DECEMBER 2018

ISSUE
04
Volume 12

STANDARDS FOR
ASSEST MANAGEMENT

Sydney Trains Asset

Management System
& ISO 55001:2014

RMIT Property Services

Accelerated Journey to
ISO55001 Case Study

Can Asset Management

Replace Regulation?

ISO Launches the New

ISO 55002:2018 Standard
for Asset Management

How Drone Data is

Shaping the Future of
Asset Management
 From my desk: Chairman’s Letter

ERNST
KRAUSS CONTENTS
EDITOR IN CHIEF FROM
Editors Column: 2
MY DESK:
Another significant Milestone has been achieved recently
From my desk: Chairman's Letter 3
CHAIRMAN’S
LETTER
with the release of the updated ISO 55002 Standard, Article 1. Sydney Trains Asset Management
“Guidelines for the application of ISO 55001”. It is certainly System & ISO 55001:2014 4
a welcome update to the original release of ISO 55002,
providing additional clarity of the requirements of the
Article 2. RMIT Property Services Accelerated
Standard. The global input into the revision provides us
with explanatory notes and d guidance to the content Journey to ISO55001 Case Study 9 CHAIRMAN,
of an Asset Management System and expands on the DAVE DAINES
requirements of the ‘shall’ clauses of the Standard. For me Article 3. Can Asset Management Replace Regulation? 17
a key point made in the various clauses is that the context
of the Organisation is key to the development of the Asset ISO Launches the New ISO 55002:2018
Management System. Saleability of the system, flexibility Standard for Asset Management 22
in approach and clarity of Objectives cannot be too strongly
emphasised.
Last month realised another process which should ensure This is the last edition of “The
Opinion Piece: How Drone Data is milestone in the area of Asset that the quality of audit outcomes Asset Journal” for 2018 and upon
The global interest in Asset Management is a very pleasing Shaping the Future of Asset Management 24 is improved through the use of reflection it has been another great
Management Standards with
development as we near the 5 year anniversary of release experienced Asset Management year. The organisation is leading
Chapter News 28 the release of the 2nd Edition of
of ISO 5000 suite. In recognition of many issues that have
ISO 55002 –Guidelines on the auditors. the way in providing forums and
arisen in a variety of Industries, we now also find that
there is a global movement to simplify and harmonise application of ISO 55001 platforms for discussion and activity
Upcoming Events 36 Another less well known, but
standards everywhere. The World Economic Forum study in the broad Asset Management
The new ISO 55002:2018 is based equally important piece of work discipline. Our membership base
in the use of Standards found that through harmonisation Membership Application 39
of standards in the Oil and Gas Industry alone, a benefit on the actual journeys experienced being conducted by members of is growing and with it comes the
of 5% to 10% of capital project cost can be achieved. In by successful early adopters of ISO the AMCouncil in the area of Asset addition of expertise that can
New Members 41
Australia there are currently Oil and Gas Projects in excess
55001 in over thirty countries for Management related Standards help the organisation flourish.
of AUD 30b in discussion and prepared for development. is that with the IEC 60300-1:2014
As the greenfield projects in this Industry run typically Corporate Members 42 the last four years. It describes in The AMCouncil is a strong
detail how to implement an asset related committee. The series member-based organisation run
into a few billions of Dollars, the savings and reduction of
Testimonials 43 management system based on the of Dependability Standards predominately by volunteers
waste are considerable. It would be an interesting study
to extend these findings across other Industries and requirements of ISO 55001. provides guidance on planning and supported by the efforts of a small
Infrastructure. Awards for Excellence Nomination Booklet 45 implementation of dependability staff. Without the professionalism
The AMCouncil has been an activities and technical processes and dedication of all the volunteer
These harmonisation drives for Standards will also affect throughout the life cycle taking into
active participant in the ISO 5500x Membership and staff, the
the long term viability of Assets and could result in
Standards design and ongoing account other requirements such organisation would not be where
significant capital savings. This extends of course beyond
the Asset Management Standard and could be further development, with a number of our as those relating to safety and the it is today. On behalf of the Board
supported by the re-development of the standards directly members actively engaged in all of environment. This Standard provides I wish to thank you all for your
impacting Asset Management - the System Standard, the associated Committees. a guide to the “technical how” for endeavours and look forward to a
the Capital Projects Information Handover Standards (ISO the processes that support an asset
15926-101), Dependability Standards to name a few. It is pleasing to see that many successful 2019
management system as described
organisations across a broad in the ISO 5500x Standards.
We wish all our readers a safe and happy Festive Season David Daines
industry base are choosing to be
and trust that your Asset Management Projects will be National Chairman, Asset
successfully implemented in the New Year! compliant with or certify against the As a member of the AMCouncil the
Management Council.
ISO 55001 Standard. An increasing opportunity exist for you to input
number of Certification Bodies into the design and content of these
are now accredited against the Standards as well as promote their
Publisher: The Asset Management Council JAS-ANZ Accredited Certification adoption within the market place.
Chief Editor: Ernst Krauss
Publication Design: nonilou
ISSN: 1834-3864

For all enquires please contact:

publications@amcouncil.com.au
Asset Management Council
PO Box 2004 Oakleigh Vic 3166 Tel 03 9819 2515
3
Technical Article 1
ARTICLE 1 – SYDNEY TRAINS
ASSET MANAGEMENT SYSTEM
& ISO 55001:2014
Christopher Rowe, Sydney Trains
INTRODUCTION
Sydney Trains Manages $39 billion
worth of assets under an operate-
maintain model within the Transport
for NSW (TfNSW) cluster of
agencies and moves over 1,000,000
people today in a complex multi –
discipline system. Customer is at
the centre of everything we do and
the Asset Management System
functions as the mechanism to
delivering value with a holistic
approach ensuring business
outcomes for our customers.
4 5
Sydney Trains has had, in previous
forms, a good Asset Management
background, so one of the
challenges when embarking on the
creation of an Asset Management
System aligned to the new
international standard was to
convince the business that we
needed to change, improve and go
the next level in order to increase
the value proposition for our
customers.
Just after the transformation from
RailCorp to the new Sydney Train
business, it was decided that the
an Asset Management System was
also required, So in 2014 the journey
commenced and it was recognised
that the new AS ISO 55001:2014 [1]
standard soon to be released was
the best mechanism to establish
a baseline for the delivery of the
Asset Management function.
A small team of 5 Asset
Professionals was established
as the nucleus of the team to
review, design and deliver the
new Asset Management System
and change the way over 11,000
employees viewed their day to
day role within the system. This
small team challenged thought,
implemented new processes and
converted the previous 150 years
of maintainer led decisions to a
contemporary, systemic, joined up
asset management system.
DESIGNING THE SYSTEM
A decision was made early in the
process to have the team of 5 Asset
Professionals as the only permanent
members of the group and their
skill set would be supplemented
when needed by benchmarking,
external consultants and by
connecting with other people from
similar systems both interstate and
overseas. Early communication with
rail groups throughout the world
as well as similar utilities within
Australia allowed us to determine
what was useful or not in system
design and particularly helped form
a view on how to approach the
implementation of the new system
within a large complex organisation.
The team then conducted a self-
assessment of the organisation
by using the Institute of Asset
Management (the IAM) Self
Assessment Methodology (SAM
Tool). The SAM uses an excel-
based software tool consisting of
39 Questions relating directly to
27 clauses of AS ISO 55001:2014
[1]. The team went across all
Figure i: shows the structure
TECH
Directorates and Divisions within • 26 new Asset Management
the organisation and not only was System procedures.
able to interview key individuals
but learnt about the processes • 23 new Asset Management
and culture and also start System procedures.
communicating the importance of • Asset Management Plan
good asset management. processes.
The results from the survey were • New Lifecycle Costing
encouraging and were a good procedure.
base to build on. However, it was
An internal SharePoint data base
clear that by aligning some of the
was created to house the new
current processes and building new
documents into the element
procedures required in the standard
structure shown in Figure I as well
the system would be great value
as pre-existing processes and
to Sydney Trains. A key highlight
documents which were identified
from the analysis was that top
and linked into the system. This
level Executive involvement was
enabled the team to provide access
crucial to the success of this large
to the system documents to the
system implementation as we had
business and further espouse the
embarked on.
Asset Management benefits and
The team began with the design awareness.
of the system and leveraged from
existing Safety Management The end of the design process was
System and Environmental
Management system structures for
the sign off of the “Sydney Trains
Asset Management Policy” which
alignment and future integration. was issued throughout the business
Figure i below show the structure.
and provided the Chief Executive
the impetus to describe what this
new system would achieve for the
New documents and artefacts were
business. This also heralded to the
developed which in part started
wider community our objective
to provide a step towards closing
the gaps identified in the self-
to get certification to the new
international standard.
assessment. In total the number
promulgated and trained in the
business were:
Technical Article 2
TECH

and the rest of the workforce and
provided a “burning bridge” to lock
everyone into the one objective.
We were now well on our way of
embedding the system and moving
towards certification.
MAKING IT HAPPEN
Creation and Application of
Foundation Documents and
Processes
With the Asset Management
Leadership Group in place,
momentum of certification now
firmly on the horizon, a number of
key documents were needed to be
developed.
The Strategic Asset Management
Plan (SAMP). This document
describes the Asset Management
System and explains how the
Asset Management Objectives
are the mechanism to deliver on
the Asset Management function,
influence Corporate objectives
and prioritise asset management
activities to deliver value. The Asset
Management System Framework.
The framework articulates Sydney
Trains Asset Management functions
including key documentation such
as Policy, Strategy and Plans, but
most important it was essential
as a communication tool showing
the organisations alignment of key
activities within the business.
Collaborative workshops were held
across the business and authorised
by the Executive team.
Figure iii below shows the
Framework.
With the appropriate
documentation, awareness and
stakeholder engagement the
business embarked in preparing
for the external audit. However,
before the audit the organisation
identified the need to conduct a
gap analysis by an external party to
validate our approach and confirm
the strategy going forward prior to
the certification audit.
We now had all the tools needed to
plan and achieve certification.

