transitional asset management plan 2015-2025...2015/06/30 · gnz-012 transitional asset management...

Document No: Document Name: Effective from: 1 July 2015 Version: 3.0

GNZ-012 Transitional Asset Management Plan (AMP)

Responsible Manager: Approved by Directors: 6 July 2015 of 69

General Manager

GasNet Limited

Transitional Asset Management Plan

2015-2025

Pursuant to clause 2.12.8(2) of the Gas Distribution Information Disclosure Determination 2012 under Part 4 of the Commerce Act 1986

Version Control

Version Date Summary of Changes

1.0 1 July 2013 First Issue

1.1 18 December 2013

Appendix 3.1 Schedule 11b replaced with updated version (page 48) following discovery of errors in the original version (page 47). Further information available in Box 12 of Schedule 14 in GasNet’s 2013 Disclosures pursuant to the Gas Distribution Information Disclosure Determination 2012

2.0 30 June 2014 Annual review and update

3.0 30 June 2015 Annual review and update




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Table of Contents

Version Control ...................................................................................................................................... 1

1.0 EXECUTIVE SUMMARY ............................................................................................................... 4 1.1 Introduction ................................................................................................................................................... 4 1.2 Reference to AMP ........................................................................................................................................ 4 1.3 Effective Date of Data in AMP ...................................................................................................................... 4

2.0 BACKGROUND AND OBJECTIVES ............................................................................................ 5 2.1 Company Background .................................................................................................................................. 5 2.2 Gas Distribution Business ............................................................................................................................ 5 2.3 Details on AMP Planning Period .................................................................................................................. 5 2.4 Date Approved by Directors ......................................................................................................................... 5 2.5 Stakeholder Interests ................................................................................................................................... 5 2.6 Organisational Structure ............................................................................................................................... 6 2.7 Asset Management Accountabilities and Responsibilities ............................................................................ 7 2.8 Asset Management Policy ............................................................................................................................ 7 2.9 Strategy and Delivery ................................................................................................................................... 7 2.10 Overview of Systems and Data .................................................................................................................... 8 2.11 Overview of Asset Management Documentation, Controls and Review Processes ..................................... 9

3.0 OVERVIEW OF ASSETS ............................................................................................................ 10 3.1 Gas Distribution Networks .......................................................................................................................... 10

3.1.1 Networks ......................................................................................................................................... 10 3.1.2 Network Assets ............................................................................................................................... 11 3.1.3 Physical Statistics ........................................................................................................................... 12 3.1.4 Asset Age Profiles ........................................................................................................................... 12

4.0 ASSETS COVERED .................................................................................................................... 14 4.1 Wanganui Network ..................................................................................................................................... 14

4.1.1 Intermediate Pressure (IP) System ................................................................................................. 14 4.1.2 Medium Pressure (MP) System ...................................................................................................... 17 4.1.3 Low Pressure (LP) System.............................................................................................................. 19

4.2 Marton Network .......................................................................................................................................... 22 4.2.1 Intermediate Pressure (IP) System ................................................................................................. 22 4.2.2 Medium Pressure (MP) System ...................................................................................................... 25

4.3 Bulls Network ............................................................................................................................................. 26 4.3.1 Medium Pressure (MP) System ...................................................................................................... 26

4.4 Flockhouse Network ................................................................................................................................... 28 4.4.1 Medium Pressure (MP) System ...................................................................................................... 28

4.5 Waitotara Network ...................................................................................................................................... 29 4.5.1 Medium Pressure (MP) System ...................................................................................................... 29

5.0 SERVICE LEVELS ...................................................................................................................... 31 5.1 Key Performance Indicators (KPI’s) ........................................................................................................... 31 5.2 Quality of Supply ........................................................................................................................................ 33 5.3 Other reliability, Safety and Environment ................................................................................................... 33

6.0 NETWORK DEVELOPMENT PLANNING .................................................................................. 34 6.1 General....................................................................................................................................................... 34 6.2 System Growth ........................................................................................................................................... 34 6.3 Identified Material Network Development Programmes ............................................................................. 35

6.3.1 Network ........................................................................................................................................... 35 6.3.2 Non-network .................................................................................................................................... 35

