The Asset Journal | Issue 2 | Volume 6 | 2012

ICOMS Asset Inside Volume 6

Management Conference ISSUE TWO:

ICOMS Program and Abstracts

Effective Asset Management Leadership

Reliability Centered Maintenance

The Asset
Asset Journal | Issue 2 | Volume
Management 6 | 2012
Sustainability A
 contents
SPECIAL FEATURES
Technical Article 1 4

Leadership ... An essential ingredient for effective Asset

Management
Excerpt from a recent interview with Michael McGrath,
Life Member of Asset Management Council.

Technical Article 2 6

RCM making the process more cost effective.

Image credit:
Copyright (c) April 1st, 2010 Tagxedo, All Rights Reserved.
(www.tagxedo.com)
This issues front cover is formed by your answers to What are the characteristics of a
good asset management organisation? (posted on our homepage and LinkedIn).
The words are individually sized accordingly to text frequency, thus highlighting the
key words from your combined answers. The word shape is our Concept Model and
represents the basis of successful asset management.
Ten years later..
At ICOMS 2001 and 2002 two papers were presented which
looked at the implementation of an RCM based maintenance
programme in Energy Australia (now Ausgrid). Whilst the
majority of the maintenance standards were developed over
the 2000-2003 period, work has continued over subsequent
years to develop FMECA/RCM based maintenance standards
for equipment not captured
during the initial analysis work.
Gary Winsor

REGULAR FEATURES Technical Article 3 8

Asset Management Sustainability

From the Chief Executive Officer 2
Tony Ang is the Acting Manager Asset Strategy & Risk for Hydro
From my desk: Chairmans letter 3 Tasmania. Hydro Tasmania is a leader in renewable energy
development and is Australias largest producer of renewable
Stop Press 10 energy. Tony shares his experiences on asset management
Meeting Point 11 practices and sustainability here

Member Bulletin 12 ICOMS Asset Management Conference 2012 13

Audited Accounts 38 Keynote Speakers

Program
Tutorial Part 10 40
Abstracts
Risk, Reliability and Life Cycle Cost continued Sponsors/Exhibitors

AM Council Association News  42 Competition

Asset Management Council Membership 43 2012 Asset Management Awards 34

Partners, Corporate Members & Contacts 45 Organisational Competency and Individual Capability 36

Publisher: The Asset Management Council Inc For all enquiries, please contact:
Chief Editor: Ernst Krauss Kate Robertson
Editors: Ray Beebe, Nicholas Hastings, David Sherwin Asset Management Council
Publication Designer: Transfield Services Corporate Design PO Box 2249, Hawthorn VIC 3122
Printing: RA Printing Tel: 03 9819 2515
ISSN 1839-7778

The Asset Journal | Issue 2 | Volume 6 | 2012 1

 From the Chief Executive Officer
Sally Nugent CEO, Asset Management Council
2011 2012 was an energetic and eventful year, with
many successes already measured against our Strategic
Plan 2011 2015.
We have been able to facilitate current practitioners
and deliver two trials for asset management experts to
deliver specialised and tailored coaching within Australian
organisations. We also introduced National Seminars; the first
was held in conjunction with SAP in Perth in November 2011.
To educate the willing we have written into our policy that
all education programs will only be carried out in white space.
It has been very promising to see an increase in organisations
requesting in-house Asset Management Fundamentals courses.
Our alliance with the Global Forum of Maintenance and Asset
Management has enabled us to help develop the international
Accord. The Accord aims to assist organisations who wish to
develop, align and compare asset management qualifications.
Our communication platforms have expanded and you can
now find the Asset Management Council on LinkedIn and
Twitter. It is exciting to see we have over 180 LinkedIn members
in our group!
To support the able we have spent considerable time
and energy to grow the effectiveness of the ICOMS Asset
Management Conference. As a result we have a fully booked
exhibition, over half of our sponsorship opportunities taken
and we are on track with delegate registrations. We continue
to evaluate technical content in presentations with rigour to
ensure we provide the asset management community with key
and relevant material.
To breakdown the barriers and create a shared understanding
of asset management we have had numerous members deliver
presentations within industry groups, including Transfield
Services Worley Parsons, Conference on Asset and Maintenance
Management, Certified Practicing Accountants (CPA)
and Transport.
2 The Asset Journal | Issue 2 | Volume 6 | 2012
Sharing knowledge is a priority for the Asset Management
Council. We continue to place regular and free technical
content on our website for members, including our recent
publication Framework for the Asset Management Body of
Knowledge. We have created a Media Centre on our website
to share our alliance and members news, as well as our media
releases and media received.
Open access to public domain information has driven us
to develop an Intellectual Property policy. This policy is in
draft stage (sign off due June 2012) and will ultimately help
recognise and validify the technical material we produce. We
continue to hold Exchange Weekend meetings to build and
exchange technical ideas between our thought leaders.
Our promotion of values and services has seen us expand
our Exchange Weekend meetings to twice a year. We have also
expanded our branding through publicity, developing a logo
policy and additional templates that officers and members
can use.
To create awareness of the value of asset management we
have produced a white paper with an outlook to expand
our teams and governance structure so we can deliver more
services to our members.
Looking to 2012 2013 we aim to continue to develop the
Asset Management Body of Knowledge via our Technical
Development Team and working group. We also plan to expand
our strategic objectives alongside our Board with your input.
 From my desk: Chairmans letter
John Hardwick Chairman, Asset Management Council
We are beginning to gather force and momentum leading
up to hosting the ICOMS Asset Management Conference, our
central meeting point for asset management and maintenance
professionals.
This journey has tested our relevance, purpose and connection
with our members and asset management community. I
am thrilled to report we are continuing along the right path,
evidenced by a sharpened uptake in Corporate Membership
during the lead up to the Conference. We now have over
eighty Corporate Members representing diverse industries and
locations across Australia and the world.
This year we have achieved the highest number of participants
for the Asset Management Awards. I am incredibly appreciative
of the support from our Chapters who have communicated
the awards to local community. I am also appreciative of the
members that put in considerable amounts of time, knowledge
and energy to be Reviewers for the Asset Management Awards.
This is not a small undertaking.
We firmly believe our participation in the ISO committee (ISO
PC 251) is crucial for members and Australian industry. Over
the past two years we have been listening to your concerns
and issues in order to properly represent you as a stakeholder
during the Standards developments. It is critical we can help
our member organisations as these management standards are
made available.
At present, Standards developments are rapidly advancing and
the Asset Management Council has a keen focus to ensure
that the ISO version does not create a heavier burden on
organisations for compliance. Our key role is to assist with the
development of these management standards and ensure these
standards are able to be integrated with current management
standards if organisations already have them.
The Global Forum on Maintenance and Asset Management
Certification project has been initiated to research certification
schemes by member professional associations around the world
in order to compare and describe them. Developments for the
Certification project are progressing with the first phase being
completed.
Collectively, we have defined certification as recognition of
individuals capabilities or competences. It certainly has been
interesting to discuss each others approaches on the definition,
development and assessment of competence. We aim for the
Certification project to develop systems and programs to assist
members of each participating organisation to define, develop,
assess and recognise competence and expect to give an update
on the second phase of this project in October.
I look forward to meeting you in Hobart at our 2012 ICOMS
Asset Management Conference and discussing your ideas and
concerns for the future of asset management in Australia.
The Asset Journal | Issue 2 | Volume 6 | 2012 3
 1
technical article Leadership... An essential ingredient
for effective Asset Management
Excerpt from a recent interview with Michael McGrath, Life Member of Asset Management Council
From your perspective, how important is leadership and culture
in asset management?
I think in any organisation, leadership is critical. An organisation
wont perform if people are without a shared vision as to what
theyre trying to achieve. It provides them with a unifying
sense of purpose. If I think about the organisation that I ran
for several years, we didnt actually set about to put asset
management into place. The shared vision we developed was
to improve the reliability of the manufacturing base we had
and to make it globally competitive, because thats the only
way it could survive - and ultimately thrive. Getting people
to understand the business imperative was fundamental to
identifying what business parameters we wanted to achieve.
We then put in place systems and processes as well as
decision making forums to realise the outcome.
Without the business imperative, without clarity around
what we were truly trying to achieve, we would never have
got a highly effective asset management system in place.
As I mentioned earlier, we didnt start off to achieve asset
management. We started off to have the asset base operate
reliably, predictably and at a lower cost.
Reflecting back, what are some of the key things you
implemented to change the culture?
There are just so many, its difficult to know exactly where
to start. Initially, identifying the key areas that had to be
improved was critical. Often people perceive conflict in
organisational goals.... Is it cost or reliability or revenue
that need to be improved?
Once we identified the key areas, every function in the
organisation had to focus its attention on what it needed
to do to deliver the one outcome. Every management team
meeting began with the objectives re-stated, whether it
was safety, the reliability of the asset, a particular production
outcome for a period of time or a cost element that we were
dealing with; everything had to relate back our one common
cause. Each management team or function had to articulate
exactly what they needed to do in order to deliver the
outcome effectively.
We also formed cross-functional decision making groups
to bring together and integrate the knowledge from many
different functions across the organisation to make decisions
consistent with the one shared vision.
We made a point of celebrating team successes. If an
individual said, Hey Boss, I found something that was cheaper,
that specific outcome wasnt celebrated in any significant way.
If they were able to purchase an item of plant, bring it into the
organisation, have it installed effectively and safely, put in an
appropriate maintenance regime around it and the new item
performed the way we wanted it to, then the whole team of
people responsible for the item implementation celebrated
the success.
4 The Asset Journal | Issue 2 | Volume 6 | 2012
The Asset Management Council and ABRAMAN are
committed to collaboratively working on projects to
share knowledge, resources and networks, as well as
support each other and its members along the asset
management journey.
As part of this commitment, John Hardwick (Asset
Management Council) and Joo Ricardo Barusso
Lafraia (ABRAMAN) will be publishing a book to
discuss leadership and culture within a global
context (release date September 2012).
This interview excerpt is one story within the
publication. Also included in the book will be
sections on effective leadership for sustaining
competitive advantage, embedding a stable
and inspiring culture, and the interrelationship
of leadership and culture for successful asset
management.
The Asset Management Council and ABRMAN are
members of the Global Forum on Maintenance and
Asset Management.
So what was the outcome of the organisation from a
profitability point of view?
We started with a very old asset that was worth some billion
dollars or more in value. Everyone said, Oh look its a very old
asset, thats just the way it is. Old assets break down and no-
one wants to spend money renewing it. For us, competition
was coming from overseas with much larger and more
modern facilities. We had to make a virtue of making an old
asset perform to a world class standard. It took several years
but we got that asset from being one of the worst performing
plants in the world to being world class in cost and reliability
by remaining focussed on continuously improving its systems
and processes.
One of the reasons it still is operating in Australia, despite a
very small base, is its ability to compete with overseas facilities.
The asset is efficient, highly reliable and most importantly is
highly predictable in its performance.
What impact did it have on safety?
Great question. When the asset became more predictable, all
of the business processes also became more predictable. You
could build into the process all of the precursors to consider
to avoiding the plant breaking down. The same mindset goes
into avoiding having anyone getting injured in the work that
they have to undertake. Its the same mindset and the same
process. Its the same...using all of the knowledge of the people
around you to avoid something happening to an individual or
to a group. But often people will say, Look, I know whats best
for my safety. I dont believe that for a moment. If youre going
to avoid having an accident happen to someone, they have
to be able to tap into the experiences from everybody else
around them and where possible, everybody else in the wider
world. An organisation that thirsts to learn, that thirsts to avoid
negative things happening is just a brilliant culture. It is in
these types of environments that you will significantly improve
safety ... through good management, not good luck.
The cultural web of the organisation can include stories about
the past, symbols, organisation structure, power structure,
control systems and rituals / routines. The culture and politics
may also constrain the degree of change and transformation
in which an organisation can successfully engage, even
though such change may be highly desirable for meeting the
challenges and demands of the wider environment.
Leadership of, and full involvement by, teams is a key
characteristic of good asset management organisations. This

Culture and Leadership means everyone in the organisation:

From Framework for Asset Management Council Asset Management

Body of Knowledge, ISBN 978-0-9870602-2-8, Edition 1 May 2011
Culture and leadership are the elements that establish and
sustain the processes within the Capability Delivery Model. A
learning culture and effective leadership are key characteristics
of organisations which demonstrate good asset management
Leadership creates the cultures of an organisation. Good asset
management behaviour involves a culture that supports a
learning organisation. This is a culture that fully supports its
people, in terms of knowledge, of learning, and encourages
those people to participate in the decision making process.
It is a culture that is free to question, to grow and to learn
together. Culture can be thought of as the taken-for-granted
and unwritten beliefs, values and norms of the organisation.
Is empowered to implement agreed strategies and plans;
Is a fully involved and valued participant in decision
making;
Is clear in the direction which the organisation is going; and
Shares a common mental model of the means to achieve
that direction.
As Asset Management is a journey then culture and
leadership will need to evolve as an organisation matures.
The appropriate culture and leadership needs to take into
account the context of the organisation i.e. public, private
or community enterprise, association and the size of the
organisation. Leadership of, and full involvement by, teams is
a key characteristic of good asset management organisations.
This means everyone in the organisation.

During the ICOMS Asset Management Conference, we will be holding two main sessions on Culture.
On Wednesday 6 June, join John Hardwick (Ausgrid), Catherine Smithson (Being Human Pty Ltd),
Peter Godfrey (Past National President, Engineers Australia) and Joo Ricardo Barusso Lafraia
(Duque de Caxias) to listen to and discuss Case Studies on Implementing Cultural Change and
Succeeding in Asset Management with Effective Cultural Change.

The Asset Journal | Issue 2 | Volume 6 | 2012 5

 2
RCM
RCM
MAKING
MAKING
THE
THE
PROCESS
PROCESS
MORE
MORE
COST
COST
RCMEFFECTIVE.
EFFECTIVE.
makingTENthe process
TEN
YEARS
YEARS more
LATER..
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cost
RCM MAKING
EFFECTIVE.
effective.
THE PROCESS
TEN YEARS
GaryTen
Gary
Winsor, years
MORE
Winsor,
LATER..
Ausgrid
COST
Ausgridlater
AtGary Winsor, Ausgrid
technical article
At ICOMSICOMS
2001 and
2001 2002
and two
2002papers
two papers
were presented
were presented
which which
lookedlooked
at the at
implementation
the implementation
of an RCM
of an based
RCM based
maintenance
maintenance
* *
programme
programme
in Energyin Energy
AustraliaAustralia
(now Ausgrid ). Whilst
(now Ausgrid ). Whilst
the majority
the majority
of the of maintenance
the maintenance
standardsstandards
were developed
were developed over theover the
At ICOMS 2001 and 2002 two papers were presented which looked at the implementation of an RCM based maintenance
2000-2003
2000-2003
period,period,
work Garyhas Winsor,
workcontinued
has continued Ausgrid
over subsequent
over subsequent
years to years
develop
to develop
FMECA/RCMFMECA/RCM based based
maintenance
maintenance
standards standards
for for
equipmentprogramme
equipment in Energy
not captured
not capturedAustralia
during the(now
during Ausgrid*).
initial
the initial
analysisWhilst the majority
analysis
work. WhilstofWhilst
work. the maintenance
the majority ofstandards
the majority the ofnew were
the developed
maintenance
new over
maintenance thestandards
standards 2000-
were were
COMS 2001 and 2002 two papers
2003 were
period, work presented
has whichover
continued looked at the implementation
subsequent years to develop of an RCM based
FMECA/RCM based maintenance standards for equipment not
maintenance
implemented
implemented
amme in Energy Australiacaptured
after
(now Ausgrid
approval
after* approval
and
). initial
Whilst
release,
and release,
the majority
the implementation
the implementation
of thethemaintenance
for large
for asset
standards
large populations
asset populations
were developed
was undertaken
overwere
was undertaken
in a staged
in a staged
the implemented after approval
manner. manner.
This was
Thisnecessary
was during
necessary
due theto due
the analysis
to
largethe work. numbers
numbers
large Whilst
of assetsmajority
of assets ofinvolved
involved the new maintenance
(over 500,000
(over 500,000 standards
poles and
poles over
and 240,000
over 240,000
street lights)
street lights)
which which
2003 period, work has continued over subsequent years to develop FMECA/RCM based maintenance standards for
required and
requiredrelease,
transitional the
transitionalimplementation
staging staging
towork. to for
achieve largenew
achieve
the asset populations
themaintenance was
new maintenance undertaken
periods toinand
a staged manner. This
ofwas
thenecessary dueof to the largeexternal
ment not captured during the initial analysis Whilst the majority of the newperiods
and fit
maintenance with
to standards
fitthe
with
timing
the timing
were of
next
thecycle
next cycle
external
of
maintenance
mented after approval maintenance
numbers
and contracts.
release, ofthecontracts.
assets involved (over for
implementation 500,000
largepoles
assetand over 240,000
populations wasstreet lights) which
undertaken in a required transitional staging to achieve the new
staged manner.
was necessary due to the maintenance
large periods and toinvolved
fit with the timing of the next cycle
and ofthis external maintenance contracts.
Now 10
Now 10numbers
years after
yearsthe ofinitial
after assets
the initial
programme (over
programme 500,000
of work poles
of commenced
work commenced over 240,000
paper streetexamines
this examines
paper lights) which
the initialthe initial
analysis analysis
performed
performed
and theand the
red transitional staging to
associated achieve
associated the
decisions new
decisions maintenance
withtherespect
with periods and to fit with the timing of the next cycle of external
Now 10 years after initialrespect
to the outcomes
programme to theofoutcomes
work achieved.
commencedachieved.
In particular
In particular
this paper how the
examines howassets
the the
initialhave
assets performed
have
analysis performed
performed over
andthe
over
theintervening
the intervening
associated
enance contracts.
period,period,
did wedid
decisions get we
withtherespect
get
maintenance
thetomaintenance tasks and
the outcomes tasks frequencies
and frequencies
achieved. right, how
In particular and
right,what
the and has
what
assets changed?
have has changed?
performed This paper
over This will
paperalso
the interveningwilllook
alsoatlook
period, howatthe
did how the
10 years after theoriginaloriginal
initial analysis
we analysis
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get the information
information
of work
maintenance has
tasksbeen
commenced hasfrequencies
and integrated
been integrated
this paper into aand
examines
right, into
framework
atheframework
what has allowing
initial allowing
analysis
changed? theperformed
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paperthewill
capture
data andcapture
also of
thefuture
look of future
at how asset conditional
assetanalysis
the original conditional
and and
iated decisions with respect
functional to
functionalthe outcomes
failures
information failures
to been
has be toachieved.
captured
be captured
integrated In
and particular
into how
a and this
how
framework how has the
this
allowingassets
been
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usedhave
been data performed
inused
undertaking
in of
capture overathe
undertaking
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areview
full review
conditional ofandthefunctional
ofcurrent
the current
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failures maintenance
to be
d, did we get thestandards.
maintenance
standards.tasks and frequencies right, and what has changed? This paper will also look at how the
captured and how this has been used in undertaking a full review of the current maintenance standards.
nal analysis information has been integrated into a framework allowing the data capture of future asset conditional and
onal failures to The graphs
The graphs
be captured inand
figures
The graphs
in figures
how 1this
to 3has
in figures
below
1 to 3 below
1 to 3been
provide
below used provide
ina view
provide
aofview
undertaking changes
a view of changes
of changes
a fullin review
the delivery
in the
in the delivery
delivery
of the ofcurrent
of the
the maintenance
of maintenance
the maintenance
maintenance
programmeprogramme
and theandreduction
the reduction
programme and the reduction in risk
ards. in risk
in that
risk
hasthat
beenhas achieved
been achieved
over the
overperiod
the period
2004 to2004
2010 to across
2010 across
various various
asset groups.
asset groups.
A combined
A combined
reportingreporting
framework,
framework,
that has been achieved over the period 2004 to 2010 across various asset groups. A combined reporting framework, reinforced with
reinforced
reinforced
with quarterly
with quarterly
visits to visits
fieldtodepots
field depots
was developed
was developed and implemented
and implemented to deliverto deliver
the change
the change
in focus in required
focus required
by the by the
raphs in figures 1network
to 3 below provide
quarterly
network
business. visitsa to
business. view
fieldofdepots
changes wasindeveloped
the delivery andofimplemented
the maintenance programme
to deliver the change andinthe reduction
focus required by the network business.
sk that has been achieved over the period 2004 to 2010 across various asset groups. A combined reporting framework,
orced with quarterly visits to field depotsTotal was developed
Substation
Total Substation
and implemented
Works - % Completed
Works - % Completed
Tasks Tasks
to deliver the change in focus TOTALrequired
HISTORIC by the
TOTALSUBSTATION
HISTORIC SUBSTATION
TASKS TASKS
ork business.
99.1% 99.1% 30000 30000
100% 100% 97.3% 97.3% 98.1% 98.1% 98.1% 98.1%
95.0% 95.0% TOTAL HISTORIC SUBSTATION TASKS
Total Substation Works - % Completed Tasks 96.9% 96.9%
95% 95% 97.3% 97.3%
95.7% 95.7% 25000 25000
89.8% 89.8% 99.1%
100% 97.3% 90% 98.1% 92.7% 92.7% 98.1% 30000
90%
95.0%
20000 20000
95% 97.3% 96.9%
% Completed