Figure ii: shows the base pyramid of the video

Figure iii: shows the Framework

EARLY SYSTEM
DEVELOPMENT
Whilst the team were confident the
new Asset Management System
would provide great value to the
business and would form the basis
of continued improvement, there
was not a great awareness of the
system by the executives due to
time constraints and normal “busy”
daily activities. The system needs
to have great leadership to succeed
and we needed a plan to provide
momentum for the roll out and
strategic direction.
Firstly getting the Executives
attention was key and to do this
the team organised a number
of workshops providing Asset
Management fundamentals
with the Sydney Trains Executive
including practical examples of
application.
The team also developed Sydney
Trains Case Studies demonstrating
real examples where poor decisions
and systems cost the business loss
of dollars and reputation and an
example of where the right asset
management decisions flowed on
and across the business, saving
time and money and created value.
The Executive team were convinced
the system would provide real
tangible benefits and the Asset
Management Leadership Group
was developed and began
overseeing the implementation of
the system and providing Executive
Direction and Leadership.
Secondly the team created a video
to explain what Asset Management
is in the context of Sydney Trains
and give awareness, the challenge
was to design a video to cater
for all levels of the organisation.
The awareness video came with
a conversation tool designed for
leaders from top level to shop floor
to converse with their team and
identify where they all fit in the
asset management system. The
video and conversation tool were
rolled out across all Directorates
and staff levels and was based on
a hierarchical explanation of how
the system operates within Sydney
Trains.
Figure ii above shows the base
pyramid of the video.
The third step was key in getting
momentum by setting the date for
the ISO55001 audit. The General
Manager Asset Management
Division was the sponsor of the
project and a deliberate accelerated
date was set. Whilst the target was
a stretch target, the simplicity of
setting a date galvanised the team

6 7
Technical Article 1
Lead Up To the Audit
With the Asset Management
System in place the organisation
embarked in achieving Accredited
Certification. In order to prepare
for the external audit the Asset
Management Systems team
established a communications and
awareness strategy, comprising:
• Briefing sessions
• Workshops
• Fact sheets and newsletters
• Posters (conversation tool)
• Awareness videos
• The team joined forces with the
Quality team and utilised the
auditors and systems designers
to reach out to the whole
business. Whilst AS 9001:2015
[2] and AS ISO 55001:2014
[1] have similarities, the
differences in Subject Matter
Expert’s (SME’S) knowledge
are large and a series of training
courses were provided to the
Quality team to give them the
competency and confidence to
go through the system.
Champions across the business
were identified and trained, and
a temporary Project Manager
assigned to to ensure delivery of
milestones and prepare for the
audit.
Other innovations of the team was
the use of Goal Structured Notation
(GSN) which is a system leveraged
off safety procedures to ensure the
right documentation was delivered
and ready for the ISO audit and the
recent alignment of both the Asset
Management and Quality teams.
8 9
AUDIT TIME
There was heightened awareness
when the audit commenced
throughout the business but
the Leadership team gave a lot
of confidence and support to
the project team. In addition
to the audit, the business also
commenced the implementation of
the Enterprise Asset Management
System computer system in SAP
and the design of the new 2017
Timetable which draws attention
and resources.
The audit commenced on 2 May
2017 and commenced with a
detailed briefing to the auditors
on Sydney Trains Systems and
Processes and how the Asset
Management System fits into
the business. The detailed audit
plan showed the process from
top to bottom of the business
and a combination of our Asset
Management and Quality SME’s led
the auditors throughout.
The Sydney Trains team tracked
events each day with a debrief
from the auditors and then planned
follow up actions and plans for the
following day’s audit.
After a process of speaking and
getting evidence from most of
the Executive team, auditing of 10
General Managers, 15 Divisional
field teams, depots, logistics and
stores and detailed review of Asset
Management Decision process end
risk methodologies, Sydney Trains
was awarded the certification. Not
only was the JASANZ certification
awarded to the largest Public Sector
organisation in Australia it was
achieved with no non-compliances,
an unbelievable effort given the
breadth and depth of the audit.
TECH
CONCLUSIONS
The establishment of the Asset
Management System and the
achievement of Accredited
Certification have strengthened
the organisation’s commitment
to the delivery of its services. It
coordinates its activities with a
holistic and a whole of life approach
and provides assurance to our
customers.
The Asset Management System is
enabling the organisation to perform
the asset management functions
in a more efficient and optimised
manner.
Certification has brought Sydney
Trains to the forefront of the
Asset Management community
amongst the industry nationally and
internationally. ARTICLE 2 – RMIT PROPERTY
Finally, the Asset Management
System is supporting Sydney Trains
achieving its vision of becoming
SERVICES ACCELERATED
best in class asset manager and
delivering value, ensuring business JOURNEY TO ISO55001 CASE
outcomes including “keeping the
customer at the centre”.
REFERENCES
Andrew Sun, RMIT Property Services.
[1] Standards Australia, AS 55001:2014
Asset management – management
systems – requirements. Sydney:
SUMMARY
Standards Australia Limited, 2014.
[2] Standards Australia, AS 9001:2015
Quality Management System, Sydney: This paper outlines RMIT Property Services accelerated journey to ISO55001 accreditation in the form of a case
Standards Australia Limited, 2014 study. It will not be focused on the benefits of having an accreditation system but rather how we got there. It
ISO55000:2014-2.4.2 Fundamentals b) presents the state of play and how the mammoth challenge was broken down into smaller segments to be
Alignment completed over a relatively short period of time.
Discussions cover the various audit stages preparations in detail; including the steps and methodologies the highly
BIBLIOGRAPHY
focused team deployed enabling the project to be a successful outcome both for the organisation but also for each
ISO55000:2014 Asset Management- individual.
Objectives
Keywords: RMIT, ISO55001, case study, asset management system
ISO55001:2014 Asset Management-
Management Systems
RMIT Property Services accelerated journey to ISO55001 Asset Managemenet System accreditation case study
Mr Andrew Sun1 1RMIT Property Services, Melbourne, Australia
Technical Article 2
BACKGROUND
Since the publication of the
ISO55000 standards in 2014, there
has been much fascination amongst
asset management practitioners
and debate within organisations
on the feasibility and reasons for
implementation of the standard.
For any organisation, asset
management is fundamentally the
practice of continuously abstracting
value from their core assets. It can
only be described as good asset
management practice if during this
practice stakeholder’s expectations
are also delivered.
RMIT Property Services
understands the benefits of
optimised asset management.
The tangible results of integrated,
risk based, whole of life asset
management have increasingly
proven advantageous to RMIT
University.
RMIT Property Services over the
last few years have identified and
accumulated a range of essential
business processes, alignment
activities and innovative system
integration features that has yield
10
very significant performance for its
asset base which now comprises
over 120 buildings across 3
campuses containing in excess of
260,000 assets. See Appendix II
for its asset management maturity
assessments.
Achieving the ISO55001
accreditation would put RMIT
University as the 1st University
in Australia to do so and 12th
organisation overall [1].
THE CHALLENGE
RMIT Property Services recognized
that the University was facing many
challenges in order to meet its
stakeholder requirements. Some of
these being:
• Capacity of campuses and
assets to efficiently deliver
education and research in a
competitive market environment
• Expectations of facility quality,
capacity and performance to
attract and retain students and
staff
• High cost of asset ownership
and operation and impact on
total organizational financial
sustainability
All of this creates an asset
management challenge for the
University. To meet the asset
management challenge, RMIT
decided to implement a robust
Asset Management Foundation
using ISO 55001. Initially it was
decided to align their Asset
Management processes with
the requirements of ISO 55001,
however, to provide a competitive
edge RMIT committed to achieving
Certification to ISO 55001 by end of
2017
TIMELINE OF EVENTS
During June 2017, RMIT Property
Services successfully transitioned
into the new ISO9001:2015
standard. This enabled a launching
platform to embark on other
new ISO standards given these
new standards all share a similar
structure and accreditation process.
Outlined below is the sequence
of dates and their associated key
events.
TECH
Table I: Timeline of events for accreditation to ISO55001
DATE (2017) EVENT
01 July New KPI assigned to Director, Facilities and Asset management and Senior
Manager, Asset Management to attain ISO55001 accreditation by 31 Dec 2017.
04 July The Asset Management team approaches various consultant firms for specialist
support and experience on ISO55001 accreditation.
18 August Pre- gap assessment completed, 72 outstanding actions identified.
13 September LRQA auditors confirm audit dates:
Stage 1 Desktop Audit October 18th – 19th 2017
Stage 2 Surveillance Audit December 11th – 15th 2017
05 October RMIT Property Services Asset Management Policy statement is signed off by the
Executive Director, Property Services and Chief Procurement Officer.
17 October New core documents published:
Strategic Asset Management Plan V5
Campus Asset Management Plan V1
19 October Stage 1 Audit concludes with recommendation to proceed to Stage 2 as per
agreed LRQA dates. A few areas of improvement identified with audit report.
31 October Stage 2 Preparation action list developed with 42 open action items.
17 November 1st Management Review is conducted on the Asset Management System.
Since 1 NOV:
5 Internal audits conducted
15 OFIs identified and 5 completed
11 December The project file for the accreditation journey exceeds 500 files. Over 24 internal
procedures and documents were developed and/or revised during this period.
15 December Stage 2 Audit concludes with recommendation for accreditation pending LRQA
technical peer review. A few areas of improvement identified with audit report.
Next surveillance audit scheduled for December 2018.
18 December 2nd Management Review is conducted on the Asset Management System.
11
Technical Article 2
PREPARATION
FOR STAGE 1 AUDIT
Leadership
From the beginning it was clear that
the asset management team alone
could not deliver accreditation.
Cross functional support,
external resources and top down
management support was required.
The project was sponsored by
Director, Facilities and Asset
Management. This leadership
beacon demonstrated a number of
key behaviours and early wins;
1. Clear leadership and vision
enabled good engagement and
support.
2. Support provided came in the
form of finance resources, tools
and human resources.
12
3. Ensured priority, focus and spot
light was always maintained
on this project amongst other
demands.
4. Ensured a medium
was available to always
“communicate up” and
managing their expectations.
5. Ensured Kotter’s 8-step change
management model was
tracking as planned [2].
The Team
The asset management team
comprised of four staff with various
backgrounds and experience.
Their formal qualifications ranged
from business administration,
electrical engineering, maintenance
management, chartered accountant
and chartered surveyor.
TECH
The team had undertaken asset
management training courses and
were competent in their roles and
responsibilities, however, it was
decided that having an external
consultant engaged to provide
strategic direction and advice would
be most beneficial in keeping the
team on the correct path and not
just the right path.
The scope of works was clearly
defined and selected firms
were requested for proposals.
The selected firms were chosen
based on their experience within
the Tertiary sector and Facilities
Management industry. Once a
consultancy firm was selected,
a roadmap (see Appendix I) was
created and agreed on by all parties.
Figure I: Overview of our asset management system
Pre-gap assessment All documents developed or updated were completed
in house and only sent to our consultant for review and
Many of the first and second generation of feedback.
documentation was already published and used
internally when the pre-gap assessment was
Asset Management Plans
conducted. A pre gap assessment was conducted
based on the experiences from ISO9001 accreditation Up to now a Strategic Asset Management Plan (SAMP)
journey. existed and even underwent a few annual reviews.
However, it still looked and felt much like any other
A pre gap assessment was essentially to uncover the
Tertiary SAMP; clunky and heavily focused on spatial
things we knew we didn’t have as well as the things
management and outlook requirements.
we didn’t know we had to have. It underpinned the
distance and effort that was required for alignment to Without reinventing the wheel, it was felt that if we
the standard. utilise the QMS manual as a structure we could easily
transform the SAMP into a power document that would
72 actions were assigned to various individuals with
outline our asset management strategic intentions
target dates. These actions ensured that all five sections
and how we would go about achieving our goals. By
(see figure I below) of the asset management system
post stage 1 audit, the document was a lean 28 page
was in place or were in the progress of been in place
strategic plan.
before Stage 1 audit.
13
Technical Article 2
A critical decision was made in
regards to how we should construct
our asset management plans. A
detailed analysis was conducted
weighing the pros and cons of
documenting it by service lines,
asset types, building types and
campus wide. For ease of use and
meeting the business needs it was
settled on having a Campus Asset
Management Plan (CAMP) for each
campus, see figure below.
PREPARATION FOR STAGE
2 SURVEILLANCE AUDIT
Demonstrating commitment
Many may argue that Stage
2 Surveillance Audit is more
challenging that Stage 1 desktop
audit. For the asset management
team at RMIT Property Services
it was quite the opposite. At this
stage it was a matter of proving we
are doing what we said we will do.
Majority of time was devoted
to collaborating with various
14 14
Figure II: Hierarchy of strategic plans
departments and their staff,
articulating and demonstrating that
asset management was everyone’s
responsibility. At a deeper intrinsic
level the team was conducting:
1. Awareness training &
communication – ensuring
the versions of the induction
booklet for staff and contractors
contained the appropriate
asset management elements.
Periodic electronic newsletters
kept staff up to date on all asset
management initiatives and
ISO project progress. Additional
targeted updates were
communicated at monthly and
Quarterly staff meetings and
feedback reviewed, prioritised
and addressed.
2. Internal audits (field and
desktop) – simulated audits
were conducted in readiness
for stage 2. Staff members
were put under “mock
audit” pressure to perform
and demonstrate evidence
of following processes and
procedures. Random asset field
audits were conducted to trace
all steps of the asset life cycle
cradle to grave journey.
3. Registering Opportunities
for Improvement (OFIs)
and Non-Conformances
(NCRs) – All aspects of the
asset management system
was put under scrutiny. Any
gaps identified were raised
on the OFI register. Risks &
Opportunities were conducted
in associated with change
management processes.
4. Workshops – Gaps from the
simulated audits were raised
as NCRs and underwent
root cause analysis. This was
workshopped with the relevant
teams whilst referring and
referencing back to the CAMPs
and SAMP.
In summary, we were stockpiling
and building up an impressive
arsenal of evidence.
Auditing day(s)
Not everyone has the appetite
or patience to play the auditor’s
game. Auditors are highly trained
professionals and are instinctively
looking for the devil in the detail
as well as recording what things
have been done well – continuous
improvement and maturity in the
management system.
Auditors will provide a schedule
in advance for you to dissect and
ensure the right preparations have
been made. However, on the audit
day(s) prepare for the worst case
scenario as anything can happen!
To be prepared against surprise is
to be trained. To be prepared for
surprise is to be educated [3].
EPIC CHALLENGES
AND FAILURES
1. Time constraint – huge
understatement to say that
time wasn’t a constraint,
particularly preparing for stage
1 audit. However equally,
urgency creates the most
momentum for change.
2. Document control – The
velocity of document content
changes created a huge issue
with content control. Situations
occurred where documents
were superseded faster than
they could be published on
the Property Services Intranet
page and causing all kinds of
confusion and chaos.
3. Asset information – The largest
of the epic failures was finding
basic asset information missing
when conducting internal mock
TECH
field audits. It demonstrated RMIT PROPERTY
just how important it was to SERVICES ACHIEVEMENTS
get the basics right.
• Greater awareness and
4. New concepts – There was a
understanding of RMIT
few new concepts that kept
University’s compliance and
causing hurdles amongst
alignment with ISO 55001. See
the group. Embedding and
Appendix II for the maturity
committing to these concepts
assessment.
into our everyday processes
was not an easy task. It our • Obtained the whole of life
case, it was realising these asset management knowledge
information did exist in
separate parts of the business • Have the tools, knowledge
and linking them to make and processes to maintain
sense of the overall strategy. compliance and provide a
robust foundation to best
a. Benefit, Performance & Risk practice asset management.
For example processes
b. Risk & Opportunities
implemented to reduce
c. Stakeholder needs analysis potential non-conformances for
asset failures and proactively
manage the risks.
OVERALL
LESSONS LEARNT • A clear “line of sight” with the
alignment of roles that have an
1. Having the right support and
impact on asset management
people – demonstrates your
activities to the Strategic
commitment.
Objectives. This enables a
sound understanding of asset
2. Understand and define
management knowledge to be
the appropriate scope
spread across all teams.
– demonstrates the
understanding of the scope. • A firm basis on which to plan
improvements to our Asset
3. Prepare the right
Management system and its
documentation – demonstrates
performance.
your readiness.
• The capability to develop a
4. Ensure the right evidence
sound business case for those
is gathered and evaluated –
improvements.
demonstrates the organisations
maturity. • Certification to ISO 55001.
5. Engage with your auditor –
making their life easier makes
your life easier.
15
Technical Article 2
TECH

