AWARDS2022

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

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

BUILDER Data Confidence Dashboard Pinpoint which AIR FORCE Facilities Have Good Data SUMMARY:  The United States Air Force is working to mature its Asset Management processes, procedures, and strategies to an end-state that optimizes life-cycle management while balancing risk and fiscal constraints.  The Sustainment Management System (SMS) BUILDER experts came together over the course of a year and a half to transform how we measure confidence in SMS data transforming building-level decisions. DESCRIPTION:  Limited infrastructure funding demands smarter facility sustainment and repair decisions to keep power projection platforms performing at capacities required by today’s evolving missions. Smart decisions start with accurate data. By adapting industry concepts to Air Force needs, the team devised a revolutionary metric combining 13 measures of data confidence, transforming lengthy lists of anomalies from data quality reports into a straightforward rating for each facility. This metric delivers a simple guide to which building condition data can be trusted and which is suspect. BUILDER data is used for decisions daily at all levels of the enterprise. The Data Confidence metric bridges the gap between collecting data and making decisions by summarizing the enterprise’s trust in the data beforehand. Analysis demonstrated to Higher Headquarters how BUILDER data is good enough for enterprise analysis despite issues with many individual buildings and how targeted initiatives are already improving confidence numbers. The team developed a user-friendly dashboard to automate the calculation of the Data Confidence metric and allow decision makers at all levels to interact with their BUILDER data and investigate potential quality issues. It gifted decision makers with a BUILDER expert’s intuition about data’s suitability for decisions. Data Confidence dashboard connects with 3 other Facilities Activity Management dashboards for full spectrum visibility of vertical assets. In the Air Force VAULT, decision makers can get an instant, automated read on the data confidence for any of 35,000 buildings they need to decide on. This previously could only be done manually by a handful of Air Force BUILDER experts. OPINION:  Anyone who has interacted with BUILDER Sustainment Management System data has sensed the obvious potential. The Army-developed, OSD-mandated database’s ability to track the condition of every facility in the Air Force down to individual components, to project how that condition will degrade over time, and to predict the costs needed to sustain and repair the facility, are powerful capabilities for asset management. Yet anyone who has interacted with BUILDER has also quickly realized this power is only effective if the data used to populate BUILDER is accurate. Garbage in, garbage out, as they say.  The fact is, BUILDER data is being used by decision-makers at all levels of the Civil Engineer enterprise on a daily basis. Even if some of the data is suspect, we should not throw out all of it. So how do we identify where we can trust the data and where we should exercise caution? That was the problem statement for the BUILDER Data Confidence Working Group, a team of Air Force Installation and Mission Support Center and AFCEC experts on BUILDER and data science, who developed the newly released BUILDER Data Confidence dashboard. After all, expert BUILDER analysts can tackle this exact problem on a case-by-case basis. Present them with a building’s data, and they can point to anomalies in the data that reduce their confidence in the accuracy of the Building Condition Index, or BCI, outputted by BUILDER. The Working Group adapted industry concepts to automate this expert skill for decision-makers t all levels and summarize these anomaly lists with a simple confidence rating for a building’s BCI of High Confidence, Medium Confidence, Low Confidence, or No Confidence. This information is now available in a user-friendly dashboard on the Air Force VAULT for anyone with VAULT access. (The link is https://tableau.afdatalab.af.mil/#/site/AFIMSC/workbooks/1807/views.) There, users can filter the Overview page’s list of 35,000 Air Force vertical facilities down to the installation, Category Code, or Mission Dependency Index, or MDI, tier they are interested in. Once they have honed in on a particular facility, they can jump over to the Drill Down page to see a detailed breakdown of the particular anomalies driving the calculated confidence level. Those anomalies fall into 13 types, as identified by Air Force BUILDER experts, and each type receives a confidence rating. The overall confidence in the BCI is then the worst offender of these 13 anomaly types. No data entry occurs in the dashboard, and even those without BUILDER access can use it to dive into the intricacies of the authoritative database. That said, if a user’s investigation uncovers data issues that need to be fixed they must go into BUILDER itself to make the changes. The Data Confidence dashboard is connected to three other Facilities Activity Management dashboards for full spectrum visibility of vertical assets. Ultimately, the BUILDER Data Confidence dashboard is a guide, not a verdict on the data. It does not have all of the context a decision-maker uses, only what is contained within BUILDER. In addition, the confidence rating only refers to the likely accuracy of the BCI itself, not the confidence rating in a particular decision, such as whether to demolish, repair, or replace. Still, it can provide reassurance that the starting point for many decisions, the condition of the facility, is reliable, resulting in more confident decision-making.  If you would like to learn more about the BUILDER Data Confidence dashboard, please reach out to Ben Graf (ben.graf@us.af.mil) and John Glass (john.glass.1@us.af.mil) at the Air Force Civil Engineer Center (AFCEC/CPR).  Photo of BUILDER Data Confidence Dashboard

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 1.1Shows the PowerBI Dashboard for the Materials Impact Analysis for ISC, displaying information such as Materials Impact, Breakdown byMaterials, Enviro Points associated as well as tracking against base values.

