AWARDS2023

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

Every day at Sydney Metro, we design, create, engineer, and contribute to the building of places, infrastructure, precincts, and services for communities. Simply, we help create the future. At Sydney Metro, we incubate new ideas to identify, nurture and develop areas for innovation, technical excellence and product uplift that sets our future best practice and deliver enduring value. “This is a program I’m incredibly excited about; it encourages innovative thinking and collaboration and supports our people in bringing their innovative ideas to life”, Sydney Metro Chief Executive – Peter Regan Sydney Metro’s definition of innovations is “A measurable improvement in the way we do asset management which creates value for Sydney Metro and customers.” Sydney Metro promotes innovation, creativity, and imagineering through a Technical Excellence (TechEx) program to reduce cost in design, construction, operation, and maintenance for more cost-effective customer and community outcomes.

Metro operates Melbourne’s metropolitan rail network, consisting of 226 six car carriage trains and over 1000 kilometres of track. Metro’s Asset Management Strategy applies asset management principles across all phases of the asset lifecycle. Recently the city’s oldest fleet, Comeng, reached retirement phase, replaced by the new High-Capacity Metro Trains (HCMT) Metro developed retirement plans, detailed assessments of spares requirements and parts harvesting opportunities. Metro also worked with other operators. Metro also facilitated harvesting of other items for other operators and the tourism and heritage sector. Metro developed robust processes to prepare each unit for off-network storage and disposal, considering environment, safety, and sustainability and maximising metal recycling yield. Train units were retired based on asset condition criteria

Project Summary Every five years, Endeavour Energy works with customers and stakeholders to prepare investment plans to build, operate and maintain a vast electricity network. That plan is reviewed by the Australian Energy Regulator (AER), which considers feedback and then decides the final revenue we can recover from customers to fund our operations. These costs make up about 30% of the average residential or small business electricity bill, so it’s vitally important that every dollar we spend aligns with our customers’ priorities. Together with our key stakeholders and customers, and working closely with the AER to undertake a ‘Better Resets’ approach as part of its strategic priorities, we have used this opportunity to reinvigorate our Asset Management Systems and use it as the foundation for customer centric plans. Project Description Project Objective and Scope Endeavour Energy started this project with a clear objective, develop a customer centric regulatory proposal for FY24-29, ensure that what we propose is what we plan on delivering and embed the process as BAU (Business as Usual) to keep our AMS (Asset Management System) evergreen. No small order. We manage a $7.7 billion ($FY24) regulated electricity distribution network for 1,080,000 customers in households and businesses across an area spanning Sydney’s Greater West, the Blue Mountains, the Southern Highlands, the Illawarra and the South Coast of NSW. Endeavour Energy Network This is a diverse asset base, operating in a wide variety of conditions, servicing customers with different background and preferences, including the most culturally and linguistically diverse communities in Australia. Meanwhile, the critical investments we are planning for the next 5-year regulatory period (FY24-29) need to support our support our regions, facilitate the energy transition, and deliver our purpose of powering communities for a brighter and affordable future. We are doing this while responding to the economic volatility and cost of living pressures our customers are currently facing. Endeavour Energy started this project with a clear objective, develop a customer centric regulatory proposal for FY24-29, ensure that what we propose is what we plan on delivering and embed the process as BAU (Business as Usual) to keep our AMS (Asset Management System) evergreen. No small order. Endeavour Energy Corporate Strategy and Strategic Pillars Network Performance We manage a $7.7 billion ($FY24) regulated electricity distribution network for 1,080,000 customers in households and businesses across an area spanning Sydney’s Greater West, the Blue Mountains, the Southern Highlands, the Illawarra and the South Coast of NSW. Endeavour Energy Network This is a diverse asset base, operating in a wide variety of conditions, servicing customers with different background and preferences, including the most culturally and linguistically diverse communities in Australia. Meanwhile, the critical investments we are planning for the next 5-year regulatory period (FY24-29) need to support our support our regions, facilitate the energy transition, and deliver our purpose of powering communities for a brighter and affordable future. We are doing this while responding to the economic volatility and cost of living pressures our customers are currently facing. Best Practice Asset Management Principles The regulatory proposal is incredibly broad and covers all asset management functions at Endeavour Energy. For our regulatory proposal, we would submit over 4000 pages of supporting evidence from our AMS. Asset Management System Define the Narrative Including members of our Board, Executive and leadership teams, we collaborated widely with stakeholders using our historical cost, risk tolerance and network performance to understand their values and how we should reflect them in this regulatory period. Cost to service our customers   Network performance Stakeholder and customer influence on aspects of our AMS Customers indicated that while they were comfortable with existing costs, there was a difference between the network performance that we monitored, and their lived experience, which included the impact of Major Event Days, such as bushfires and storms. Customer Investment Themes and Core Trade-offs Modelling our investments Most of Endeavour’s capital expenditure consists of the replacement of existing assets (Repex) and the augmentation of our network to meet increasing growth and demand (Augex), which require different modelling techniques. To enable trade-offs between different investments, we apply a common Value Framework to all capital investments, converting probabilistic events (benefits or consequences) into an expected financial value outcome. Similarly the majority of our operating expenditure (Opex) maintains this vast network and risk tolerance. Augex. Demand forecasting is used to identify potential Augex investments by clearly identifying the trigger, quantifying the magnitude of need and its sensitivity other factors. For Augex investments all credible options are thoroughly explored so the risk of not supplying customers can be compared to estimated project costs and the impact on network utilisation. Decision framework for augex investments   Impact of investment timing on augex investments Repex investments are identified with our Asset Risk model to determine the optimum replacement timing for all credible investment options and balance our appetite for risk with our customer’s willingness to invest. Impact of Asset Management Strategy on Repex investment levels and network risk Future grid investments look to support the uptake of customer choices in new net-zero technologies with key sensitivity analysis to a rapidly changing environment. Valuing customer export curtailment and scenario analysis Document our investments and refresh our Asset Management System The improvements made across our modelling processes have been reflected across our Asset Management System. This included strategies that provide clear line of sight between network performance objectives defined in our Network Business Strategy and performance measures monitored within our Growth Servicing Strategy and Asset Class Plans. Line of sight between network objectives and targets   Historical network perofrmance and forecasts The line of sight has been crucial in considering a network view of asset management, where although an asset’s performance is decreasing or risk is growing, this may be within our targets. This has allowed us to defer investments in a way that reduces our capital expenditures while minimising our overall risk profile. Asset risk forecast across the network   Replacement volumes and triggers Submitting a compelling regulatory proposal To generate our FY24-29

EXECUTIVE SUMMARY Organisations face unprecedented change and challenges from natural and artificial conditions. The conventional methods of managing assets are no longer viable, and asset leaders must swiftly revamp their structures and capabilities to meet futuredemands. This paper delves into the hurdles faced by the City of Gold Coast during their asset revaluation, the advantages of transitioning to a customised unit rate development and analytical tool, and their innovation journey for an $8 million portfolio across six asset categories.By embracing future-fit technology, businesses can simplify their processes, enhance efficiency, adhere to regulations and standards, and surpass their customers’ evolving needs. WELCOME TO THE FUTURE’S EDGE Today’s exponential pace of technology innovation means the City of Gold Coast(CoGC) faced one of the most exciting periods of positive change in 2022. To capturethe vast opportunities for growth, Edwin Salazar pioneered dramatic changes in howthe City Assets branch revaluated its stormwater drainage network – and what theCoGC could accomplish for their customers. CHALLENGES DISRUPTED For 15 years, the CoGC manually conducted asset revaluation using spreadsheets,a process that was labour-intensive, time-consuming, and prone to errors. EdwinSalazar recognised the need for a more efficient and accurate asset revaluationprocess and led a transition journey to repurposing an existing estimatingsoftware. INFLEXIBILITY SPREADSHEET RISKS CoGC’s Flood Mitigation and Drainage (FMD) asset management team struggled with an inflexibleand complex designed spreadsheet calculator, which was developed by one person.When that person left, the team was left without support or training, causing significant problems when modifications were required. The tool’s lack of intuitiveness also madeit challenging for experienced estimators to learn. SPREADSHEET RISKS CoGC’s previous asset revaluation method was risky, with security concerns and a time-consuming error detection process. Large data sets and a lack of change controls created fundamental errors that took days to correct, and benchmarking was difficult due tothe inability to report cost elements and causes of variances. THE MOMENT OF CRYSTALLISATION CoGC switched from their old asset revaluation methodology to a customised revaluation tool due to several critical factors that led to a crystallisation moment for change.One of the main factors was the sheer size and complexity of the project, which made the oldmethodology risky and unsustainable. The customised tool’s ability to benchmark data from multiple sources and focus more effectively on cost elements also played a significant role in the decision. Additionally, the automation of the revaluation process through the revaluation tool streamlined the process, saving time and resources for CoGC. POWERING BUSINESS GROWTH WITH CUSTOMISED REVALUATION SOFTWARE Repurposing the existing tool was a game-changer for CoGC, streamlining andautomating their asset revaluation processes. The revaluation tool received highrecommendations from CoGC’s Specific and Estimating team and proved to be thebest solution for their needs. The software’s benchmarked data ensured accuracy and consistency in cost estimation, while the interface allowed greater focus on cost element levels. The tool’s automation reduced time and resources, as noted by CoGC’s AssetManagement Engineer. It was a natural choice with a proven track record inaddressing asset revaluation challenges. With the newly developed revaluation tool,CoGC has an efficient, accurate, and automated process for years to come. FROM SPREADSHEET TO SUCCESS THE PROCESS JOURNEY Regular meetings between the developer of the existing estimating software and theCoGC’s FMD revaluation team, along with other consultants and members of the CityFinance team, helped ensure a smooth transition to the newly developed system.The relationship between the two organisations proved crucial to successfulimplementation. With almost weekly meetings and tailored solutions, Edwin invested significant time and effort in helping the software company understand the architecture the Cityrequired. By leveraging the software company’s capabilities and building a strongpartnership, the CoGC was able to streamline the revaluation process and achievebetter outcomes for the city. INNOVATION PAY OFF THE RESULTS The implementation of the newly developed tool has led to significant improvementsfor the FMD Revaluation team at CoGC. The platform has streamlined the revaluationprocess, resulting in a smoother and more efficient operation. The benefits of thecustomised tool are numerous and include: UNLOCKING THE BENEFITS The City’s revaluation tool revolutionised CoGC’s asset revaluation process, providing many benefits that significantly improved accuracy and efficiency.By implementing the City’s new platform, CoGC’s Finance and City Asset teams experienced greater consistency, traceability, and reporting, enabling them to quantify the impact of changes quickly and easily in work practices. The software developers also provided CoGC with a true partner, offering expert training and expertise, making for a far easier onboarding andimplementation experience. The platform’s flexibility allowed for a consistentapproach to estimating, while adapting to CoGC’s unique requirements. This ultimately freed up resources to work on other important projects and providedgreater value to ratepayers. CONCLUSION LOOKING AHEAD The FMD Revaluation team is poised to revolutionise the way revaluation processes are handled. With their upcoming plans to fully automate the revaluation process and implement interactive, real-time reports, they can respond to auditor’s queries during audits with lightning-fast analysis reports. This is a game-changing development that will enable the team to stay ahead ofthe curve and maintain their competitive edge. But it does not stop there. The newly developedrevaluation tool is now adopted across other groups within the council. With increased use of dashboards and the ability to test renewal projections, the CoGC can benefit in ways that were previously unimaginable. Having a single source of truth for data stored within the revaluation software database will be a tremendous advantage, allowing greater efficiency and accuracy indecision-making. The potential benefits of these developments cannot beoverstated. Edwin Salazar is leading the way in cutting-edge technology and innovative approaches to data analysis. By fully embracing the power of automationand real-time reporting, they are positioning themselves for success in an increasingly competitive landscape. And by working together to develop new and excitingways of testing renewal projections, they are opening a world of possibilities for the entire CoGC. This is a momentous occasion, and one that is sure to have far-reaching impacts for years to come.

Summary of the Project By combining commonly, yet disparately, used reliability and maintenance engineering techniques in a structured yet agile manner, SAS Asset Management have enabled NSW Health in better achieving an appropriate balance between cost, risk and performance. Whilst recognising and accepting challenges such as limited to zero configuration or failure data, the team at SAS-AM were able to establish and combine enough data from subject matter experts along with their associated levels of uncertainty to produce NSW Health’s first data-driven asset lifecycle cost data model whilst enabling future improvement and maturity increase. Description of the Project and Framework Developed The Illawarra-Shoalhaven Local Health District (the LHD) identified the need to better support their asset management budgetary applications through the production of a data-driven and defendable Life Cycle Cost Model (the Model) for their hospital beds asset class. The Model, in order to be considered defendable, was required to couple the financial requests with its expected resultant outcomes: SAS Asset Management (SAS-AM) deployed its Asset Dependability Assurance Framework (ADAF) in pursuit of the LHD’s three required outcomes. SAS-AM’s ADAF combines a number of typically disparate maintenance and reliability engineering techniques with asset management context and insight to produce tangible asset management outcomes whilst enabling: The technical data for the hospital beds asset class was not available within the LHD’s systems. This included: SAS-AM’s ADAF comprises of eight discreet elements which are designed to enable its clients to overcome challenges such as those faced by the LHD. The following sections outline the outcomes of each of the ADAF elements and their value-add to the LHD. Asset Condition Review – ACR A series of workshops with the LHD Subject Matter Experts (SMEs) were designed to extract implicit knowledge and data from the LHD SMEs.   As a result, the LHD had developed its own understanding of the above. Some examples are provided below. Hospital Configuration Type 1 Configuration Type 2 Configuration Type 3 Configuration Type 4 General Hospital Beds Bariatric Hospital Beds Birthing Beds ICU/HDU Beds Bulli Hospital & Aged Care Centre* – – – – Coledale Hospital 38 1 – – David Berry Hospital 36 – – – Milton-Ulladulla Hospital 38 – – – Port Kembla Hospital 62 – – – Shellharbour Hospital 49 – – – Shoalhaven Hospital 178 3 5 12 Wollongong Hospital 597 21 1 – Totals 998 25 6 12 Table: Asset Population Data, per configuration type, per hospital Figure: Generic System Breakdown Structure Figure: General Hospital Beds System Breakdown Structure Figure: Bariatric Hospital Beds System Breakdown Structure Figure: Birthing Hospital Beds System Breakdown Structure Figure: ICU/HDU Hospital Beds System Breakdown Structure Failure Modes Analysis – FMECA The FMECA was undertaken with the LHD SMEs to establish the known risk profile of each of the configuration types and their subsystems. The result was both an understanding of failure mode risk (O x S) as well as the risk priority number (O x D x D) for each subsystem, for each hospital bed and for each hospital. Figure: Hospital Beds Failure Mode Risk Profile Figure: Hospital Beds Risk Priority Number Profile Baseline Reliability Analysis– BRA The BRA utilised the outputs of the ACA and the FMECA occurrence data and produced a series of reliability block diagrams. These diagrams enabled an analytical model of which each configuration type’s reliability for a nominal 1-year period was derived. The outcome for the LHD was a thorough understanding of the reliability capability of their assets. Figure: ICU/HDU Hospital Beds Baseline Reliability Figure: Birthing Hospital Beds Baseline Reliability Figure: Bariatric Hospital Beds Baseline Reliability Figure: General Hospital Beds Baseline Reliability Maintenance Plan Development – MPD The MPD utilised the Reliability Centred Maintenance 3 (RCM3) framework to identify the most appropriate maintenance plan on a per hospital bed basis – without consideration for the ‘fleet’ aspect of the broader system. The analysis identified that there should be 17x in situ inspections tasks, 4x preventative tasks and 47x no-scheduled-maintenance (run to failure) tasks. Availability Capability Assessment – ACA The ACA utilised the failure profiles and diagrams from the BRA and simulated these in concert with the single hospital bed maintenance plan developed as part of the MPD. The monte carlo simulation identified that several of the RCM3 tasks were insufficient to achieve the fleet-level performance targets. As a result, the single hospital bed maintenance plans were tailored to ensure the fleet could achieve its required capability. Figure: Shellharbour Hospital Beds Availability Capability Figure: Shoalhaven and Coledale Hospital Beds Availability Capability Figure: Port Kembla Hospital Beds Availability Capability Figure: David Berry Hospital Beds Availability Capability Figure: Milton-Ulladulla Hospital Beds Availability Capability Maintenance Task Determination & Maintenance Task Strategy – MTD & MTS The MTD defined the resource requirements of the resultant maintenance plan derived from the ACA whilst the MTS defined the most appropriate procurement model (insource vs outsource). As a result, the LHD had a comprehensive understanding of their asset require requirements. Lifecycle Cost Analysis – LCA The final element of the ADAF combined the analysis into a monte carlo simulation to determine the resultant asset cost, performance and risk profile across the predefined 8-year analysis period. The LCA produced an annual forecast (complete with uncertainty confidence bounds) of resource requirements for each hospital bed fleet. The outcome enabling the LHD to understand the balance between cost, risk and performance for their hospital bed asset class. Contribution made to the LHD. As a result of our work, the team at the LHD now have an improved understanding of their asset portfolio, its requirements, capability, and cost profile, specifically a better understanding of: SAS-AM’s ADAF has enabled NSW Health to adequate plan for the next 8-year period with a thorough understanding of the cost, risk and performance outcomes of its asset base. Furthermore, the LHD team can undertake trade off analyses to better understand the resultant performance and risk profiles for a given funding envelope. SAS-AM and the LHD recognise that, due to the incomplete and missing input data, the Model consists of a

Energy Queensland Asset Management Innovation Award Submission Energy Queensland (EQL) own and operate the electrical distribution network across Queensland via two distributors, Energex and Ergon Energy.  Each have differing environmental influences, customer densities, travel distances, and network challenges. Pre-project the annual portfolio plan development process consisted of an array of spreadsheet analysis, Access databases, and justification documents as input to project management tools. This was manual, time consuming, and error prone.  For improved asset management the requirement was for agile scenario development, with work directly linked to risks for mitigation, volumes, expenditure and resource forecasts. An enterprise Asset Investment Planning Management solution and value framework was implemented. About Energy Queensland The Challenge Pre-project portfolio investment planning, submission and approval was previously very challenging, using non-integrated systems and analysis to collate and compare many disparate spreadsheets, Access databases, justification documents and workflows. As a result it was challenging to produce a single scenario of work for the next 5 year period that addressed the highest network risks first, becoming extremely challenging to assess the impact of changes when they inevitably occurred, for example resource constraints due COVID-19, natural disasters or cyclones, bushfires, and flooding.  This highlighted the requirement for an agile approach for portfolio development and change management, that worked across several different data platforms and inputs. Notably the solution needed consider: How the solution was implemented A multi-phase multi-year Copperleaf AIPM implementation kicked off in January 2021.  At project kick off all teams that would be involved in the project were present and were provided a detailed overview and encouraged to provide input during the many current state and future state process mappings sessions. The AIPM solution was designed around the key requirement to link expenditure, resource forecasts, portfolios, and scenarios to assessed and mitigated risk (Environment, Safety Impact, Legislated Requirements, Customer Impact, Business Impact). The change management team were quickly engaged to begin preparing the business on any processes that would change, with Copperleaf consultants providing guidance based on their experience implementing at other organisations. The first phase brought all Energy Queensland network investments together into one system for the first time, allowing for them to be assessed on an equal basis and considered on a constrained resource basis (both labour and material). The project then followed up by adding standardised Unit Cost Models to more easily forecast tasks of high volume, based on the two separate EAM systems inclusive of standard jobs and compatible unit estimating. This allowed for accurate investment forecast creation in minutes, dramatically reducing user errors. It also provided for a fast way of updating forecasts as and when standard jobs in the EAM’s change, and assessment of the impact of doing more or less volumes of work across Energy Queensland. A quick form investment capture process was also implemented to allow employees who only create investments with a way of quickly submitting their investment ideas, but without requiring in depth training or system access. The implementation also greatly assisted accelerated harmonisation of the risk assessment approach for Energex and Ergon for network related risk management, with consistent risk reporting via the value framework. Figure 1 – Adapting the Value Framework And lastly the project adding a business intelligence integration so that data out of Copperleaf could be extracted and cross reported with data from other enterprise systems. From this we were able to build business specific reporting dashboards, and a manual integration to import ‘Approved Investments’ into our project management system to streamline project execution. The solution was live in April 2022, with in depth user training and user rollout with several weeks of Hypercare where the project team, change management team and the software vendor provided support and resolution to any questions or issue that arose, with full deployment completed in June 2022. Key Asset Management Benefits Achieved The combined project team comprising Energy Queensland Grid Investment portfolio managers, investment planning team members, project management, change management, IT specialists, and the Copperleaf project manager and consultants worked rapidly together, enabling each piece of functionality to go live as designed and within required timeframes. Working together the teams delivered an innovative solution for Energy Queensland’s asset investment planning process that annually plans for approximately $1.6 billion across six portfolios of work. We were fortunate to have access to expert change management resources within EQL for the project roll-out to the business. Significant importance was placed on conducting impact assessments, listening and responding to stakeholder feedback with Subject Matter Expert (SME) involvement, and preparing the business for the transition from a project to business-as-usual activity. This smoothed the transition with SMEs and Local User Experts (LUEs) taking on a more focussed role for their stakeholder’s post-project. There’s been good feedback on the benefits derived from the new system, with one grid investment team collectively developing an animation to show the journey pre-and post-implementation.  Some of the positive comments received at the end of this project have been truly rewarding to hear, set against a back drop of change fatigue. “I’ll just reiterate how wonderful it has been working with you all on this latest go-live, and I very much appreciate how responsive you have been getting EQL to the point of having a solid Portfolio platform to build upon in coming years.” “….. what a great step forward for the business.” “It has also helped immensely working with an extremely capable and customer outcomes focused company like Copperleaf.” “Fantastic change management! Best introduction of a new product/service I have seen in Ergon/EQL. Thank you. This is a role model to follow.” Likely the most innovative component of the introduction was the challenging requirement Energy Queensland had of the product to enable simple yet powerful estimation of high-volume work, inclusive of labour resource and material forecasting, and production of RIN outputs.  As a result this capability was developed to address Energy Queensland’s requirements, and subsequently included as a standard feature set in the product post go-live.  The introduction of this capability into Energy Queensland has