6.4 Identified Material Network Development Projects ..................................................................................... 35 6.4.1 Network ........................................................................................................................................... 35 6.4.2 Non-network .................................................................................................................................... 35

7.0 LIFECYCLE ASSET MANAGEMENT PLANNING (MAINTENANCE AND RENEWAL) .......... 36 7.1 General....................................................................................................................................................... 36 7.2 Asset Replacement and Renewal .............................................................................................................. 36 7.3 Identified Material Lifecycle Asset Management Programmes ................................................................... 37




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7.3.1 Network ........................................................................................................................................... 37 7.3.2 Non-Network ................................................................................................................................... 37

7.4 Identified Material Lifecycle Asset Management Projects........................................................................... 37 7.4.1 Network ........................................................................................................................................... 37 7.4.2 Non-network .................................................................................................................................... 37

8.0 RISK MANAGEMENT ................................................................................................................. 38 8.1 Overview .................................................................................................................................................... 38 8.2 Hazard Identification ................................................................................................................................... 38 8.3 Risk Assessment ........................................................................................................................................ 38 8.4 Hazard Control ........................................................................................................................................... 38 8.5 Coverage .................................................................................................................................................... 38 8.6 Review........................................................................................................................................................ 38 8.7 Information Availability................................................................................................................................ 39 8.8 Some Specific Observations ...................................................................................................................... 39

9.0 ACTIONS COMPLETED ............................................................................................................. 39

10.0 IMPROVEMENT PLAN ................................................................................................................ 39

Appendix 1 – Glossary of Terms ........................................................................................................ 40

Appendix 2 – Transitional AMP Provisions Applicable to GasNet Limited ................................... 41

Appendix 3.1 – GDB AMP Information Disclosure Schedules 11-13 ............................................. 42

Appendix 3.2 – Schedule 14a: Mandatory Explanatory Notes on Forecast Information ............. 67

Appendix 3.3 – Schedule 15: Voluntary Explanatory Notes ........................................................... 68

Appendix 4 – Schedule 17: Certification for Transitional Asset Management Plan ..................... 69

Disclaimer:

This Transitional Asset Management Plan (AMP) has been prepared and disclosed in accordance with the Gas Distribution Information Disclosure Determination 2012.

The information in this document has been prepared in good faith and represents GasNet Limited’s (GasNet) intentions and opinions at the date of issue.

GasNet does not give any assurance, either express or implied, about the accuracy of the information or whether GasNet will implement the plan or undertake any work mentioned in the document.

None of GasNet Limited, its directors, officers, shareholder or representatives accepts any liability whatsoever by reason of, or in connection with, any information in this document or any actual or purported reliance on it by any person.

GasNet may change any information in this document at any time.




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1.0 EXECUTIVE SUMMARY

1.1 Introduction

The objective of this Transitional Asset Management Plan (AMP) is to outline the asset management practices and strategies used to manage the assets of GasNet Limited (GasNet) and to provide such information pursuant to the transitional provisions provided for GasNet under clause 2.12.8 the Gas Distribution Business Information Disclosure Determination 2012.

This AMP, being the third produced by GasNet and prepared under transitional provisions, has been prepared to satisfy the new regulatory requirements as a minimum, and as such does not necessarily provide the comprehensive information typically found in mature Asset Management Plans. Following the approval and publication of this AMP GasNet will continue to build on this platform through accelerated continual improvement of its asset management practices and documentation, evidenced through subsequent AMP publications until ultimately meeting the requirements of a fully compliant Asset Management Plan by 30 September 2017 being the end of the first regulatory period.

GasNet has a long history of in-practice asset management with limited longer term planning processes. It has operated asset management practices that while effective, comprise a combination of formal and informal documentation. GasNet is however in a relatively unique position in that because there has been very low personnel turn-over, it has a wealth of very long term engineering and operational experience within personnel reaching back some 30 years. GasNet has effectively managed network assets in accordance with gas industry standards, good practice and procedures, and reported compliance over an extensive period of time.

