At AMSPEAK, delegates were intrigued by the presentation by Michael Lesnie, Senior Associate from Qubist1, outlining the juxtaposition of small asset renewal projects in the utilities sector, and the capital expenditure of the business.
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There is no doubt that COVID-19 has brought challenges to every aspect of our lives. In the professional arena, many of us are now working from remotely and for those employed in the asset management sector, this fact can usher in a set of unique circumstances when managing asset portfolios. Completing inspection reports, presenting analysis and findings, and developing maintenance strategies all from the home office.
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Many readers will be aware of sites, particularly in the US, that store decommissioned aircraft, colloquially known as aircraft graveyards, or boneyards. But some readers may not be aware that here in Australia, we have our own aircraft storage facility.
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Not too long ago, before the coronavirus pandemic, when everyone was still going on with their daily lives, Victoria’s transport network was struggling to meet with demand. It may seem like a lifetime ago, but people spent inordinate periods of time squashed on trains, or arrived late to work due to a collision that shut down the main arterial roads into the CBD.
Mark Ragusa, a dedicated asset management professional recently provided a large webinar audience with an interesting presentation on decision making and risk management processes within Ausgrid. Mark noted asset management must start with an understanding of the organisational objectives which are translated into asset management objectives. Creating this line of-sight will enable asset management decisions to align achieving organisational objectives. The basis for making asset management decisions must also be established so that decisions are consistent and appropriately supported.
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