1.    Summary Ventia’s has a small team of specialist strategic and technical Asset Management experts that supports a wider Asset Management team that work directly within operational contracts.  The collective team is known as Ventia’s Asset Management Community. The Asset Management Community at Ventia is diverse in many forms – particularly gender, age and ethnicity. The Asset Management Community has people from many different countries, has female participation at both a technical and strategic level, and ages range between 22 and 66. It is a strongly held belief within the Ventia Asset Management Community that a diverse team is a strong team, and our diversities are celebrated and encouraged. The team recognises that true equity comes from the fact our team has such diverse strengths, ideas and opinions, and allows us to take a broad view on solutions and ultimately Asset Management outcomes. Ventia has strong commitments through our HESTA 40:40 Vision for gender diversity and drives indigenous participation through our reconciliation action plan. 2.   DEMONSTRATION OF ORGANISATIONAL LEADERSHIP Organisational leadership in creating and maintaining the asset management team The leadership in Asset Management (AM) at Ventia has been spearheaded by Vic Hensley, who is of Maori descent. Vic has always been a strong advocate of building diverse teams and fostering innovative thinking. Ventia has invested significantly in training programs with Peter Kohler CFAM, with over 60 individuals completing CAMA training. The Asset Management community of practice encourages collaboration through Teams and at events such as AM Peak. Ventia also offers a mentorship program, which includes participation in AM Council industry mentoring. Specialized training in AM disciplines and tools such as dTIMS, RCM, and Relatics is also provided. Furthermore, Ventia has established a workplace credentials partnership with Engineers Australia to enhance the professional development of its employees. How leadership invests and builds talent to create inclusion and diversity Women Leading Program:Ventia’s flagship program Women Leading offers our emerging female leaders the opportunity to take a critical look at their career, leadership and strengths. Our women explore the skills required to lead, thrive, influence, negotiate and navigate career opportunities. The program is a leader-nominated program and flows from our succession and talent planning process. HESTA40:40 commitment Ventia has officially joined other ASX300 companies and investors in supporting industry super fund HESTA’s 40:40 Vision to increase the representation of women in senior leadership roles across Australia’s largest listed companies to at least 40% by 2030. Ventia has committed to achieving a balanced leadership team, with 40% women, 40% men and 20% any gender across the business. Australian Spatial Analytics Ventia demonstrates its support for neurodiversity through its partnership with Australian Spatial Analytics. This partnership showcases Ventia’s commitment to creating a diverse and inclusive workplace. Sponsorships and Mentorships Ventia drives a number of initiatives including the UNSW Women in Engineering Society Industry Mentoring Program Sponsorship, ABCN Mentorship where Ventia mentors high school students. Ventia is partnered with both Careerseekers and Careertrackers to place refugees and indigenous applicants along with commitment to Aboriginal Asset Management Practitioners through our WHT/SHT contract. How AM talent is attracted and retained Ventia is committed to creating an inclusive workplace culture, starting with its job ads that use inclusive language to encourage diversity. In addition, interview processes include a female interviewer to ensure fairness and equality for all candidates. Ventia is also dedicated to giving back to the community by participating in Careerseekers interview skills sessions, offering opportunities for refugees and asylum seekers to gain employment with the company. Ventia partners with and sponsors University groups to raise awareness about careers in asset management, promoting diversity and inclusion in the field. This is just one of the many ways Ventia is working to build a diverse and inclusive workplace culture. 3.   DEMONSTRATION OF INNOVATION IN YOUR ASSET MANAGEMENT TEAM Innovation can be a catalyst for diversity at Ventia, as it creates opportunities for employees to contribute new ideas and solutions. The Innovation Founders Program led by Gary Dring is a prime example of this. This program provides employees with the tools, resources, and support they need to bring their ideas to life and drive innovation within the company. By encouraging employees to think creatively and take risks, the program fosters a culture of innovation that values diverse perspectives and encourages collaboration. In addition to the Innovation Founders Program, Ventia also supports diversity through the Australian Spatial Analytics Program, which is designed to promote neurodiversity. This program provides individuals on the autism spectrum with the opportunity to work on real-world projects, leveraging their unique skills and strengths. By supporting neurodiversity in the workplace, Ventia can tap into a pool of talented individuals who may have been overlooked in traditional recruitment processes. This can help the company to build a more diverse and inclusive workforce, while also driving innovation through the use of new perspectives and approaches. Internal mentoring is another way in which innovation leads to diversity at Ventia. By providing employees with the opportunity to learn from others who have different experiences and backgrounds, the company can promote cross-functional collaboration and idea sharing. This can lead to the development of new skills, improved communication, and a better understanding of diverse perspectives. As a result, employees can feel more empowered to contribute to the company’s success, which can ultimately drive innovation and create new opportunities for growth. 4.   DIVERSITY BENEFITS Diversity at Ventia brings a multitude of benefits to the company, starting with an improved diversity of thinking and innovation. By fostering an environment that encourages different perspectives and backgrounds, Ventia can tap into a wide range of unique ideas and solutions. This can help the company to stay competitive and adaptable in a rapidly changing market, as well as providing a fresh perspective on problems that may have been previously overlooked. A better range of skills is another advantage of having a diverse workforce at Ventia. With individuals from different backgrounds and experiences, the company can draw upon a wider range of skills and knowledge. This can be

KPMG’s commitment to diversity extends beyond our own asset management team to the asset management industry. Since the establishment of KPMG’s Engineering, Assets and Project Delivery team in 2017 we have increased out gender diversity from 13% to 32%, the number of women in people leadership roles from 10% to 25%, and women in partnership from 0% to 40%. This has been achieved through a deliberate strategy of setting targets for measurable and meaningful change, attracting the best talent, creating an inclusive environment and developing our leaders. Our significant improvement enables us to play a role in accelerating change at an industry level leveraging partnerships with organisations such as Robogals, Engineers Australia and Aviation / Aerospace Australia

APPLICATION FORM PART A – EXCELLENCE AWARDS 1. Summary of the project, product, framework During 2021-22, Ausgrid undertook a significant project to develop, advance and implement our asset decision-making models and framework. We did this to inform our asset replacement and defect rectification activities for the purpose of targeting opportunities in relation to: 2. Description of project or framework addressing the assessment criteria The advanced modelling techniques used to inform the volume, timing and prioritisation of ‘actual’ work Ausgrid undertakes applies advanced statistical techniques that are industry leading across Australian peers. These techniques analyse enormous volumes of network asset and performance data including data related to asset failures, network outages, fires, safety and environmental incidents and the costs to prevent and manage these failures. This also includes granular consequence metrics associated with the unique context of individual assets (e.g. simulated fire spread consequences). An extract, transform and load process is used to transform the input data from a range of corporate systems into a centralised, consistent and structured format and assigns them to an individual asset to enable the above. As part of the implementation of this decision making framework, a high level of up-front effort was undertaken in data cleansing, reasonableness testing of the relevant inputs and processes to enable the ultimate outcomes of the decision-making process to predominantly utilise Ausgrid’s asset failure, incident and expenditure performance data (i.e. lived experience). This high level of effort has allowed the decision-making framework to predominantly utilise Ausgrid’s network asset performance data rather than prequalified generalised industry data. Recent independent validation has recognised this approach as one of the most sophisticated in industry, as many other distributors attempting to use similar modelling have relied on judgement from their subject matter experts (SME) and any available industry data. While reasonable, sole reliance on other industry data may not be seen as reflective of Ausgrid’s network environment and SME input may be considered as driving conservative outcomes. A considerable up-front effort was also placed on defining the key types of events (i.e. hazardous events) that impact the ability to maintain service levels (e.g. a safe and reliable network). The Ausgrid project team identified 34 hazardous events and mapped out the sequence from an initial root cause to the resultant realised consequence.  As an example, the sequence of events for the hazardous event ‘contact with live fallen wires’ is shown in the figure below. Defining and mapping out the various consequence outcomes and establishing front line processes to capture the associated incidents (i.e. ‘lived experience’) against the asset(s) that this related to provides line of sight and an evidence base for any changes in this performance. For example, if an escalation in ‘contact with live fallen wires’ safety incidents could be observed (e.g. reduction in safety performance), this would ultimately change the baseline risk profile and the associated work priority for certain assets that could contribute to this performance. In other words, there is an evidence base for what ultimate risk(s) are targeted that could prevent or mitigate these events from being realised and how this work is prioritised accordingly with all the other drivers. In addition, the resulting outcomes can also be used as a decision support tool for SME’s and asset managers in establishing prudent and appropriate longer term asset strategies. Approximately 3.5 million individual assets are processed under this framework and decision-making process representing approximately 84% coverage of Ausgrid’s proposed 5 year/$1.2 billion replacement portfolio of investments. In addition, approximately 90,000 (72%) of the total 125,000 outstanding defects are being prioritised through this framework as of March 2023, with the majority of those not being prioritised due to data anomalies such as missing failure modes. Through the current implementation and associated change management of this decision-making framework the business stakeholders involved in the front-line delivery of these corrective actions (planned asset replacement and defect rectification) are being up-skilled in the process of identification, analysis and quantitative evaluation of risk, which is consistent with good practice risk management. The project is promoting the establishment of balancing risk, cost and performance to the day-to-day work Ausgrid performs in the operation and maintenance of its electricity network. This balance is not only being achieved for a specific pole, crossarm, transformer or the millions of assets and hundreds of thousands of jobs we undertake on the network on these assets but engrained in the business as a whole in our activities to underpin the Asset Management principle of an output focus. The implementation of this framework is bringing somewhat foreign concepts of risk, cost and performance to frontline decision making. The two figures below illustrate an example of a rusted pin insulator on an 11,000 volt line and an explanation of the information available to an Ausgrid planner for preparing to scope and schedule the work associated with rectifying that defect. The associated risk(s) by consequence category, as well as detailed information driving those risks, are provided along with the types of investments and associated costs and benefit-cost outcomes that may eventuate. This enables consistency across the business in the application of these priorities, visibility to those planning the work of what is driving this priority and transparency of what informed the priority associated with the work as well as the benefits and residual outcomes once successfully completed from a KPI perspective. The framework not only establishes a more accurate and granular representation of where the risk(s) are and how they should be prioritised but also promotes those delivering the work with the ability to prioritise where they can achieve the best ‘bang for buck’ risk buy-down outcomes, rather than being solely widget focused. 3. Opinion as to specific contribution made by the nominated individual/team/organisation There are many benefits and contributing factors for the organisation benefits realised from this piece of work. These include: 4. General comments The Ausgrid project (Asset CB A-Team) includes the following individual members in alphabetical order Andrew Scott Greg Ross Brad Smith James Moody Carl Gan Mark Ragusa Chris Klafas

Summary of Framework The V/Line project implemented best practice asset management principles to improve decision making for short and long-term investments. The solution improved investment and monitoring capabilities which established a better risk management system, and linked investment to performance. Implementing best practices led to increased visibility of performance improvement, reduced costs, enhanced safety and reliability, and improved transparency and accountability. Customized tools developed include an Asset Performance Option Library (APOL), V/Line Investment Planning Portal (VIPP), Performance Breakdown Structure (PBS), and Performance Dashboards. V/Line will continue to improve data quality and maturity of the models to improve decision making and investment planning.   Description of Framework V/Line has taken significant steps towards improving its asset management capabilities and investment maturity by implementing best practice within asset management principles. To achieve this goal, Asset Management and Performance group initiated multiple projects to optimize investment plans, improve decision-making capabilities, manage risk, and meet the required performance levels as per the Department of Transport and Planning (DTP) KPIs (Key Performance Indicators). Additionally, V/Line ensures that its Annual Works Plan (AWP) aligns with the Corporate Plan through a strategic outlook. Fig 1: Asset Management Strategy and Planning Framework The solution focused on uplifting investment and monitoring capabilities to establish a better risk management system and links investment to performance, enabling exploration of all possible investment scenarios and their impact on performance. The use of VIPP provided 15-year asset condition and risk distribution, work banks, and investment information, while APOL provided enhancement/improvement ideas and a list of vulnerabilities within the network. PBS linked network performance changes based on different budget scenarios, enabling decision-makers to have a complete picture of the impact of performance under different funding scenarios. This demonstrates high creativity and originality in developing customized solutions to address unique problems specific to V/Line. The principle of balancing cost, risk, and performance across the lifecycle shows ingenuity in addressing the complex issues that V/Line faced. The solution’s strategic vision was developed by balancing these critical factors, ensuring a robust risk management system, and optimizing network performance. This approach enabled key decision-makers to understand and agree upon all possible investment scenarios’ impact on performance. V/Line Strategic AM & Investment Planning Fig 2: V/Line Strategic AM (Asset Management) and Investment Planning Framework The following tools have been developed to support V/Line’s asset management principles: These outputs are based on statistical and historical data analysis, as well as an understanding of asset failure patterns after major investments or changes in asset condition. The model was created to link changes in condition to performance. Effective project management has been crucial in ensuring the success of the project by ensuring that tasks are completed efficiently and on schedule. The project leader was responsible for developing and maintaining a project plan, ensuring to identifying and mitigating risks, as well as to ensure that all projects fit into V/Line’s Strategic AM and Investment Planning framework. Communication has been a critical component of program and project management, with regular meetings held with stakeholders to keep them informed of progress and promptly address any issues or risks. Change management has also played a critical role in program and project management, with changes identified and evaluated to ensure alignment with business objectives and avoid any negative impact. The project management approach has enabled effective risk management and timely identification of issues and risks, resulting in increased accountability and improved decision-making for V/Line. The V/Line project has significantly benefited the organization by improving asset management and investment decision making capability, meeting the required performance levels, and managing risk effectively. Implementing best practice asset management principles has led to more informed decision-making, increased performance improvement and risk mitigation visibility, and improved alignment with corporate plans. The customized solutions developed in-house have provided unique and innovative ways to address the specific challenges faced by V/Line. The project’s success has also improved service delivery and performance for the organization, which benefits the community by providing a more efficient and reliable transport system. In summary, adding new V/Line Strategic AM and Investment Planning tools has provided significant benefits and value to the organization and the community. By implementing best practice asset management principles, customized solutions, and effective program and project management, V/Line has improved its asset management and investment maturity, resulting in improved service delivery, reduced costs, enhanced safety and reliability, and improved transparency and accountability. V/Line will continue its focus to improve its data quality and maturity of the models which will improve the robustness of decision making and investment planning. Fig 3: Strategic solution overview   Contributions by the nominated individuals The projects were a collaborative effort of all team members who worked together to ensure that all the criteria were met and that the work could be connected effectively at the end. Each team member led a specific project and contributed their skills to create customized solutions to address the unique challenges faced by V/Line. Sid was responsible for leading the development of the Asset Performance Options Library (APOL). One of the significant challenges Sid faced was managing a vast amount of data and ensuring that the tool was user-friendly and effective for all stakeholders. To overcome this challenge, Sid collaborated closely with the team to develop a clear and concise process for collecting and validating data, which helped streamline the entire process. In additionally, he collaborated with the team to ensure that the tool was customized to meet the specific needs of V/Line, providing enhanced visibility of performance improvement and risk mitigation across the organization. Rini was responsible for leading the development of the Performance Breakdown Structure (PBS). Rini faced similar challenges to Sid, including managing the complexity of the tool and ensuring that network performance targets is aligned to current state of V/Line. To overcome these challenges, Rini collaborated closely with the team to ensure that the tool was based on statistical methods, historical data and understanding asset failure patterns after investments or changes in asset condition. This enabled PBS to link changes in

Executive Summary Sydney Water’s Partnering for Success program, or P4S, is an industry best practice model for asset management of infrastructure projects. It covers planning, design, construction, maintenance and facilities management, and shifts the traditional ‘risk transfer’ client-contractor mindset to integration, collaboration and building long-term supply chain capacity. The largest consultant engagement in Australia by a water utility and a first for the industry in terms of its integrated nature, P4S’ seminal partnership program acts as a role model for the water industry to innovate, providing a new procurement and supply chain model for the water sector to follow. 1.    Summary of the project P4S is the largest infrastructure delivery partnership by a water utility in Australia, signing four 10-year agreements with 14 of the biggest professional services/construction firms globally. P4S delivers nearly AU$8 billion of infrastructure between 2020-2030. P4S enabled significant ramp-up in resourcing to deliver $1b investments in 2022, nearly tripling annual investment from $400m in 2019. P4S responds to the challenge of meeting record infrastructure delivery levels amid market capacity and capability pressures, and resource scarcity caused by severe global supply chain disruptions. P4S sets a global best practice for public-private partnerships in infrastructure delivery, building a resilient and future-proofed Greater Sydney. 2.    Description of the project Assurance and security through collaboration P4S is designed to support Sydney Water enhance their asset management capabilities, simplifying procurement, optimising value throughout the supply chain and driving better, more sustainable, outcomes for customers through innovation. By locking in long term partnerships, P4S allows Sydney Water to deliver its unprecedented capital infrastructure program. It also provides certainty for Sydney Water’s partners, driving sustainable outcomes and efficiencies in delivery that come from long term mutual commitment. The largest consultant engagement in Australia by a water utility and a first for the industry in terms of its integrated nature, P4S’ seminal partnership program acts as a role model for the water industry to innovate, providing a new procurement and supply chain model for the water sector to follow. Stronger together The Planning partnership between Aurecon and Arup is responsible for planning work across all of Sydney Water’s footprint, bringing consistency and alignment into planning and early design work for capital projects.  Partnering for Success’ delivery partners are made up of three Regional Delivery Consortia (RDCs):  P4S’ innovative asset management model is grounded by these long-term arrangements, providing security and assurance that enables the RDCs to: The consortium established through P4S is bringing together the very best innovations and expertise from across the public and private sectors to deliver important and essential services for our communities today and in the future. Through these partnerships, each of the RDCs provides design, construction and asset management services for capital and operational projects. The partnership approach means Sydney Water can scale up and down as needed for a one-team approach with shared risk and alignment around outcomes. From a community perspective, each region in Sydney Water’s operating area has a dedicated and fully integrated team, enabling stronger relationships with residents, businesses, councils and local infrastructure providers. This local focus ensures a deep understanding of the operating environment, providing the best results throughout the lifecycle of Sydney Water’s delivery assets for our customers, communities and the environment. Efficiency through ingenuity The first of its kind, the P4S model is the first to successfully incorporate a consortium of design, delivery, and maintenance for an Australian utility company. The program transforms the business from a transactional model to a partnering enterprise model, committed to collaborative contracting. Sydney Water’s new partnerships are the first in Australia to use the New Engineering Contract 4 (NEC4) suite of contracts, which incentivise efficiency, consistency and innovation. By taking a long-term view to partnering and providing certainty to Sydney Water and its partners, customers will benefit – making use of asset management best practice through efficiency, innovation, collaboration and shared knowledge. For specialised goods and services, Sydney Water and its partners have access to a group of pre-qualified suppliers through P4S’s Shared Purchasing. Shared Purchasing applies common standards and specifications by category, driving whole lifecycle efficiency. By using pre-qualified suppliers, Sydney Water and its partners can be assured that suppliers meet the safety, financial and quality standards required. The model is an exemplar of how Sydney Water is working with the private sector to bring world’s best practice in service delivery and asset management by building a resilient and future-proofed water system. From conception to delivery, P4S enables Sydney Water as a learning organisation During the procurement process for each engagement (including the planning partnership and RDC procurements), interactive dialogue processes further unpacked reporting structures, ways of working, communication methods and styles and approvals.  This allowed Sydney Water and its partners to get to know ways of working before agreements were in place, allowing the selection of the partners that best fit Sydney Water’s needs.   Key policies and procedures were workshopped both during the procurement process, and on appointment, with each team co-designing its key documents, making them their own while at the same time meeting Sydney Water’s quality, safety and financial requirements. In addition to this process, the ‘best bits’ of each party’s proposed policies, procedures, communication methods and other management practices are shared as lessons learned across the business.  In terms of asset management, each region and the planning partnership have a set management operating structure, which includes a series of meetings to cover all elements of performance. These are completed for each region or contract, as well as at a project and program level.   In addition, holistic performance management procedures are in place at an enterprise level, and these are overseen by various steering committees that include leadership representatives from each party. These committees not only perform an oversight function but also provide the opportunity for continuous improvement and information sharing.   Results that speak for themselves By changing to a long-term relationship-based approach, Partnering for Success has been able to seamlessly bring Aurecon and Arup experts into Sydney Water to deliver rapid

Contents Summary The nominated project is aimed at developing a ten-year strategic state-wide capital investment program for pavement rehabilitation to address the critical problem of pavement failures that leads to declining customer satisfaction. The project developed an innovative approach to establish a relationship between pavement performance and customer satisfaction, allowing more robust strategic long-term capital investment decisions. The project uses best practice asset management principles to minimise whole of life costs of road maintenance, balance cost, risk, and performance, and provide line of sight between strategic direction and tactical-level decision-making. The project won 2022 Main Roads Managing Director’s award for Innovation. Project Team: Lalinda Karunaratne (Member of AMC), Yogesh Shinde, Per Sauer, Nicholas Archer, Matthew Golightly, Qindong Li, Martin Baumgartner, Brett Belstead, Maurice Cammack, Ammar Mohammed 1. Description of the project   Project Background The increase in pavement failure rates due to age, increased traffic loading and poor pavement condition leads to unsustainable maintenance cost, reduced level of service, increased road safety risk, declined customer satisfaction and loss of organisational reputation. To address this problem, the team developed a 10-year strategic state-wide pavement rehabilitation program with a total capital expenditure of $500 million using historical pavement repair costs, advanced modelling, and data analytics, and field validation. Use of Best Practice Asset Management Principles Degree of originality and ingenuity of solution Benefit/Value of the project or service to the community or organisation The innovative approach provides appealing justification for a constant allocation of funding for pavement rehabilitation work that brings the following significant benefits to Western Australian state road network and our community: 2. Contribution made by the nominated team The team including subject matter experts in asset modelling, pavement maintenance, project & economic evaluation, and data analytics & visualisation, successfully developed an innovative approach that tells an appealing data story by projecting future network conditions and levels of customer satisfaction under various rehabilitation funding scenarios. The following tasks were undertaken by the team: The project presents an industry best practice in adopting data driven decision making for identifying sustainable maintenance funding level that allows Main Roads to continuously improve road network conditions while increasing the asset value through capitalisation and providing a better service to the road users. The project also won the Main Roads Managing Director’s award for Innovation for 2022 beating 11 other nominations. The award underlines both the innovative nature of the project and the strategic importance to the organization. Attachments Figure 1: Scenario analysis of various rehabilitation funding and the impact on road network condition performance Figure 2: Impact on road network condition performance from inappropriate funding allocation Figure 3: Potential impact on customer satisfaction from various funding scenarios Figure 4: Receiving Main Roads Managing Director’s award for Innovation in Dec 2022

Yogo Wijayanto*, Rendra Syam Mustopa, Sandro Sitohang, Ahmad Faishol Amin PT. PJB Services, Indonesia EXECUTIVE SUMMARY PJB Services has operated 31 power plants with total capacity of 5,310 MW in Indonesia by implementing Asset Management.PJB Services has changed the implementation of asset management from the old model to the new asset management of PJB Services since 2019. The difference between the old and new asset management is the person in charge of each process. In new asset management, power plant persons only maintaining execution process, then planning process is maintained by head office persons with digital technology that has been developed. Improved performance and efficiency in personnel costs are the result of this implementation. About PJB Services PT. Pembangkitan Jawa Bali Services (PJB Services) is an Operation and Maintenance company in Power Plants. As a trusted Operation and Maintenance company in Indonesia, PJB Services has operated 5,310 MW total capacities in 31 power plants. Company vision of PJB Services is to become a Trusted Power Generation and Industrial Utilities Management Company in Southeast Asia. The solutions or services to our customers start from the kWh based business as Operation and Maintenance (O&M), and beyond kWh based business such as Maintenance Repair and Overhaul (MRO), Engineering Services, Green Power, and the other solutions. PJB Services has managed various kinds of power plants and various types of power generation capacities in Indonesia by implementing Asset Management.To manage customers power plants, PJB Services has used best practice standard such as, Asset Management ISO 55001 (Certified on February 2016), Quality Management ISO 9001: 2015 (Certified on April 2017), Environtment Management ISO 14001: 2015 (Certified on April 2017), Safety and Health Management ISO 45001 (Certified on August 2020). Asset Management Framework PJB Services Power Generation Management Framework based on asset management best practices, from philosophy (Figure 1) than specified to implementation (Figure 2). Figure 1: Asset Management Best Practices Philosophy Based On ISO 55001:2015 Figure 2: PJB Services Asset Management The key success factor in how PJB Services can manage all power plants across Indonesia was how PJB Services can adopt the philosophy Asset management best practice based on ISO 55001:2015, to a formula that fit in PJB Services, and it’s called PJB Services Asset Management. Starting from the performance indicator analysis that produce generation plan. Those generation plan will be classified in 6 streams, Reliability Management, Work Planning Control (WPC) Management, Outage Management, Supply Chain Management, Efficiency Management, and Operation Management.  All plans must be part of Risk Management mitigation, risk that effect Key Performance Indicator’s (KPI) achievement, and support by enablers is a must. Then in every process, PJB Services implements Safety, Health, and Environtmental Management based on ISO 45001:2015 and ISO 14001:2015 to maintain human safety and environmental friendly in every power plants. All execution’s performance and condition the program carefully monitored to be came continues improvement for performance indicator and generation plan. For customers satisfaction, PJB Services always ensure quality of asset management process based on ISO 9001:2015. New Model Asset Management Implementation and Comando Integration In 2019, Indonesia Ministry Of Energy and Resources said there are three global trend of electricity industries that called decentralization, decarbonization, and digitization (3D). Decentralized mean electricity power generation must be distributed and electricity consumer can be electricity producer. Decarbonization mean power generation plant technology moves from non-renewable to renewable power plant to maintain carbon emission. Digitization mean technology of electricity industries moves to digital technology and transform to industries 4.0. To answer that challenge, PJB Services must transform it’s asset management from old model (Figure 3) and new asset management (model 3) of PJB Services (Figure 4). So, PJB Services is ready to manage more power plants especially renewable energy based power plant that will be distributed in Indonesia moreover in South East Asia with digital transformation in asset management. Figure 3: Old Asset Management of PJB Services Figure 4: New Asset Management of PJB Services (Model 3) Differences between old and new asset management is the person that responsible in every process. In old asset management, from planning to execution process must be maintained by power plant persons. In new asset management, power plant persons only maintaining execution process then planning process is maintained by head office persons with digital technology that has been developed so that new asset management is maintained based on digital transformation. In 2019, PJB Services had been successful develop Condition Monitoring and Data Operation (COMANDO) application to maintain condition based of all power plants assets then PJB Services get Gold Medal Information Technology Project of the Year in Asian Power Awards (Figures 5). COMANDO play important role in asset management change because of all assets parameters are collected in COMANDO then analyzed by head office engineers so that recommendation of the parameters can be planned by head office planners with Maximo or Ellipse and executed by power plants persons. Figure 5: PJB Services Gold Medal Achievement in  Asian Power Awards at 2019 Figure 6: Development of COMANDO in PJB Services Figure 7: COMANDO in PJB Services PJB Servces New Asset management have been started to implemented in 2020 by an agreement between asset manager and asset owner. This policy is stated in the  Peraturan Direksi No. 105.P/019/DIR/2020 about Guideliness for Executing Model 3 in Power Plant Management. The Power Plant implementing model 3 are Tembilahan, Bangka, Belitung, Bolok, Ropa Steam Power Plant. To support it’s implementation, COMANDO had been developed more complex and divided by data acquisition (Figure 6) process consist of: Figure 7. Asset Health Matrix display Figure 8. Realtime operation monitoring display Figure 9. E-logsheet display Beside COMANDO there are several tools or application that help the implementation of new asset management, consist of: After all data has been collected, analyzed and the recommendations has been given to be planned, persons in power plants must be focussed on quality of execution and make sure all of the recommendation are executed. After finished, they must be created any feed back for continuous improvement process. Implementation and