% Completed

85% 85% 95.7% 25000

89.8% 85.3% 85.3%
TASKS

TASKS

90% 92.7%
80% 80% 15000 15000
20000
% Completed

85%
85.3% 75% 75%
TASKS

10000 10000
80% 15000
70% 70% 5966 5966
75% 5000 5000
10000
65% 65% 2000 2000
1200 1200
70% 5966 559 559
437 437
186 421
186 421
60% 60% 5000 0 0
65% 2004-05 2004-052005-06 2005-062006-07 2006-072007-08 2007-082008-09 2000 2008-092009-10 2009-10 2004-05 2004-05
2005-06 2005-06
2006-07 2006-07
2007-08 2007-08
2008-09 2008-09
2009-10 2009-10
2010-11 2010-11
1200
559 437 186 421
Years Years YEAR YEAR
60% 0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
% Total Completed
% Total Completed
% Red Completed
% Red Completed Agreed Completed
Agreed Completed
Outstanding Outstanding
Years YEAR

% Total Completed % Red Completed Figure 1 Total SubstationAgreed

Maintenance
Completed and annual task volumes
Outstanding
FigureFigure
1 Total
1 Substation
Total Substation
Maintenance
Maintenance
and annual
and annual
task volumes
task volumes
Figure 1 Total Substation Maintenance and annual task volumes
Figure 2 Field Services Substation Maintenance (~8,400 tasks per annum)
Field Services
Field Services
All Regions
All Combined
Regions Combined
- % Completed
- % Completed
Tasks Tasks

99.4% 99.4% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Field Services All Regions Combined - % Completed Tasks
100.0% 100.0%
95.8%
100.0% 95.8% 100.0%
100.0% 100.0%
100.0%99.4% 99.4% 100.0% 100.0% 99.9% All Distribution
99.9% 99.7%Mains99.7%
Tasks - % Completed
99.4%
100.0% 95.0% 95.0%
95.8% 100.0% 100.0% 99.9% 99.7% 120%
93.1%
99.4% 93.1%
95.0% 90.0% 90.0% 99.0% 98.5% 98.7%
92.1%
93.1% 100% 89.7%
83.7%
% Complete

% Complete

90.0% 85.0% 85.0%

99.0% 98.1% 96.9%
% Complete

85.0% 80.0% 80.0% 80% 90.5%

80.0% 71.6%
Tasks

75.0% 75.0% 60%

75.0%
70.0% 70.0%
40%
70.0%
65.0% 65.0%
20%
65.0%
60.0% 60.0%
60.0% 2004-05 2004-05 2005-06 2005-06 2006-07 2006-07 2007-08 2007-08 2008-09
0% 2008-09 2009-10 2009-10
2004-05 2005-06 2006-07 2007-08 2008-09 Years
2009-10Years 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
Years Years
% Total Completed
% Total Completed
% Red Completed
% Red Completed
% Total Completed % Red Completed
% Red Completed % Total Completed

* * Figure 3 Mains
On 2 March
On 22011,
MarchEnergy
2011, Australias
Energy Australias
network network
businessbusiness
changedchanged
its nameits
to name
Ausgrid
to Ausgrid
following following
the sale of
thethe
sale of the(poles,
electricity wires,
electricity
retail pits &business
business
retail pillars) Maintenance
which included
which included
the the
March 2011, Energy Australias network
rights torights
Energy Figure 2brand
business
to Australia
Energy changed
Field
Australia Services
its name toSubstation
name.
brand name. Maintenance
Ausgrid following Figurewhich
the sale of the electricity retail business 3 Mains (poles,
included the wires, pits & pillars)
o Energy Australia brand name. (~8,400 tasks per annum) Maintenance
The 2009/10 task completion results for the mains maintenance continue to demonstrate that once the task maint
backlogs have been completed, there is a real possibility of maintaining very high completion rates over successive per
demonstrated by the following tasks which returned completion rates between 97% and 100% for the year:

*On 2 March 2011, Energy Australias network business changed its name to Ausgrid following the sale of the electricity retail business which included the
Maintenance Activity Number of tasks due in 2009-10 Completed
rights to Energy Australia brand name.
Pre-bushfire season patrol tasks 118,985 poles 100%
Thermal Inspections 7,537 100%
Pole Inspections 140,101 96.8%
Underground Line Inspection 9,966 99.1%
6 The Asset Journal | Issue 2 | Volume 6 | 2012 Overhead Line Inspection 132,571 99.3%

Table 1 Mains (poles, wires, pits & pillars) Maintenance

 The 2009/10 task completion results for the mains maintenance The underlying trend in SAIFI over the last 7 years has been
continue to demonstrate that once the task maintenance downwards. There was a peak in 2008/09 due to the major
backlogs have been completed, there is a real possibility storms that hit Newcastle, Hunter and Central Coast regions in
of maintaining very high completion rates over successive mid June 2009. There was also an abnormally low level of events
periods as demonstrated by the following tasks which returned generating outages in 2009/10 due to stable weather patterns.
completion rates between 97% and 100% for the year:
As part of the maintenance requirements review the MTBF of
Maintenance Number of tasks Completed the individual failure modes over the data analysis period was
Activity due in 2009-10 compared against the MTBFs found during the original analysis.
Pre-bushfire season 118,985 poles 100% This was intended so that we could a view of the maintenance
patrol tasks strategy impacts at a higher level, whilst the data was fully
analysed at a individual failure mode level.
Thermal Inspections 7,537 100%
Pole Inspections 140,101 96.8% It is interesting to note that:
Underground Line 9,966 99.1% 40% of the failure modes originally identified in the
Inspection initial FMECA/RCM work have not had any conditional
Overhead Line 132,571 99.3% or functional failures recorded against them since the
Inspection introduction of the new maintenance standards.

Table 1 Mains (poles, wires, pits & pillars) Maintenance 32.8% of the failure modes have not changed in MTBF i.e.
within 10% of the original analysis MTBF
The above charts indicate there has been a sustained 16% of failure modes have experienced an increase in their
improvement in the delivery of maintenance across Ausgrid associated MTBF.
over the last 7 years. The question is have the improvements
only 4.2% of the failure modes reviewed showed evidence
in maintenance delivery been matched with an associated
of an decreasing MTBF, i.e. more failures.
decrease in the frequency of interruptions to electricity supply
being experienced by the network customers? The frequency The outcome of the reviews identified that 10.9% of the
of interruptions to supply is a performance measure as part on maintenance standards have an increased task period, resulting
our licence conditions**, and is measured by the SAIFI***. in annual OPEX savings, and that the 58.7% of the maintenance
The Ausgrid SAIFI performance for the last 7 years is shown standards reviewed now have increased task latitudes, which
in figure 4 below. will allow the operations field staff more flexibility in
scheduling tasks.
SAIFI Newcastle Storms The experiences to date have shown that a rigorous
1.4
maintenance analysis process can be used to support business
1.3
improvements in a number of areas as well as supporting
1.2
cultural changes in the delivery of maintenance. The ability to
1.1
review the maintenance requirements using real performance
1
data also has enabled a workable maintenance review
0.9
methodology to align the maintenance standards with the
0.8
changing business needs. This process is dependent upon
0.7
having established the systems and building the system with
0.6
2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10
the required feedback to enable the reviews to occur. This effort
however is not inconsiderable given the amount of data being
Figure 4 SAIFI trend analysed as shown in section 4, but still offers a reasonable
Figure 4 SAIFI trend
The underlying trend in SAIFI over the last 7 years has been downwards. There was a peak in 2008/09 due to thereturn
major on the investment in the analysis.
storms that hit Newcastle, Hunter and Central Coast regions in mid June 2009. There was also an abnormally low level of
events generating outages in 2009/10 due to stable weather patterns.
As part of the maintenance requirements review the MTBF of the individual failure modes over the data analysis period was
compared against the MTBFs found during the original analysis. This was intended so that we could a view of the
maintenance strategy impacts at a higher level, whilst the data was fully analysed at a individual failure mode level.
It is interesting to note that:
**Design, Reliability and Performance Licence Conditions For Distribution Network Service Providers, 1 December 2007. The licence
40% of the failure modes originally identified in the initial FMECA/RCM work have not had any conditional or
conditions are imposed by the Minister pursuant to item 6(1) (b) of Schedule 2 of the NSW Electricity Supply Act 1995.
functional failures recorded against them since the introduction of the new maintenance standards.
32.8% of the failure modes have not changed in MTBF i.e. within 10% of the original analysis MTBF
***System Average Interruption Frequency Index
16% of failure modes have experienced an increase in their associated MTBF.
only 4.2% of the failure modes reviewed showed evidence of an decreasing MTBF, i.e. more failures.
The outcome of the reviews identified that 10.9% of the maintenance standards have an increased task period, resulting in
annual OPEX savings, and that the 58.7% of the maintenance standards reviewed now have increased task latitudes, which
will allow the operations field staff more flexibility in scheduling tasks.
BIBLIOGRAPHY
The experiences to dateAM005 have -shown that a rigorous
Maintenance maintenance analysis
Requirements Analysis process
Manual,can be used toAustralia,
Energy support business
2004
improvements in a number of areas as well as supporting cultural changes in the delivery of maintenance. The ability to
review the maintenance Hardwick & Winsor,
requirements RCM
using real - Makingdata
performance thealso
Process moreaCost
has enabled Effective,
workable ICOMS
maintenance 2001, Melbourne
review
methodology to align the maintenance standards with the changing business needs. This process is dependent upon having
established the systemsHardwick
and building&the
Winsor, RCM
system with the-required
Making the Process
feedback to enable more Cost
the reviews to Effective. Onehowever
occur. This effort Year Later, ICOMS 2002, Brisbane
is not inconsiderable given the amount of data being analysed as shown in section 4, but still offers a reasonable return on the
Smith, Monitoring and Reporting for Success, ICOMS 2007, Melbourne
investment in the analysis.

BIBLIOGRAPHY
AM005 - Maintenance Requirements Analysis Manual, Energy Australia, 2004
The full paper is available in the member zone, amcouncil.com.au
Hardwick & Winsor, RCM - Making the Process more Cost Effective, ICOMS2001, Melbourne
Hardwick & Winsor, RCM - Making the Process more Cost Effective. One Year Later, ICOMS2002, Brisbane
Smith, Monitoring and Reporting for Success, ICOMS 2007, Melbourne
Chandler & Johnson, Implementing An Integrated Asset Management System, ICOMS 2009, Sydney The Asset Journal | Issue 2 | Volume 6 | 2012 7
 3 Asset Management Sustainability
Tony Ang is the Acting Manager Asset Strategy & Risk for Hydro Tasmania. Tony holds a
photo 8 1 Tony Ang (no caption req)
technical article
Master of Engineering in Energy Technology and has extensive experience in wind farm
development and project financing, as well as price determination for the transmission,
distribution and retail functions in the Tasmanian electricity market.
Tony shares his experiences on Hydro Tasmanias asset management sustainability here...

Q1. Can you describe Hydro Tasmanias asset portfolio,
including the diversity of asset ages and operating
environments?
The hydro asset portfolio is extensive, aged, and diverse;
it is also geographically dispersed, operating in harsh
environmental conditions. This portfolio is comprised of
30 power stations, 61 major machines, 73 catchments
and storages, about 200 dams, a huge portfolio of civil
infrastructures including 625km of roads and 190 of vehicular
and foot bridges.
to increase and broaden its training and development focus
to address these skills issues and ensure sufficient ongoing
capability into the future.
Q3. How do you manage risk reduction within these
environmental conditions?
First, our asset management and risk reduction strategy in
priority order is to:
1. SAFETY: Discharge all Safety, Duty of Care, Legislative,
Regulatory and Operational Compliance obligations;

Most of our stations are in the range from 40 to 60 years of
age built around 1950s to 1960s; except 9 stations between
20 to 30 years. They generally display the characteristics of
age related asset issues and also reflect the rigors of the
environment in which it operates.
Despite these challenges, the hydro portfolio is also inherently
robust and forgiving, provides great production flexibility
and remains largely fit-for-purpose and, most importantly,
is in a superior risk managed position than at any time in
the previous 10 years. These outcomes are a direct result of
the transformation in asset and risk management practices
achieved over the past five years.
Q2. How does your team manage and achieve asset reliability
and availability within what must be harsh and often
unpredictable environmental conditions in Tasmania?
Management of these assets is achieved under an integrated
and comprehensive asset management system, comprising:
a clearly defined Asset Management Policy;
an Asset Management Strategy that prioritises Safety, Duty
of Care, Compliance and supports our Revenue Strategy;
an holistic Asset Management Framework that includes
people development and continuous improvement; and
a detailed rolling 10-Year Asset Management Plan.
Our asset management practices are based on the objective
of increasing business enterprise value by balancing the,
often conflicting, priorities of maximising revenue production
opportunities, optimising whole of life-cycle costs and
prudently managing the risk position of the production
portfolio.
Ultimately, the business is reliant upon a pool of hydro specific
expertise to understand and manage the risks associated
with, and maintain the performance of, the hydro generation
portfolio. Consequently, we increasingly need to develop
these skills internally. Having successfully initiated Generation
Technician and Apprentice development programmes as
an initial step towards self-sufficiency, Hydro is now looking
2. SUSTAINABILITY: On a prioritised risk basis, maintain the
full productive capability of the portfolio; and
3. REVENUE: establish reliable high value production lines
to underwrite future revenue.
The 10-year Asset Management Plan, in combination with the
programmes of work and operational activities that support it,
has been developed specifically to achieve these objectives.
Second, we conduct a portfolio-wide assessment of asset
condition and performance across all production lines and
evaluate the impact to business risk. These evaluations define
our capital and operational risk reduction programmes and
provide clear common focus to all personnel in directing
their asset management activities. On a monthly basis, we
review the progress of our capital and operation risk reduction
programmes and review our asset condition and performance
information.
Third, we continue to develop and train our staff to ensure
work is undertaken safely and to ensure knowledge is
transferred, improved and retained.
Since its first hydropower development almost a
century ago, Hydro Tasmania has been a leader in
renewable energy development and is Australias
largest producer of renewable energy.
Today, Hydro Tasmania uses a combination of
water and wind power to harness natural energy
to sell on the national grid. Hydro Tasmania
also owns Momentum, the Victorian specialist
electricity retailer. And through its consulting arm,
Entura, expertise in energy and water is shared
with governments, utilities, developers and
international companies.
Hydro Tasmania is owned by the Government of
Tasmania and currently employ over 800 people
and have assets worth around $4.8 billion.

8 The Asset Journal | Issue 2 | Volume 6 | 2012


Q4. Would you describe Hydro Tasmania asset management
practices to be sustainable and including a global context?
In terms of sustainable outcomes, our asset management
practices seeks to deliver a sustainable production asset
portfolio. This is the second priority in our asset management
and risk reduction strategy, after safety and before revenue
short-term objectives. In terms of a sustainable asset
management practice, our asset management framework
focus heavily on people development and training, knowledge
transfer to ensure the future requisite knowledge and skills are
established to continue to manage and reduce asset impacts
to business risks. We continue to learn from other organisations
and progressively apply the system defined in PAS-55 to
improve our asset management practice.
Diagram: Asset Management Framework
Figure 1 - Asset Management Framework
Q5. How do you ensure asset management knowledge is
transferred between your people in such diverse operating
environments?
This is one of our key management focuses at the moment.
There is a need to distinguish managing and the transfer
of knowledge from people to files and electronic systems
or between systems; as opposed to managing and the
transfer of living/applied knowledge between people. We are
addressing both. We are in a continuous improvement and
in a learning process in this area. Certainly our people (their
engagement and development) is one of the pillars in our
asset management framework. Knowledge management and
transfer is a major programme in the framework.
Q6. What plans do have in place to maintain the performance of
your asset portfolio from generation to generation, which take
into account environmental changes, new global contexts such
as the forthcoming standard, as well as possible shortages of
skilled tradespeople?
The asset management system (described Q3) defines and
documents on paper a common understanding of the
foundations and the basis of our asset management practice.
Our Asset Management Framework, represented
diagrammatically below, identifies the key success factors in
the areas of Customers, Assets, People and Processes required
to successfully execute our asset management strategy and
to deliver the outcomes of the 10-Year Plan. This framework
is used to inform and test everything we do to ensure it
assists in making the boat go faster. This framework has been
instrumental in identifying a broad range of activity that
ultimately added insufficient value and has subsequently been
stopped. One can observe that our physical infrastructure asset
is but one of the assets we manage. The other asset we focus is
our people. We are in a knowledge business and therefore, we
also manage people and knowledge.
The Asset Journal | Issue 2 | Volume 6 | 2012 9
 Stop Press
conferences
Follow us on LinkedIn and Twitter
You can now follow the Asset Management Council on LinkedIn and
Twitter. Join in to stay up to date with the latest news and technical
advancements.
LinkedIn group: Asset Management Council / Twitter: AMCouncil

MAINTCON 2012
2nd Middle East Maintenance Conference &
Exhibition from 2 to 5 December 2012.
This conference is co-organised by the Gulf Socity
of Maintenance Professionals and Bahrain Society
of Engineers, and supported by the AMBoK and Landscape
Global Forum on Maintenance and Asset
Management. maintcon.org
Glossary Definitions
The Technical Development Team (TDT) has introduced a new technical
document, which defines each key discipline, element and sub-element found
within the Asset Capability Delivery Model and the Asset Management Landscape
document.