Whilst GasNet has long since recognised the value to its business of formalising and collating its asset management strategies, policies, and procedures through the development of a single AMP document, it has been reluctant during an extensive period of regulatory uncertainty over the last 5-6 years, to commit the significant labour and financial resources to develop an AMP until the specific regulatory requirements were known.

The Commerce Commission recognised that GasNet had not historically been required under information disclosure regulation to publicly disclose an Asset Management Plan, and consequently made additional transitional provisions within its Gas Distribution Information Disclosure Determination 2012 (IDD) that allowed GasNet to elect to publicly disclose a Transitional Asset Management Plan as an alternative to a fully compliant Asset Management Plan.

In consideration of the resourcing needs to develop its first Asset Management Plan and that the requirement to do so was only one of many new regulatory compliance requirements that GasNet needed to meet in 2013 (including the unrelated certification of its Safety Management System for Public Safety), GasNet elected to adopt the transitional provisions and deliver this Transitional Asset Management Plan (AMP)

Therefore in accordance with the transitional provisions specified under clause 2.12.8 of the IDD and copied to Appendix 1, the information contained within this AMP has been provided to satisfy the following:

Minimum Requirements (IDD clause 2.12.8(2)(c));

Forecast Information (IDD clause 2.12.8(2)(d));

Report on Asset Management Maturity (IDD clause 2.12.8(2)(e));

Identified non-conformances and intended actions to make compliant by end of first DPP regulatory period (IDD clause 2.12.8(2)(f)); and,

Identified actions taken to achieve conformances with the requirements of a fully compliant Asset Management Plan (IDD clause 2.12.8(2)(g)).

1.2 Reference to AMP

For ease of reference this Transitional Asset Management Plan is referred to throughout this document as an AMP. However it must be noted that whilst referred as such it does not imply, nor is it promoted to be, a fully functional and informative Asset Management Plan. It has been prepared to comply with the transitional provisions afforded to GasNet under the Gas Distribution Business Information Disclosure Determination 2012 and not necessarily to comply with the International Infrastructure Management Manual (IIMM), PAS-55, or any other applicable standard.

1.3 Effective Date of Data in AMP

Except where otherwise specified data contained within this AMP, typically shown in tables and graphs, is based on that which existed as at 30 June 2014.




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2.0 BACKGROUND AND OBJECTIVES

2.1 Company Background

GasNet is 100% owned by Wanganui Gas Limited which is itself owned by Wanganui District Council Holdings Limited, a Wanganui District Council “Council Controlled Trading Organisation”. GasNet commenced trading on 1 July 2008 after purchasing the network (and metering) business from Wanganui Gas Limited. Previously GasNet had been operating as an independent trading division of Wanganui Gas Limited with responsibility for managing the network (and metering) assets for the company.

GasNet’s origins go back to the late 19th century when in 1879 Wanganui Gas Company Limited was formed as a private enterprise to reticulate manufactured gas within the city of Wanganui. All networks owned and operated by GasNet have been constructed to natural gas standards since 1970.

2.2 Gas Distribution Business

GasNet owns and operates five natural gas distribution networks in the Wanganui, Rangitikei and South Taranaki regions in the North Island of New Zealand.

In accordance with the Gas Act 1992, GasNet is defined as a “Gas Distributor” and under the IDD is a Gas Distribution Business (GDB).

2.3 Details on AMP Planning Period

The AMP planning period is 1 July 2015 to 30 June 2025.

2.4 Date Approved by Directors

GasNet’s Board of Directors formally approved this AMP on 6 July 2015.

2.5 Stakeholder Interests

Stakeholder interests are considered within GasNet’s asset management practices and whilst they may not always be in alignment, the desire to provide a reliable gas supply is generally common to all.

GasNet’s asset management practices implicitly acknowledge the diversity of interests and their frequency of occurrence. They are reviewed and modified over time in response to feedback from stakeholders, change in legal and/or regulatory requirements, and identified organisational practice improvement.

It is recognised that on occasion stakeholder interests either are or appear to be in conflict. GasNet welcomes the opportunity to discuss with the stakeholder any situations where interests may conflict, and will at all times look for outcomes that are mutually acceptable. Where such outcomes are not possible, GasNet offers a “Feedback & Complaints” process that provides for investigation of the reported issue within a defined process and timeframe. In the event that a satisfactory solution cannot be agreed upon, either party may refer the dispute to the Electricity and Gas Complaints Commission.

