Starter in AM
Mid AM Journey
Advanced user in AM
Data-Driven Decision Making and Digital Innovation
Operational Excellence, Reliability and Safety
Strategic Alignment and Value-Focused Asset Management
Sustainable Asset Management and Societal Value
Workforce Transformation and Knowledge Retention
10.A.1 Skand + Queensland Rail: Turning Spatial Data into Proactive Management
10.A.2 An automated Heavy Vehicle Structure Assessment Permit System for Class 1 and Class 2 heavy vehicles
10.A.3 Thermographic aerial drone imaging for pre-emptive monitoring of concrete structure spalling
10.A.4 Closing the Data Gap: Reliable Condition Assessment Using AI and 3D Digital Twins
10.A.5 Python-Based Data Validation Framework for Level 2 Road Structure Inspections
10.B.1 10 years of asset investment planning: critical success factors and common pitfalls
10.B.2 Strategic Alignment and Value-Focused Asset Management
10.B.3 Hybrid Life Cycle Cost Modelling and Quantifying Future Cost Impacts of Prolonged CAPEX Reductions
10.B.4 Building Confidence in Investment: TasWater’s Capital Prioritisation Framework
10.B.5 Penlink: Integrating Lifecycle Cost Modelling and Confirm EAM for Infrastructure Optimisation
10.C.1 Insights from a collaborative cross-sector asset management group in New Zealand
10.C.2 Achieving $26 billion in funding from a centralised asset management operating model
10.C.3 Value driven asset management under a PPP – avoiding the pitfalls
10.C.4 Turning Stakeholders into Partners: The Murray Darling Basin Authority’s Strategic Asset Approach
10.C.5 Architecting Collaboration: A Maturity Model Approach to Asset Maintenance Transformation
10.D.1 A generalised 8D framework for AI-assisted FRACAS
10.D.2 Industrial AI for asset management
10.D.3 Engineering a Safety-Assured and Data-Driven Framework for Automating Train Maintenance
10.D.4 A Probabilistic Approach to Asset Degradation Modelling Using Expected Value
10.D.5 Comparing machine learning and LLMs for automated incident classification
2.A.1 Navigating the Deep Energy Transition through Transgrid’s Strategic Asset Management Plan Update
2.A.2 Smart Asset Management Roadmap: IoT, AI & Digital Twins for Asset-Rich Industries
2.A.3 Paper cuts to pixel perfect: The digital evolution of asset management plans
2.A.4 Complexity to Clarity — Accelerating AM Productivity Through Digital Innovation at UnitingCare QLD
2.B.1 Culture Change – How to or How not to? – That is the question - PART 2
2.B.2 ‘Better together’: applying change management to improve asset management at V/Line
2.B.3 Leading through reform: Practical asset management without the traditional levers
2.B.4 Holding the Torch and Passing the Flag: Building Human Capability to Drive Asset Performance
2.B.5 Utilising strong governance to drive asset management improvement
2.C.1 From Data to Decisions: A Practical Pathway for Lifecycle Costing and Investment Prioritisation
2.C.2 Show me the value!
