. The Asset Management and GIS team undertook a review of the Asset Management Data Workflow in order to stay ahead of the curve. The main objective of the review was to improve a number of pain points highlighted within existing processes. Outcomes highlighted by the Asset Management & GIS team included a validation portal, Power BI dashboards and a direct asset register importing tool from GIS. Figure 2- Melton City Council Asset Snapshot 2019/20     Project Completion Process   For subdivision assets, Melton City Council receive ASPEC standard data as a requirement for awarding Practical Completion (Civil) or Statement of Compliance (Landscape). For constructed assets, Capital Projects, Operations and Recreation staff complete an Asset Handover template which details all of the new\disposed assets included in a project. Pain Point Attributing financials of constructed assets from Capital and Operational projects. Improvement Solution   This was a great example of a cross-Council working group getting together to workshop a solution.  The adopted solution now includes an intermediate step in the process.  Instead of the Asset Management & GIS team taking long amounts of time try to match expenditures with ledgers, the process now outlines that the Asset Handover form must be approved by Council’s Asset Accountant within the Finance Department first. This added step enables the Finance team to be all across the expenditure for each of the Capital and Operational ledgers. Figure 3 – Capital Assets Handover Procedure & Form Asset Handover Process Supply of digital ASPEC standard data to the Asset Management & GIS team. Pain Point Time taken to review and digitise assets from projects provided by Developers and Council Officers. “It is critical we continue to look at both technical and procedural efficiencies relating to Asset Handover” Luke Shannon,GM- Planning and Development Improvement Solution  ACDC (As Constructed Design Certification) portal has been successfully implemented to automate and simplify the process of receiving new asset data.  The ACDC portal allow developers to upload asset data directly from as-built drawings within their AutoCAD environment.  The portal automatically enforces data validation rules to ensure the asset data adheres to ASPEC standards.  Once the data is approved, Melton City Council receive an email notifying us of the submission. The ACDC portal is able export out the asset data as a GIS layer. It is then stored in a staging database on the GIS server before being merged into the whole asset layer.  This solution ensures that assets are accurately captured and reduces the time taken to proof provided as-built drawings and digital ASPEC data. Figure 4 – ACDC Portal within the AutoCAD environment   Data Review for Import Process Asset attributes specific to Melton City Council are associated with each Asset Category. These include; Asset Name, Classifications, Hierarchies, Capacity, Asset Identification & Location Pain Point Time taken to add data classifications accurately against new assets Improvement Solution  The solution for this issue was threefold; Figure 5- SQL script to populate attributes Data Import Process Importing assets, components, network measure and valuation into Assetic Cloud (Asset Register) Pain Point Time taken to import new assets.  Each quarter, over 100 manual imports to be undertaken by Officers. Improvement Solution With collaboration from Assetic, an XML solution to import assets directly from Council’s QGIS software was designed.  The importing tool enables the direct import of assets, components and network measures into Council’s Production environment of Assetic Cloud.  The solution utilising existing software, now enables Council to import assets more frequently into the Asset Register.  This results in a more live & accurate representation of assets we have captured. Valuation importing would still need to undertaken manually using the Data Exchange as it could not be configured in the solution. Figure 6- Assetic import tool within QGIS Post Import Data Checking Process Comparing ASPEC GIS layers and data in Assetic to align databases Pain Point Very manual process to check synergies between initial ASPEC working datasets and asset data currently in Assetic Improvement Solution A stored procedure was developed in SQL Server to create both an Excluded (in ASPEC, not Assetic) and Missing GIS (in Assetic, not ASPEC) layer within the database.  This stored procedure is refreshed on a weekly basis. This allows for regular checking to ensure that the databases are aligned.  Figure 7- Tables created to find discrepancies in databases Visualising Asset Data Process To enable end-users to visualise asset datasets and provide information on the state of the assets, tables and layers have been created for GIS and Business Intelligence tools.  Council already had done significant work wholly aligning both the Asset Management and GIS databases. The layers made visible through Council GIS (IntraMaps) are a combination of asset data direct from Assetic Cloud (AMS) and the geometry from the ASPEC GIS layer.  This means only assets common to both sets of data are made visible on GIS. Pain Point No easy way to provide State of the Assets report. Improvement Solution Even though the assets are visible in GIS, there was no solution to easily display what the state of the assets were.  PowerBI was determined as the best platform to build a solution. 

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Melton City Council: Unlocking Hidden Capital: Doing Best with Less by Predictive Modelling Algorithms

Part A: Summary of the project, product, framework Melton City Council is one of the fastest growing municipalities in Australia, managing an infrastructure asset portfolio valued at over $2.5B with a planned annual increase of $220m through new build. Its population is projected to grow 182% by 2051 “The challenge is to extract more value from limited resources” The challenge of 2021 is to preserve the current average asset health of 80% and to extract more value from the current resources to meet future demands. Melton City Council developed and implemented algorithm-based asset models across all its asset categories, enabling the improvement of service delivery at the current level of capital expenditure, making it an industry leader in the international community Part B: Description of the project or framework addressing the assessment criteria Use of best practice asset management principles The premise of the Victorian Deliberative Engagement process is the need to explore and weigh up multiple future options and funding trade-offs through community engagement and consultation. Effective public deliberation and consultation require evidence-based alternatives derived from proven methodologies for: •             Linkages of asset interventions and customer outcomes; •             Optimising service level outcomes across all asset types; •             Repeatable and reliable condition assessments. In order to maximise cost benefit Council implemented a scientific approach through the use of predictive modelling.  A desired overall asset condition was set in consultation with internal and external stakeholders, and the cost of maintaining assets at this condition was calculated in order to inform the Financial Plan on Council’s spending on asset renewal into the future. Figure 1: The flip from Budget Driven to Service Driven Asset Management  Currently, Melton City Council has documented 10 year Asset Plans that take into consideration different alternatives and future service level trade-offs. This framework provides a clear link between the Corporate Plan, Asset Management Plans (AMP) and the Long Term Financial Plan (LTFP). It highlights the move from budget driven asset management, to a long-term financial plan that is informed by the understanding of Council’s assets, levels of service and the impact of different funding strategies. In essence, the AMPs inform the LTFP and not the other way around. (Figure 2)                      Figure 2: Asset Planning Model Performance Assessment Condition audits on Council assets are undertaken cyclically every 4 years for each asset category (roads, pathways, etc.), and are based on IPWEA assessment guidelines. Council incorporated these guidelines into a suite of condition audit manuals, one for each category.  These were completed as part of a ‘Business Process’ improvement action in the Council’s Asset Management Strategy, in order to specify the rules around data collection and to systematically standardise condition rating to IPWEA guidelines.                       Figure 3: Council used IPWEA guidelines to develop its own Condition Audit Manuals for the various asset categories. Degree of originality and ingenuity of the solution The project delivered breakthrough outcomes in decision making, demanding a different way of thinking from all stakeholders; Engineers, Finance Officers, Councillors and service providers. Although condition is a key factor in the decision making, it is not the only factor. Other consideration include material, age, function and usage. The renewal incorporated all these factors in a pre-determine decision making matrix informed by stakeholders. Degradation strategies were also refined and recalibrated to reflect actual behaviour based on historical evidence. In the absence of a well calibrated decision logic and comprehensive data, only assets that are in a poor condition were selected for treatment. This option was tested in a model called ‘Option 5 – Run to Failure’ while the service driven model was called ‘Option 1 – Allocated Budget’. Testing these simulations on road assets, the results were strikingly clear. The Run to Failure simulation presents high risk of a large number of Council’s Road assets reaching the asset failure zone (Figure 6) in the same year, therefore posing financial and safety risks. Figure 4 illustrates these comparisons using the road assets models as an example. Figure 4: Increased Renewal and Maintenance cost at the “Failure Zone” Figure 5: Comparing outcomes Year 20 – Allocated Budget Vs Run to Failure Budget The results are clear (Figure 6). The traditional model (Option 5) not only shows a decline in asset condition but also an increased cost over 20 years as a result of late intervention. A comparison in the net strategy costs for the selected scenario shows a staggering difference of $102M over 20 years. Figure 6: Comparison of an optimised model vs traditional failure model Program and project management Unlocking hidden potential involved developing a Strategic Asset Management Framework (SAMF) to guide decision making. Key cornerstones of this process included the following: This was the lead up work necessary for populating the algorithms within the Assetic Predictor software. Figure 6 provides a summary this process in five main steps undertaken to develop. Figure 7:  Collaborative Approach at every stage of the project At each iteration of the project, a collaborative approach was adopted to clarify and refine the developed solutions to enhance its maturity to deliver project outcomes. The result of this progressive process is an agile project that is continuously improved and calibrated, consistent with key learnings: Benefit/Value of the project or service to the community or organisation This project has enabled Council to improve its risk management by identifying potential financial risks, and helped to maximise cost benefits from renewal expenditure by accumulating a saving of approximately $2.6 million per annum on the Roads asset category alone. (Table 1 below) Using the road assets as an example, a comparison between the Allocated Budget simulation and ‘Failure/Run to Failure’ simulation reveals the risk of increased backlog. Table 1: Annual saving on cost Assets in poor condition and end-of-life Option 1: Current Budget 7.6% (6.68 +0.92) Option 5: Run to Failure 13.14% (12.37 + 0.77) Difference 5.54% Roads Total Replacement Value $938,026,265 Savings over 20 years $51,966,655.08  (5.54% x 938,026,265) Annual cost savings $ 2,598,332.75  (51,966,655.08/20) It is estimated that the average asset portfolio degrades at

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AECOM and Melbourne Water – Managing the Social Value (amenity) provided by waterways

Summary of the project, product, framework Waterway amenity is measured by the often-intangible user experience of the asset, making it challenging to define asset performance in comparison to traditionally built assets. However, like traditional assets, management of waterways requires a clear articulation of the value gained from investment in maintenance and renewal activities, which is not possible unless their performance objectives can be defined and linked to tangible, measurable outcomes. To solve this, Melbourne Water’s asset management framework was adapted to waterways, focusing on defining service and technical objectives of amenity, developing measures and targets to monitor performance and inform evidence-based decisions for ongoing management. 2. Description of project or framework addressing the assessment criteria The Port Phillip and Westernport region’s waterways are important community assets providing opportunities for recreation, to enjoy amenity and for people to connect with nature and each other. The benefits that waterways provide are described in Melbourne Water’s (MW) 2018 Healthy Waterways Strategy (HWS) as four values: environmental, social, cultural and economic. Of these four waterway values, there are nine key values, chosen on the basis of their importance to the community and ability to represent the range of environmental and social values. The amenity key value is defined as ‘the pleasantness of a waterway to visitors and the ability of the waterway to provide a restorative escape from the urban landscape’, and it is ‘diminished by the presence of unpleasant or intrusive development, odour, litter and noise’. The overall state of the waterway and its key processes are assessed by a number of waterway conditions1, which are managed to support and improve the key values2. The program of works that Melbourne Water undertakes to manage waterways for amenity outcomes is primarily funded through the Waterways and Drainage Investment Plan (WDIP) under the Community, Access, Involvement and Recreation Service. Some of these works include the on-ground activities of revegetation, weed control and litter collection.Compared to environmental values, it has been acknowledged in the HWS that the waterway conditions influencing and contributing to social values are in their infancy and improvements are required ‘in the development of tools to support investment in waterways works for recreation and amenity.’3 As amenity is measured by often intangible user experience of the natural asset, defining the performance of waterway amenity can be more difficult than for traditionally built assets. For example, defining what it means for a waterway to be ‘pleasant’ or to ‘provide an escape from the urban landscape’ and then measuring this. For this reason, natural assets are often not adequately considered in the scope of an organisation’s asset management system. However, like traditional assets, management of these assets requires a clear articulation of the value gained from investment in maintenance and renewal activities, which is not possible unless the performance objectives can be defined and linked to tangible, measurable outcomes in the field. To address this, MW’s existing Asset Management Framework was adapted and applied to waterways to explicitly define amenity social value, which includes assessing the waterway conditions: vegetation extent and litter absence. This involved the following six key steps: MW commissions surveys every two years to gain insight into the community’s knowledge and perception of MW’s waterways. The questions and responses to these surveys in addition to the definition of amenity in the HWS conceptual model, were used to define service objectives linked to the two amenity waterway conditions: 2. Defining the technical objectives associated with amenity social value. Key terms from the service objectives (underlined above) were developed further into technical objectives that could be measured by MW to record and monitor the performance of waterways. For example, translating ‘relax and appreciate nature’ into ‘creating and/or maintaining a cool and shaded space where people can relax’. 3. Defining performance measures and targets for each technical objective. Performance measures were selected based on an assessment of their link to the technical and service objectives (i.e. how useful that information is for predicting whether or not an objective will or will not be met) and the ease of data collection. For example, ‘creating and/or maintaining a cool and shaded space where people can relax’ can be measured by calculating percentage of canopy cover within 200 m of the centreline of a waterway through aerial land surveys. Where possible, performance measures that could utilise existing MW data sources (e.g. customer complaints and survey results) were prioritised. However, many of the additional performance measures (e.g. visual condition of litter) focused on meeting the technical and service objectives had not been captured by MW in the past. As a result, the methodology to capture these, including specification and management of the data and its integration into MW’s asset management information system had to be considered and developed. 4. Defining the criticality of assets in meeting amenity social value. To set performance targets to prioritise investment in waterways to meet the service objectives for amenity the criticality/importance needed to be defined. MW has established an asset criticality method that utilises its corporate consequence matrix to define criticality as synonymous with the consequence of asset failure. Using this approach amenity failure was primarily the result of customer levels of service and reputation. It was further determined that criticality could be defined by the total number of visitors to the waterway, the population density of the area surrounding the waterway and the level of redundancy (i.e. presence of absence of other parks in the area). 5. Assessing the risk of assets not meeting objectives. A risk assessment tool was developed to calculate the risk of not meeting performance targets on the technical objectives and service objectives. 6. Developing a decision-making framework. A decision-making framework is not currently in place at MW that can be used to systematically convert risk associated with not meeting social value objectives into management actions. For example, at what risk level intervention actions are to be taken, and what those interventions should be. This framework is currently under development and will function as an extension of

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Innovyze – InfoAsset Enabling Water Sustainability for the Future

Summary InfoAsset is the only water industry-specific solution in the market designed to address wet infrastructure’s unique requirements and provide comprehensive end-to-end lifecycle support. It offers specialised tools to empower organisations to make more informed and efficient asset management decisions. The issue of poor long-term planning is magnified by the risks and challenges that the sector is facing. Most of our cities’ water infrastructure were designed and built many decades ago for a nation of different scale and requirements. In the coming years, bulk of these assets will require replacement as they reach their end-of-life, or their inability to service growing demand. A multitude of other significant factors add to the complication, such as climate change, global crises, and high customer expectations. InfoAsset is a purpose-built solution designed to empower the water sector to make better informed asset decisions to ensure continued service quality, reliability, and affordability. It is the only wet infrastructure decision-support tool in the market that seamlessly integrates with hydraulic modelling platforms to marry asset capacity to asset condition. InfoAsset incorporates the International Standards Organisation (ISO) 5500X principles, in addition to specific Australian standards such as IPWEA Practice Note 5 (Stormwater), Practice Note 7 (Water Supply and Sewerage) principles, and full support for WSA-05 Conduit Inspections Reporting Code of Australia. Data transparency and confidence Complete and accurate asset information is imperative to making sound intervention and investment decisions. Typically, organisations utilise a wide array of information systems to collect, manage, store, and analyse corporate datasets (e.g., GIS, asset register, CCTV Surveys, CMMS, billing system, SCADA, hydraulic model, finance system). In contrast to asset managers, custodians of these datasets are not often driven to perform data analysis that crosses functional and departmental divisions. This challenging task must be performed by asset managers on data that may have been captured for purposes tangential to asset management, such as taxation or contract management. InfoAsset provides state-of-the-art data integration, validation, inferencing, and cleansing tools. It ties together disparate data sources to present a single view of assets but an unlimited number of planned spending scenarios. A functionality that sets InfoAsset apart is its ability to automate data interexchange and workflow processes. The solution can be configured to automatically synchronise with the organisation’s data streams, and run predefined methods (e.g., filter, look up, conversion, calculation) on a set frequency. With InfoAsset, asset decisions are always based on best available data without the resource strain required to keep up with data volume and velocity. Moreover, the solution tracks every data field for changes and sources. Each piece of information can be traced over time to understand who, when, where, and why changes are made to the dataset with each version of the data rapidly visible and recoverable. Organisations can use this to gauge their confidence-level on forecasts and plans based on the quality of data used as input. Data-driven tactical and strategic plans An understanding of asset criticality, combined with a quantitative grasp of the underlying causal factors likely to induce failure, is highly valuable in formulating a targeted and evidence-based approach to rehabilitation, repair, and renewals planning. InfoAsset provides highly customisable, wizard-based tools to enable the water sector to rapidly build industry-standard tactical and strategic plans, whilst configuring their own organisation’s risk framework within the system. It empowers organisations to move towards ‘advanced’ asset management by adopting a ‘bottom-up’ approach, where information for individual assets is utilised to support the optimisation of activities and programs to meet agreed service levels. The step-by-step approach allows users to set up any number of condition and criticality assessments from the automatically managed data lake. Datasets are not omitted from decision logic because they are ‘incomplete’, rather, all available data are utilised. Risk assessments can then be set up to model current and future risk levels and report results by individual asset, by zone, or by whole network summary. The solution offers a robust capital prioritisation engine via a user-defined logical decision tree. Organisations can build their decision workflow by incorporating any formatted logic as decision point and receive specific rehab recommendations as conditions are met. This leads to repeatable and defensible decision-making based on the best available data instead of human judgement. It is also easy to trace back in time to audit factors that drove a specific asset decision. Multiple plans can be set up to look at different tactical and strategic options over a planning horizon and perform a comparative analysis of various approaches. To determine the optimal timing of asset interventions, InfoAsset’s Life Cycle Cost Analysis (LCCA) tool looks at asset deterioration, planning settings, cost settings, and risk tolerances to maximise OPEX and CAPEX budgets. Taking total ownership cost into account, LCCA presents informed investment strategies by using a rigorous risk-based economic life planning approach to accurately estimate the lifetime performance of assets, in addition to an in-depth view of the long-term cost of maintaining, operating, upgrading, and replacing them. InfoAsset empowers the water sector with the latest advancements in innovation and technology to adopt a data-driven, robust, and future-proof approach to making asset decisions. Innovyze created a water industry-specific asset management software solution as a response to countless requests for asset condition and depreciation functionality in our internationally prevalent hydraulic simulation software. The market demand for water asset-specific condition assessment and CAPEX planning tools has been overwhelming. This is evidenced by the fact that over 90% of InfoAsset customers implement the solution as a complimentary ‘fit for purpose’ enhancement to their enterprise asset management and/or CMMS solution. Niche technical software is proliferating where enterprise software once ruled court. InfoAsset is a solution that empowers end-user success by delivering specialised tools, rather than a ‘jack of all trades’, non-industry specific platform that caters only to executive management needs. Innovyze’s contribution is further evidenced by our active involvement in the WSA-05 (and similar international) working group, our partnerships with key industry players (e.g., WinCan, Lucity, CityWorks, Electroscan), and our certification status with industry bodies such as NASSCO. Innovyze heavily promotes best practice

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National Gas Company of Trinidad & Tobago – NGC’s Asset Register Transformation