Whilst the occurrence of conflict with, or between, the needs of stakeholders seldom occurs, GasNet will apply the following considerations in resolving conflict:

Safety of people and property

Reliability of the gas supply

Compliance with the law, industry standards and codes

Fairness and equity to all parties

Regulatory compliance

GasNet has identified the following stakeholders as having an interest in how GasNet manages its gas distribution assets:

Table 1 Stakeholders

Stakeholder Interest

District and Regional Councils Minimising environmental impacts, local economic development and in the control of and access to assets in the road corridor.

Economic Regulator (Commerce Commission)

Statutory obligations, economic efficiency, compliance and public disclosure of this AMP

Electricity and Gas Complaints Commissioner

Compliance with the Electricity and Gas Complaints Scheme.

Emergency Services and Civil Defence

Safety of public and property, preparedness for emergency events

Gas Consumers Delivery of a safe, reliable, efficient and sustainable supply of gas at minimum cost.

Gas Retailers Delivery of a safe, reliable, efficient and sustainable supply of gas at minimum cost.




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GasNet Board of Directors GasNet’s performance in relation to its statutory obligations and their responsibilities as the governing body of the Company on behalf of the shareholder.

GasNet Employees Implement GasNet’s policies and procedures to maximise the utilisation and performance of its assets.

GMS owners Provision of gas supply from the outlet of the gas network that meets agreed performance criteria

Industry Regulators (Ministry of Economic Development and Gas Industry Company)

Statutory obligations, economic efficiency, safety of employees and the public, industry best practice

Insurers GasNet responsibly manages its assets and risks

KiwiRail Control and access to assets in the rail corridor

Landowners Landowners with GasNet assets on their property have interests in safety, easements, access requirements and property maintenance.

NZTA (NZ Transport Agency) Control and access to assets in the State Highway road corridor.

Property developers Connection policies and costs are fair and that plans for network extensions work within their needs.

Public Safety and information

Service Providers and Contractors Support services

Shareholder Achievement of an adequate return on investment being a good corporate citizen.

Transmission Company (Vector Limited)

To deliver gas to each of the five Sales Gates that meets the gas specification and is odorised.

Utility infrastructure asset owners Identification of assets for both maintenance and development works, and to ensure that assets owned by GasNet and other asset owners that are in proximity, are managed with the knowledge and presence of the other.

GasNet engages with its stakeholders by a wide range of methods, both planned and ad hoc. One key area of interest on which GasNet has not proactively sought feedback, is with its consumers. Whilst GasNet has regular contact with consumers, for a variety of reasons in the course of operating and maintaining its assets, it has not actively pursued contact, leaving this to the consumer’s retailer who in most instances insists on managing the relationship with their customer. With requirements under the new regulatory regime to provide more information to consumers and in recognising the potential value from proactive engagement, GasNet plans to work with the retailers on how GasNet goes about engaging with the consumers to achieve the desired outcome without overly burdening or confusing them.

2.6 Organisational Structure

GasNet’s organisational structure is as shown below.




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2.7 Asset Management Accountabilities and Responsibilities

The asset management accountabilities and responsibilities for the key roles within GasNet are as follows:

Table 2: Accountabilities and Responsibilities

Role Accountabilities and Responsibilities

Board of Directors Accountable for the overall corporate governance of GasNet and to the shareholder for their actions. The governance role includes the setting of the Company’s strategic direction.

The Board reviews and approves the following asset management processes and plans:

Strategic Plan;

This Transitional Asset Management Plan;

Key Policies (health & safety, asset management, financial)

Annual operating and capital expenditure budgets;

Delegated financial authorities for GasNet management and other employees;

Major projects;

Risk Management Plan

Interim and Annual Reports;

Disclosure documents.

The Board approves any operating expenditure purchase in excess of $50,000 and capital expenditure purchase in excess of $25,000.

General Manager Accountable to the Board of Directors for recommending and implementing the strategic direction and for managing the day-to-day operations of GasNet.