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

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

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

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

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

Project Summary Unitywater has embarked on the digital strategy for making data driven decisions as a key enabler for holistic asset management. Under this strategy, Unitywater has developed interactive Asset Management Plans incorporating live dashboards for continuous reporting on the performance of 13 Sewerage Treatment Plants and 798 Sewerage Pumping Stations. These dashboards provide a single point of truth and have functionality that allows users to drill down into the fine details of a fault or concerning trend. The dashboards provide live updates on the Key Performance Indicators to the executives for these asset portfolios. The easy accessibility and reliability of the information have led to a significant improvement in the condition and criticality assessments, increased renewal spending and improved preventative maintenance program.  Project Description Unitywater provides high-quality, safe and reliable water supply and sewerage services to Moreton Bay, Sunshine Coast and Noosa communities. Unitywater aims to be a sustainable, industry-leading, community and customer-orientated water and allied services business and operates and manages assets worth $3.5B value. The written value of the Sewerage Treatment Plants (STPs) and Sewerage Pumping Stations (SPSs) assets is estimated close to half of the total written down value of the whole asset base. The paper-based Asset Management Plans (AMPs) for these asset portfolios are static in nature and generally considered as strategic documents for reference only. The key information provided in the paper-based AMPs related to asset portfolio, asset performance, risk management and financial performance becomes outdated as soon as the document revision is complete. In accordance with the International Standard for Asset Management ISO 55000, Unitywater has developed data driven interactive AMPs for improving procedures on how the information related to assets is analysed, reported, valued and acted upon as a single source of truth across all business functions. Figure 1, shows how the information for the various components of an AMP is presented in the live dashboards that are published within the corporate BI workspace and open to anyone within the organisation. The key advantages for the interactive AMPs are: Program and Project Management: The building of dashboards was started in the year 2018-19 and has gone through various upgrades since then based on the stakeholder feedback. These dashboards are built in-house and are still work in progress. The dashboards are linked to the live information from the corporate financial register, asset master data, work and service order history, inspection records, capital/renewal plan register, energy and customer databases and population forecast models (refer Figure 9). The Data Model built with linking all this information to an asset level is the core of its functionality. The Data Model collects, organizes and compiles all the data and carries out the calculations required in the dashboards. Definitions for the calculations of various KPIs presented on the dashboards were agreed upon among various stakeholders, which helped in removing any confusion and thus improving the cross-functional collaboration. Establishing an appropriate Data Model requires relatively advanced IT capabilities and skillsets. The corporate Business Intelligence Unit and IT Section were thoroughly consulted for the development of the Data Model and for access to the data warehouses. Various SQL, DAX and Python scripting was used to build the “smartness” in the dashboards. Benefits to the Organisation: Some of the critical Asset Portfolio Objective performance for Unitywater’s STP fleet are provided in Figure 2 to 5. The information provided on these figures is as of 01/03/22 (at the time of writing this submission). As shown in these Figures, the users can drill into individual STP for investigating data on the location hierarchy of various process trains and then assets within them and can further drill down to the work order level if relevant. The development of these dashboards has resulted in various benefits to Unitywater. The delivery of planned maintenance is measured using ‘Preventative Maintenance Adherence’ (Figure 2) and ‘Planned Maintenance Backlog’ (Figure 3) service level measures. Both these measures saw major performance deterioration in 2017-18 and 2018-19. The reporting and visibility of this data through the dashboard has led to the performance trend improvement since 2019-20 due to a major Preventative Maintenance Program re-alignment driven by the executive team. There are also improvements in the scheduling of planned work such as bundling of work per STP to improve maintainer productivity. Reduction in backlog and improved scheduling resulted in improvement in STP ‘Preventative Maintenance Adherence’ from 33% in 2018-19 to 86% in 2019-20 FYTD. The availability of this information on the dashboard drives the behaviours to keep pushing for meeting the 80% target for ‘Preventative Maintenance Adherence’ and bring focus on the resource issues. Operational risk arising from critical asset failures is measured using the ‘Mean Days to Critical Repair’ service level measure. This measure illustrates (Figure 4) a steady increase in means day to critical asset fail time from 2018-19. The visibility of this information on the dashboard helped in minimising the impact of critical failures due to long delays in repairs and loss of redundancy due to out of service equipment (Figures 6 and 7 show further drill down on the hierarchy level for Means Day to Critical Fault). This also helped in developing business cases for the renewal projects and thus a 10% increase in the STP renewal budget. A downward trend in the % of reactive maintenance cost has been observed since the development of the dashboard in 2018-19 (Figure 5). The reactive maintenance cost % is the reactive maintenance share of the total maintenance spending. Reduced reactive maintenance through planned maintenance reduces the risk of failing compliance, cost or customer service requirements. The dashboards provided the feedback loop on the status as insufficient preventative and corrective maintenance completion causes more reactive maintenance which consumes resources that have been allocated to planned work. In the absence of the dashboard, it may be left unchecked and then the reactive feedback loop makes it increasingly harder to meet compliance, cost and customer expectations into the future. The development of dashboards has also helped in the development of an improvement