PROJECT SUMMARY The National Gas Company of Trinidad and Tobago Limited (NGC) embarked on an SAP Phase 1 project for its pipeline network and stations during the period 2019-2020. The project provided a governance framework for asset data within the Company’s’ CMMS by utilising in-house resources, in-house experience, and capabilities, that resulted in an average of 50% cost savings for the Company. The project aligns with NGC’s asset management objectives in categories of data management, information trending and risk management in creating a sustainable data management system within the CMMS.  Stakeholder Engagement, Competency mapping, Project Management and Performance Evaluation were driven by the commitment of NGC’s Leadership. DESCRIPTION OF PROJECT OR FRAMEWORK ADDRESSING THE ASSESSMENT CRITERIA The National Gas Company, NGC is governmental owned entity, comprising of an integrated gas gathering, distribution and pipeline network that traverses the islands of Trinidad and Tobago, supplying both upstream industries, downstream clients, and Trinidad’s utilities with 4.4 billion standard cubic feet of gas per day (bcf/d). The network provides feedstock and energy for power generation, petrochemical plants and a wide range of light manufacturing and commercial enterprises. Natural gas at the core to Trinidad and Tobago’s economy, and the reliability of the pipeline network is of paramount importance to the local energy sector, as this is a major contributor to Trinidad’s revenue stream. NGC’s infrastructure is primarily composed of static equipment assets, of which most facilities and infrastructure are aged and requires a robust asset management system for continuous sustained operations. NGC has positioned itself to provide a greater focus on improving the current asset management system to ensure that the Company’s objectives are achieved through reliable performance, minimising risk to operations, and balancing cost. To achieve this balance and fulfil the obligations, NGC has developed its AIM policy and Framework- See NGC’s AIM Framework, Figure 1, that identifies the areas of focus for the business, the business environment and the needs and expectations of these stakeholder groups. Fig 1-NGC’s AIM Framework NGC’s AIM system has been previously audited by the Trinidad and Tobago Ministry of Energy and Energy Industries and Det Norske Veritas, against the best practices of the ISO 55000 Suite of Standards.  The reports identified specific areas for improvement within the Company and prompted an internal Gap Analysis was conducted with the Operations team. This GAP Analysis was reviewed and assessed against the asset management objectives, and a plan developed for closure of these gaps. The status of that Gap analysis was reported monthly to Senior Management and shared via on the Company’s Power BI Dashboard applications. SAP Phase 1 Project Several projects were initiated throughout the organisation, aligned with the objective to improve the performance in the areas that were vulnerable and sustain the areas that were performing well. One project that had great impact over 2020 was the SAP Phase 1 Project. The SAP Phase 1 Project’s focus was primarily to develop a management system for maintenance data within the Computerized Maintenance Management System, CMMS. The project provided maintenance data governance to revamp NGC’s asset register and provide a foundation for maintaining asset history, to provide data for use by the organization, in decision making. The SAP Phase 1&2 Projects have utilised the Asset Management Systems Model to integrate different roles within the organization with specific competencies in asset management, discipline specific technical knowledge on NGC’s assets, as well as competence with NGC’s CMMS, to deliver a sustainable governance structure for NGC assets. The SAP Phase 1 project’s focus recognised the inadequateness of the asset register in identifying areas that were a threat to further maintenance and reliability analysis, thus impacting asset-related decision making. The project strategy and charter were developed and sanctioned by sponsors from management and approved by NGC’s President. Project Team The charter engaged all stakeholders: Operations teams and discipline-specific technical teams: •             Mechanical, •             Electrical and Instrumentation, •             SCADA, •             Telecommunications, •             Field Engineering, •             Corrosion Monitoring, •             Project Engineering, •             Information Technology and •             HSSE This consolidated group agreed on the objectives of the project and provided resources to assist collectively in the project’s development, execution, and measurement. The project schedule was developed and communicated to all stakeholders, sponsors and management monthly. Utilising the strategy of leveraging the internal competencies within the employee base, the team was selected across functional areas, which comprised of field discipline technicians, SAP Technologists, CMMS IT representatives and pipeline maintenance technicians. Project Phases The project was divided into three phases- development of an approved procedure for hierarchy development and nomenclature; creation of a new asset register within the existing CMMS using the approved hierarchy procedure; and providing internal employee training in the use of the CMMS and navigating the hierarchy to provide the required asset data. This process involved a continuous “plan, do, check, act cycle” at each stage, to provide assurance on the outcomes for the subsequent stages. Development of procedure for hierarchy development The formulation of a procedure for hierarchy development involved brainstorming within the project team to utilise the NGC asset list to create a system that would meet the requirements of all users and be simple enough for the field technician to navigate. Additionally, NGC’s assets are not based in one location, but comprises four main facilities located in three separate locations within Trinidad and one in Tobago, 159 large consumer stations and 36 small consumer stations, as well as 1000km of pipeline network (subsea and underground) that span the country. Creation of Asset Register The governance structure for the asset build progressed into the development a high-level zone map based on geographic locations that were divided across Trinidad and Tobago and asset classification groups for NGC assets within the zones. These classification groups utilized standardised terminology and factored the existing company’s asset tags accompanied by asset descriptions. Both terminology for asset tags and asset descriptions were standardised and a glossary developed for ease of identification. The assets were then further refined within each zone into subcategories which developed the layers of the

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Sunshine City Council – Open Space Landscape Infrastructure Manual (LIM)

_______________________________________________________________ The Open Space Landscape Infrastructure Manual (LIM) is a technical manual that provides guidance during the design, development and delivery of council controlled open space. It promotes quality, compliance and sustainability, which minimises ongoing maintenance and ensures longevity. The manual is aimed at designers, project delivery personnel and maintenance teams, for both developer and council delivered assets. It is a living document which will grow and evolve as councils’ needs change, products improve and technical information advances.  The LIM is an innovative approach to asset management, as its holistic approach and operational learnings are key to its success. 2a. Use of Best Practice Asset Management Principles The Open Space Landscape Infrastructure Manual (LIM) is a robust design guideline which incorporates corporate plans and strategies, Australian Standards, relevant legislative requirements, best practice design process, operational learnings, asset performance and specialist knowledge. The information contained within, is the result of a collaboration across Council departments, external industry specialists and manufacturers. The resulting guideline is a truly collaborative approach for the design and delivery of council owned assets which benefit both the community and Council.  The LIM provides a ‘one stop shop’ design and construction manual.  Key outcomes of the LIM guideline include the following: 2b          Degree of originality and ingenuity of solution The LIM embodies the nomination category due to the collaborative process employed during the compilation of material incorporated into the document, together with the ongoing consultation process. The LIM document contains: Each category of embellishment contains three parts: The LIM offers a full package from design to contract. Information sheets provide product design advice, and diagrams and a product matrix profiles a selection of products that meet the design criteria.  It also provides warranty and asset life benchmarks. Technical drawings offer standard drawings which can be bundled for inclusion in a design brief for consultants. Specifications provide more detailed information, a resource which can be included into a contract. The LIM has been compiled containing stand-alone sections (eg. bins, play spaces) which enable a designer to extract the relevant category of embellishment, or activity areas required to assist with the design of the project. The LIM is unique in its inclusion of information and diagrams illustrating the incorporation of equal access advice (reviewed by an accredited access consultant), ensuring user experience and functionality is a key part of the design process. The LIM has been recognised as being a ground-breaking innovative solution to open space design. The LIM promotes quality, compliance and sustainability, which in turn minimises ongoing maintenance and ensures longevity of our open space assets. 2c           Program and project management The LIM manual is accessible to both internal and external users on Sunshine Coast Council’s website.  The website is user friendly and interactive, with drawings able to be downloaded.  Unlike other manuals, the LIM content is constantly researched and updates are uploaded yearly to the website.  The LIM team employ continuing consultation with experts in their respective field to ensure the manual continues to be a powerful tool for users. The LIM is constantly being researched, updated, and improved to provide a reliable source of current information. The resulting guideline contains best practice methods which include design applications, together with up to date advice on technological advances and near future technologies. The LIM remains up to date and innovative by incorporating continual feedback from designers and project delivery professionals (both internal and external), as well as operational maintenance teams. Key stakeholders from across Council provide professional advice and workshop improved design solutions.  Externally, the LIM team meets with manufacturers and specialist professionals to assemble innovative solutions that are fit for purpose. 2d          Benefit/Value of the project or service to the community or organisation The LIM promotes good asset management principles, including quality, compliance and sustainability, which in turn minimises ongoing maintenance and ensures longevity of our open space assets. The LIM is constantly being updated, researched and improved by the team, to provide a reliable source of information that is current for park users, developers and Council employees. We are constantly working with experts in their field, learning best practice methods that may be applied to design and keeping up to date with technological advances.  The LIM project is focused on the quality concept of continuous improvement therefore, the LIM is a living document which will grow and evolve as Council’s needs change. 2e           Submission The LIM will improve Council’s financial management of landscape infrastructure by establishing effective systems and processes.  This is achieved by capturing industry best practice skills and knowledge in one resource, the LIM.  The manual will assist with decision-making pertaining to appropriate and high quality asset choices regarding landscape embellishments, and will ultimately build financial sustainability through the reduction of asset maintenance costs, while maintaining high levels of service and enhancing operational efficiencies. The LIM stays up to date and innovative by the LIM team collaborating with designers and project delivery professionals (both internal and external), as well as operational maintenance teams. Key stakeholders from across Council provide professional advice and help workshop improved design solutions.  Externally, the LIM team collaborates with manufacturers and specialist professionals to provide innovative solutions that are fit for purpose.  The LIM is constantly being updated, researched and improved by the team, to provide a reliable source of information that is current to park users, developers and council employees. We are constantly working with experts in their field, learning best practice methods that may be applied to design and keeping up to date with technological advances. The LIM provides a consistent approach to asset management across the organisation, by providing a benchmark to all users.   It provides a living document that can adapt, as councils needs change. The LIM currently has nearly 40 different categories published on the SCC website for users to access.  Any new categories or updates are published annually.  Please see attached:

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Assetic, VHBA and allaboutXpert – Transparency and Collaboration: Informed Decision Making for Victoria’s Health Portfolio

Submission 1. Summary of the project, product, framework The Victorian Health Building Authority (VHBA) leads planning, delivery and oversight of Victoria’s health infrastructure, operational management of which is via stewardship with 86 health services. In 2019 VHSSBA set out to advance overall asset management maturity via implementation of a unique Asset Information Management System (AIMS) to manage cost, risk and performance of: The resultant AIMS now ensures the systematic, coordinated availability of all asset information, fuelling capital investment decisions with accurate lifecycle information and powerful analytics. 2. Description of the project or framework addressing the assessment criteria VHBA faced a challenge common among agencies with large asset portfolios operated by separate partners or health services – ageing technology and assets, shifting service requirements and a lack of an accurate, centralised view of distributed assets and their related financial sustainability. This put VHBA at significant risk; there was little visibility as to the state of these essential assets, how they were performing and the cost to maintain them. Further, if we apply industry standard asset degradation assumptions of 3-4% per year, a lack of coordinated intervention could result in consumption equating to up to $664mil lost value to the VHBA portfolio every year (refer Section 4). The combined AIMS Delivery Team (VHBA, aaX and Assetic – refer Section 3) set out to solve this problem, providing a platform which: Use of Best Practice Asset Management Principles VHBA operates within the boundaries of a regulated environment and is driven towards achieving AMAF target asset management maturity and ISO55000 alignment with one source of asset data truth and evidence-based capital investment planning.    This AIMS project enabled VHSSBA’s journey to uplift asset management capability and achieve the following: As a result of this project VHBA can now manage the ongoing risk cost and performance of assets in a reliability-based asset management model, utilising the AIMS platform which enables business capability shift and modernisation of overall organisational asset management. Degree of originality and ingenuity of the solution The AIMS brought together a complex web of data across VHSSBA and its health agencies (simple spreadsheets from small agencies, detailed EAM databases from larger) safely, securely and in-line with regulations. Agencies can now access and manage data through a secure AIMS Portal, allowing aligned strategic asset management planning for each agency and the entire State from one source of truth. AIMS PowerBI dashboard reporting generates a wide range of outputs for individual scenarios and scenario comparison across a range of metrics. These are available for insertion into agencies’ dashboards, with an overarching VHBA dashboard consolidating this information. Comparison reports illustrate how today’s budget decisions affect asset performance, service levels, and subsequent risks into the future. This information is available to all agencies and is consolidated at a State-Wide VHBA level to support options analysis for AMP and SAMP definition. See below AIMS Solution architecture supporting the dashboard reporting capability: Architecture components: Figure 1: System Architecture Components See below examples of asset dashboards available to VHBA and agency staff powered from a single source of truth, mitigating asset risk and aiding efficient investment decisions: Additional Dashboard reporting included: 1   NPV Scenario Analysis 2 Cashflow Projections 3 Asset Service Levels 4 Funding Distribution Analysis 5 Renewal Gap (Backlog Funding Report) 6 Capital Renewal and Work Plans 7 Year Level Comparisons 8 Service Level Comparisons 9 Benefit Cost Comparison Report Figure 2: Dashboard Examples Program and project management At the outset of the project a structured, accelerated delivery approach was used to identify, document, track and manage the consequences of all risks throughout the project lifecycle. Ordinarily this means delivery of pre-scheduled showcases of the solution with significant development between every workshop. However, the onset of the COVID-19 pandemic meant this complex, transformative work was to take place under unforeseen pressure, yet could not risk VHSSBA’s ability to deliver vital day-to-day health services to the community. Success during the pandemic Thanks to agile project management the AIMS team and agencies quickly adapted to working remotely. This in fact improved access and broadened the network of stakeholders involved, fostering an even-greater transparent working relationship. Rather than iterating between scheduled showcases and then gathering feedback, collaboration was more immediate; identification and development of next steps was more iterative and responsive. Successful delivery was now reliant on a change from the normal vendor-public sector entity relationship. The AIMS Team (refer Section 3) brought their respective areas of subject-matter expertise to better understand the project complexities and solve problems pragmatically with no view of blame.  Agencies were brought in quickly as required, increasing their access and subsequent ownership of the AIMS. Having the ‘right people’ involved in sprints increased exposure to complex problems; the AIMS Team’s new motto was to “fail fast”, resolve problems and move forward. AIMS functionality was therefore added more incrementally and a proof-of-concept AIMS was rapidly developed for testing by VHBA stakeholders, showcasing the target state based on best practice asset management reference models and user journeys from Assetic and aaX. Subsequent solution delivery and adoption of business change was tightly aligned – absolutely key to success during the pandemic while working from disparate locations for a state-wide rollout.  Benefit/Value of the project or service to the community or organisation The resultant AIMS will drive benefits to the State and wider Victorian community through two main aspects. Firstly, it enables the proactive monitoring of asset risk – the goal of all asset managers, but increasingly challenging in this complex environment with such varying levels of resourcing, data and maturity across agencies. Assets can now be replaced before failures, preventing serious incidents that can have major impact on staff and patients, and ensuring essential health services are available to the community whenever there is a need. This intervention is driven by proven modelling using best-practice principles and minimal human intervention to drive objective, data-driven decision making and ensure that failure events are predicted before they occur. Secondly, the AIMS will enable asset investment prioritisation through an evidence-based approach

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Department of Fire & Emergency Services – DFES Continuous Improvement Model

Effective asset management is critical for meeting organisational objectives. An independent assessment of DFES maturity levels of current asset management practices, against industry recognised frameworks, identified gaps and the following areas of improvement: To address the gaps and support the Strategic Asset Management Framework, the Operational Research and Development (ORD) branch developed and implemented a Continuous Improvement Model (CIM) (Figure 1). The CIM has been piloted successfully to develop and improve the DFES operational fleet, it will also be utilised for new / improving operational assets. Figure1 The Continuous Improvement Framework/Model The CIM involves five areas that align to the ‘Act | Plan | Do | Check’ asset design cycle: A key component of the CIM is the new DFES Asset Design and Delivery Model (ADDM), used for the continuous improvement of assets currently under development. It focuses on the initiation process and the processes activated once an asset has transitioned to ‘in service’. The Asset Design and Delivery Model (ADDM) applies to the plan/design and the acquire/build components. The CIM encompasses the whole asset design cycle. The CIM considers the initiation process, where change requests and ideas for new concepts and improvements are assessed and processed in a structured and governed way. Requests are assessed and prioritised based on risk and benefit, and the appropriate level of governance is determined. Requests may be tracked to identify trends and grouped to achieve economies. The ADDM commences following this initiation process. The CIM also considers the processes arising once an asset has transitioned to in service, including commissioning, handover and training and feedback channels. As part of this, the Operational Fleet Project developed the ‘New to Service Evaluation Process’, designed to enable end users to evaluate new builds over an extended period, with their feedback being captured and fed into the CIM for consideration in future build programs. The overarching guiding principles describe the intended level of quality and suitability of the final asset. The asset needs to be well equipped and well suited for its designated role or purpose. It implies that ‘one size does not fit all’. Minor configurations to a base design will result in assets that are reflective of local environments and needs, to better protect the community. The Guiding Principles of the CIM include: End User Involvement through Project Advisory Teams (PATs), to leverage and harness the wealth of knowledge and experience across our vast end user community, across all services in the state, including our 26,000 volunteers. End user input is crucial to fleet design and evaluation and provides opportunities for innovation. Collaboration and Consultation. The CIM is characterised by embedded collaboration and consultation with end users, and cross-functionally within DFES. Two-way communication and information sharing to improve planning and outcomes.  Enhanced Visibility and Transparency, clearly identifying and defining roles, responsibilities and activities, managing stakeholder expectations throughout the process. An online Fleet Catalogue has been developed for the DFES website, to improve public access to information. Evidence-based Decision Making. Decision gates at key points through the CIM ensures agreement and completion of actions before proceeding; issues and risks are flagged early; structured documentation processes ensures all feedback is captured for inclusion / consideration. Simple – Sustainable – Flexible. This CIM is designed to be robust yet simple, driving consistency and sustainability. Flexibility enables its application to various situations and asset types. Past projects were progressed without using a standardised process, involving end user analysis or prototype evaluation resulting in asset specification, tender responses and outcomes not meeting State or end user requirements. To achieve the objectives and outcomes required to manufacture fit for purpose operational assets, DFES endorsed the ADDM and Project Advisory Team’s (PATs) were established to facilitate and guide the design and delivery, to deliver the best outcomes for end users. The ADDM has been piloted and streamlined to deliver the design, specifications, first of type and ongoing build over $500m worth of contracts for DFES operational fleet. The subsequent delivery of a ‘Fit for Purpose’ response fleet will better equip all fire and emergency services.  Whilst the ADDM was piloted with ‘Operational Fleet’, broader application across all DFES assets has occurred including equipment, personal protective clothing, uniforms, ICT communications and facilities, utilising the three key phases of Concept Design, Acquisition and Asset Acceptance. (Figure 2) Figure 2 The Asset Design and Delivery Model Key Features of the ADDM: Contract owners, asset owners and cross-functional teams, including PATs, Project Coordinators, Contract Category Mangers, Service Delivery Managers and ORD Coordinators (Figure 3) all have key responsibilities to manage business improvement projects. Projects vary in size, cost and complexity dictating which ADDM activities are necessary and the depth of planning/reporting that needs to occur within each stage. The ORD branch is responsible for facilitating these projects through the ADDM, as well as project coordinating for key areas of research projects. Figure 3 Key functional Teams There are several points through the ADDM where PAT members are engaged to assist with concept design, functional specification development, evaluation of submissions from the tender process, validation of First of Type build and, finally, asset acceptance. Figure4 PAT touch points The enduring nature of a PAT is maintained throughout the continuous improvement cycle of the asset type, representing end users in annual (or as required) meetings. They act as the reference point for reassessment or whether enhancements to the design and future builds are required, to ensure the continued evolution and Fitness for Purpose of the asset. The CIM and ADDM ensure DFES have operational assets that are fit for purpose. End users will have input, accept the outcomes and have opportunity to trial replacement models. Minister for Emergency Services Fran Logan MLA and Fire and Emergency Services Commissioner Darren Klemm AFSM recently unveiled eight new firefighting appliances at the WA Fire and Emergency Services Academy. The new additions include enhanced safety features, increased water capacity and improved off-road capabilities for urban and rural brigades, groups and units. The Operational Fleet Project has been described as: “DFES has

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AECOM – Success Enabled by Diversity: Our Asset Management Team

  Summary of your asset management team AECOM’s Strategic Asset Management and Advanced Materials (SAM&AM) team is led by Dr Frédéric Blin, who has displayed a strong commitment to developing a unique talent pool. The team consists of 18 individuals, varied in education, race, cultural background, age, and gender, and have contributed to some of Victoria’s most significant projects. Female composition is 63% overall workforce, 62% senior management, and 67-100% graduates.Team members speak multiple languages, including French, Mandarin, and Greek, with many having worked globally, including France, Hong Kong, China, and Iran. Individuals are specialised in Asset Management, Materials, Chemical, Civil, Electrical, and Mechanical Engineering. Demonstration of Organisation Leadership in creating and maintaining. Since the team’s inception in 1998, leadership has always recognised the importance of establishing and growing diversity as the key to achieving a high-performance team. A focus was placed on bringing individuals into the team on merit, prioritising skills, talent and particularly character to encourage high performance and enhance team culture. By continuously seeking opportunities to learn and improve as a team, we have been able to grow diversity levels and create an inclusive and engaging work environment. AECOM has played a key role in facilitating the team’s journey; from 2015 a more central emphasis was placed on promoting and encouraging diversity, equity and inclusivity, targeting these values in change management processes and strategies. In 2020, AECOM Australia established female participation targets to achieve 40% overall workforce, 25% senior and middle management team, and 50% graduates by 2022. The SAM&AM team is recognised as a diversity leader within AECOM, already surpassing these targets with a 63% overall female workforce compared to AECOM global and Australia’s 23% and 35.8% female staff, respectively. AECOM’s encouragement and push of wider policies to promote diversity, particularly in recent years, have helped to act as a catalyst for further team growth. For instance, the graduate recruitment process had typically been handled by individual teams, with the SAM&AM team predominantly hiring talent possessing traditional materials and engineering backgrounds from a single university. Handing over the recruitment process to wider AECOM allowed the team to access a broader pool of talent, including individuals from non-traditional backgrounds such as electrical, computer systems and mechanical engineering.  Strong cultural values that have promoted building and retaining a highly diverse team have been developed in AECOM’s wider policies and framework. Key areas that have been targeted since 2015 have included gender pay gap analysis, promoting career progression for high-performing individuals, and encouraging flexibility for all genders. AECOM is a global leader in closing the gender pay gap, annually conducting a detailed analysis to recognise discrepancies and act proactively. From 2015 to 2020, AECOM Australia has dedicated over $1.7 million to gender remuneration and equality gap analysis. AECOM has also solidified its position as a leader of diversity, starting senior female sponsorship and mentorship programs that allows high-potential women across the business to be partnered with leadership members. These proactive efforts to encourage diversity and reduce gender bias help to create a work culture that encourages retention of staff within both the SAM&AM team and AECOM-wide. This is evident by the high number of women in senior leadership position (62%) within the SAM&AM team, reflecting a work culture that promotes equality in career development and recognises the importance of diverse leadership. Diversity has also been retained and built through AECOM and the SAM&AM team’s encouragement of individuals to grow in roles outside of the organisation. Several individuals within the SAM&AM team have developed professional relationships with universities and associations. This has enabled authoring of numerous technical reports and publications in areas such as durability and lifecycle approaches, with Dr Frédéric Blin recently publishing an article in Consulting Matters on the topic of diversity and inclusion. Members have been able to lecture on durability and asset management in a range of forums, including RMIT, Melbourne Uni, Swinburne Uni, and the Australasian Corrosion Association. This encouragement of engagement in roles outside of AECOM promotes diversity of knowledge, improvement of skills, and facilitates extensive networking. Several SAM&AM members have joined Asset Management teams in client organizations over the years, not only validating our culture of technical and personal growth but also strengthening and growing the profession generally. Demonstration of Innovations in your asset management team The SAM&AM team has displayed innovation both in terms of its systemic approaches to increasing diversity and through the delivery of unique solutions. SAM&AM encourages exposure to complex and varying projects for all team members, particularly young professionals, thereby allowing talent to be fostered. Members are not limited by position or ranking, allowing everyone to contribute their unique skills. For instance, from 2019 to the present, some junior members of the SAM&AM team have been given the opportunity to work on the major project Metro Tunnel Melbourne as Independent Reviewer (MMIR). This has enabled young professionals to work alongside highly regarded seniors, providing individuals the chance to excel and take on multiple responsibilities. As 2020 saw limitations imposed as a result of COVID-19, AECOM, the SAM&AM team, and major projects, including MMIR diverted from a traditional company setting to encourage flexible working options, thereby allowing staff who were unable to be in the office for personal reasons to commence working from home. Thus, team members have been allowed to work diversely and in settings where they can continue to perform at their best, resulting in an overall more inclusive workspace. Similarly, as meetings moved to a virtual setting, unique and innovative approaches to encourage diversity were developed. Team members of SAM&AM have been encouraged to add digital backgrounds that highlight the support of key events such as pride week and NAIDOC week. These have not only helped individual team members to feel they are working in an inclusive and open space, but also function to externally identify the team as a supporter and promoter of diversity. Diversity has been encouraged within the SAM&AM team through the promotion of collaboration and networking within AECOM. Recently, members of