1. Log in as a member of the Asset Management Council website and go to

the Member Zone
2. From the Main Menu click on Documents, then click on sub-heading

WCEAM 2012 Member Zone

3. Click on Technical Publications
7th World Congress on Engineering Asset 4. Download AMBoK and Landscape Glossary Definitions
Management from 8 to 10 October, 2012. This will
be held in conjunction with the Korea Engineering
Asset Management Association at the Daejeon city
Convention Center in Korea. wceam.com

Asset Management Survey for

all National Maintenance Societies
EFNMS Asset Management Committee has launched a survey in order to get
information concerning asset management practices in the different kind of
business environments in Europe. The results of this survey will be published
in September 2012.
To participate in this exploratory survey go to:
efnms.org/survey_2012

10 The Asset Journal | Issue 2 | Volume 6 | 2012

Meeting Point: Dates for Your Diary

2012
Conference June 4-8 Wrest Point Hotel, Hobart

training courses
May September
Thurs 17 Newcastle Asset Management Fundamentals Wed 5 Adelaide Asset Management Fundamentals

June
Fri 8 Hobart Asset Management Plans
July
Thurs 5 Melbourne Asset Management Fundamentals
August
Tues 14 Sydney Asset Management Fundamentals
Wed 22 Perth Asset Management Fundamentals
October
Wed 17 Brisbane Asset Management Fundamentals
Wed 24 Melbourne Asset Management Fundamentals
November
Thurs1 Newcastle Asset Management Fundamentals
Thurs 8 Perth Asset Management Fundamentals

ISO 9001 & TickIT REGISTERED

DNV Certification BV 013

The Asset Journal | Issue 2 | Volume 6 | 2012 11

 MEMBER
Assetivity Launches World Class Asset Management
and Maintenance Training Courses
In response to the latest skills shortage Assetivity has recently
launched training courses in Asset Management and Maintenance.
Based on solid theoretical foundations combined with Assetivitys
practical consulting experience, these courses are highly interactive
and ensure that all participants walk away with competencies,
confidence and tools that can be immediately applied in the
workplace. They are led by Assetivitys most experienced consultants
and trainers all of whom have specialist expertise in their fields,
extensive practical experience, and are excellent and engaging
communicators. Courses will be run in Perth, Brisbane and Sydney
with the next round being held in Brisbane from the 22nd of May.
Course topics include:
Introduction to Asset Management
RCM and PM Optimisation
Maintenance Planning and Scheduling Excellence
Root Cause Analysis
Introduction to Reliability Improvement
For more information: assetivity.com.au/training,
+61 8 9474 4044
Woodlawn Wind Farm, NSW
Infigen Energys recently completed Woodlawn Wind Farm is a
part of the Capital Renewable Energy Precinct, located in Southern
Tablelands of NSW. The renewable wind energy project, which
commenced construction in late 2010 and achieved full completion
in October 2011, will produce approximately 160 GWh of electricity
per annum.
Infigens Woodlawn Wind Farm will be an important addition to our
Australian business, located in an area with a good wind resource, an
excellent connection to the grid and a supportive local community,
says Miles George, Managing Director at Infigen Energy. Furthermore,
the wind farm will aid Australias transition to a low carbon economy
and contribute to Australias commitment to reduce greenhouse gas
emissions.
The project is expected to save approximately 140,000 tonnes of
greenhouse gas emissions per annum. The level of renewable energy
generation is equivalent to removing over 32,000 cars from Australian
roads each year.
For more information: infigenenergy.com
12 The Asset Journal | Issue 2 | Volume 6 | 2012
Acoustic Emission An advanced inspection
technique for asset care
Acoustic emission (AE) instrumentation is designed to detect the
structural or liquid born sound generated by a source within a
material, a sound that can be caused by crack initiation or extension,
crack tip yielding, spalling of corrosion products, turbulent flow or
leakage, friction or fretting, matrix cracking, delamination, disbonding
or fibre breakage.
ALS Industrial (ALSI) proudly presents its capability to cater for any
AE application from gas cylinders to the biggest cryogenic storage
tanks. Equally important is having the finest equipment with
experienced engineers, which ALSI now offer in-house combined
with an exclusive partnership with Physical Acoustics Ltd. (UK), the
worldwide authority and market leader in this field. Engineers at
ALS Industrial are increasingly using AE as a screening tool during
integrity programs for tanks, pressure vessels and piping as it can be
used while the assets remain in service.
For more information: alsglobal.com
Maintenance and Project Engineering Expands
Current Asset Management Capabilities
Maintenance and Project Engineering (MPE) is expanding its
current asset management capabilities to include off-site planning
services, delivered remotely to client sites via our mainstay work
management software.
Ongoing development has seen mainstay become capable of
serving as the ideal conduit between site and an offsite planning
team, providing a medium to capture, plan, resource level, publish
and track scheduled and unscheduled work.
Benefits of MPE remote planning include:
Costs
Reduced remote accommodation costs
Reduced travel costs
Resources
Continuity of planning resources
Rapid access to experts
Quality
Consistency of work management compliance
Improved communication of maintenance plan
Improved quality of history
Improved reporting
For more information: +612 6571 1537, pb@mpe.com.au
16-20 May 2011, Gold Coast Convention and Exhibition Centre
ICOMS Asset Management Conference
Hobart 4 - 8 June 2012

The Asset Management Council is a technical society of Engineers Social Program

Australia, and was formed to support increasing community interest
Monday 4 June - 5.00pm
in whole of life management of physical assets, and in particular
Welcome Cocktail Reception Exhibition Hall, Wrest Point
sustainability of the essential capabilities they represent. To help
Australia remain at the forefront of asset management practice, we
invest greatly in strategic alliances with key Australian organisations, Tuesday 5 June 5.00pm
and local and international peak bodies to promote sustained and Student Network Evening Exhibition Foyer, Wrest Point
good asset management. Our vision is enabling benefits for all from
effective use of assets. Wednesday 6 June 6.30pm
Awards Ceremony and Annual Dinner
Hobart Function and Conference Centre
Partner Program pick up from Wrest Point 6pm
Tuesday 5 June | Hasting Caves & Geeveston
Thursday 7 June 5.00pm
After being picked up from Wrest Point, enjoy the relaxing and Farewell drinks Exhibition Foyer, Wrest Point
picturesque scenery as you travel south through the lush Huon Valley.
Youll break the journey with a stop in charming Geeveston to visit the Dress
Forestry information centre before heading to the spectacular
Welcome Function: Neat casual attire recommended
Hasting caves. After the tour of the caves, youll enjoy a late
Awards Dinner: Smart business attire
lunch at Peppermint Bay.
Daytime Delegates: Neat business attire
Daytime Partners: Comfortable smart casual attire
Wednesday 6 June | City Tour & Tea
This Hobart city tour encapsulates both old and new as you visit both
Registration Desk Hours
sides of the Derwent River. Expect glorious views of the Cascade
Brewery, the waterfront, Battery Point and Taroona. Enjoy homemade Monday 4 Registration Opens 2:00pm
scones and jam at the fascinating tea rooms at the Shot Tower. If youre
Welcome Cocktails 5:00pm
ready for more, you will be taken to Salamanca to enjoy shopping at
your leisure. Tuesday 5 Opening Session 8:30am
Student Evening 5:00pm
Thursday 7 June | Art & wine tasting
Wednesday 6 Sessions start 8:30am
With a later start to the day youll begin at award winning Puddleduck
Awards Dinner Pick up 6:00pm, start 6:30pm
winery, followed by visiting the magnificent heritage listed building
Belmont Lodge, home of Pooley wines. Here, the cellar door wine Thursday 7 Sessions start 9:00am
tastings are offered, where you can also sample fresh oysters whilst
Farewell Drinks 5:00pm
trying the wine. Richmond historic Village is only a 3 minute drive away
and offers brilliant shopping and lunch. Finally, its to MONA (Museum Friday 8 Workshops 9:00am 4:00pm
of Old and New Art) to view the art exhibitions and explore the
building architecture.

water mining
gas forestry
infrastructure hydro
people aquaculture
knowledge electricity
The Asset Journal | Issue 2 | Volume 6 | 2012 13
 ICOMS 2012 Asset Management Conference
icoms technical team

1. Deryk Anderson, Santos industry. Glens background is in electrical and electronic

Deryk is an experienced and effective maintenance and asset
management specialist working as a consultant, trainer and
mentor to over sixty organisations in capital intensive industry
in Australia and overseas. Deryk has 30 years experience in
maintenance and asset management as a practitioner, manager
1 and consultant across a variety of industries including mining,
manufacturing and utilities. He is a member of the Technical
Development Team of the Asset Management Council.
2. Steve Berquist, Fluor
Steve has over 15 years experience in the field of physical
asset management, maintenance management and asset
2 performance improvement for heavy industrial plants through
the application of best practices and technology. His specialty
is the application of predictive maintenance and condition
monitoring techniques to improve the reliability of plant and
equipment. His experience includes the power generation,
materials handling, mineral processing and mining industries.
Berquist joined Fluor in 1997 as senior condition monitoring
3 engineer for the Power & Maintenance Services business in
Melbourne, Australia. Prior to Fluor, Berquist spent 13 years in
the power generation industry in New Zealand involved in asset
management, plant engineering, maintenance engineering and
plant commissioning. He is currently manager of Performance
Technology for Fluors Operations and Maintenance business
based in Brisbane, Australia. Steve has a Bachelor of Engineering
4 with Honours from the University of Auckland, New Zealand
and has a post graduate diploma in Engineering (Maintenance
Management) from Monash University, Australia. He is a member
of the Maintenance Engineering Society of Australia (MESA), and
is certified as a Maintenance & Reliability Professional by SMRP.
engineering and he specialises in the analysis and development
of whole of life support systems for new and existing defence
capability assets in both the aeronautical and marine domains.
Glen has a special interest in system modelling techniques and
support system performance prediction.
5. Terry Howard, Railcorp
Terry has an electrical engineering background with post
graduate studies in Asset Management and Masters of Systems
Engineering. He has over 15 years experience in the practical
application of asset management principles in the NSW Rail
Industry. He project managed the implementation of enterprise
business systems to support RailCorps Asset Management
Strategy and led a team of reliability specialists to develop and
implement advanced system level reliability modelling of the
NSW passenger network.
6. Joanna Sikorska, CASWA
Joanna (Jo) has a mechanical engineering degree and PhD
from the University of WA. She has 15 years experience in
asset management as a practitioner, consultant and lecturer.
Jo currently works in an engineering R&D consultancy called
CASWA, which develops novel software and hardware
solutions for asset management applications. Her areas of
expertise include asset health diagnostics and prognostics,
acoustic emission monitoring of rotating machinery, data
quality management and reliability engineering. Jo is a regular
speaker at ICOMS and has also published widely in a number
of international peer reviewed journals. She is also an Adjunct
Senior Lecturer at UWAs School of Engineering.

7. Andrew Sneesby, GHD

3. Wil Carey, Parsons Brinckerhoff
Andrew is a principal asset management consultant with GHD,
5 Wil has worked for many years as a professional in the
specialising in the development of knowledge management
Manufacturing, Engineering and Consulting Service sectors,
systems for asset owners and managers of large, diverse
supporting a number of major international organisations.
asset portfolios. Andrew has over 40 years of experience in
Wil has developed business improvement strategies, strategic
senior management roles within local and state government
plans, project management and project delivery processes,
agencies of Australia and the USA. He has also conducted
maintenance & reliability improvement plans as well as
numerous presentations and seminars formatted to counsel
employee development programs for a number of leading
public leadership in best practice management processes. As
international companies including Assetivity Consulting
6 a prior senior executive within Local Government, Andrew is
Australian Rail and Track, Caltex Oil, Cristal of Saudi Arabia,
an acknowledged leader in municipal governance and the
Eastman Kodak, GE Energy, Mobil Oil, New Zealand Oil, Origin
management of its infrastructure. Andrew is the Tasmanian
Energy, Parsons Brinckerhoff, Queensland Nickel, Santos, Saudi
Chapter Chair for the Asset Management Council.
Arabian Royal Commission, Transfield Services, United States
Government, Worley Parsons Engineering and Xstrata Nickel.
Greg Williams, PWC
Wil is a member of SMRP, the Asset Management Council and
Greg has worked in a variety of asset management roles in
IAM and specialises in knowledge transfer, culture change and
7 the aerospace, defence, telecommunications, rail, facilities and
seeking excellence, where making a difference is more than a
energy infrastructure industries. He has delivered workshops and
buzz phrase.
technical papers on Risk Based Maintenance, life cycle costing,
asset management and asset information management for a
4. Glen Kerr, ASC Pty Ltd
variety of clients and international conferences. Hes an active
Glen is a Collins Class Submarine Integrated Logistic Support member of standards committees and asset management
Manager at ASC Pty Ltd. Glen has a Masters Degree in Systems interest groups. Greg is currently working at PwC in a risk
8
Engineering and over 30 years experience in the defence advisory role.

14 The Asset Journal | Issue 2 | Volume 6 | 2012

ICOMS 2012 Asset Management Conference
keynote speAKERS

Asset Management Challenges Case Studies on Implementing

of a New Water Authority Cultural Change
Mike Paine John Hardwick
Chief Executive Officer Executive Manager,
Southern Water, TAS Operations Lower Hunter and Central Coast,
Ausgrid, NSW

Development and Deployment

Catherine Smithson
of Asset Management Capability
Managing Director
throughout an Infrastructure
Being Human Pty Ltd, NSW
Services Business
Nicholas Yates
Chief Executive Infrastructure,
Transfield Services, NSW

Asset Management Information Peter Godfrey

Needed by Boards Past National President
Danny Elia Engineers Australia
Director, Global Asset Management,
Industry Funds Management, VIC

How to set up and extract data from
an Asset Management System
Achim Kreger
Vice President EAM Solutions, SAP
Walldorf, Germany
Joo Ricardo Barusso Lafraia
General Manager
Duque de Caxias Refinery/Petrobras, Brazil

ISO Asset Management Establishing an Asset Management

Standards Drafts Culture A Naval Perspective
Peter Kohler Katherine Richards
Asset Management Council representative Capt. Commanding Officer HMAS CERBERUS,
on MB19 Training Authority Naval Engineering,
Senior Naval Officer, VIC

Asset Criticality Business Risk

Andr Botha Tony Pooley
Chief Operations Officer, Director & CEO
Aurora Energy, TAS Principle Seven, VIC

Closing Address The Challenges of Managing the

Awards and recognition are great, but Tasmanian Gas Pipeline
nothing was better than the smiles on the Andrew Bainbridge
Transmission Manager
faces of the survivors and their families.
Tas Gas Networks, TAS
Peter Davidson
Mobile Intensive Care Flight Paramedic
and Team Manager

The Asset Journal | Issue 2 | Volume 6 | 2012 15

 ICOMS 2012 Asset Management Conference
PROGRAM

Monday 4th June 2012

14:00 Registration Opens

14:30 Open Forum: How do you determine your organisations asset management maturity
Why is AM maturity an important concept and why is AM maturity not part of the ISO AM?
Using ISO 15504 Process Capability Standard
Process Maturity and Organizational maturity What is the difference?
What is AM maturity and how to measure?
Audience Round Table and Discussion
Speakers include John Hardwick, Ausgrid, Glenn Hopkins, Technology One, Peter Kohler, ITSR, Deryk Anderson, Santos

17:00 Welcome Function Sponsored by Institute of Quality Asset Management

Tuesday 5th June 2012

Official Welcome
08:40 Sally Nugent Chief Executive Officer, Asset Management Council
Paul Agar Group General Manager Asset Management, Transfield Services
Keynote Addresses Chair: John Hardwick
09:00 Asset Management Challenges of a New Water Authority
Keynote Speaker: Mike Paine Southern Water Tasmania
09:30 Development and Deployment of Asset Management Capability Throughout an Infrastructure Services Business
Keynote Speaker: Nicholas Yates Transfield Services NSW

10:00 MORNING TEA Sponsored by Project Performance International

Keynote Addresses Chair: Jim Kennedy
10:30 Asset Management Information Needed by Boards
Keynote Speaker: Danny Elia, Industry Funds Management (IFM) VIC
11:15 How to Set Up and Extract Data From an Asset Management System
Keynote Speaker: Achim Kreger SAP Bckeburg Germany

12:00 LUNCH
Standards and Data, Chair: Deryk Anderson
13:30 Panel Session: ISO 15926 and ISO 5500x Asset Management Standards
Panellists: Peter Kohler Asset Management Council
Danny Elia Industry Funds Management (IFM) VIC
Achim Kreger SAP Bckeburg Germany
Greg Williams PricewaterhouseCoopers VIC

15:00 AFTERNOON TEA

Information and Data Tutorial: Asset Management Standards,
Chair: Andrew Morgan Measuring Reliability Landscape and AMBoK
15:30 Development of an Open Source Data Facilitator: Mark Mackenzie John Hardwick Ausgrid NSW
Management Tool BHP Billiton Iron Ore WA Richard Edwards AMCL UK
Presenter: Kevin Atkinson KBR Water Services Interactive session covering: What is the Asset Management Landscape?
NSW (AMBoK ID 931) The 39 Subjects of the Landscape
Why measure Reliability, what are the benefits?
How should reliability be determined/tested? How the Landscape is being used Globally
16:00 Asset Management Information System -
How the Landscape maps to current AM Models
Tool to Support Local Government Authority Reliability specifications
How the ISO Asset Management Draft
Sustainability in Queensland
Standards link
Presenter: Chamath Piyabandu, Alconnex Water
QLD (AMBoK ID 938)

16:30 Electronic Data Collection

Harold Lancaster, GHD Pty Ltd TAS (AMBoK ID 950)

17:00 Student & Graduate Networking Evening

Wednesday 6th June 2012

Keynote Addresses, Chair: Kieran Skelton
08:30 Case Studies and Panel Session on Implementing Cultural Change
Keynote Speakers: Peter Kohler Asset Management Council
John Hardwick Ausgrid NSW
Catherine Smithson Being Human NSW
Peter Godfrey Engineers ACT
Joo Ricardo Barusso Lafraia Duque de Caxias Refinery/Petrobras