2.C.3 Strategic Asset Management, Water Utilities, Risk based Decision-Making, Asset Renewal Forecasting
2.C.4 From Risk to Consequence - Using Service Delivery Levels to Inform Maintenance and Renewal Investment’
2.C.5 Risk and Opportunity in investment decision-making
2.D.1 Reliability & Energy Optimisation of Cooling Tower and Gas Booster via RCA and Precision Maintenance
2.D.2 Enhancing resilience and reliability: A RAM-Based review of the Kew sewerage pump station
2.D.3 Reliability-Centered Maintenance Strategy for Mobile Container Rotators in Port Operations
2.D.4 Root cause confusion: Why we’re still getting RCA wrong
2.D.5 Independent Assurance for Outsourced Facility Management: Insights, Challenges and Lessons
3.A.1 Making Informed Decisions Based on Accurate Asset Data
3.A.2 Operationalising Quality Data Capture via Long-Term Franchise for Data Driven Decision Making
3.A.3 The data disconnect: a common organisational challenge from the whole-of-life asset perspective
3.A.4 Bridging Data Quality Dimensions for LCC Data-Driven Decision Making AM. A Case Study
3.A.5 Getting Our Data House in Order: Data Governance to Power a Smarter Asset Management Future
3.B.1 Embedding what we know: A new index linking knowledge retention practices to performance outcomes
3.B.2 Empowering people to drive performance: Asset management capability maturity frameworks
3.B.3 A Three-Pronged Approach to Knowledge Retention in Infrastructure Management
3.B.4 Capability challenges – supporting the New Zealand transport sector to succeed
3.B.5 From Balance Sheet to Boiler Room: Our Journey from Finance to Asset Management
3.C.1 From Data to Decisions: Strengthening Regional Water Resilience Through Digital Asset Management
3.C.2 SMART PAF: Driving reliability and enhancing value in Rail Asset Management
3.C.3 Smarter Together: Building a Digital Playbook for Smart Water Metering in Queensland
3.C.4 Adding Value to Aucklanders through Digital AMPs
3.C.5 VHBA’s Digital Engineering Framework - Embedding digital in health infrastructure delivery
3.D.1 Challenges in Moving to a Precautionary Approach of Risk Management
3.D.2 Risk based asset prioritisation drives operational excellence in University HV network
3.D.3 Driving smarter decisions: A lifecycle model for bus fleet resilience
3.D.3 From Reactive to Reliable: Strengthening Coordination for Operational Resilience
3.D.4 From Assets to Action: A Framework for Operational Readiness
4.A.1 Reducing the Cost of Creating an Asset Register Through Data Extrapolation
4.A.2 Benefits of Asset Register Measurement with Standardised Data
4.A.3 Precision Maintenance: Measure What Matters, Reward What Works
4.A.4 Beyond Spreadsheets: Curing the Data Integrity Crisis to Unlock Real-World AI and ROI
4.B.1 Building internal digital capability through people-centric transformation at Tauranga City Council
4.B.2 Future-Proofing the Workforce: Digital Knowledge That Bridges Generations
4.B.3 Plugged In and Powered Up: Asset Integration Wins and Wisdom
4.B.4 WA's Growing Workforce Demands: Challenges and Opportunities for Asset Managers
4.C.1 Coordination Before Compliance: Reframing ISO 55001 as a System of Value Realisation
4.C.2 The IKEA Effect: Flat-Pack Thinking for Global Asset Standards
4.C.3 Evidence based Strategic Asset Management
4.C.4 Strategic Alignment through International Standardisation: An Overview of ISO/TC251 Asset Management
4.D.1 Large-Scale Online Condition Monitoring of BoP Machinery at Yara Pilbara
4.D.2 Alignment impact on Vibration Readings
4.D.3 Lessons learnt using Internet of Times (IoT) vibration and temperature sensors
4.D.4
6.A.1 CAPEX to OPEX digital enablement with BIM/DE - A water utility's view
6.A.2 Leveraging asset management software and building technologies for ISO55001-Aligned Asset Management
6.A.3 Leveraging Information Management and benefits realisation through BIM/DE
6.A.4 From Design to Disposal: Managing Asset Data Across the Lifecycle with ISO 19650 and ISO 55013
6.A.5 Turning Asset Handovers into Transformative Information Assets
6.B.1 Aligning ERM and ISO 55001: Exposing System Weakness to Build Organisational Resilience
6.B.2 Australia’s mandatory climate disclosures and embedding resilience in AM via transition planning
6.B.3 Operationalising ISO 55001's Sustainability Mandate: How APO Unifies LCCA, LCA, MCDA and ESG in Asset Investment Decisions – using ISO 55001, decision science and ESG-aligned tools
6.B.4 Extending asset life through circularity: A digital approach to sustainable value
6.B.5
6.C.1 Amplifying organisational transformation through Infrastructure Asset Management
6.C.2 Asset management planning and risk-based decision-making for the Royal New Zealand Navy
6.C.3 Going for gold: strategically embedding asset management at the Australian Sports Commission
6.C.4 Strategic Pavement Management a top to bottom case study
6.C.5 Strategic Review of Asset Management and Maintenance Delivery for Operational Excellence
6.D.1 Selling Asset Management to the C suite and boards.
6.D.2 Sustained Asset Management Improvement - the Vital Role of Leadership
6.D.3 How do we prevent Asset Management from failing?
