Conference Day Two: Wednesday, 26th September 2018
7:00 am - 8:45 am Workshop C
8:45 am - 9:15 am Conference Registration and Welcome Coffee
9:15 am - 9:20 am Opening Remarks by IQPC and the Conference Chair
CAPT. David Eccleston
Director Support System Future Submarine ProgramDepartment of Defence Australia
9:20 am - 10:00 am CASE STUDY: The Future Submarines Program, Asset Management for the Largest Procurement Program in Australia’s Defence History
Navy capability is developed utilising an Asset Management approach. Whilst some of the terminology is different, capability is developed and sustained utilising a whole of life approach, in line with good Asset Management principles. Utilising an Operating and Support Intent approach that evolves in parallel with the maturity of the design and then through the asset’s operational life, Navy is able to maximise the operational effect over the life of the capability.
- The Operating and Support Intent aims to closely align the level of support with the level of operation to maximise capability through life.
- Managing periods of asset employment outside of normal operating parameters.
- Dealing with advanced degradation through environmental or other affects.
CAPT. David Eccleston
Director Support System Future Submarine ProgramDepartment of Defence Australia
10:00 am - 10:40 am Water Corporation’s Increased Process Efficiency for Evidence Based Asset Risk Assessment: 11,500 Risk Assessments in 3 Months
With its extensive water infrastructure network in WA, Water Corporation is exploring opportunities to best deliver value at reduced cost. The impetus for this undertaking has become the development of a risk based case guiding the optimal use of its assets. Departing from more standard practices, Water Corporation has taken an innovative and strategic approach to risk assessment that has yielded undeniable results, equipping them with the ability to assess more assets than ever before. With a concentrated effort to identify and incorporate appropriate data into a standardized assessment process, Water Corporation is equipped with a strong evidence based foundation for decision making.
- Standardizing an evidence based risk assessment process, reducing the opportunity for subjectivity to undermine efforts.
- Semi-automated process that maximise productivity without compromising quality and insights.
- Evidence based cases for informed decision making.
10:40 am - 11:10 am MORNING TEA AND NETWORKING BREAK
11:10 am - 11:50 am Information Technology Risk Management across NSW Transport Cluster
Transport for NSW (TFNSW) is the lead agency of the NSW Transport cluster with the purpose of leading the development of a safe, efficient, integrated transport system for the state of New South Wales. The Group IT branch plans, builds, runs and operates IT services and solutions for TFNSW and the Transport Cluster as a whole for common services. The IT Risk function within this branch is charged with developing and implementing cluster-wide IT risk strategies covering all IT infrastructure and assets. The cluster includes: NSW Trains, Sydney Trains, Rail Corporation, State Transit Authority, Roads and Maritime Services, Sydney Ferries and Transport for NSW. The IT Risk function is responsible for:
- Defining the respective IT infrastructure and security risks for TFNSW and the agencies.
- Working with the supplier risk functions to identify and mitigate risks.
- Ensuring fit for purpose risk and assurance controls for information technology, operational technologies and operational security.
- Strategies for staying on top of risk for functions that experience rapid change: identifying new areas of vulnerability and assessing the security risks of future technologies.
Gloria Bailen
Associate Director of Operational Risk and Assurance – Digital Trust and Risk Group Information TechnologyTransport for NSW
11:50 am - 12:30 pm Security of Critical Infrastructure Bill 2018: Asset Security from Natural Hazards to Foreign Interference
Passed by Federal Parliament on the 28th of March and going into effect 3 months after receiving Royal Assent, the Bill specifically targets critical electricity, gas, ports and water assets but can also include assets outside of these categories. It is unclear exactly how the Bill will affect asset owner/ operators. The legislation seeks to address key issues identified by the Federal government. These include: gaps in information on legal and beneficial ownership of critical assets; the need to ensure effective risk assessment is applied specifically in relations to potential disruptions from sabotage, espionage or foreign coercion; and the importance of insuring an ability to apply appropriate mitigation of threats and vulnerabilities and thus address national security outcomes. As a result key obligations on Responsible Entities, or Direct Interest Holders will include:
- Responsible Entities, or Direct Interest Holders, must provide initial reports on identified assets within 6 months of the Act’s commencement, or when designated as being a critical.
- Direct Interest Holders must report “interest and control information”.
- In addition, if it is determined that there is significant risk surrounding an asset and efforts by asset owner/operators to eliminate vulnerabilities or assessments are unsatisfactory, the Minister can direct corrective steps are taken to protect a particular asset.