10:30 MORNING TEA

11:00 Q and A from Audience Register your questions via the blog at amcouncil.com.au

12:00 LUNCH

16 The Asset Journal | Issue 2 | Volume 6 | 2012

 Wednesday 6th June 2012 continued
Culture and Leadership Asset Management Implementation Reliability, Availability and Cost
Chair: Paul Agar Chair: Tony Ang Chair: Neville Flood

13:30 The Importance of Top Level Management
Support in Driving Asset Management
Culture and System Change.
Presenter: Benjamin Hayden NRG Gladstone
Operating Services QLD (AMBoK ID 932)
Asset Management for Small Business
Presenter: Peter Oliver SAS Mechanical Pty Ltd
NSW Australia (AMBoK ID 922)
Reliability Based Deterioration and
Replacement Decision Model for
Community Buildings
Presenter: Sujeeva Setunge VIC
(AMBoK ID 926)

14:00 Smashing Through Asset Managements Implementing Asset Management in a Resource Use of Quantitative Risk Modelling Across
Glass Floor Constrained Environment Different Asset Types
Presenter: Steve Doran Infrastream Pty Ltd NSW Presenter: Andrew Sneesby GHD Pty Ltd TAS Presenters: Chuong Ngo & Rick Beaupre
(AMBoK ID 929) (AMBoK ID 924) TransCanada Pipelines (AMBoK ID 942)

14:30 Asset Management and FM Procurement and
Contracting Strategies: Innovations, Pitfalls
and Lessons Learnt
Presenters: Joanne Teagle & Mark Misko
Clayton Utz VIC (AMBoK ID 934)
Cost Reduction Strategies for a Paint Asset Investment Planning for the US Army
Manufacturing Plant Corps of Engineers Hydropower Plants
Presenter: Indra Gunawan Monash University VIC Presenter: Rodney Dell MWH NSW
(AMBoK ID 930) (AMBoK ID 971)

15:00 AFTERNOON TEA

Relationship Between Maintenance and Asset Management Implementation Reliability, Availability and Cost
Asset Management Chair: Andrew Sneesby Chair: Glen Kerr
Chair: Ernst Krauss

15:30 Working Group on AM Council input to
GFMAM Project on Relationship Between
Maintenance and Asset Management
Asset management and maintenance are NOT
synonymous. However, maintenance is one of the
key processes that delivers outcomes in asset
management, and has a significant impact across
16:00 many of the subjects that comprise the scope of
asset management.?
Corporate to Coalface - Development and
Delivery of an Integrated AM Competency Based
Training Framework
Presenter: Tom Carpenter Institute of Quality Asset
Management VIC (AMBoK ID 937)
Formulating & Implementing Effective Asset
Management Strategies for Large Mobile Bulk
Materials Handling Plant
Presenter: Steve Saflekos, BMT WBM VIC
(AMBoK ID 943)
A Probabilistic Approach for Deterioration
Prediction and Cost Optimization of
Community Buildings Using Monte Carlo
Simulation
Presenter: Hessam Mohseni RMIT University
VIC (AMBoK ID 940)
Maintenance Function Review
Presenter: Larissa James, GHD Pty Ltd QLD
(AMBoK ID 949)

16:30 Maintenance Readiness of an RCM or RCA Which Comes First?

Offshore Gas Platform The Chicken or the Egg
Presenter: Guan Peh, K2 Technology Pty Ltd WA Presenter: Michael Drew, ARMS Reliability
(AMBoK ID 968) Engineers VIC (AMBoK ID 972)

19:00 annual dinner and awards

Thursday 7th June 2012

Information and Data Transport, Assurance and Safety IEC Maintenance Standards
Chair: Danny Azavedo Chair: Ernst Krauss Chair: Jim Kennedy
09:00 Hybrid Approaches to Classification of The NSW Independent Transport Safety Working Group on IEC Dependability
Condition Monitoring Data Regulator (ITSR) Asset Management Project Standards
Presenter: Paul McMahon RailCorp NSW Presenter: Peter Kohler ITSR NSW (AMBoK ID 973) Harmonising Standards on maintenance,
(AMBoK ID 946) maintainability and maintenance support

09:30 Six Sigma in Asset Management Asset Mapping on the Rail Network to Improve
Presenter: Gerard Gan Mulgrave Engineers VIC Maintenance Efficiency
(AMBoK ID 927) Presenter: Mike Mundy Transfield Services SA
(AMBoK ID 969)

10:00 Product Services Systems and Their Risks Risk Intuition Blurring the Lines Between
Presenter: John Mo RMIT University VIC Procedure and Practice
(AMBoK ID 944) Presenter: Greg Williams PricewaterhouseCoopers
VIC (AMBoK ID 935)

10:30 Morning Tea

Keynote Addresses Chair: Richard Edwards
11:00 Asset Criticality Keynote Speaker: Andre Botha Aurora Energy Pty Ltd TAS
11:45 Establishing an Asset Management Culture A Naval Perspective Keynote Speaker: Capt. Katherine Richards HMAS Cerberus VIC

12:30 Lunch
13:00 AGM

Keynote Addresses Chair: Andrew Sneesby

13:30 Business Risk Keynote Speaker: Tony Pooley Principle Seven VIC
14:45 The Challenges of Managing the Tasmanian Gas Pipeline Keynote Speaker: Andrew Bambridge Tas Gas Networks

15:30 Afternoon Tea

Closing Address Chair: Gary Seabury
16:00 Leadership Keynote Speaker: Peter Davidson