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V/Line – V/Line’s Certification and ISO55001

Projects, products or frameworks that demonstrate new techniques or innovative approaches to asset management best practice at any or all of its life cycle stages. 1.   Summary of the project: The Asset Management Framework team at V/Line championed a two-year accelerated program to refine and develop the Asset Management System gaining approximately 25% uplift in maturity and being the first government organisation in Victoria to be ISO 55001 certified. The team applied the Global Forum for Maintenance and Asset Management (GFMAM) framework allowing for a systematic approach for communications, training and assurance programs. The certification journey required leveraging on existing processes, creation of governance bodies, development and adoption of foundational frameworks, artefacts and processes, training and awareness programs, and enterprise wide continuous improvement programs. 2.   Description of project or framework addressing the assessment criteria Starting baseline prior to 2018. The key challenges at the time of starting V/Line’s Asset Management maturity journey – Driver for change: Partnership Agreement (2017) with DoT stated a requirement to attain ISO 55001 Certification by Jan 2021 The Asset Management Journey gained momentum in 2018 when teams were established to support the foundational work. A “High Level” ISO 55001 gap analysis was conducted and found over 90% major non-conformance to the standard. The fast tracked program required a transformation of the business to become certified to ISO55001 within two years. Some of the foundational developments were: To understand the landscape of improvements required to meet certification and beyond, a baseline maturity was determined in 2019. The outcomes found that V/Line were at 35% maturity and required a serious of improvements to close the gap on certification requirements. The first year of intensive continuous improvement initiatives and implementation saw an uplift to 41% maturity (scope of maturity was reduced to ISO clauses) and closed all ISO55001 clause gaps resulting in certification being achieved before deadline. Benefits to date: 3. Opinion as to specific contribution made by the nominated individual/team/organisation The Core Team (Asset Management Framework Team) drove the program over the two years: The team, led by Raymond Ngo, essentially created the improvement program based on ISO 55001 non-compliance and GFMAM requirements. The program was rolled out Enterprise wide, and required intense training programs, coaching sessions from Executives, to senior leaders as well as field staff and monthly catch ups to monitor progress of the enterprise program. The fast tracked program could not have been achieved without the tremendous efforts of Raymond Ngo, Andrew Norman, Gerard Domingo, Thapelo Oageng and Fiona Beckley. 4. General comments you may wish to add The AMF team had a unique approach in adopting the GFMAM framework as it became the basis for every part of the Asset Management System. Colour coding of each GFMAM subject was used in all comms, in strategic documents, and even as invites for maturity assessments. The consistency and application of colour helped get messages across quicker. The systematic approach also allowed for a cleaner and easier line of sight between Corporate KPIs and Asset Management KPIs. Existing processes and practices were leveraged against and mapped accordingly to the asset management system:

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Kaz Minerals – Automated Reporting Package for Defect Elimination

About KAZ Minerals Bozshakol KAZ Minerals Bozshakol is a large scale, open pit copper mine located in North-East Kazakhstan. The concentrator has an annual ore processing capacity of 25 million tonnes and a mine life of 39 years. Bozshakol commenced production of copper concentrate in February 2016 and was declared commercial in October 2016. KAZ Minerals has another operation called Aktogay, located in Southern Kazakhstan, which has a concentrator identical to Bozshakol’s. Aktogay commenced production of copper concentrate in December 2015 and was declared commercial in July 2016. Figure 1 (a,b,c) – KAZ Minerals Bozshakol Images Source: 1 Summary The KAZ Minerals Bozshakol Reliability Department for Fixed Plant has developed an Automated Reporting Package. This package ensures defect elimination by successfully transforming asset failure data into actionable value-adding information. The processes were introduced to an inexperienced Reliability workforce at an immature site. This workforces has been able to manage these processes to achieve a positive outcome for the business. 2 Description of Framework 2.1 Asset Management Best Practice Principles Figure 2 – Feedback of Analysis from Collected Reliability and Maintenance Data Source: ISO14224:2006 Section 6 2.2 Originality and Ingenuity The reporting structure of the Automated Reporting Package is as follows: Report Snippet Purpose Daily Show run-hours for critical assets over the last 24 hoursShow milled tonnes over the last 24 hoursShow all downtime events for the last 24 hours including downtime category, reason and commentsEnable Supervisors, Foremen, Superintendents and Managers to assign corrective actions for downtime events as soon as they occurUsed to supplement crew handovers Weekly Show availability trends for the last 20 weeks Show downtime trends for the last 20 weeks by category (i.e. Mechanical, Electrical, Instrumentation, DCS)Show top 5 downtime events for the last 5 weeks to highlight recurring downtime events Show availability and downtime event details for the entire week to ensure corrective actions are in place for each downtime eventUsed to supplement handovers during roster changes Monthly Show monthly availability and downtime trends against targets to enable acting on deviations from targetsShow YTD availability and downtime to enable making data-driven strategic maintenance decisionsShow Pareto of downtime events to enable Superintendents and Managers to assign corrective actions for downtime eventsSupplement monthly Reliability meeting to drive defect elimination and hold stakeholders accountable to their actions Used to supplement handovers during roster changes Quarterly Show availability trends clustered by quarterShow top 7 downtime events for each quarterShow top 10 YTD downtime events by category: Mechanical, Electrical, Instrumentation, DCSEnable making data-driven strategic maintenance decisionsSupplement OPEX and CAPEX planning Year-to-Date Dashboard Printed and placed on noticeboards Provide a snapshot of availability and downtime for the concentrator which can be understood at all levels in the organisation from Senior Manager to TechnicianShow availability and downtime trends per monthShow planned maintenanceShow top 10 YTD downtime events by category: Mechanical, Electrical, Instrumentation, DCSShow top 10 unplanned downtime events for each month Table 1 – Structure of Automated Reporting Package 2.3 Program Management The Automated Reporting Package enables defect elimination by ensuring corrective actions are in place for each downtime event. For the framework to be effective, the following supporting processes have been implemented: Figure 3 (a,b) – Daily and Weekly Downtime Validation and Correction Processes Source: KAZ Minerals Bozshakol Downtime Management Procedure Figure 4 (a,b) – Quick Reference Guides Source: KAZ Minerals Bozshakol Quick Reference Guides Developed by Reliability Department Figure 5 (a,b,c) – Snippets from Excel Tutorial Videos for Creating Downtime Reports Source: KAZ Minerals Bozshakol Reports Tutorial Videos Recorded by the Reliability Superintendent 2.4 Benefit to the Organisation Figure 6 (a,b) – Improvement in Availability Consistent Reduction in Unplanned Maintenance Downtime Source: KAZ Minerals Bozshakol Reliability Reports 2020 Report   Before Automaton   After Automation     Reliability Engineer Translator   Reliability Engineer Translator Daily   20 minutes –   2 minutes – Weekly   2 hours 30 minutes   2 minutes – Monthly   20 hours 4 hours   4 hours 1 hour Quarterly   20 hours 4 hours   2 minutes –     545 hours 40 minutes 90 hours   62 hours 2 minutes 48 hours Total   635 hours 40 minutes   110 hours 2 minutes           Savings   525 hours 38 minutes Table 2 – Reporting Hours Saved: 525 hours per year 3 Specific Contribution The reports are one-click-automated reports developed in-house by the KAZ Minerals Bozshakol Reliability Department. The specific process for analysis of asset failure data and its transformation into actionable value-adding information follows an Extract-Transform-Load (ETL) methodology and is as follows: Figure 7 (a,b) – PowerQuery and Excel Data Model with Linked Tables Figure 8 (a,b) – Data Transformation by Pivot Tables, Formulas and Data Visualisation Figure 9 (a,b) – Excel Macro and Standard Naming Convention for Reports 4 General Comments The Automated Reporting Package is part of a higher level Reliability Workflow which underpins all the work undertaken in the Reliability Department at KAZ Minerals Bozshakol (Figures 10 and 11). No. About 1 Reliability Workflow 2 Reliability KPIs 3.1 Procedure: Root Cause Analysis 3.2 Procedure: Downtime Management 3.3 Procedure: Maintenance Strategy Improvement 4.1 Standard Safe Work Instruction 4.2 Standard Checklist 4.3 Maintenance Strategy Improvement Report 5.1 Shutdown Reliability Inspections Workflow 5.2 Shutdown Reliability Report 5.3 Shutdown Work Request Extract Report 5.4 Shutdown Inspection Asset Condition Report 6.1 Standard Root Cause Analysis Report 6.2 Root Cause Analysis Tactical Plan Report 7.1 Daily Reliability Report 7.2 Weekly Reliability Report 7.3 Monthly Reliability Report 7.4 Quarterly Reliability Report 7.5 Yearly Reliability Report 7.6 Year-to-Date Reliability Dashboard Figure 10 – Automated Reporting Package within Higher Level Reliability Workflow Figure 11 – KAZ Minerals Bozshakol Reliability Workflow Showing where Automated Reporting Package Fits In Comments from KAZ Minerals Bozshakol Maintenance Manager – J.G. The idea that an inexperienced workforce at an immature site could introduce and manage these processes to achieve some positive outcomes for the business is a good story. Comments from KAZ Minerals Bozshakol Operations Manager – B.K. The automated reporting package for defect elimination is an excellent tool that has brought both measurable and behavioral improvements

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WSP – Diversity

The strategic asset management team aims to foster a stimulating and safe work environment where our people can flourish personally and professionally, regardless of their position, background or gender. They believe in supporting and promoting an inclusive and diverse workplace and embody this through empowerment and transparency. These beliefs are exhibited through their diverse team, led by Rose Barns-Graham, with individuals of varying backgrounds and genders holding positions from graduate through to leadership level. In order to offer opportunities for continued development to junior to mid-level staff, as well as ensure clients receive the best outcomes from a diverse range of specialists, a number of initiatives have been put in place.

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NSW Telco Authority

In January 2021 NSWTA had no effective Asset Management leadership, highlighting risks to the networks resilience, service deliver and financial sustainability. In less than 12 months, NSWTA has established strategic asset management function with enterprise wide scope that has delivered:

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United States Air Force – BUILDER Data Confidence Dashboard

BUILDER Data Confidence Dashboard Pinpoint which AIR FORCE Facilities Have Good Data SUMMARY:  The United States Air Force is working to mature its Asset Management processes, procedures, and strategies to an end-state that optimizes life-cycle management while balancing risk and fiscal constraints.  The Sustainment Management System (SMS) BUILDER experts came together over the course of a year and a half to transform how we measure confidence in SMS data transforming building-level decisions. DESCRIPTION:  Limited infrastructure funding demands smarter facility sustainment and repair decisions to keep power projection platforms performing at capacities required by today’s evolving missions. Smart decisions start with accurate data. By adapting industry concepts to Air Force needs, the team devised a revolutionary metric combining 13 measures of data confidence, transforming lengthy lists of anomalies from data quality reports into a straightforward rating for each facility. This metric delivers a simple guide to which building condition data can be trusted and which is suspect. BUILDER data is used for decisions daily at all levels of the enterprise. The Data Confidence metric bridges the gap between collecting data and making decisions by summarizing the enterprise’s trust in the data beforehand. Analysis demonstrated to Higher Headquarters how BUILDER data is good enough for enterprise analysis despite issues with many individual buildings and how targeted initiatives are already improving confidence numbers. The team developed a user-friendly dashboard to automate the calculation of the Data Confidence metric and allow decision makers at all levels to interact with their BUILDER data and investigate potential quality issues. It gifted decision makers with a BUILDER expert’s intuition about data’s suitability for decisions. Data Confidence dashboard connects with 3 other Facilities Activity Management dashboards for full spectrum visibility of vertical assets. In the Air Force VAULT, decision makers can get an instant, automated read on the data confidence for any of 35,000 buildings they need to decide on. This previously could only be done manually by a handful of Air Force BUILDER experts. OPINION:  Anyone who has interacted with BUILDER Sustainment Management System data has sensed the obvious potential. The Army-developed, OSD-mandated database’s ability to track the condition of every facility in the Air Force down to individual components, to project how that condition will degrade over time, and to predict the costs needed to sustain and repair the facility, are powerful capabilities for asset management. Yet anyone who has interacted with BUILDER has also quickly realized this power is only effective if the data used to populate BUILDER is accurate. Garbage in, garbage out, as they say.  The fact is, BUILDER data is being used by decision-makers at all levels of the Civil Engineer enterprise on a daily basis. Even if some of the data is suspect, we should not throw out all of it. So how do we identify where we can trust the data and where we should exercise caution? That was the problem statement for the BUILDER Data Confidence Working Group, a team of Air Force Installation and Mission Support Center and AFCEC experts on BUILDER and data science, who developed the newly released BUILDER Data Confidence dashboard. After all, expert BUILDER analysts can tackle this exact problem on a case-by-case basis. Present them with a building’s data, and they can point to anomalies in the data that reduce their confidence in the accuracy of the Building Condition Index, or BCI, outputted by BUILDER. The Working Group adapted industry concepts to automate this expert skill for decision-makers t all levels and summarize these anomaly lists with a simple confidence rating for a building’s BCI of High Confidence, Medium Confidence, Low Confidence, or No Confidence. This information is now available in a user-friendly dashboard on the Air Force VAULT for anyone with VAULT access. (The link is There, users can filter the Overview page’s list of 35,000 Air Force vertical facilities down to the installation, Category Code, or Mission Dependency Index, or MDI, tier they are interested in. Once they have honed in on a particular facility, they can jump over to the Drill Down page to see a detailed breakdown of the particular anomalies driving the calculated confidence level. Those anomalies fall into 13 types, as identified by Air Force BUILDER experts, and each type receives a confidence rating. The overall confidence in the BCI is then the worst offender of these 13 anomaly types. No data entry occurs in the dashboard, and even those without BUILDER access can use it to dive into the intricacies of the authoritative database. That said, if a user’s investigation uncovers data issues that need to be fixed they must go into BUILDER itself to make the changes. The Data Confidence dashboard is connected to three other Facilities Activity Management dashboards for full spectrum visibility of vertical assets. Ultimately, the BUILDER Data Confidence dashboard is a guide, not a verdict on the data. It does not have all of the context a decision-maker uses, only what is contained within BUILDER. In addition, the confidence rating only refers to the likely accuracy of the BCI itself, not the confidence rating in a particular decision, such as whether to demolish, repair, or replace. Still, it can provide reassurance that the starting point for many decisions, the condition of the facility, is reliable, resulting in more confident decision-making.  If you would like to learn more about the BUILDER Data Confidence dashboard, please reach out to Ben Graf ( and John Glass ( at the Air Force Civil Engineer Center (AFCEC/CPR).  Photo of BUILDER Data Confidence Dashboard

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Ventia – Optimising Performance of Traffic Signal Controllers for optimal asset value

1 Executive Summary Replacement of physical assets at the end of their design life is not always possible due to cost constraints, location of the asset, and competing asset priorities. Corrective Maintenance of assets can also be costly, especially in remote areas where travel costs can far outweigh costs of undertaking the actual maintenance task.  By implementing a series of asset management optimisation techniques, Ventia has increased performance of Traffic Signal sites on their SRAP Contract without the need replace the asset. Traffic Signal Controllers that have been frequently caused to fail through environmental influence have been upgraded or swapped to locations where the environmental influence is less likely to occur, and if it does occur is close to a depot, ensuring rectification can be made and the asset can be restored into service within specified contractual timeframes. 2 Description of Project Background In July 2021, Ventia began work on the Sydney Roads Assets Performance Contract, a performance-based contract for Transport for New South Wales. Under the contract, Ventia provide road maintenance and asset management services to the Parklands zone and Intelligent Transport Systems (ITS) throughout Regional NSW. The Parklands zone covers the western corridor of greater Sydney and consists of more than 919 kilometres of road, 158 bridges, 1 tunnel, 681 kilometres of cycleway, 186 kilometres of roadside safety barriers, 23,800 traffic signs and 708 traffic signals. The contract also includes the management of ITS across the Parklands zone and Regional NSW consisting of 7,672 streetlights and 5,312 other assets. Western Sydney and regional NSW will experience a significant growth over the coming decades with the construction of the new Western Sydney Airport and forecast population growth. As this happens, it is critically important that our infrastructure assets support this growth in a way that appropriately balances cost, risk and performance. The challenge Traffic signal controllers are electrical devices which are installed at each signalised intersection on public roadways. They are considered a safety system, allowing road users to safely navigate road junctions whether they be in a vehicle or not. However, should they fail, there may be dire consequences as the traffic lights would either be flashing yellow or not working at all. For a traffic signal controller to be installed, it must first be approved by the asset owner. Standards and specifications for such devices are developed in consultation with subject matter experts from both the public and private sectors. While advances in technology, design and operational methodologies have changed, the same cannot be said for controllers installed before these amendments are released. To replace an existing traffic signal controller with a current model costs tens of thousands of dollars. However, by performing targeted upgrades it is possible to increase asset reliability and extend the useable life of the controller while also significantly reducing ongoing maintenance costs due to updated design methodologies addressed by these upgrades. The Solution Ventia’s SRAPC Parklands team have installed Surge Diverters to Traffic Signal Sites that have been identified as potentially high-risk sites. The sites have been identified by analysis of asset inventory and asset performance data. Through the analysis, Traffic Signal Controllers that have regularly fail through environmental influence have also been identified and swapped to locations where the environmental influence is less likely to occur, and if it does occur is close to a depot, ensuring rectification can be made and the asset can be restored into service within specified contractual timeframes. Ventia have recognised the need to appropriately and effectively balance the cost, risk and performance of an asset to deliver optimum value and have brought a solution to the client that which utilises best practice asset management principles to achieve this. Outcomes Ventia has seen a significant improvement in asset reliability and a reduction in maintenance costs with this approach. This correlates directly to a reduced risk to Ventia and our client, and an improvement in road safety for motorists and our maintenance teams on the road. Additionally, non-productive site attendances are significantly reduced, bringing value to the contract, client and customers (general public). 3 Opinion of Specific Contribution and Comments Availability of Traffic Signal assets is paramount, not only from a KPI perspective, but also from an operational expenditure and safety perspective. To observe a significant improvement in the availability and reliability of the asset not only assists in being able to predict maintenance activities and extending the interval between visits, but also allows for further improvement of the network of assets as the upgrades form the basis for newer emerging technology to be implemented and deployed. By using the real-time job-dispatching platform, technicians that respond to urgent faults are then provided controller upgrade jobs that are closest to them. Given that Ventia maintain 825 TCS assets (and growing) across New South Wales as part of the SRAP Contract, it is believed that productive travel time is important in maintaining job satisfaction and safety for the technicians, particularly those in regional areas. This is a marked improvement to cost, risk and performance of the asset base and contract as a whole. Supporting imagery

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The impact of climate Change on Horizon Power’s energy distribution network