EXECUTIVE SUMMARY Travelling Stock Routes (TSRs) are parcels of Crown land reserved under the Crown Lands Act 1989 for use by travelling stock. TSRs have been an integral part of rural life in Australia for more than 150 years and were originally set aside to move livestock from farms to markets or railheads. Today, there are more than 6,500 TSRs on Crown land throughout NSW, covering an area of approximately two million hectares, and is used recreationally and has cultural significance for many Aboriginal communities across the State. Local Land Services NSW (LLS NSW) had little to no information on the assets and their condition across the TSRs due to previous dispersed management. Creating an Asset Information Strategy was the cornerstone of generating an evidence base for funding from Treasury, and innovative approaches to maintaining data currency. Creating A Consistent, Comprehensive Evidence Base within Travelling Stock Routes in NSW Understanding the Value of Travelling Stock Reserves Travelling Stock Routes (TSRs) are parcels of Crown land reserved under the Crown Lands Act 1989 for use by travelling stock. TSRs have been an integral part of rural life in Australia for more than 150 years and were originally set aside to move livestock from farms to markets or railheads. Today, there are more than 6,500 TSRs on Crown land throughout NSW, covering an area of approximately two million hectares. The government is committed to maintaining a viable, well maintained and connected TSR network for the future. TSRs are an important asset and a significant part of our communities. In addition to being used by travelling stock, TSRs have a range of economic, cultural, recreational and environmental uses and values. Many TSRs are used for multiple purposes concurrently. Economic —TSRs support a range of industries, including the farming and apiary industries. TSRs are also used for environmental and cultural tourism. Cultural — TSRs hold values for both Aboriginal and European cultural heritage – many routes are believed to have followed pathways used traditionally by Aboriginal people for travel and trade. TSRs provide benefits to Aboriginal people as the TSR network enables them to maintain connections to Country and maintain traditional practices, access and manage cultural sites and to pass on knowledge to future generations. Aboriginal rights and interests — Aboriginal people may have rights under the Native Title Act 1993 (Cth), or a right to claim (or undetermined claims) in TSRs under the Aboriginal Land Rights Act 1983 (ALRA). There are approximately 8,700 undetermined Aboriginal land claims under the ALRA affecting TSRs. Recreational — TSRs are used for a range of approved recreational activities, including camping, horse riding and provide access for fishing and walking trails. Environmental — TSRs contain significant environmental values including important remnants of native vegetation in highly cleared landscapes, endangered ecological communities and habitat for threatened species, such as koalas. The long, linear nature of the TSR network ensures that these species can move through and disperse across the landscape Creating an Evidence Base for Funding TSRs had been under different funding envelopes, and within those envelopes there was little to no data on the assets or their condition. In 2014, Local Land Services commenced an amalgamation process with the aim of creating a single view of TSRs. In 2017, Local Land Services NSW and the Department of Industry commenced a review process with the community on how TSRs were being used at a local level, and what values they are important for.  After the community review, the findings showed that many areas hold great significance. In 2021 Local Land Services embarked on journey in information management, and evidence-based funding requests for future liability. Creating Information Management Systems Due to the previous fragmented management of the TSRs, there was little to no information on the routes. Local Land Services NSW had no visibility of the assets on the 6,500 TSRs, nor the condition of those assets. Local Land Services started building an Asset Information Strategy that included: This Asset Information Strategy gave LLS NSW a pathway to understanding the future liability on maintaining TSRs for the community, and to make an evidence-based application for funding from Treasury. Additionally, the outputs of this strategy delivers the information for the 4-yearly Statutory Financial Audit. Assessing the TSRs Asset condition assessments across 6,500 TSRs would be a lengthy process. LLS NSW created an innovative approach to moving along in Asset Management maturity, as well as creating evidence for funding requirements sooner. LLS NSW assessed 8% of the TSR in NSW from a selection of TSRs that had different uses. The startling results were the commonality of the assets found on these routes. Most commonly these assets were found: These assets could then be grouped into asset classes for prioritisation of the asset renewal program. These were: Using a skilled assessment team from AssetFuture, LLS NSW were able to establish a clear condition rating of the assets with photos as visual aids. This formed the baseline of the condition ratings used in the Asset Register for all future data acquisition. This data was then stored as an active, dynamic Asset Register within AssetFuture, and this 8% was extrapolated to create a full picture of the assets, their condition which enables Life Cycle Costing analysis to be performed. From this extrapolation, LLS NSW were successfully able to apply for funding to Treasury. Data & Information Management – innovative leverage of existing process and human capital In the initial data acquisition, LLS NSW used skilled assessors from AssetFuture. This standardisation of the condition ratings and baseline information has been used to create the comprehensive Asset Register. The subsequent Life Cycle Costing analysis underpins the Asset Management Plans now in place for LLS NSW TSRs. Ongoing data and information management is critical to ensure the data is up to date and forecasting future liability is accurate for future funding requirements. As part of the Asset Information Strategy, LLS NSW created plan to train NSW Rangers to collect asset data. Rangers regularly travel through the TSRs