Appendix I – Original Roadmap

Appendix II – 2015-2017 End of Year Maturity Asset

ARTICLE 3 – CAN ASSET
ACKNOWLEDGEMENTS
MANAGEMENT REPLACE REGULATION?
The following people deserve special acknowledgment for their hard work and energy over the last 6 months to
make this all possible - Sally Jones, Kui Chook, Fi Li, Betty Trimcevski, Michelle Jeans and Elizabeth Topolcsanyi.

Keith Paintin, Jacobs.

REFERENCES
[1] JAS-ANZ online directory of certified organisations, http://www.jas-anz.org/our-directory/certified-organisations?combine=&locatio
n=&standard%5B%5D=ISO+55001%3A2014&scope=&accredited_body=All
[2] J.Kotter.(1995).Leading Change.Harvard Business Review March-April 1995,p.3
[3] Carse,J.(1986). Finite and Infinite Games: A Vision of Life as Play and Possiblity.New York:The Free Press,p.19.
SUMMARY
This paper utilises the developments in the UK regulatory mechanism to providing an insight into a potential future
direction for Australian regulation and the interaction with Asset Management. This is set against a backdrop
of increasing Asset Management awareness in Australia and considers the potential that good practice Asset
Management can replace the need for Regulatory oversight and what would need to happen for that to take place.