1.          Project Summary Horizon Power’s energy network currently powers over 48,000 customers in remote and regional WA. Potential weather event changes due to climate change pose an unknown risk to Horizon’s assets and ultimately to customer electricity supply. Understanding this risk will influence long-term operational and strategic asset management decisions. In collaboration with KPMG, Horizon Power developed a ground-breaking stochastic model to quantify this risk. The model combines catastrophe and chronic weather modelling supplied by Risk Frontiers with energy distribution network dependency and asset restoration modelling. It forecasts financial and non-financial impacts of acute (bushfires, floods, cyclones) and chronic (heat, wind, humidity) risks. 2.     Project Description 2.1 Asset Management Principles Output Focus and Capabilities When electrical assets, such as a power pole, fail due to a climatic event, there is a financial cost to repair or replace the asset. More importantly, there is a period where Horizon Power’s customers are left without power. Whilst existing standards provide adequate risk mitigation in historical and current climates to inform asset planning and budget cycles, the potential impacts of climate change on above ground assets in Western Australia required further investigation. Our project maintained a focus on quantified outputs by assessing physical climate risk through a mix of financial and non-financial indicators. For every simulation, the metrics below were forecasted: The non-financial metrics ensure that a high-level focus was placed on outcomes for Horizon Power’s customers. These metrics align with Horizon Power’s ambition of delivering energy solutions for regional growth and vibrant communities, through the provision of robust and resilient electrical assets and supply to mitigate the projected impacts of climate change. Horizon Power worked closely with KPMG to collate all data and assumptions required to calculate these metrics. Level Assurance The stochastic model captured the ‘volatility’ of acute and chronic weather events and the impact they cause. Quantifying the volatility associated with the risks allows Horizon Power to understand, assess, and potentially mitigate that risk. The results provide flexibility to analyse impacts across many forecast scenarios.           Climate Scenarios (based on greenhouse gas intensity): Return Periods (“RP”) Projection Years Learning Organisation The impact of physical climate risks on assets are changing and will continue to change. Prior to the delivery of this project, the extent of these risks had not been quantified. This project provided tangible insight into that unknown. To action these learnings, the final report from this project was disseminated to key stakeholders in the business, including senior management. Its insights will be used to influence informed asset management decisions including: 2.2 Originality and Ingenuity A typical physical asset risk assessment would be conducted by insurance providers, and only if those assets were insured. Insurers have used catastrophe models in their pricing processes for decades. The limitations of this approach is: The challenge of combining both the financial and customer impacts of climate risks demanded an innovative and advanced modelling solution. To our knowledge, this is not something that has been previously done to the precision and robustness delivered.  The key innovative elements of this model include: The flow chart below depicts the logic flow of the stochastic model: The schematic below depicts the data and information flow modelled within the stochastic model: The ingenuity is also driven by the high-quality catastrophe modelling by an experienced team of climate scientists within Risk Frontiers. 2.5 Project Management This project was driven by Horizon Power and involved input from a wide variety of stakeholders and SMEs from within Horizon Power, KPMG Actuarial, KPMG Engineering and Risk Frontiers.   Managing expectations of stakeholders from different fields of expertise and maintaining buy-in from all parties can be a significant challenge. The key project management features which ensured the project’s success were: The iterative feedback cycle ensured all stakeholders remained engaged and their collective insights were represented in the project deliverables.  2.6 Organisational and Community Impact As outlined previously, this analysis will not only shape understanding but also directly impact key policies. Any organisational impacts (reduced asset replacement costs, reduced outages) will have implications for the community through reduced electricity costs and a more reliable power supply, offset by investment costs used to enhance asset resilience. There is also a positive community impact generated from climate change impact analysis that is shared through climate related disclosure reporting. The more detailed understanding individuals and business have about the threat posed by climate change, the more support for environmental action increases. This area of research is an important mechanism to drive change. 3.      Opinion Horizon Power provides electricity to remote and regional Western Australia spanning the largest service area of any Australian energy utility as well as the most geographically and ecologically diverse regions. Future climate projections indicate regional Western Australia, already exposed to a harsh and challenging climate, will face significant and complex changes across its vast area. The Asset Vulnerability Assessment project provides quantification and digitisation of geospatially specific risks spanning temporal and climate projection horizons for our network and generation assets in the Exmouth area. This was a complex undertaking requiring a mutli-faceted approach, that varied significantly from a standard approach to catastrophe modelling as the focus was strongly weighted to social parameters, primarily protection of customer supply. The outcomes of the assessment are being used to inform future network and generation planning, capital budget expenditure and workforce planning to ensure that we support asset and community resilience into a uncertain future climate. Alastair Trolove Manager Sustainability, Horizon Power 4.       General Comments 4.1 Project Deliverables As part of the delivery of this project, KPMG provided the following deliverables to Horizon Power: In combination, these three deliverables provide: Together, these deliverables will maximise the impact of the project on Horizon Power’s asset management policies. 5.2 Future Developments Climate change is a new frontier of risk where understanding is improving over time. The approach that we have developed in collaboration with KPMG, supported by climate data delivered by Risk Frontiers, is a continually improving and business-integrated model. There is significant potential for development, which may

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Future Maintenance Technologies – Autonomous Rails Asset Inspection Robots

1 SummaryFuture Maintenance Technologies (FMT) developed an autonomous inspection solution for theRailway industry. This solution utilises a combination of ground based robots and unmanned aerialvehicles (UAVs) to automate inspections.FMT worked closely with Downer Rail & Transit Systems (RTS) to undertake a pilot that woulddemonstrate the technology and benefits provided across two rail sites in Victoria and NSW.Development of the solution included: FMT demonstrated its capability through 3 different types of robots: Project Description Future Maintenance Technologies (FMT) has developed sensor technology that allows multiplerobot platforms to be used to automate of inspection tasks. Underframe Inspection Robot: The robot utilises the latest Light Detection & Ranging (LiDAR), Laser and Opticaltechnology to conduct Train inspectionsIt has a selection of pre-built inspections such as: The robot collects high resolution imagery and profile data that can be used to further develop other specific inspections. An example of how the robot works: Walking Robot: Boston Dynamics mini spot robot equipped with lidar and RGB cameras toinspect: Autonomous Drone: The drone utilises the Infrared & Optical technology to identify Facility condition and defects The system collects high resolution imagery and profile data that can be used to develop specific facility and rail infrastructure inspections. The drone technology equipped with RGB cameras to inspect: Use of Best Practice Asset Management Principles In order to ensure that the automation provided from FMT’s technology solutions, best practice Asset Management Principles were applied by reviewing the Technical Maintenance Plans for each Asset type. This activity was used to identify the potential tasks that: Degree of originality and ingenuity of solution FMT’s solutions are innovative and further develop current practices to cater for the workforce of the future, by taking advantage of the latest technology being developed across the world. Underframe Inspection Robot: Boston Dynamics spot mini: Drone: Program and project management: FMT was responsible for co-ordinating a pilot program across three states and multiple key stakeholders. This included the CSIRO Robotics Team from Queensland, the Auburn Maintenance Centre for the Waratah Train Inspections in NSW and the Pakenham Depot for the HCMT Train inspections in Victoria. Benefit/Value of the project or service to the community or organisation FMT has provided significant value to the local community and rail industry. This includes: Benefits to the organisation The FMT team has spent significant effort in the creation of robotics capability to ensure thatbusiness benefits are realised. FMT’s solution provides the following business benefits: Safety: Operations Optimisation: Repeatable Accuracy: Cost Reduction: General Future Maintenance Technologies is working towards the continuous improvement of AssetManagement in the Rail industry – by helping implement the latest robotics technology and creatingjobs of the future.This is driven by the increased demand for passenger rail transport. In Australia alone, there areunprecedented resources being invested to create new passenger services using both existing andnew infrastructure such as the Queensland Rolling Stock Expansion Program, Sydney Metro WestAirport and Suburban Rail Loop in Melbourne.As the number of passenger services grows on existing infrastructure, and existing rolling stock ages,the output of existing maintenance facilities is expected to increase. If existing facilities do not findways to improve capacity the risk of disruption to passenger services will continue to grow andfinancial outcome for maintainers and operators will be at increased risk.Further to this, autonomous inspection robots will change the maintenance operating model bycreating new optimisation opportunities, using an agile and capital-light solution, by: FMT has worked tirelessly over the past 6 months to develop and test its robotics solutions inworking rail environment. This included managing key stakeholders across 3 states, engagement withlocal SMEs and universities and promoting robotics within the rail industry.

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Department of Transport Victoria – Diversity

1.  Introduction The Department of Transport (DoT) is committed to advancing an inclusive workplace culture and teams that are diverse, engaged, valued and high performing, to deliver an integrated transport system that contributes to inclusivity.   DoT’s teams are increasingly diverse with a mix of backgrounds, personality, life experiences and beliefs. Similarly, DoT requires diversity through our social procurement policy, to allow DoT to engage a diverse range of consultants and contractors to complement DoT’s own resources.  DoT has established a Technical Advisory service with the AECOM WSP Joint Venture.  AECOM WSP are also committed to creating project teams that closely represent DoT and the communities we serve, so we can better anticipate and respond to complex challenges.  Through the Asset Condition Assessment Project (ACAP) DoT is developing a clear understanding of asset condition at an individual asset, systems, and network level to meet the State’s objective of providing an integrated safe and reliable transport network. ACAP was set up deliver reliable asset condition data to inform renewal requirements that best balance risk, cost, and performance.  ACAP is being delivered over four phases, between 2018 and 2026.  DoT has engaged the AECOM WSP joint venture to support various ACAP related activities. The Project team established by DoT to develop and deliver ACAP Phase 2, between May 2020 and September 2021, was made up of over 20 individuals from DoT, AECOM and WSP.  This highly diverse team was led by Cassie Khaw, who developed a strong team culture and encouraged strategic thinking, to enable the richness of the strengths and experiences of team members to be harnessed and successfully deliver the project.  2.  Summary of your asset management team The asset management team that was formed for the development and delivery of ACAP Phase 2 epitomised DoT, AECOM and WSP’s diversity and inclusion principles.  The team consisted of 21 team members with a wide range of personal characteristics, including gender (57/43% female/male), ethnicity (>60% of the team were born overseas), family status, and cultural beliefs as well as diversity of thought and experience. More than ten languages are spoken by team members, and ten different cultures are observed across the team, and no two team members have had the same education or experience in the workforce.  3.  Demonstration of Organisational Leadership in creating and maintaining Diversity DoT, AECOM and WSP are all committed to advancing an inclusive workplace culture where our people are safe, diverse, engaged, valued and high performing.  In DoT, this enables us to deliver an integrated transport system that contributes to an inclusive, prosperous, and environmentally responsible state.  DoT demonstrates this commitment through the application of the Inclusion & Diversity Strategy 2019-2023.  DoT’s teams are increasingly diverse with a mix of backgrounds, personality, life experiences and beliefs. Similarly, DoT requires diversity through our social procurement policy, to allow DoT to engage a diverse range of consultants and contractors to complement DoT’s own resources.  At DoT we use our buying power to generate social value above and beyond the value of the services we procure, to provide wider social value to Victoria. DoT has established a Technical Advisory service with the AECOM WSP Joint Venture.  The Victorian Government’s Social Procurement Framework was part of the weighted evaluation criteria in the tender undertaken to engage the AECOM WSP Joint Venture.  DoT benefits from the diversity that AECOM and WSP bring to our project work through this technical advisory service and through both AECOM and WSP’s focus on Diversity.  AECOM WSP are committed to creating project teams that more closely represent DoT and the communities we serve, so we can better anticipate and respond to complex challenges. The Project team established by DoT to develop and deliver ACAP Phase 2, between May 2020 and September 2021 was made up of twenty-one individuals from DoT and AECOM WSP.  The team was highly diverse and developed a strong team culture to enable the richness of the strengths and experiences of the individuals to be harnessed into a cohesive and high performing team.  The team successfully delivered not only ACAP Phase 2, but also brought forward and progressed early stage works for ACAP Phase 3.1.   The asset management team that was formed for the development and delivery of ACAP Phase 2 epitomised DoT’s diversity and inclusion principles.  The team valued and demonstrated inclusion and diversity, providing a work environment that recognised, respected, valued and leveraged the strengths and differences of the individual team members.  The team consisted of 21 team members with a wide range of personal characteristics, including gender (57% female and 43% male), ethnicity (>60% of the team were born overseas), family status, and cultural beliefs as well as diversity of thought and lived experiences.   More than ten languages are spoken, and ten different cultures are observed across the team, and no two team members have had the same education or experience in the workforce. The team worked to make each other and those they worked with feel valued and respected and so that they could comfortably and confidently contribute their perspectives and talents to improve the project outcomes. The team members were not only connected through the work they delivered but also through sharing their culture, especially with respect to food.  Unfortunately, due to remote working through COVID, across the life of the project, the team were unable to share meals in person, but food was often a topic of conversations that the team bonded over virtually throughout the project. The team worked together from the inception of Phase 2 of ACAP, including developing the project scope and to provide leadership, oversight, and analysis through the delivery phase of the project.  Throughout delivery, the team worked to formulate strategies and evaluate options for utilising the condition data from ACAP Phase 2 to model macro level asset renewal investment for DoT. Team members: DoT: Nicola Belcher (F), Adam Schmidt (M), Cassie Khaw (F), Thapelo Oageng (M), Piya Savage (F), Marylyn Goh (F), Thao Holmes (F). AECOM WSP: Frédéric Blin (M), Joel Diamond (M), Michael Battaini (M), Renee Liu (F), Mia Turner (F), Yee Vien Ng (F), Robert Peskin (M), Julie-Anne Latham (F), Bronte

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Establishing Self-sustaining Asset Management (AM) Competency Framework

Summary Transdev Sydney Light Rail (TDS), a wholly owned subsidiary of Transdev Australasia and the O&M contractor to Altrac Light Rail (ALR) for Sydney Light Rail fleet and infrastructure that includes the light rail network in and around Sydney CBD. TDS in-turn oversees the downstream contracts engaging three vendors for maintenance services of rolling stock and track, non-linear infrastructure, and cleaning services. In June 2021, TDS with support from Transdev Australasia undertook detailed review and assessed the need to establish a sustainable and fit for purpose and cost effective “resource and competency management system”. TDS has adopted AM Council’s competency framework along with the certification scheme as standard process for continued professional development of staff which provides the incentive to achieve internationally recognised certification and a cost-effective solution to TDS of assured and recognised competency upliftment. Description of project or framework addressing the assessment criteria 1        Introduction Transdev Sydney Light Rail (TDS) is a wholly owned subsidiary of Transdev Australasia, which is a part of the Transdev Group family of businesses. Since 1998, we have operated Sydney’s light rail network; a popular and iconic transport system used by over 9 million passengers every year. As part of our contract and on behalf of our client, Transport for New South Wales (TfNSW) we deliver maintenance services that involve delivery, assessment, and supervision of the engineering activities to ensure that assets such as light rail vehicles, tracks, signals, communication system, electrical network, control centre, civil structures etc. are available and safe for operations.  The Asset Management Branch (AMB) within TfNSW asseses and authorises organisations to become Authorised Engineering Organisations (AEO) under the “Authorised Engineering Organisation” framework. The AEO is then certified or authorised to provide engineering services to TfNSW. In compliance with the requirements of the current contract, TDS committed to, and achieved the AEO accreditation for asset management systems and engineering services and is required to comply with all the applicable engineering requirements under these AEO accreditation. The AEO requirements include engineering management (design, safety-in-design, configuration management, integration management, safety management, operations, asset management etc.), engineering competency management and stakeholder management (TfNSW, NSW Govt., Community, regulators, vendors etc). To ensure that the organisations comply with AEO requirements, TfNSW conducts routine standard audits to ascertain level of compliance and the areas of concern that may pose risk to public safety due to lack of proper engineering systems and processes in place. As part of their AEO requirements, TDS is periodically audited by TfNSW to test compliance to their AEO accreditation requirements.  One such surveillance audit in May 2021 focused on the competency management system used by TDS and found to have inconsistencies with the AEO competency requirements. As a result, TfNSW issued their audit report with findings to be addressed by TDS to comply with their AEO accreditation requirements. TDS with the support of the parent organisation Transdev Australasia formed an Action Management Team (AMT). The AMT consisted of individuals from within the wider organisation who bring the in-depth experience and understanding of the transport issues, good industry, and asset management practices. The team members were adequately empowered to take relevant decisions and ensure that a long-term sustainable solution is identified that benefits the organisation and sets the example within the Transport cluster of NSW. 2        Action Plan The AMT reviewed the current processes and practices in place at TDS.  The scope of the review was the current practices, applicable reference standards and documents, audit findings and, long term actions that TDS need to deploy across the organisation. In line with Transdev Australasia’s multi-modal asst management strategy and AMBoK, the team developed and implemented comprehensive management plans including Resource Management, Competency Management and Vendor Management   A comprehensive 6-month action plan was developed as shown in the Figure 1. Figure 1: TDS Action Management Plan – AEO Requirements: Competency Management (NC – Non-Conformance) 3        Resource Management Framework Figure 2: TDS Resource management Framework TDS’s Resource Management Framework as shown in Figure 2, incorporates organisational competency requirements to ensure that resources are in place with sufficient capability to achieve business and contract objectives. This framework ensures that individuals with appropriate knowledge, skills and behaviours are engaged to perform activities defined for a specific function, within a specific engineering and maintenance service area or discipline. The framework   supports the identification of competency gaps to facilitate a robust development program. The framework consists of five stages as shown in Figure 2 and explained below. 3.1        Organisational requirements This stage identifies the organisational requirements for the resources and is the first step of managing the resources and is having substages as below. 3.2        Finding right resource for the right job This stage of the framework refers to the recruitment process or hiring the vendors to deliver the services and can be explained through the sub-stages as below. 3.3        Development, Training & Performance Management This stage includes the following as applicable to TDS – 3.4        Goal Setting and Performance Management Figure 3: Goal Setting Triangle Approach Setting the individual’s performance targets is one of the most important aspects of the staff performance management at TDS. TDS has adopted the goal setting triangle approach as illustrated below. In line with the above approach, the functional line managers translate the organisational objectives and ensure that the practical objectives, goals, and targets are get for their teams. It is the functional line manager’s responsibility to explain the team goals to the staff and work with them to identify and set their individual goals. This approach is instrumental in ensuring the alignment between the team organisational goals and team/group goals and, between team/group and individual staff’s aspirations and goals. This process is one of the most important steps in ensuring effective engagement of staff and focussed delivery of the functional outcomes. 3.5        Performance Evaluation & Reporting TDS  now has a revised process for assessing  performance of their staff  in order to identify  competency gaps. These identified gaps are then used to produce a robust development program for each staff member as

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Transdev – Multi-modal Asset Management Strategy (Establishing Asset Management Body of Knowledge – AMBoK

Summary Transdev operates in one of the fastest growing and evolving local transport landscapes in Australia and New Zealand. Transdev manages the public transit authorities’ (PTAs) assets through responsible stewardship. Asset management in public transport is critical to ensuring availability of transport assets across all modes to deliver punctual, reliable and safe customer journeys. To establish a long-term way-forward for an effective, efficient, and fit for purpose strategic asset management system, applicable to Transdev’s business model, we have developed a “multi-modal asset management body of knowledge (AMBoK)” with a flexible “modular” structure that can be applied to or adopted by Transdev entities based on the requirements of their maturity, business, and contractual obligations. Description of project 1        Introduction Governments across Australia & New Zealand, local or federal, have adopted asset management as a key requirement of the partnerships they are offering to private operators and maintainers to manage their physical assets. Certification against the ISO55001 standards is widely used as an assurance of business practices and ensuring sincere stewardship of the government’s transport assets that are managed by private operators through long term contracts. To match the local industry standards and establish a long-term way-forward, Transdev has developed a “multi-modal strategic asset management plan (SAMP)” to assure Transdev’s local and international clients and stakeholders of Transdev’s commitment to responsible stewardship of the assets that are utilised to deliver the services to the customers thereby reinforcing Transdev & entities’ partnership with governments/PTAs to maintain and earn the trust of the community we serve. Transdev is a complex organisation with self-managed business entities established for business/contracts we win across multiple modes of transport. Each business entity is at different level of AM maturity and varying contractual obligations, regulatory requirements and clients / PTAs needs. Transdev recognises that asset management is fundamental to our business and presents a significant opportunity for innovation and continuous improvement. Transdev’s asset management approach and strategy align with applicable standards, government, and PTA’s requirements of aligning the services and asset management to ensure a clear line of sight of the customers and services outcomes that we deliver. The first stage of Transdev’s multi-modal SAMP is to establish AMBoK that comprises of 10 modules. This modular approach provides the framework to the business entities whilst ensuring their organisational independence of decision making. Continual and self-diagnostic assessment of effectiveness of asset management decision making through cascaded analysis of performance against expenditure and corresponding impact on risk mitigation is the foundation of Transdev AMBoK and critical factor of its practical applicability to Transdev businesses. This strategic approach provides clear line of sight to leadership to understand the outcomes of the asset strategies and align all entities under common goal of “mobility”. The modular structure of the Transdev’s AMBoK is an innovative approach that provides systematic flexibility and structure to assess the asset management maturity and identify gaps, adopt the elements of asset management by the business entities based on their current / future needs and applicable contractual obligations. 2        Asset Management Maturity Assessment One of the pre-requisites of any systematic improvement effort is to conduct the gap assessment.  Transdev adopted the industry recognised approach of asset management maturity assessment that not only helped to identify gaps but also provided the level of compliance which is instrumental in setting reasonable and practical targets for asset management maturity in future. Such approach has helped Transdev’s asset team to prioritise the gaps and set realistic timeline to deliver the outcomes and assess the targeted benefits.  Transdev has developed inhouse tool based on – Figure 1: Transdev’s Maturity assessment results in July 2021 Figure 2: Transdev’s gap analysis against the requirements of ISO 55001 standards. Starting level (July 2021), target and current level Transdev was assessed as having an AM Maturity Score of 43% in July 2021 which indicates that Transdev as an organisation is aware of the asset management approach with gradually developing the understanding and was non-compliant with the ISO 55001 standards. The break-up of high-level areas is shown below in Figure 2. The maturity assessment output and the gaps were also analysed against the requirements of ISO55001 standards, and the summary is illustrated in the “Spider Chart Analysis” which indicates Transdev’s starting level, target, and the current level due to the improvements achieved. The gaps identified through the AM maturity assessments and the corresponding strategies helps to address them are some of the key actions of Transdev’s SAMP. asset management strategic. Each action is compared and mapped with the corresponding requirement of ISO55001 to ensure that the assurance and optimisation are achieved by encuring demonstrable balance between cost, risk, and performance. The primary responsibility to deliver the actions listed below lies with Transdev’s Strategic Asset Management team and the members from other Transdev functions and Transdev entities are assigned specific responsibilities based on the interface and requirements of each action. Each of the actions is a small project by itself with specific timeline and resource allocation. 3        Transdev’s Multi-Modal Asset Management Strategy Building on the asset management maturity assessment Transdev as summarised above, and to achieve the Transdev’s strategic objectives, we have identified asset management strategies that lays out the asset management landscape for Transdev as a responsible custodian of the assets we manage. Figure 3 illustrates Transdev’s asset management strategy and how it establishes fit for purpose and effective AMBoK for all the current and future entities to align and achieve consistent level of asset management maturity. Figure 3: Transdev’s Asset Management Strategy 3.1        Strategic Timeline       Reference to the AM maturity assessment, gap analysis and the business requirements, Transdev’s SAMP provides the vision of for the future three years following which we will redefine our targets and review our direction. Figure below provides the timeline of strategic actions for Transdev and to establish AMBoK. Figure 4: Transdev’s Strategic Timeline for Asset Management 3.2        Asset Management Body of Knowledge Figure 5: Transdev’s AMBoK Structure Given the structure of our business model with Transdev being a parent organisation with the entities being

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Jemena – Accelerating the renewable gas transition: Jemena’s Western Sydney Green Hydrogen Hub