Executive Summary The Art Gallery of NSW (the Art Gallery) is an internationally recognised art museum, responsible for the care and management of an immense portfolio of artworks and collections. In 2022, the Art Gallery with industry support from WSP, developed a Collections Strategic Asset Management Plan (SAMP), applying asset management principles to the gallery’s art collection. This involved extensive interactions and collaborations between the project team, the Art Gallery’s Collections Management divisions and other supporting business units, to plan the strategic approach to managing collections as assets, in alignment with Art Gallery’s organisational objectives and the Collections Management Framework. Description of project or framework addressing the assessment criteria The Art Gallery is legislated to facilitate meaningful encounters with art, through collecting, preserving, protecting, and displaying the immense Australian and international art collections. As defined in the Art Gallery of New South Wales Act 1980 (the Act), the Art Gallery is to develop and maintain a collection of works of art, to increase knowledge and appreciation of art. We do this through planning and executing a wide range of exhibitions, programs and activities supported by a robust and well-established collections management framework. Under the NSW Asset Management Policy (TPP19 – 07), all government agencies are required to submit their SAMP for annual attestations. The Art Gallery, as an art museum and cultural institution, recognises the unique asset portfolio, and made the decision to develop a ‘Collections’ specific SAMP to complement the Non-Collections SAMP. Use of Best Practice Asset Management Principles The collection is at the core of what the Art Gallery delivers, and making up $1.8 billion of our asset portfolio, is our most important asset. While the Art Gallery’s Collections Management Framework defines our overall approach to managing the collection, a Collections-specific SAMP enables us to apply asset management principles to managing the collection as an asset, and maximising value through its life cycle management. The Art Gallery has developed an Asset Management Framework that outlines the differences between how Non-Collections assets and Collections assets are managed. For the Art Gallery, artworks are for the most part held into perpetuity as we have an obligation under the Act to continue preserving and growing our art collections. This unique life cycle, unlike traditional assets that commonly enter a disposal phase, needed to be considered alongside the long-term implications of an ever-growing collections asset portfolio. The Collections SAMP intends to guide the strategic direction of managing our collection to remain relevant, resilient and financially sustainable as we continue to acquire significant artworks and grow the collection. It provides the opportunity for the Art Gallery to articulate the various interdependencies needed to support the collection, including non-collections assets (such as facilities, physical storage), digital preservation systems and collections management systems, and preservation, conservation, and registration processes. Importantly it provides the opportunity for the Art Gallery to clarify the ongoing maintenance and capital requirements for the short to medium term, to continue meeting world-class standards of care. Degree of originality and ingenuity of solution The Art Gallery’s innovative approach and application of a structured management system, in the form of a Collections SAMP, allows for the well-established principles of asset management to be applied to a non-traditional asset type. By recognising art collections as assets, the Art Gallery is able to adopt a new, but complementary, perspective to collections management. With the unique life cycle of collections, the Collections SAMP provided the Art Gallery with the opportunity to address the long-term implications of an ever-growing asset portfolio, and capture the necessary measures needed to ensure they continue to be conserved, preserved and protected. Importantly, it adopts the principles of balancing cost, risk and performance to collections as assets so that a suitable long-term strategy can be developed. The journey of developing the Collections SAMP with industry support also enables the principles of asset management to the shared with broader business units of the Art Gallery, building awareness, support and engagement on how these principles can be applied to collections management. Program and project management The Collections SAMP was developed in partnership with industry support, bringing in the technical experience of industry professionals to collaborate with our experienced and knowledgeable art managers and collections specialists. Through regular workshops and fostering opportunities for discussions between the team, we were able to develop a SAMP that ties together all the moving parts of our business that supports our collection. The program involved firstly having a clear understanding of the existing Collections Management Framework through reviewing and collating the various policies already developed by the Art Gallery that define their approach and processes to managing the collection. The program involved holding dedicated stakeholder workshops with the Art Gallery’s Conservation and Registration teams to better understand the intricacies of collections management and the various processes required to ensure the collection continues to deliver value to the community. This also provided the opportunity for the Art Gallery to identify key constraints and long-term strategies in ensuring the sustainable management of their growing collection portfolio. Following these activities, a SAMP was developed, catered to the needs and requirements of collections management while taking into consideration the unique asset life cycle of artworks, interdependencies with other supporting functions of the business supporting the collection, and intended outcomes of caring for, preserving and displaying the collection. Benefit/ Value of the project or service to the community or organisation The Collections SAMP supports the Art Gallery in highlighting the value our collections assets bring, to ensure their continued preservation, conservation and world-class management. The SAMP presents a structured approach to defining our collections management strategy and articulates the constraints and opportunities, roles and responsibilities and ongoing maintenance and capital requirements for collections management. The Art Gallery strives to maintain our reputation as an internationally recognised art museum through proper care and management of our collection, so that we can continue fostering the communities’ appreciation for art. Developing the Collections SAMP supports us in this goal, acting as a medium to communicate our

Summary The Technical Maintenance Plan (TMP) Optimisation project is underpinned by the principle of balancing cost, risk and performance across assets lifecycle. It is a critical component of the Sydney Trains’ Safe Access for Maintenance (SAM) Program, aiming to optimise worker safety, efficiency and the network availability needs of customers with increasing demand. The project’s scope includes analysis of crucial routine track and signal maintenance within the danger zone, to align with maintenance windows while maintaining the system’s efficiency and safety, with the additional benefit of reduced maintenance costs associated with the reduction of 40,000hrs pa in the danger zone 2.            Description 2.1          Best Practice Asset Management Principles The TMP optimisation project at Sydney Trains, as a component of the SAM program, balances the cost of delivering maintenance with asset performance, and risk to maintainers, the organisation and customers. Review of TMPs to enable alignment with maintenance windows, is mapped to the Sydney Trains Asset Management System Framework, certified to ISO55001 and aligned to both the Asset Planning stage and the Operations and Maintenance phase of the asset lifecycle. Best practice asset management methodologies, as recognised by the Asset Management Council Capability Delivery Model, including FMECA/RCM and PMO (reverse RCM) were utilised for the analysis to understand the functional requirements and failures, with Risk-Based Maintenance (RBM) considerations and technology solutions also providing improved delivery. Continuous improvement for future maintenance effectiveness reviews has been adopted by improving the data collection, through enhancing the link defect source to improve clarification between functional and conditional failures and adding measurement values within the tasks. Applying these asset management principles provides assurance that inspections have been packaged at the right frequencies based on the identification of current and potential future failures and risks. 2.2          Originality and Ingenuity of Solution The utilisation of the train network is increasing. This increase reduces the availability and duration of maintenance windows and potentially places additional strain on the asset. The SAM program has addressed this by designing a solution that focuses on achieving the optimal balance between customer interests in terms of network availability, the safety and sustainability of maintenance while maintaining costs. The approach to select the TMPs for review was developed using principles defined to resolve program objectives. Potential for optimisation and high maintenance frequency/time in the danger zone were key factors in selecting and prioritising TMPs to review from over 1500 TMPs across 10 disciplines. Some TMPs were well established with existing RCM analysis, while others were vague in requirements. The selection was followed by a review of asset performance, TMP tasks, delivery methods, current and future operating contexts and cost. The initial TMP reviews carried out thus far cover over 15,000 assets across ~1800 km of track with a written value of over $2.6b, including Signal Lights, warning lights, trainstops, track circuits, plain track, turnouts and special trackwork. Either new FMECA/RCMs were developed, or existing ones were updated following analysis. The opportunity savings for these initial reviews are up to 29,000 hrs p.a. out of a total estimated for the program of 40,000 hrs p.a. The Turnouts optimisation component was conducive to full FMECA/RCM. The assets being analysed are very complex with multiple factors influencing failure behaviour, which would ordinarily be burdensome to sufficiently analyse in a large quantity. The delivery of the FMECA/RCM was accelerated by using pre-prepared materials for each workshop identifying the base case options for the failure causes, local and system effects enabling workshop momentum and to maintain stakeholder engagement. The resulting FMECA/RCM contained 80 shared failures for 44 subcomponents. The driving failure tasks were selected based on significance to calculate optimal frequencies. With a lack of degradation data, the defects for assets in the highest utilisation areas, was used to calculate the failure finding interval as a function of the MTBF and availability required to give a worst-case. This was a reduction of inspection frequency from 1 to 3 months, or 16,700 inspections p.a. A matrix of Operational Criticality vs Tonnage was developed, allowing a further reduction for assets with less demand and failure consequence. 2.3          Program and Project Management The SAM team provided program and project management disciplines to support the TMP Optimisation effort but also needed to come up with approaches to deal with assets that lacked crucial data. The program also executed an external support strategy for the existing TMP team, which had reached its capacity with BAU work and could not absorb the additional tasks required by the SAM program within the aggressive timelines. The program provided additional support to run workshops and manage the implementation, which significantly improved the level of consultation and timeliness of the changes. In the case of Turnouts, which is a highly critical and complex track asset, an approach was taken to engage track and engineering specialists across agencies and industry. Track maintainers were also engaged and had to be specially rostered on for workshops. These workshops were previously difficult to host with key participants geographically dispersed. Improved engagement was gained by accommodating the option of face-to-face or online attendance. Track site visits were organised to inspect turnouts in a variety of usage scenarios. Covid-19 introduced additional difficulty in visiting sites to review data kept locally which was overcome by obtaining photographs and/or scans of assets and forms. To ensure appropriate technical governance of the TMPs, the project follows the Sydney Trains TMP Lifecycle process, which adheres to the TfNSW Asset Management Branch standard for TMP development (T MU AM 01003 ST). This provides a robust framework for decision-making and approval of proposed changes before implementation, as well as guidance on consultation and notification. Overall program governance reports into the Rail Corridor Safety Control Board (RCSCB), which acts as the single Sydney Trains body with accountability for driving track worker safety improvements across the network. 2.4          Benefit to Community and Organisation The project’s success enhances Sydney Trains’ overall asset management capabilities, improves the efficiency of routine maintenance, and ensures the continued safe and reliable operation of the network while catering

Summary MIDT applied strategic asset management principles to transform manual labour-intensive maintenance inspection processes that have existed for decades into automated, integrated, and connected digital processes, improving asset insights and decision making, enabling predictive maintenance practices, improved sustainability, and the welfare and safety of employees Using LIDAR data collection technology to automate measurement and inspection activities for 10 technical maintenance plans removed 40,000 hours per annum of manual inspection activities from the rail-corridor, improved network availability, and increased Asset Master Data integrity, location and condition accuracy enabling asset visualisation, integration, and the foundations for Predictive Maintance practices  Figure 1 – LiDAR automates asset data collection and provides visualisation that enables deep insights into asset condition Glossary of Terms Term Definition MIDT Measurement & Inspection Digital Twin: Name of the project initiative within Sydney Trains LiDAR Light Detection And Ranging: is a surveying method which illuminates pulsed laser light, measures the reflected pulses and creates digital 3D representation of the target area ALO Asset Lifecycle Optimisation: Method used by Sydney Trains to assess the asset lifecycle cost and risk profile, and make decisions on asset investment to meet expected performance EDT Enterprise Digital Twin: A virtual representation of the physical asset created from point cloud data captured by the LiDAR device MTPV Sydney Trains Mechanised Track Patrol Vehicle: which traverses the whole network over a 2-week period as part of a regular maintenance regime. TMP Technical Maintenance Plan that provides the inspection requirements and measurement standards for each inspection type Project Description Sydney Trains operates in the rail sector of the Transport for NSW cluster, and maintains over 756,000 rail assets that includes 1,599km of track, 1,536km of overhead wiring, 2,263 electric and diesel fleet cars, and 169 stations.  Sydney Trains has annual maintenance budget of $1.5 billion and an asset portfolio valued at over $46 billion. On average there are 147 million passenger journeys recorded across the metropolitan network annually Problem Statement Increased service demand for both passenger and freight traffic has reduced track access windows for maintenance. Sydney Trains has sought to invest in innovative rail technology to improve network performance, asset risk management and sustainability of maintenance practices MIDT was established to addresses the following asset management challengers: Application of Asset Management Principles In developing MIDT, Sydney Trains ran a Proof of Concept (POC) utilising LiDAR technology. The POC demonstrated that LiDAR could replace 95% of manual human measurements in the rail corridor for platform clearance inspection, however while the solution met the primary objective to remove a small number of track workers from the danger zone, it was not financially sustainable as: Applying Strategic Asset Management principles for whole of asset lifecycle analysis combined an integrated asset planning model focused on the Rail Corridor rather than individual asset classes enabled: Figure 2: Multiple Inspection Types can be captured using a single LiDAR run Figure 3: Utilisation of a Single Data source to service multiple business requirements Solution Innovation Originality MIDT leverages LIDAR data collection technology to automate measurement and inspection activities and improve asset visualisation. Data collected enables a virtual representation of the physical network, the environment, and all related asset information to produce a deep understanding of the physical asset condition LiDAR (Light Detection And Ranging) is a surveying method which illuminates pulsed laser light, measures the reflected pulses and creates digital 3D representation of the target area. MIDT engaged a partner vendor to mount their LiDAR system As-A-Service on the MTVP which traverses the network over a 2-week period as part of a regular maintenance regime A geo-referenced 3D spatial data model is acquired for the railway infrastructure without manual track-walk or track possession. The Point Cloud data is processed to provide both measurement and visual data outputs that meet the TMP inspection requirements previously captured and recorded via manual processes Figure 4: Automation of Manual Asset Inspection & Measurement for Platform Clearances using LiDAR mounted on MTPV2 Figure 5: Multiple manual forms are replaced by data points that are captured and represented in a virtual model Figure 6 – LiDAR enables insights into assets and their relationship to other assets on the Network Figure 7: Visualisation of the Rail Corridor for Improved Planning & Decision Making Program & Project Management MIDT followed Sydney Trains engineering assurance model.  Each stage commenced with a baseline workshop to align all stakeholders on scope, schedule, budget, and assurance deliverables. The integrated team provided the following: The stages included: Benefits to the organisation and community MIDT has delivered the following benefits: Team Contribution MIDT brought together engineering and operational stakeholders from across multiple asset disciples to standardise on the use of a single technology and integrated business processes. Traditionally engineering and maintenance disciples for electrical, civil, track, corridor & surveying were siloed, with investigation of Rail technology being discipline specific. This was a significant change is business thinking requiring high levels of facilitation and collaboration across disciple to agree on technology, assurance requirements, data validation, and process change   Multiple stakeholders were engaged from across Sydney Trains and TfNSW to deliver MIDT.  Key stakeholders included:  General Comments MIDT overcame multiple difficulties which lead to approximately 100 key findings being identified in both the POC and Technical Pilot that improved the success of the solution being delivered into operations. Key findings and resulting changes are listed below: MIDT contribution to Rail has been significant: 

1.            Summary Sydney Trains has an extensive portfolio of bridges due to the myriad of waterways and transport modes that intersect the network. These structures require significant lifecycle management and while Sydney Trains has been exceeding industry practices for several years, a deficit in sustainment requirements and available funding has developed over the 10-year forward planning horizon. To address this, a bridge optimisation project was initiated, including condition assessment (data), strategy uplift (process), investment optimisation (systems), and cultural enhancement (people). The project has generated over 40% savings in future funding requirements as the benefits and the approach is now being applied to other major asset classes. 2.            Description 2.1          Introduction Over the last 10 years, bridges have generated the highest funding requirement delta compared to other infrastructure asset classes of Sydney Trains. While a Bridge Management Strategy has been in place, the process of determining investment forecasts involved desktop health assessments and data assumptions. This resulted in bridges being treated and managed as an asset not a group of major components, leading to higher treatment strategy costs. To improve the bridges strategy, an uplift in condition assessment and data, asset management strategies and delivery practices was initiated in FY21. Sydney Trains engaged structural engineering contractors to undertake bridge assessments including detailed reports and photographs. A range of survey methods were used including drones, barges, boats, and field structural engineers. As the assessments were completed, the data was processed to optimise the bridge maintenance strategy through a “lifecycle optimisation” process. The aim of this process was to make the maintenance strategy more precise and focused on each bridge component, with the goal of optimising interventions over a 20+ year period while achieving acceptable performance and risk outcomes at the lowest lifecycle cost. Data was collected and analysed at the component level and bridge component lifecycle strategies were defined and classified into independent and interdependent treatment groupings. Long-term maintenance funding requirements were modelled using specific unit rates associated with components and intervention types and groupings. By implementing these changes, Sydney Trains has improved its management strategies for bridge assets and the associated funding forecasts across the network. This improved bridge lifecycle management maturity by implementing an approach that links bridge performance to funding strategies at the component level. An indication of the uplift in maturity profile is shown Figure below. Figure 1 An indication of the uplift in bridge asset maintenance maturity As a result of these improvements, Sydney Trains has recognised the following change in investment profile over the forward horizon: Figure 2 Comparison of funding profile and cumulative backlog for Bridges before and after The efficiencies derived will be repurposed into other project or programs to offset risk and reduce backlog within funding allocation, where Sydney Trains would otherwise need to request additional funds from TfNSW. The efficiency is well in excess of 40% of total funding requirements over the 10-year horizon. Other intangible benefits identified include: Beyond bridges, there are a range of multi-million-dollar opportunities that have been identified through ALO that can enhance the sustainability of Sydney Trains maintenance portfolio by realising more value from the available funding. 2.2          Project Management Sydney Trains Asset Management led a project team consisting the core ALO staff team and specialist professional service providers. For engineering acceptance, an Asset Strategy Council of experienced subject matter experts progressively review the changes to strategy. The project is divided into three major phases, each containing several tasks: 2.3          New Approach The ALO approach is bottom-up where data on each individual bridge component determines the need for intervention. The approach involves three levels of analysis: component, project, and network, which are interconnected and have an impact on each other, as shown in Figure 3. Figure 3 Three-level ALO bridges maintenance decision making approach Due to the success of this approach for bridge lifecycle management, the methodology is now being applied to the Slopes portfolio (Cuttings and Embankments), with assessments and strategy analysis underway. 2.4          Best Practice Asset Management Principles Utilisation This project has developed a methodology that combines component condition data from one-off level 2 condition assessments and defects records from periodical bridge examinations. By doing so, the condition of a bridge component can be accurately identified and the potential for deterioration can be forecasted. This allows for more efficient and consistent scheduling of maintenance activities, reducing costs and the risk of unexpected failures. As a result of this project, an optimised bridge maintenance plan has been created. This plan details the necessary maintenance activities over the entire lifecycle of bridges and is based on a comprehensive analysis of data, including information on age, conditions, load capacity, environmental factors, and available maintenance funding. By implementing this plan, bridge maintenance can be carried out in a more cost-effective and sustainable way, minimising overall costs and reducing access requirements. 2.5          Value of the Project The ALO approach is a data-driven and evidence-based method that focuses on detailed information and decision-making processes. It improves transparency and efficiency in funding utilization, and asset lifecycle management, resulting in increased value from. Using the ALO model, better forecasting of bridge renewal and maintenance funding needs is possible, resulting in a major opportunity for long-term maintenance cost reduction. These savings improve cost-effectiveness of the rail network sustainment, endorse the value of ALO in Sydney Trains and contribute to the longevity of the networks for future generations. 3.            Specific Contribution Made The project has introduced several noteworthy practices, including: (1) Components that have been treated are assigned distinct deterioration profiles and initial condition states Assigning distinct deterioration profiles and initial condition states to treated components, the ALO approach considers previous refurbishments or replacements of components to determine their future condition and remaining useful life accurately. (2) Interventions are determined based on both component- and bridge-level data The ALO approach ensures the right timing and scope of component works. Interventions are triggered when a component’s condition drops below a predetermined threshold. Other performance issues, such as insufficient load capacity, narrow deck width, or missing

1.    Summary of the Project, Product, Framework In 2022, Transurban (with the support of its incident response and maintenance contractor, Ventia) achieved significant sustainability outcomes at its Hills M2 Motorway asset. Innovative solutions were deployed, in line with asset management best practice, resulting in success in diverting waste from landfill, reducing greenhouse gas emissions, generating biodiversity value and enhancing customer travel. Independent verification of the sustainability outcomes was undertaken by using the Infrastructure Sustainability Council’s IS Operations rating scheme, and the Hills M2 Motorway was subsequently certified at an “Excellent Operations IS Rating”, with a score of 69 points – the highest operations rating within the industry. 2.   Description of Project or Framework Addressing the Assessment Criteria Transurban is one of the world’s leading toll-road operators and specialises in getting people where they want to go, as quickly and safely as possible – from designing and building new roads to researching new vehicle and road safety technology. An Australian-owned company, Transurban builds and operates toll roads in Melbourne, Sydney and Brisbane, as well as in Greater Washington, United States and Montreal, Canada. As an industry leader, the organisation sets high standards for performance on social and environmental issues, and also invest in both the creation of social inclusion and management of environmental impacts. Transurban is also a member of key industry organisations including the Asset Management Council of Australia and the Infrastructure Sustainability Council. In 2022, Transurban (with the support of its incident response and maintenance contractor, Ventia) achieved significant sustainability outcomes at its Hills M2 Motorway asset. Innovative solutions were deployed, in line with asset management best practice, resulting in success in diverting waste from landfill, reducing greenhouse gas (GHG) emissions, generating biodiversity value and enhancing customer travel. As the concessionaire for the Hills M2, Transurban has whole-of-life responsibility for the asset. Asset management is undertaken by an experienced and dedicated internal team, whereby the lifecycle strategy, maintenance strategy and operations strategy are carefully planned out on a holistic basis. Sustainability is integrated into Transurban’s asset management approach by similarly being considered on a holistic basis, whereby Transurban has developed a focus on People, Planet, Places and Partnerships, in alignment with the United Nations Sustainable Development Goals. The incorporation of sustainability into its asset management approach has enabled Transurban to achieve the following: Transurban measures its performance against leading benchmarks. Independent verification of the sustainability outcomes was therefore undertaken by using the Infrastructure Sustainability Council’s IS Operations rating scheme, and the Hills M2 Motorway was subsequently certified in October 2022 at an “Excellent Operations IS Rating”, with a score of 69 points. This was the highest operations rating awarded within the industry, establishing new best-practice for sustainable motorway management. The independent accreditation process helped Transurban and Ventia identify opportunities to operate the Hills M2 more sustainably, resulting in measurable positive outcomes. They diverted close to 100% of operations waste from landfill, developed more sustainable capital works solutions, and established the motorway’s climate change risk position. The implementation of sustainable principles throughout the Hills M2’s lifecycle demonstrates that sustainability considerations now inform all of the motorway’s systems and processes. The degree of originality and ingenuity of the solutions implemented by Transurban and Ventia is exceptional, but also represents a significant advancement in the incorporation of sustainability into an overall value framework for asset management decision making. With decarbonisation initiatives accelerating across industry and frameworks such as PAS2080 emerging in importance, Transurban’s work to embed sustainability throughout its management systems can be considered leading industry practice. 3.   Opinion as to specific contribution made by the nominated individual / team / organisation The partnership between Transurban and Ventia is not just focused on the Hills M2 Motorway. A climate risk assessment has been conducted climate-risk management guidelines have been developed for use across all 22 Transurban assets, contributing to wider-industry learnings. This approach demonstrates a commitment to not only manage the assets but also to prepare for future challenges that may arise due to climate change. The degree of originality and ingenuity of the solutions implemented by Transurban and Ventia is exceptional, but also represents a significant advancement in the incorporation of sustainability into an overall value framework for asset management decision making. With decarbonisation initiatives accelerating across industry and frameworks such as PAS2080 emerging in importance, Transurban’s work to embed sustainability throughout its management systems can be considered leading industry practice. The sustainability outcomes achieved for the Hills M2 Motorway represent a significant contribution to the asset management industry, and the lessons learned can be applied more widely. The partnership between Transurban and Ventia has established new best-practice for sustainable motorway management, setting an example for others in the industry to follow. Program and project management have been critical to the success of this partnership. The implementation of best practice asset management principles required collaboration and coordination between Transurban and Ventia. The partnership has been built on a strong foundation of communication, transparency, and shared goals, resulting in effective program and project management. In summary, the partnership between Transurban and Ventia has resulted in exceptional outcomes for the Hills M2 Motorway and the wider asset management industry. The use of best practice asset management principles, degree of originality and ingenuity of solution, effective program and project management, and significant benefits for the community make Transurban and Ventia worthy nominees for the AM Council Excellence Award in sustainability. Their achievements demonstrate that sustainability and asset management can go hand in hand, delivering positive outcomes for both the community and the environment.