16:45 Farewell Function

Friday 8th June 2012

09:00 Workshops from 9am-4pm

The Asset Journal | Issue 2 | Volume 6 | 2012 17

 ICOMS 2012 Asset Management Conference
WORKSHOPS
1. Developing an Asset Renewal Strategy
Workshop Facilitator: Dr Diederik Lugtigheid, Haultrax
This asset renewal workshop addresses strategic asset renewal
questions. It encourages asset and production managers to share
ideas and experiences with industry peers and with leading
asset management professionals in their field who will deliver
this course. The workshop is designed to be interactive and will
include discussions, exercises and case studies around these
concepts.
Course objectives
At the end of this workshop participants will understand:
The key elements of an asset renewal strategy
How to develop the strategy
The organisational support required to deploy the strategy
Basic lifecycle costing tools to evaluate asset renewal decisions
2. Leading Process Innovation in Asset Management
Workshop Facilitator: Steve Doran, Infrastream Pty Ltd
Highlighting people, process and technology success keys, this
practical and interactive workshop will equip attendees to lead
and influence process innovation in asset management within
their organisation by:
Exploring the common pitfalls and hurdles in this field and how
to overcome them
Working through a staged approach to developing and
implementing such changes
Describing five common step change opportunities, by example
and from across the asset life cycle, with proven outcomes
Outlining eight support framework elements to boost asset
performance improvement activity from frontline staff or
contractors
4. Asset Management Plans
Workshop Facilitator: Ernst Krauss, Proprietor AIRS
As a result, an Asset Management Plan (AMP) should directly
support the requirements of the Business Plan. The content of
the AMP should both articulate the required asset outputs and
support the achievement of those outputs. The AMP does this
through the development & delivery of an effective management
approach supported by effective processes.
This training intensive will:
Identify the content of a typical Asset Management Plan
Identify the benefits of a properly constructed Asset
Management Plan
Assist participants to develop an Asset Management Plan
for their enterprise
Module 1 - What Is Asset Management?
Module 2 - What should be in an AMP?
Module 3 - Case Studies / Examples
18 The Asset Journal | Issue 2 | Volume 6 | 2012
6. IT Solutions
Workshop Facilitator: Hemant Rathod, SAP
Mobile Work Order Management
This workshop will introduce participants to
1. An overview of mobile platform offered by SAP and how it
supports device independent access to the information
2. Get an understanding of how to securely manage and make
provisioning of employee owned devices
3. Get an view on how condition based maintenance could get
more accurate and reliable data using mobile solution
Management of Change (MoC)
This part of the workshop will allow participants to get a detailed
view of the solution and takes them through an example process.
It would also allow users to get technical view of the solution and
how to set the solution for typical use within an organization.
Introduction to High Performance Analytical tools
This session will give a quick view on some of the new
applications developed on HANA based analytical platform and
provide an opportunity to all participants to judge and identify
areas where they can use such technology and bring in value for
their dayto-day analytical needs.
7. How to Predict Reliability and Availability for New
Projects
Workshop Facilitator: Michael Drew, ARMS Reliability
In this workshop identify the steps and considerations your
organization needs to take to ensure the long term success of
your assets and capital investments.
Will the design meet the objectives over the lifetime?
Is there enough redundancy?
Are stockpiles, surge and buffers correctly sized?
Identify bottlenecks.
Will my maintenance strategy deliver what the design expects?
How many resources will be required and when?
How many spares will I need?
How do I develop a maintenance plan for new equipment?
How can I validate the OEMs recommendations?
If you are interested in learning how to confidently report to
management what the proposed design of your capital
project will deliver over the next 5, 10, 20 years please choose
this workshop.
If you are concerned with maximizing uptime, minimizing
unplanned downtime, minimizing maintenance costs and truly
understanding the impact your proposed maintenance strategy
will have on the design of your next capital project, then this
educational series will provide you with the tools you need to
make an informed decision about your organizations projects.
ICOMS 2012 Asset Management Conference
ABSTRACTS
Asset Management for Small Business
P Oliver, AMBoK ID: 922
Small business can benefit just as much as large businesses,
government departments and utilities from the application
of Asset Management and its associated techniques and
methodology. The method of application differs due to scaling
and reduction in funding, but grouping of businesses can
overcome that limitation.
Implementing Asset Management in a Resource
Constrained Environment
A Sneesby, AMBoK ID: 924
The cost effective and sustainable management of any nations
large infrastructure portfolios is critical to its citizens standard
and cost of living. Implementing an appropriate standard of
asset management cost effectively and successful is not easy.
Many programs have been started and dropped due to the high
cost, however this can be done very cost effectively. In this paper
and presentation the authors draw on their global experience
in assisting other national bodies to implement national asset
management frameworks and improvement programs. Roger
has now been heavily involved in the development of national
programs for Australia, New Zealand and the United States of
America and has witnessed approaches in many parts of the
world. He has documented his experiences and the lessons
learned in his manual Best Practice Approaches to Achieving
Sustainable Asset Management in your Company, City, State
and Whole of Nation;. Andrew has worked in the United States
of America, Canada, United Kingdom, South Africa and Australia
assisting large Government agencies in developing their
AM programs.
Reliability Based Deterioration and Replacement
Decision Model for Community Buildings
R Edirisinghe S Setunge & K Zhang, AMBoK ID: 926
The local government in Victoria is responsible for around $7.6
billion worth of expenditure on capital works and recurrent
services each year, and the management of $60 billion of
community assets. Among them, community buildings are
the second largest class of assets that local governments own
and manage. As the majority of existing community building
stocks are maturing, the local governments seek more reliable
deterioration prediction and renewal decision making strategies.
This paper presents a reliability based methodology for renewal
of community buildings through building component analysis.
Gamma process is considered to be an appropriate approach for
predicting building element deterioration because it accounts
for the temporal variability of degradation. The reliability based
renewal methodology this paper proposes is composed of a
stochastic gamma process model for deterioration prediction
and optimal age based replacement policy for renewal of the
infrastructure. A case study of building inspection data from
one of the local governments in Victoria are used in the life-
time analysis model. The model is extended with age based
preventive replacement policy to identify the optimal age for
replacement. Further, the paper discusses the analysis of the
data and model results.
Six Sigma in Asset Management
G Gan, AMBoK ID: 927
Six Sigma is a quality management methodology designed
to improve operational performance. As a part of the broader
theme of continuous improvement, many companies have
successfully deployed Six Sigma projects to reduce defects,
increase reliability, improve control, minimise cost and optimise
profits. This includes manufacturing, service, process, logistics,
finance, healthcare, and telecommunications industries and so
on. In a world where companies gain competitive advantages
by providing the best products or services over the best cost,
attention should be given to explore and expand possibilities
with Six Sigma implementations. This paper discusses the Six
Sigma methodology, its tools including Pareto Analysis, Cause
and Effect Diagrams, Scatter Diagrams and so on, and how they
can contribute to asset management. Finally, some success
stories are shared.
The Asset Journal | Issue 2 | Volume 6 | 2012 19
 ICOMS 2012 Asset Management Conference
ABSTRACTS
Smashing Through Asset Managements Glass Floor
S Doran, AMBoK ID: 929
Strategic asset managers today are chipping through what
some may describe as a glass ceiling; in conveying vital Asset
Management (AM) messages to boards and regulators. This
paper/proposed presentation suggests that strategic asset
managers also work over a glass floor, which represents large
and rarely penetrated improvement potential at the frontline
of AM and substantial, unaddressed risk exposure. Current
management focus tends to be on high value assets, which are
relatively low in number, individually. Meanwhile, the greater
volume of lower value assets are managed generically, even
though each asset has a unique operating context. Examples of
this include desktop modelling and the use of asset class plans.
The aim of this paper is to demonstrate, through method and six
applied examples, how this glass floor can be smashed through.
Cost Reduction Strategies for a
Paint Manufacturing Plant
I Gunawan & A Karan, AMBoK ID: 930
In this economic downturn many businesses are struggling to
survive and have a healthy bottom line. Hence implementing a
cost reduction program for the facility is essential to offset the
increased manufacturing cost. Energy, water and industrial waste
disposal are the major consumer of the manufacturing cost
in a paint manufacturing plant apart from raw materials. This
paper presents the proven cost reduction strategies focusing
on the above mentioned cost elements. The objective is to
identify some of the cost reduction opportunities which the
business can adopt to enhance their profit margin. Majority
of the cost reduction opportunities presented have a payback
period of less than 6 months requiring small capital investment
and efficient use of resources. The key focus of this paper is to
present energy optimization programs for the facility. Significant
potential savings is achievable through the implementation of
the proposed cost reduction programs.
Development of an Open Source Data
Management Tool
K Atkinson, AMBoK ID: 931
Making good asset management decisions requires access to
good asset data, yet missing and corrupted data is ubiquitous.
This paper reviews maintenance literature to determine the
requirements for a data management tool to assist professionals
in avoiding the traditional inefficient, biased and unreliable
ad-hoc editing. A free, simple, flexible, and transparent tool,
consisting of an open source software application and
accompanying documentation is proposed and a phased
implementation set out. A trial implementation of the tool
demonstrates gains in efficiency, accuracy and transparency,
which increases the likelihood that decisions will be made
correctly, honestly and in a timely manner.
20 The Asset Journal | Issue 2 | Volume 6 | 2012
The Importance of Top Level Management Support
in Driving Asset Management Culture and
System Change
B Hayden & C Windsor, AMBoK ID: 932
Top level management support is essential to drive change in
an organisations asset management culture and systems. This
paper highlights the authors observations and lessons learnt
during a tumultuous period in the life of Gladstone Power
Station. With station availability falling dramatically, a change in
management culture and a belief in asset management have led
to new asset management practices and a new system based on
PAS 55. Availability is now at world class levels, with Production,
Maintenance, Projects and Technical Services in control of the
plant. This paper will discuss a management strategy and the
structured support used in the implementation of a new asset
management system and an associated culture change. Lessons
learnt are presented as a case study to support similar changes
in other organisations along their asset management journey.
Asset Mangement and FM Procurement and
Contracting Strategies: Innovations, Pitfalls and
Lessons Learnt
J Teagle & M Misko, AMBoK ID: 934
This paper discusses contracting and procurement strategies
in asset management and facilities management (FM). The
past decade has seen heightened interest within industry in
exploring innovative contract delivery models for facilities
management, rather than relying on construction contract
strategies to deliver asset management and FM services. Key
to a successful contract delivery strategy is detailed planning
during the procurement phase of a project and clearly defined
contract objectives. As the facilities and asset management
sectors become more sophisticated, they demand procurement
and contracting strategies which recognise their unique
features.Procurement and contracting strategies development
in FM/asset management over recent years has seen an
increased use of collaborative contracting and performance -
based contracting to provide contractors with an incentive to
improve performance. In addition, interactive procurement has
provided a means for industry to provide feedback on proposed
procurement and contracting strategies and risk allocation.
ICOMS 2012 Asset Management Conference
ABSTRACTS
Risk Intuition Blurring the Lines Between Procedure
and Practice
G Williams, AMBoK ID: 935
Asset management is inherently a risk based decision making
process. Practitioners in asset management are more inclined to
consider uncertainty relating to a course of action than perhaps
many other professionals, normally because their training and
experience biases them towards structured approaches and
avoidance of an unplanned outcome. But practitioners are also
unlikely to embrace formal risk management procedures, often
because the existing frameworks are overly prescriptive and can
direct risk thinking to slices of risk; rather than the whole pie. This
paper challenges the distinctions between risk management
as procedure, and risk management as practice with respect to
asset management functions.
Corporate to Coalface Development and
Delivery of an Integrated AM Competency
Based Training Framework
T Carpenter C England G McLay & B Burford, AMBoK ID: 937
IQ-AM has developed a program of integrated nationally
accredited AM training competencies under the Australian
Quality Training Framework, from Certificate IV through to
Graduate Diploma levels. Based on input from an industry based
Steering Committee; the AMC competencies, PAS55 and the
IIMM were also used as sources. The program also addresses the
requirements of the draft ISO 55001 AM Standard Requirements.
This paper provides an overview of the original industry based
drivers for the development of the program, the development
and the preparation of delivery of this program and the
challenges in implementing both AM and the program itself. The
paper further outlines the success of an integrated vocational
training program in the workplace and demonstrates that it not
only improves the skills and knowledge of the participants, but
simultaneously delivers key organisational needs and facilitates
and embeds Corporate to Coalface cultural change.
Physical Asset Resource Management Organization
Sustainability and the Role of Asset Management
Information System
C Piyabandu, AMBoK ID: 938
The author is working for the water and wastewater asset
management industry in Queensland, Australia. This paper
presents his experience in asset management practices in the
Local Government sector in Australia and New Zealand and in
implementing Asset Management Information Systems (AMIS)
in two local government authorities in New Zealand and its
applicability in improving organisational sustainability in the
Australian context. In October 2011, Australian Government
Productivity Commissions report on the urban water sector
has identified pathways to improve resource allocation
and efficiency. The report highlights the importance of
the organisations to adopt flexible approaches in planning
and delivery of supply augmentation together with an
environmental and economic risk management approach. It
also raised the issue of inadequate asset management practice
in the regional water authorities and its possible effects to
human health and the environment. Organisations face the
challenge of providing the infrastructure services when per
capita costs of service provision are on the rise. Author proposes
use of AMIS software that is flexible in integrating with other
corporate information systems, as the way forward to reduce
costs. AMIS development can be carried out sustainably through
module by module development with private and public sector
partnerships, which can include universities as well. Such an
integrated information management system would enable the
organisations ability to meet the challenges of the future.
A Probabilistic Approach for Deterioration Prediction
and Cost Optimization of Community Buildings Using
Monte Carlo Simulation
H Mohseni S Setunge G Zhang & P Kalutara,
AMBoK ID: 940
Prediction of deterioration of the community buildings
can be complex due to the large number of elements and
influencing factors. High variability of the condition data adds
to the complexity and a deterministic approach often cannot
be used to derive realistic deterioration progression curves.
Probabilistic methods have been explored as an alternative in
a current research project supported by six local councils in
Victoria. A Markov process has been calibrated with the building
condition data acquired from the projects partners utilizing a
non-linear optimization technique. A Genetic Algorithm model
with a Monte Carlo sampling method has been used for the
convergence of the results. The paper also presents a cost
optimization method using a Monte Carlo random optimization
technique to assist the decision making process of the asset
managers in the field. A software program developed for the
project integrates the process with a comprehensive asset
management data-base capabilities and a user-friendly interface
to facilitate the industry requirements.
The Asset Journal | Issue 2 | Volume 6 | 2012 21
 ICOMS 2012 Asset Management Conference
ABSTRACTS
Use of Quantitative Risk Modelling Across Different
Asset Types
C Ngo R Beaupre J McVean R Sahney & J Yip,
AMBoK ID: 942
TransCanada (TC), a North American Energy Infrastructure owner
and operator, has a number of tools and processes in place to
manage risk; however, a consistent and systematic asset-level
view of risk exposure resulting from the operation of these
physical assets was needed. As such, the company launched
a project to develop a Risk Registry which encompasses a risk
inventory that has the ability to do quantified risk modelling.
The implementation and use of this Risk Registry was intended
to facilitate TCs understanding of the range of its risk exposure
by asset, threats, and consequence type, and the benefits
of associated mitigation activities over time. Overall this will
allow the company to better understand its risk exposure
and mitigation options across multiple assets. The project
has proceeded to a point where two fundamentally different
assets have been modelled and analysis has been undertaken.
As part of this effort, clarity regarding the optimal process for
quantifying risks and undertaking analysis has largely been
established. The methodology used for the first phases of
this work is described herein. The approach allows for clear
articulation of work plan, cost and deliverables for each phase,
maximizing the value TransCanada realises from this important
initiative.
Formulating & Implementing Effective Asset
Management Strategies for Large Mobile Bulk
Materials Handling Plant
S Saflekos, AMBoK ID: 943
Asset management strategies required to optimise life and
maintain plant in a safe condition will include: Routine structural
integrity inspections; Routine verification of protective and safety
devices; Change management procedures to ensure original
design intent is maintained; Software Security and Management
Systems software changes can be as critical as unauthorised
structural/mechanical changes and must also be appropriately
managed. Maintenance procedures and schedules - should take
into account the procedures set out in the OEMs operating and
maintenance manual and the local experience and conditions.
Additional condition monitoring techniques provide regime
over and above the OEMs recommendations significantly
reducing the risk of unexpected breakdowns. Strategies include
NDT of critical pins/axles, vibration measurements, oil and grease
sampling, wear measurement, polarisation index testing, current
signature analysis, thermography, power quality checks. Forward
budget planning for modifications, repairs, maintenance.
Lubrication schedules - adequate lubrication is essential Critical
Spares Holdings - essential to minimise the risk of extended
down time due to lack of spare components, Operator/
Maintainer Training personnel must be properly trained in
the use of the correct operating and maintenance procedures
for the machine. Machine documentation essential data and
machine history must be safely stored.
22 The Asset Journal | Issue 2 | Volume 6 | 2012
Product Services Systems and Their Support
J Mo, AMBoK ID: 944
Recent trend among manufacturers of complex engineering
products such as Rolls Royce is to offer their business as a
combination of product and services. This approach is often
described as servitization of products and is an approach to
focus on selling whole of system solution including pre and post
sales services to asset owners. Product services systems are the
outcome of servitization that forms a marketable set of products
and services aiming at fulfilling customer needs. Complex
product services systems have to focus on links, interactions and
alignments which require system design and operation. As asset
managers are trying to outsource some of their maintenance
and support activities, the services provider will end up taking
significant part of the risks of sustaining capabilities of the asset
for the duration of the services contract. This paper examines
some of the key features of product services systems and
their dynamic boundaries to understand how they should be
managed, what engineering analysis is required and what risks
they impose on the contractor.
Hybrid Approaches to Classification of Condition
Monitoring Data
P McMahon, AMBoK ID: 946
Over the last decade condition monitoring data gathering has
experienced a big technological advance and, in the process,
has become easier to access. The quantity of, and the rate of
acquisition of condition monitoring data have accelerated over
the last ten years and there is a need to find less expensive,
faster and more efficient ways of utilising the data gathered
for maintenance planning purposes. A hybrid approach
which improves classification accuracy without requiring an
increase in the size of the asset condition data sets is proposed.
Software is utilised as part of this approach to improve data
extraction and separability approaches. The importance of
preserving the data and transforming it with an intelligent tool
is investigated. This hybrid approach enhances the automatic
mapping capability of asset condition monitoring data without
increasing costs. The performance of this hybrid approach is
better when compared to traditional classifiers for condition
monitoring data sets because subject matter experts can utilise
the clustered data from the first stage to provide more timely
and accurate interpretation of an assets condition. Integration
of asset condition and condition monitoring approaches offers
a mechanism to lower the cost of analysis of asset condition
information by reducing the amount of time required to
interpret the data. It also improves asset risk management by
providing more accurate information.
ICOMS 2012 Asset Management Conference
ABSTRACTS
Maintenance Function Review
L James, AMBoK ID: 949
Many utilities are under pressure to drive down reactive
maintenance costs and improve the quality and efficiency
of maintenance function activities. This paper documents an
approach to the review of the maintenance function of a water
business serving a population of over 170,000. The review
included a number of components, including the mapping
of maintenance activity work flows for all stages of the asset
lifecycle, review of the function of the maintenance organisation
and comparison to recognised models. Recommendations for
improvement in the maintenance organisation structure and
the incorporation of an approach to integrate the outputs and
direction of an asset management strategic planning unit were
made. In addition to the development of the organisational
structure, several pilots of a Risk Based Maintenance strategy
approach were undertaken for systems within a reservoir,
wastewater pump station, and a wastewater treatment plant.
This review identified asset criticalities based on failure modes
and effects analysis, followed by the identification of cost
effective maintenance strategies and redesigns to reduce the
level of risk exposure. The case for modifying the maintenance
function of the organisation to incorporate RBM methodologies
for strategic level maintenance planning and introduce
structural efficiencies was supported by an analysis of the
benefit/cost including impact on levels of service.
Electronic Data Collection
H Lancaster, AMBoK ID: 950
With the need for many organisations to collect and maintain
asset data on a continual basis, there is the need to be efficient,
cost effective and repeatable. In this day and age technology has
never been more advanced and often frightens organisations
with the perceived cost and expertise required to set up and
maintain such processes. Couple this with peoples increasing
thirst for new gadgets to play with; electronic data collection
can be a minefield in terms of what hardware to buy, what
software I should use, how much will it cost and where to
start. How many times have you sent teams out into the field
to record a multitude of asset data only to come back to the
office and need to re-enter the data into a spreadsheet or
similar. This is clearly double handling of the data and therefore
a costly exercise. This is an area where the adage of bigger is
better definitely doesnt apply. There are a few simple things
to consider when sourcing where to begin. They include: What
is my budget, What is the scope of work, What is the skill level
of the inspectors / data collectors, How does the data need to
reported, Will the data be uploaded into a corporate system
etc There are many options on the market today that are cost
effective and require basic skills to use them effectively. It is not
an area to be frightened of, on the contrary, it is one to embrace
and start the process of a painless, repeatable process ensuring
data integrity and a common data set.
Asset Management Implementation of an Offshore
Gas Platform
Guan Peh, AMBoK ID: 968
The major contribution to an offshore facilitys operational
readiness and start-up capabilities as well as its whole of
life performance is the development of procedures and
management systems for the installed equipment. This paper
describe the lessons learned and journey the project team
have embarked upon to successfully complete the scope
which comprises the provision of engineering services to
develop operations and maintenance deliverables using agreed
processes, standards and systems. A structured implementation
plan, professional clients and contractors relationships, a
robust challenge and improvement approach, rigorous QA/
QC audits and competent resources were the key attributes in
promoting excellence in the practice of asset management and
maintenance engineering. The success factors achieved were
integral in delivering quality outcomes for all stakeholders in the
realisation of the project scope.
Asset Mapping on the Rail Network to Improve
Maintenance Efficiency
M Mundy T Will B Billings & J Moroney, AMBoK ID: 969
In 2009-2010, a joint project was undertaken between the
Australian Rail Track Corporation (ARTC) and Transfield Services
to carry out a major upgrade and validation of the master
asset data for the interstate rail network, within Transfield
Services maintenance territory of South Australia and Western
Australia. This included a re-map of the spatial location of all
assets maintained on this network and the roll-out by Transfield
Services of field and office GIS functionality for its existing
SAP asset management system. A manned hyrail vehicle
was fitted out with laser sights, an Omnistar HP solution RTK
GPS receiver - capable of 4cm location accuracy, a coupled
dead-reckoning system and a custom-designed hot-logging
software system. This vehicle has been used to rapidly map
the asset information along a number of rail corridors, amid
frequent freight and passenger train movements. The primary
objective of this part of project was to validate previous asset
data lists and generate a new complete and reliable list, both
textually and spatially. The new data list has enabled ARTC and
Transfield Services to definitively update their enterprise asset
maintenance databases, being Ellipse and SAP, respectively,
with a common list. In the same timeframe, Transfield Services
rolled out its GIS enhancement to its SAP asset management
system, including adding GIS capability to its existing Field Force
Automation (FFA)enterprise mobility solution. This system has
been successfully implemented by Transfield Services in both
the road and rail environments to realise improved service
capability and a state-of-the-art system for asset maintenance
attendance, both preventative and reactive. The system is being
evolved by Transfield Services to enable fully integrated GIS-
based collection of valuable condition-based information. Such
information allows Transfield Services to better understand and
predict asset performance.
The Asset Journal | Issue 2 | Volume 6 | 2012 23
 ICOMS 2012 Asset Management Conference
ABSTRACTS
Asset Investment Planning for the US Army Corps of
Engineers Hydropower Plants
R Dell, AMBoK ID: 971
The USACEs Federal Hydropower organization had been
struggling to motivate and obtain suitable funding to modernize
their aging assets. The solution needed to support the business
process for producing optimized Asset Investment Planning
(AIP) scenarios based on an agreed approach and methodology.
The proposed projects need to be justified based on the risk
reduction and efficiency benefits using a transparent and
repeatable process. It also needed to quantify the energy
losses and gains in terms of reduced greenhouse gases from
replacement energy sources in the event of an asset failure. The
business cases for the proposed investment project included
the financial costs, benefits, benefit/cost ratios, net present
value and CO2 reduction values. Based on the agreed business
process, approach, and methodology, the USACE decided to
have an AIP Tool developed that they could use and refine over
time. The system requirements for the AIP Tool were defined,
the system designed and built. The organizations asset data was
validated and loaded and several 20 year optimized investment
plans and resulting risk profiles were produced based on an
agreed set of funding scenarios.
RCM or RCA Which Comes First? The Chicken
or the Egg
M Drew, AMBoK ID: 972
The chicken or the egg causality dilemma arises from the
expression which came first, the chicken or the egg Chickens
hatch from eggs, but eggs are laid by chickens, making it difficult
to say which originally gave rise to the other. In todays world
of manufacturing we are faced with an ever increasing amount
of solutions surrounding maintenance improvement. All these
solutions are offering maximum return on investment for the
shareholders, with significant reductions in downtime, increase
in production output, less accidents, all of which are very
attractive to any business. Two solutions on offer are the use of
Reliability Centred Maintenance (RCM) and Root Cause Analysis
(RCA), but which comes first?
24 The Asset Journal | Issue 2 | Volume 6 | 2012
The NSW Independent Transport Safety Regulator
(ITSR) - Asset Management Project
P Kohler & A Rowland, AMBoK ID: 973
The ITSR Asset Management Project aims to improve the safety
and competitiveness of NSW rail transport. The project seeks to
achieve those outcomes by creating a collaborative focus upon
the way in which assets are managed by NSW rail organisations.
The multi year program is a key ITSR strategic project and aims
to: Increase the awareness of the value provided by good asset
management, such as: Increased safety outcomes; Improved
business outcomes for individual organisations; and Improved
competiveness of the industry as a whole. Enable NSW rail
organisations measure and improve the way in which they
manage their assets. Increase the level of assurance provided by
the management of assets within NSW rail organisations. The ITSR
Asset Management project has developed a number of toolsets
to enable industry to measure and improve the way in which they
manage their asset base. Those toolsets have been successfully
trialed by industry, thus providing a consistent methodology from
which to measure and record the changes in asset management
performance of the NSW rail industry. A key aspect of the project is
the development of a collaborative approach with industry using
the Asset Management Project to deliver a win win outcome, that
is increased safety outcomes for the NSW public and ITSR and
increased business outcomes for industry. This presentation will
focus upon why ITSR believes that the project is needed, how the
project is working and how a collaborative approach can work in a
regulated environment.
 ICOMS 2012 Asset Management Conference
SPONSORS
Transfield Services
Principal Sponsor
Transfield Services is an operations, maintenance and construction
services business. We operate globally in the Resources, Energy,
Industrial, Infrastructure, Property, and Defence sectors. We deliver
asset management services across all phases of the asset lifecycle, from
concept and creation, to services that sustain, optimise and enhance
our clients assets. With diverse global expertise spanning multiple
industries, we share knowledge and challenge thinking to develop
and implement innovative solutions that deliver real value for our
clients. We complement our technical capability and experience with
an in-depth understanding of our clients needs. Our unique approach
enables us to deliver continuous improvement in asset performance,
and sustain long term relationships with our clients and partners.
Contact: Paul Agar agarp@transfieldservices.com
Assetivity
Writing Pad and Pen Sponsor
Assetivity is a hybrid Engineering and Management Consulting
organisation assisting organisations to obtain maximum value
from the capital invested in physical assets. Assetivity has extensive
experience in improving the asset performance and operational
capability of organisations in asset-intensive industries, such as Mining,
Mineral Processing, Oil & Gas, Utilities, Transport and Infrastructure.
Assetivity brings a comprehensive set of Asset Management tools
and techniques to every assignment. We can assist with Asset
Management Strategy Development, Asset Management Planning,
Asset Management Implementation and Asset Management Training
and Audits/Assessments endorsed by the IAM. Assetivity also offers
a wide range of services in Operations Management, Maintenance
Management and Supply Management, all of which are tailored
to each unique situation. Our focus is on developing long-term
sustainable improvement through transfer of knowledge and skills
to our clients, and the establishment of simple, robust, repeatable
management processes. Assetivity has been nominated for a variety
of awards including State Finalist for the Telstra Business Awards for
the 3rd year running as well as being listed in the BRW Fast 100 for
the fifth time and the SmartCompany Smart50 for the third time.
Contact: Sandy Dunn sandy.dunn@assetivity.com.au
CIEAM
CRC for Integrated
Engineering Asset Management
Satchel Sponsor
CIEAM is a Cooperative Research Centre (CRC) dedicated to improving
the efficiency and sustainability of infrastructure and engineering
asset management. CIEAM is focused on innovative, industry-directed
research and development, education, and commercialisation in an
integrated approach to asset lifecycle management. Our research is
focused on producing practical solutions to real world industry issues,
such as ageing national engineering infrastructure, under-investment
in asset maintenance, optimising the cost of maintenance and the
total cost of engineering asset ownership, an innovative integrated
asset management regime across all, industry sectors and addressing
climate and sustainability issues. CIEAM works with industry partners
to develop innovations that meet their needs and contribute to
improving the engineering asset management industry sector. We
focus on real-life asset management problems faced by industry today.
Contact: Susan Lambe susan.lambe@cieam.com
Institute of Quality Asset Management
Welcome Function Sponsor
IQ-AM is a private Registered Training Organisation that specialises
in education and change management for asset dependent
organisations. Our facilitators and trainers are all highly experienced
practitioners. Our client base includes utilities, local and state
government, mining companies, industry associations, consultants and
asset management service providers. We have developed a curriculum
of accredited workplace training programs that provide our clients with
vertically and horizontally aligned Asset Management training from
Certificate IV to post-graduate diploma level. The core curriculum is
supplemented by short courses and workshops for strategic planning
and issues management for executive teams and governing bodies. For
further information go to iq-am.com.au.
Contact: Tom Carpenter tom@iq-am.com.au
The Asset Journal | Issue 2 | Volume 6 | 2012 25
 ICOMS 2012 Asset Management Conference
SPONSORS
K2 Technology
USB Proceedings and Internet Station Sponsor
K2 Technology is an Engineering Consultancy which has been
operating for more than 10 years and specialises in Asset Management
Services, Engineering, and Technical Support for industry. K2 provides
experienced, professional staff and integrated multi-discipline teams
capable of delivering engineering and technical solutions to our clients
at all phases of asset life from concept through to abandonment. We
have capabilities to assist our clients in all areas of Asset Management
and Support Services including development, implementation and
life-cycle management of all Operations and Maintenance processes.
Between our Perth and Brisbane offices K2 has a large team of technical
personnel covering, engineering, reliability, maintenance, supply
chain, operations, integrity management and all supporting areas.
Included within our technical personnel is our Advanced Database
Systems group which is made up of 5 personnel who specialise in
the development and implementation of bespoke database systems
for our clients. This group is also responsible for the development,
management and implementation of our proprietary ADAM system
which is a web based system we use to build, review and analysis
maintenance system data. All K2 services are structured, resourced
and managed to ensure we deliver fit for purpose on time, on cost
solutions in accordance with our clients requirements.
Contact: Amanda Barwell amanda.barwell@K2techno.com.au
26 The Asset Journal | Issue 2 | Volume 6 | 2012
Lycopodium
Water Bottle Sponsor
Lycopodium Asset Management Pty Ltd has its headquarters in Perth
Western Australia with offices in Brisbane (Queensland) and Manila
(Philippines). We are an engineering consultancy providing a range
of Reliability and Maintenance Engineering services to clients in the
Petrochemical, Oil & Gas, Mining, Minerals Processing, Manufacturing
and Marine sectors. Established in 1999, our company is recognised
as a leader in the Asset Management field. We pride ourselves on
providing practical solutions for our clients and have significant
experience in re-engineering existing systems for Brownfield
operations as well as developing and implementing new maintenance
management systems for Greenfield developments.
Contact: Mark Wellard mark.wellard@lycopodium.com.au
Project Performance International
Tuesday Morning Tea Sponsor
Project Performance International (PPI) has earned a worldwide
reputation for providing management and engineering training of the
highest quality, in the major disciplines necessary to achieve successful
project outcomes, in all sectors. We work with clients of all sizes (e.g.
Fortune 100 companies to small start-up companies). PPIs training
courses can assist organizations to reduce costs, meet schedules, and
exceed stakeholder expectations. Consider joining the ever-growing
cadre of quality PPI clients. For further information on PPI and our
services please see ppi-int.com.
Contact: Stephanie Halligan shalligan@ppi-int.com
 ICOMS 2012 Asset Management Conference
EXHIBITORS
ARMS Reliability
ARMS Reliability Engineers are the licensed distributors accredited
implementation partners for the Isograph RAMS tools suite and the
Apollo Problem Solving Methodology here in Australasia. ARMS also
have branches located in Canada and the USA who specialize in
the implementation of Reliability Centered Maintenance and Plant
Modeling. The combination of powerful software, simple methodology
and practical training ensures maintainers and performance managers
can be proactive in managing their assets, use data to identify variation
and ensure their equipment delivers the required level of capacity
whilst minimizing risks to the business. ARMS Reliability Engineers are
industry leaders in providing Asset Reliability Improvement Solutions
across a wide range of industries.
Contact: Michael Moulton mmoulton@globalreliability.com
Assetivity
Assetivity is a fast growing, specialist consultancy and training provider
that assists organisations in capital-intensive industries is to maximise
the return on their investment in physical assets, at a tolerable level of
risk, by applying a unique combination of engineering, management
and financial tools, techniques and expertise. Assetivity identifies and
leverages the improvement opportunities across the whole asset
lifecycle, at both a strategic and tactical level. We work throughout
Australia and overseas with Mining, Mineral Processing, Oil & Gas,
Utilities, Petrochemical, Heavy Manufacturing and Infrastructure
organisations.
Contact: Sandy Dunn sandy.dunn@assetivity.com.au
The Asset Management Council
The Asset Management Council Ltd is a non-profit organisation
committed to the promotion and education of optimal asset
management practices in industrial, commercial, academic and
government organisations. Our mission is to create a broad awareness
of the value of asset management, nurture a common understanding
of asset management, and provide a portal to asset management
knowledge and resources. With a vision of enabling benefits for all
from effective use of assets, the Asset Management Council provides
Certification, Training, Conferences, an Asset Management Body of
Knowledge and alliance with the Global Forum of Maintenance and
Asset Management to its members and the ever-increasing global
asset management community.
Contact: Sally Nugent info@amcouncil.com.au
Bombardier
Bombardier Transportation, a global leader in rail technology, offers
the broadest portfolio in the rail industry and delivers innovative
products and services that set new standards in sustainable mobility.
Manufacturing rail vehicles in Australia for over 40 years in Victoria and
Queensland, Bombardiers fleet management capability includes the
Adelaide Metro DMU fleet, the V/Line fleet in Victoria, the A & B series
fleets in WA and the Sydney Tram fleet. Our tailored asset management
solutions minimize operational costs and maximize revenue generation
over an extended asset lifetime, while ensuring the highest levels of
reliability, availability, maintainability and safety.
Contact: Sharon Davis sharon.davis@au.transport.bombardier.com
BHP Billiton Iron Ore
We are BHP Billiton, a leading global resources company. BHP Billiton
Iron Ore is one of the worlds leading iron ore producers with our
principal iron ore operations based in the Pilbara region of northern
Western Australia and our corporate offices based in Perth. The
operation currently comprises a complex integrated system of seven
inland mining operations, more than 1000 km of rail, stock years and
two separate port facilities located in Port Hedland. We are expanding
every facet of our Iron Ore business through our growth program,
working with us means you have the unique opportunity to contribute
to significant and high profile projects.
Contact: Dane Kapernick dane.kapernick@bhpbilliton.com
CIEAM
CIEAM is a Cooperative Research Centre (CRC) dedicated to improving
the efficiency and sustainability of infrastructure and engineering
asset management. CIEAM is focused on innovative, industry-directed
research and development, education, and commercialisation in an
integrated approach to asset lifecycle management. Our research is
focused on producing practical solutions to real world industry issues,
such as ageing national engineering infrastructure, under-investment
in asset maintenance, optimising the cost of maintenance and the
total cost of engineering asset ownership, an innovative integrated
asset management regime across all, industry sectors and Addressing
climate and sustainability issues. CIEAM works with industry partners
to develop innovations that meet their needs and contribute to
improving the engineering asset management industry sector. We
focus on real-life asset management problems faced by industry today.
Contact: Susan Lambe susan.lambe@cieam.com
The Asset Journal | Issue 2 | Volume 6 | 2012 27
 ICOMS 2012 Asset Management Conference
EXHIBITORS
GHD
GHD is one of the worlds leading engineering, architecture and
environmental consulting companies. The cornerstone of our
business is our client-centred culture and teamwork based approach
known as One GHD. Wholly-owned by its people, GHD is dedicated
to understanding and helping our clients achieve their goals in the
global markets of water, energy and resources, environment, property
and buildings, and transportation. Our network of 6500 professionals
collaborate to improve the built, economic and social environment
of the communities in which we operate. GHD is committed to
sustainable development, safety and innovation. We care for the
wellbeing of our people, assist communities in need and conduct
business in an ethical and environmentally responsible manner. Go to
ghd.com.
Contact: Andrew Sneesby andrew.sneesby@ghd.com
Maintenance Systems Solutions
Maintenance Systems Solutions (MSS) specialises in ERP system
development, support and training - offering services from business
process and system development to providing highly skilled Asset
Management consultants, planners and support specialists. MSS
specialises in all areas of Asset Management services and offers
integrated solutions between Reliability Engineering and ERP systems.
For support, training or resources in Asset Management then MSS is
your solution. Visit us at msspltd.com.au.
Contact: Arron Jenkins arron@msspltd.com.au
NCS Australia
National Concrete Solutions (NCS) specialise in concrete repair,
waterproofing, and durability enhancement for the commercial,
civil, industrial and infrastructure sectors. With support from leading
manufacturers, NCS and its experience team of trained applicators
are able to install various quality systems to suit a multitude of
environments. These systems include flexible and liquid membranes,
Geo Synthetic Clay Liners, crack injection, industrial floor coatings,
waterproofing, and structural strengthening for rehabilitation and
remediation of concrete structures. NCS offices are located in Albury,
Sydney, Melbourne and Brisbane and service interstate and regional
locations where opportunities exist to provide unique solutions, be
that on a project-by-project basis or a more permanent arrangement.
Contact NCS to receive a personal consultation to meet your needs.
Contact: Kelly Reaburn kellyr@ncsaustralia.com.au
28 The Asset Journal | Issue 2 | Volume 6 | 2012
NRX Global
NRX is the only commercial platform for building, standardizing and
sustaining maintenance master data. Asset intensive companies
around the world depend upon NRX to deliver the high quality
maintenance master data foundation essential to achieve maintenance
excellence in both new capital projects and legacy operations.
Companies whose maintenance systems are built upon trusted
maintenance master data from NRX benefit from a more productive
and knowledgeable maintenance organization, lower costs and
reduced safety and compliance risks in their operations.
Contact: Stephen Crampton scrampton@nrx.com
Oceaneering Services Australia
Oceaneering has evolved from companies that specialise and pioneer
Integrity Inspection Technology Services. With a global footprint
primarily serving the Energy and Resources sector, Oceaneering has
over 10,000 employees working out of 68 locations worldwide. Asset
Management is a key offering within the Oceaneering portfolio of
products and services including Asset Integrity, Integrity Engineering
and Advanced Inspection systems. Oceaneering Services Australia
assists its clients with Advanced Asset Management Solutions allowing
them to improve their Engineering, Operations, Maintenance and
Supply Management processes. Our experienced consultants support
operators and asset owners with technologies at all stages of project
life from concept to disposal that maximise efficiency and improve
profitability. We offer professional, qualified and experienced personnel
with years of experience gained from a wide variety of industries
around the world. Go to oceaneering.com.
Contact: Andy Pinsent apinsent@oceaneering.com
OMCS International
The core business of OMCS International is consulting, training and
implementation of reliability improvement methods which, are
based on RCM principles but build on what you already have rather
than start from scratch. The core of our business is known as Planned
Maintenance Optimisation (PMO2000). Over the past fifteen years
OMCS International and its licensees have guided implementation of
reliability assurance using PMO2000 on over 200 client sites in many
companies, industries and countries. Our training programs have
been delivered to thousands of operations and technical people. We
currently have a network of over a dozen licensee companies all over
the world to which we license the right to distribute, implement and
train in our methods. If you would like to know more please visit our
stand at the ICOMS conference.
Contact: Rob van Dullemen rob@omcsinternational.com
 ICOMS 2012 Asset Management Conference
EXHIBITORS
Parsons Brinckerhoff
Bombardier Transportation, a global leader in rail technology, offers
the broadest portfolio in the rail industry and delivers innovative
products and services that set new standards in sustainable mobility.
Manufacturing rail vehicles in Australia for over 40 years in Victoria and
Queensland, Bombardiers fleet management capability includes the
Adelaide Metro DMU fleet, the V/Line fleet in Victoria, the A & B series
fleets in WA and the Sydney Tram fleet. Our tailored asset management
solutions minimize operational costs and maximize revenue generation
over an extended asset lifetime, while ensuring the highest levels of
reliability, availability, maintainability and safety.
Contact: Catherine Pooley cpooley@pb.com.au
SAP
As market leader in enterprise application software, SAP (NYSE: SAP)
helps companies of all sizes and industries run better. Founded in
1972, SAP (which stands for Systems, Applications and Products in
Data Processing) has a rich history of innovation and growth as a
true industry leader. Today, SAP has sales and development locations
in more than 75 countries worldwide. SAP applications and services
enable more than 109,000 customers worldwide to operate profitably,
adapt continuously and grow sustainably. Our mission is to help
companies of all sizes and industries to run better. Our vision is to help
the world run better.
Contact: Ben Johnson ben.johnson@sap.com
Sharp Business Solutions
Sharp Business Solutions was founded in January 2005 to help
customers obtain the best possible return on their investment in their
assets through the use of asset management systems & services. The
company has built upon its depth of knowledge in the IBM Maximo
Product Suite gained over many years of implementing Maximo across
different industry sectors. We are an Advanced IBM Business Partner
and an expert in the IBM Maximo product suite. We combine these
skills with our business, IT and project management capability which
allows us to deliver professional asset management services to our
Clients at a value rate.
Contact: Julie Rainbow jrainbow@sharpsolutions.com.au
Thiess Services
We excel in providing integrated water, energy, environment and
infrastructure management services throughout Australia and New
Zealand. Established in 1987 as part of the Thiess Group, we have
amassed considerable experience, capabilities, skills and resources to
become an industry leader. Today, we play a critical role in developing
and delivering smart and diversified service solutions that optimise asset
performance for government, utilities, commercial and industrial clients.
Our long-term client partnerships are based on performance, aligned
goals, shared knowledge and trust.
They are sustained by the expert advice and innovative approaches of our
people who are committed to exploring how cutting-edge engineering
techniques and new technologies deliver greater efficiencies, lower costs
and improved sustainable outcomes. With our sights firmly fixed on the
future, we work towards enhancing our clients assets. We are determined
to remain competitive and relevant as we deliver sustainable service
solutions that achieve more with less, and improve our environment and
the communities in which we live and work.
Contact: Paul Coady pcoady@thiess-services.com.au
Transfield Services
Transfield Services is an operations, maintenance and construction
services business. We operate globally in the Resources, Energy,
Industrial, Infrastructure, Property, and Defence sectors. We deliver
asset management services across all phases of the asset lifecycle, from
concept and creation, to services that sustain, optimise and enhance
our clients assets. With diverse global expertise spanning multiple
industries, we share knowledge and challenge thinking to develop and
implement innovative solutions that deliver real value for our clients. We
complement our technical capability and experience with an in-depth
understanding of our clients needs. Our unique approach enables us to
deliver continuous improvement in asset performance, and sustain long
term relationships with our clients and partners.
Contact: Elmer Hung HungE@transfieldservices.com
The Asset Partnership
The Asset Partnership is amongst Australias leading consulting
organisations. We specialise in helping our clients make efficient and
effective use of their investments in physical assets. We work with you to
identify operational constraints and improve throughput, optimise life cycle
support costs, and deliver outputs with reduced safety and operational risks.
Our highly experienced consultants have experience in many industries
and sectors including Mining and Minerals Processing, Defence, Power
Generation, Utilities, Aerospace, Food and Beverage and Transport.
Contact: Stephen Young stephen.young@assetpartnership.com
The Asset Journal | Issue 2 | Volume 6 | 2012 29
 ICOMS 2012 Asset Management Conference
EXHIBITORS