Keywords: Asset Management, Regulation, Utility, Culture, Stakeholder

16 16 17
Technical Article 3
INTRODUCTION
This paper opens up a discussion
about the future interaction
between Regulation and Asset
Management, it asks the question
as to whether Asset Management
can take over from Regulation, and
if so, what needs to change.
The current regulatory approach
to the utility industry (Water and
Power) is generally where the
UK was around 20 years ago. The
opportunity taken here is to reflect
on how regulation has developed
in the UK to give an indication
what the developments could
be in the Australian regulatory
approaches to the utility market. It
also recognises that there is a major
difference between the utilities
in the two respective countries
in that the UK Water and Power
industries are fully privatised. This
has a significant impact in the
management and oversight of
the organisations with the focus
and power balance between
shareholders and government not
always being aligned. The regulation
of the UK utilities started in 1989
for water with the creation of Office
of Water Regulation (OFWAT)
now called the Water Services
Regulation Authority, and for Power
with the creation of Office of Gas
and Electricity Markets (OFGEM),
as a result of Privatisation of the
two industries. The privatisation
approach was brought in because
significant national investment was
required in what was essentially an
aging infrastructure network that in
my opinion the government did not
want (could not afford) to invest in.
To give an idea of scale the water
industry is currently planning to
invest around AUD$15billion per
annum and the Power Distribution
industry around AUD$5billion per
annum
18
UK WATER REGULATION
In the initial five-year Price review
settlements with an RPI-X approach
there was a significant challenge
to the water companies from the
public who were seeing price
rises, deteriorating services and
high board room salaries. This was
quickly followed by steep cuts
in Capex and Opex and limits on
Price rises by OFWAT. There was a
further complication in the equation
in that the environmental regulator
(Environmental Agency -EA) was
placing increased demands on
the water companies, with no
interest in costs to the public. This
led to some water companies
seeking to diversify their non-
regulated income streams as a
result of investor pressure, one
even decided to develop a hotel
chain. The relationships across
the industry with the OFWAT
was very adversarial, there was
little co-operation or constructive
dialogue with OFWAT, who saw the
companies as being divisive and so
became more intrusive in the level
of performance reporting that was
required, with increasing reporting
requirements each year.
For the five-year price review
submissions all capex projects
had to be costed to a level of
detailed design to be included in
the submission and built into the
forecast modelling. The companies
were then monitored against
this plan and had to explain any
variances. The cost of creating
these submissions were classed
as Operating costs (Opex) and
the total cost for the five-year
price control submissions were
in the order of $10m for some
companies. This was becoming out
of control. There was dissatisfaction
from the customers as service
was perceived as falling and
the companies were arguing
they had insufficient money due
to the cuts made by OFWAT.
OFWAT then took the approach
of requiring all Opex costs to be
based upon business cases for
each service line within water
and waste water services, which
included a summary of the risks
associated with the proposed level
of expenditure. At the same time
OFWAT required Cost Benefit
Analysis to be undertaken for all
elements of the submission, so
all interventions had to identify
the impact upon customer’s
bills for that particular project,
regardless of the solution being
a Capital Expenditure (Capex) or
Opex solution. This provided some
interesting analysis as it was now
possible to demonstrate where the
driver for increasing customer bills
was coming from, in particular the
EA drivers. This left the companies
as the middle man as the EA and
OFWAT were not wanting to talk
to each other about price rises and
investment requirements.
Eventually with consolidation
of water company ownership,
changes in management in the
water companies, and changes
in OFWAT management, there
was a more mature dialogue
with OFWAT, this led to reduced
reporting requirements and change
of focus on regulatory price
controls. There was a greater focus
on what the customer supported,
then what the customer was
willing to pay for, this led to greater
customer engagement, a greater
understanding of the risks that the
company faces and greater and
involvement in settling the agendas
for the water companies for the
next five-year period.
UK POWER REGULATION
OFGEM (Office of Gas and
Electricity Markets) is the UK power
regulator. The approach taken by
this regulator was very similar to
the OFWAT, (also using and RPI-X
model) with a focus on cutting
Capex and Opex and reducing
customer’s bills. This section relates
to the Power Distribution industry
only. In a similar fashion to the
water industry and OFWAT, the
relationship with OFGEM and the
DIScos deteriorated.
OFGEM announced that from
2006 all DIScos had to be PAS55
compliant in the management
of the assets to try to instil
responsibility for the long term
stewardship onto the DIScos.
This started the push for PAS55
approach in the water and power
industries. The regulator developed
league tables to determine
which company was the most
efficient and used them as the
benchmark with which to assess
the efficiencies of the 11 other
Distribution companies (DIScos).
This also involved an exercise to
‘normalise’ the networks across the
cohort. Parameters such as network
configuration (Oh/Ug), urban / rural
and customer numbers were used
to try to equalise the networks.
Initially it was a typical approach
with Capex and Opex requirements
going forward. There was also
greater focus from OFGEM to
demonstrate the outputs that
were being derived from Capex
investment. As there was
competition between the DIScos
to try to gain a better settlement of
allowed costs and income, this led
to some companies reinterpreting
the rules especially in the boundary
between Opex and Capex.
TECH
OFGEM uncovered some areas
where companies had budgeted
for costs in capex and other had
budgeted the same costs in Opex.
This led to distrust from OFGEM
on the regulatory reporting. Total
expenditure (Totex) was then used
and resulted in an arbitrary split of
73% 27% split between Capex
and Opex across all companies for
modelling purposes.
There was also a push from
the DIScos to lobby OFGEM to
change the Capex/Opex/Totex
mechanism as there was no
incentive to innovation as the
results / returns were uncertain.
Taking the opportunity to address
the incentives and the deficiencies
of the Totex approach, OFGEM
developed (with the industry)
the RIIO (Revenue, Investment,
Incentive, Outcomes) mechanism.
This places a different emphasis
on the expenditure by the DIScos,
where the investment risks are
taken into consideration along with
the potential benefits. This is also
aligned with good practice Asset
Management.
The above example demonstrate
how the regulatory mechanism
has evolved to an approach
where stakeholders are involved
and the decision making in the
organisations are based on an
informed approach which considers
risk and investment as well as
outputs for the stakeholders. There
is now a greater alignment with the
regulatory requirements and good
practice asset management.
WHAT NEXT FOR
AUSTRALIA?
The two potted histories of
regulation from the UK provide an
example of how regulation has
developed in different industries
but is aiming towards the same
fundamentals of balancing Cost,
Risk and Performance. This
regulatory evolution can be seen
in the regulatory approach here in
Australia. The development of the
RPI-X model or the introduction
a RIIO type approach will be
interesting to observe over the next
few years. One of the key drivers
will be the level of privatisation
carried out in the industries.
WHY SHOULD
REGULATION BE
REPLACED?
Some of the fundamental basics of
Asset Management such as:-
• Know what your stakeholders
want
• Having objectives in place
that drive improvements in
the business through Line of
Sight from boardroom aims to
workforce actions
• Understanding risks in running
an organisation at many
different levels
• Investing in and developing
people to ‘do’ Asset
Management.
• Having the right information
to make informed decisions
• Good Communications both
internally and externally
• Having a robust audit and
management review process
19
Technical Article 3
These traits are aligned with
what regulators are looking for in
an organisation. Engaging with
regulators is currently a necessary
activity for many managers within
utility organisations. The time and
cost is probably impossible to
evaluate. It could range from CEO
engagement on price reviews
to engineers involved with Bush
Fire safety audits and so on and
so forth. What if these was a
possible scenario where excellence
in Asset Management removed
the requirement for Regulator
engagement because there was no
added value from the Regulator as
the required controls and processes
were already ion the organisation
and working coorrectly. How much
money would be saved by the
end customer in terms of reduced
organisational costs thus reduced
customer prices and government
agencies from not requiring to fund
regulatory departments? A win -win
scenario.
WHAT NEEDS
TO CHANGE?
There has been a move in
Regulation from focussing on
headline Costs to considering
Cost Risk and Performance in
line with Stakeholders needs,
20
this is predominantly Customers
in the form of bill impacts and
Shareholders in terms of return on
investments.
When one considers what the main
focus is on the current Regulatory
aims such as
• Stakeholder focus
o Investor – providing
reasonable returns for
investment
o Customer -minimising
bill impacts
o Environment - ensuring
external environment is
protected
• Output focussed – considering
the levels of service provided
• Informed decisions –
balancing conflicting needs
• Continual Improvement –
status quo is not an option
• Understanding Risk
-understanding asset behaviour
and consequences
These items have many
characteristics with good practice
Asset Management. However, to
make a real impact and for Asset
Management to replace regulation
then there needs to be a change of
attitude in company boardrooms.
Having the right attitude to
Asset Management is one of
the key driver of success for an
organisation, and it a wider context
to decision makers in an industry.
Attitude influences behaviours
which influences culture as shown
in the diagram below
For Asset Management to be a
strong enough presence to replace
regulation then there needs to be
strong boardroom leadership and
direction. It is also likely to drive a
change in typical boardroom make-
up as how many Boardrooms have
customer groups represented, or
environmental representation?
These additional boardroom
influences would provide the
challenge in the to the boardroom
to ensure decisions that are taken
are from a balanced perspective. A
change of Attitude in the Boardroom
which changes Behaviours so that
a Culture of informed and balanced
viewpoints form would cascade
down through the organisation,
and develop the right Attitude,
Behaviours and Culture throughout
the organisation as an effect of the
shadow of the leaders.
Figure 1
Culture change model
The pursuit of excellence on Asset
Management will support many
activities that contribute to this
overarching aim. Developing the
organisation over the 39 steps of
Asset management developed by
the Global Forum for Maintenance
and Asset Management (GFMAM)
to extent where the value is
maximised for the organisation
will place the organisation in an
excellent position when it comes
to engagement with Regulators,
such that their impact with the
organisations should be minimised,
for example their information
request and evidence should
be equal to or less than the
organisation already has in order to
manage the business.
CUSTOMER IMPACT
The customers would need to be
convinced that their interest are
being taken into consideration
especially in monopoly scenarios.
Figure 2 – GFMAM 39 Asset Management steps
TECH
This could be addressed with
comprehensive communication
and engagement plans which
concentrate upon
• Levels of services
• Risks
• Choices
• Long term aims
• Long term price commitments
The organisation would have to
deliver on these goals and targets
and prove that they can be trusted
by the customers. This will need
time to develop and gain their trust.
This is not something that can be
done quickly it may take years,
organisational culture change can
take place quicker as there is more
control over the different influences,
but for customer there are years
of history and experiences to
overcome. There will no doubt be
some reluctance for customers
to lose their perceived protection,
without confidence in an alternative
approach but by delivering on
promises the organisations can
overcome this.
NOTE
This paper is not intended to be a
slight on Regulators - merely that if
excellence in Asset Management is
in place there should be little need
for Regulators as there will be little
added value.
In my opinion Asset Management
will be around long after Regulation
“Applied common sense will
never fail’
BIBLIOGRAPHY
www.ofwat.gov.uk
www.ofgem.gov.uk
www.gfmam.org
21
Technical Article 1
Interview