Summary Incorporation of Environment, Social and Governance (ESG) considerations in investment decision making is paramount for asset intensive organisations. Targets are being set and KPIs established at an organisational level to ensure tangible efforts are made to participate in addressing climate change, provide positive societal outcomes and ensure benefits for customers. Copperleaf provides the opportunity for these organisations to enhance their current AM practices by incorporating ESG measures with their existing risk framework. It allows for the capture of ESG contributions made by investments and allows a holistic view of ESG debt that an organisation is carrying. Description Problem Statement Current business processes for ESG tracking practiced across industries generally include high-level reporting using Excel reports, PowerPoint presentations, and Word documents. These artefacts contain a variety of data, usually including business wide performance on the management of scope 1 and scope 2 carbon emissions, waste generation, and employee and customer surveys containing social and governance outcomes. They are an amalgamation of numbers and explanations on the overall performance of the organisation against it’s defined ESG targets. The current business processes present a challenge with respect to maintaining the accuracy of the ESG data, are time consuming, and create a disconnect amongst stakeholders. These processes also become a challenge when organisations create CAPEX plans for asset maintenance and service delivery, as these processes do not include tracking of ESG contributions on a project or portfolio basis. Asset managers and portfolio owners do not consider the ESG contribution that their projects are making to the organisation’s overall ESG targets while creating asset strategies and balancing other business targets, including, for example, financial, reliability, and customer demands. A disconnect is therefore established between the Sustainability and Compliance teams of the organisation, who are responsible for ESG reporting, and the asset managers / investment owners, whose projects and portfolios are major contributors to the organisation’s ESG outcomes. The eventual result is inefficient and inaccurate ESG reporting. Innovative Solution Overview Copperleaf provides capabilities to assess assets and investments using a common economic scale referred to as a Value Framework. A Value Framework is a smart and effective way of implementing Multi-Criteria Decision Analysis (MCDA) that captures all the essential elements of risks and benefits within an organisation. Investments can be compared across investment portfolios for objective analysis on a common economic scale, making it very convenient to implement MCDA. By incorporating ESG targets into the Value Framework, investment owners can make more informed decisions that align with organisational strategic objectives and contribute to a more sustainable future. Additionally, by using a structured and systematic approach, MCDA implemented with a Value Framework can help to ensure that the decision-making process is transparent and objective. With the challenges of current business processes, and the effectiveness of the concept of a Value Framework, the way forward is to implement a Value Framework and assess the value of each investment. This is achieved by enhancing existing frameworks through the inclusion of value measures which capture ESG contributions. This will allow the investment owner to assess the value that their project brings, while considering its ESG contribution. It will also allow to compare the projects and optimise them based on the holistic value they bring after ESG incorporation in the framework. In addition, it will provide tangible visibility on the compromise, if any, the organisation is making to its ESG outcomes by prioritising any project for other business outcomes. Creating a Simple ESG Value Model In Copperleaf, a simple value model can be created to track a component of ESG contributions. As an example, a model to track carbon emissions reduction is shown below: Figure 1: Simple carbon tracking model Using ESG Models to enhance Value Framework Once ESG related Value Models, like the above, are created, an organisation’s existing Value Framework can be enhanced to include multiple ESG contributors. The figure below shows an existing framework without ESG considerations included. Figure 2: Existing Value Framework With the enhanced Value Framework, projects can be assessed across their lifecycle as a function of the contribution they make towards ESG outcomes. This allows the asset managers to get visibility of how their assets would contribute to the organisations’ overall ESG performance and help them to create strategies accordingly. Also, it will allow the investment owners to assess the ESG contribution of their investments. This allows the investment owner/portfolio owner to balance the ESG targets along with other targets the portfolio needs to achieve. It can also be optimised with or without any constraints, t providing visibility on ESG debt that the organisation would be carrying while implementing a portfolio, or any risk to the reliability or growth of the network if ESG targets are set to be achieved. For example, if a portfolio is optimised based on a financial constraint, which is very common in the industry, then the result will provide us the visibility on how much behind the ESG targets would be if that constraint is achieved. Figure 3: Updated Value Framework with ESG contributors as Value Measures

Executive Summary Carbon is inherent in all stages of the built asset lifecycle. From the raw material supply, manufacturing, construction, use and repair, to end of life and transportation throughout. All processes involve carbon emissions. Darren Chuang, AssetFuture has carried out a project to develop a formula to calculate the Embodied Carbon Factor of a built asset in the first phase of its lifecycle, from cradle to gate. Introduction The statistics are startling: cutting out one return flight from Sydney to Melbourne saves 200kg of CO2e per year. Cutting meat, dairy and beer from your diet cuts 2,000kg. While reducing 20% of embodied energy in the built environment saves 200,000kg of embodied energy each year. Even small changes can have a huge impact. We can manipulate the environment we live in to make life easier, safer and more comfortable and yet we feel overwhelmed in the face of rapid climate change. The greatest challenge is the race against time towards net zero carbon by 2050. How can we best invest our time to effectively to make an outsized impact? Built facilities consume over 40% of global energy annually, according to estimates, representing over 33% of the world’s total carbon emissions.  The builders, owners and managers of buildings clearly have a significant role to play in meeting global emissions targets. But how to these numbers break down to the impact of a single building? AssetFuture has carried out a project to develop a formula to calculate the Embodied Carbon Factor of a built asset in the first phase of its lifecycle, from cradle to gate.   Developing a formula for carbon A holistic approach to lifecycle accounts for all costs from cradle to grave. British Standard 15978 focuses on the calculation method to assess the environmental performance of buildings, breaking down lifecycle assessment into four stages: It is critical that lifecycle modelling factors in all these stages when making decisions. AssetFuture, as part of the initial stages of research and development, has focused on the first stage – product, cradle to gate – and the associated Embodied Carbon Factor (ECF), measured in kilogram(s) of carbon dioxide equivalent (kgCO2e). The equation developed is: Embodied Carbon Factor (kgCO2e) = Quantitymaterial x Carbon Factormaterial To test the cost impact of embodied energy, a double modular demountable sized building at 163.2m2 (24m length x 6.8m width x 2.7m height) was simulated using five common wall cladding materials: aluminium, concrete, face brick, steel and weatherboard. The cumulative cost of each of these materials was projected 120 years into the future, based on an Australian temperate climate zone. Over the projected timeframe, weatherboard has the highest and aluminium the lowest cumulative cost respectively. Weatherboard, with relatively lower lifespan and average to high unit cost, incurs ~50% more cost over time than other cladding materials. But when the embodied energy cost is added to the modelling, concrete becomes significantly more cost intensive. Although concrete has one of the longest design lives (100 years), the ECF for pre-cast concrete panels is 2.31 times higher than the other four materials combined equating to $2,450 a year in embodied energy cost. Asset Management Best Practice: taking a lifecycle approach The solution isn’t to stop using concrete. It’s still a cost effective and efficient way for growing populations in developing countries to build affordable, durable housing. All current alternative materials are a distant second choice in providing equivalent characteristics. But when presented with choice, facilities managers should be aware of the embodied energy cost and take a lifecycle approach. In Asset Management, this refers to a comprehensive framework for managing physical assets throughout their entire lifecycle, from acquisition to disposal. A lifecycle approach recognises that assets have a finite lifespan and will eventually require maintenance, repair, replacement, or disposal. By blending embodied energy data with existing lifecycle cost models, asset managers can incorporate sustainability and work towards a zero emissions future in the built environment. If we don’t consider embodied carbon, we are missing a critical piece for decision making. Materials must be used efficiently to ensure that buildings constructed, operated, refurbished or disposed are safe, durable and sustainable, and their maintenance costs over time must be factored in. Short-term savings in cheaper, less carbon efficient materials in construction and maintenance/repair may be most costly in the long-term. Taking this holistic approach helps organisations to optimise asset performance while minimising downtime and maintenance cost and improving overall efficiency. It also helps organisations to align their asset management strategies with their overall business objectives, reduce risks, and comply with regulations and standards. Benefit to the Community Sustainability in construction and built asset management has numerous benefits for the community, creating a healthier, more sustainable, and more equitable built environment. Darren Chuang’s Vision Sustainability is a top priority for AssetFuture. We are committed to empowering organisations to make the right decisions for their portfolio as well as for the planet. As regulation increases, these two considerations are in increasingly close alignment. By considering carbon and taking steps to reduce it, asset managers will also realise gains and efficiencies in the assets they manage. Darren Chuang’s passion and experience in sustainability is a driving force within AssetFuture to achieve this vision. Through his work, we are able to show our clients key ways in which they can work towards sustainability, both in decarbonising existing assets as well as minimising carbon for new projects. If we are all to achieve net zero carbon by 2050, the work needs to start now. Sustainability must be built into Strategic Asset Management Plans (SAMPs). It is going to be challenging and will require investment, but it will also drive innovation in the industry that will result in much greater efficiency and sustainability, as well as higher value for more environmentally sustainable assets.

Summary Asset Scheduling and Delivery Coordination (AS&DC) as part of Sydney Trains is paving the way for a more diverse and inclusive rail industry. Asset Scheduling and Delivery Coordination manages Sydney Trains’ weekend possessions and ensures the delivery of its Annual Works Plan. It recognises the diversity shortcomings existing in the rail industry, and actively works to encourage an inclusive workplace and diverse hiring. In addition, Asset Scheduling and Delivery Coordination maintains an active community presence in its outreach activities, attracting people from every background to the rail industry. Leadership Sydney Trains’ wider organisation overarching policies on diversity and inclusion align with the Premier’s Priorities, the NSW Public Service Commission strategies, and Transport cluster imperatives, with three priority target groups – Aboriginal employees, employees with disability, and women in leadership. In addition to company policies and initiatives, AS&DC work to further increase diversity in both its own internal demographics and the wider rail industry – in particular, possession planning. Sydney Trains is committed to its Diversity and Inclusion Policy which includes a number of practical strategies to move beyond compliance. These include involving leadership commitment, accountability, and organisational capability, integrating diversity and inclusion into mainstream business processes, metric driven business measures, internal and external communication, as well as targeted programs to facilitate employment equity for diverse groups. These policies are adopted by AS&DC wholeheartedly and is reflected in every level of the team. In addition, Sydney Trains facilitates diversity and inclusion networks for its employees. These networks are freely available for employees to find and join and open to all employees to participate in and learn about through engagement sessions. Some of these networks include: In addition to this, Sydney Trains is committed to increasing representation within its workforce, through the following commitments: These commitments are measured, tracked and published annually. The recorded data may be skewed lower than in reality as it is collected on a self-sharing basis. AS&DC has made a concerted effort to bring more diversity to their team, with a 50:50 gender balance in their office-based team and representation from 30 different countries, from various ethnic and religious backgrounds. Innovation AS&DC has developed and implemented wide-reaching initiatives to promote diversity and inclusion both within the organisation and in the community. The team acts above and beyond Sydney Trains’ company policies and has included the following policies and initiatives: “You will be joining a work environment that’s inclusive as well as diverse. Every idea and perspective is valued so that our service reflects the community we serve. The role does not include any physical labour or on-site requirements, although the opportunity for site visits does exist.” Diversity Benefits As Moscow Mok Associate Director Asset Scheduling and Delivery explains, diversity is key in a profession like engineering. “Having different points of view in the team, whether that’s from a professional, cultural, or gender perspective – means we can challenge each other constructively, and ultimately achieve better outcomes for our stakeholders.”  Two critical milestones in the AS&DC unit have been reached this year with the first female Possession Manager, and the first female Possession Support Officer, Cathy Fahd. As well as this, the Asset Program Scheduling team within AS&DC has attained gender parity in the past year. In addition, Aboriginal and First Nations employees represent 2.9% of AS&DC’s demographic, a rate higher than that of Sydney Trains’ overall average. This past year, AS&DC has also held a stall representing Sydney Trains at the RTAA Field Day, a rail event open to the public, and featured and featured its staff as ambassadors to increase the visibility diverse groups in rail. The team members selected to represent the company were from different organisational levels, nationalities, and genders, to share their unique experiences at the event. The partnership with the NSW Department of Education has allowed a higher exposure of diversity in the rail industry to school-age youth. The partnership involves encouraging the students to develop their own app and to engage them in problem soving using STEM, and thinking about the transportation they use in their daily lives. This is a powerful way to dismantle biases before they can form, paving the way for a more diverse and inclusive future for the industry as a whole. AS&DC celebrates diversity and inclusion as part of its day-to-day practices. For example, on Harmony Day this year, the team was encouraged to share a cultural dish, and describe its history and origins with its members. A ‘Diversity and Inclusion’ agenda item is incorporated into monthly team meetings to allow the team to be exposed to one anothers’ cultural backgrounds, experiences, and learnings. This item is open for anyone to participate and often includes a recount of a recent experience where the team member was exposed to a ‘culture-shock’ or sharing of a personal cultural event or practice. Small celebratory actions such as these support inclusion within the workplace and inform and educate about the different cultures of people we work with.

Project Summary Endeavour Energy manage 3million assets servicing 2.7million people in NSW. Over the past 18-24 months we have overhauled our traditional annual qualitative view of asset intervention into a modern quantitative data driven multi-year risk-based approach. Individual assets are now assessed and identified for intervention to maximise customer value, create alignment with strategic objectives and provide risk outcomes for differing proposed investment scenarios. The new framework provides a transparent consistent evaluation approach across our internal engineering, regulatory, finance and delivery teams. Optimised asset management scenarios are created based on each stakeholders’ constraints, further allowing improved communication with external stakeholders including customers. Project Description Endeavour Energy owns a vast range of assets with a wide variety of functions, performing under a range of environments. Individual assets can have significantly different service levels, lives, maintenance and inspection programs, all impacting the probability of an aged-based wear-out failure occurring. Asset risk, due to functional failure varies across our network by individual asset. This variation may be due to factors such-as the asset’s location in the network, impact to other local assets, amount of energy disrupted and time to restore, negative environmental impacts as well as public/worker safety. Our objective was to develop and implement a repeatable modern quantitative data driven multi-year risk-based asset management system displaying best practice that evaluated each of our 3 million assets. Intervention decisions where to maximise customer value taking into consideration real world contrast and limitations. Figure 1 – Summary of tasks required to provide asset type data to feed into the new risk-based economic assessment Through the achievements of our efforts, the asset risk methodology is now consistently applied across all assets to ensure a balanced assessment. The cost-benefits of all assets and their possible investment options are calculated and prioritised in order of its optimal intervention timing and total risk-cost benefit. Investment scenarios show maximum risk-cost benefit at time of optimal intervention or for any given investment timing, adjusted or constrained across the full portfolio of assets. Asset decision investment outcomes are now supported through traceable line of sight right back to our companies’ overall strategic objectives. The application of the system has been rolled out and adopted by a range of users from different parts of the business including engineering, regulatory, finance and delivery teams. The process has been developed to be transparent, easily repeatable, and flexible to account for a real-time operating environment to allow for new emerging risks, revised objectives, expenditure or work force adjustments or other real-world constraints.  This required a significant systems and cultural overhaul across our business coming away from our traditional 12-month qualitative view of identifying specific assets for intervention and delivery approval to a modern risk-based quantitative data driven view identifying 5-10years of future specific assets where each had been economically justified and supported for its optimal intervention.  Initial task was to understand and use the data we had available. Data within our organisation is located across many incompatible legacy systems as well as newer SAP system undergoing various phases of implementation. Data within these systems consists of millions of historical and in-service snippets of data. First challenge was to bring all this data together, sift, cleanse and tease out something meaningful.  To assist in evaluating this data we used standard off the shelf data integration tool called FME and built data flows to combine information from these multiple internal data sources as well as external sources to create the most accurate live view of the network possible. Figure 2 – In-house workshop training ourselves to use the FME data integration tool An asset hierarchy was created where the asset base was initially grouped into similar asset classes. Particularly with high volume low value assets. Asset types with like characteristics were also further merged under their respective asset classes. All available historical asset failure data (conditional and functional) was extracted and processed at an asset class level to develop probability of failure curves for assets that allowed each asset to develop a relationship between age / condition and its likelihood of failure occurring both today and every year into the future. This approach predominantly used Weibull and CNAIM reliability modelling methods. The curves were tested back against the asset population to ensure real world outcomes matched those of the model. Figure 3 – Asset data used to calibrate Weibull parameters Financial data associated with each asset failures was combined with asset failure date and geospatial data related to the asset to gain an understanding of the likelihood of different consequences occurring. Figure 4 – Example of CoC geospatial layers developed to assess asset location compared to scale of risk Users can apply any of the applicable six customer value consequence models developed. These included: Geospatial analysis of each individual asset using both internal and external data sources were combined in conjunction with network models to understand the true impact to customers of any single asset failing on the network for each of these measures. Figure 5 – Example of the typical visual output of our models developed in-house Development of an economic model to calculate both net present value and cost / benefit analysis of a proposed investment or investments against a base case “run to failure” scenario. Considering the ultimate survivability of the original asset (if an investment was selected) and the reduction in “true” benefit to customers. Maximising customer value understanding our customers’ needs and risk costs and prioritising our investment portfolio to best maximise their needs. This risk-based evaluation identified an asset replacement cost of over $1billion worth of available condition-based scope for consideration with the FY25-FY29 period. Through this risk-based process this was optimised to $575 million, at a cost saving to the customer as Endeavour Energy manages the underlying risk within its current lifecycle programs. Documenting our findings resulted in the development of: Figure 6 – Identifying risk outcomes based our strategic positions Ensuring consistency was key to successful outcomes. This included a fully documented process for the application of the

Naval Ship Management (NSM) initiated a program aimed at optimising the operational performance and maintenance of the Royal Australian Navy’s (RAN’s) two Landing Helicopter Dock (LHD) vessels, HMAS Canberra and HMAS Adelaide.This endeavour involved the collaboration of crucial stakeholders and Subject Matter Experts from the Commonwealth, Navy, and Defence Industry. Approximately 350 sub-systems were assessed for risk, and the top 12 sub-systems were subjected to System and Maintenance Effectiveness Reviews. These reviews employed cutting-edge techniques and data analytics to deliver the most suitable capability outcome for the Navy, while simultaneously minimizing the Life Cycle Costs incurred by the Commonwealth.

Natural assets such as waterways and their supporting assets including sediment ponds and trees are vital in urban areas. They are critical in managing rainfall events as they facilitate the processing and collection of stormwater. Additionally, these assets provide a range of ecosystem services including heat reduction, carbon sequestration, and provide habitats for flora and fauna[1]. When uncovered, waterways and wetland linked sediment ponds can also be a source of amenity for the people living within urban areas. Melbourne Water (MW) values its natural assets and has invested in setting up a decision-making framework that allows for the cost, risk and performance of these assets to be accurately reflected. The project commenced by establishing performance through applying the MW Level of Service (LoS) framework to three asset groups: waterways, sediment ponds and trees. The LoS Framework was initially developed for built assets and is aligned with ISO 55001 and the IIMM[2]. In applying the framework to natural assets, the project team drew heavily on the Healthy Waterways Strategy[3] and its values as this is the guiding strategy for all waterways assets at MW. The LoS was drafted with a level of hierarchy to translate the developed service objectives into technical objectives, and then develop performance measures for these objectives. The service objectives are what MW delivers to the community and customers for each service area. Technical objectives help with delivering the service objectives and performance measures are quantitative measurements to assess achievement against the technical objectives and defined performance targets. Once what performance looked like was identified, the project moved on to risk. Defining what the risk of not achieving the LoS is and what was needed to make an informed decision. A risk process and risk tool was developed for each asset group. These tools allow maintenance activities to be prioritized based on the MW corporate risk framework. This considers consequence of failure at a corporate level based on seven criteria including environment, customer/ service, regulation and financial. For each asset area the most applicable consequence criteria were selected to guide the prioritization. Ultimately each asset was assigned a consequence level with assets that have a significant impact on required service levels, if they fail, given a higher consequence rating and assets with minimal or no impact on service levels given a lower criticality rating. After determining the likelihood based on condition of the assets and the consequence of the risk, the overall level of risk can be determined. Cost was then considered through the development of flexible decision-making frameworks for each asset group. They act as an extension of the risk assessment tools, determining at what risk level intervention actions are to be taken, and what those interventions should be. They bring all the developed processes together to assist MW in determining the best operational approach to deliver the determined LoS and use it as the basis for long-term financial forecasts and asset management plans. There are multiple costs considered including the costs of not achieving the LoS which includes not meeting the HWS and the accompanying regulatory requirements, as well as the cost of providing the desired performance level through maintenance, planned or reactive, as well as the impact of inspection timing. The decision-making framework has allowed MW to set performance targets and develop maintenance schedules that best meet the needs of the community while managing risks and balancing this against the available budget. When this work was commenced, there were no natural assets specific resources available, and the process described here was developed specifically for MW utilizing the asset management frameworks established at a corporate level with a focus on built assets. Over the years we have been working in this space other organisations have engaged, and resources have begun to be developed. This program of work challenged people to think laterally including those at MW who had great experience managing the assets but less in asset management and an AM team who were very experienced in physical / traditional asset classes and had to learn about LoS for natural assets. This has led to change in how assets are managed across the organization. The development of the decision-making framework for each service area was a collaborative process, assisted by AECOM’s technical team. The technical lead at MW for each service area engaged with AECOM and stakeholders within MW. At every step, a combination of focused working group and stakeholder engagement through workshops was employed. The outcomes of workshops were then brought back to refine the decision-making framework. The dual approach of focused working group and stakeholder engagement through workshops meant that the development of the decision-making framework was iterative. This broke the process into achievable tasks and meant that there was broader stakeholder support for the framework that has led to strong uptake of the developed systems for decision making. Initially these works started as different projects that were elevated in a more programmatic approach to deliver greater value through shared lessons learnt and thus drive effectiveness and efficiencies. MW is therefore able to undertake the work required to provide amenity associated with the waterway natural assets, manage the sediment ponds so that the environmental quality of downstream habitats is protected, and manage its trees to protect tree health, as well as public and worker safety, MW assets and third-party property. MW can do this with confidence that the programs are demonstrably focused and efficient, and that stakeholders understand and embrace the social value this work provides. This, in turn, ensures adequate support for natural assets, leading to positive impact on the environment that MW manages, and the community uses. The programmatic approach adopted increased the value of the work as lessons learnt were able to be shared across the three asset groups. The collaborative approach between MW and AECOM as well as other stakeholders allowed for individual’s unique strengths, skills and experience to be leveraged to achieve outcomes for MW based on balancing cost, risk and performance for each service area. “Development of

Summary COVID-19 presented an opportunity to review HSEC and organisational responsibility throughsystematic enhancement to the collection, storage, and integration of critical asset data.The project involved Jacobs and Airservices Australia working collaboratively to co-designa scalable data capture approach and asset information assessment framework.Jacobs employed innovative tools for realtime data capture and translation into functional dashboards to visually communicate crucial asset information. The project was initiated with a Victorian pilot project, which demonstrated excellent value to the overall asset management, resulting in roll out of the framework to seven sites across four states, with future sites in planning phase. Use of Best Practice Asset ManagementPrinciples Through a series of progressive workshops, stakeholders co-developed a scalable data captureapproach and asset information assessment framework using the International Infrastructure Management Manual as a baseline. The project reflected good practice in asset managementprinciples by assigning a condition score which calculates an asset’s remaining life and provides a risk and evidence-based approach to prioritising operational, maintenance and renewal activities. Airservices leveraged the innovative Jacobs Echo and Jacobs Omni data capture tools and an integrated team structure to comprehensively map Airservices building and infrastructure asset condition scores and criticality ratings acrossseveral sites. The data and information collected was then integrated with Airservices enterpriseasset management systems. The project reflected a strategic approach to converting good practice asset management principles into a framework for the organisation, and then translating this framework into a data capture and analysis program to support decision-making on criticalassets and infrastructure. Degree of originality and ingenuityof solution The co-creation element of this project makes it inherently original, and the solution bespoke to Airservices’ asset challenges and risks. The Echo and Omni data capture tools arecompletely configurable and provided a flexible and innovative response to the reoccurring andconsistent challenges in the asset management space. For this project, the tools provided the foundation for site investigations and were customised to target the building infrastructureattributes of greatest significance to the Airservices operations. The forms within these tools were designed for instant and safe deployment to operational teams, allowing quick and efficient logging of asset data in real-time data using smartphones and tablet devices, thereby minimising disruption to site operations. This meant that the ultimate solution, represented by the asset information assessment framework and associated dashboards, was entirely bespoke to Airservices and provided a single source of truth on assets, their condition and criticality, enabling effective decision-making, especially in the time sensitive environment of incident response. Program and project management This data capture project was managed as part of a broader program, reflecting a cultural change in the approach to asset management. The program originated with an Asset Information Management Maturity assessment, which considered the relative maturity of Airservices activities across asset information strategy, standards, data and information management, and asset information systems. The maturity assessment identified areas for improvement in data capture, the holistic approach to recording asset criticality, and better integration of information systems that hold condition and criticality data used to inform decision making. Project Description This was the catalyst for the data capture project being presented for this award category. Theoverall program approach allowed for data integration and relationships across these subprojects to deliver an integrated asset solution. Within the project, a robust project managementapproach was needed to manage the multiple stakeholder inputs and site-specific parameters,including development of a HSE fieldwork pack and security and risk assessment. Representatives were engaged from the asset class core systems (building infrastructure, aviation rescue fire-fighting services, navigation, air traffic services centres, communication, and surveillance), data managers, and asset owners and operators. The project was efficiently established as a trial to ascertain genuine value before committing toadditional sites, which are generally prioritised sites according to operational volume. This stagedapproach allowed the project manager to achieve a repeatable process and retain consistencyin resources, resulting in both time and cost efficiencies. It enabled a qualitative comparisonof results across sites, and consistent findings were recorded for assets across the geographiessurveyed. Benefit/Value of the project or service to the community or organisation Airservices has elevated its asset management capability to make more informed, evidence based decisions by re-standardising its asset condition and criticality assessment approach. Risk identification and mitigation strategies to support business continuity across a highly diverse aviation infrastructure portfolio have been established and better understood by planning and field services teams. By comprehensively improving asset data accuracy,Airservices has enhanced its response to climate change and organisational resilience, improvedconfidence in investment decisions, and facilitated data integration with enabling digital tools and systems. Ultimately, the project helped reduce the risk of asset fault or failure and associated downtime, resulting in a reduced likelihood of disruption to air services and the consequent impact on passenger and freight movements.The project has enabled Airservices to achieve a 40% improvement in the process of criticalityassignment for their assets.