Executive Summary The Western Sydney Green Hydrogen Hub (project) is Australia’s most comprehensive power-to-gas project, which sources renewable electricity and water to convert it into hydrogen via electrolysis.  This living laboratory will showcase for the first time bi-directional interconnectivity between electricity and gas systems and Australia’s first renewable gas pipeline. The Project provides a pathway to meet the NSW Government’s aspiration to reach 10% hydrogen in the gas network by 2030. We’ll blend green hydrogen into the existing network making renewable gas available to our customers. It will also test how we develop The Project was considered an important stepping stone to support the decarbonisation of Australia’s energy market by demonstrating a long term storage solution for intermittent renewable energy, both within the gas distribution networks as well as conversion to a clean fuel for hydrogen vehicles. JGN delivers approximately 95PJ (26TWh) per year and delivers a reliable peak capacity of over 20TJ/hr (5.6GW), typically on a winter’s evening outside of solar production. The successful demonstration of hydrogen storage in existing infrastructure can hence compliment and support future investment in renewable investments. The Use of Best Practice The development, demonstration and the seamless integration of the renewable hydrogen facility into a complex asset like Jemena’s Gas Network represents a significant achievement made possible by the thorough application of Jemena’s ISO 55,001 accredited Asset Management System (AMS).   Jemena’s innovative approach to enable, understand and promote the capability of renewable gases in gas networks will enhance the future value not just the NSW gas network but other gas assets across Australia and provide a viable and effective solution to enable an Australian pathway to decarbonisation.   The blending of renewable hydrogen into an existing operating gas network is in its early stages of development around the world and the safety and integrity of current assets need to be understood prior to large scale deployment. The Jemena Gas Network is Australia’s largest and one of the fastest growing gas distribution networks. We own and manage the 25,000 km of pipelines that distribute natural gas to almost 1.5 million homes and businesses across New South Wales (NSW) and we want to ensure that providing renewable gas options to our customers will not impact on the existing safety and reliability performance and long term asset integrity. Upholding the best practice asset management principles included focusing on the complete asset life-cycle of the existing gas infrastructure and potential impacts related to operation and maintenance from large scale hydrogen blending. This was a key focus of the project and with the facility operating Jemena is continually trialling and interpreting the results of the application of hydrogen within the gas pipelines to ensure a detailed understanding of potential impacts to asset management programs across the gas network. The project team also ensured that the delivery of one of Australia’s first green hydrogen facility was successfully and seamlessly integrated into business as usual (BAU) natural gas business through the thorough application of the Jemena’s AMS which drove the systemic review of new risks and highlighted gaps in existing control systems, training and safety management systems. An operations led integration team ensured all new equipment and practices were incorporated into existing operational documentation, specialist training and operator accreditations. Objective The project’s primary objective was to understand the application of renewable hydrogen within the gas network and the role it will play in the future renewable energy landscape. This included identifying and determining solutions to managing the technical, regulatory, environmental, social and economic barriers to hydrogen being used in the gas network for large-scale renewable energy storage, distribution and decarbonisation. These solutions and challenges would be critical in understanding the impact to the future management of key gas network assets through future decarbonisation. figure 5 – Completed facility Scope In an attempt to demonstrate the integrated future energy landscape and to maximise the project learnings the scope included the following: The application of these systems will be critical to demonstrating the value of hydrogen within the future renewable energy system as a key diversification and decarbonisation opportunity. In particular, utilising existing pipeline and network assets as a cost effective solution to energy storage, that will complement intermittent renewable generation. The project was a constant evolution, with the team leveraging and integrating emerging applications of hydrogen to maximise innovation opportunities. It has set the precedence for the successful trial of future energy systems for the gas and electricity networks. The sector coupling opportunities has attracted interest from a range of stakeholders playing a key role in Australia’s decarbonisation goals. Project Delivery Team Project Management The project was initiated within the business as usual (BAU) AMS processes in March 2017 with front-end engineering design (FEED) completed between 2017 and mid-2018 while working towards the financial investment decision from the Jemena Board. The Board approved the budgeted capital of $14.7M, which was supplemented by securing ARENA co-funding. Following Board and ARENA funding, the project was transferred to the Gas Projects delivery team in accordance with the Jemena project governance framework. The framework consists of a set of policies, processes, procedures, structures and responsibilities that control and manage projects to facilitate the delivery of outcomes that support business objectives and integration in line with Jemena’s AMS. Integration In recent years learnings from previous integrations of new technologies and assets demonstrated the criticality of an effective integration approach through a coordinated partnership with relevant stakeholders. These lessons learned were incorporated into the projects Integration Management Plan, which provided the foundation to leverage Jemena’s AMS for the successful integration of this novel facility into BAU operations. The project team worked with key stakeholders to develop a dedicated integration working group, including the group in key decision making activities around engineering, design, construction and commissioning activities. The integration working group was separated into dedicated streams with leaders selected from each group. The key groups were: This process streamlined key integration activities, and allowed oversight and identification of risks and issues within work streams, which could be

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KPMG – Land Force Estate Plan – Decision Support Tool

KPMG acknowledges Aboriginal and Torres Strait Islander peoples as the First Peoples of Australia. We pay our respects to Elders past, present andfuture. Our aim is to build a future where all Australians – Indigenous and non-Indigenous – are united by our shared past, present, future and humanity. Project Summary Army Headquarters engaged KPMG to develop a strategic Land Force Estate Plan (LFEP) to manage Army’s facilities and training areas. This plan was tobe supported by a Decision Support Tool (DST) which would enable Army Headquarters to collate, understand and track its estate. With this visibility,Army would improve its management of an estate and infrastructure portfolio and make better estate and infrastructure decisions which affect its capability.The DST would require innovation and creativity to draw on multiple (and disparate) data sets and information systems across Defence. No real data has been used for this presentation. 2.1 The Problem Defence’s estate is complex and diverse. To put this into context, the estate supports the activities of over 90,000 people across all states and territories in Australia. This includes approximately 394 properties (including 72 major bases), 25,000 assets and stewardship over three million hectares of land embracing five world heritage areas.With a gross replacement value of around $64 billion, Defence’s estate and infrastructure is one of the largest real estate portfolios in Australia. The nature of the Defence estate is as varied as its size and breadth across Australia. It consists of training areas (often rich in biodiversity values), command headquarters, airfields, living accommodation, multi-user depots, warehouses and explosive ordnance storehouses, and training, education, research and testing facilities, as well as office buildings. Defence has recently introduced a One Estate Framework. Pilot testing across four sites was able to prove that the One Estate Framework processes and tools are functionally adequate; however, the lack of data and clarity of information (present on all sites to different degrees) impacted both the confidence in the outputs and theability to consolidate sufficient data to support effective base level planning and investment modelling. As an estate user, Army’s leaders did not have: This shortfall has resulted in inefficiencies and lost opportunity. 2.2 Project objective and scope The team was firstly required to consolidate much of Army’s infrastructure requirements and priorities to understand the assets which are of most importance to Army’s capabilities. From this, the DST was to enable the analysis of near, medium and long term facilities, infrastructure, and training area requirements in aconsistent and repeatable manner. Army required the DST solution to be hosted on Defence’s network, and that it could integrated be with other systems. 2.3 Best practice asset management principles The asset management strategy methodology incorporates the best practice principles of: 2.3.1 Value From the outset, the project team members were required to understand the nuances of Army (and Defence) Asset Management. Infrastructure such as bases, ports, airfields, training areas and logistics facilities underpin the ADF’s ability to prepare for, conduct and sustain military operations including in response to disasters. Most importantly, the team learned to recognise that the armed forces do not derive monetary value or profit from their key assets. In the context of defence, an asset’s value is derived by its contribution to the Defence Force’s capability. Learning from experienced team members, our junior team were able to quickly recognise the Army’s ‘capability’ requirements and comprehend how, for example, an obscure or remote facility could be of great strategic importance (and value) to Army. With a Defence Security and Estate budget of over $6.6 billion, understanding value in the context of Army was crucial to keep the teamfocused on the most important asset classes. 2.3.2 Leadership The project team also quickly identified that leadership buy-in would be critical to success. To be effective, the DST would need to manage, link and analyse information and data from multiple sources across the organisation. Strong leadership was instrumental in gaining access to these data sources across Defence. With such poor ‘line-of-sight’ across the asset base, the project team was also faced with an inordinate number of functional requirements. The team worked closely with client leadership to establish a clear strategy and delivery plan to address Army’s most important needs first. Below is a one page snapshot of the Strategy and 18 month road-map developed with the leadership team. 2.3.3 Alignment (Line of Sight) Fundamentally, the DST provides Army with Line-of-Sight vertically and horizontally across the organisation. In a vertical sense, Army is able to drill-down through Commands, Formations and Units to bases and compounds and can for the first time understand the condition of facilities and infrastructure which contribute to capability. Of possibly greater importance however, the DST has been developed to provide alignment across the organisational stove pipes. Ingeniously, by linking different sets of enterprise data, the DST is able to provide ‘horizontal line-of-sight’ through multiple lenses. The project view allows capability acquisition projects to make synergies with estate projects focused on upgrade, maintenance and repair (previously never possible). Other views allow risk or financial alignment, where better forecasting or management can create significant efficiencies for Army and Defence. Fundamentally, the DST allows Army to make data informed capability decisions on its state and Infrastructure. 2.3.4 Assurance The project team has also worked hard to provide Army with capability assurance through the DST. This is achieved in three ways: 2.4 Information Management The Decision Support Tool (Our Solution) In response to Army’s challenge, the KPMG team developed an innovative, custom-built information management and data visualisation solution. Behind an impressive, re-usable User Interface, the team has developed a full three-tier (Database, API, UI) capability architecture, which now serves as a template for future Army Data Hub projects. This architecture draws together multiple data sources to derive asset information from different agencies across the Defence organisation. above architecture that the team developed shows all aspects of the data, and how the team developed storage, ingestion and modelling. Geo-spatial: Users are able to locate facilities and infrastructure anywhere on the Defence Estate, determine

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Transgrid – Public Safety Risk Quantification

1. Executive Summary Transgrid has automated the individual calculation of the public safety risk for each of its 38,000 transmission line poles and towers. To improve the calculation of asset risk costs, individual asset component health and human movement data has been used to better quantify the likelihood that people will be in the vicinity of our transmission line assets during various high potential incidents. This approach enables Transgrid to better prioritise and optimise its capital expenditure, design controlselection and public awareness strategies. The investment approach target’s assets with elevated probabilities of failure in combination with locations of high criticality to help prevent safety incidents. 2. Description of Project 2.1. Need for Project Transgrid’s previous approach to public safety exposure relied on a high level ranking of safety criticality based on broad categories of land use, zoning, terrain etc. It relied on general assumptions around hazard occupancy and highly averaged exposure times over relatively large geographic areas. In addition we received feedback from the AER and consumer groups that our risk assessment methodology overstated safety risk costs and therefore the expected benefits of our proposed capex program were not fully demonstrated. There is a strong desire to continually improve our methodology to further demonstrate that we are managing safety risk to As Low As Reasonably Practicable (ALARP) for all of assets, and at lowest cost to consumers. 2.2. Project Details In managing assets, Transgrid needs to identify and quantify (in dollars) potential risks to public safety. For a variety of asset types (eg. transmission lines, substation equipment) and a variety of hazards (e.g. conductor drop, transmission tower earthing system failure, unauthorised asset access, explosive failure) Transgrid have considered the following in determining the likelihood of consequence from an asset failure: Figure 1 illustrates the asset risk cost calculation used by Transgrid. Figure 1 – Risk quantification methodology The following section briefly describes the enhanced methodology for determining public safety consequence for a transmission line conductor drop. A similar approach is used for assessing substation equipment explosions and transmission structure earthing system failures. 2.3. Conductor Drop Public Safety Modelling This high potential incident covers the consequence of injury to person(s) resulting from a transmission lineconductor falling to the ground, including the likelihood it will lead to an injury and the type of injury. 2.3.1. Asset Health and Probability of Failure Transmission line asset health has been upgraded to consider the following: Prior to these enhancements generic assumptions were applied on a line by line basis to determine the probability of failure. 2.3.2. Public Exposure and Consequences Human movement data (HMD from mobile phones), as illustrated in Figure 2, was used to help calculate the expected number of exposed people hours within the easement for each of Transgrid’s transmission line spans. This enabled the % likelihood that a person, on a span by span basis, could be located in close proximity to a Transgrid line should it fall to the ground. Figure 2 – Mobile phone usage geospatial heat map The conductor drop public safety consequence (as displayed in Figure 3) has now been calculated for each individual span location. The likelihood of consequence is calculated in consideration of the following: Figure 3 – Calculating the Likelihood of Consequence for a Transmission line span The probability distribution of the injury consequence has been assessed based on the impact zone area, from minor injury through to fatality. Similarly a probability distribution for the value of a range of injuries ($50,000-$5,000,000) has been applied to determine the likelihood and cost of consequence. Prior to the usage of HMD, public safety exposure were based on generic assumptions applied on a line by line basis, with serious injury assumed for all high potential incidents. 2.4. Best Practice Asset Engineering Our modified approach is best practice as: 2.5. Project Originality / ingenuity The key aspects which make this project special are the combination of these three components: 2.6. Program and project management The key milestones for the project were: 3. Benefit of the project to the community and organisation The enhanced investment approach target’s assets with elevated probabilities of failure that can lead to hazardous events (e.g. transmission line conductor drops) in combination with locations of high criticality (e.g. people often near our assets, based on human movement data). The system enhancements undertaken to align with Transgrid’s enhanced risk assessment methodology provide significant secondary benefits to Transgrid. It provides an efficient, replicate-able and maintainabletool to update risk costs across the entire asset base. Traditionally it has taken hundreds of man hours, and as a consequence, such updates were rarely undertaken to calculate Transgrid’s asset risks. Now asset health indexes can be re-calculated within a few minutes and refreshing asset risk costs in a few hours. The enhanced risk methodology also identified transmission towers which are more at risk to be illegally climbed, placing the climber at significant risk of serious injury. This information will then trigger the upgrading of designs, upgrading climbing deterrents at high risk locations and changes to Transgrid’s, public awareness strategies. The exposure data is also used as input into earthing system design which previously relied on assumptions around public proximity as part of the design process. 4. Specific contribution To ensure Transgrid’s approach was best practice, the Asset Management team considered guidance from the Australian Energy Regulator, sought advice through industry working groups and from subject matter experts from across the industry. The Transgrid Advisory Council (TAC) is the main forum used by Transgrid for engagement with a range of external stakeholders including AEMO, local councils, Clean Energy Council and consumer advocacy groups. The TAC met monthly from June 2021 to December 2021. Most of our TAC members agreed or strongly agreed that our approach reflects our customers’ priorities and preferences. Transgrid worked with AMCL and mapdata (a geospatial data provider) over a 12 month period to develop a methodology to determine human exposure hours within close proximity to its assets, such as transmission line structures, lines and substations. Transgrid’s Asset Analytics

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Navantia – Innovation

Navantia Australia (NAUS) has taken a traditional focus of Asset Management (AM) and certification under ISO55001 and elevated our service delivery with innovation and transformation to include the integration of Navantia’s internally developed bespoke products; the Integrated Platform Management System (IPMS), Logistics Support Analysis Optimization (LSAO) Cell, and the Condition Based Maintenance (CBM) tools to chieve a dynamic, agile and awarded AM product across NAUS’ business. These innovations, products, and their subsequent success under audit form the basis of this nomination for the Asset Management Innovation Award.

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Navantia – Navantia’s Asset Management Approach: Safety, Kindness, Acceptance, Respect – NAMASKAR

NAUS Australia (NAUS) Asset Management (AM) Team is a family that encompasses extraordinarily hardworking people of different races, backgrounds, ethnicities, sexualities and religions. It’s a wonderful, cohesive mix of chaos, friendship, fun and genuine care and concern not only for each other; but a wider NAUS community. Having successfully instilled a culture of AM across NAUS; they constantly push themselves to do more for the community. The team guides themselves on the value of respect, kindness, acceptance and mot of all; creating a safe space to foster creativity and innovation.

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Transgrid – Asset Risk Quantification

1. Executive Summary Transgrid has enhanced its suite of asset management decision making frameworks to support timely, effective, and efficient asset management investment decision making and to manage changing risk. In conjunction with enhancing its decision making frameworks, Transgrid automated the risk cost calculation for tens of thousands of network assets including transmission lines, substation equipment and relays. The output of the enhanced model calculates future asset risk and reliability for a given investment program. This has enabled Transgrid to balance cost, risk and performance when managing its assets, generating savings for our customers and efficiency improvements for Transgrid. 2. Description of Project 2.1. Need for Project Regulated electricity network businesses, such as Transgrid, periodically apply to the Australian EnergyRegulator (AER) to assess their revenue requirements. In the previous investment cycle, Transgridreceived feedback from both the AER and consumer groups that our risk modelling did not fullydemonstrate the need and value to consumers of the investment, and hence did not fully satisfy them onprudency and efficiency. Delivering value to our customers is a critical pillar of our business and so weundertook to enhance the key risk frameworks. 2.2. Project Details To address key stakeholder feedback, and to ensure that we efficiently analyse and evaluate network asset risks in a systematic and consistent manner, Transgrid made considerable enhancements to three integrated decision making frameworks: – Network Risk Assessment Methodology – Network Asset Health Framework – Network Asset Criticality Framework These documents create the framework whereby each Transgrid network asset investment decision is data driven, benefit based and aligned with safety and performance expectations. The investment portfolio is then fine-tuned for deliverability, optimal timing and efficiency. Figure 1 shows how these frameworks are integrated with Transgrid’s Risk Management Framework, corporate and asset management objectives, which in turn drive our asset management plans. Figure 2 illustrates how these frameworks work together to produce a quantified risk cost, based on asset health, probability of failure, likelihood of consequence and consequence of failure. Figure 1 – Asset Management Decision Frameworks In conjunction with updating the decision frameworks, extensive changes to the data and calculation engines for determining asset health and risk cost quantification were undertaken. Transgrid’s Risk Assessment Methodology Framework is presented in Figure 2 below, with the components which have undergone significant system improvements (C1-C3) within in the past 12 months highlighted. Figure 2 – Risk Assessment Methodology The following sections briefly describe each of these decision making frameworks and the overallapproach. 2.2.1. Network Risk Assessment Methodology The Network Risk Assessment Methodology provides the guiding principles for the management of risk within the Asset Management System. The overriding principle is to provide benefit to the consumer and Transgrid’s stakeholders in accordance with Transgrid’s strategic pillars and aligned to Transgrid’s asset management objectives and the Enterprise Risk Management Framework. 2.2.2. Network Asset Health Framework The Network Asset Health Framework outlines the methodologies and processes applied to calculate the current and future effective age of individual network assets, and the effective age and probability of failure for each network asset class. 2.2.3. Network Asset Criticality Framework The Network Asset Criticality Framework outlines the manner in which consequences for network asset failures are consistently assessed and quantified across the business. Asset criticality considers the severity of the consequences of the asset failure occurring and the likelihood the consequence will eventuate. The analysis leverages data from past events, relevant research and technical insights to determine an economic value of the impact.A key enhancement to address stakeholder concerns was to determine asset criticality at the asset level instead of applying a generic criticality to all our assets. This then enabled Transgrid to better understand its risks, and to better identify and prioritise its investments. 2.3. Overview of key challenges The key challenges addressed by the project included the following: Consolidation (C1) of asset information to provide a holistic view of all assets from the time ofcommissioning through to disposal in a single ‘flat file’. Transgrid’s existing asset data systems consists of a number of siloed corporate systems, each managed by disparate business units. Further complicating this challenge was transforming and standardising asset data across three different asset classes. The challenge was to not only consolidate and standardised asset information into a single, easy to use source, but to automate this task. An additional and related challenge was estimating loss of supply costs and electricity market impacts, and incorporating these into the risk cost calculations. This included developing a relational database to storethe input data and associated spreadsheets to perform the asset criticality calculations, followed by undertaking power system simulations. More than 3,000 power system simulations were required to cater for multiple demand scenarios, various levels of system redundancy and system interconnectivity. A further challenge was to accurately depict, calculate and automate 25 Asset Health Index Models (C2) across transmission lines, substations and digital infrastructure assets in line with requirements as documented in Network Asset Health Framework. The enhanced approach means that the overall health of an individual structure/span is a function of the health of each component and a health score is calculated for each component. The overall challenge (C3) was to accurately calculate and quantify every asset’s risk, based on the founding principles set out in the three decision making frameworks. Effectively bringing together various inputs, models and other facets to arrive at quantifying asset risk $. In excess of 100 variables for a risk $ quantification were identified for each asset to perform the calculations. 2.4. Program and project management The key milestones for the project were: – Starting with the identification of need for the project during 2018/ 2019, based on feedback from the AER and other consumer groups. – During 2020, Transgrid subject matter experts surveyed the industry for best practice, and developed enhancements to our decision making frameworks. – During 2021, Transgrid consolidated its asset information, modelled asset health and calculated risk for all assets in alignment with its decision making frameworks. In addition, Transgrid refined its capital portfolio optimisation processes. – In

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WSP / NSW Ports – Assessment of resilience and adaption to physical & operational impacts of climate for NSW Ports