ISO/TC 251 Chair Rhys
Davies (right) and Convener
Ton van Wingerden (left)
present the first copy
of ISO 55002:2018 to
RHDHV’s Director of
Transport & Planning Anton
van der Sanden.
learned a lot. This feedback was
the foundation for this important
revision. I had the advantage of
welcoming many of the experts
who wrote the original 55001
requirements to my team, which
meant I had a very strong bench to
develop the new 55002 with the
assurance that we would remain
true to the spirit of the original
requirements set out in 2014. I’m
very happy with the results: it’s a
solid document, and the official
ISO ballot to release the document
confirmed this since no country
voted against it.”
Asked about the success to date
of the ISO 55000 series, Mr.
Davies stated: “The ISO 55000
suite has already been translated
to 11 languages, confirming its
relevance and popularity worldwide.
Incorporating added wisdom
into the standard is massively
important because implementing
a management system is never
easy and strong guidance is crucial.
of this management system around
the world.”
The new ISO 55002:2018 offers
detailed guidance for every
clause of the 55001 requirements
document. Key features include:
- the ISO 55000 “fundamentals”
(value, alignment, leadership and
assurance) have been addressed
in each clause, whenever
applicable, stating the contribution
of the requirements specified
in ISO 55001 to achieving these
fundamentals;
- the application of the requirements
of ISO 55001 to the domains of
asset management identified in
ISO 55000 have been clarified, i.e.
to the asset portfolio, to the asset
management system and to asset
management itself, stating the
adequacy of the requirements to
each domain, whenever applicable;
- annexes have been added on
cross-cutting concepts present in
for specific themes in asset
management that were identified as
being addressed in several clauses
as illustrated in figure 1. Among
other topics the annexes offer
much requested guidance around
the typical content of a Strategic
Asset Management Plan, on the
link between risk management and
asset management, and on how to
apply ISO 55001 in organizations of
all sizes.
A half-day seminar celebrating
the launch of ISO 55002 was
organized at the headquarters of
Royal Haskoning DHV, the host of
TC251’s work session. During this
seminar Mr. Anton van der Sanden,
RHDHV’s Director Transport &
Planning was presented with the
first copy of the new standard.
The new ISO 55002:2018 standard
will be available for purchase
in December from national
standardization bodies such as
Standards Australia or Standards

ISO LAUNCHES THE NEW ISO 55002:2018 We believe the new 55002 will the main text of this document, New Zealand. For more information
significantly accelerate the adoption to provide a combined guidance on the ISO 55000 suite of standards
please visit https://committee.iso.

STANDARD FOR ASSET MANAGEMENT org/tc251.

Amersfoort, NL, 17 October 2018:
The International Organization
for Standardization’s technical
committee (ISO/TC251) for
asset management launched a
significantly updated version of
its ISO 55002 standard during a
week-long work session held in
Amersfoort in the Netherlands.
Originally released in early 2014 as
part of the ISO 55000 suite, the
55002 standard offers guidance on
how to implement a management
system for asset management
adhering to the framework and
requirements defined in ISO’s
popular management system
standards.
The Chair of ISO/TC251 Mr.
Rhys Davies commented: “The
ISO 55000 suite was originally
published in 2014 and includes
three standards: 55000 covers
the “why” an organization needs
a management system for asset
management; 55001 outlines the
actual requirements of the standard,
i.e. the “what” an organization
needs to do to conform to the
standard; and finally 55002 offers
guidance on “how” to apply the
standard and comply with the 184
requirement of 55001.”
A group of thirty international
experts in asset management
worked under the leadership of
Mr. Ton van Wingerden to revise
ISO55002. Mr. Van Wingerden
stated: “Like in any product
development cycle, it’s hard to Figure 1: The seven
predict where the blind spots and cross-cutting concepts
challenges of a product will be – we in relation to the main
have therefore collected four years sections of the ISO
of feedback and experiences from
55001 standard.
early adopters of the standard and

22 22 23
Opinion Piece
HOW DRONE DATA IS SHAPING THE
FUTURE OF ASSET MANAGEMENT
Author: Derek Feebrey
The use of drones has rapidly
expanded throughout the asset
management industry. However,
while this evolving technology may
have changed the way we inspect
physical assets, has is it changed
the way they we manage them?
The biggest issue with inspection
methods of the past was
surrounding the quality and quantity
of the data collected. Inspections
were often conducted manually, in
challenging environments, and with
restrictions around access. Assets
24
often had to be shut down during
these inspections, which becomes
costly and time consuming. The
data recorded was often limited to
drawings done by hand or single
images taken by cameras with
notes attached.
At first, early adopters took to using
drone photography to inspect their
assets. It was quick and efficient,
allowing photo’s or video to be
captured of problematic areas.
It negated the need for manned
inspections at heights, and reduced
These inspections and workflow
methods have limited accuracy
and are dependent on the person
undertaking the inspection.
They tend to be focused on
identifiable defects and not a
complete overview. If a defect
wasn’t identified at the time, what
implication might that have down
the track? Also, consider when a
new defect is identified. Could you
go back and assess that specific
area from earlier inspection reports?
Well, no, because it was never
previously recorded as the defect
wasn’t present during the last
inspection.
While these methods may
have sufficed until now, how
can we be expected to further
optimise decisions, maintenance
programmes and strategies without
the full picture?
Now, imagine knowing your asset so
well, that when needed, you could
recall every inch of it down to the
smallest detail. You know exactly
what the condition is of any area,
without a doubt. Imagine being able
to access that level of knowledge
from anywhere at any time.
the need to use EWP’s, scaffold or
rope access.
However, while this has been
a great new capability, has it
been truly innovative? Has it
fundamentally changed the way
we make decisions and manage
assets? In this capacity, the drone
merely changed the method of
conducting the inspection. These
‘spot check’ images were still
simply incorporated into our existing
reports and workflows.
This ability is our new reality.
Through the creation of life like 3D
digital “twins” an asset can be
captured in its entirety, providing
unprecedented levels of knowledge
and insight across its lifecycle. An
asset can be repeatedly captured
time and time again to provide an
effective way to monitor trends and
make accurate predictions.
We are entering an era of complete
asset transparency through the
delivery of powerful drone data, and
this is the breakthrough the industry
has been waiting for.
We now have the ability to use a
tool such as a drone, to capture vast
amounts of information. However,
where the value is created is
the ability to then process that
information into highly detailed and
usable data with a few important
features.
Firstly, the data is reliable and
repeatable. The most powerful
benefit of having consistent non-
subjective data is the ability to
“rewind” time and asses the entire
assets condition from previous
inspections, not just “spot” areas.
This not only allows the manager
to track and monitor how a defect
has deteriorated over time, but also
allows them to assess the root
cause of a defect, or even compare
it against previous rectification
works.
Secondly the data must be accurate
and detailed. While data can be
captured in a relatively quick time
by all types of drones; to be of any
great value it must be “life like” in
detail and accurate. Using specific
drones designed for inspections,
along with correct capture
techniques, dimensionally accurate
3D models can be delivered with
sub millimetre levels of detail.
After all the idea is to be a digital
equivalent or “twin” of the actual
asset.
Thirdly, the data must be easy
to use. This is where the use of
dedicated 3D inspection platforms
will deliver true insight. The ability
to visualise high-resolution imagery
is only just the start. The right
tools are required to allow for true
collaboration and cooperation.
25
How Drone Data is shaping the future of Asset Management

AMPEAK 19 PERTH
Leadership and
Culture, Technology and
AMPEAK19 is the meeting Governance and Innovation - how to
Influence - growing
place for asset managers and a
use to advance asset
the asset management
management mindset
place to find lively discussion
on emerging topics of interest
in asset management, sharing
Managers are now able to digitally defects. The challenge however your asset. Having this critical
of new ideas and knowledge,
Measuring
annotate of areas of concern and will be the amount of data needed information at your fingertips will and finding of practical Strategic Asset Continuous
compare datasets over time. You to train a machine. The machine empower you to manage your
can accurately measure distance, needs to learn every type of asset portfolio effectively and with solutions to take and use in Management
Planning
Improvement -
navigating through
gradients and volume, and most defect on every type of surface confidence.
importantly you can share the data to correctly identify defects on a
Derek Feebrey is CEO of
your workplace. the data

with colleague’s, management and complete asset. For instance, to

contractors.
These key features are enabling
management teams to make fully
informed decisions about their
assets and create better strategies
through unprecedented levels of
knowledge.
The next big evolution to come
out of all this data will be the
application of artificial intelligence
to automatically identify defects.
“AI” in asset management is still
in its infancy and technically known
as ‘supervised learning’. Presently
human intervention is still required
to verify the correct identification
of defects, and to correctly dismiss
false detections.
To learn, the machines must be
fed vast amounts of data through
teach it to detect rust on steel could Hoverscape. A drone operator
take anywhere up to one million and data provider specialising in
images to gain acceptable levels of solutions for the asset management Come and hear from asset
industry.
accuracy. And, this is only to identify
a defect, not its’ severity.
manager experts, take part in
We live in a digital age where we interactive sessions, chat to Shared Value - value
Equipping yourself
of asset management
expect and demand information
instantly. We depend on more and
exhibitors and network with to community and
and your workforce
for the future
organisations
more knowledge to better base
our decisions and strategies. The
professionals from across all
ability to virtually inspect an asset industries.
from anywhere at any time is an
invaluable tool required for a world
with rapidly evolving workflows,
working habits and client Seven distinct streams that will
expectations.
be of interest to academia, ISO55001 Case
SO WHEN SHOULD YOU directors, CEO's, executive Studies, Asset
Management
GET INVOLVED WITH
DRONE DATA? managers across asset rich Frameworks,
Standards &

w
organisations, asset Certification

op o rd
human input. This will take time The simple answer is, yesterday.

no
as the more data the machine is The sooner you start collecting

Bi
management and maintenance

en ns
fed, the smarter it becomes and valuable data, the sooner you will

st rly
the more accurately it will identify have a deeper understanding of
practitioners.