Section 1 – Summary Building on a strong history in safety and asset management, Rio Tinto has delivered an IoT (Internetof Things) technology solution to reduce the number of asset inspection tasks performed by its workersin hazardous environments such as confined spaces, heights, electrical and mechanical relatedhazards and minimise travel to remote locations. By combining real-time IoT data with advanced dataanalytics, valuable insights have kept workers informed about the asset conditions along with anyhazards that may be present. In turn, it has also created a positive workplace culture that embracesinnovation in safety and asset management whilst empowering employees to act and stand up aseveryday safety leaders.AM Council Asset Management Awards 2022 (Submission) Section 2 – Background 2.1 Overview of RTIO UtilitiesRio Tinto Iron Ore (RTIO) Utilities provides essential power, water, telecommunication, and fuelservices to support its mining operations and five townships in the Pilbara region of Western Australia.The business manages and maintains a diverse portfolio of assets over a vast geographical area asshown in Figure 1.Figure 1: Pilbara Region Geographical Map RTIO Utilities is responsible for: 3.3 Transferability The IoT sensors’ industrial ratings and long-range are an ideal solution in challenging conditions in the mining industry. Combined with their ease of installation, RTIO Utilities has successfully transferred the IoT technology solution to a wide range of asset classes as shown in Figures 5 to 12 including waste water pumps, overflow pits, fuel tanks, generator batteries, diesel fuel motors/pumps, streetlights, streetlights, power line and utility meters for predictive maintenance whilst creating a safer and more productive workplace. Figure 5: Waste Water Pump Figure 6: Overflow Pits Figure 7: Fuel Tanks Figure 8: Generator Batteries Figure 9: Diesel Fuel Pumps/Motors Figure 10: Streetlights Figure 11: Power Line Figure 12: Utility Meters Section 4 – Benefit and Contribution The safety commitment of leaders within RTIO Utilities has been fundamentally important to employees on site. The continued leadership support has empowered employees to want to make changes when they see deficiencies to reduce safety exposure risks. An innovative mentality and leadership support to initiate an IoT technology solution drove the transformation, resulting in proactive employees that strive to identify safety exposure risks and rectify them without fear.As shown in Figure 13, the development of IoT technology solutions has enabled people, assets, and the environment to become intelligent and connected. This has delivered enormous benefits for Rio Tinto Utilities as, the more information that is gathered and monitored, the easier and safer work becomes. The main benefit of the IoT solution has been the reduction of safety exposure risks for workers when inspecting assets that are installed in hazardous or difficult to access environments e.g.,confined spaces, heights, electrical and mechanical hazards. The secondary benefit has been the reduction for workers to drive hundreds of kilometres away fromtheir normal work locations to perform asset inspections. The culminating benefit has been the creation of a positive workplace culture that embraces innovation whilst empowering employees to act and stand up as everyday safety leaders. Figure 13: IoT Connecting People, Assets, and the Environment