6.D.4 From Boardroom to Boiler Room: Translating Strategy into Operational Levels of Service
6.D.5 Beyond Compliance: How Pragmatic Leadership Builds Productive Asset Management Systems
7.A.1 The DNA of Asset Management: Building a Living Data Chain
7.A.2 Transport Asset Custodian Platform (TACP)
7.A.3 Data-Driven Asset Management for Safer Roads
7.A.4 Building an Integrated Data-Rich Framework for Evidence Based Pavement Maintenance Planning
7.B.1 Evolving the NSW Asset Management Policy
7.B.2 Balancing legislative minimum and ISO 55000: QPRC’s journey with public stakeholders
7.B.3 Driving Value Through Strategic Asset Management in South Australian Government
7.B.4 Leading Through Complexity: QCS’s Influence on Government-Wide Asset Management Practices
7.C.1 Asset Management, A Business Resilience Mindset
7.C.2 Embedding resilience into infrastructure investment and planning for freight
7.C.3 Protecting our railway assets in high pressure urban environments
7.C.4 Infrastructure Assets and PFAS: Understanding Emerging Risks and Responses for Asset Managers
7.D.1 Partnering for Better Data: How TasWater and BetterAIM Rapidly Transformed Asset Inspections
7.D.2 Turning Data in strategy: digital innovation in maritime asset management
7.D.3 Keeping the animals in - Data driven Asset Management at Taronga Zoo
7.D.4 Smart building management systems - a project's journey from inception to implementation
8.A.1 Smart Tracks, Smarter Investment: Leveraging Asset Intelligence for Scalable Rail Freight Design
8.A.2 Data to Decisions: An integrated maintenance investment model for complex infrastructure networks
8.A.3 Data Driven Insights for Sustainable TLO Lifecycle Management
8.A.4 Investment-grade data: A decision-first framework for infrastructure asset management
8.B.1 Optimisation of Sewer Pumping Networks via Pump Reduction Strategies
8.B.2 Pittsworth Water Supply – New bore vs. upgrading existing infra
8.B.3
8.C.1 A novel continuous improvement framework for reliability, safety and sustainable asset management
8.C.2 A Systematic Approach to Asset Life Extension and Residual Life Estimation: Case Study Oil refinery
8.C.3 Systematic Maintenance Strategy Review for Shutdown Interval Optimisation
8.C.4 Keeping the Lights On: Linking Process Safety to Asset Management in the Thermal Power Industry
8.D.1 A practitioner’s guide to industrialising AI in asset management
8.D.2 AI in Asset Management: Field‑Tested Use Cases
8.D.3 Digital Transformation in Asset Management: A case Study from Western Australian Road Network
9.A.1 Building the AI-enabled maintainer: how Downer is advancing asset management through data and AI
9.A.2 Adaptive Cognitive Coordination (ACC): Leveraging AI and Behavioural Insight to Power Productivity
9.A.3 AI-Powered Maturity Model for Sustainable Asset Management and Data-Driven Strategy
9.A.4 Enabling natural language queries for data retrieval
9.A.5 Does Australia have enough Asset Management, Maintenance and Reliability professionals?
9.B.1 Past, Present and Future: Asset Condition and Non-Condition drivers for Decision Making
9.B.2 Integrating FWD and LCMS data in Road Manager for condition-based road asset decisions
9.B.3 Harnessing consistent condition data for smarter investment decisions
9.B.4 Condition Assessments in Schools: Challenges, Solutions, and Roadmap
9.B.5 Planning, scheduling... and hoping for the best: Work management needs a reboot
9.C.1 Serco’s unique ISO 55001 Journey
9.C.2 An End-to-End Practical Methodology for Effective Management of Change
9.C.3 Hydro Tasmania's Asset Management Maturity Uplift
9.C.4 Advancing Asset Management Maturity Beyond ISO 55000
9.C.5 Airservices Australia: Advancing Asset Maturity Through Risk-Informed Implementation
9.D.1 From Data Chaos to Clarity: How AI is Powering Smarter Asset Management
9.D.2 From Condition Monitoring to Capital Planning: Can We Automate Asset Renewal Decisions?
9.D.3
9.D.4 AI and the Future of Triple Bottom Line Leadership- Women in Asset Management
9.D.5 Decision-making needs alignment too!