Project Overview Leveraging emerging technologies to obtain greater value fromAirservices’ assets Intelligent Asset Management (IAM) is an important addition to the Condition Based Maintenance (CBM) program implemented by Airservices and provides means to automate the acquisition, integration and analysis of relevant asset data (Figure 1). The insights obtained through this process can be applied for tactical and strategic asset management decision-making at Airservices. Traditional CBM programs must rely extensively on technicians and engineers to perform regular routes where they investigate the condition of assets. These routes can be time-consuming, require specialised skills, and use specialised equipment. With IAM, many tasks can be performed using digital technologies that automatically monitor and alert maintenance staff, freeing them to perform other duties. The objectives of the project were to provide a strong foundation for conducting an IAM trial, establish potential benefits of theintroduction of innovative digital asset management solutions, and build a case for scaling this capability for Airservices’ geographically dispersed asset base worth $2 billion. The sites chosen for the trial included Control Tower and Radar Site facilities as they were deemed to provide a good representation of Airservices facilities in terms of assets and level of existing digitalisation. The following assets (Figure 2) were identified for the trial on each site based on their criticality i.e. impact of their failure on end-service delivery and where application of sensor technology would provide maximum benefits. Aligning projects outcomes to Airservices’ strategic priorities The project leveraged the Asset Management Council’s (AMC) capability delivery model, with a line-of-sight established between Airservices’ strategic priorities and the capability being delivered as part of the IAM trial (Figure 3). The IAM capability was seen as an enabler for the organisation to continue to have their ‘finger on the pulse’ of the assets (through deployment of Internet of Things (IoT) sensors, and data integration and analysis capabilities), providing assurance on performance of the assets even when a third-party isresponsible for asset management service provision. Innovative approaches to the project Strategic Leadership – The strategic perspective provided by Airservices was instrumental in shaping the course of the trial. With Jacobs, the long-term vision for evolution of Airservices’ asset management capability was clearly articulated. This enabled the joint team to perform a gap analysis between the current and future states of the asset management organisation that informed the scope of the trial. In addition, Airservices provided ongoing support through prioritisation and timely allocation of accredited engineers and technicians for progressing safety-critical activities on the project. Leveraging Global, Cross-Industry Insights – Jacobs leveraged its global IAM capability and extensive experience of having supported asset-intensive organisations such as NASA and US Defense to inform the overarching approach to the project. Sharing examples of ‘What good looks like?’ enabled the joint team to better define the target end-state and refine project deliverables and outcomes Integrating AM Best Practices – A robust implementation plan was developed by the joint team providing assurance that the proposed solution was fit-for purpose. This has given Airservices the confidence to include IAM as an execution lever in their Infrastructure Transformation Strategy and as IAM is scaled across Airservices sites it will enable Airservices to enhance its asset management maturity to level 4 or above. Adoption of Agile Delivery Methodology – An Agile methodology was adopted to deliver the fast-tracked IAM trial in four tranches over 14 weeks. In each tranche, stakeholder inputs were sort to ensure alignment and early mitigation of perceived risks to operations, especially safety. Collaborative Approach – The collaborative approach between Airservices and Jacobs has led to skills transfer and identification of capabilities to be developed by Airservices technical workforce to support asset governance and assurance functions under alternative sourcing models. Delivering fit-for-purpose outcomes through adoption of an Agile and robustdelivery methodology An Agile methodology was adopted to deliver the IAM trial in four tranches over 14 weeks (Figure 4). In each tranche, stakeholder inputs were sort to ensure alignment and early mitigation of perceived risks to operations. Since Airservices operates in a safety-critical and high-regulated environment, incorporating emerging technologies into their operations requires adherence to rigorous asset management, engineering and safety standards.The delivery methodology also indicates the elaborate planning undertaken by the project to develop a phased implementation plan to de-risk the induction of IAM at Airservices. The plan was developed through extensive consultation with key stakeholders, applied asset management best practices to identify failure modes and associated data capture points for individual assets and incorporated a safety risk assessment process. Value delivered by the projectAs Airservices continues to shape its transformation agenda, the identified benefits from the IAM trial will assist with transforming the organisation into a digitally driven, strategically aligned, and proactive manager of assets. Once the IAM capability is scaled across key Airservices sites, the value that will be realised include: Standby generator cost savings total $600K/annum based on an estimated $400k reduction inmaintenance costs, and a $200k+ reduction in travel and other direct costs.Work Health and Safety benefits including: ‐ Reduced need to work at heights to repair antenna components,‐ Increased workforce comfort with improved HVAC operations,‐ Reduced technician travel, increased flexibility to delivery model, and‐ Reduced personnel entrapments with early identification of vertical lift issues. HVAC monitoring efficiency gains with early detection of HVAC issues that could save around $100k/annum excluding travel costs and technician time. Environmental sustainability outcomes with reduction in automobile miles travelled, resulting in less fossil fuel usage and harmful emissions. The program has also informed the broader infrastructure strategy of the organisation with the inclusion of Digital Asset Management as one of three key execution levers in the investment case (Figure 5).

Airservices Australia (Airservices) delivers, owns, and manages a unique set of services, assets and features that are core enablers to the aviation and aerospace sector in Australia. To provide stability during future periods of change, Airservices recognised the need for a performance and decision-making framework focused on their facility assets. This framework would provide the capability to manage assets sustainably, ensuring the asset portfolios comprising Airservices three service lines; Aerospace Services, Aviation Rescue Fire Fighting Services, and Enabling Services, and the asset classes relevant to each are supported by robust infrastructure that will continue to deliver under evolving operating conditions. Airservices and Jacobs partnered to establish the foundation for a program of asset and facilitymanagement capability uplift, collaboratively working to develop and implement an assetmanagement and facilities management improvement roadmap. The roadmap included a‘runway’ of initiatives to align and optimise facilities management across the organisation. The Facilities Strategy Plan (FSP) was identified to provide the overarching framework and direction to prioritise key initiatives that deliver benefit to Airservices customers, people and owners.The FSP assessed the current state performance of Airservices facilities through six lenses: People, Location, Capability, Inter-dependency, Digital Cohesion, and Sustainability. The lenses identified the global macrotrends and industry drivers thatinfluence and impact their asset portfolios, and the opportunities and step changes required to ensure the future resilience of the people, assets and technology that deliver Airservices’ core functions. Challenges that may impact the achievement of the strategic objective were drawn from external and internal sources viewed through the current state lenses. Each strategic objective has a set of associated initiatives that mitigate the challengesand are measurable by their success in delivering Airservices outcomes for people, customers and owners in the near to medium term. The project is a mature recognition of the needto set strategic objectives and guidance before continuing with reactive lifecycle activities. Use of best practice asset managementprinciplesThe 2022 AMPEAK conference closed with a presentation on the global megatrends affectingasset management, which Airservices and Jacobs attended together. This discussion proved thecatalyst for conversations leading to this project’s inception. The purpose of the conference was to engage industry on best practice and emerging trends inasset management, and the origin of this project reflects its alignment with industry best practice. The project demonstrates a significant transition in Airservices’ approach to facilities management from a preventative and reactive practice to strategic asset lifecycle planning, and deliberately responding to the macrotrends seen across the aviation industry. The project has reoriented the business towards a forward-looking model of predictive and sustainable facilities management that supports resilient, future-proof operations. Some examples of the trends and challenges included in the FSP are provided in the following sections addressing originality and benefits, and are captured in the workshop mural board graphic provided below. Airservices sought a plan tailored to the unique set of services they provide across the Australianaviation sector that would present tangible outcomes, easily relatable to departments, teamsand individuals across the organisation. The success of the final FSP in achieving thisreflects best practice in producing asset guidance that is accessible and has a genuine impact on corporate level decision-making. Degree of originality and ingenuity of solution In the operationally driven, time-pressured environment of critical facilities, it is noteworthyto find an organisation investing in reimagining their approach to asset management to embedresilience and sustainability in their assets and operations. Program and project managementFrom a project management perspective, theproject had a planned schedule and deliverableswith phase progression as follows:

John Holland (JH) is the asset manager for the Melbourne Metro Tunnel project station and tunnel facilities. The project will deliver and operate nine-kilometre twin tunnels under the CBD together with five new underground stations which will be maintained over a 24-year term. JH’s asset management team in the Cross Yarra Partnership (CYP) consortium have significant focus on safety in design, ensuring the project is constructed to enable the safe operation and maintenance of the assets. The design phase of the project is substantively complete and incorporates safer maintenance approaches with our application of whole-life asset management principles. The scope of works undertaken by CYP includes tunnelling works, five underground stations, station fit-out, mechanical and electrical systems, and asset management services over the 24-year term for the infrastructure delivered. JH is the Asset Management Services (AMS) provider for the CYP consortium. JH AMS’ role during design and construction is to provide input to the design process and optimise maintenance and renewal activities to produce the best through life value for the Project. This includes consideration of safe-working implications of design decisions, applying asset management principles and understanding maintenance methodologies for supplied works. These methodologies must account for the high availability requirements of the railway network and limited time windows in which maintenance can be performed. Use of Best Practice Asset Management Principles A team of operation and asset management specialists were co-located with the design team to review design documentation from the concept stage which had benefits in developing solutions which supported maintenance and allowed the service to be delivered in line with the targets of the services specification. The Service Specification targets are supported by key requirements in the Project Specifications and Technical Requirements (PS&TR) which defines requirements for access, availability and replacement. Safety and Performance Output Focus The key output focus was the safe performance of all maintenance and lifecycle activities managing constraints around the critical asset requirements to operate the railway or otherwise working within the weekday four hour After Last Before First (ALBF) train period required by the Services Specification. Certain systems, such as Tunnel Ventilation System (TVS), also have constraints for rail safety during the maintenance windows as trains are used within the tunnels for maintenance and require operational safety systems. Asset Management Safety Assurance The level of assurance achieved by the review process can be demonstrated by three key examples of safety and maintenance benefits implemented during the design process: 1.     Station Platform End Plantroom Access Initial designs incorporated access to the platform end plantrooms from the tunnel maintenance walkway at all stations. This requires access to the operating rail corridor and associated safety risks. A simple circuit breaker trip investigation would have required suspension of service and access in accordance with Rail Safety Guidelines or deferring the work to night ALBF periods. The JHG Team were able to work with the Design and Construction (D&C) Team to change the layout to allow free access from back of house areas without requiring rail corridor access, eliminating the safety risks associated, the limitation on maintenance activity time, and the potential impact on services. The early stage at which this was identified also reduced the impact of the modification on the program and avoided the cost of physical changes.    2.     Tunnel Ventilation System Fan Access Initial designs included multiple fans installed in the plenum space, preventing maintenance activity during operations but also requiring additional controls outside of daily operations as consideration needs to be made for rail corridor and TVS maintenance. These limitations led to a likely requirement to perform maintenance on a unit over multiple shifts, increasing the likelihood of maintenance issues. The JH asset team requested the risk be eliminated by housing the main fans in separate compartments. With suitable blanking plates installed to eliminate the risk this would allow maintenance and replacement to take place safely around the clock, utilising system redundancy. This initiative required assessment and redesign of 30 fan installations worked through in the Maintenance Working Group representing all stakeholders, eliminating a significant risk to staff and increased availability by reducing maintenance times. 3.     Under-platform Access (Confined Spaces) As design progressed the massing of the services at height detracted from the desired architectural feel and the under-platform space began to be utilised. The under-platform area isn’t traditionally an accessible space, with additional works required to make remove confined spaces. An analysis was carried out to establish the maintenance tasks that would be required, the time that temporary access would be required and the time/cost implications of the approach. This highlighted the inefficiency of the Engineering Control approach to the Maintenance Working Group and the risk was eliminated by redesigning the under-platform area as a habitable space. Degree of originality As an operator and maintainer of rail networks, including shareholdings in Metro Trains Melbourne, Metro Trains Sydney, Canberra Metro, and Torrens Connect (Adelaide Trams), JH AMS was uniquely positioned to understand and input on asset management and facility aspects of the project in conjunction with considerations for rail and WHS safety matters. Our approach included the initial appointment of a Services Director with extensive knowledge of rail operations and Technical Integration Leads with extensive PPP design and delivery experience early into the project, with a larger complement that envisaged at tender phase. The initial team has grown as the project has progressed and now includes dedicated staff with OH&S, Commercial, Maintenance Scheduling, Procurement and Documentation Development. Prior to these dedicated employees joining, JH supported the project team using corporate resources with strong knowledge of project assets and environment. Project Management JH has reviewed approximately 50,000 documents and 750 Design Packages resulting in almost 9,000 comments raised covering attributes of the long-term operability and maintainability of the stations and tunnels covering extensive safety items that were raised and solved. JH has monitored, reviewed, and updated these comments through the design iterations and package revisions. A Maintenance Working Group Chaired by the Project Company was convened to determine the best project outcomes based

Acknowledgement of Country Transport for NSW acknowledges the traditional custodians of the land on which we work and live. We pay our respects to Elders past and present and celebrate the diversity of Aboriginal people and their ongoing cultures and connections to the lands and waters of NSW. Many of the transport routes we use today – from rail lines, to roads, to water crossings – follow the traditional Songlines, trade routes and ceremonial paths in Country that our nation’s First Peoples followed for tens of thousands of years. Transport for NSW is committed to honouring Aboriginal peoples’ cultural and spiritual connections to the lands, waters and seas and their rich contribution to society. Abstract This paper provides an overview of the evolution of the new Asset Technology Program (ATP), the value created for Transport for NSW (Transport) and the broader NSW community as a result of the innovations being delivered by the program. The goal of the ATP is to provide a more efficient and effective transport system by delivering innovations that improve financial and environmental sustainability, safety, reliability, resilience and customer experience. This is achieved through research and development, improvements to existing technology and the evaluation and trial of new technology or engineering innovations prior to their introduction across the transport network. A Framework and suite of supporting business processes have been developed and deployed to provide a consistent, multi-modal, and whole of life cycle approach in the way innovation projects are developed, managed, and governed to improve engineering assets and business processes. These enable the ATP to realise the strategic objectives of the Asset Management Framework. The Asset Management Branch (AMB) is the sponsor of the ATP and has established a collaborative governing body consisting of senior leaders from across the Transport cluster. A Project Management Office (PMO) administers the Asset Technology Program with support from the Engineering team. In its inaugural year from June 2021 the program evaluated 81 submissions and funded 42 projects. Projects were delivered across multiple modes including roads and rail to a value of $7.8M with the majority of projects providing a broad range of both financial and non-financial benefits and technologies. This financial year the ATP has deployed 40 technology projects to a value of $10.5M. The ATP is one of several programs developed to support the introduction of new technologies and innovations as part of the continuous improvement and asset management maturity journey. Keywords: innovation, engineering, asset management Introduction Transport for NSW (Transport) has undergone a transformational journey which saw all NSW transport related agencies and their service providers – covering heavy rail, light rail, metro, roads, maritime, ferries and active transport – come together.  The Transport cluster works to provide better integrated services across all modes, driving a stronger focus on creating better places, and delivering customer and community outcomes. Transport has a coordinated approach to manage its large portfolio of assets which is defined in the Transport for NSW Asset Management Framework (AMF).  The AMF is a set of connected and related tools and includes policies, plans, strategies and business processes. This provides Transport with the assurance that asset management activities will deliver an integrated, modern transport system that puts the customer at the centre. Transport’s Asset Technology Program (ATP) supports delivery of the ‘Improvement’ requirement within the AMF and is an example of one of our asset management system and improvement programs. Figure 1 – Transport for NSW Asset Management Framework Implementation and application of the AMF is how Transport: Transport currently manages an asset intensive portfolio of network assets with a book value of circa $178bn (Transport for New South Wales Annual Report, 2022). In addition, Transport has significant intangible assets including our people, standards and asset information.  Figure 2 – Transport’s Asset Portfolio Objective of the Asset Technology Program The Asset Technology Program (ATP or the Program) was initially established as a Roads based R&D program.  Within the transformed Transport, the Program, has been reviewed and redeveloped as a multi-modal, whole of transport innovation program with a focus on assets and engineering business processes.  At its heart the ATP seeks to provide technology innovations that work to deliver better integrated services across all transport modes. The Program has been extended from just an R&D focus and realigned to support achievement of our organisational and asset management objectives.  By realigning the ATP with asset management objectives the program is now able to deliver technology projects that relate to any mode and any phase across the whole asset life cycle: from identification of need through to disposal. The objective of the Program is to promote continuous value creation across the whole of lifecycle in accordance with the pillars noted in Table 1: Table 1 Program objectives Value Creation Alignment Leadership Governance Delivering new technology innovations that will create value for Transport Between innovation and our asset management objectives Commitment to objectives and effective communication To provide informed, risk-based decision making The Asset Technology Program Framework The ATP Framework (the Framework) supports alignment between Transport’s strategic technology roadmaps, asset management and technology innovations to delivery improved customer and community outcomes. The Framework establishes the goals and objectives of the Program, including eligibility and sets out the process, roles and responsibilities of both project management and program management and governance.  Application of the Framework supports project delivery and value creation. The Framework addresses all aspects establishing and deploying a technology innovation project from eligibility, the identification of need or problem statement, development of the business case and the approval process through to the implementation of a project and evaluation. Projects delivered by the ATP typically include: Table 2 Typical technology project categories Research Innovation Knowledge Transfer Research, development, trialing, monitoring, approval and audit of new or alternative materials, systems, products, technologies, procedures Innovative applications of equipment, materials and technologies Training for new or innovative technologiesResearch and investigation of best practice methodologiescross-cluster integration The ATP is administered in accordance with the ATP Framework and program delivery is supported through

Southern Ports has radically transformed its asset management system into a fully integrated and digitalised, ISO 55000-compliant system – positioning itself to thrive in smart, technology-enabled supply chains of the future. Its new asset management system (AMS) intrinsically links each element of the organisation’s asset management framework and context to its organisational drivers to deliver a system that promotes resilient asset management across Southern Ports’ billion dollar asset base. The first of its kind in Australia, the system delivers unrivalled levels of intelligence in near real-time – enabling Southern Ports to rapidly prepare, predict and pivot to continuously enhance asset and organisational resilience over time.

Summary Essential Energy embarked on an innovative journey to develop systematised workflows that guide staff through the investment planning lifecycle. This includes traversing 17 business process stages, 7 of them being decision gates. Workflows were designed to manage handover between teams, control the pipeline and portfolio, and obtain financial and technical approval. The workflow design approach provides a singular robust approach for workflow development and enhancement. The development of workflows has delivered efficiencies and provided benefits for teams that work across the investment pipeline lifecycle. This innovation has ensured that investment governance processes are followed and embraced by the business. Description Context The investment planning process is a critical component of any asset-intensive organisation. It involves a range of activities that cover ideation, short-term planning, long-term planning and execution. Essential Energy, one of Australia’s largest electricity distribution network operators, recognises the importance of a well-designed investment planning system to support its business operations. The organisation has implemented a single system that spans the entire investment pipeline process from ideation to construction and project closure. This integrated system, together with the value framework, has enabled Essential Energy to improve its resource planning and ensure a balanced flow of work across teams, leading to more efficient investment decisions and better business outcomes. The end-to-end investment pipeline process at Essential Energy includes several stages, such as the identification of business needs, the development of investment proposals, the optimisation of investments, and the delivery of projects. The system provides a centralised platform for managing investment information and enables collaboration across multiple teams involved in the investment lifecycle. A key component to the success of this process is the use of workflows that facilitate the use of the system including following investment lifecycle process, financial and technical approvals, handover between teams and the automation of information capture. This paper explores the development of Essential Energy’s investment planning system workflows, outlining the development approach, considerations and benefits. The paper also provides insights into the implementation process and the lessons learned during the implementation phase. Investment Planning Lifecycle There are three key areas to the investment planning lifecycle: Essential Energy’s investment planning lifecycle (illustrated in the image below) has fifteen forward directional business processes and two backward business processes that “reset” an investment. This lifecycle covers creation, valuation, optimisation, design, estimation, construction and closure. There are many groups that support the investment planning lifecycle including Network Planning, Portfolio Services, Design and Estimation. When one team finishes their role in the lifecycle, there is a handover to the next team. The co-ordination of these handovers are critical to ensure an efficient and functional process for each investment. Governing the investment planning lifecycle is the Investment Governance Framework which has seven approval/decision gates which are required before transition to the sequential process. The governance is a mix of delegated financial approval (dependent on investment complexity and cost) and technical approval which differs based on the type of investment and the assets involved. These key areas typically involve multiple teams using a non-systemised approach such as email and phone calls. To make matters more complicated, there are slight variations to process and stakeholders depending on investment and asset types. When changes to structure or process are made, this information needs to be cascaded to the hundreds of people involved to ensure the process, governance and handovers are all followed. The reliance on human dynamics and paper based mechanics to support the investment planning process was not sustainable. Therefore, Essential Energy moved to automate as much of process, handovers and governance as possible through the use of systemised workflows. Workflow Development Approach Before commencing development of the workflows, Essential Energy set some guiding principles. Workflows must: Further to developing the guiding principles, the existing investment planning lifecycle processes were documented and published. This formed the basis of workflow creation, identifying the handover points and process automation opportunities. Using both these artefacts, the workflows were drafted holistically, to ensure they functioned as a system, not just individual workflows. Essential Energy designed a common structure that each workflow followed, these are listed below including some of the key developments in each structure. Benefits Realisation There have been various benefits realised through the implementation of these workflows. The overarching benefit comes from the systemising of a governance process that makes life easier for users, rather than making things more administratively burdensome. In this way, the Essential Energy staff are incentivised to follow the governance process as the workflows have made it easy for them to do so. This has the following associated benefits: Overall, the development of workflows has delivered efficiencies and provided benefits for teams that work across the investment pipeline. Here’s what our teams had to say: Contribution Essential Energy developed and designed the entire workflow approach with its own intellectual knowledge through creation of a transformation funded project. Essential Energy is using the Copperleaf system, a decision analytics solution, to construct, maintain, action and report on workflows.