The project involves a climate resilience assessment and adaptation study with the following objectives: A summary of the project breakdown is shown in Figure 1. NSW Ports is the infrastructure manager for NSW’s key freight gateways. The assets under its control are critical to the success of the NSW freight task and broader supply chain, and by extension to the wellbeing of NSW communities. Using its Enterprise Risk Management Framework, NSW Ports plans strategically for the future trade infrastructure requirements of the state. It has identified a need to build resilience and adaptive capacity in the face of potential physical and operational impacts resulting from climate change.   Before identifying port-based risks and conducting supply chain analysis, existing background documentation was reviewed to establish the context of this assessment. After understanding the context, available observed and projected climate data relating to bushfire, flooding, extreme temperatures, storms, waves, swells and currents and sea levels and coastal inundation were collected from publicly available sources. The Intergovernmental Panel on Climate Change (IPCC) publishes greenhouse gas concentration trajectories known as Representative Concentration Pathways (RCP). RCP 8.5 was adopted for this study as it offers a conservative approach for climate change risk assessment and most closely represents the current trajectory of observed anthropogenic emissions. Climate baseline and projections were presented in a visually engaging format to assist with effective communication in risk workshops. The data was used to: Through the above process, 36 climate-related risks were identified that could potentially affect operations and supporting infrastructure at Port Botany, Port Kembla, Enfield, and Cooks River. In addition to port-based risks, NSW Ports sought to understand which parts of the supply chain road, rail, and pipeline networks (that provide critical port connectivity) are most at risk from climate-related hazards. The GIS-based process (Refer to Figure 2) is described below: An example of the result from this process can be seen in Figure 3. Several risk workshops were then conducted for each site and the overall supply chain. This hybrid approach allowed extensive stakeholder engagement to collaboratively validate the initial list of risk statements developed from data analysis and rate the consequences of key risks using online engagement tools such as Mentimeter. These sessions were beneficial for ensuring that risk descriptions and ratings reflected the operational realities of each site, as well as the ultimate consequences for NSW Ports should a third-party activity or asset (e.g. cranes used for ship unloading) be affected by a climate hazard. A Risk Register was created by rating all risk statements that came out of the risk workshops against the Consequence and Likelihood, using a matrix system of High – Low.  An initial list of potential adaptation and resilience measures was developed which also drew on the recommendations from the PIANC reports 178 and 193. Measures were then filtered by hazard type and for relevance to risks in the draft risk register. A simple multi-criteria analysis (MCA) was also developed to compare the relative merits of each measure against the criteria of effectiveness at reducing risk, lifecycle cost, technical feasibility, stakeholder acceptability, and potential for co-benefits. Overall, this approach provided insights regarding which NSW Ports’ assets potentially have an increased risk profile due to climate change. The approach also considers other risk factors such as network importance into the determination of adaptive measures required.   The process described above is an innovative approach to assess resilience and adaptation of physical impacts of climate change. This takes into consideration not only the physical assets themselves but also surrounding network infrastructure. The GIS process was automated through a series of python scripts. This implies that when new climate modelling data is available or changes to NSW Ports operations occur, the analysis can be easily re-run to review changes in infrastructure exposure profile. Additionally, the ability to do this at scale (for example, the entire NSW freight roads and railway network which was considered in this study) allows for NSW Ports to gain a better understanding of the vulnerability of infrastructure outside of their direct custodianship, but critical to their operational success.  Finally, extensive stakeholder engagement was conducted to validate the findings from the desktop study, throughout key stages of the assessment, as well as adjust any assumptions that were specific to this environment. This highlights the importance of human interface on top of the automated desktop study to ensure that the results are validated, and key areas of vulnerability are addressed. From NSW Ports’ perspective, this assessment has added value by: The assessment complements NSW Ports’ long-term approach to management of its assets and will inform future strategies including its Long-Term Master Plan and Sustainability Plan. Actions identified in the assessment will be incorporated into business plans to be progressively implemented and risks will be reviewed as additional data becomes available. Please find several figures included below that were referenced throughout this submission. Figure 1: The project methodology Figure 2: Supply chain vulnerability analysis method Figure 3: Vulnerable Road segment – Example of composite risk modelling

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Ventia – Cable Spool: Shore Power Cable Solution

Perth engineering small to medium enterprise (SME) OneTide, develop autonomous, renewable energy solutions for rapid deployment. Ventia engaged OneTide to investigate safer, more efficient management of shore power operations for out client. Vessels must connect to shore power using high-energy cabling after coming alongside. Cables were lifted by ~40 employees, creating manual handling risk and delaying shore leave by one – two hours. Cables were not housed according to the manufacturer’s recommendations, causing early degradation. The innovative Shore Power Cable Spool solution requires only two people, removes manual handling and ensures cables are maintained in optimal conditions for maximum service life.

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KPMG – Health of Capability Dashboard

Army Strategic Asset Management Project Health of Capability Dashboard (HoCD) 1     Executive Summary Due to the vast scale and complexity of assets and people, the Australian Army was seeking to improve its strategic asset management decision making, in line with the Defence Data Strategy. The Health of Capability Dashboard (HoCD) project resulted in an innovative asset management capability that provides an end-to-end view of the development, introduction, and sustainment of assets; and Army’s ability to generate prepared forces for operations. HoCD is a step change in advancing Defence’s asset management maturity to a level unachievable 5 years ago, which significantly benefits Army’s ability to make informed strategic decisions and ultimately better protect Australia. 1.    Project Description Project objective and scope Best practice asset management principles An Integrated Approach and Methodology for Asset and Asset Information Management including Data Analytics, Life Cycle Costing and Workforce Modelling: Degree of originality and ingenuity The HoCD team worked with Army stakeholders from across the enterprise to define processes, measure results and analyse complex issues. This has evolved to the development of a web-based application to help Army better make data informed decisions and manage their major assets and capabilities through innovative design and technology. In doing this, the HoCD team has helped digitise many unstructured data sources and the solution is now referencing millions of data points across multiple contexts and enterprise data sources. View of Army Capability Multiple analytics views – map view services, traditional grid style reporting view, sunburst view to allow greater user interaction for slicing / dicing information Digital Twin for Predictive Analytics Using advanced predictive analytics combined with reliability modelling to simulate “future” performance of Major Defence equipment’s such as Tanks and Helicopters based on the usage profile. Powerful visualisation and different charting techniques allows user to quickly to see the pattern of usage, adjust parameters and perform simulation comparisons. Similar “What if” scenarios took months of preparation and data integration. HoCD does it in under 15 minutes! Cost Modelling Uses custom build Python bots and SQL machine learning services to ingest complex financial data giving Defence a holistic view on multi-year budget softness and pressures. Data Management Simple user interface that gives the user the ability to upload and refresh data models. This bypasses traditional ICT request that typically takes up to 6 weeks to fulfill in Defence. Project Management Our project management and governance approach was to engage Army stakeholders, and prioritise planning and development in line with Army’s vision of data driven capability management, schedule and governance. Benefit/Value to Customers The HoCD provides numerous benefits such as: Army’s leadership is excited to have the potential to use digital twins to run simulations for emerging current issues and planned future force changes. 2     Opinion as to specific contribution made by the nominated team “The Health of Capability Dashboard is an innovative tool that will help Army to have a more informed view of its capability by providing high quality, verified data and analytics for decision-making accessed via a single digital platform. The HoCD gives users access to enterprise data aggregated at the level of detail they need it and applies advanced analytics to model likely scenarios. The HoCD team are working collaboratively with business units across Army Headquarters to understand user needs and identify the data required to deliver a tool that will have a significant meaningful impact for Army Headquarters and the way strategic decisions are made.” Lieutenant Colonel Julian Fleming  Staff Officer Grade One Logistics Plans | Directorate of Logistics Plans 04 March 2022 “For the last two years I have had the pleasure of working with the KPMG team to develop the Army Technical Workforce Model in support of the Land Force 2030 Technical Workforce Review. Our task was to understand the future technical requirements for the Army workforce, during the largest strategic realignment in recent history. The Army Technical Workforce Model (which has now been incorporated into the Health of Capability Dashboard) is a powerful tool capable of adding science to the art of workforce design. The KPMG development team worked closely with Army to truly understand our decision points and capture the variables required to enable a model capable of adapting from current to future focus. Within very short time frames we were able model ‘good ideas and gut feels’ to rapidly eliminate poor options enabling the team to focus on viable solutions. This clear, data driven process was crucial in generating rapid iterations for analysis resulting in sound solutions backed by data to ensure Army is Ready Now and Future Ready. KPMG adapted to the impacts of COVID on the Technical Workforce Review working with our Army team to ensure the model continued to develop despite ongoing uncertainty and rapidly changing strategic requirements. Army also used the Technical Workforce Model to test a number of other Directorates Capability Reviews. Working with those other organisations the KPMG team was able to quickly identify areas where the reviews had used faulty analysis in their propositions. The model results closed the knowledge gap and enabled a coherent workable solution for presentation to Senior Leadership. I appreciate the support provided by the KPMG team and commend their submission to the Asset Management Council Awards.” Major Matthew Jefferies Deputy Director Technical Workforce Review – Army 03 March 2022 “The Capability Sustainment functionality in HoCD provides us with the ability to compare unstructured cost models developed during the initial planning phase to ongoing budget and actuals data in the enterprise system. It is a repeatable, structured, and transparent way of allocating the costs specific to Products and Projects. This provides us with the ability to identify cost pressures, isolate anomalies in the data and manage pressures into the future with enhanced visibility.” Project Sponsor 3     General Comments Successful delivery throughout COVID-19 First Virtual Hackathon in KPMG Australia, Designed and delivered during COVID lock-down Morning fitness sessions led by our client (Army/PT instructor) Team dinners and barbeques In-person team building whenever restrictions are eased Mulligans Flat Woodland

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Ventia – Strategic Asset Management Transformation Program

Ventia Defence Base Services (DBS) embarked on a three-year Strategic Asset Management Transformation Program (SAMTP) in July 2020 in response to addressing the increasing risk, cost and performance (compliance) of the Defence Estate Asset that they manage nationally as well as building resilience to DBS technical capability to be able to deliver solutions, product and services to enhance defence asset portfolio resilience. The ultimate outcome of the program is to achieve Strategic Asset Management Maturity by July 2023. Innovations and strong program governance were two key ingredients for achieving the outcome desired within the timeframe. The program to date has achieved significant benefit to the client, including 15% reduction in customer raised work orders as well as significant financial benefits returned to the client.

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Ventia – LED Lighting Program – for the Defence Base of the Future

Ventia proposed a gainshare program to our client to assess the lifecycle cost of lighting and targeted upgrade of aged and inefficient lighting at defence bases with modern efficient LED lighting. This initiative was part of a broader ‘base of the future’ program Ventia has developed for their client which includes a program of sustainability initiatives. The outcome of the initiative included reduced energy consumption, reductions in greenhouse gas emissions, maintenance cost reduction to the client, increased reliability, improved lighting quality and safety, with future potential to integrate other smart base initiatives, such as building management systems and smart lighting control.

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Ventia – Asset Lifecycle Management – Uniting Data Sources

The project mat be summarised as: Asset Lifecycle Management with Digital Forms, Real Time Appraisal, Data Science (Power Bi) and Digital Interface Base Investment (Bringing Data to Life). The Australian Defence Force (ADF) has many data sources and modules of their preferred Computerised Maintenance Management System (CMMS). These tools cover maintenance, long term investment requirements, utility usage, management of hazards and environmental factors. Ventia’s solution was to unite their various data sources into a single platform that allowed overlayed data information, permitting scrutiny of asset management performance, investment requirements, LCC, customer satisfaction metrics, sustainability and data integrity.

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Ventia – Work Order Extension of Time – Improvement Program

The Australian Defence Force set a challenge for all of it’s estate maintenance and operations services contractors of reducing the percentage of reactive work orders requiring an extension of time beyond agreed standard service level durations. The extension of time for reactive work order hinders the serviceability and functionality of assets, significantly impacting the customer. With more requests for extensions that originally expected by Ventia and the client, plus little information about the external reasons causing the delays, Ventia commenced an analysis and investigation of the causes. By using robust data analysis, service delivery improvements were made, positively impacting asset management.

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Gladstone Regional Council – Investment Decision Framework Implementation

Executive Summary Delivery of our capital work program is critical for our community and sustainability of our assets. Continuous underspend and project scope creep made Council prioritise improving works delivery, aligning with our Corporate Goal to have Smart Asset Management. The Investment Decision Framework Implementation project excelled in bringing the framework to life through clear technical information, extensive change management and ongoing improvement. The framework successfully went live late June 2021 for all capital investments and has realised considerable benefits within 6-8 months of implementation. Summary of the Project Key deliverables of the project were: Description of Project Council is committed to providing an affordable and sustainable asset portfolio, which requires robust planning and delivery of our capital works program. Over the preceding 3 years (2017/18 to 2019/2020) Council on average expended 50-60% of its capital work program even with significant scope creep occurring. There was dissatisfaction in the community regarding performance. Council were not fully achieving the strategic goals of our Corporate Plan or objectives of the Asset Management Policy. Our Strategic Goals under our corporate vision, Connect, Innovate, Diversify are: Council’s 2020/21 Operational Plan included Item 7.1 – maximising delivery of our work programs. This work commenced, through the Transformation Program with a review by a consultant. It was reported (14 September 2020) that four (4) key areas required improvement to maximise delivery of our work programs, with practical implementation of the IDF being one. The project was directly linked to delivering value (Goal 2) where “we work efficiently to deliver value for your rates”. The IDF was first developed in 2019 with Council adopting the Investment Decision Policy (November 2019), however it was not fully implemented. This project brought the framework to life by developing the details needed to allow our people to understand it and apply it with ease. It also provided clear alignment and linkages with our existing processes and systems within the business. The concept of the framework is not unique; however, the way in which it was applied and detailed was specifically tailored for Council. Three (3) key areas were directly linked to the successful implementation: Technical Details Through the Tiger Teams workshops, it was established that there was a lack of understanding about the IDF and the existing documentation was unable to be easily applied due to limited linkages to existing frameworks, system and processes. The IDF Matrix was a simple table in Microsoft Excel used to capture a lot of information in an easy to digest way. It was used to discuss, explain and agree on how to practically implement the framework. It evolved, through hard work, internal stakeholder workshops, constructive debate, negotiation and scenario testing, into a one-page table that represents the practical application of the phases and decision gates of the IDF. Of all the documents that make up the framework, this is by far the most referenced and valuable. Another unique detail that was refined, was the end-to-end investment lifecycle graphic that was used to describe the phases and decision gates of the process. This enables the broader business to have a good understanding without going into the detail. A guiding principle of the framework was to build discipline into the investment selection process and commitment to undertaking the right investments across the business. This has now been established with a clear Business Case Template that is progressively developed over the first three Phases as it passes through Decision Gates 0, 1 and 2. The business case assesses cost, risk and performance to ensure fit for purpose and viable decisions are made. The process is also designed such that if any assumptions or scope changes throughout the latter phases, then the business case should be reviewed to ensure continued investment viability. A large part of stakeholder engagement was integrating the IDF to existing frameworks, systems and processes to enable easy use. The project ensures alignment to the following: Change Management Change Management was critical to the success of this project. Very early in the project planning it was identified that implementing the IDF had several people, process, technology and community impacts that needed to be managed. Council has developed several tools, which this project then utilised to ensure the change was truly implemented and the framework became embedded. The following plans were completed: People were our key to embedding and the business having a disciplined approach to investment decision, therefore considerable effort was given to the training plan. The training needs assessment mapped out the stakeholders, accountabilities / responsibilities for IDF activities, outcomes, behaviours, knowledge required, training modules, matrix of stakeholders to modules and purpose of each module. It was acknowledged that due to the significant change there would need to be ongoing specific training based on people’s feedback and issues with using the framework. There was also a refresh of the Investment Opportunity Committee to provide clear role and direction. The terms of reference were updated, and specific training was undertaken for the current members. Ongoing Use and Improvement It was critical for the project to capture the information in a user-friendly way. A dedicated SharePoint site was setup to enable all information to be in one place with a focus on different people want to view the information in different ways. For example, some officers will need to see the whole process at a high level, where others may only be involved in the Execute phase but need detailed knowledge. When implementing it was broadly acknowledged that we needed to make progress over perfection and therefore were very conscious of having an avenue for suggestions to be entered, tracked, resolved and feedback provided to close the loop. There is a dedicated page on the SharePoint site that is our IDF Improvement Suggestions. The IDF champions actively monitor these suggestions and meet frequently to address. The project was managed with a detailed schedule, weekly progress reports and meetings, business wide updates (progress to date, next steps), significant stakeholder engagement and reported to a Sponsor for key

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Transport for NSW & Aurecon – Coffs Harbour Bypass Risk Assessment for Dangerous Goods Vehicles through Tunnels

Project Summary The Coffs Harbour Bypass (CHB), a 14km bypass with three tunnels, aims to improve road safety, deliver road freight efficiency for heavy vehicles and easing congestion. Due to years of uncertainty for decision making on the transport of dangerous goods (DG) through the tunnels, Regional Outer Metropolitan division, Safety Environment and Regulation division, Infrastructure and Place and technically supported by Aurecon, found an innovative best practice approach to conduct an independent quantified risk assessment. Our work used best practice principles defined in the TfNSW Asset Management Framework to balance cost, risk, and performance to demonstrate the desired customer-focused safety and value outcomes. Project Description A serious incident involving dangerous goods in a tunnel can be extremely costly in terms of loss of human lives, environmental degradation, tunnel damage and transport disruption. Conversely, needlessly banning dangerous goods from tunnels may create unjustified economic costs. Moreover, such a ban might force operators to use more dangerous routes, such as densely populated areas, and thus increase the overall risk to the public. A number of previous studies over previous years had been attempted as a part of the design and evaluation process to transport the dangerous goods (DG) through the Coffs Harbour bypass. However, those studies were not sufficient to drive a robust decision-making process within Transport for New South Wales (TfNSW). Following the intensive review of the previous studies and evaluation of the project scenario, the Tunnels team in Asset Management Branch (AMB), under the direction of Director Civil Engineering Infrastructure, made the decision to consider the best practice Asset Management principles of an outcomes-based approach and safe systems in line with TfNSW Asset Management Framework to guide this work. Such a decision should get assurance through a systems and safety engineering approach for the tunnel design and operational procedures by considering the risk and consequent design based on the so far as is reasonably practicable (SFAIRP) framework. What we did A project brief was prepared and sent to market with clear work sprints to be completed within a tight timeframe of six weeks. Aurecon responded with an innovative approach, adapting quantitative risk assessment methodologies and frameworks from the major hazard industry, purchasing an international modelling tool and ensuring a methodology of asset management that enables decision making with engaged stakeholders. The focus of completing the quantified risk assessment is outlined below The absolute risk assessment demonstrated the DG vehicles currently travelling through Coffs Harbour can be rerouted along the CHB. Further scenario development of increased and different types and quantities of DG vehicles can help inform decision making to future proof the design and operation of the bypass. The assessment concluded that the detailed design development can proceed with the appropriate safe design studies and fire and life safety studies to determine the fire and smoke protection requirements for the tunnels as part of the demonstration risks are eliminated or reduced SFAIRP. How we did it The DG risk assessment project was completed successfully under very tight timeframe of six weeks to meet the project schedule to tender out for the detailed design. The management of the project was underpinned by defined work sprint packages and an innovative solution that achieved the desired outcome. This couldn’t have been possible without the rigorous focus on human centric safety principle through a systems and safety engineering asset management approach. In additional to the technical analysis required for this project, a key objective of this project was also to collaborate with all relevant internal stakeholders and bring them along the journey in seeking their inputs into the modelling, providing an opportunity for them to voice their concerns and feedback as well as gaining endorsement from the various CHB teams and executives. It was incredibly important to gain buy-in from the relevant stakeholders for this project to be successfully accepted by TfNSW and set the precedence for future Quantitative risk assessments to be undertaken. To achieve this high level of best practice engagement, Aurecon and TfNSW following stakeholder mapping, engaged with over twenty one key stakeholders from executives to the project delivery team, through one-on-one interviews and collaborative on-line workshops using Aurecon’s design to innovate approaches. The team lead by Director of Civil Engineering Infrastructure prepared a comprehensive project brief and managed the project to meet the short timeframe to meet the clients requirements and assist the senior management team with the clear recommendation for decision making with facts and figures based on the modelling with the available tools, scientific analysis and risk demonstration of eliminating or reducing risk SFAIRP. Why we did it This study concluded that transit of DG vehicles through Coffs Harbour bypass is practical, which has a significant saving in the travel time costs, address the demands for the transformation of the transport, reduces the safety risk of transporting dangerous goods through congested city centres with vulnerable communities and ultimately contributing enormous environmental and societal benefit. This study showed that transport of DGs through the CHB tunnels may slightly increase CAPEX and OPEX in compared to the current practice in tunnels, however, it provides significant economic benefit by saving travel time costs; enhancing the safety measures to mitigate the risks to the surrounding community and its customers; addressing the demands for the transformation of the transport; and ultimately contributing enormous environmental and societal benefit both directly and indirectly for this and all future infrastructure projects across Australia.    Specific Contributions “We are proud of what we’ve brought to the conversation in terms of a fresh set of eyes, Aurecon’s design to innovate methodologies and our human centric safety approach to asset assurance.” —Delene Kock, Principal, Asset Management Through this successful demonstration project Transport for New South Wales can lead Australia through its contribution to “Our team used best practice asset management principles in our collaborative approach to evaluating the risk assessment for the Coffs Harbour Bypass project. The team was focused on balancing cost, risk, and performance to demonstrate our desire for customer-focused safety outcomes.” Our approach to the

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Ventia – Digitising Work Order Management

The Ventia Defence Asset Management business developed an end-to-end program to integrate and digitise the work order management process. This included full mobility and real-time reporting of asset maintenance outcomes, supported by robotic process automations to support analysis. Project groups were to each component, with contributors from the core defence team and individual experts leveraged from Ventia’s broader capability. Process teams each then ran several initiatives, applying best practice technology solutions, to alleviate administration burden on operational teams, improve compliance and provide a more seamless experience for customers

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Department of Transport / AECOM / WSP – ACAP Decision Support and Renewal Modelling Pilot