Closing Plenary
Conference Open
From Good to Great: What High-Performing and Productive Teams Do Differently
Opening Keynote
Risk + Value-Focused Asset Management: Probabilistic Cost–Benefit Analysis for Railway Slopes
Tuesday Open
Mr Warren ADAMS, GHD Advisory
Abd malek Adzizulrohim, Public Work of Department Malaysia (...
Mr Rama Affan, WSP
Ms Shahin Akhter, Main Roads Western Australia
Mr Robert Alcaro, Transgrid
Mr Vahid Alimohammadi, Ginko Consultants
Ms Meher Bahl, Defectech
Mr Abdullah Balhaddad, AB Vibration Consultant Pty Ltd
Mr Sean Bass, BHP
Mrs Asha Bauch, Transport for NSW
Mr Nathan Belgrove, Worley Consulting
Mr Adam Bevins, Downer Ltd
Mr Andrew Bifield, V/Line
Mr David Braby, CT Management Group
Mr Graeme Brown, Infrastructure SA
Mr Grant Burton, Transport for NSW
Micheal Butler, Siemens/ Brightly
Mr Glen Cancian, Service Stream
Mr Paul Cannons, Stantec Australia
Paul Carter
Ms Catherine Caruana-McManus, Meshed IoT Solutions
Mr Ivan Catabay, Transport for NSW
Mr Lucas Cespedes, Assetivity
Ms Vanessa chau, WiAM Inc.
Ms Patty Chier, Icon Water
Dr Hanbit Cho, AssetFuture
Mr Wing-tim Choi, AssetFuture
Ming Chong, GHD
Dr Habib Chowdhury, Programmed Facility Management
Mr Raj Kumar Chowdhury, Yara Pilbara Fertilisers Pty Ltd
Mrs Leanne Cluley, Reduxo Pty Ltd
Jeremy Collins, Downer
Mr Phillip Conroy, Babcock New Zealand Ltd
Chris Coulson, Rockfield
Ms Anna Crawford, Transgrid
Mr Paul Davis, BetterAIM
Rebecca DeCicco, Women in BIM
Mr Luke de Jager, KPMG
Mr Sandy Dunn, Assetivity
Mark Engelhard, Decision and Transition Consulting
Mr Scott Feher, Jacobs
Mr Perry Fon Sing, KiwiRail
Mr Domenic Fonte, AssetFuture
Ms Rachel Forte, AIS Operations,
Steven French, GHD
Mr Adam Fricker, Queanbeyan Palerang Regional Council
Mr Ben Furness, Yellowscope Pty Ltd
Mr Ken Garrard, Kepa Software Pty Ltd
Scott Geappen, Hydro Tasmania
Mr Rory Gibbons, Brightly, A Siemens Company
Mr Oscar Gibson, Essential Energy
Mr Thomas Gordon, Essential Energy
Mr Masoud Goudarzi, Western Health
Mrs Elena Grimshaw, WSP
Mr Rudi Haarhoff, Anglo American
Neil Hall, KiwiRail
Mr Darrell Hamlyn, Murray-Darling Basin Authority
Mr Kevin Hang, Sydney Trains
Mr John Hardwick, TfNSW
Mr Rex Harland, GHD Business Advisory
Mr Joel Heath, Infracorr Consulting Pty Ltd
Dr Meg Hooper, Carousel Consulting
Mr Farshad IBRAHIMI, Quantum Leap Advisory (QLA)
Mr Moe Jafari, SAPN
Mr Primesh Jassa, Programmed Facilities Maintenance
Ms April Jewell, EnergyAustralia
Mrs Mary Johns, Pavement Management Services
Mr Yossi Kahlon, Skand
Mr Lalinda Karunaratne, Main Roads Western Australia
Mr Nick Kennedy, Lucid Consulting Australia
Dr Hossein Khalilpasha, Worley
Muhammad fahad Khan, Siemens/ Brightly
Ms Cassie Khaw, Department of Transport
Mr Arman Kianpour, Programmed Facility Management
Mr Geoffrey Kleu, Stantec Australia
Mr John Knowles, Silver Edge Technologies
Mr Braeden Knox, WSP
Mr Philip Kowalczyk, Lucid Consulting Australia
Mr Ernst Krauss, Wood Plc
Simon Kuestenmacher
Mr Rajesh Kumar, Stantec Australia