Summary of the Project and Technology Platform Australia’s energy system is changing at an unprecedented scale and pace. The transition to a decarbonised economy, significant advances in technology, and changes in generation and transmission infrastructure present a number of exciting opportunities and challenges. Powerlink has developed its first application for a new and expandable high-speed platform that will benefit customers by maximising the utilisation, capacity, flexibility and resilience of the high voltage transmission network for existing and new assets, supporting network connections and the accelerating shift towards a renewable energy system. The Wide Area Monitoring Protection and Control (WAMPAC) platform is able to quickly detect specific conditions on the grid and rapidly coordinate responses across assets on the state-wide network. Description of the Project and Technology Platform Maximising value for customers from our assets lies at the core of the Wide Area Monitoring Protection and Control (WAMPAC) platform. Use of Best Practice Asset Management Principles WAMPAC incorporates specialised electronic equipment with advanced software to continuously monitor parameters across targeted areas of the transmission network and rapidly coordinate appropriate responses.  High speed telecommunications and more intelligent devices mean it is now possible to implement schemes, such as WAMPAC, with multiple inputs over large areas that coordinate a range of desired responses. Emerging technology from renewable generators, batteries and demand response aggregators increasingly provide flexibility to increase the capacity and improve the utilisation of the assets across the transmission network. Special Protection Schemes have been a key part of asset management and network planning over the past decade. This has mostly been implemented through pairs of decentralised relays at substation sites with dedicated point-to-point communications. Most real-time grid applications have been bespoke, leveraging existing protection devices, communications, monitoring and control signals, and therefore had limited applications due to maturing technology and higher initial investment outlays required for development and operations. Phasor Measurement Units (PMUs), however, have become increasingly adopted and used by the industry, primarily for network and generation analysis. The rapid development of PMUs have enabled the industry to stream and use highly accurate and synchronised measurements across the network and at the same time offering a flexible and scalable solution, leveraging the high-speed communications network and protection-grade operation times for various network applications. Degree of originality and ingenuity of solution WAMPAC schemes leverage this technology and can be scaled from localised areas to multiple locations on the network, requiring inputs (such as asset or network statuses or phasor measurements), assets and connections, to manage controlled response times, to improve network reliability, supply-demand stabilisation, or network utilisation. The transfer limit between Central and Southern Queensland was identified to be constrained as part of the AEMO Power System Frequency Risk Review. Powerlink identified WAMPAC as a non-network solution that could extend the network limit and protect power system stability, architecting a solution to meet the planning requirements and response times. The approach was Australian-first and required learning from applications across the world and using innovation to apply it in a new way for this specific network scenario. The application was designed to manage the power system’s response to an extreme disturbance event, so that it can recover more quickly. The solution was achieved by monitoring the loss of certain circuits and, under defined conditions, coordinate the generation in Central and Northern Queensland with loads in Southern Queensland to maximise the transfer limit under system contingencies. This was a cost effective solution to mitigate constraining the network or otherwise larger capital investments in new assets to achieve the same outcome, both which would have a greater impact to consumers. Figure 1 Example Architecture of a WAMPAC Scheme for Single Application The high-speed scheme was tested to operate successfully, as well as enabling further identification of potential applications and development as a scalable network platform. Because of the nature of the energy transformation, Powerlink is at an early stage of potential applications. The flexibility of the system means that it is scalable to other applications to benefit customers as a platform. It provides a new way to think about the network and asset management, moving beyond the physical assets with hardware and software-defined-services increasingly intertwined to maximise the utilisation, capacity, flexibility and resilience of the high voltage transmission network. Program and project management The initiative involved the establishment of a steering committee that met monthly, and a project team with champions from key areas of the business, including Network and Portfolio Planning, Asset Strategies and Performance, Technical Services, Network Operations, Design and Delivery teams. Work Streams were established for the technical strategy and roadmap, delivery of the pilot scheme, as well as research and development of the platform for future applications and schemes, which continues to enable faster ideation and experimentation as a prototype for the new innovation process at Powerlink. Benefit/Value of the project or service to the community or organisation The utility of the platform increases with the number and diversity of connected network resources; integrating and leveraging adaptable widespread resources that wouldn’t otherwise be possible, compared with traditional individual asset installations that solve a specific challenge on a part of the network. The benefits aligned with Powerlink’s Corporate Objectives are outlined below:

Executive Summary Over the years, CSV have continuously strived to improve its processes and exceed our customers’ expectations. One of CSV’s key strengths is its dedicated team of professionals who share a passion for excellence. CSV have created a culture of continuous improvement where everyone is encouraged to contribute their ideas and suggestions to enhance our operations.Innovation is becoming a core of how CSV operates, and it is always seeking new ways to improve its processes and service delivery. CSV believe that its commitment to excellence has been reflected in its achievements, including the vastly improved asset information maturity and positive culture. In conclusion, it is an honour to submit this excellence award application and believe that our commitment to excellence has set us apart from our competitors. CSV remains dedicated to delivering exceptional quality and service and look forward to continued success in the future. Summary of the Asset Information Management Culture atCSV Since its establishment in 2014, Court Services Victoria (CSV) has undergone a transformative journey to enhance its asset information management practices. Over the last four years, CSV has made significant strides in improving its organizational asset information management maturity, resulting in the achievement of a rating of “Optimising” and zero AMAF material compliance deficiencies as per the Asset Management Maturity Assessment tool established by the Victorian Government.CSV is dedicated to further improving its asset information management maturity and establishing a thoroughly documented asset management practice. To attain its current level of information management maturity, CSV has implemented numerous large-scale initiatives. The leadership at CSV is committed to fostering a culture of collaboration and continuous improvement by developing a roadmap to guide future efforts and applying targeted continuous improvement measures to uncover potential areas for enhancement. Description of the Asset Information Management system In June 2019, CSV underwent an Asset Management Maturity Assessment, which served as abaseline for evaluating its asset management capability, information management, and compliance with the mandatory requirements of AMAF. The assessment identified several key challenges, including inconsistencies in documented information around processes, policies, and information governance, resulting in operational issues around asset visibility, failures, and maintenance errors. CSV had limited understanding of its assets, lacked centralized systems and processes, and had no overarching information management strategy or tools to enable quality outcomes.Another concern was the perception of CSV’s asset management competency by key stakeholders. To manage their expectations, CSV needed to assess its own capabilities, but lacked the necessary frameworks.However, by June 2022, CSV had achieved compliance against all 41 mandatory AMAF clauses,demonstrating its assessed asset management capability. In 2022 there were no AMAF materialcompliance deficiencies and CSV exceeding the minimum standards for seven mandatory clauses, resulting in a rating of “Optimising” as per the Victorian Government’s Asset Management Maturity Assessment tool. This was achieved through continuous improvement activities, a cultural shift aided by CSV’s leadership team, stakeholder engagement, and support, as well as a focus on information management. CSV has made significant progress in its information management maturity journey by establishing its Asset Information Model, Data Reference Model, Asset Management System, and Asset Information Strategy. These models, strategies, and systems are the foundation for CSV’s information management, reporting, engagement, and communication activities. A brief outline of these is below: The Asset Information Model (AIM) is a comprehensive collection of data, documents, models, and other records that are gathered from all sources within CSV to enable the ongoing management of assets. It serves as the sole source of verified and authorized information for each asset across the entire portfolio. The Data Reference Model (DRM) is utilized to categorize, describe, and share data, promoting the exchange and reuse of information throughout CSV. By using the DRM, CSV is able to streamline its data management processes and improve collaboration and efficiency across the organization. The Asset Management System (AMS) empowers asset managers to make informed decisionsabout the assets they oversee, ensuring that they operate effectively and efficiently while aligned with the organization’s overall goals. The Asset Information Strategy (AIS) enables CSV to plan and execute maintenance activitiesmore effectively, providing valuable insight into the maintenance requirements of each individualasset. The 10-year asset maintenance program helps to demonstrate the criticality of ongoingfunding to the Department of Treasury and Finance for the effective management of CSV’s assets. Asset Performance Reporting, Integrated Project Database Reporting, and Courts Asset Information Management Systems (CAIMS) are some of the key reporting and information tools established and utilized by CSV to help meet their service delivery outcomes. These tools have enabled CSV to achieve a comprehensive overview of all its assets, resulting in increased asset longevity, improved maintenance management, and more efficient project scheduling. 3.1 Use of Best Practice Asset Management Principles CSV achieved operational excellence by following industry best practices and shifting from reactive maintenance to predictive maintenance. This involved considering all stages of an asset’s utilization, including risk, quality, safety, service level, data and management systems, policy and procedures of asset management, and engaging employees to adopt innovative and more effective ways of working.However, achieving best practices in both operations and information management, as well asstakeholder engagement, required a collaborative approach. CSV’s success highlights the importance of strong engagement, encouraging leadership that supports change, effective change resources, and a culture that is open to new ways of working when addressing information, process, and technical challenges. This approach allowed CSV to move away from siloed operations and adopt a more holistic approach that supported its journey towards operational excellence. 3.1.1 Best practice – stakeholder engagement and change practices CSV’s leadership team implemented a culture of ownership and accountability to manage assetsdifferently, with whole-of-asset management as a key priority. They recognized the importance of change management capabilities and identified managing resistance to change as critical.CSV underwent a cultural shift with positive engagement and support, attributed to the leadership team’s desire to engage in the change. Notable initiatives included improved stakeholder engagement, investing in people with change management skills, recognizing the role of leadership in successful change, and creating a plan outlining the

1.   Project Summary Western Health (WH) is undertaking an asset management transformation program with the aim to uplift systems, technologies, and people capabilities to meet evolving healthcare demands and ensure quality patient outcomes. The Maintenance Strategy Review and Optimisation (MSRO) project focused on generating optimal asset maintenance programs that aim to optimise cost, minimise risk of unplanned failures, and enhance equipment availability. WH led this journey by collaborating with maintenance contractors and professional services to change the ways of working in the organisation, where the project becomes an embedded process for ongoing benefits realisation and best practice asset management. 2.   Project Description Project Objective and Scope The MSRO project commenced in March 2022, beginning with WH’s Sunshine Hospital as the pilot. Their engineering services were evaluated, approximately 50 asset types, and targeting 24 asset types for inclusion. The aim was to undertake the MSRO process for Sunshine with the support of an external consultant to enable capability uplift of WH personnel as well as the use of asset management best practice in the process. The next stage was to replicate the process at Williamstown hospital to ensure its repeatability and to identify the required information for each site to adapt it appropriately. Ultimately this would be replicated across the remaining WH sites and integrated with the roll out of an enterprise asset information management system (AIMS). Maintenance management at WH is delivered through a combination of in-house and contracted maintenance, with contractors involved in the delivery of preventative and reactive maintenance activities. Therefore, involving them in this process was critical to this success not only for their subject matter expertise (SME) but also to shift their approach towards a continuous improvement mindset. Best practice asset management principles The MSRO project used a streamlined Reliability Centred Maintenance (RCM) approach while maintaining a line of sight with WH’s organisational objectives, ensuring delivery of quality patient care, and managing costs effectively. This was done by the following best practice principles: Project Details Overall, 24 asset types were evaluated, involving engagement with 29 contractors and 3850 assets in total across Sunshine and Williamstown. Data validation In the first step in the project, data validation was undertaken to: A challenge in undertaking this included that WH uses two systems, a CMMS for internal work orders and another for external contractors. The learnings and limitations observed out of this were taken into consideration for the requirements analysis for the development of the AIMS project. BECMS (External contractor CMMS) PULSE (Internal work order CMMS) Contractor Workshops Contractor workshops were held for each asset type and their responsible contractor in order to obtain their SME input for the operational and maintenance aspects of the assets. It also allowed for alignment with the contractors on WH’s transformation journey and continuous improvement mindset. The workshops were used to undertake the following: This exercise revealed some opportunities for WH including better contractor management, gold plated or obsolete solutions, and equipment compliance issues that required addressing. Criticality Analysis Criticality analysis was then undertaken to understand the criticality of the assets and quantities; locations were also validated during this process. This improvement in asset information is important in informing the management of these assets for short-term operational purposes, as well as for long-term strategic planning. Asset criticality was evaluated based on consequence factors aligning with the organisational risk matrix for WH and considering inputs such as the Business Continuity Plan (BCP) for service level impact in the hospital. This assessment was important in understanding the criticality of the assets to justify the balance between cost, risk and performance in the proposed optimal strategies. One of the key challenges faced during the criticality analysis came from the quality of the data in the asset register, which included missing, mislocated, or unclear descriptions of the assets. This required data cleaning and validation to understand the operating context of each asset appropriately for criticality analysis. An ongoing work in WH is auditing and updating of engineering assets to ensure an accurate register is implemented into the future AIMS deployment. Optimisation The strategies developed for each equipment type aimed to address the identified dominant failure modes, with maintenance activities at the optimal frequency to optimise risk and cost. The proposed strategies therefore were varied depending on the equipment criticality and maintainability assessments (to assess the feasibility of strategies on individual equipment). Where possible, the use technology to move towards condition-based monitoring was explored and implemented, alongside other approaches such as spares holding, planned replacement, or re-engineering. Implementation Effective strategy implementation and change management are important to ensure benefits realisation. At WH, this is being undertaken across the following domains: Outcomes The MSRO project has allowed for the improvement of asset availability, validation of the asset register, and development of a data-driven approach for decision-making with regards to maintenance and contract management. The implications involve savings on annual OPEX, while improving the reliability of equipment and reducing the risk of unplanned failures to result in better healthcare service delivery, through improved availability of hospital services and less disruption to clinical operations. This project has allowed WH to implement a variety of strategies specific to the findings of each asset type, facilitating a transition from reactive decision-making to optimised and data-driven decision-making with respect to asset maintenance. Project Management The MSRO project adopted a co-sourced model between WH and KPMG, balancing the internal capabilities of WH with external expertise from KPMG to support the success of this project and its implementation into WH’s ongoing transformation. Some of the value-adding features from the project management methodology includes: Benefit / value to community The MSRO project, through maintaining a line of sight with WH’s strategic goals was able to deliver benefits to the organisation including: 4.   Opinion as to specific contribution made by the project team Hannah Marsden and the Engineering Services team at WH embarked on this asset management transformation journey two years ago as Hannah became the Director Operations, Engineering Services. In that time, WH has initiated a

ELEMENT A – Project summary Downer Defence’s Base and Estate Management (BEM) and Estate Development and BaseUpgrades (EDBU) teams developed a holistic approach to managing user safety in DefenceEstate obstacle course operations and design. In response to a suspended rope releasing froma coupling, we conducted programmatic visual inspections, asset verifications and riskassessment of all in-use obstacle courses across Downer’s service area of the Defence Estate.We established a Centre of Excellence to centralise knowledge of hazards, addressing theincident’s root cause, standardising new course design, providing asset data training andenforcing heightened, ongoing inspection requirements through the asset life cycle. ELEMENT B – Project description Downer’s enhancement of asset management practices for Defence Estate obstacle coursesadopted asset management principles to ensure the safety of Australian Defence Force users.Downer’s approach addressed the unique challenges of obstacle course design and operationsby enforcing a customer experience focus as an outcome from activities performed by Downerthroughout the asset lifecycle. A full ICAM investigation identified contributing factors that were not previously considered,including the user hazards stemming from rope coupling designs, and design changemanagement in a dynamic project and Defence operational environment.Downer implemented immediate actions to address these issues, including re-issuing the RopeCoupling Safety Alert, ceasing obstacle course operations while conducting site inspections toidentify any other non-conforming rope couplings, and ensuring verification of all rope couplingassets missing from the asset register.Downer also facilitated data training for managing the Defence Estate asset register to projectteams and established a Centre of Excellence to centralise knowledge of hazards, safety indesign and asset lifecycle considerations (ongoing inspection and maintenance) forimplementation in future obstacle course construction. ELEMENT C – Opinion as to the specific contribution made by the nominated individual /teamDowner demonstrated a strong commitment to user safety through a holistic approach to assetmanagement. Adopting sound asset management practices, we addressed unique obstaclecourse designs from historic projects through a programmed approach to inspection, verificationand replacement of hazardous rope coupling equipment.Downer demonstrated originality and ingenuity in addressing the root cause of the safetyincident, conducting a full ICAM investigation and identifying contributing factors that were notpreviously considered, focusing on the user experience of safety in obstacle course operationsand design. ELEMENT D – General comments Downer Defence has demonstrated outstanding achievement in the management of assetsafety in obstacle course operations and design. Our dedication to best practice assetmanagement principles, tenacity and capability improvements have resulted in improved safetyoutcomes for the Defence customer.The project demonstrates our use of asset management practices to continuously improveasset safety management, and highlights the importance of a holistic and user-centricapproach.

ELEMENT A – Project summary Downer Defence’s National Energy Program Pilot Site project planned for cost-effective,scalable and resilient Defence Estate assets as part of the National Energy Program. Inidentifying tangible improvement opportunities and planning at scale for energy cost reductions,our emissions saving program is highly effective in future-proofing the Defence Estate assets.These benefits are demonstrated by two case studies: RAAF Townsville and South Bandiana.Using best practice asset management principles to deliver a cost-effective and scalablesolution, our program supports Defence in leading energy transition and sustainability objectivesacross Government. ELEMENT B – Project description Downer Defence implemented a comprehensive and innovative asset management program tocapitalise on future energy and base resilience opportunities at RAAF Townsville and SouthBandiana. Designed to align with best practice asset management principles, the programaddressed several key areas of asset management: data management, risk assessment, assetobsolesces and technology product excellence, life cycle costing, and testing within differentclimatic zones for holistic integration with Defence and Industry Partners’ performancemonitoring and reporting. At RAAF Townsville, Downer Defence conducted a thorough assessment of Defence Estateassets in the context of the obsolescence profile of assets and power usage. The lowtopographical profile of RAAF Townsville places it at particular risk of the impacts of rising sealevels, together with inclement weather in the tropics. Our future design considered theresilience of the Defence Estate for severe weather conditions to ensure the continuity ofDefence capability at this base. Downer Defence’s deep understanding of our customer’soperational and strategic use of the base ensured a prudent design for a low-cost at scaleimplementation program. Downer Defence completed an energy audit at South Bandiana to identify potential energy, costand greenhouse gas saving opportunities specific to this site. The audit identified severalopportunities for improvement, including LED lighting upgrades, installation of a large solarphotovoltaic system and battery storage system, green power purchases, installation ofelectrical sub-metering to each building, and expansion of the central building managementsystem (BMS) to other buildings. Both projects demonstrate the application of best practice asset management principles,including data management, risk assessment and life cycle costing. Downer Defence identifiedcritical data gaps and limitations in the existing metering infrastructure in the Defence Estate,including the absence of holistic smart metering and existing gaps with the National SubMetering Program requirements. Downer Defence proposed addressing these gaps by installingelectrical sub-metering to each building, where not already provided, to facilitate bettermonitoring and control of energy consumption for individual buildings.Meters were identified to be connected to the resource data management system (RDMS) withthe central BMS expanding to other buildings. In designing for data to be available to informdecision-making, these initiatives will enable for better tracking of energy savings and overallenergy consumption across the Defence Estate.In terms of life cycle costing, Downer Defence developed a long-term asset management planthat considered the cost of maintaining and operating the assets over their entire life cycle, withconsideration of weather and climatic changes. This approach ensured that decisions weremade based on the total cost of ownership, rather than just the initial capital cost, resulting inongoing cost savings and reduced maintenance requirements. Performance monitoring and reporting were also critical aspects of Downer Defence’s assetmanagement program. We developed a comprehensive reporting framework that providedregular updates to enable collaboration on asset performance, energy consumption and costsavings. This approach allowed Defence to track progress and make data-driven decisionsabout future investments in asset management and energy conservation.In summary, Downer Defence’s asset management program applied best practice principlesacross all aspects of asset management, including data management, risk assessment, lifecycle costing, and performance monitoring and reporting. These principles were applied ininnovative ways to re-define base sustainability, resulting in significant benefits and value for theDefence Estate and its contribution to the low carbon low energy outcomes expected by thewider community. ELEMENT C – Opinion as to the specific contribution made by the nominated individual/teamOur future energy and base resilience program made a significant contribution to the DefenceEstate & Infrastructure Group’s Defence Energy Sustainability National Program (DESNP) byapplying asset management principles in planning for a cost-effective and scalable solution thatdelivers carbon reduction, energy efficient and renewable energy technologies enhancing theresilience of Defence Estate assets.Downer Defence’s understanding of the customer’s operational and strategic needs, togetherwith our expertise in energy-efficient and renewable energy technologies and ability to executeat scale allowed us to propose a solution that meets Defence’s requirements.Downer Defence’s multi-disciplinary approach enabled us to collaborate with our Defence sectorindustry partners to deliver a seamless, measurable and consistent experience for Defencewhile ensuring a scalable and standardised solution across the Defence Estate. Investment inassessment, concept design and program at scale execution provided a key goal for Defence toinvest in the strategic and operational capability requirements within and external to theDefence Estate. ELEMENT D – General comments Downer Defence’s National Energy Program Pilot Site project is an excellent example of howthe use of best practice asset management principles can deliver significant benefits to anorganisation and client.The project provided a framework to holistically approach carbon reduction, energy efficiencyand renewable energy technologies, providing a cost-effective and scalable solution thatenhances the resilience of Defence Estate assets.The program identified significant financial and environmental benefits that demonstrate thevalue of investing in energy-efficient and renewable energy technologies. It also highlights theimportance of program and project management in planning for a successful outcome andensuring benefits from low-cost delivery at scale.

ELEMENT A – Project Summary Australian Defence sites have become increasingly reliant on hydro-vacuum excavationmethods during completion of construction and maintenance activities. This process produces aslurry mixture of the water and solid material removed from the excavation site.At present, sites which contain contaminated soil (e.g PFAS) pose a problem to the continueduse of this method. While contaminated water can be filtered and contaminated dirt can bedisposed of in special facilities, contaminated slurry must undergo a separation process to allowfor disposal.Downer Defence has recently pioneered the implementation of a simple, safe and cost-effectivesolution to the management of contaminated spoils, known as a ‘VacSkip’. ELEMENT B – Project description In recent years there has been a significant increase in the use and reliance on hydro-vacuumexcavation over more traditional mechanical means (e.g excavators) which can risk damagingburied services. The by-product of this process is a slurry mixture of the water and the solidmaterial (known as spoil) removed from the excavation site. This material is retained in the ‘vactruck’ and typically disposed of off-site by contractors.At present, sites which contain contaminated soil pose a problem to the continued use of thismethod. Contaminated water can be filtered, contaminated dirt can be disposed of in specialfacilities. Contaminated slurry however cannot be readily processed and instead must undergoa separation process (water and solids) to allow for disposal.At present Australian Defence sites, such as those managed by Downer Defence, have: immediately after dumping of vac truck spoils and prior to final preparation plastic covering.Inspired by a desire to challenge the status-quo, since 2019 Downer Defence have activelyengaged with, and supported a regional Queensland-based start-up company called VacSkipAustralia to implement their product into the Defence markets in both Queensland, NSW andthe ACT. The ‘VacSkip’ is a patented solution designed to store and dry slurry captured during hydrovacuum excavation of soil. The equipment is comprised primarily of a fabricated steel base and retractable water-proof tarp system. The steel base forms a shallow, open top vessel and a skid for transport and on-site placement. The retractable tarp protects the contents of the vessel from fresh water ingress during rain events. The unit features an automated 12V control system which signals the tarp system to close whenrain drops are identified. Following completion of the rain event the tarp system automaticallyretracts (opens) to facilitate solar evaporation of the contents. The 12V system is powered by asolar panel and on-board battery. VacSkip implementation offers the following benefits:

ELEMENT A – Project summary In partnership with the Australian Government, Downer Defence’s Base and EstateManagement team initiated a multi-faceted improvement program to uplift asset informationmanagement capability across the Defence Estate. Our successful delivery of the project was underpinned by Downer’s Asset ManagementFramework and four organisational strategic pillars: safety, delivery, relationships and thoughtleadership. ELEMENT B – Project description Downer provides a fully integrated base management service to the Australian Government,managing over 1.5 million assets, 380 properties and more than 2.7 million hectares of landacross the Defence Estate in Queensland, ACT and southern NSW. To assure and improveasset information management across the Defence Estate, we designed and delivered an AssetInformation Improvement Program through Downer-led, cross functional working groups. Theseteams consisted of Defence representatives, Downer’s internal asset system analysts, andasset planning, master data and trade technical teams to share knowledge and ensure ouralignment with Defence objectives.The program involved using the Defence Estate information model, contractual servicerequirements and Downer’s planned task library to connect Downer and Defence systemstogether to deliver industry best practice. Desktop data modelling preceded the use of assetdata verification software on select sites, with Downer’s contribution evidenced by theimprovement in the information model to ensure complete and comprehensive capture ofcompliant asset data with all stakeholders across the Defence Estate.The program significantly enhanced frontline staff’s understanding of and connection tocustomer information by improving data accessibility and availability. This level of transparencyaids the completion of statutory and planned maintenance tasks, ensuring that the right work iscompleted on the right assets, at the right time, while verifying the existence of assets.Demonstrating integrated, systematic and risk-based asset management principles, our solutionwas built upon an information model, contractor-to-customer system interaction, and assetverification software unique to the sector. Program and project management were executed withexcellence, given the use of cross-functional working groups and customer centricity inalignment with Downer’s asset management objective: ensuring we manage customer levels ofservice and stakeholder requirements across the Defence business.The value of the project to our Defence customer was significant. The uplift in informationmaturity enabled Defence, Downer and other stakeholders to improve decisions for adjustingperformance-based maintenance, lowering the cost of ownership in a risk-managed DefenceEstate. ELEMENT C – Opinion as to the specific contribution made by the nominated individual/teamThe Downer Defence Base and Estate Management team demonstrated an outstandingcontribution to improving Defence Estate asset information, showing initiative, innovation, andcommitment to best practice asset management principles.Our team’s dedication to delivering excellence and partnership with the Australian Governmenton the project resulted in a significant uplift of the Defence Estate asset informationmanagement capability, enhancing Downer’s capability to deliver fully integrated basemanagement services to Defence.The team’s cross-functional approach to the program and project management demonstrated ahigh degree of collaboration, communication, and coordination, which contributed significantly toits overall success. The team’s passion for delivering an excellent customer outcome wasevident throughout the project, ensuring that the solution provided a significant benefit to theDefence customer. ELEMENT D – General comments The Asset Information Improvement Program demonstrates our ability to connect complexsystems and data models to achieve a unified view of asset information – a significant challengefor many organisations.The successful execution of the program and project management, underpinned by Downer’sfour pillars and Asset Management Framework, demonstrates Downer’s capability in providingan integrated base management service to the Commonwealth of Australia. The project’scontribution to a low cost of ownership in a risk-managed Defence Estate highlights theimportance of effective asset information management and the value of partnering with capableindustry expertise.