Engineering Manager Responsible to the General Manager for ensuring that the gas distribution (network and measurement) systems are designed, constructed, operated and maintained to ensure the safe, reliable and efficient transportation of gas through its systems. The Engineering Manager is also responsible for the Public Safety Management System under GasNet’s NZS7901 certification.

Assistant Engineer Responsible to the Engineering Manager for the technical, planning & operational requirements associated with the design, construction, operation and maintenance of GasNet’s gas distribution (network and GMS) system assets.

Engineering Supervisor Responsible to the Engineering Manager for overseeing the construction, operation and maintenance of new and existing assets, and for the day to day management of employees, contractors and other service providers working on the assets.

Asset Information Services Manager

Responsible to the General Manager for managing the records and systems associated with GasNet’s network assets.

Finance & Administration Manager

Responsible to the General Manager for financial, administration and inventory functions of the company.

Technicians Responsible to the Engineering Supervisor for completing the day to day construction, operation and maintenance activities on GasNet’s gas distribution (network and GMS) system assets.

2.8 Asset Management Policy

GasNet’s Asset Management Policy was reviewed in early 2014 and a new policy document approved by the Board of Directors at its meeting on 24 June 2014. In the formulation of the new policy it was decided to adopt the Publicly Available Specification on Asset Management (PAS 55:2008) as the guiding standard given its widespread acceptance and its close alignment with the IDD regulatory requirements. Up until the introduction of the new policy the International Infrastructure Management Manual (IIMM) had been the primary reference standard.

As the new Asset Management Policy was not approved until late June 2014 the Report on Asset Management Maturity (AMMAT) shown in Appendix 3.1, states that the International Infrastructure Management Manual (IIMM) is the “Asset Management Standard Applied” as this was the standard which applied for all but a few days leading up to 30 June 2014 when this AMP was approved and published.

2.9 Strategy and Delivery

Whilst GasNet has yet to develop a formal documented AMP Strategy the absence of such a document should not reflect on the lack of strategic direction, with tangible evidence illustrated throughout the organisation and its documentation. There are many examples of strategies both past and present that GasNet has implemented (some of which are described in this AMP), typically spanning a number of years that relate to the strategic management of its network assets.

As an example, the most recent and significant strategy which has only just been completed, was the decision in 2005 to relocate all LP service pipes where the GMS was located within the building. Dating back to the manufactured gas era it was typical for services to be installed under the house to a meter position in a cupboard, usually in the kitchen, hallway or porch. GasNet having undertaken a risk analysis at the time, identified that these metallic low pressure services posed the greatest risk and opportunity for gas to enter buildings, especially as




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many of these pipes were bare steel and laid either on or just under the ground. The strategy was approved by the Board of Directors and recognising the nature of the issue it took an active interest in seeing it through to its conclusion. Since 2005, 639 services have been relocated such that no part of the service pipe passes under the building line.

GasNet recognises the value and benefit in centralising its strategies into one document and had planned to complete this task in parallel with the review of its Asset Management Policy in the last quarter of 2013, however whilst the policy has been approved and implemented, the strategic plan will now not be completed until later in 2015.

2.10 Overview of Systems and Data

GasNet’s information systems are extensive both in terms of hardware and software applications.

Each GasNet employee is assigned a PC; a desktop for office based personnel and either a tablet or Toughbook device with remote access for field based personnel. All are connected to GasNet’s IT network which is provided under a Service Level Agreement (SLA) with the Wanganui District Council (WDC). Under the terms of the SLA the WDC provide the following hardware and software support services:

Hardware Support

All infrastructure hardware up to and including the hub at the GasNet building

Data storage and retrieval

Printing to network printers

Internal and external email access

Internet access

Data and file access security

Physical server and data security

Network infrastructure maintenance

File and data backup and recovery

VPN access for remote working

Software Support

Microsoft suite of applications (Windows, Office Suite, Project, Visio, Internet Explorer, Publisher)

Finance One

ANZ Online Banking (software)

Payglobal

Web Marshal

Virus protection

The WDC has provided IT network services to GasNet, and its predecessor and now shareholder Wanganui Gas Limited, for decades in a mutually beneficial arrangement, with the WDC as the “ultimate owner” having an interest in the Company and GasNet’s need for IT services. The arrangement is a good fit for GasNet and provides access to services it may otherwise be unable to obtain, or that may not be cost effective for a smaller operation such as GasNet.