The Online Workshop Windsor Business Solutions

The Online Workshop Pty Ltd is a new company that has been specifically
created to be the vehicle for the development of a new generation
Enterprise Asset Management software product called SmartAsset. While
this company and product are new, they respectively have a bloodline
that breeds success. KDR Creative Software Pty Ltd is the original
author and owner of a highly successful computerized maintenance
management software application called Facilities Maintenance
Management System (FMMS). SmartAsset is a new generation,
comprehensive enterprise asset management application that enables
asset owners to better manage and maintain their plant, facilities and
equipment. Utilising .NET SmartAsset not only provides rich functionality,
it extends the user interface to allow deployment options including
both the traditional graphical user interface (GUI) and browser style
interfaces that allows internet/intranet/wireless deployment including
an application service provider option for those customers wishing to
minimise their IT investment.
Contact: Shane Burquest shane.burquest@theonlineworkshop.com
Windsor Business Solutions (WBS) specialises in achieving improvement in
Productivity and Safety, through superior management of physical assets.
WBS is a SAP specialist in Enterprise Asset Management with considerable
experience across mining, oil & gas, rail, government and manufacturing.
We provide the expertise to augment your organisations management of
your physical assets. Our Reliability Engineering services include Reliability
Centred Maintenance (RCM), Root Cause Analysis (RCA), FMECA Studies
and Maintenance Scheduling and planning. WBS provides a range of
software solutions including Business Intelligence, Mobility with GIS tie
in for greater access to data and Business Process Optimization. Talk with
WBS about our range of services today or online at wbss.com.au.
Contact: Carley McCarroll cmccarroll@wbss.com.au

ICOMS 2012 Asset Management Conference

Innovators Platform Schedule

Tuesday Wednesday Thursday

Oceaneering Services Australia

Transfield Services
Speakers: National Concrete Solutions
Speaker:
Andy Pinsent & Godfrey Lewis Protect Your Assets
Elmer Hung
Oceaneerings Range of Services Concrete Structures
New Corporate Identity
Morning tea in Australia

The Online Workshop

Lunch A Speaker: Shane Burquest

CIEAM
Speaker: Prof Lin Ma
Certification
Decision Support in
Lunch B Linear Asset Renewal

NRX Global
Speaker: Stephen Crampton
Rapid Master Data Projects
Afternoon tea in the Cloud

30 The Asset Journal | Issue 2 | Volume 6 | 2012

 ICOMS 2012 Asset Management Conference
exhibition hall

TASMAN ROOMS ICOMS Asset Management Conference

Entrance

Stage
Tasman Stage

Buffet
Innovators
Platform

Internet
Stations

Speakers
Corner Buffet

Leading the Way in Asset

Management Services and Solutions
Some of our services include:
IBM Maximo Implementations IBM Maximo Support
IBM Maximo Upgrades IBM Maximo Audit and Review
IBM Maximo Integrations Asset Management Consulting Services
IBM Maximo Training IBM Maximo Hosted Solutions
Contact us today and mention this advertisement to receive a free asset management audit.*

info@sharpsolutions.com.au | Freecall 1800 508 504 | www.sharpsolutions.com.au

* terms & conditions apply

The Asset Journal | Issue 2 | Volume 6 | 2012 31

 ICOMS 2012 Asset Management Conference
venue map

LOWER LEVEL
Boardwalk

UPPER LEVEL
Riverview

32 The Asset Journal | Issue 2 | Volume 6 | 2012

ICOMS 2012 Asset Management Conference
COMPETITIONS

Competition 1
What questions
would you ask?
Take a look at the photograph at right. Tell us
the first two questions you would ask upon
viewing the situation if you were a:
A Lawyer
A Maintenance Manager
An Asset Manager

Enter your submission via our LinkedIn site,

our homepage or during the Conference.

Competition 2
2011 Winner
How would you
capture asset
management in
a photograph?
Rummage through your archives or take a
photograph that captures asset management!

Send your submission along with no more

than 50 words on how the photograph
captures asset management to:
info@amcouncil.com.au before or
during the Conference.

The winners of the competitions will be
announced at the Farewell Drinks at this
years conference!
The photo is of the site manager at Alinta Wind Farm near Geraldton
Western Australia. In order to have a good asset management culture at
a remote wind farm, the site manager is the most important person. He
needs to be on board with the processes, data requirements and drive this
through to the maintenance contractors, Murray Wall, Infigen Energy.