ELEMENT A – Leadership investment to Inclusion &Belonging At Downer, the words ‘Own Different’ are synonymous with diversity, and this theme underpinsDowner’s Inclusion and Belonging Strategy.Downer’s Inclusion and Belonging (I&B) vision recognises the value of diverse experiences,skills, knowledge, and strengths in making better decisions for our business.To achieve our purpose, Downer’s senior leadership and Board supports and ensures:

Abqaiq Plants Asset Management JourneyAs the largest energy provider to the world in the oil and gas field, asset management is not considered as aluxury, yet it is considered as a necessity specially for an aging facility (83 years) in order to remain a reliablesupplier to the world. In fact, Asset Management is considered as one of the major pillars in Abqaiq Plantsthat spread the reliability culture and ensure being resilience as one of the most important characteristics.The following report will show several programs that directly uplift the plant reliability and proof sustainabilityis one of the imbedded cultures across Abqaiq Plants.These strategies support Abqaiq Plants to Plan, design, procure, and construct reliable and efficient assets inaccordance with HSE requirements, Company standards, best practices, and government regulations to ensurethat all assets required for achieving performance objectives are identified and assessed with respectto criticalperformance and condition parameters, degradation mechanisms, and failure risks and impacts.Abqaiq Plans regularly manage the maintenance of assets through TPRM system (Total Plant ReliabilityManagement) and trough Asset Integrity Management System. (AIMS) Abqaiq Plants NewMaintenance Programs &Technologies

Summary The Standards Management Framework (SMF) update has been a TfNSW cluster undertaking which sets out to create an integrated, harmonized, consistent and holistic whole of life approach to the management of TfNSW technical standards. The alignment with ISO 55001:2014 Asset Management, Management Systems – Requirements provides guiding principles recognising technical standards as assets, setting high level requirements governing the outcomes in the planning, design, construction, maintenance, operation, and disposal of TfNSW assets. This ensures standards are managed to create value, putting our customers and communities at the center of everything we do as part of the TfNSW Future Transport Strategy. Assessment Criteria Asset Management Transport for NSW (TfNSW) has undergone a transformational journey which saw all transport related agencies and their service providers covering heavy rail, light rail, metro, roads, maritime, ferries and active transport come together to provide better integrated services across all modes, driving a stronger focus on creating better places, and delivering customer and community outcomes. As a result, TfNSW currently manages a complex and diverse portfolio of network assets with a value of circa $178bn (Transport for New South Wales, 2022), see Figure 1. Figure 1: TfNSW network assets portfolio The management of such a complex and vast network of assets requires strategic leadership, governance, assurance, and a clear articulation of risk-based and sustainable business outcomes for people to work towards. It also provides TfNSW with the prerequisite assurance framework that asset management activities will deliver an integrated, modern transport system that puts the customer at the center. Standards Management The objective of this work was to develop a best practice and easily understood framework and supporting processes to provide assurance that the intended network safety, infrastructure integrity, network availability and reliability outcomes are achieved. Aligned with the structure and broadly covering the themes of ISO 55001:2014 Asset Management, Management Systems – Requirements, the SMF is a key enabler and a technical and design support element, to the TfNSW Asset Management Framework (AMF). The SMF supports and enables the achievement of Transport’s future vision and enterprise strategy and its asset management objectives as articulated in the Transport Cluster Strategic Asset and Services Plan, see Figure 2. Figure 2: An enabler of strategic outcomes Standards is the collective term used by the TfNSW cluster to identify asset and related process requirement documents for managing the configuration of transport assets and services throughout the asset life cycle. They describe physical or functional characteristics of an asset or performance of an asset management function. 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: Standards as assets Standards define the level of quality and reliability of the network considered acceptable by the customer and community for the asset’s life cycle. As such, they are themselves an asset, intangible assets, but assets nevertheless, as well as artefacts which set requirements for TfNSW assets and services whilst also supporting the asset management life cycle. In the SMF standards as assets have a lifecycle and for this purpose, the DAMA DMBoK, 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 3. Figure 3 Lifecycle of TfNSW standards as assets Standards provide minimum technical and safety requirements expressed as a set of mandatory rules for an asset (e.g., bridge design, drainage, geotechnical, signaling etc.). Standards do not sit in isolation, and it is important to set their role in any organisational context, their function and how they create value. For TfNSW, this is graphically illustrated in Figure 4, which demonstrates a clear structure of interdependencies from the overarching context within which we operate (Level 0) to our enterprise policies and frameworks (e.g., Corporate Policy, Privacy, Environment & Sustainability, Asset Management Framework etc.) at Level 1 and how all subsequent levels (2 to 5) are bound to them to enable the implementation and delivery of business goals. Figure 4 Interdependency structure of documents across TfNSW As part of establishing this framework, we also developed a set of core principles illustrated in Figure 5. Through these core principles, we set forth our strategy to move towards standards that are outcome or performance based where appropriate, using industry accepted technical approaches with no modification as unless otherwise necessary to meet our obligations and promotes a drive towards national harmonisation. Figure 5 TfNSW Standards Management Framework, core principles The SMF provides scalable governance through tiering to processes, and procedures 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.). Intelligent Compliance Technical standards are routinely applied as the limiting boundaries for asset solutions. Overly strong and prescriptive governance can further exaggerate such effects leading to situations where only repeatable and previously proven historical solutions are acceptable, thus stifling innovation and technology adoption. It also exaggerates a focus on best technical outcome for an individual asset without balancing the needs, cost, risk, and performance of transport corridors with interconnected assets. It is expected that every effort is made to comply with requirements contained within TfNSW standards, it may not be reasonably practicable to always comply fully with such requirements. In some instances, better outcomes can be achieved for TfNSW through noncompliant alternatives even when compliance is reasonably practicable to achieve. This led to the development of the concessions management process which facilitates in a controlled and auditable manner the management of proposed deviations from or exceptions to standards requirements. This is done to deliver assurance that such deviations are managed appropriately to enable innovation and value creation, see Figure 6. Figure 6 Concessions management process integrated assurance values. Value Creation Value creation is

1.    Summary of the Project, Product, Framework In 2022, TfNSW completed the Western Harbour Tunnel and Sydney Harbour Tunnel Asset Manager transaction, marking the conclusion of the first phase of a unique procurement model. The first of its kind, the Asset Manager model can be likened to a disaggregated public-private partnership that leverages the expertise and resources of the asset owner, D&C contractor, and asset manager (AM). The key features of this model include the early procurement of the AM, which contributes its expertise into the D&C specifications, procurement and build. The benefits of this model include early consideration of whole-of-life, cost savings, and sharing of knowledge. 2.   Description of Project or Framework Addressing the Assessment Criteria Transport for New South Wales (TfNSW) is a leading transport agency and their innovative approach towards the Western Harbour Tunnel and Sydney Harbour Tunnel Asset Manager transaction in 2022 highlights their commitment to innovative, best practice asset management principles. The Asset Manager model, the first of its kind, is a unique project structuring approach akin to a disaggregated public-private partnership. Improved whole-of-life outcomes are delivered by the Asset Manager model by harnessing the expertise and resources of the asset owner, design and construction contractor and asset manager. Background The inspiration and need for the Asset Manager model was driven by the following key requirements and logic: Benefits The Asset Manager model developed by TfNSW addresses all of the above requirements and, in doing so, provided an innovative new model with the potential to transform the way projects are procured in the future. By incorporating consideration of whole-of-life aspects early in the project lifecycle, when the cost of change is still low and the ease of change is high, genuine improvements to the whole-of-life performance will be achieved in line with asset management principles. The benefits include: Use of Best Practice Asset Management TfNSW ensured that asset management thinking has been included from the Needs Analysis and Needs Solution phases, as illustrated by the Capability Delivery Model Best practice asset management principles were considered in the formulation for this new model, with thinking led by Certified Fellow in Asset Management, John Hardwick (TfNSW) and Chartered Professional Systems Engineer, Jeff Dusting (CBS Group). In considering the AM Council’s Capability Delivery Model, it can be seen that TfNSW, through the Asset Manager model, has been able to incorporate asset management right at the inception of this major infrastructure project in the needs analysis and needs solution phases. The concept of considering the cost and ease of change over time is also well-documented by systems engineering pioneers, Wolter Fabrycky and Benjamin Blanchard, however is not well understood outside of systems engineering and asset management practitioners. By bringing in the skills and experience of Systems Engineer, Jeff Dusting, TfNSW was able to make a strong case to NSW Treasury and Government for adopting a novel approach. Degree of originality and ingenuity The Asset Manager model is new to the market and the authors of this nomination are not aware of any other usage of such an approach before. Significant work was undertaken by the nominee and its advisors to develop the business case, service delivery model, commercial model, contract model and contract administration tools that would enable this model to be implemented. TfNSW’s advisory team for the Asset Manager transaction included: Value to the Community The benefit/value of the Asset Manager model to the community cannot be overstated. The Asset Manager model enables TfNSW to deliver better whole-of-life outcomes, resulting in safer and more efficient transport infrastructure for the community. Asset resilience and availability will be maximised which, over the 100+ year life of this asset means benefits that extend beyond our lifetimes. The model pioneers an approach that is aligned with NSW Treasury Asset Management policy, but also encourages consideration of whole-of-life outcomes at the initial onset of the project. This is significant, as there is significant opportunity to improve how infrastructure business cases are prepared to ensure that there is adequate evaluation of the long-term impacts and consequences. Similarly, as the importance of decarbonisation increases in the lead up to the dates for achievement of interim net zero targets, it becomes even more urgent to have holistic models that ensure all facets of whole-of-life are integrated. In summary, the authors of this nomination consider the successful implementation of the Asset Manager model to be transformative for the procurement of major projects; establishing a benchmark for the application of asset management and improving the way in which Australia manages its infrastructure. 3.   Opinion as to specific contribution made by the nominated individual / team / organisation Transport for New South Wales (TfNSW) has made significant contributions to the asset management industry, particularly in the development of innovative models that enhance the performance of long-term infrastructure assets. The contributions are unique, significant and will have an enduring impact on industry. These contributions include: In conclusion, TfNSW has made significant contributions to the asset management industry through the development of innovative models that enhance the performance of long-term infrastructure assets. The Asset Manager model is a prime example of this contribution, which emphasises collaboration, cooperation, and partnership among all stakeholders involved in a project. The model applies best practice asset management principles, incorporates whole-of-life expertise to inform the D&C solutions, and provides clear roles and responsibilities for all stakeholders. The Asset Manager model has had significant benefits/value to the community, including cost savings, sharing of key knowledge, Furthermore, TfNSW has created a replicable model for procurement that can be applied across industries, including other modes of transportation such as rail and bus. By engaging an asset manager prior to the design and construct consortia, TfNSW has demonstrated a more efficient and effective way of managing assets that can be applied in a variety of contexts.

Summary of the project, product. The collaboration developed theAsset Management for Social Housing Manual as the first publicly available asset management manual specifically written for social housing providers. The purpose of the Manual is to elevate asset management across the sector to: a) assist a process of culture change which acknowledges social housing organisations are custodians of the wealth embodied in their housing assets and that these assets also form part of the wealth of the nation, and b) empower asset managers to take a longer term and strategic approach to managing housing portfolios – using evidence to plan beyond maintenance. Description of project or framework addressing the assessment criteria The Manual is a guide to asset management for Australasian social housing providers, but it is also likely to have a global market. It will be available as an affordable, online subscription service permitting it to be periodically updated. It will incorporate a community of practice forum for practitioners to seek and provide information, and to make contributions to the Manual as a ‘living’ document. Use of Best Practice Asset Management Principles The Manual recognises social housing as a unique asset class. It is aligned to the ISO55000 standard for Asset Management and the International Infrastructure Management Manual.  The Manual takes lifecycle approach and takes social housing providers through how: Degree of originality and ingenuity of solution The Manual responds to a gap in knowledge and expertise in the sector and a preference of practitioners for specialist guides and training (Sharam et al 2021). Social housing asset management workforce development has been identified by the Australian Housing Institute as a pressing need. The Manual provides social housing examples in ‘how to’ explanations and case studies provided by social housing providers. Not only does this mean practitioners will better relate to the material but it will directly address issues specific to the sector. It introduces content that cannot be found in general guides. The ingenuity of the Manual lays in the collaboration required to develop it. Leadership was provided by Dr Sharam, who initiated the project, and who enlisted partners within and outside of the sector, bringing asset management expertise together with social housing practitioners, researchers and IPWEA (NZ) as the publisher and body who will manage the content into the future ensuring the document is dynamic and has enduring impact.  For IPWEA (NZ) the project is a pilot for the development of other specialist asset management manuals, and thus it could have broader impact. Program and project management An Executive team was established to gather and write material and guide its development as an online product. The Executive was comprising of: IPWEA (Aust.) also supported the project through providing consent for material in their Practice Note 3 (Buildings) to be utilised. An Advisory Group representing  a mixture of regions and state and community housing providers was established to comment on content and provide examples and case studies. The Advisory Group membership also reflects the types of internal organisational stakeholders involved in strategic asset management and other types of decisions involving asset management (such as project control groups for example). Dr Sharam, Dr Logan and Steve Lyons also presented to and gathered feedback from the sector through the Australasian Housing Institute’s 2021 Masterclass series.   Benefit/Value of the project to the community or organisation The value of Australian social housing is an estimated $105b. Housing portfolios in Australia and NZ are typically dominated by highly depreciated assets. Liabilities are growing at a time when the need for social housing is great. There is a very significant backlog of maintenance. Furthermore, functionality requirements are changing (e.g. for disability access and more lone person housing) and there is a need to reduce environmental impact whilst increasing resilience. Social housing is highly residualised meaning the tenant population is increasing comprised of very poor people with high and often complex needs. This was not always the case. Residualisation reduces revenue whilst increasing costs (through greater property damage). Concentration of social housing creates a range of problems. The infamous Radburn estates are widely regarded as having failed to provide defensible space and thus security and safety. All these issues are central to asset management. They are huge and complex challenges. However, it is very common for providers to be maintenance focussed without coherent strategic planning or investment in systems. The Manual will be a key education resource for providers. Fostering best practice asset management will increase the capacity of providers to strategically manage their portfolios while managing their day-to-day businesses, releasing resources to invest in the core purpose of providing much needed housing. Over time improvements to asset management will result in hundreds of millions of dollars in avoided costs, generate substantial savings, increase the quality of housing (and thus the wellbeing outcomes of tenants), reduce carbon emissions, and result in more housing. Opinion as to specific contribution made by the nominated individual/team/organisation The project is unfunded and represents a significant financial and time contribution by the individuals and organisations involved.  Steve Lyon and NAMS as co-owners of the NAMS Property Manual, and IPWEA (Aust.) as owner of Practice Note 3 (Buildings) kindly provided the project with the right to use their intellectual property. Similarly, Sharam and Burke provided intellectual property derived from their research and teaching. Project lead, Dr Sharam was the lead writer and organiser. She contributed 50% of her time over a year to bring together content from the NAMS Property Manual, Practice Note 3 and the other sources, rewriting content, and producing new content assisted by Logan and Burke. The practitioners on the Executive and Advisory Group also produced content. Lyons led the development of the survey used for the Australasian Housing Institute’s 2021 Masterclass series. The results were used to understand how the sector understood asset management and what practitioners perceive as key issues. This engagement elicited for example that is a lack of guidance available on building commissioning and handover. SPM Assets and IPWEA (NZ) provided the graphic design

Summary The standardisation of Risk Assessment for Transport of Dangerous Goods (DG) through tunnels project develops a critical risk assessment methodology that facilitates a quantifiable hazard analyses process for the transportation of dangerous goods through tunnels. The risk assessment is comprehensive and considers application in multi-modal tunnel including road, rail, metro and pedestrian tunnels. The developed risk assessment standard will provide decision makers with the means to identify potentially significant risks to the community, environment, or infrastructure that may occur in the case of loss of containment of freight. Transport for New South Wales (TfNSW) divisions: Regional Outer Metropolitan, Safety Environment and Regulation, Infrastructure and Place and the Greater Sydney have collaborated in formulating an innovative best practice approach to conduct an independent quantified risk assessment. The methodology assesses and analyses the risk associated with Dangerous Goods freight transportation with the aim to mitigate the occurrence of serious incidents involving DG freight that may cause loss of human lives, environmental degradation, tunnel damage and transport disruption whilst balancing the needless banning of dangerous goods from tunnels that may create unjustified economic costs. 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 through the establishment of the risk assessment methodology. Project Description A serious incident involving DG in a tunnel can be of significant cost in terms of loss of human lives, environmental degradation, tunnel damage and transport disruption. Conversely, needless banning DG 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. Several previous studies over previous years had been attempted in TfNSW tunnel projects as a part of the design and evaluation process to transport the DG. However, those studies were insufficient to drive a robust decision-making process within TfNSW. There is no current state or national standard for risk assessments associated with the transport of DG through tunnels. As new tunnels in NSW are being designed to allow for DG vehicles, there is an increasing need to implement regulations around DG passage, which is the responsibility of the relevant road authority (according to the Roads Act 1993), Transport for NSW, in this instance. 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 Engineering, made the decision to develop a multi-modal standard for the risk assessment of DG through tunnels considering the best practice of 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. While developing the standard, AMB Civil team have been working in the risk assessment of DG through tunnels in TfNSW projects. The practical experience of DG risk assessment in those projects have been used to finalise this standard.     What we did The DG risk assessment was completed successfully rigorous focus on human centric safety principle through a systems and safety engineering asset management approach. The process involved 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 Several scenarios were developed to assess the different types and quantities of DG vehicles to assist with informed decision making to future proof the design and operation of any tunnel projects in NSW. The method considers the risk from DG vehicles travelling through alternative on-surface routes. From the assessment, the detailed design could 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 developed successfully under a very tight timeframe and 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 addition to the technical analysis required for this project, a key objective of this project was also to collaborate with all relevant internal stakeholders and ensuring all interested stakeholder perspectives, including current major tunnel projects in NSW are addressed and satisfied in the guidance provided for the Dangerous and Goods. The development of the risk assessment methodology will establish best practice for dangerous goods risk assessment that will be applied to future tunnel projects. The Extensive consultation process as well as the application of the risk methodology in current tunnel projects validates the established process. The team led by the Director of Civil Engineering Infrastructure prepared a comprehensive project brief and managed the project to meet the short timeframe aligned with the current tunnel projects so application of the process in projects can be assessed such that the client’s requirements are established. As part of this initiative, the senior management team will be provided with 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 There are no national or international standard currently available considering SFAIRP to decide for the transport of Dangerous Goods (DGs) and minimum design requirements to support this decision. This study concluded that transit of DG vehicles through the tunnels in NSW needs to be assessed against the risk associated with DG vehicles travelling through on surface

ASSET MANAGEMENT COUNCIL APPLICATION FOR: ASSET MANAGEMENT EXCELLENCE AWARDS 2023 – SAFETY IN ASSET MANAGEMENT AWARD TITLE: SEWERAGE SAFETY PLAN (SSP) FRAMEWORK ORGANIZATION: INDAH WATER KONSORTIUM (IWK) Sewerage Safety Plan (SSP) is a framework for risk based management tool developed by IWK to protect the public and operators safety along the life cycle of sewerage system in a systematic manner. This framework will provide structure to identify the criticality of hazard and hazardous event which to be measured in asset risk assessment as well as to plan the right improvement plan based on the actual risks, promote safety benefits and minimize adverse safety impacts. SSP shall provide assurance by prioritizing and targeting risk assessment including its control measures that shall provide impact and to improve over time. The operational and maintenance process will be considered as priority activities that consist of collection of domestic wastewater (sewage and sullage) from public using sewer network distribution, treatment process of untreated wastewater at sewage treatment plant (STP), reuse of by-products generated from the sewerage system and disposal of sludge to the designated landfill including discharge of treated wastewater to waterways. The safety elements for each activity shall be considered in ensuring the final product can be safely returned to the environment, be it discharge to the rivers/ coastal waters or recycle. IWK serves a large number and various types of sewerage system including STP, network pump station (NPS), sludge treatment facility (STF) and its equipment as well as sewer network. For operations and maintenance purposes, the STPs were divided into 2 categories; manned and multipoint plant. Manned plant was further divided into 3 classes : The characteristic of manned plant in each class is described in Table 1. Table 1: Characteristic of Manned Plant CLASSIFI-CATION CLASS IA CLASS IB CLASS II Criteria DPE >100,000 PEMechanical Sludge Digester (MSD) and DigesterGas EngineSCADA and InstrumentationMini LabWater recycling facility DPE >20,000 PEMSD SCADA and InstrumentationMini LabWater recycling facility DPE >20,000 PEMSD or electricity >RM100,000/yearSCADA and Instrumentation (optional)Water recycling facility (optional) Facility Manned Plant OfficeLocal SAP-EAM (with internet)Local data filingMini M&E Workshop Manned Plant OfficeLocal SAP-EAM (with internet)Local data filingMini M&E Workshop Manned Plant OfficeData filingSAP-EAM from UO (no local internet)Centralized M&E Workshop Tools Treatment Tools: DedicatedM&E Tools: Dedicated Treatment Tools: DedicatedM&E Tools: Dedicated Treatment Tools: Sharing (except MLSS meter)M&E Tools: Centralized In-House Manpower Engineer: DedicatedSupervisor: DedicatedM&E: Dedicated team. Report to M&E UO Engineer: DedicatedSupervisor: DedicatedM&E: Dedicated team. Report to M&E UO Engineer: Sharing Supervisor: DedicatedM&E: Centralized Monitoring Liquid process sampling analysisSolid process sampling analysisEnergy consumption & profilingMicrobial analysis Liquid process sampling analysisSolid process sampling analysisEnergy consumption & profilingMicrobial analysis Liquid process sampling analysisSolid process sampling analysis (intermittent)Energy consumption & profilingMicrobial analysis (intermittent) Performance Analytics Energy Optimization (kwh/m3)Polymer Consumption (kg polymer/tonne)Polymer ConsumptionLoading Analysis (hydraulic/organic)Process Optimization AnalysisTrouble Shooting Reporting Hydraulic ProfileEnergy Consumption ProfileO&M Cost (per m3)GSR ReportCompliance ProfileSludge Generation & DisposalEquipment Performance OperabilityGas GenerationBio-effluent/ Bio-solid/ Biogas Recycled This SSP is developed with the consideration of the below aspects: This SSP will be further developed into separate guidelines according to the classification of manned plant. It is important for the organization to ensure the integrity of the collection of sewage and its treatment before being discharged/ disposed to the environment. In order to achieve that, specific measurable targets have been set to transform the required outcomes (product or service) as shown in Table 2. Table 2: Measurable Target to Achieve SSP Objective ISO Scheme Objective Plan to Achieve the Objectives Action Required Resources Required/ Record ISO 9001 QMS ≥95% of customer’s complaints and inquiries are addressed within the LOS To monitor customers complaint and enquiries on monthly basis by UO Customer Enquiry Management System (CEMS) Reduction of Operational Complaints per 1,000 Billed Customers (Nationwide ≤7.20) To monitor number of operational complaints per 1,000 billed customers on monthly basis at UO CEMS ISO 14001 EMS Compliance to effluent discharge standards ≥97% (manned plant) To monitor process parameterTo monitor calibration of the equipment EQA 1974, EQSR 2009 100% sludge tankered by IWK is treated at designated site To ensure all tankered sludge by DBU is handled at designated site for treatmentEnhancement in VMS for tanker activity monitoring to 171 approved sites EQA 1974, EQSR 2009WSIA 2006, Desludging Services Regulations 2021 ISO 45001 OHSMS Reduction incident: IWK shall not exceed 8 incident rates per 1,000 workers Audit and inspectionMonthly reporting of UO performance report Health & Safety Committee MeetingIWK Safety Plan ISO 55001 AMS Compliance to Effluent Discharge Standards (all STPs) Nationwide ≥96% Aligned with IWK Business Plan on effluent compliance where all STPs shall meet the certain benchmark of the required effluent discharge standards EQA 1974, EQSR 2009 In IWK, the operational complaints are divided into several types to suit with operational strategies and to address the customer’s complaints and inquiries in order to ensure an efficient and safe sewerage system. These operational complaints together with compliance are directly contribute toward SSP Objectives and subjective to the manned plant classification: The SSP shall be consists of key person(s) who have the necessary skills to identify the problems, represent the whole system and drive improvements in all areas/ components activities of sewerage system: The SSP team will be divided in 2 levels; SSP Steering Committee (SSPSC) for Management level and SSP Operational Committee (SSPOC) for Unit Operation (UO) level as shown in Table 3. Table 3: Role and Responsibility of SSP Team Team Level Appointed Committee Roles and Responsibilities SSPSC Management Level Maintaining and formulating the SSP framework as the ongoing management tool to manage the sewerage safety within its boundary.Setting and reviewing the SSP Objectives by determining specific measureable targets to ensure that the water ways (discharge areas) are safe for public health and environments.Monitor and review the implementation of SSP programs and initiatives at UOs. SSPOC UO Level Lead the process of developing SSP in UOs as well as formulate the implementation strategy for achieving the SSP Objectives. Analyze and execute the corrective action taken.Review and develop recommendations to any issues related to sewerage safety within its boundary.Review procedures,