Information to be provided The Department of Transport (DoT) through the Asset Condition Assessment Project (ACAP) is developing a clear understanding of asset condition at an individual asset, system and network level to meet the State’s objective of providing an integrated safe and reliable transport network. ACAP focuses on delivering reliable asset condition data to inform renewal requirements that best balance risk, cost and performance. DoT worked with its Technical Advisor to produce: The project delivery was split into three core workstreams: The ADSF was developed with the following drivers in mind: By highlighting three core themes of the two drivers, these being future management, funding options and testing and validating the ACAP data, we can see a distinct link back to the three core asset management principles of risk, cost and performance. At its core, the ADSF is an exercise of balancing risk, cost and performance over time to support the DoT in meeting their objectives in providing an integrated, safe and reliable transport network across Victoria. In addition to these general principles, the ADSF was also designed with consideration to legislative and corporate objectives and the Victorian Government’s Asset Management Accountability Framework (AMAF). The legislative and corporate objectives were incorporated to set the broad direction, to identify requirements and potential define specific inputs for any funding modelling exercises. The AMAF also set overall expectations for the “whole of lifecycle approach”, governance, resourcing and data management. The ADSF was further bolstered by the development of a DMF and Modelling Tool Assessment. The DMF was developed to provide a data-focussed foundation to support the ADSF as effective asset management fact-based decisions are underpinned by the availability of good quality data. The data itself also needs to be well understood and applied in the appropriate business context to enable sound, fact-based decisions. The Modelling Tool Assessment then provided a high-level assessment of potential asset renewal modelling tools to support DoT in choosing the correct one for their future asset management decision-making needs. Each of the modelling tools were assessed against the following weighted assessment criteria: A shortlist of tools was then presented in different tiers to support DoT in selecting the most appropriate modelling tool to pilot to test their asset management decision-making needs. The ADSF, DMF and Modelling Tool Assessment were then tested in a Pilot. The main objective of the Pilot was to demonstrate to DoT how the asset condition data collected throughout ACAP could be incorporated into an asset renewal model and what insights could be obtained from the model outputs. Once again, the Pilot was, at its core, a demonstration of the balancing of performance (asset condition data), cost (asset renewal model) and risk (insights from model outputs). The Pilot began with a phase of data processing where data from ACAP Phase 2 and several other data sources were processed and transformed into a suitable format for modelling input into a modelling tool. Data gaps had to be filled and the quality ratings for each data source were scaled as necessary. While condition data is a key requirement for any renewal modelling exercise, it is not the only data input requirement. Other asset information including but not limited to cost, performance, criticality and risk were considered and combined with condition data to ensure sensible modelling outputs were achieved. The AECOM Plan$pend platform was selected as the appropriate modelling tool for the Pilot as the platform was able to determine the end of the useful life for each of the assets taking into account all the asset information. Each of the assets were then flagged for a renewal action and then prioritised based on age/condition/performance, criticality/risk, and O&M cost savings. The modelling outputs were then displayed through a series of dashboards in PowerBI to further enable DoT’s decision-making process. In particular, the dashboard included the following views:     Data Quality: This view illustrated the confidence level of the datasets and consisted of a weighted average data quality scores for each data type. All three workstreams were delivered by a joint team from AECOM and WSP through the DoT Technical Advisory Panel over an eleven-week program. The diverse nature of the joint team ensured the solution developed for DoT was specifically suitable for their needs. The project has validated the data collected through the previous stages of ACAP and supported DoT in achieving their overall objective of delivering an integrated safe and reliable transport network in the short, medium and long term The joint DoT, AECOM and WSP team have been able to validate the ACAP data and support DoT in connecting their overall asset management objectives with the ACAP data through the development of an ADSF and adjoining frameworks and assessments. The ADSF also serves as the vehicle that enables the balancing of cost, risk and performance over time for DoT; ensuring that they are able to make the optimal decisions for their assets. Additionally, the use of the Plan$pend model was also unique. Through many projects undertaken with US DoTs, historical asset and degradation data was incorporated into the Plan$pend model. This data is the foundation for its degradation model and was utilised by the team to realistically model degradation and renewal triggers and actions for the Victorian transport assets. This increases the accuracy and reliability of the renewal models that were generated for the pilot, further demonstrating the value of the data and the benefits of using the ADSF. It must also be said that although the degradation models were based on real US data, the overall project still considered the specificity of the Victorian transport network and the unique contractual arrangements. The ADSF, DMF, Modelling Tool Assessment and Pilot all considered the vertically structured agreements between DoT and the asset maintainers (Rail Transport Operators (RTOs)). The deliverables took into account the delineation between responsibilities of all the parties and specifically tailored decision-making points and outcomes for each party. The works have also formed the foundation for subsequent phases of DoT’s ACAP and strategic

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TAFE NSW – Risk Mitigation and Funding Prioritisation for TAFE NSW

Summary TAFE NSW is the leading provider of vocational education and training in Australia. Each year, more than 430,000 students enroll in courses and training, and much of this relies on practical, in-person training at one of the 130 statewide campuses. The pandemic created a high degree of uncertainty in education, with many organisations taking a risk-based approach that only met basic compliance standards. This viewpoint also did not have a future view of utilisation scenarios. With an existing mature approach to Asset Management, aligned to NSW Treasury TPP 19-07, and ISO 55000 Asset Management Standards, TAFE NSW has been able to successfully create an evidence-based approach to funding investment requests during 2021. Risk Mitigation and Funding Prioritisation for TAFE NSW Excellence in Cost, Risk & Performance AMPEAK AWARDS 2022 Training a workforce for the future TAFE NSW is the leading provider of vocational education and training in Australia. Each year, more than 430,000 students enroll in courses and training. TAFE NSW has a great reputation with industry and business partnerships, and the vision of skilling the workforce for the future with high quality, personalised education and training. Much of this training relies on practical training, so that those attending TAFE NSW are job-ready, with all the skills required to enter the workforce. TAFE Digital is part of TAFE NSW, and is the largest online education provider in NSW, covering a wide range of courses to suit everyone from school leavers to career changes and businesses upskilling their teams. The Asset Management Approach for TAFE NSW TAFE NSW has had a mature approach to Asset Management across the 130 sites in NSW used for the vocational training of students. Since 2018, TAFE NSW has used AssetFuture to model and predict the condition, risk and maintenance liability of this large portfolio. During the COVID-19 pandemic, the changing parameters in the education sector have created the need for a deeper visibility into forecasting capability and future funding requirements as well as risk mitigation strategies. Funding Requests now need to have a deeper analysis of scenarios, and an evidence-based approach to accurate lifecycle modelling, aligned to corporate strategy. Data Standards: Asset Registers With this mature approach to data, TAFE NSW had created a comprehensive Asset Register, aligned to ISO 55000 Asset Management Standards and NSW AM Policy TPP 19-07 Asset Management Policy for the NSW Public Sector. This Asset Register includes: Relevant teams within TAFE NSW have access to the AssetFuture Platform allowing them to see key data within the portfolio such as: Adapting to change: Aligning Asset Management Strategy with Corporate Strategy Within any asset portfolio, creating the link between Corporate Strategy and Asset Management Strategy is a critical alignment that needs to be made to drive organisational objectives. For TAFE NSW the changing attendance in campuses across the state not only affected revenue, but an increased focus on organisational objectives in the short and long term. With this instability on future revenue projections, TAFE NSW needed to create a range of scenarios for the future of the asset portfolio. Many organisations at this time took a risk-based approach to managing the asset base, with a focus on the bare minimum for compliance, while others took a different approach keeping their assets at the top end of condition, ready for opening up. What was clear for TAFE NSW, with an imminent funding request, was to have a clear view of maintenance standards, the Risk Management Strategy and the ability to measure asset performance throughout the lifecycle. This line-of-sight enabled evidence-based forecasting confidence for the funding requests that TAFE NSW made. Cost, Risk or Performance – Investment Decision Making TAFE NSW’s approach to cost, risk and performance of its assets has changed considerably during the pandemic. The obvious change in utilisation in 2020 and 2021 has meant that usual funding cycles needed a ‘scenario’ based viewpoint to help investment decision-making. The solution for TAFE NSW incorporates full Asset Lifecycle Intelligence capability, enabling accurate and consistent approach to forecasting liability for 5 or 10 year plans. The use of “what-if” maintenance strategy scenarios was especially important in the 2021 funding cycles, as the utilisation of campuses had been significantly reduced for a number of months and it was critical that funds were invested appropriately, aligned with best practice as well as criticality and risk factors should students return. Application and Interpretation of data Successful funding application outcomes were linked to the accurate interpretation of quality data sets. TAFE NSW’s mature approach to Asset Management and alignment to State and ISO best practice was a key factor in the ability to create an evidence-base for application. Interpreting the data with AssetFuture’s lifecycle prediction algorithms means that TAFE NSW’s capabilities have increased, and can fully model and interpret: Innovating the Right Solution for Funding Requests Creativity was needed in creating scenarios for TAFE NSW. When the funding application was submitted, lockdowns were still in place in certain areas as well as restricted movement of individuals within NSW as well as other states and internationally. TAFE NSW needed to create capability within this uncertainty and have evidence-based decision making to support proposed investments, with the correct risk parameters, appropriate to students potentially returning to TAFE within 3 months or not returning within 3 years. Taking a longer-term view and being able to scenario plan with a team of experts has created capability even with the uncertainty of the last 2 years. TAFE NSW can scenario plan across different campuses, asset classes, and even item types to enable this transparency for funding. Repeatable and scalable Program and Project Management The mature approach to Asset Management also extends to the operational delivery of scalable program and project management. TAFE NSW has a dedicated team of Asset Management experts who manage the extensive portfolio. This includes excellent stakeholder management across the campuses for routine data acquisition (with TAFE NSW team members as well as AssetFuture), especially with special circumstances around COVID-19 protocols. The return of Students to TAFE NSW

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AECOM – Macquarie Island Modernisation Project – Remote Digital Twin

Summary AECOM was engaged by the Australian Antarctic Division (AAD) in 2020 to undertake conceptual planning and design of a complete station-wide refresh of its Macquarie Island research station in the subantarctic zone. This work remains underway currently. Using scant existing data, the planning team created a 3D model of the entire station, including terrain, buildings, vegetation, services infrastructure, roads and fences. This model was visualised in gaming engine software to create a fully interactive, integrated and contextualised site. Due to the remoteness of the site, the model was necessary to conduct informed planning activities for the works and understand the contextual infrastructure. AM Principles & Benefit to Organisation The model was created in the first instance as a conceptual planning tool, however it evolved throughout the course of the project into a training aid, a PR presentation and ultimately – as the basis for the detailed design of the station refurbishment works. The organisational objectives of the AAD are primarily governed by the remoteness of the facilities managed under their remit – i.e. adherence to resupply schedules, accurate cargo manifests, liveability of stations and needs of expeditions. The achievement of these organisational outputs is only possible with careful pre-planning and a commitment to the validity of information used as the basis for planning decisions. The virtual site model utilised custom-built 3D buildings and infrastructure checked by station personnel for dimensional accuracy and cross-compared to as-built drawings and current photos to ensure validity. Terrain layers used within the model were based on surveyed data – ensuring that the levels of the surface were accurate. Vegetation, FF&E and contextual elements were added based on photos, creating a full ‘site picture’ of the entire station and its contextual surroundings. These procedures regarding validity of information inputs to the model ensured that the quality of data within was: This assurance of initial data accuracy enabled: Planners and site managers alike could then make full use of the combined contextual data in a fully informed capacity. The model and its core principle of ‘up-front information’ sought to either eliminate, or mitigate to the highest degree possible – organisational risks that may threaten the required outputs of the AAD relating to the liveability and unique requirements of its remote outposts. Due to the infrequency of supply trips to the station, only made possible by an extremely limited number of resupply assets – confidence that the resupply missions achieve their required objectives must be exceptionally high. For a station-wide refurbishment project, it is essential that all personnel are not only delivered to site safely but are provided with: It should be noted that these new works requirements are supplementary to those of the expeditioners that already reside on or are planned to visit the island – requiring a level of planning over and above that of a ‘standard’ expedition, which is by itself a significant undertaking. The AAD greatly aided via their support of the construction of a virtualised site model that would assist in providing the necessary information to meet their operational needs. There was recognition of the value that an integrated model provided and encouragement to populate it to a level of detail that would present no ambiguity to either strategic planners or station members on the ground. Where key organisational requirements came to the fore in the course of model development, they were integrated to ensure that the content would be not only accurate, but organisationally useful. The model outputs were critical to obtaining PWC approval for the project and generated virtual flythroughs of the station permitted an immediate, contextual understanding of the site. Originality The creation of this model is the first instance of site virtualisation for Australia’s Antarctic outposts. The technology has existing in the entertainment / gaming industry for a number of years – but only in the past 2-3 years has it begun to achieve recognition by the engineering, construction and asset management industries as a vital tool in site contextualisation and understanding. It is envisaged that this model may form the basis for further enhancement of AAD’s asset database on Macquarie Island with the potential to progress similar lines of effort in other locations under AAD’s remit – digitisation efforts that would provide a critical remote management and planning capability to the organisation as a whole. With the rapidly increasing trend toward digitising assets across multiple industries, it is essential that organisations lay an early foundation to spatially represent their asset portfolios in a future-proofed way that is open to integration and evolution. With its vector-based geometry and spatially accurate dimensions, the model can be used as-is or built upon with relative ease to add detail, interactivity or planning layers in a way that benefits AAD’s operations. Project & Program Management The model was a critical component of the effective management of the Macquarie Island Modernisation Project as a whole. In addition to meeting scheduling needs, accurate budgeting and materials forecasting is key to ensuring mission success year by year. The icebreaker resupply route passes by multiple stations. With limited space on board ship for supplies, there is little-to-no supplementary logistics capacity for ‘fudge factor’ construction materials. Likewise, due to the environmental sensitivity of the island itself, there are few opportunities to store excess construction materials long-term. This high threshold of material budgeting necessitated high model accuracy to ensure planned refurbishments delivered accurate quantities of materials with the absolute minimum of extra-overs required. Due to its vector-based construction (as opposed to raster-based photoscans), the model was readily interrogated to output specific volumes, metreages and areas needed to validate the extent of works. The uniqueness and specific value of the ‘digital twin’ provided throughout the course of the concept, planning and delivery phase of the project was realised early in the project and this evolution continues through delivery. It is anticipated that the model will continue to contribute further to AAD’s mission success in the context of asset digitisation, remote connectedness, asset and information management as time goes

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Transport for NSW – Standards Management Framework

Introduction The Transport for New South Wales (TfNSW) – Standards Management Framework (SMF) has been a whole of cluster undertaking which set out to create an integrated, harmonised and holistic approach to the management of over 6,500 engineering and technical standards.  The SMF forms part of the interdependencies mapped out in TfNSW’s journey of maturity to embed asset management across our operations which will deliver sustainable results and provide a stronger focus on customer and community outcomes. The framework recognises that standards are assets themselves with a distinct lifecycle and sets out principles on how they create value and enable customer outcomes. Description The organisational transformation across TfNSW brought together assets and services across heavy rail, light rail, metro, buses, roads, ferries and active transport to provide better integrated services across modes and drive a stronger focus on delivering customer and community outcomes. As a result, Transport now manages circa $161bn of assets across its network of services (Figure 1). The TfNSW Asset Management Policy is our statement of leadership setting out the vision for strategic asset planning, adopting a total expenditure and whole of lifecycle approach to asset planning, acquisition, operation and maintenance and also achieving compliance with statutory and regulatory requirements. Figure 1: TfNSW Network of Assets The policy is underpinned by the TfNSW Asset Management Framework (AMF) which brings together interrelated policies, objectives, and processes to provide assurance that asset management activities will deliver an integrated, modern transport system that puts the customer at heart. It is an approach enabling the achievement of defined organisational outcomes utilising risk-based sustainable asset and non-asset solutions. In turn, the key interdependencies to the creation, delivery and successful implementation of the AMF were identified as: The focus of this submission is on the SMF and its value creation towards asset management outcomes. Standards is the collective term used by the Transport cluster to identify asset and related process requirement documents for managing the configuration of transport assets and services throughout the asset life cycle. TfNSW’s corporate policy framework provides strategic direction on outcomes for the organisation and is the context of the Transport AMF and how Standards and the associated framework support and enable asset management outcomes. Figure 2 illustrates how the SMF fits within the AMF and how the AMF then integrates into the Corporate Policy Framework, providing a consistent and aligned governance framework for the organisation. Figure 2: Enterprise-wide representation of policies, frameworks, and interdependencies in achieving strategic outcomes Standards are typically seen as beacons of technical requirements but in fact when they are aligned to business outcomes they can provide a benefit to the Transport cluster, our customers, the community, and economy by: The principle of balancing cost, risk and performance across the lifecycle was utilised as the foundation block to develop the strategic vision for Standards and articulate the outcomes the business requires them to deliver across the plethora of assets, networks, and services. Our vision thus became to “develop an easily understood SMF and supporting processes to ensure a level of quality and reliability of the network that is considered acceptable by the customer and community across the lifecycle of the asset”. To achieve this vision we developed a number of core principles which form the basis of the SMF (Figure 3). Figure 3: Core Principles of the Standards Management Framework The fundamental core principle is that Standards are an asset (intangible) as they typically describe the physical or functional characteristics of an asset or performance of an asset management function, and they contribute to the manner we deliver services to our customers and achieve our asset management and organisational objectives.   In the same manner that sleepers are an asset but also a contributing component to the formation of railway tracks in the same manner Standards are a fundamental component for technical assurance, development, operation, maintenance, and disposal of our physical assets. As Standards themselves are an asset, they equally have a life cycle. For this purpose, the DAMA DMBoK[1], an international data management standard, was adapted to develop a life cycle model setting out interconnected states in the management of information across the life cycle from planning through to enhancing and disposal and align to the Transport AMF life cycle. This is shown in Figure 4. Figure 4: Diagrammatic representation of the life cycle of TfNSW Standards Further to the above, strong governance which delivers business outcomes, is fundamental to the successful implementation of any initiative, framework, or business process. In essence, governance is the formal process by which an accountable party makes decisions, checks that pre-defined activities have been done, and provides a forum to receive and accept assurances.  The key governance activities covered within the SMF include: Importantly though, governance needs to be scalable in its approach, processes, and procedures and commensurate with the level of risk (e.g. technical, safety, environmental, legal etc.) and change impact. (e.g. single asset, multiple interconnected assets in a corridor, single or multiple modes of transport etc). Application of a scalable approach resulted in our tiered governance model as illustrated in Figure 5. Figure 5: Scalable governance model for Standards Our framework has now been embedded across the entire Transport cluster whilst at the same time also communicated with our supply chain and delivery partners across the industry. It has become an enabler of cultural change with a shift to outcomes-based thinking, looking at the interdependencies between assets which form corridors for the provision of transport services thus moving away from asset specific technical excellence, multi-modal outcomes, whole of lifecycle considerations – not just Capital Expenditure – and balancing cost, risk and performance. Figure 6 provides an outline of our evolutionary journey of enabling frameworks and processes to achieve business outcomes. Figure 6: Standards Management Framework – evolutionary journey Opinion of specific contributions In general practice, technical and engineering standards are routinely utilised as the limiting boundaries of asset solutions. Overly strong and prescriptive governance can further exaggerate such effects leading to situations that only repeatable

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Victorian Department of Health – Uplifting Asset Information Management Capability across the Victorian Health System

Summary of the Project Victoria’s health system comprises 80 health agencies, in over 2,000 buildings, across 150 campuses in metropolitan Melbourne and regional Victoria with an approximate asset fair value of $16.6 billion. Historically, the primary focus of Victoria’s health system has been on the delivery of clinical services without extensive oversight of the physical assets behind these services. In 2018, the Victorian Department of Health embarked on a journey to uplift the sector’s capability in understanding and managing asset risk and determining the portfolio investment needs through a program of work to collate and capture asset data from all agencies. Description of the Project Context As part of the department’s efforts to uplift asset management maturity, a major program was established to improve asset information management capabilities across the sector. The program’s strategic framework is based on three pillars: Additionally, two enablers were established to foster the program’s implementation The diagram below (Figure 1) illustrates the program framework: Figure 1 Asset Information Governance Strategy (AIGS) The department developed an Asset Information Governance Strategy (AIGS) to inform relevant stakeholders about governance requirements for asset data generated and disseminated by the department. The strategy was designed to ensure completeness, accuracy and confidence in asset information supporting the department’s stewardship role to ensure a clear line-of-sight to health services and assets maintained and managed in the portfolio.  The AIGS applies to data collated during all phases of the asset life cycle defined in the asset management framework. The diagram below (Figure 2) shows the role and relationship of the asset information life cycle within the asset information management system. Figure 2 Asset Condition Assessment Program (ACAP) ACAP is a staged approach program to collect asset data from 150 major hospital campuses, 118 mental health facilities and 18 aged care facilities across Victoria. The program objective was to gather information on the current condition of the asset base at a high level to enable the understanding of current infrastructure risks.  The program scope targeted three major asset classes:  engineering plant, building structures and medical equipment. The program included multiple phases as shown below (Figure 3). Figure 3 The figure below shows the distribution of Acute Hospital Sites across Victoria covered by ACAP (Figure 4): Figure 4 Site visits were preceded by a detailed review of available documentation and the prepopulating of site assets onto data capture devices using a standardised template. Assets were inspected and measured against the following metrices: Both metrics are used to determine asset risk which is a weighted matrix of remaining useful life and criticality (Figure 5). Figure 5 The data collection process was followed by a quality assurance plan (Figure 6) to ensure integrity of final reports. Figure 6 Key to the success of the program was early engagement with health services to coordinate site audits and review existing documentation. One of the biggest challenges was site access during the pandemic, with travel restrictions and special access conditions in place, highlighting the importance of establishing dynamic scheduling capabilities, especially in rural areas. The project team was agile and adapted quickly to changed circumstances. Asset Information Management System (AIMS) AIMS was established with three key strategic objectives: The department as a system steward does not undertake operation and maintenance functions where these functions are performed by health services, therefore it was necessary to design AIMS at a portfolio level, absorbing data from all health services’ asset information management systems. A data collection framework was developed in line with asset management maturity across the sector as illustrated in the diagram below (Figure 7). Figure 7 As part of robust stakeholder engagement, health services were closely involved in the codesign of the system through a project advisory group during the implementation stages. Health services are being trained and onboarded to the system in a staged manner to allow interaction with their data to determine future asset replacement needs. The system can produce heat maps to predict asset failures based on multiple investment scenarios.  It also provides the department with a long-term view of the portfolio need (Figures 8, 9 and 10). Figure 8 Figure 9 Figure 10 Asset Management Plans The department developed a program to collect asset management plans (AMPs) from all health services to provide an overview of asset replacement need. The program was used as a tool to advocate to health services the importance of managing asset information. The team evaluated the submitted documentation and provided tailored feedback to encourage ongoing improvement. Submitted AMPs were evaluated against three key areas: The Victorian Health Asset Management Communities of Practice (VHAMCoP) VHAMCoP were initiated to establish a culture for continuous improvement and uplift asset management capabilities across the sector.  They create opportunities among health services to improve asset management practices by providing an environment where participants can share knowledge and experiences, develop and discuss areas of interests and build a sense of community. Through these forums, health services are able to build connections to solve operational issues at local levels and return to their chapter with experiences and lessons learnt. The VHAMCoP discussions led to the development of multiple guidance documents including asset criticality, asset performance indicators and an asset management plan template. Twenty-seven-chapter events were held over the last two years, totalling around 300 delegates from over 80 organisations from metropolitan and regional Victoria. The Benefits Uplifting asset information management capability enabled the department to conduct asset investment planning with a balance of cost, risk and performance. Additionally, the data collection process enabled a proactive management of risks, leading in turn to reduced service disruption, better quality in services delivered and consequently staff and patient satisfaction in the wider community. The long-term asset planning also enabled the department to direct investments using an evidence based prioritised approach. Furthermore, active engagement and onboarding of the health services to a centralised system ensured consistency and accuracy of data across the sector. Health services’ access to information and modelling outcomes provided clarity in decision making between the department and health services