Based on this platform and with an extensive suite of software applications in current use GasNet considers it is well placed to provide the ever increasing demand for information, particularly in light of the new regulatory regime under which this AMP has been developed. Whilst GasNet is not presently able to provide the full suite of information required, or must extensively aggregate/disaggregate information currently held to satisfy the information requirements, it is nevertheless confident that by the end of the first regulatory period it will meet the requirements of a fully compliant Asset Management Plan.

The following table provides a summary of the main software applications currently in use.

Table 3 Software Applications

Application Purpose

ArcGIS (Esri) Capture, store, manipulate, analyse, manage, and present GasNet’s network assets (GIS) in electronic format.

Finance One (Technology One) Enterprise-wide control and integration of financial information including General and Job Ledger reporting, financial reporting and inventory (inward goods, stock issue, inventory management), with linkage to the payroll application PayGlobal.

Gas Registry (Gas Industry Company) The central gas registry which stores and manages information to support the ready switching of gas customers between retailers on open access natural gas networks in New Zealand (GasNet, Powerco & Vector).

IntraMaps (Digital Mapping Solutions) Web based viewing application providing office and field access to GIS records of the network, and ICP information uploaded from the MIDaS application.




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Table 3 Software Applications (Continued)

Application Purpose

KernMobile (KernMobile NZ) Web based works management and field data capture application.

MasterLink (Mercury) Proprietary software associated with the Mercury Time of Use devices which log gas flow volume, pressure and temperature.

MIDaS (GasNet) Developed in 2006 specifically for GasNet’s the MIDaS, or “Meter and ICP Data System”, application is the database of record for all ICP, retailer and consumer information, which is reconciled on a regular basis with the Gas Registry. All information that is attributed to an ICP is held in MIDaS. MIDaS also provides the throughput and associated billing information for invoicing retailers for network services provided.

OATIS (Vector) OATIS which stands for “Open Access Transmission Information System”, provides access to historic volume throughput information for each of GasNet’s 5 Sales Gates, and can be selected in daily or hourly increments.

PayGlobal Payroll services including timesheet entry and leave management, with linkage to Finance One.

PMAC (Technolog)

Proprietary software associated with the Cello devices which captures and manages the pressure and measurement data from remote monitoring sites (referred to in this AMP as Monitoring and Control Systems) in addition to over/under pressure alarms which are relayed to Technicians for first response.

Risk Manager (Impac) Web based safety and environmental risk management application which captures stores and manages all risks identified by GasNet, integrated with incident investigation management and reporting.

Synergi Gas Natural gas network modelling software to assist management of the gas distribution network through modelling of the network assets and application of pressure and flow scenarios to determine the effects on the network. The application provides information to make design, planning and operating decisions.

Intranet (SharePoint) Central access point to the latest version of key Company documents (i.e. Policies, Procedures, Safe Work Procedures (SWP’s), Plans, Registers, Forms, Material Specifications, Material Safety Data Sheets (MSDS), etc.).

In addition to a wealth of information contained within the various applications and databases referred to above, GasNet has an extension range of MS Excel spreadsheets and one MS Access database. Whilst ideally all data should be held within a managed software application, there are many instances where it is not cost effective to do so, typically due to the infrequency of use or the amount of information/data being held.

GasNet recognises that the IDD significantly increases the level of data capture, information management and disclosure, but considers itself well placed to ensure that during the balance of the initial regulatory period the requirements will be fully integrated into GasNet’s information technology environment.

2.11 Overview of Asset Management Documentation, Controls and Review Processes

Much of GasNet’s asset management documentation is integrated within other documentation and consequently there are few asset management specific documents. The recent certification of GasNet’s Public Safety Management System (PSMS) is an example where the opportunity was taken to integrate asset management with the documentation developed for the safety management system, particularly relevant given many of the synergies between the requirements. The Risk Management Policy is a generic document encompassing all risks the Company either is or may be exposed to, as shown in the comprehensive risk matrix contained within the Policy.