Mr Brent Lane, Rockfield
Mr Mincheol Lee, Programmed Facility Management
Mr Michael Lonsdale, Serco Australia
Mr Dale Lucke, Queensland Rail
Mr James Mahood, Ventia
Mr Toby Maple, IIMBE
Mr Paul McIlveen, Silver Edge Technologies
Mr Andrew McKillop, Road Efficiency Group Te Ringa Maimoa
Mr Matt McMillan, University of Newcastle
Mr Sura Mendis, XDNA by Downer
Mr Vysakh Menon, Toowoomba Regional Council
Mr Josh Milner, Infrastructure NSW
Ms Lucie Mitchell, Infrastructure NSW
Michael Mitchell, Seqwater
Mr Darren Moore, UnitingCare Qld
Mr Paul Morgan, Victorian Health Building Authority
Mr Michael Mowat, IAG
Mr Conor Murphy, Ventia
Dr Justin Ngan, Department of Transport & Planning
Ralph Noronha, Defectech
Mr Lory Noya, NTRO
Ms Nkechi NWAJI, DEPARTMENT OF TRANSPORT AND PLANNING
Mr Mathew Oakey, AMCL
Mr Ryan O'Connor, Ventia
Mr Bryan O'Sullivan, Downer Group
Mr Keith Paintin, Lucid Consulting
Ms Andrea Parafina, GHD
Mr Sharun Parakattel Benny, Programmed Facility Management
Mr Jitesh Patel, Shivaan Asset Management
Ms Alex Payne-Billard, AtkinsRealis
Theo Penn, AMCL
Mr Alex Perera, KPMG
Mr Pablo Perez-Reigosa, Ventia
Mr Brent Pergallini, Lucid Consulting Australia
Mr Jeff Pesler, Woolpert
Mr Sandeep Pigera, Programmed Facilities Management
Mr Muhunthan Ponniah, City of Gold Coast
Dr Yvonne Power, IMPOWER TECHNOLOGIES
Mr Md tareq Rahman, Department of Transport and Planning, Vi...
Mr Mostafizur Rahman, Toowoomba Regional Council
Ms Renuka Ranaweera, Brightly a Siemens Company
S Rangamuwa, KiwiRail
Jennifer Ratsep, EnergyAustralia
Mr Deavid Rawlinson, WSP
Denise Reimann, Worley
Mr Stephen Renshaw, Transgrid
Mr Mark Rippon, BetterAIM
Ms Amy Robinson, Aurizon
Mrs Su Rodrigo, Service Stream
Mr Jason Ronsisvalle, Reduxo Pty Ltd
Mr Adam Rotapel, KPMG
Ms Lauren Russell, Brightly Software
Mr Mohammad Sadozai, Schneider Electric
Ms Shine Salur, Siemens/ Brightly
Mr Sherwin Samson, Toowoomba Regional Council
Mr Joseph Samuel, Downer RTS
Ms Madeline Schneider, Transgrid
Ms Rachel Scott, ASSET MANAGEMENT ASSOCIATES PTY LTD
Mr Rohit Sharma, Downer
Mr Jeff Sharp, Hexagon
Jainam Sheth, AirServices Australia
Harman Singh, GHD
Cameron Sloman, AMCL
Nicholas Soldatos, Department of Transport and Planning
Mr Travis Soutter, Concordia Asset Management
Mr Ben Steel, Stantec Australia
Mr James Stevens, EnergyAustralia
Mr Antony Straubhaar, Transport for NSW
Mr Kan Tao, Programmed Facility Maintenance
Ms Anna Thomas Raju, CInnov8 Advisory Group
Mr Timothy Thomson, Secure Asset Infrastructure Management P...
Mel Thorpe
Deann Togyer, Downer
Mr Sloan Trad, Ginko Consultants
Cassy Van Rythoven, Serco Australia
Mr Ramakrishnan Vijayakumaran, AVEVA
Sharangan Vithiyatharan , WSP
Louise Watson, QBuild – Public Works
Ms Emily Webster, Wannon Water
Kris Westall, AMCL
Mr David Wilson, WSP
Mr Yin Wong, XDNA by Downer
Mr James Wright, Jacobs
Korhan Yilmazer, Downer
Mrs Laura Young, Australian Sports Commission
Mr Asem Zabin, GHD
Mr Jason Zhou, Downer Rail & Transit Systems