The Asset Journal | Issue 2 | Volume 6 | 2012 33

 2012 Asset Management Awards
Organisations from diverse industries and
locations, including Western Australia,
New South Wales, Queensland and New
Zealand, entered the Asset Management
Awards in 2012. This year, we set a challenge
to our applicants to answer the following
questions in 15 words or less. Getting their
story across to you with minimal words was
no mean feat! Congratulations to this years
Award applicants! Keep reading to learn
their asset management stories
The Questions
1 Tell us about your project/unit entered to the 2012 Asset
Management Awards:
2 Why did your organisation enter the 2012 Asset Management
Awards?
3 What has your organisation learnt by entering the 2012
Asset Management Awards?
4 What drives your employees to continuously develop:
a Organisational asset management capability?
b Individual asset management capability?
5 What is your organisations best asset management characteristic?
6 Any tips for organisations considering entering the Asset 5 Optimised Asset Management approach as an integral part of
Management Awards?
7 Any tips for the organisers of the 2012 Asset Management 6 Be prepared and challenge yourselves its part of the
Awards?
The 2013 Asset Management Awards now open
Enter the Asset Management Awards and unite people by
highlighting their contributions to the organisations asset reliability
and revenue.
The Awards also provide the ideal opportunity to focus, align and
motivate people to want to apply the one asset management system,
and want to continuously improve the system year upon year.
The best results are achieved by entering the Awards early in an
organisations asset management journey. This provides organisations
an accurate baseline to measure improvement every continuing year
of entering the Awards.
For more information: amcouncil.com.au/awards
34 The Asset Journal | Issue 2 | Volume 6 | 2012
BHP Billiton Iron Ore
1 The entry was about the asset management program that we
apply to our Major Project program
2 Our group has only been together for about 12 months and it
was an opportunity to benchmark our progress
3 The ability to reflect upon progress and be reviewed by our peers
4a Major project is an opportunity to implement best practice asset
management from design through to operation
4b Asset management is an exciting new field that impact a lot of
business areas and requires a broad range of knowledge
5 Hopefully us!!... No really the ability to have groups focussed on
asset management issues
6 Have a go it is a good learning opportunity
7 See you next year!
K2 Technology
1 Maintenance Readiness for an oil and gas mega-project located
in the north-west Western Australia
2 To confirm and recognise the excellent asset management
journey embarked on by the project team
3 Asset management is a continuous improvement journey!
4a Optimised Asset Management mindset which developed
Plan/ Do/Check/Act approach from the beginning
4b Job satisfaction and ensuring activities always start with an
an end in mind win/win scenario
the K2 work management and culture
continuous improvement journey!
7 Excellent 2012 ICOMS theme which aligned with our submission
Asset Management Practices for Essential Resources
Transfield Services
1 Transfield Services Mornington Peninsular Shire Council Parks
and Roadsides contract within the Services business unit
2 To learn where we are at and to establish a future
development plan
3 We are doing the right things and proof that green assets can
fit the mould
4a Continuously provide an excellent service and to be the
knowledge leader in asset management services
4b Personal pride and desire for continuous improvement
5 Asset Management Plan Implementation
6 Address each point on the criteria list and use the process as a
learning tool
7 Great engagement with the Council. What tips can you give?
Meridian Energy Ltd Not able to answer our questions but just as committed to the
1 Our entry details Meridians Asset Management portfolio and 2012 Asset Management Awards process is:
our journey towards asset management excellence
Lend Lease
2 Continuous improvement is important to us. An external
perspective highlights opportunities and recognises The Hills M2 is a 21km motorway that links the lower north shore
our progress with the northwest regions of Sydney NSW. It opened to traffic in
3 We have mature asset management systems and processes, May 1997 and is a key part of Sydneys orbital motorway network,
opportunities for improvement still exist
providing a seamless link between the Lane Cove Tunnel and
4a We are the custodians of iconic New Zealand assets that Westlink M7.
generate 100% renewable energy
4b A desire to make a difference and to be recognised for our Lend Leases infrastructure services business (formerly known
asset management capabilities. as Conneq) has been the maintenance services provider to the
5 The clear link between company strategy and individual M2 since 2006. Together with the owner Transurban, Lend Lease
objectives, and the condition of our assets is working to ensure the motorway is meeting its objective to
6 Do it! There is as much value in developing the submission as provide a safe, continuous and efficient passage for motorists.
there is from the evaluation itself
7 Consider allowing more time for reviewers to do their job,
more time with applicants would benefit everyone

NRG Gladstone Operating Services Pty Ltd

(Gladstone Power Station)
Dear Ross, Mark, Richard and Brad,
1 The remarkable turnaround in performance and management A quick note on the behalf of
of the Gladstone Power Station assets Shoey, Ben and the rest of us at
2 To measure our progress in asset management thus far, and GPS to thank you very much for
challenge ourselves to further improvements your efforts and input during
3 That often we are our own harshest critic, and we should the recent site review. Your
recognise our successes more feedback was insightful and much
appreciated and we look forward to
4a Our desire to remain the operator and maintainer of choice
further reviewing your comments
for Gladstone Power Station
in the final report.
4b Our culture of continuous learning and challenging our
people to realise their full potential I have also attached for you to have framed and mounted on your office
walls (or maybe in your caravan Ross?) the group photo of the site review
5 Our collective sense of ownership, passion and affection team (Brad clearly still in his role as observer) and the infamous Black
for Gladstone Power Station (corny, I know!) Pig coal mill. This definitely qualifies as a genuine and quality Mill Hug
6 Approach it with the genuine intent of learning; and stands a good chance of taking out the GPS Hug A Mill award and
not just to obtain shiny shelf-ware being subsequently honoured in the 2013 Mill Models calendar.
7 The Maldives would be an excellent venue for We trust that you had an enjoyable (and at least memorable) time with us
future awards ceremonies! and we welcome you back to GPS at any time in the future.
Many Thanks
Clinton Windsor, Gladstone Power Station

The Asset Journal | Issue 2 | Volume 6 | 2012 35

 Organisational Capability and Individual
The extent to which an individual or an
organisation meets the requirements for
asset management is a measure of an
organisations capability or an individuals
competency. Developing that capability
or competency will require training,
experience, coaching and mentoring.
Principles of Asset Management
Assets exist to provide value to the organisation and its
stakeholders. Asset management does not focus on the
asset itself, but on the value the asset can provide to the
organisation. Value is defined by the organisation and its
stakeholders, and can be both financial and non-financial.
1. Asset management transforms strategic intent into
technical and financial activities, decisions and tasks.
2. Leadership and commitment from all levels of
management are essential for successfully establishing,
operating and improving asset management. Culture
is substantially an outcome of leadership; therefore
leadership style matched to the organisational
objectives is crucial.
3. Asset management requires a focus on continual
improvement, as this provides the organisation with
the ability to react to competitive and social pressures
and to consistently achieve its organisational objectives.
These principles are embodied in the Asset Capability
Concept model. Achieving these principles defines the
overall requirements of the Asset Capability Delivery Model.
The extent to which an individual or an organisation meets
the requirements for asset management is a measure of
an organisations capability or an individuals competency.
Developing that capability or competency will require
training, experience, coaching and mentoring.
Bibliography
a. AM Council AMBoK Framework ISBN 978-0-9870602-2-8
b. ISO Draft Asset Management Standards 55000, 55001, 55002
c. AM Council, Asset Management Competency Standards
CAAM, CPAM, CSAM and CFAM
d. ISO/IEC 15288 Systems Engineering
e. IEC 60300-1 Dependability Management
f. GFMAM Landscape Document ISBN 978-0-9871799-1-3
36 The Asset Journal | Issue 2 | Volume 6 | 2012
Organisational Capability
Asset Management Appraisal and Awards
The purpose of the Asset Management Appraisal and Award Program is to:
Promote good practice in asset management, and
Provide a tool through which enterprises can evaluate their asset
management practices
The Asset Management Appraisal and Awards focus on the organisational asset
management practices - which assure that the capabilities of their assets meet
the needs of the enterprise and their stakeholders through the planned achievement
of asset performance.
At the beginning of the asset management maturity journey the:
Asset management practices and processes may not meet the requirements of
the Capability Models.
Processes may not be documented and there is little or no evidence of any
systematic achievement of purpose.
Ad hoc and/or poor results will have been achieved with goals not identified.
No improvements have been recorded nor have improvement goals been identified.
Bronze
Practices and processes meet a few of the requirements of the Capability Models.
The processes are implemented in a managed fashion (planned, monitored
and adjusted).
Modest results achieved from applied practices. Goals are yet to be identified.
Modest improvements achieved from applied practices. Improvement goals
are yet to be identified.
Silver
The organisations practices and processes meet some of the requirements
of the Capability Delivery Model, although yet to be integrated into one
complete process.
These processes are implemented using a defined process capable of
achieving its process outcomes.
Some actionable results are being achieved. Goals have been identified.
Some improvement results are being achieved. Improvements are yet to
be identified.
Gold
The organisations practices and processes meet the requirements of the
Capability Models but are not integrated into one complete process.
These processes now operate within defined limits to achieve its process
outcomes.
Results are being achieved. Goals have been identified. Trends are being
recorded and used to establish and meet goals.
Improvements are being achieved. Improvements have been identified.
Trends are being recorded and used to establish and meet goals
Platinum
The organisations practices and processes meet the requirements of the
Capability Models and are integrated into one complete process.
These processes are continuously improved to meet relevant current
and projected business goals.
Sustained results have been recorded. Goals have been identified.
Trends are being recorded and used to establish and meet goals.
Competency
Personal Competency
Responsibility for Outcomes
A Certified Associate in Asset Management (CAAM) can manage specific aspects of a project Bianca Lesley de Jersey
or organisation in a range of contexts, including interactions between aspects of the asset CAAM
management system and the environment in which it operates. A CAAM can also interpret AMIS Systems Administrator,
Transend Networks Pty Ltd,
possibilities, within the constraints of an approved process.
Tasmania
Management Roles
In asset management roles, a CAAM should ably assist the implementation of requirements
across specific facets of asset management.
Matt Thompson CAAM
Team Leader
Responsibility for Outcomes Pressure Equipment
A Certified Practitioner in Asset Management (CPAM) is able to manage specific aspects of Inspection & NDT,
project outcomes in a range of contexts, such as interactions between aspects of the asset Rio Tinto Alcan Yarwun
management system and the environment in which it operates, and some integration of social,
legal, environmental and economic intended outcomes.
A CPAM will demonstrate effective interaction and integration with other disciplines and
professions where needed and interpret possibilities, within the constraints of an approved
Les Pepper CPAM
process, to stakeholders, while ensuring that policy decisions are properly informed. Control Centre Manager
Management Roles Renewable Energy
Genesis Energy, Taupo,
Holders of the CPAM certification may work alone or assist in managing small teams appropriate New Zealand
to the above responsibilities. In asset management roles, a CPAM should ably implement
requirements across specific facets of asset management

Responsibility for Outcomes

Benjamin Hayden CSAM
A Certified Senior Practitioner in Asset Management (CSAM) is able to manage significant Manager Technical Services
project/enterprise outcomes in a range of contexts. This includes interactions between the asset NRG Gladstone Operating
management system and the environment in which it operates, and the integration of social, Services Pty Ltd,
legal, environmental and economic intended outputs/outcomes over the lifetime of the product Queensland
or enterprise. A CSAM will tactically manage effective interaction and integration with other
disciplines and professions into an effective project or enterprise, and interpret possibilities to
society, business, and government, ensuring that policy decisions are properly informed.
Management Roles
A CSAM may lead or manage teams appropriate to the above significant responsibilities. In asset management roles, a CSAM should
clearly conceptualise risk across all facets of asset management.

Responsibility for Outcomes

A Certified Fellow in Asset Management (CFAM) is able to manage complex and strategic David Daines CFAM
project/enterprise outcomes in a range of contexts, including interactions between the asset Program Director
management system and the environment in which it operates, and the integration of social, Asset Integration,
BHP Billiton Iron Ore,
legal, environmental and economic intended outputs/outcomes over the lifetime of the product
Western Australia
or enterprise.
A CFAM will ensure effective interaction and integration with other disciplines and professions
into an effective project or enterprise at a strategic level and interpret possibilities to society,
business, and government, while ensuring that policy decisions are properly informed. They will
identify and integrate asset management professional disciplines into a cohesive and integrated
asset management body of knowledge.
Management Roles
A CFAM will lead teams appropriate to the above strategic responsibilities. In asset management roles, a CFAM should clearly
conceptualise risk across all facets of asset management.

The Asset Journal | Issue 2 | Volume 6 | 2012 37

 Asset Management Council Ltd

2011 Financial Statements

The Board and Audit Committee declare that:
1. External Audit was undertaken by the member appointed
Auditor CW Stirling.
2. the financial statements and notes, as set out here:
(a) The financial statements have been prepared in accordance
with the mandatory Australian Accounting Standards
applicable to entities reporting under the Corporations
Act 2001 and the significant accounting policies, which
the directors have determined are appropriate to meet the
needs of members. Such accounting policies are consistent
with the previous period unless stated otherwise.;
(b) give a true and fair view of the companys financial position
as at 31st December, 2011 and of its performance for the
year ended on that date.
3. In the directors opinion:
(a) there are reasonable grounds to believe that the company
will be able to pay its debts as and when they become due
and payable.
(b) the accounts and invoices are reviewed monthly to ensure
they meet the current Interim Internal Review Procedures.
Andrew Sarah
Chair, Audit Committee

Balance Sheet
FOR THE YEAR ENDED 31 DECEMBER 2011
Dec 31 2011 Dec 31 2010 Dec 31 2011 Dec 31 2010
ASSETS Other Assets
Current Assets 3001 Certification Scheme
Current/Savings Depreciation of Certification -68,000.00 -34,000.00
Bendigo AMC 3001 Certification Scheme - Other 170,000.00 170,000.00
AM Council Foundation 4,965.00 0.00 Total 3001 Certification Scheme 102,000.00 136,000.00
Bendigo AMC - Other 75,108.60 21,227.95
Chapter Funds 0.00 67,899.29
Total Bendigo AMC 80,073.60 21,227.95
Training Courses
Petty Cash Depreciation Courses -8,461.12 -7,576.32
Pay Pal Account 9.29 0.00 Training Courses - Other 12,000.00 12,000.00
Petty Cash - Other 52.99 121.85 Total Training Courses 3,538.88 4,423.68
Total Petty Cash 62.28 121.85
Total Other Assets 105,538.88 208,322.97
Total Current/Savings 80,135.88 21,349.80
TOTAL ASSETS 368,886.75 336,051.21
Accounts Receivable
Accounts Receivable 67,193.52 79,932.77
LIABILITIES
Total Accounts Receivable 67,193.52 79,932.77
Current Liabilities
Other Current Assets Accounts Payable
Chapter Bank Accounts Accounts Payable 39,535.54 27,389.26
Chapter Account 20,777.96 0.00 Total Accounts Payable 39,535.54 27,389.26
Illawarra Chapter 7,124.14 0.00
Credit Cards
Perth Chapter
Mastercard AMC 3,488.21 0.00
Perth Cheque Account 21,868.46 0.00
Total Credit Cards 3,488.21 0.00
Perth Gold Term Deposit 1 10,000.00 0.00
Perth Gold Term Deposit 2 10,000.00 0.00 Other Current Liabilities
Total Perth Chapter 41,868.46 0.00 Payroll Liabilities
Annual and Long Leave 5,048.30 5,380.00
Sydney Chapter (PA 109) 6,938.56 0.00
Payroll Liabilities - Other 5,012.03 6,229.66
Total Chapter Bank Accounts 76,709.12 0.00
Total Payroll Liabilities 10,060.33 11,609.66
Pre Paid Expense Account 28,160.86 18,612.20
Pre Paid Income Account 29,780.00 4,950.00
Stock Asset 4,228.20 0.00
Tax Payable -6,455.43 -9,553.45
Total Other Current Asset 109,098.18 18,612.20
Unclaimed Creditors 0.00 13,303.00
Total Current Assets 256,427.58 119,894.77 Total Other Current Liabilities 33,384.90 20,309.21
Fixed Assets Total Current Liabilities 76,408.65 47,698.47
Capital Items
Long Term Liabilities
Computers & Equipment -11,953.26 -9,233.26
Certification Discounts 206,746.00 207,896.00
Depreciation Equipment 15,170.82 14,536.27
Total Long Term Liabilities 206,746.00 207,896.00
Computers & Equipment - Other 3,217.56 5,303.01
TOTAL LIABILITIES 283,154.65 255,594.47
Total Computers & Equipment
NET ASSETS 85,732.10 80,456.74
Furniture & Fittings
Depreciation Fittings EQUITY
-2,393.04 -1,778.04
Furniture & Fittings - Other Opening Bal Equity 156,127.66 156,127.66
6,095.77 4,308.50
Total Furniture & Fittings Retained Earnings -75,670.92 12,964.04
3,702.73 2,530.46
Net Income 5,275.36 -88,634.96
Total Capital Items 6,920.29 7,833.47
TOTAL EQUITY 85,732.10 80,456.74
Total Fixed Assets 6,920.29 7,833.47

38 The Asset Journal | Issue 2 | Volume 6 | 2012

Asset Management Council Ltd

PROFIT AND LOSS STATEMENT

FOR THE YEAR ENDED 31 DECEMBER 2011
Jan - Dec Jan - Dec Jan - Dec Jan - Dec
2011 2010 2011 2010
Ordinary Income/Expense Professional Fees
Income Audit 7,200.00 5,650.00
Accommodation Deposits 0.00 310.00 Contract Labour 5,943.97 32,674.38
Advertising Income 1,600.00 0.00 Legal Fees 3,907.40 1,907.60
Certification Fees 9,879.94 3,863.61 Marketing 564.41 0.00
Donation Received 3,250.00 11,300.00 Professional Fees - Other 1,950.00 4,914.43
Fees 888,172.19 586,045.99 Total Professional Fees 19,565.78 45,146.41
General 1.00 178.85
Recruiting 0.00 310.00
Reimbursed Expenses 5,686.51 7,136.06
Refunds -237.55 0.00
Sponsorship & Exhibition 40,663.65 43,009.10
Rent 15,840.00 16,464.20
Stock Sales 2,958.17 474.54
Repairs
TOTAL INCOME 952,211.46 652,318.15
Cleaning 501.13 213.64
Cost of Goods Sold Repairs - Other 2,547.79 2,687.70
Cost of Goods Sold 481.80 0.00 Total Repairs 3,048.92 2,901.34
Total COGS 481.80 0.00
Reviewer Fee 8,454.55 9,395.45
Gross Profit 951,729.66 652,318.15 Software Expense 2,713.13 0.00
Speaker Expenses 5,646.58 4,189.77
Expense
Staff Expenses
Advertising 2,227.13 1,153.91
Administrator 76,578.39 23,576.80
Audiovisual
IT Support 85,676.71 52,488.70
Video Production 1,125.00 0.00
Management Fees 126,338.39 161,693.74
Audiovisual - Other 39,027.15 21,351.69
Payroll Expenses 72,584.82 73,043.85
Total Audiovisual 40,152.15 21,351.69
Total Staff Expenses 361,178.31 310,803.09
Award Supply 0.00 68.18
Stationery 3,300.72 4,033.30
Bad Debts Expense 641.86 395.10
Subscriptions 0.00 2,715.14
Bank Service Charges
Telephone 5,221.39 12,408.18
Access Fee 1.22 0.00
Training 4,967.43 0.00
Cheque Account Fees 0.00 7.90
Travel & Ent
Merchant Fees 7,082.84 4,055.41
Accommodation Expense 25,991.18 32,748.25
Paymate Fees 0.00 3.80
Car Expenses 0.00 13.64
Bank Service Charges - Other 839.99 1,506.01
Entertainment 4,800.00 0.00
Total Bank Service Charges 7,924.05 5,573.12 Meals 9,819.74 6,518.54
Travel 60,024.57 53,709.01
Books and Publications 236.82 0.00 Travel & Ent - Other 89.82 2,502.98
Catering 59,935.19 54,580.71 Total Travel & Ent 100,725.31 95,492.42
Delegate Accessories 7,535.80 4,695.00
Depreciation Expense 38,219.80 37,898.00 Utilities
Dues and Subscriptions 20,511.36 3,900.00 Gas and Electric 1,218.00 872.07
Equipment Rental 6,728.73 7,738.59 Water 151.67 242.39
Exam Marking 66.67 1,733.66 Utilities - Other 0.00 340.90
Exhibition Hire 15,291.27 2,596.82 Total Utilities 1,369.67 1,455.36
Insurance
Venue 72,737.88 26,321.64
Business Insurance 1,771.38 1,475.36
Total Expense 932,499.86 774,574.39
Sickness and Accident Insurance 0.00 -193.23
Work Cover 446.61 0.00 Net Ordinary Income 19,229.80 -122,256.24
Insurance - Other 4,761.45 1,458.13
Other Income/Expense
Total Insurance 6,979.44 2,740.26
Other Income
Interest Expense 51.86 64.44 Chapter Income 6,613.08 14,207.52
Internet 5,970.84 3,881.96 Conference Income in Advance 0.00 0.00
Lecturer Fees 26,823.50 25,299.96 Interest Income 3,251.30 2,208.02
Meeting Expenses 9,814.34 8,455.42 Management Fees MESA 0.00 33,351.19
Miscellaneous 5,150.28 -1,941.01 Total Other Income 9,864.38 49,766.73
Office Supplies 766.56 903.61
Other Expense
Postage and Delivery 19,514.35 16,279.36
Chapter Share 6,613.08 0.00
Printing and Reproduction
Conference Expenses in Advance 17,205.74 -17,205.74
Artwork 2,264.00 0.00
Management Fees Paid to MESA 0.00 33,351.19
Printing 43,955.55 0.00
Total Other Expense 23,818.82 16,145.45
Printing and Reproduction - Other 6,206.19 44,043.86
Net Other Income -13,954.44 33,621.28
Total Printing and Reproduction 52,425.74 44,043.86
Net Income 5,275.36 -88,634.96
Prizes Expenses 1,000.00 1,525.45