12:30 pm - 1:30 pm NETWORKING LUNCH
1:30 pm - 2:10 pm PANEL DISCUSSION: Identifying, Addressing and Managing Risk
Speakers:
Karen Riddette Principal – Asset Strategy and Risk Water Corporation
Pablo Carpay First Assistant Secretary for Critical Infrastructure Security Department of Home Affairs
Gloria Bailen Associate Director of Operational Risk and Assurance – Digital Trust and Risk Group Information Technology Transport for NSW
Karen Riddette Principal – Asset Strategy and Risk Water Corporation
Pablo Carpay First Assistant Secretary for Critical Infrastructure Security Department of Home Affairs
Gloria Bailen Associate Director of Operational Risk and Assurance – Digital Trust and Risk Group Information Technology Transport for NSW
In this session we hear from panellists involved at various levels in the risk management of different classes of assets, as they discuss what they consider to be the important factors to account for and the different strategies to employ in identifying, managing and minimizing risk.
- Identifying areas of risk.
- The benefits of adhering to standards in minimizing risk, and when to go further.
- Strategies and systems for addressing risk.
Panellists:
Pablo Carpay
First Assistant Secretary for Critical Infrastructure SecurityDepartment of Home Affairs
Gloria Bailen
Associate Director of Operational Risk and Assurance – Digital Trust and Risk Group Information TechnologyTransport for NSW
2:10 pm - 2:50 pm CASE STUDY: Aboriginal Housing Office: Bringing the Business Case to Social Context, and Consolidating Physical Degradation with Financial Cost
With a portfolio of 6,000 homes across NSW worth $2 billion, AHO realizes the unique opportunity for smaller agencies and organizations to be more responsive, with a community focus and a service mindset. However, looking beyond the bricks and mortar, planning to social and cultural context requires a strong focus on the business case to be successful. Furthermore, when performing major upgrades to 500 homes and renovations to 300 community properties annually, innovative thinking and an understanding of how to financially interpret physical degradation is required to bridge the gap between creating cost efficiencies and maximizing public value.
- Consolidating the financial with the physical.
- Business case preparation to meet community goals.
- Getting the most use out of a property portfolio.
2:50 pm - 3:20 pm AFTERNOON TEA AND NETWORKING BREAK
3:20 pm - 4:00 pm CASE STUDY: RMIT University’s Award Winning 6 Month Journey to ISO 55001 Certification
Mid 2017 RMIT’s Asset Management Department undertook the significant challenge of acquiring ISO 55001 certification, something that few universities in the world, let alone Australia, have been able to achieve. With a dedicated effort to improve their asset information database over the past 4 years, they have equipped themselves with the capacity to generate 40 year asset life cycle plans for 260,000+ assets, with this capability only strengthening into the future. A few of the key factors that enabled this achievement within such a short timeframe include:
- Emphasis on engagement of stakeholders and key parties
- Data Analysis and Modelling to generate 40 year asset life cycle plans
- Gap analysis, identifying but more importantly addressing areas for improvement. Updating systems and up-skilling personnel.
4:00 pm - 4:40 pm CASE STUDY: Mackay Council Water Network: Lead Detection and a 10 year Deferment of $100 million Investment
Through the installation of automated meter infrastructure and development of MiWater Software, The Mackay Regional Council is now able to effectively monitor its entire water network. This has enabled them to quickly identify leaks downstream of the customer meter, reducing average leak duration. Consumers are also able to monitor their daily water consumption through an online portal resulting in customers changing behaviors. The creation of these efficiencies has enabled the council to freeze prices for water and sewage for three years (14, 15, 16) and defer a major infrastructure investment of $100 million by 10 years.
- Greater sustainability, with 12% of residential properties informed of leaks, reducing water loss and associated costs.
- Optimizing usage of current assets has deferred $100 million water treatment plant investment by 10 years.
- Detailed data generation has allowed for a more focused and effective direction in consumer engagement, resulting in reducing consumption for each person on average from 600litres/day to 200litres/day.
4:40 pm - 5:20 pm CASE STUDY: Future Transport 2056: Predicting and Providing for Infrastructure Investment
The Future Transport 2056 strategy builds on the considerable achievements of the 2012 NSW Long Term Transport Master Plan, a “predict and provide” approach which has guided unprecedented service and infrastructure investment across NSW - now in various states of delivery. The opportunity presented by Future Transport has been to take a long term view, develop a shared vision across government, and develop a strategy to deliver on that vision. This has meant involving the public, integrating objectives and outcomes across government, taking a long term perspective, and embedding technology into every part of their plans. The strategy is a function of unprecedented cross-Government collaboration involving The Greater Sydney Commission and Infrastructure NSW. The strategy incorporates:
- Developing a shared vision, including the challenges and the benefits.
- Prescribes 6 key outcomes: customer focus, successful places, growing the economy, safety and performance, accessible services, and sustainability.
- Embedding behavioural and culture change as well as technology in long term plans.