i
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www.ampeak.com.au

re
26 26
 CHAPTER NEWS
WHAT’S HAPPENING
IN THE SYDNEY CHAPTER?
AMCouncil Sydney Chapter was this year
invited to assist with the hosting some Field
visits (Off-site tours) in conjunction with
Engineers Australia’s College of Leadership and
Management (CLM) at the Australian Engineering
Conference held in Sydney in September.
One of these was at Garden Island Defence Precinct
and included a workshop on the topic of Digital
Disruption in Construction in the Department of
Defence and the other was at the Sydney Opera
House.
AMCouncil Sydney deputy chair, Richard Arthur,
collaborated with Engineers Australia CLM and
Risk Engineering Society (RES) representatives to
host a behind the scenes tour of the iconic Sydney
Opera House. Almost 50 conference delegates were
provided with a tour focusing on the renewal works
that have been partially completed. The delegates
then heard an address from three keynote speakers:
• Professor Richard Johnson AO MBE – who worked
with the late architect Jorn Utzon to develop
principles for these and future works. Richard
spoke on “Opera House Vision & Legacy.
• Louise Herron AM – CEO Sydney Opera House.
Louise spoke on “Birth of a Renewal”.
• Ian Cashen – Director Building. Ian spoke on
“Engineers as Custodians of Opera House”
With a very high economic and cultural contribution
to NSW and Australia and a planned life of 200 years
for the Opera House – an “Asset Management”
approach to managing this asset through its lifecycle
is crucial. After the key note addresses, Richard
Arthur had the opportunity to briefly outline the
purpose and objectives of the Asset Management
Council to the attendees.
28 28
Left to right: Natasa Gadzuric (CELM), Ian Cashen (SOH
Chief engineer), Louise Herron (SOH CEO), Richard
Johnson (Principal Architect), Darko Stevanovic (CELM),
Richard Arthur (AMC Sydney Chapter)
AMCouncil Sydney Chair Steve Doran represented
the AMC at the Garden Island tour and workshop
which tackled a common and costly issue for which
asset management is positioned to solve with a
holistic approach.
Points of interest during the tour were: the dry dock
as a critical strategic national asset, the range of
architecture reflecting the period of construction
during Garden Island’s long history and the sheer
scale of support assets (both civil and systems) in
place to accommodate the RAN and visiting ships.
The problem statement for the workshop was as
follows: Australia invests over $100bn pa in the built
environment in buildings and infrastructure, but loses
over 15% from wasted effort.
Much of this is caused by lost
data resulting in uninformed
communication, unsatisfactory
handover, inadequate
project control and end-user
dissatisfaction. Lost data is a lost
return on investment and can
result in a legal compliance mine
field which requires that base line
data be captured and passed on to
supply chain members.
Much of the solution discussion
revolved around breaking through
the silos associated with the
project stages (or asset life cycle)
via collaboration and better transfer
of information – one of the key
benefits of asset management
executed well! The Sydney
Women in Asset Management
(WiAM) Special Interest Group
hosted its second Sydney Chapter
event where Miriam Stacy (Place
Management, Property NSW)
gave a thoroughly absorbing
presentation on the role her and
Below: Miriam Stacy presenting to the Sydney
Chapter at the event organised by WiAM Sydney Chapter.
her team plays in repurposing
heritage-listed property assets in
The Rocks area of Sydney.
The presentation was brought
alive through some stunning
photographs and Miriam’s
descriptions of the history
behind these properties. It’s
not often presentations on
asset management focus on
the reuse of assets, a set of
activities that typically straddles
both the ‘dispose’ and ‘concept’
phases of the asset lifecycle; this
presentation opened our eyes
to what can be done, within the
bounds of legislative requirements,
to ‘reinvent’ assets of national
significance and deliver places
that transform the way a space
(and surrounding area) is used
by society. What’s more, this
new ‘value’ is delivered without
compromising future outcomes
and enables these assets to be
repurposed again and again!
Below: Rami Affan presenting
to the AMCouncil Sydney Chapter .
A fascinating insight into the
challenges of heritage asset
management.
AMCouncil also had the delight
to host Rami Affan, Infrastructure
NSW, with his excellent
presentation on 2018 NSW State
Infrastructure Strategy.
The large audience clearly
appreciated learning about
Infrastructure NSW's State
Infrastructure Strategy through
the lens of asset management
and the inclusive and collaborative
deployment strategy (via such
avenues as the AM Community of
Practice and Asset Management
Maturity Assessments both run
jointly with the AMCouncil).
In short, the potential value
difference that asset management
will make to the state's investment
in infrastructure via the levers Rami
described is exciting!
29
 CHAPTER NEWS

WHAT’S HAPPENING IN
THE PERTH CHAPTER?
Perth’s September rail themed
technical event was well
received with the unanimous
opinion that the presenter,
Kyle Saltmarsh, delivered
a technical presentation
on 'Acoustic Condition
Monitoring' in a manner that
was engaging, entertaining
and easy to understand.
The second presentation by
Jacob Verhoef on Configuration
Management was equally well
received. The icing on the cake
here was the Kahoot game play
at the end of the presentation
that tested participant’s
knowledge of the subject
matter after the presentation.
All agreed it was fun and a great
way reinforce learning from the
presentation.
What a great turnout at Perth's
latest chapter event of the year
with AMCouncil members
from all over the country
coming together to hear from
Ian Sedgwick as he shared his
knowledge and approach to
Asset Management, focusing
on the importance of balancing
key elements within Asset
Management.
The second part of an evening
proved more of a celebration of
2018. Congratulations to Tristan
Velnoweth, who won the quiz
and brought home the title 'WA
Asset Management Guru of the
Year'.
The Perth Chapter thank RPM
Global for presenting and
sponsoring this end of year
event and look forward to 2019.

Presenters happily answering the

Big questions in asset management at
Below: Happy snaps of the vibrant members of the Perth Chapter enjoying the end of year function. the recent Brisbane Chapter Technical meeting

WHAT’S HAPPENING
IN THE BRISBANE
CHAPTER?
The Brisbane Chapter kicked off
Q4 with an October planning
workshop to identify the topics
for the technical sessions that
will be held in 2019. This session
was a lively, productive session
that was well received by all
participants who took a fresh
look at the technical sessions,
with a view as to what is wanted
from the sessions, what specific
subjects rewash are of interest
and what site visits might appeal
to the members. No ideas were
out of bounds which led to some
great suggestions.
As a result the committee have
numerous options to pursue
including some potential changes
to the style of the events
themselves. Some interesting
discussions have been raised
and from the ideas that were
generated, the session for 2019
looks exciting In the meantime,
a technical event was held at the
Jacobs office which was well
supported and the audience there
were given an insight from Lucien
Whitten from Defence Industries
Qld into how the policies for
aerospace are developed with a
particular emphasis on the impact
of Unmanned Aerial Vehicles.
This was supported by Andrew
Scott who provided an insight
into the operations of UAVs, the
size and also complexity of the
support operations with the most
crucial part of UAVs being the
people behind them. There was
also an interesting discussion on
the current and potential future
uses of these assets and how the
industry might develop over the
next 5-10 years.
Brisbane has their AGM
scheduled for March 2019 and
there will be two officer vacancies
for 2019, one for Secretary and
one for Chapter Vice Chair. If you
are interested in either of these
roles, and wish to know more
about what is involved, then
please do not hesitate to get in
touch with chapter chair, Keith
Paintin.

30 30 31
 CHAPTER NEWS
WHAT’S HAPPENING IN
THE HOBART CHAPTER?
Facilitated by newly appointed Tasmanian
Chapter Chair, Clint McDonald, a fantastic asset
management seminar was enjoyed recently by asset
management professionals from across Tasmania.
Big thanks to Jason Carter, Terry Gleeson and
Adrian Tanner for their engaging and informative
presentations. Look out for more great events like
this in 2019!
Picture above: Delegates at the
Tasmanian Chapter Meeting 2018
WHAT’S HAPPENING IN
THE ADELAIDE CHAPTER?
The Adelaide chapter took the opportunity to
get together to hear from Johan Aaserud, Asset
Manager (Life Cycle Engineer) of the Collins Class
Program, ASC, where the audience was taken on
a detailed voyage of his journey across the seas of
Asset Management among the waves and peaks
of practise, training and certification. Second up,
was Neda Gorijan Jolfaie, a PhD Candidate at the
University of Adelaide to speak on his project around
an optimal asset life cycle decision support model.
Huge thanks to ASC for their support of the Adelaide
Chapter during 2018.
32 32
The Asset Management Council Program! It was great outcome KPMG, who provided insights
happen to have similar objectives for both organisations to support on how asset knowledge and
in the asset management space our goal. We are pleased to data analysis are used to shape
in that we're dedicated to say all is progressing well so and inform asset condition
encouraging diversity, especially far among the pairs, with most assessment regimes whilst
within the workplace, and this catching up at least fortnightly. achieving broader survey
is particularly encouraged within objectives.
our special interest group, A few other events were dotted
Women in Asset Management throughout the Q4 calendar The AMCouncil also had the
(WiAM). While in a discussion for Melbourne, including an opportunity when dropping
with Transport for Victoria, the engaging technical presentation the by Trade Victoria office to
AMCouncil realised that we could on Maritime Sustainment in meet with representatives from
come up with a solution together Defence which focused on the BANOBRAS. This included Mr
that fit both of our objectives. evolution of asset management Esau Garza, Trade Commissioner;
Transport for Victoria had a in defence. John West, Asset Mr Alejandro Blasco, Head of
Adelaide will be holding their AGM in February, Management Principal at BAE Investor Relations; and Mr Luis
number of interested mentees
and are looking to elect a chair along with formal Systems, talked about linkages Ampudia, Vice President of
ready and willing to learn while
committee positions. We look forward to this and between defence capability and Investor Relations from Mexico
the Asset Management Council
what it will mean for the progress of the Adelaide had the ability to draw on the asset management, drawing who walked through the Mexican
Chapter. extensive experience of our wide on examples from the maritime Government's newly developed
variety of members that could defence sector. The enthusiastic Infrastructure investment tool
Picture above: Delegates to the Adelaide Chapter audience included AMC which is a good reference to
provide support and guidance
meeting sharing experiences prior to the Technical members from government, explore potential business
to women within the Victorian
meeting November 2018 transport industry. defence and consulting. Another opportunities in Mexico. Take a
of interest was hearing from Luke look at the tool at this url https://
WHAT’S HAPPENING Hence, the Women in Transport de Jager, Manager, Engineering www.proyectosmexico.gob.mx/
IN THE MELBOURNE CHAPTER? Asset Management Mentoring and Asset Management Advisory, en/home/
The AMCouncil Melbourne chapter had a busy
start to the final quarter of 2018 with a full-house
of almost 100 people at the Asset Management in
Government one-day Symposium. It was great to
see so many of the greats of asset management in
one location and to see some new faces soaking
it up. As one guest quoted on the day, “There are
Symposiums and then there are SYMPOSIUMS.”
We wish to thank the presenters for their thought
provoking ideas.
We were excited to launch the 2018 Women in
Mr Alejandro Blasco,
Transport Asset Management Mentoring Program
Head of Investor
in early October, one of the outcomes of a strategic
Relations; and Mr
partnership between the Asset Management
Luis Ampudia, Vice
Council and Transport for Victoria. President of Investor
Relations and Mr
Transport for Victoria has a vision to increase the Esau Garza, Trade
number of women working within the transport Commissioner with
industry as well as to better retain those already in. AMCouncil CEO,
Dr Anne Gibbs
33
 AMPEAK19 is a world leading asset management
conference and features a range of exhibits, case studies
and technical content from all industries
AMPEAK19 is the meeting
place for asset managers
and a place to find lively
discussion on emerging
topics of interest in asset
management, sharing of
new ideas and knowledge,
and finding of practical
solutions to take and use in
your workplace.
Come and hear from asset
manager experts, take part
in interactive sessions, chat
to exhibitors and network
with professionals from
across all industries.
Seven distinct topics that
will be of interest to
academia, directors, CEO's,
executive managers across
asset rich organisations,
asset management and
maintenance practitioners,
including:
PRINCIPAL
CONFERENCE
PARTNER:
Leadership and Culture, PERTH LOCATION
Governance and Influence: The conference is being
growing the asset held at the Esplanade Hotel
in the ambient port city of
management mindset
Fremantle, WA.
Strategic Asset
Management Planning You won't want to miss our
Shared Value: value of Gala Awards night located
asset management to in the maintenance shed at
community and the historic Fremantle
organisations Prison.
ISO55001 Case Studies,
NOMINATE YOUR
Asset Management
ORGANISATION FOR AN
Frameworks, Standards &
AWARD
Certification
Nominations are available
CENTRE OF
Technology and
in a range of categories and
Innovation: how to use to close 8 March 2019.
EXCELLENCE FOR
advance asset Awards will be presented at
management the gala dinner.
Measuring Continuous
Improvement - navigating
through the data
MORE INFORMATION
Visit www.ampeak.com.au,
follow us on Facebook and
ASSET MANAGEMENT
Equipping yourself and
Twitter or connect with us
OPTIMISING SUSTAINABLE ASSET VALUE
your workforce for the on Linked In
future
SUPPORTED BY:
 How Much KNOWLEDGE
UP COMING EVENTS & EXPERIENCE
EVENT