Summary Working around electricity and gas is one of the top risks for Transport for NSW.  We have established the Transport Electrical Safety Committee (TESC) to engage senior executives and SMEs on strategic electrical safety issues. The TESC provides a consistent, multi-modal and whole of life cycle approach to electrical safety across the transport cluster.  The committee aims to share best practices on electrical safety and to achieve the objectives of the Transport Asset Management Framework to create safe transport for employees customers, communities, and the people of NSW. Incorporating safety performance measures into asset management can assist Transport for NSW and its agencies in managing their aging assets efficiently and improve system-wide safety. Assessment criteria Transport for NSW (Transport) leads the development of a safe, integrated and efficient transport network for the people of NSW and manages a complex and diverse asset portfolio.  Our asset, safety and risk management and assurance processes, including continuous improvement, are documented in the respective management systems.  These are aligned and integrated and are supported through organisational commitment and leadership. Transport has undergone a transformational journey which saw all NSW transport related agencies and their service providers – covering heavy rail, light rail, metro, roads, maritime, ferries and active transport – come together.  The Transport cluster works to provide integrated services across all modes, driving a stronger focus on creating better places, and delivering customer and community outcomes. Best practice asset and safety management principles Transport is committed to implementing asset and safety management to support a connected Transport system and achieve better customer outcomes.  We promote a transparent and collaborative culture and seek to improve performance by: Transport currently manages an asset intensive portfolio of network assets with electrical safety a key factor across the majority of the portfolio.   Transport’s network asset portfolio Figure 1: Transport’s network asset portfolio Transport’s assets have been acquired over several generations and Transport has an obligation to properly maintain and upgrade the assets to provide the level of service and benefits for the community of NSW. Transport needs to assure itself that the assets remain fit for purpose, safe and sustainable over the asset life cycle. This is achieved through a coordinated approach to risk, cost and performance which is the foundation of the effective management of transport assets. The management of such a complex and vast network of assets requires strategic leadership, governance, assurance, and clear articulation of business outcomes for people to work towards. Transport has a coordinated approach to manage its large portfolio of assets which is defined in the: The AMF, SMS and TERM provide a set of connected and related tools and include policies, plans, strategies and business processes which work together to provide assurance that asset management activities will deliver a safe, integrated, modern transport system that puts the customer at the centre. Duties and obligations There are several Acts and Regulations that impose duties and obligations on Transport operators and maintainers with regards to electrical safety – for example: WHS Act Rail Safety National Law Electrical Network Safety Rules Within the Transport cluster each agency is responsible for discharging its duties and obligations for electrical safety.  Different standards and working practices were historically adopted which resulted in inconsistent electrical safety practices and the risk that Transport and its duty holders are not discharging their duties and obligations. Each agency has a diversified workforce, with different cultures and perceptions about electrical risks, skills, work practices and rules, all of which can have the unintended consequence of creating unsafe working environments. The Transport Electrical Safety Committee (TESC) The TESC is original and unique in that it brings together critical knowledge of electrical safety across several individual agencies across the NSW Transport cluster.  It provides an opportunity to discuss and implement a holistic cluster-wide approach to electrical safety. This will assist Transport and the associated duty holders in discharging their duties and obligations in relation to electrical safety. Establishment of the TESC provides Transport, and the associated duty holders, with confidence that the transport electrical assets are safe, fit for purpose and that Transport meets its regulatory, technical and safety duties and obligations. Value creation from the TESC is achieved through development of a comprehensive program of electrical safety strategic initiatives.  These have been developed to close identified gaps in electrical safety systems and practices such as lack of standardised rules and requirements. The value proposition of the TESC is based on the following core principles: Innovation Providing innovation and engineering solutions to electrical safety to deliver improved safety and asset management outcomes for the organisation, our customers and the community Cross fertilization Importing and sharing knowledge and ideas from different agencies and industry partners together with consideration of new and different technologies Electrical safety best practice Working within Transport and with our industry partners to evolve and build better awareness of electrical safety best practice Expert advice and guidance Identify experts and senior leaders who have developed experience in electrical safety to collectively work on complex problems The TESC brings a focus to improve safe practices for those that work on or near transport electricity assets and supports: Opinion The Energy Networks & Systems (EN&S) team within the Asset Management Branch of Transport for NSW provide strategic initiative leadership for energy related transport assets and systems.  This strategic initiative has been lead by EN&S in collaboration with agencies from across Transport and support from our industry partners. To date, the TESC has made significant progress in delivering a number of initial electrical safety strategic initiatives including: The industry based electrical safety forum was held to engage with the industry to better refine the outcomes from these strategic initiatives.  This also served to uplift industry knowledge of transport electrical safety and provided an opportunity for collaboration with industry partners to help raise awareness of electrical safety. A key objective of the TESC is to share information on new technology, electrical risks, incidents, lessons learned and industry best practice.  Some of the

Summary A product type approval, or certificate of conformity, is granted to a product that meets a set of regulatory and safety requirements prior to its introduction and use on a transport network From a transport perspective, there are currently varying and inconsistent product type approval processes across modes and jurisdictions in Australia which are complex and costly to both industry and transport agencies. The current Framework acts as a barrier for the introduction of new technologies and innovation, reducing value creation and resulting in regional disparity. Transport for NSW has led a national working group, in collaboration with other jurisdictions, for the development of a national framework for product type approval. The objective was to develop a national harmonised framework and ultimately streamlined business processes to achieve harmonisation and cross-acceptance. Assessment criteria Current state There are inconsistencies in how the type approval process is managed across both Transport for NSW and other jurisdictions.  These inconsistencies have created confusion with the process and reluctance by the industry to innovate and introduce new products and technology. The inconsistency has created inefficiencies across the transport industry with the following implications: Feedback from key stakeholders is that the processis difficult to navigate and does not provide value for money. The different processes across jurisdictions mean that our industry suppliers must duplicate effort to introduce a product into a similar operating environment in another jurisdiction. In summary, the current state process for type approvals within Australia results in: Confusion and reluctance to innovateBarrier for the introduction of new technology Barrier to value creation Increased risk profileLower customer outcomesDuplication of effort and inefficiencyTimely and complex processes Rail product type approval research The research conducted by Australasian Railway Association (ARA) and the Rail Industry Safety and Standards Board (RISSB) identified and confirmed that the current approach adds cost and complexity for industry. The research confirmed that concentrating the type approval process on new solutions would put the focus on assessing products and technologies that can make a material change to rail operations. This would create value and: Whilst the ARA and RISSB survey report identified key activities and costs associated with the type approval process in rail, it is safe to assume that similar outcomes and recommendations can be expected in other modes of transport, such as roads. There are numerous approval and certification business processes across the national transport industry and there is minimal consistency across transport modes and jurisdictions. This means that type approval with one asset class operator does not currently serve as a ‘trust marker’ to other mode operators. Additionally, research has identified that complexity and inconsistency of the type approval process is a challenge to the industry and is an area requiring the need for further clarity, business process improvement and efficiency. The current situation creates a barrier for suppliers developing innovative technology and proposing technology across different transport modes and networks. Product Type Approval Framework In early 2022 the Product Type Approval Project Team reached out to other jurisdictions to understand how type approval is managed by other organisations. The outcome of these conversations resulted in agreement to establish a national initiative to work collaboratively on harmonisation of the product type approval process across jurisdictions and modes of transport. A harmonised National Product Type Approval Framework is a strategic initiative which enables type approvals to be recognised to the extent permitted by each assessing organisation’s performance requirements, network and system differences.  This strategic initiative is aligned with other transport harmonisation strategic initiatives – for example the rail standards harmonisation plan and the rail interoperability framework. When leveraging a type approval certification across networks the product will need to be further assessed.  Consideration needs to be made of the differences between network topology, configuration, environmental conditions and the differences in asset management requirements that apply to the respective network. This is often referred to as the ‘delta’ between networks and covers numerous reasons for variations. This means that a product certified on one network is not necessarily fit for purpose for use on another network without further assessment and acceptance. Moreover, a streamlined national approach and mutual recognition will result in significant gains and value creation.   Each jurisdiction maintains its own list of approved products and may conduct additional assessment before accepting a product for use that has been assessed by another jurisdiction.  Importantly, application of the Framework should minimise duplication and streamline the assessment process. Alignment to asset management The National Product Type Approval Framework guides national efforts to proactively: The Framework and associated processes are aligned with asset management planning requirement providing a whole of life assessment of the product in support of the strategic outcomes and the organisational requirements. An efficient and effective product type approval process directly relates to the operations requirement of the asset management framework providing safe and fit for purpose products for operation of the transport network.  The Framework is a transformational approach across the transport sector as it drives asset management outcomes by means of supporting evidence-based decision making to balance cost, risk and performance.  Effective leadership across Transport for NSW and the broader national transport industry and partners will be required to implement and embed the Framework. A pilot of the Framework will be conducted by Transport for NSW.  Clear performance metrics, against the Framework’s foundational principles, will be established to assess performance.  The Plan-Do-Check-Act process will be used to identify improvements to the Framework prior to national implementation and then on an ongoing basis. Value creation The Framework has been developed to enable harmonisation across transport modes and jurisdictions and deliver value creation by proactively reducing cost and improving efficiency in the product type approval process. Creating nationally consistent standards for products that are used to maintain the status quo would: Opinion The Energy Networks & Systems (EN&S) team within the Asset Management Branch of Transport for NSW provide strategic initiative leadership of energy related transport assets and systems.  This strategic initiative has been developed in collaboration with all

Summary Transport for NSW (TfNSW) is committed to delivering sustainable transport solutions that promote economic prosperity, social inclusion, and environmental responsibility. As the agency responsible for managing the transport system in New South Wales, we have developed multidisciplinary standards and specifications that build, maintain, and monitor effective asset management systems. Our commitment to sustainability is aligned with the NSW Government’s Future Transport 2056 strategy and the recently launched Transport Sustainability Plan. TfNSW recognizes that the shift towards sustainability requires a paradigm shift in the way we approach asset management. Therefore, we have adopted a performance-based approach that provides the industry with greater flexibility to be innovative and embed sustainability at the beginning of the supply chain. In this award submission, we will highlight our achievements in sustainability in asset management and showcase our commitment to delivering a sustainable transport system. Sustainability in Asset Management Asset management is a critical component of delivering a sustainable transport system. At TfNSW, we recognize that our assets have a significant impact on the environment and society. Therefore, we have developed a comprehensive approach to asset management that prioritizes sustainability. Our approach to sustainability in asset management is based on the following principles: 1.Lifecycle Thinking: We consider the entire lifecycle of an asset, from design to disposal, to identify opportunities to minimize environmental impact and enhance social outcomes. 2.Risk Management: We identify and manage risks associated with our assets to ensure that we can continue to provide safe and reliable transport services. 3.Continuous Improvement: We continually review and improve our asset management systems to ensure that they are effective in delivering sustainability outcomes. 4.Stakeholder Engagement: We engage with stakeholders, including communities, customers, and suppliers, to ensure that we consider their perspectives in our decision-making processes. Performance-based Standards TfNSW has adopted a performance-based approach where applicable to standards and specifications. Performance-based standards provide the industry with greater flexibility to be innovative and embed sustainability at the beginning of the supply chain. Our performance-based approach enables us to work with the industry to develop sustainable solutions that meet our requirements. We have developed a suite of standards and specifications that are aligned with our sustainability objectives. Our standards and specifications cover a range of areas, including construction, maintenance, and procurement. For example, sustainability requirements that promote the use of low-carbon materials and enhance the resilience of our assets to climate change. We also have a Procurement Policy that requires suppliers to meet sustainability requirements, including reducing greenhouse gas emissions, minimizing waste, and promoting social inclusion. Our procurement processes are designed to promote sustainability and encourage innovation in sustainable solutions. Recycled water for Concrete TfNSW is committed to conserving water resources in our asset management operations. One way we have achieved this is by utilizing recycled water for batching concrete. Concrete is a critical component of our transport infrastructure, and the production of concrete requires significant amounts of water. By using recycled water, we are able to reduce our reliance on freshwater sources and promote the circular use of water. The use of recycled water for batching concrete has resulted in significant water savings. Since 2016, TfNSW has used recycled water for batching concrete in our Sydney Metropolitan projects. This has resulted in an estimated saving of 5.8 gigalitres of freshwater. This saving is equivalent to the annual water consumption of approximately 23,200 households in Sydney. Our use of recycled water for batching concrete is aligned with our commitment to sustainability and the circular economy. Promoting the Use of Alternative Sand Sources TfNSW recognizes the importance of promoting sustainable practices in our procurement processes. As part of this commitment, we have approved departures to standards that have positive sustainability outcomes, including the use of alternative sand sources. Sand is a critical component of our transport infrastructure, and the production of concrete and asphalt requires significant amounts of sand. The depletion of sand resources can have significant environmental and social impacts, including the loss of biodiversity and the displacement of communities. Therefore, it is essential that we promote the use of alternative sand sources to minimize our reliance on non-renewable resources. One alternative sand source that we promote is manufactured sand. Manufactured sand is a by-product of quarrying and is produced by crushing rocks and stones. By promoting the use of manufactured sand, we are able to reduce our reliance on natural sand sources and promote sustainable practices in the quarrying industry. By promoting the use of alternative sources of fine sand, such as crushed glass or recycled plastic, we are able to reduce our reliance on non-renewable resources and promote circular practices. Our efforts to promote the use of alternative sand sources are aligned with our commitment to sustainability and our role as a responsible procurement organization. Our work from the perspective of Asset Management Principles The asset management principles underpin the core risk assessment methodology. Output focus Asset management principles require that assets are managed to deliver the desired outcomes. Embedding sustainable and resilient practices in standards and specifications is essential to achieving sustainable outcomes. Standards and specifications provide guidance on how assets should be designed, constructed, operated, and maintained to achieve the desired outcomes. By embedding sustainable and resilient practices in standards and specifications, we can ensure that assets are designed and managed in a way that promotes sustainability and resilience. For example, standards and specifications can require the use of sustainable materials, such as recycled content, in asset construction. This can reduce the environmental impact of asset construction and promote circular practices. Similarly, standards and specifications can require that assets are designed to be resilient to natural disasters, such as floods or bushfires. This can ensure that assets remain operational during extreme events and minimize disruption to transport services. Capabilities By embedding sustainable and resilient practices in standards and specifications, we can ensure that organizations have the necessary capabilities to manage assets sustainably and resiliently. For example, standards and specifications can require that asset managers have a strong understanding of sustainability and resilience principles

Summary The Redfern Station Upgrade project is a transformative infrastructure project that has delivered an innovative, sustainable, and accessible public transport facility. The project has demonstrated an exceptional commitment to sustainability, using low carbon emissions materials, preserving heritage aspects, and future-proofing the asset to meet the needs of commuters for years to come. The project has implemented the future transport strategy and improved access to public transport for those with disability and limited mobility, as well as parents with carers with prams. The project team has considered future climate change and made the asset resilient. This award submission will detail the achievements of the Redfern Station Upgrade project. Sustainability The Redfern Station Upgrade project has demonstrated an exceptional commitment to sustainability by using innovative low carbon emissions materials in the construction process. The project has used a range of techniques to minimize its environmental impact, including the use of recycled steel and concrete, low-energy lighting systems, and natural ventilation systems. These measures have enabled the project to reduce its carbon footprint significantly, while also delivering a high-quality, durable and safe facility for commuters. Additionally, the project has employed renewable energy sources such as solar to power the station, which has further reduced its carbon footprint. The project team has also implemented a smart building management system that enables real-time monitoring and control of energy usage, ensuring that the station operates efficiently and sustainably. Energy & Carbon Carbon and energy initiatives on the project are estimated to provide greenhouse gas emissions saving of about 11,990 tCO2-e over the life cycle of the asset. The most significant energy use and GHG emissions reductions over the lifecycle of the project are associated with maximising the efficiency of the design of the lift shaft ventilation system, the inclusion of passive ventilation louvres, and the installation of LED lighting. Water Measures to reduce construction water use as much as possible were targeted onsite. A water tank was provided at the station site to collect and reuse water during construction. Initiatives proposed include reuse of collected water in pedestrian barriers, for irrigation, and wash down, reuse of site office rainwater in the office bathrooms. Materials The project has modelled an estimated 11% reduction in materials footprint associated with the project design. A key contributor to this was a reduction in embodied materials in the pavement mixes through use of hybrid mix in the new carpark and Synthetic Fibre Reinforced Concrete Pavement in the shared zones, and reduced amounts of reinforcing steel used in the project. Figure 1: Installation of the water tank at Redfern Station Commuter Experience The Redfern Station Upgrade project has also taken into account the needs of commuters, delivering a facility that is user-friendly, accessible and comfortable for all users. The project team has implemented a range of design features to improve the commuter experience, including real-time information displays and comfortable seating areas. The project has also improved access to public transport for those with disability and limited mobility, as well as parents with carers with prams. The project team has implemented an accessible design that includes ramps, lifts and level access throughout the station. The project team has also implemented a range of features such as tactile indicators and audio announcements to ensure that the station is accessible to all users, including those with vision or hearing impairments. The project has worked with the community by taking on board feedback from local residents and stakeholders, as part of the co-design process. From this process, the project incorporated elements into the design of the Little Eveleigh Street shared zone, such as: •           at-grade access to the station entrance •           street furniture positioned away from residences to deter loitering •           treatments to deter non-essential traffic in shared zones, without adding speed humps •          preferred plantings in the buffer zone, in accordance with the City of Sydney’s native plant list. Figure 1:Artist impression of access to Redfern Station Heritage Preservation The Redfern Station Upgrade project has also preserved the heritage aspect of the site by refurbishing the historic Redfern Station building. The project team has taken great care to ensure that the building’s heritage features have been preserved, including the restoration of the building’s distinctive clock tower and the refurbishment of its historic waiting room. The heritage preservation efforts have been recognized by the National Trust of Australia, which awarded the project a Heritage Award. The award recognizes the project’s exceptional commitment to preserving the heritage aspect of the site, ensuring that the station remains a key heritage asset for the local community. Key heritage themes of Redfern Station, such as the ongoing connection to the site and wider Redfern/Eveleigh area of the Aboriginal community, the industrial revolution and the ways that Redfern Station has changed over time and influenced the surrounding area. Adding to existing heritage interpretation in the local area, the project design includes: Figure 2:The Platform 1 heritage building Futureproofing The Redfern Station Upgrade project has also future-proofed the asset, ensuring that the facility will remain relevant and effective for years to come. The project team has implemented a range of cutting-edge technologies and design features, including the use of renewable energy sources such as solar power and geothermal heating. These technologies ensure that the station is energy-efficient and sustainable, reducing the facility’s operating costs and carbon footprint. The project team has also taken into account future climate change, making the asset resilient to future weather events such as flooding and extreme heat. The project team has implemented a range of measures to mitigate the impact of climate change, including the installation of flood barriers and the use of materials that are Key measures to address potential impacts of future climate change on the operation of the asset were focused around reducing impacts associated with increased intensity and frequency of high heat days, increased severity and frequency of storm events, and potential impacts associated with extreme rainfall events and flooding. The measures to integrate climate change resilience included:   Our work

Summary of the project, product, framework The Water Corporation has fundamentally altered its approach to Protection of Assets from: To this end it has horizontally integrated all its Protection of Assets activities across a number of areas of the business encompassing Asset Management, Engineering Design, Safety, Operations, Development and Education. This has ensured that all parts of the business speak with the same voice and people risk from existing assets is addressed at the earliest possible stage in the asset creation cycle. Description of project or framework addressing the assessment criteria In early 2021 the Water Corporation created a Protection of Assets (PoA) Taskforce consisting of a small team of PoA subject matter experts drawn from different parts of the organisation who were bought together to specifically examine the PoA process from end to end. This team, under the chair of the Principal Engineer – Asset Protection bought a number of unique perspectives into the review, based off many years of experience in different parts of the organisation. It was able to leverage off existing networks and by a structured approach addressed a number of initiatives across the business in parallel as well as prioritising those which would increase safety the quickest. The principles of asset management, i.e., Output Focus, Capability, Level Assurance, and Learning Organisation were at the forefront of this project since its inception. Considerable work was undertaken in the initial stages of the project to map out the discrete steps and initiatives which were necessary to bring the project to fruition as well as develop an associated RACII matrix. This enabled the team not only to address issues in a logical order but also permitted economies of effort by identifying those issues which could be dealt with in parallel across the organisation as well at those which had touch points with other Corporative initiatives.   Monthly project meetings are undertaken with a hierarchy of reporting to various management level established. Additional six-monthly progress and issue presentations were also carried out with internal stakeholder forums which also provide valuable feedback on the relative importance of the various initiatives within the project and the perceptions of success of the measured already implemented. Scope creep, while inevitable in a project of this nature, has actually been usefully channelled to incorporate and integrate with other Corporation initiatives. These include greening streetscapes (ensuring tree planning does not result in assets failures in 30 years’ time); rationalisation (and risk reduction) over the demarcation between private plumbing and Water Corporation wastewater assets; and dealing with on-going public liability for decommissioned assets under the Heritage Acts. The Benefit/Value of this project to the community and the organisation is manyfold. Opinion as to specific contribution made by the nominated individual/team/organisation The Protection of Assets (PoA) Taskforce consists of a small team of PoA subject matter experts drawn from different parts of the organisation who were bought together to specifically examine the PoA process from end to end. They were drawn from Development Services, Asset Management, Operations and Safety as well as enlisting the services of liaison personnel from Engineering Design, Communications, Business Improvement, and IT in order to address the issue in a wholistic manner across the entire corporation.   Support was provided by all levels of management up to an including the CEO, which was invaluable in clearing any potential roadblocks within the Corporation and when working with other utilities.   This team, under the chair of the Principal Engineer – Asset Protection bought a number of unique perspectives into the review, based off many years of experience in different parts of the organisation. It was able to leverage off existing networks and by a structured approach addressed a number of initiatives across the business in parallel as well as prioritising those which would increase safety the quickest. This process was carried out on a live basis which enabled rapid implementation and iterative feedback and provided to customers (and management) a vista of continuous improvement in process and safety.  Apart for the efficiency of this approach it also engendered a considerable feeling of good will and acceptance of change. To this end the Taskforce has fundamentally improved the PoA process within the Water Corporation, resulting in more than double the number of PoA applications made via its on-line portal since its inception. It has also extended its scope to integrate with other service utilities and is actively providing its findings and products to them in order to increase PoA safety for everyone.   General comments Below are a number of supporting documents which were produced or updated as part of the Taskforce’s activities Appendix 1: Risk Model and Decision Assurance Framework Shows likelihood, consequence, amelioration measures and escalation matrix Appendix 2: The “One pager” Quick reference sheet to be handed out in person on all occasions to answer queries Appendix 3: Example Automated Response Asset Protection Risk Assessment (APRA) Appendix 4: Technical  Guidelines for Safely Working Near Water Corporation Assets Revised edition (cover page) Appendix 5: BYDA Cover page Single sheet reply to all BYDA queries which replaces an eight-page document

Sydney Trains rail network utilise energy dissipating resistors (EDRs) to dissipate excess regenerative braking energy and converting this electrical energy to heat released to the environment. When considering replacement of EDRs new technologies were investigated that reduce the busbar voltage during excessive regenerative braking and recover the excess energy dissipated. An innovative solution using an inverter system will see as much of the available braking energy as possible absorbed and fed back to the AC High Voltage (HV) network, reducing overall energy consumption.