AWARDS2021

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.

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

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

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

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

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. 

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

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

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:

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

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.

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

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

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

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. 

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

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

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

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

_______________________________________________________________ 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:

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

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

  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

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:

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: https://www.kazminerals.com/our-business/bozshakol/ 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