The Asset Journal | Issue 2 | Volume 6 | 2012 39

 Tutorial Part 10

Risk, Reliability and Life Cycle Cost

Risk across the Life Cycle (continued)
Types of Risk Analysis
Risk analysis is undertaken to varying degrees of detail
depending upon the risk, the purpose of the analysis, and the
information, data and resources available. Analysis may be
qualitative, semi-quantitative or quantitative or a combination
of these, depending on the circumstances. The order of
complexity and consequently cost to undertake these
analyses is, in ascending order, qualitative, semi-quantitative
and quantitative. In practice, qualitative analysis is often used
first to obtain a general indication of the level of risk and
to reveal the major risk issues. Later it may be necessary to
undertake more specific quantitative analysis on the major
risk issues. The form of analysis should be consistent with
Care must be taken with the use of semi-quantitative
analysis because the numbers chosen may not properly
reflect relativities and this can lead to inconsistent, anomalous
or inappropriate outcomes. Semi-quantitative analysis may
not differentiate properly between risks, particularly when
either consequences or likelihood are extreme.
Quantitative Analysis
Quantitative analysis uses numerical values (rather than the
descriptive scales used in qualitative and semi-quantitative
analysis) for both consequences and likelihood using data
from a variety of sources. The quality of the analysis depends
on the accuracy and completeness of the numerical values
and the validity of the models used.

the risk evaluation criteria developed as part of establishing
the context.
Care must be taken with the use
The three major types of analysis are described as follows:
of semi-quantitative analysis...
Qualitative Analysis
Consequences may be determined by modelling the
Qualitative analysis uses words to describe the magnitude outcomes of an event or set of events, or by extrapolation
of potential consequences and the likelihood that those from experimental studies or past data. Consequences may
consequences will occur. These scales can be adapted or be expressed in terms of monetary, technical or human
adjusted to suit the circumstances, and different descriptions impact criteria, or any of a number other criteria referred to in
may be used for different risks. HB 436:2004 Guidelines to AS4360:2004 Risk Management 1.
Qualitative analysis may be used: In some cases, more than one numerical value is required to
specify consequences for different times, places, groups
as an initial screening activity to identify risks which require or situations.
more detailed analysis;
where this kind of analysis is appropriate for decisions; or
where the numerical data or resources are inadequate
for a quantitative analysis.

Semi-quantitative Analysis
In semi-quantitative analysis, qualitative scales such as those
described above are given range values. The objectives are to
improve consistency which is often lost in the use of words
and to expand the ranking scale beyond that usually achieved
in qualitative analysis. Letters or numbers are used to produce
a sequential risk ranking without relativity between risks.
The process does not achieve realistic quantitative values for
risk such as is attempted in quantitative analysis. Although
numbers may be used i.e. 1 to 10, the value allocated to
each description may not bear an accurate relationship to
the actual magnitude of consequences or likelihood. The
numbers should only be combined using a formula that
recognises the limitations of the kinds of scales used. 1
Australian Standard AS 4360:2004 Risk Management

40 The Asset Journal | Issue 2 | Volume 6 | 2012

Risk Management Standards should be established and the structure of the analysis defined.

Risk management has become, over the last 40 years, a mature Identify Risks: Identify what, why and how adverse outcomes
process with a number of supporting international standards. can arise as the basis for further analysis.
And recently, ISO 31000:2009 Risk management Principles Analyse Risks: Determine the existing controls and analyse risks
and Guidelines was developed to be utilized to harmonize risk in terms of consequence and likelihood in the context of those
management processes in existing and future standards. It provides controls. The analysis should consider the range of potential
a common approach in support of standards dealing with specific consequences and how likely those consequences are to occur.
risks and/or sectors, and does not replace those standards. ISO Consequence and likelihood may be combined to produce an
31000:2009 is not intended for the purpose of certification. estimated level of risk.
Some standards, such as the Canadian standard CSA-Q850-97, Evaluate Risks: Compare estimated levels of risk against the
are based on the Australian risk management standard AS/NZS pre-established criteria. This enables risk to be ranked so as to
4360:2004 Risk Management which is internationally recognised identify management priorities. If the levels of risk established
asRisk
good Management Standards
practice. This standard provides a generic framework
Risk management has become, over the last 40 years, a mature are low, then
process withrisks may fall into
a number of an acceptable category and
forsupporting
establishing the context standards.
international of, identifying,
Andanalysing,
recently,evaluating,
ISO 31000:2009 Risktreatment
management may not be required.
Principles
treating, monitoringwas
and Guidelines and communicating
developed torisk.beItsutilized
companionto harmonize risk management processes in
existing and
document future standards.
HB 436:2004 It provides
Risk Management a common
Guidelines Treat
approach in support
Companion Risks: Accept
of standards and with
dealing monitor low-priority risks. For other
specific risks and/or sectors, and does not replace those standards. ISO
risks, 31000:2009
develop and is not a specific management plan
implement
tointended
AS/NZS 4360:2004 provides generic guidance (with relevant
for the purpose of certification.
examples) to establish and implement effective risk management which includes consideration of funding.
Some standards, such as the Canadian standard CSA-Q850-97, are based on the Australian risk
processes in any standard
management organisation.
AS/NZS 4360:2004 Risk Management which isMonitor and Review:
internationally Monitor and review the performance of
recognised
as good practice. This standard provides a generic framework for establishing the risk the context
management and of,
changes which might affect it.
For organisations that have a large, complex and safety critical
identifying, analysing, evaluating, treating, monitoring and communicating risk. Its companion
asset base, AS/NZS(IEC)
document HB 436:20043931:1998 Risk Analysis
Risk Management of Technological
Guidelines Companion to AS/NZS 4360:2004 provides
generic Application
guidance (with relevant examples) to establish AS/NZS(IEC) 3931:1998 Risk Analysis of
Systems Guide, provides a basic model for the and implement effective risk management
processes in any organisation. Technological Systems.
selection of methods to analyse technical risk.
For organisations that have a large, complex and safety critical Thisasset
standard provides
base, guidelines for selecting and implementing
AS/NZS(IEC)
3931:1998 Risk Analysis of Technological Systems Application analysis
Guide, provides a basic
techniques for riskmodel
associated with the life cycle of
AS/NZS 4360:2004 Risk Management
for the selection of methods to analyse technical risk.
The blocks that comprise AS/NZS 4360:2004 are summarised technological systems. The standard includes guidelines for
AS/NZS 4360:2004 Risk Management selecting and implementing risk analysis techniques, and enables
as follows:
The blocks that
quality and comprise
consistencyAS/NZS
in the planning and execution of risk
4360:2004 are summarised as follows:
analyses and in the presentation of results and conclusions.
Communicate and Consult:
Establish the Context
The following
Communicate tablewith
and consult defines the various risk analysis methods
internal
and external
listed in IEC 3931. Many of the at
stakeholders appropriate methods are covered by existing or
Com m unicate and Consult

each stage of the risk management

M onitor and Review

Identify Risks developing IEC

process concerning the standards.
process The as listings
a in the left hand of the table
Risk Assessment
following
whole. This are, except
is nominated as theforfirst
category
task rating, described in some detail
as communications will likely begin at
in the standard.
Analyse Risks
the immediate commencement of a risk
management activity/project.
Event Tree Analysis Checklists
Evaluate Risks Establish Fault
the Tree
Context: Establish the
Analysis
Common Mode Failure Analysis
strategic, Fault
organisational
Modes and Effectsand risk
Consequence Models
management context in which the rest of
Analysis Delphi Technique
Treat Risks the process will take place. Criteria
Fault Modes,
against which risk willEffects
be and
Hazard Indices
evaluated
Criticality Analysis
should be established and the(FMECA)
structure
Monte-Carlo Simulation
AS/NZS 3931
Hazard
of the analysis and Operability Study
defined. Technique
Human Reliability Analysis Paired Comparisons
Reliability Block Diagram
Identify
Communicate
Risks: and Consult:
Identify what,Communicate
why and howand consult
adverse with
outcomes can arise as the basis for further Review of Historical Data
analysis.
internal and external stakeholders appropriate at each stage Category Rating Sneak Analysis
of the riskRisks:
Analyse management process
Determine concerning
the existing the process
controls as a risks in terms of consequence
and analyse andAnalysis Methods
IEC3931 Risk
likelihood
whole. This inisthe context as
nominated of the
those
first controls. The analysis should consider the range of potential
task as communications
consequences and how likely those consequences are to occur. Consequence and likelihood may
bewillcombined
likely begin at the immediate
to produce an estimatedcommencement
level of risk. of a risk Next issue: Risk Assessment Tools and Techniques
management activity/project.
Evaluate Risks: Compare estimated levels of risk against the pre-established criteria. This
enables
Establishrisk toContext:
the be ranked so as to
Establish theidentify management
strategic, priorities. If the levels of risk established
organisational
are low, then risks may fall into an acceptable category and treatment may not be required.
and risk management context in which the rest of the process
Treat Risks:
will take place.Accept
Criteria and monitor
against whichlow-priority risks. For other risks, develop and implement a
risk will be evaluated
specific management plan which includes consideration of funding.
Monitor and Review: Monitor and review the performance of the risk management and changes
which might affect it.

The Asset Journal | Issue 2 | Volume 6 | 2012 41

 Chapter
Brisbane Chapter
On Friday 13 April 2012, the Brisbane Chapter held its Annual
General Meeting at the CLEM7 Tunnel Control Centre, Brisbane. It
was a productive meeting with the following members attending:
Mark Jordan, Deryk Anderson, Brad Thompson, Jag Shinde, Peter
Oliver, Brendan Gough, Casha Haddad, Dunstan Netto and Ron
Shuttlewood.
During the meeting Mark Jordan (Leighton Contractors) was elected
Chapter Chair and Jag Shinde (Rio Tinto Coal Australia) Chapter
Secretary. The Brisbane Chapter warmly thanks former Chapter
Chair Brad Thompson and Chapter Secretary Mark Quinn for their
commitment and energy provided. We welcome aboard Mark and
Jag to their new roles.
Following the meeting Brendan Gough, Business Services and Asset
Management Manager, gave an overview of the operations and
maintenance of the CLEM7 Tunnel.
Mark Jordan, Chapter Chair
Jag Shinde, Chapter Secretary
42 The Asset Journal | Issue 2 | Volume 6 | 2012
Gippsland Chapter
Asset Management Council Gippsland Chapter and Engineers
Australia Gippsland Group organised a talk by Mr. Graeme Offer in
Traralgon on 19 April 2012, 6:15 9 pm.
After an extensive career at both a technical and senior management
level in the Power Generation industry, Graeme made a switch to
Local Government, where he was involved in the rapidly emerging
asset management field at a high-growth Queensland regional city.
Graeme shared some observations on the different approaches to
asset management in the two industries, and some of his experiences
in implementing asset management in a local government
environment.
At the end of the presentation, the current Gippsland Chapter
Chair, Dr. Indra Gunawan, announced the upcoming ICOMS Asset
Management Conference that is scheduled in Hobart on June 4 - 8
2012. Conference brochures were distributed to the audience
accordingly.
l-r Trevor Graham (GHD), Grame Offer (presenter), representative from
Hazelwood Power Station, Indra Gunawan (Gippsland Chapter Chair)
Melbourne Chapter
The Melbourne Chapter held its Annual General Meeting on Thursday
8 March 2012. It was a productive meeting, with new members
elected to the committee, along with a fascinating presentation by
committee member Ian Thomas on his comprehensive research into
non-carbon forms of fuel, in particular the opportunities surrounding
the use of vegetable oils.
During the meeting, present Victorian members warmly thanked
Greg Williams for his leadership in his role Chapter Chair for the past
twelve months. Andy Webb (GHD, member since 2007) was elected
Chapter Chair and John Harris to Deputy Chair. There is an evident
strong committee made up of fourteen members, with recently
elected committee members Prince Luckman and Anthony Gray.
In April 2012, Krishan Aggarwal and Anthony Cuskelly delivered the
presentation Carbon Tax and What it Means to Industry. This
was a highly topical subject that drawing over ninety attendees.
The presentation was followed by extensive debate and was only
curtailed by the arrival of the traditional pizzas and wine.
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44 The Asset Journal | Issue 2 | Volume 6 | 2012

Partners, Corporate Members & Contacts
Partnering Organisations Brisbane Motorway Services
Broadcast Australia
SAP Australia CitiPower and Powercor Australia www.powercor.com.au
www.sap.com Covaris Pty Ltd www.covaris.com.au
Cradle Mountain Water
CSL Limited www.csl.com.au
Transfield Services Energex Limited
www.transfieldservices.com Energy Safe Victoria
Evans & Peck www.evanspeck.com
Gladstone Area Water Board
Hi - Tech Inspect www.hitechinspect.com
Corporate Platinum Members International Protective Coatings www.internationalpaint.com
Ausgrid www.ausgrid.com.au KDR Creative Software Pty Ltd www.kdr.com.au
SAP Australia www.sap.com Laing ORourke www.laingorourke.com.au
Transfield Services www.transfieldservices.com Loy Yang Pty Ltd www.ipplc.com.au
UGL Limited www.unitedgroupltd.com Mainpac Pty Ltd www.mainpac.com.au
Corporate Gold Members Maintenance & Project Engineering www.mpe.com.au
Airservices Australia www.airservicesaustralia.com Maintenance Systems Solutions Pty Ltd www.msspltd.com.au
Assetivity Pty Ltd www.assetivity.com.au Melbourne Cricket Club
Bombardier www.bombardier.com Melbourne Water www.melbournewater.com
Essential Energy Metro Trains Melbourne (MTM)
GHD Pty Ltd www.ghd.com.au Murrumbidgee Irrigation
Infigen Energy www.infigenenergy.com NATA www.nata.com.au
John Holland Pty Ltd www.johnholland.com.au Newcastle Port Corporation
Lend Lease Infrastructure Services Pty Ltd NRG Gladstone Operating Services
Orontide Group Limited www.orontide.com.au OMCS International www.pmo2000.com
Parsons Brinckerhoff www.pb.com.au Pacific Hydro
RailCorp www.railcorp.nsw.gov.au PSN Water www.psnwater.com.au
Rylson Pty Ltd www.rylson.com.au QENOS www.qenos.com
Silcar Pty Ltd www.silcar.com.au Rapallo
Sinclair Knight Merz (SKM) www.globalskm.com SEQWATER
Sydney Water Corporation www.sydneywater.com.au Shoalhaven Water
Thales Australia Limited www.thalesgroup.com.au State Water Corporation
Thiess Services Pty Ltd Sydney Catchment Authority www.sca.nsw.gov.au
Western Power www.westernpower.com.au The Asset Partnership www.assetpartnership.com
Velocity Energy www.velocityenergy.com.au
Silver Corporate Members
Water Corporation
AECOM
Wesfarmers CSBP Limited www.csbp.com.au
Alinta Energy
ASC Pty Ltd www.asc.com.au Officer Contact List
ATIVO Maintenance and Project Services www.ativo.com.au National Chair: John Hardwick
BHP Billiton Iron Ore john.hardwick@amcouncil.com.au
Capability by Design www.cbdesign.com.au Adelaide Chapter: Byron Martin
CS ENERGY www.csenergy.com.au byron.martin@amcouncil.com.au
Department of Construction and Infrastructure, Brisbane Chapter: Mark Jordan
Northern Territory Government mark.jordan@amcouncil.com.au
ElectraNet Pty Limited Darwin Chapter: Sharon McAnelly
Fremantle Ports www.fremantleports.com.au sharon.mcanelly@amcouncil.com.au
K2 Technology Pty Ltd www.k2techno.com.au Gippsland Chapter: Indra Gunawan
Leighton Contractors Pty Ltd indra.gunawan@amcouncil.com.au
Oceaneering Services Australia Pty Ltd Hobart Chapter: Andrew Sneesby
Public Transport Authority andrew.sneesby@amcouncil.com.au
Rio Tinto Coal Australia www.riotintocoalaustralia.com.au Illawarra Chapter: Andrew Spence
Sharp Business Solutions www.sharpsolutions.com.au andrew.spence@amcouncil.com.au
SKF Australia Pty Ltd www.skfcm.com/reliability Mackay Chapter: Gopinath Chattopadhyay
Strategic Asset Management Inc. www.samicorp.com gopinath.chattopadhyay@amcouncil.com.au
Thomas & Coffey Ltd www.thomascoffey.com.au Melbourne Chapter: Andrew Webb
Wood Group Integrity Management www.wgim.com andy.webb@amcouncil.com.au
Bronze Corporate Member Newcastle Chapter: Graham Webb
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ALS Industrial Overseas Chapter: Danny Azavedo
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AMCL www.amclpty.com.au
Aurecon Australia Pty Ltd www.aurecongroup.com Perth Chapter: Andrew Morgan
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BAE Systems Sydney Chapter: Gary Seabury
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The Asset Journal | Issue 2 | Volume 6 | 2012 45

 WE SEE THINGS DIFFERENTLY.
Transfield Services is an operations, maintenance and construction
services business, operating globally in the resources, energy,
industrial, infrastructure, property and defence sectors.

We work closely with our clients, helping them

to achieve their business outcomes through
optimising the sustainable performance,
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46transfieldservices.com
The Asset Journal | Issue 2 | Volume 6 | 2012
RESOURCES | ENERGY | INDUSTRIAL | INFRASTRUCTURE | PROPERTY | DEFENCE