Training Events

Asset Management Fundamentals

DATE

8-02-2019
LOCATION

Melbourne
Protects Your Assets?
Asset Management Fundamentals 15-02-2019 Brisbane

Asset Management Fundamentals 21-02-2019 Sydney

Asset Management Fundamentals 8-03-2019 Hobart

Asset Management Fundamentals 15-03-2019 Adelaide

Asset Management Fundamentals 21-03-2019 Melbourne

Asset Management Fundamentals 28-03-2019 Canberra

Asset Management Fundamentals 3-04-2019 Brisbane

Asset Management Fundamentals 11-04-2019 Perth

How to develop a strategic asset management plan seminar 12-04-2019 Perth

Asset Management Fundamentals 17-05-2019 Melbourne

Asset Management Fundamentals 23-05-2019 Sydney

Asset Management Fundamentals 30--05-2019 Canberra

Asset Management Fundamentals 17-06-2019 Melbourne

Technical Chapter Events for Sydney and Brisbane Chapters

Sydney - Technical and Networking Event 21-02-2019 Sydney

Sydney - Technical and Networking Event 20-30-2019 Sydney

Brisbane - Continuing AM Development - Maintenance Seminar 21-03-2019 Brisbane

ARE YOUR EMPLOYEES

Sydney - Technical and Networking Event 16-05-2019 Sydney

Brisbane - Continuing AM Development - Data Use Seminar 22-05-2019 Brisbane

Sydney - Technical and Networking Event 19-06-2019 Sydney

ASSET
MANAGEMENT
Brisbane - Site Visit to highlight complex/chaotic systems in AM 17-07-2019 Brisbane

Sydney - Technical and Networking Event 18-07-2019 Sydney

COUNCIL
Sydney - Technical Site Visit 15-08-2019 Sydney

CERTIFIED?
Sydney - Technical and Networking Event 18-09-2019 Sydney

Brisbane - Continuing AM Development - Staff Development Seminar 19-09-2019 Brisbane

Sydney - Technical and Networking Event 17-10-2019 Sydney

Sydney - Technical and Networking Event 20-11-2019 Sydney

· ·
Improve Retention Enhance Recruitment Increase Por tability
Get the facts: www.amcouncil.com.au/certification

36
 39
Membership Application

ASSET MANAGEMENT COUNCIL LTD

A Technical Society of Engineers Australia

ABN: 15 141 532 747 www.amcouncil.com.au

Phone: +613 9819 2515 Email: accounts@amcouncil.com.au
Thank you for joining the Asset Management Council. Please complete all sections. Phone or email with any queries.

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Logistics Defence

Shutdown planning and the maintenance interface Oil and Gas

Asset Management Mining and Industry

Other: Water and Utilities

Infrastructure

Other:

38 39
Return completed Membership Application with payment to:
Asset Management Council
PO Box 2004, Oakleigh Vic 3166
New Members

GROUP AFFILIATION
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Honeywell Limited Gary Martin
CHAPTER AFFILIATION (Please tick one) Nalinda Punchihewa Jack Crutzen
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CORPORATE MEMBER NOMINEES
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Name Email Date of Birth (Mandatory) AM Council Chapter Michael Boland Ivan Johnston
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2 Oropesa Port Management Pty Ltd Dale Sargent
Stuart Buchan Herve Nucgiyx
3
Jason Hemingway Bronwyn Smith
4 Lou Fiorio Brendan Egan
5
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Michael Edwards Charlie Lee
6 Barry Everst Joel Noble
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40 41
Partners, Corporate Members & Contacts Testimonials

Partnering
Organisations

Broadspectrum IFM Investors SAP Australia

www.broadspectrum.com www.ifminvestors.com www.sap.com
Mark Mackenzie: “ It's the peak body, not only in Australia, but for asset management around the world.
We've got representation on a number of international forums and organisations. Australia, surprisingly, is
STRATEGIC PARTNER SILVER Frazer-Nash Consultancy Limited
leading the world in asset management. A lot of countries are adopting what we're doing and so being part of
AECOM Fremantle Ports
ASC Pty Ltd that is, I guess, being part of best practice with asset management in Australia.”
AGL Gladstone Area Water Board
iNSW Goulburn Valley Water
AMCL
TFV GPA Engineering Pty Ltd
Australian Rail Track Corporation Ltd (ARTC)
Babcock International Group Guanghua Group Pty Ltd
PLATINUM Hexagon PPM Greg Williams: “ I think it's not associated with any particular industry. We're not water, we're not electricity,
Broadcast Australia
Asset Standards Authority, Cardno (QLD) Pty Ltd Honeywell Limited we're not gas. We're about sharing knowledge, we're about providing forums for people to express points of
Transport for New South Wales Hoverscape | Professional Drone Services
Crystalise view, we're about connecting together. Those are the three key reasons that I'm involved and I think those
Ausgrid I @ CONSULTING (PTY) LTD Hunter Water Corporation
BAE Systems Icon Water Limited reasons are probably the same that most people get involved in the AMC.”
Jemena Asset Management
Downer Group Kellogg Brown and Root Pty Ltd (KBR) Indec Consulting
Ventia Pty Limited Laing O'Rourke Australia Innovative Thinking IT
Lycopodium Infrastructure Pty Ltd Institute of Quality Asset Management
Metro Trains Melbourne (MTM) LogiCamms Melinda Hodkiewicz: “They have done a tremendous amount to promote the professionalism of asset
GOLD Norship LOGiT Australia Pty Ltd management and I really applaud the work that they have done to assist asset managers - not only to
Nova Systems Macutex professionally develop, but to also provide events like the AMPEAK that bring a whole bunch of people
Airservices Australia
NSW Office of Environment and Heritage, Maintenance and Project Engineering Pty Ltd
Austal Ships Pty Ltd
National Parks and Wildlife Service Melbourne Water
together who wouldn't otherwise have any way to connect.”
Bombardier
Origin Energy Meridian Energy
Capability Partners Programmed Facility Management Nexus Global Australia
Department of Defence CASG Public Transport Authority Nihar Associates
Department of Health and Human Services Refining NZ North East Water Dave Daines: “I think now asset management is really starting to draw people in the ability to use the
Energy Queensland Limited SNC-Lavalin Rail and Transit NRG Gladstone Operating Services standard to save money and improve performance, so that's really the key now to what the standard was
Essential Energy Sodexo Australia Pty NSW Ports developed for. I think now, when people are talking about it, they come together and there's that vibrant feel to
Evoenergy Sydney Trains Opus International Consultants
GHD Pty Ltd VicRoads Oropesa Port Management Pty Ltd
get some activity generated from that.”
HATCH Ltd. VicTrack Pacific Hydro
Health Infrastructure WSP Parsons Brinckerhoff Paradoxian Pty Ltd
ISW Solutions Pty Ltd Penrith City Council
Pindan Asset Management Tom Birdseye: “ It's really given me a leg-up in terms of my ability to be able to network and my ability to
Jacobs BRONZE
K2 Technology Pty Ltd ABB Enterprise Software Port of Newcastle be able to communicate with the other professionals in the asset management industry. As a young asset
KPMG Activa Pty Limited Public Transport Victoria manager, I guess you would call me, I would never really have exposure to any of the types of people or the
Alinta Energy Loy Yang B Power Station QENOS
Lendlease Services Pty Ltd contacts that I have been able to be exposed to as the Adelaide Chapter Chair.”
Naval Ship Management (Australia) ANSTO Redeye Apps
ARMS Reliability Engineers Road and Transport Authority Government of
Power and Water Corporation Dubai - United Arab Emirates
SMART ASSET SOFTWARE Asset Management Council
SEQWATER
Assetic Pty Ltd
Stanwell Corporation Limited Shoalhaven Water Martin Kerr: “We're always looking for a new set of eyes, new ideas and of course experiences, and I think
Sydney Water Corporation Assetivity Pty Ltd
Atlas Engineering
St George Community Housing it's the richness of those things that actually contribute and make the AmBOK team as powerful as they are.
Thales Australia Limited State Automation
TransGrid
Aurecon Australia Pty Ltd All the models that we actually create, we actually use to create other models, so it actually demonstrates that
Structural Integrity Engineering Pty Ltd
Transurban Ltd
Australia Pacific Airports (Melbourne)
Sutherland Shire Council we're actually testing ourselves for everything we do.”
Babcock Pty Ltd
Utopia Global Inc. Taronga Conversation Society Australia
Boeing Australia
Ventia Pty Limited Tasrail
Boeing Defence Australia - Wedgetail In
Vesta Partners Service Support TasWater
Victorian Health and Human Services Building Bureau Veritas Terotek (NZ) Limited Peter Kohler: “Not just learn from the approach the AMCouncil might take to doing things in terms of its
Authority Campeyn Group The Asset Management College advice as to how you might manage your assets better, but also to be able to talk to people. There's a lot of
Warship Asset Management Agreement Transport For Victoria
Certus Solutions huge amount of experience - good and bad - in the room and you should get a hold of that, listen to that, and
Western Power Covaris Pty Ltd United Energy
VicRoads take what you think would be useful and relevant out of that.”
Cushman and Wakefield
DAMS Safety NSW Water Corporation
Delta Facilities Management Pty Ltd WaterNSW
Department of Environment, land, Water and Wood Plc (Australia)
Planning Work Management Solutions
Energy Queensland