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Venues NSW – Managing Cost, Risk and Performance during COVID-19

Executive Summary Venues NSW portfolio combines more than $4b worth of assets, five distinct precincts, six stadiums and two entertainment centres. With a mature view on asset data collection, Venues NSW completed a comprehensive condition assessment of a new stadium as well as the annual update to existing stadia. Life Cycle Costing is an essential requirement for accurate future forecasting and was particularly relevant with the COVID-19 pandemic causing disruption and uncertainty for sports and entertainment destinations. Venues NSW now has critical oversight into their geographically dispersed portfolio of major sports and entertainment assets, but also alignment to State policy and ISO best practice Asset Management. Venues NSW: Managing Cost, Risk and Performance during COVID-19 Venues NSW commercial activities include hiring out venues for sports and entertainment organisations and non-match day functions, event ticketing, hospitality and catering sales, tours, as well as advertising, leasing, membership naming rights and sponsorship arrangements. Venues NSW takes an integrated approach to the development of stadia, bringing together fans, services and resources as well as making forging partnerships between different stakeholders. These include venues, sporting Codes, audiences, local businesses, NSW Government agencies and community groups. With the COVID-19 pandemic causing unprecedented disruption and uncertainty for public entertainment and sporting stadia, Venues NSW ensured accurate condition assessments of the various venues it owns, coordinates, and promotes. It also established an Asset Management Policy to align with both the NSW Public Sector Policy (TPP19-07 AM Policy) and ISO Asset Management 55001, the international standard for asset management. Even though there was reduced utilisation of most sporting facilities during the pandemic, there were still capital and maintenance costs in making sure venues were ready for when fans returned. Building Best Practice Asset Management Principles The balance between Cost, Risk and Performance to manage under-utilised assets was critical to Venues NSW’s ability to safely maintain multiple stadia across the state without overspending on nonessential maintenance. Venues NSW partnered with AssetFuture to enable evidence-based decision making through comprehensive condition assessments at four stadia, enabling asset intelligence. THE PROJECT CommBank Stadium seats 30,000, bringing fans closer to the action than ever before in Australia. Consisting of four levels with function rooms, lounges, and corporate suites, it has everything for a dedicated fan or corporate sponsor. Food and beverage facilities are plentiful to support all preferences of visitors to the Stadium. As it was the first condition assessment for CommBank Stadium, it was vital that data quality was exceptional, giving Venues NSW a clear view of forecasting, and a benchmark to base future assessments on. Additionally, scheduled annual condition assessments were completed in the following stadia: DATA STANDARDS: DYNAMIC ASSET REGISTER Venues NSW already had a mature approach to data with scheduled annual condition assessments. Previously, these were performed, and the data stored and analysed separately. Bringing together disparate data sets from previous assessments and new data from CommBank Stadium within the AssetFuture platform created a dynamic Asset Register, underpinned by Asset Management best practice, such as: The Platform allows everyone to see key data to understand the portfolio such as: DATA MAINTENANCE – GOVERNANCE AND UPKEEP Data integrity is critical to the ongoing relevance of asset intelligence for Venues NSW. Regular scheduled condition assessments as well as the capture of new assets and issues are standardised processes for the team. These processes are documented in the Asset Management Plan and align with the NSW Public Sector Policy (TPP19-07 AM Policy) and ISO 55001 best practice. CORPORATE STRATEGY ALIGNED TO ASSET MANAGEMENT STRATEGY Creating the link between Corporate Strategy and Asset Management Strategy is core to ensuring success. The NSW Stadia Strategy provides recommendations to target investment in stadia so that they become multi-use hubs with multiple tenants. Venues NSW is a key entity in the delivery of modern stadia and facilities of varying sizes to meet sport and major events needs across the State. The success of the Stadia Strategy also relies on quality services and facilities, transport connectivity and a highly activated entertainment precinct in the stadia surrounds. For the Strategic Asset Management Plan, this is reflected in the maintenance standards, the risk management strategy and the measurement of asset performance throughout its life cycle. This line of sight enables forecasting confidence for necessary funding requirements, helping drive the vision of the future for NSW. INVESTMENT DECISION MAKING Good decisions start with good data, and Venues NSW’s approach to data maturity enabled the accelerated implementation of the digital intelligence solution from AssetFuture, which included an Asset Management Plan. The solution incorporates full Asset Lifecycle Intelligence capability. This has enabled a much more accurate, consistent, and efficient approach to delivering cost, risk and reliability forecasting.  Venues NSW can now enable a 5-year or 10-year view cashflow, capital works requirements and forecast asset condition, including “what-if” maintenance strategy scenarios. This was especially important in 2021 where “what-if” became a reality, and scenario planning was critical to ensure funds were being directed appropriately and aligned with best practice as well as criticality and risk factors, should fans return to the stadia within an unexpected timeframe. MOVE FROM REACTIVE TO PREVENTATIVE, ENHANCE PERFORMANCE The combination of great baseline data and the Life Cycle Costing approach moves Venues NSW from a reactive approach to a preventative approach to maintenance. Frequent scheduled condition assessments close the feedback loop and enables a deeper understanding of assets and how they perform. Creating Capability in Uncertainty There have been many challenges for organisations in 2021, but especially for those that rely on large gatherings of people in one place. Uncertainty throughout 2020 and 2021, led Venues NSW to look for a solution that would create the intelligence to inform evidence-based decision-making on investments, with the right parameters for risk. There was the tendency for a lot of organisations to take a ‘risk-based approach’ and maintain the bare minimum until there was more clarity on the situation. Venues took a more holistic and original viewpoint on investment for core maintenance. The longer-term viewpoint with scenario planning creates capability for uncertainty

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Transport for NSW – Asset Resilience Strategy

Asset Management Excellence Awards Submission – Asset Management Resilience Transport for NSW Asset Resilience Strategy Summary of the project, product, framework In response to the 2019-20 bushfires, Transport for NSW (TfNSW) established the Asset Resilience Working Group in July 2020 to identify, develop, and deploy an Asset Resilience Strategy that considers resilience against multiple threat types, from natural hazard risks to human-induced risks, across the full asset lifecycle, and across all divisions. The Asset Resilience Strategy was a result of collaboration from multiple divisions, agencies, branches, and transport modes with many perspectives from asset management, environment & sustainability, security, crisis & emergency management, strategic transport planning, Greater Sydney assets, and Regional & Outer Metropolitan assets. Description of project or framework addressing the assessment criteria Use of Best Practice Asset Management Principles (40%) The Asset Resilience Strategy was developed to adopt principles that align with best-practice Asset Management: The principles encourage a holistic “System of Systems” view of the TfNSW transport system, assets and services that considers the “long game” from an integrated, adaptive, and strategic perspective. Degree of originality and ingenuity of solution (20%) Prior to the 2019-20 bushfires and subsequent flood events, there was no integrated asset resilience strategy that considered all TfNSW divisions, all transport modes, and all operational assets over an extended timeframe. The nature of transport assets and the natural and human-induced risks they are exposed to did mean that various parts of the organisation did have a certain level of asset resilience planning, but not to the level of integration and timescales that this strategy seeks to achieve. For example, vegetation surveys and management and hydrological surveys of drains and culverts have been part of TfNSW rail and road asset management for decades but were generally addressed at a tactical and operational level. The strategy draws on new and novel strategic natural hazard risk modelling and prediction platforms and tools that have been developed either within TfNSW or by external government agencies and private sector organisations. The strategy also identifies and recommends a range of actions that can be deployed across the asset lifecycle that include increased use of strategic tools and models to support strategic business cases, early warning sensors and systems, sharing of risk and resilience data, and use of lessons-learned processes and platforms to drive adaptation of new or altered assets to meet the risks and adversities of the predicted future operational environment. Program and project management (20%) The strategy encourages new transport initiatives to include long-term strategic modelling and predictions of natural hazard and human-induced risks into the development of the Strategic Business Case and Final Business Case before committing taxpayers’ money to program or project development and delivery. These risk-based decisions taken in the demand/need and planning phase of the asset lifecycle will lead to long-term improved outcomes to avoid or defend, or recover from, major natural hazard risk events in the distant future. During the next phase (acquire) of the asset lifecycle, the strategy calls on the project development and delivery organisation to consider asset resilience in the specification, design, material acquisition, fabrication, construction, integration and testing of assets and systems. Benefit/Value of the project or service to the community or organisation (15%) The benefits and value the asset resilience strategy to Transport include: During the operate and maintain phase, the strategy calls for asset resilience to be monitored and controlled over the operational life of the asset at a tactical level (review asset resilience and pro-actively introduce measures) and at an operational level (review and improve emergency response and repairs to restore assets and services). Opinion as to specific contribution made by the nominated team The importance and relevance of the Asset Resilience Strategy has been recognised at a Transport executive level, with updates to the Future Transport Strategy and the Asset Management Framework being made to specifically incorporate resilience. Furthermore, it has driven updates to the TfNSW Asset & Services Plan (Asset Management Plan) to include high-level asset resilience activities across the divisions and agencies. In addition to being best practice, this increased reflection of asset resilience within TfNSW’s asset management planning processes also demonstrates alignment with the NSW Treasury Asset Management Policy for the NSW Public Sector (TPP 19-07). The Asset Resilience Working Group has drawn on asset management, environment & sustainability, resilience, and security, crisis, and emergency management staff from across the Transport cluster to collaborate and contribute to the development of the TfNSW Asset Resilience Strategy and its practical deployment. This work has triggered an enhanced systematic approach to embedding asset resilience into planning and executing of asset management activities, as well as other areas such as strategic transport planning, enterprise governance and risk, finance and investment, sustainability, and emergency response. General comments Photos: Geoff Ward ©Transport for NSW The Asset Resilience Strategy recognises that there are overlaps and areas of common concern across a range of engineering and management areas, including Business Continuity Management, Risk Management, Asset Management, Systems Engineering, Security Management, and Sustainability Management. In adopting a System of Systems approach to asset resilience management, this Strategy considers the cyclical interdependencies between engineered systems (our transport operational assets), the ecosystem that is affected by our engineered assets, and the climate system that can affect our assets and services. The Strategy also considers the many interactions and interdependencies that Transport assets and services have with other service providers, both government and private sector, including energy companies, water authorities, national parks and managed forests, fossil fuel suppliers, and telecommunications companies. Major risk events such as natural hazard risks and human-induced risks that affect our transport assets and services can adversely affect these other organisations, and vice versa.

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OQ Refineries and Petrochemicals – Resolving the small bore connection failures in ethylene cracker plant

General description of role: Sundaravel has been a Team lead in OQ Refinery and Petrochemicals, Oman managing Asset Integrity Engineers, Senior Inspector and Senior Engineers. OQ commissioned its first Ethylene Steam cracker project worth 3 Billion Dollars investment in the Sultanate of Oman. He is a Tier-3 Technical Authority in Inspection. He was entrusted with quality assurance through approval of materials, suppliers and fabrication shops proposed by Engineering, Procurement and Construction (EPC) contractors and monitor the quality both at shops as well as at site.   Operations reported failure of Small-Bore Connections (SBC) in Medium Pressure Steam service at 19 barg pressure. SBCs include PG connection, Vent and Low Point Drain (LPD) downstream of a Pressure Control Valve (PV-68A) in Ethylene Plant. Inspection was notified to assess the condition and evaluate the options. Sundaravel formed a task force after inspecting the site and found that the vibration is a potential cause of failures with more than 2 failures occurred since commissioning of the plant. Advised to check the design of the PV against the actual operating condition. Upon verification by Instrument team, Flow Induced Vibration (FIV) was identified as a root cause of the problem with design change request triggered. Background: Oman commissioned its first Ethylene production plant with an investment value of assets worth close to 3 billion dollars in 2020. With over 300 pressure vessels, 6 heaters, 50 storage tanks and over 200 piping circuits, managing the assets with widest range of operating conditions starting from minus 103 Deg C to 1000 Deg.C is a challenge. Plant was commissioned successfully and commenced operations in 2021. As per the Reliability principles, early failures of equipment and piping are imminent that follows the “Bathtub Curve”. This means that the rate of random failures will be high, will come down sharply and will flatten as the plant operations gets stabilized. Ethylene Plant has wide range of steam service viz. Very High-Pressure steam, High Pressures Steam, Medium-Pressure Steam, Low Pressure steam. As a part of the process, Steam is also generated from the Heaters during the cracking process. Just few months after commissioning, Operations reported failures of vent and PG connections in MP Dilution Steam system, which was repaired by the Engineering Procurement Construction (EPC) contractor during the warranty period. Cracks were observed on the gusset plates welded to the header as well. Again, the failure occurred within few months after the repair. Asset Integrity Team was informed of the repeat failure and tasked with thorough analysis of the piping circuit. Observations: Asset Integrity team under the stewardship of Sundaravel, visited the site and found abnormal noise at the section of the piping that had repeated failures of vent and drain connections. After studying the Process and Instrumentation Diagram (P&ID), it narrowed down the cause to be likely from the Pressure Control Valve (PV). The control valves are designed for a specific pressure drop. Upon scrutiny of the PV, it was found that the design pressure drop for that PV is around 0.35 barg. while the actual conditions were suspected to be deviated far from the design. When the PV is operated outside the design regime, it can lead to a “Flow Induced Vibration (FIV)”, which in turn could cause the failure of SBC’s due to high or low cycle fatigue, depending on the frequency and amplitude of the vibration. Analysis: Sundaravel advised to check the vibration of the piping at the vent and drain, which could not be done due to the temperature limitations of the vibration probe. I tried to identify the source and cause of vibration in the piping and connections. Possibility of accumulation of condensate (due to non-functioning of steam trap) in the upstream resulting the 2-phase flow vibration was checked and ruled out. The bye-pass valve was opened and observed the that the intensity of the vibration got minimized. With that narrowed down the cause of vibration. It was mainly coming from High DP with high opening of the valve versus presence of condensate and advised to do the pressure survey of the system to map the pressure differentials across the system. Upon completion of the pressure survey by Operations / Process Engineering, it was found that the pressure drop across the valve is more than 20 times that of the design basis. With the new parameters recorded in Operations case, the design verification of the control valve was performed by the Engineering team and reported that the existing control valve design is not suitable to handle the huge pressure drop and proposed a different design to minimise the impact of the vibration downstream. Damage Mechanisms and Materials Design Envelope: Flow Induced Vibration (FIV) has been a problem in the industry resulting in failure of SBCs’ catastrophically, which potentially lead to a safety incident when the process fluid steam comes out from the pipe scalding the people around. Energy Institute’s Guidelines for the design, installation and management of small-bore tubing assemblies was referred to and identified the gaps in the existing loops. Reference was taken from similar industry issues and steered the team to carryout the SBC assessments in critical services. Cost vs Risk vs Performance: Having witnessed failures in a short period of time, Maintenance cost is about 2000 Dollars per event. However, the risk of unavailability of the unit due to breakage steam piping is approximately one million dollars per day. Apart from the economic impact, steam leak results in personal & process safety concerns (causing scalding). Environmental perspective, the noise pollution from the increased pressure drop is beyond the allowable limit of 85 dB, is quite high for free movement of Operational staff for their rounds. Noise from the control valve coupled with vibration cause the poor performance in the downstream process. To manage and improve the situation, an interim short-term solution was recommended by the team to crack open the by-pass valve to minimize the impact of vibration until the pressure control valve is fixed permanently. Identification of the source of the problem

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TasWater – Asset Management Operating Model

1.      Summary of the project, product, framework In September 2020 TasWater embarked on the evolution of our Asset Management Operating model (AMOM) to realign the Asset Management Services Division to support the provision of a better service for our internal and external stakeholders and enable the delivery of the best possible customers outcomes. Over the five months since announcing the model, TasWater utilised an innovative organisation change process using collaborative digital tools, engaging with staff internally to produce a considered model which provides a platform for the future success of our business to support our communities. 2.      Description of Project or framework Use of best practice asset management principles TasWater has been in operation since 2013 and while a great deal has been achieved, we must keep evolving and challenging the status quo if we are to realise our vision to ‘be a trusted and respected provider of essential services that is making a positive difference to Tasmania’.   Since inception, the asset management functions have been consolidated and enhanced to deliver:  Over the past five years, TasWater has engaged in the Water Services Association of Australia (WSAA) asset management customer value (AMCV) assessment, most recently in 2020. The AMCV allows utilities to benchmark their asset management maturity and understand where maturity gaps are restricting their ability to deliver value to their customer base.   The 2020 AMCV indicated TasWater is operating above the 75th percentile for asset management strategy and planning and asset management decision making. These areas include the development of:  However, it is important to note within subject groups 1 and 2, TasWater is rated as 2.5 or “Aware” for Demand Analysis, below the industry median score of 4.13, and 2.25, “Aware” for Operations and Maintenance decision making.  An interesting correlation to make from TasWater’s results, is that our lifecycle delivery activities and asset information are low compared to our asset management decision making functions. This suggests that TasWater has opportunities to:  Although we have achieved improvement from 2016 to 2020, the findings from the AMCV show that our scores are less than the industry median in the areas of Demand Analysis, Technical Standards, Configuration Management, Asset Reliability, Data and Information, Asset Management Leadership, Risk Assessment and Management, Contingency Planning and Stakeholder Engagement.   Degree of originality and ingenuity of solution/ Program and project management In September 2021, the GM AMS began the development of a new AMOM and sought to ensure a collaborative and inclusive approach was followed.  In the recent years, TasWater has engaged in a major cultural change program centred around the Blue Bus Revolution program. This program focuses on the philosophy of which “Bus” you are on within the workplace, an analogy for describing the behaviours individuals display in the workplace. Key principles, such as “ask” not “tell” are fundamental to the Blue Bus approach. This focus was critical the AMOM engagement of our team members in decision making for the future. The AMOM targeted the alignment of TasWater’s Asset Management practices to the Global Framework for Maintenance and Asset Management (GFMAM) 39 subjects and 6 subject areas to strategically close the gaps in TasWater’s asset management maturity including: Incorporating strong connection of investment priorities to customer outcomes to ensure prudency and efficiency of our investments In addition to the above, TasWater recognised the management structure did not support the appropriate spans of control[1] with team reports averaging 11-14. This impacts our business through; the over allocation of work on our managers leading to burn out, insufficient time to develop team members and inability to focus on the solutions being delivered. Through late 2021, the GM AMS engaged in consultation with AMS and stakeholders within other Divisions. Feedback and engagement from the AMS division was strong and validated the decisions for the AMOM.  The final model is both resilient and flexible and focusses resources in areas for improvement to build business knowledge and implement efficiencies.  The final structure for TasWater’s Asset Management Services division resulted in the development of three departments, Infrastructure Investment planning (IIP), Asset Lifecycle Management (ALM) and Development Services (DS). The IIP department includes water and sewer master planning, technical standards, capital and operational programming, asset lifecycle management and asset management system maturity development. The ALM department focuses on TasWater’s lifecycle activities including asset reliability focusing on maintenance strategy development, Dam infrastructure and SCADA and electrical infrastructure management teams and realignment of our asset data services team. The DS Department focuses on the engagement with the local community and developers to deliver infrastructure which is aligned to TasWater’s requirements. This function is delivered through dedicated teams responsible for assessment, compliance, connections and development support. The new model is in full function as of March 2022. Benefit of the project or service to the community or organization The AMOM is critical to business functions across TasWater and the culture within the Asset Management Services Division. Our people have responded to external change with respect to the Service Delivery Target Operating Model and Capital Delivery Office with strategic change to the key asset management decision-making functions which support the effective delivery of operational and capital activities becoming necessary. Strategic intervention of the AMS structure has allowed TasWater to intervene against the risk of making short- and long-term decisions which are not deemed prudent or efficient.  The project brings a strong strategic focus on This focus benefits our customers and the business by creating transparency of our decision making. Whole of system planning will be critical as we transition to a capitally constrained environment by improving our understanding of investment needs to meet our corporate and community outcomes. 3.      Opinion as to specific contribution made by the nominated individual/team /organisation TasWater’s delivery of the ISO5501 aligned AMOM through a dedicated project team within the Asset Management services division, driven by the leadership of the GM AMS, was critical to the success of the business realignment. Through development, a critical question was asked of the team. Is this revolution or evolution? This phrase became a critical foundation

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