With the rate that GasNet has recently developed documentation both in respect of its PSMS and asset management, the strategy has been to continue producing the required documents rather than reviewing existing documentation that may be due for review. Whilst not desirable, this approach has been necessary to ensure the required systems are in place within a reasonable time period.

With the significant increase in documentation over recent years it has been essential to ensure documents are subject to a control regime that guarantees the latest version of any document is available to those that need it, and also that it is clear which documents are in draft and which have been superseded. GasNet’s Intranet has provided the primary access point for key GasNet documentation, with the latest versions once approved being posted on the site. In addition a suite of Registers, also available on the Intranet, provides the master list of documents and their status. A more robust form of document version control has been introduced, appropriately at the time the Policy Framework Policy was approved and introduced in January 2013, so that as each document is subject to its next review the version control will be applied.




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3.0 OVERVIEW OF ASSETS

GasNet’s origins go back to the reticulation of manufactured gas within the city of Wanganui. Over the following decades as the city developed and grew so too did the gas infrastructure until the availability of natural gas in the late 1960’s displaced the need for manufactured gas. Although much of the original infrastructure has been replaced, there still remains approximately 48 km of low pressure metallic mains in operation and subject of an on-going mains replacement activity. All networks owned and operated by GasNet have been constructed to natural gas standards since 1970.

3.1 Gas Distribution Networks

3.1.1 Networks

GasNet owns and operates five discrete natural gas networks as shown below. Each network is connected by a Sales Gate station to the Vector Limited owned transmission pipeline. The five networks are known as Wanganui, Marton, Bulls, Waitotara, and Flockhouse.

Figure 1: Network Locations

Each GasNet network begins at the designated outlet of each Sales Gate station and labelled ‘custody transfer’ point. Natural gas is transported through a combination of metallic and polyethylene pipes in the GasNet network, typically reducing in pressure to the consumer’s property. The outlet of the gas service valve at a consumer’s property represents the end of the network and the ‘demarcation point’ between network and Gas Measurement System (GMS) assets.

Figure 2 shows the configuration of a typical gas network indicating the demarcation points, the means of supplying gas at various pressures to industrial, commercial, and residential users, and the equipment required to operate the network.




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Figure 2: General Network Layout

3.1.2 Network Assets

Each network comprises assets categorised as mains and services, district regulator stations, valves, and crossings, interconnected in a layout similar to that shown in Figure 2 above.

3.1.2.1 Mains

Mains are larger sized pipes which are used to transport volumes of gas from one point on the network to another for further distribution and use. They are principally installed underground, are constructed of either metallic or polyethylene material, and transport gas at intermediate (IP), medium (MP), and low (LP) pressures.

IP mains are all steel construction while MP mains are generally constructed of polyethylene material. LP mains are a mix of materials including polyethylene and various metallic materials (welded or riveted steels, and cast or wrought irons).

3.1.2.2 Services

Services are smaller sized pipes which are used to transport volumes of gas from a main to a GMS installed typically on the consumer’s property. Services are principally installed underground, are constructed of either metallic or polyethylene material, and transport gas at intermediate (IP), medium (MP), and low (LP) pressures.

IP services are all steel construction while MP services are generally constructed of polyethylene material. LP services are a mix of materials including polyethylene and various metallic materials.

3.1.2.3 District Regulator Stations (DRS)

District Regulator Stations reduce and regulate the gas to suitable pressures to enable distribution across large areas. DRS are generally constructed of steel components and reduce pressures from IP to MP and/or LP, and MP to LP pressures. The district regulator stations are categorised as DRS or mini DRS. Mini DRS generally supply only a limited number of consumers and are typically installed where the main fronting the properties is not suitable for individual service connections.

3.1.2.4 Main Line Valves (MLV)

Main line valves are installed in strategic locations to allow isolation of sections of the network for public safety in the event of an emergency, to isolate specific network assets such as DRS, to facilitate maintenance, or to allow further connection. MLVs are installed underground and in most cases are accessed via a chamber and lid through which a valve key may be inserted to operate the valve. There are three types of MLV: Polyethylene ball valves, flanged steel ball valves, and flanged steel or iron plug valves.