42 www.amcouncil.com.au 43
 Asset Management Council
PO Box 2004
Oakleigh Vic 3166
Tel 03 9819 2515
www.amcouncil.com.au

44
AMCouncil 
Asset Management
Awards Program 2019

The Asset Management Council Awards provides an outstanding opportunity
to recognise excellence in the management of physical assets through their life
cycle from concept creation to disposal and showcase use of best practice
Asset Management systems and processes.
It is a chance to show what your organisation can do in asset management and celebrates the
successes of individuals or teams. Applications are sought from organisations across a broad range
of industries involved in Asset Management, including private companies, contractors, consultants,
service authorities, and Government bodies
The Awards are divided into three parts
PART A – The Excellence Awards
PART B – The people Awards – For details of the people awards refer to the AMCouncil website
PART C – The Organisational Maturity Assessment Awards – for details of the Organisational
Maturity Assessment Awards refer to the AMCouncil website
AWARDS PROGRAM 2019 | PAGE 3
PART A.
The Asset Management
Excellence Awards
Categories
The following categories are available in the Asset Management Excellence Awards;
1. Asset Management Innovation Award
Projects, products or frameworks that demonstrate new techniques or innovative approaches to asset
management best practice at any or all of its life cycle stages.
2. Asset Management Information Management Award
Projects demonstrating best practice techniques and originality in the use and management of asset management
data in one or more of the areas of acquiring data, storage of data, representation/interpretation of data and using
data for decision making. Software programs will not be considered.
3. Asset Management CRP Award – Cost/Risk/Performance
Projects demonstrating the balance between the elements of cost, risk and performance to obtain a valuable
solution for an asset.
4. Asset Management Environmental and Social Value Award
Projects which demonstrate a solution to an identified community need which was solved through the use of
asset management principles. Consideration of the impact on the people involved, environmental factors and
profit or value derived to the community service or organisation.
5. Safety in Asset Management Award
Demonstrates the use of asset management principles to manage safety better.
6. 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.
Note: More than one award in each of the above (6) categories may be awarded if the Judging Panel judge
more than one of the nominees are worthy of that recognition. Judges decision is final.

Assessment
Assessment of Categories 1 to 5 – the Asset
Management Excellence Awards will include the
following attributes:-
• Use of best practice asset management
principles – 40%
• Degree of originality and ingenuity of
solution – 20%
• Program and project management – 20%
• Benefit of the project or service to the community
or organization – 15%
• Presentation of the award submission itself – 5%
Assessment of Category 6 – the Asset Management
Excellence Awards – Diversity Award will include
the following attributes:-
• Leadership – 40%
How does your leadership team invest and build
talent to create an inclusive workplace and diverse
team? Outline how you are leading the way
and attracting and growing a diverse talent pool.
Include methods of measurement and targets in
your submission
• Innovation – 30%
Explain how innovative approaches have been
used in achieving diversity. Highlight bold ideas,
achievements, challenges and lessons learnt. Or
demonstrate how innovation has been achieved
through leveraging individual backgrounds,
perspectives, experiences and strengths
• Diversity benefits – 25%
Explain how your diverse team has positively
impacted the organisation, stakeholders and
contribution to the community
• Presentation of the award submission – 5%
AWARDS PROGRAM 2019 | PAGE 5
Eligibility
Eligibility for Awards Part A –
Asset Management Council Excellence Awards
• The nominee must be a member or from a
member organisation of Asset Management
Council
• Permission to submit the Award should be
obtained from the organisation’s Executive
Management
• The project must have been completed in the
12 month period immediately preceding the
closing date.
• The service must be sustainable and operational at
the time of nomination.
• No project or service is too large or too small, with
consideration being given to the size and resources
of the organisation and its staff.
Applications for
Asset Management
Excellence Awards Closing Date • In assessing and judging
entries for the Awards,
• AMCouncil endeavours to deal
with any personal information
Closing Date for submissions AMCouncil will provide your it receives strictly in
Applications should be submitted electronically in Awards entry on a confidential accordance with AMCouncil’s
for the Asset Management
both MSWord format and pdf format and can be basis to AMCouncil staff who Privacy Policy.
Excellence Awards is Close of
• emailed to training@amcouncil.com.au Business Friday 8th March 2019. manage the Awards and
If your Awards entry contains
Larger files can be submitted through external industry experts
confidential information or
dropbox (request details) or who have been appointed
trade secrets you must notify
• via mailing on a usb,to AMCouncil, Privacy and by AMCouncil to judge the
Awards AMCouncil that the information
PO Box 2004 Oakleigh Victoria 3166 Confidentiality • If you are selected as a finalist
is confidential by marking the
relevant part of your Awards
Submissions should be suitable for publishing in or as the winner of an Award, entry “Confidential – not for
By lodging your entry for the
the AMCouncil newsletters, The Asset Journal or AMCouncil may reproduce or publication”. AMCouncil will not
Asset Management Council
for publicity purposes. publish your Awards entry or publish or reproduce information
Excellence Awards with the
any part of it including images marked in this way without your
Submissions should be limited to 2000 words AMCouncil, you agree to the
and video recordings for the consent
and include an executive summary of 100 words use of the documents and
purposes and promotion of
(Microsoft Word format) with two high resolution information you provide to
the Awards.  
JPEG photographs for possible use at the presentation AMCouncil (your Awards entry)
ceremony. Information to be provided is detailed as follows.
on the application form found on the back page.
All applications will be acknowledged.
A Gala Dinner is to be held on Tuesday 9th April 2019
at fremantle prison, where the winners of the
Asset Management Awards will be announced.

Invitation
To Nominate
APPLICATION FORM PART A – EXCELLENCE AWARDS
Title of Submission/Project:
Name of Organisation/Team/Person Nominated for Award:
Contact Name :
Contact Email address: The MESA Medal is the most prestigious asset management award, highly regarded within the asset management
Contact Phone:
Nominators: No 1
No 2
Excellence Award Category (tick the box)
1. Innovation 2. Information Management 3. Cost/Risk/Performance
4. Environment and Social Value 5. Safety 6. Diversity
Information to be provided
Categories 1 - 5
1. Summary of the project, product,
framework (maximum 100 words)
A short paragraph or dot-point
summary of the key aspects of the
project or framework
2. Description of project or framework
addressing the assessment criteria
(maximum 1000 words)
• Use of Best Practice Asset
Management Principles
• Degree of originality and ingenuity
of solution
• Program and project management
• Benefit/Value of the project or
service to the community or
organisation
• Submission
3. Opinion as to specific contribution
made by the nominated individual/team
/organisation (maximum 500 words)
4. General comments you may wish to
add (maximum 500 words)
Attach photos, plans, reports etc that
demonstrate particular features of the
project or framework
Category 6
1. Summary of your asset
management team (max 100 words)
2. Demonstration of Organisational
Leadership in creating and
maintaining
• your asset management team
• How does your leadership team
invest and build talent to create an
inclusive
• workplace and diverse asset
management team
• How do you attract and retain asset
management talent
3. Demonstration of Innovation in
your asset management team
• How innovative approaches have
been used in achieving diversity
4. Diversity benefits
• How has the diverse team had a
positive impact on the organisation,
• stakeholders and its contribution to
the community
5. General Comments you
may wish to add
AWARDS PROGRAM 2019 | PAGE 7
PART B.
The Asset Management
People Awards
Categories
1. MESA Medal
community, and given only to individuals who have demonstrated a significant contribution to asset management.
A separate application form for those wishing to nominate for the MESA Medal is available from website or from
training@amcouncil.com.au
2. AMPEAK Best Paper Award
Awarded annually to the best paper in the Annual Conference Proceedings of AMPEAK 2019. If it is determined
that no papers are of the required standard then the award will not be made. All authors are eligible, including non
AM Council members and residents of other countries
PART C.
The Asset Management
Organisational Maturity Awards
The Asset Management Organisational Maturity Assessment Awards program offers a number of awards annually,
to organisations and individuals for outstanding work within the discipline of asset management and maintenance
engineering. It is designed to be a tool which evaluates asset management and maintenance practices to an
industry benchmark. Asset Management Organisational Maturity Assessment Award Reviews are conducted
both nationally and internationally. A separate application form for those wishing to participate in the Asset
Management Organisational Maturity Assessment Awards is available for download from the website or by
requesting from training@amcouncil.com.au.