3.1.2.5 Crossings

A Crossing refers to any section of main or service that passes under or over an area of special interest that has a different risk profile to that of other mains or services located in areas of a more general nature. Crossings include all mains that pass under railway lines or over rivers and streams, are mounted on bridge superstructures, or otherwise supported above the ground.




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3.1.2.6 Corrosion Prevention

A range of proprietary coating systems provide the primary means of protecting steel pipes and fittings from corrosion both above and below ground.

A secondary protection system for all underground IP and MP steel mains and services, known as Cathodic Protection (CP), is also installed which uses either an impressed current system, sacrificial anode system, or combination of both. Monitoring test points are positioned at strategic locations along the mains and at District Regulator Stations to enable measurement of the level of protection at that location. Routine CP monitoring checks are performed to confirm adequate levels of protection are maintained.

3.1.2.7 Monitoring and Control Systems

At various strategic locations across the IP, MP, and LP networks, Monitoring and Control Systems are installed to monitor and record network data. Generally a Monitoring and Control System utilises modem and internet connection to transmit time stamped data to a central collection point for analysis. Typically the Monitoring and Control System has the ability to transmit network alarms real time to operational personnel for action.

In addition to pressure and voltage Monitoring and Control Systems, GasNet has included in this asset category its one Network Metering Station located in Wanganui that is used to measure all gas entering a discrete area of residential housing. The Network Metering Station consists of a meter, associated data capture device, remote access telemetry and necessary valving, pipe work, etc.

Information captured from all Monitoring and Control System units can also be used in throughput modelling, consumption predictions, and as a valuable input to network design.

3.1.3 Physical Statistics

Below is a summary of GasNet’s network assets covered by the AMP.

Table 4: Network Assets Physical Statistics

Asset Number Length (m)

Mains - 389,367

Services 12,812 267,977

District Regulator Stations 12 -

Mini District Regulator Stations 9 -

Main Line Valves 170 -

Crossings 54 -

Cathodic Protection 2 -

Monitoring & Control Systems 27 -

3.1.4 Asset Age Profiles

The following profiles are extracted from the most recent data sets available at the time of preparing this AMP. Assets which pre-date natural gas are populated with a default date of 1956 since identifying installation and commissioning dates for assets of that era has proven problematic due to insufficient records.

In respect of data accuracy for the pipe assets (mains, services, and crossings) it is judged that 50% of the installation dates are based on known information, while 50% are unconfirmed and based on assumptions made from other related records, or determined by a suite of rules.

In many instances the service pipe to a consumer’s premise comprises multiple sections of pipe that are not necessarily of the same installation date. The age profile then for services reflects the length of each service pipe component, rather than the number of services.




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4.0 ASSETS COVERED

4.1 Wanganui Network

The Wanganui network transports natural gas at intermediate (IP), medium (MP), and low (LP) pressures. Figure 3 is illustrative of the configuration, specification and operating parameters of this network.

Figure 3: Wanganui Network Configuration

4.1.1 Intermediate Pressure (IP) System

The IP system shown in Figure 4 below is generally designed as a single arterial pipeline from the Sales Gate station to Castlecliff in the west and to Aramoho in the north, with reinforcement looping of the industrial areas. It is currently operating at 1050 kPag.

The system was originally designed to supply major industrial consumers and DRS were located at points along the pipeline matching adverse demand requirements. As looping of system sections exists to reinforce industrial demands, the balance of the system is reliant on the integrity of these sections of the IP mains to provide continuous supply.

4.1.1.1 IP Summary Physical Statistics

Intermediate pressure system physical statistics are summarised in Table 5 below.

Table 5: Wanganui IP System Physical Statistics


Mains - 20,089

Services 38 1,075




Crossings 14 -






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4.1.1.2 IP Mains

The IP mains are constructed of steel API line pipe coated with yellow coloured polyethylene material (known as yellow jacket pipe). The steel pipe is weld jointed at 6 or 12 metre intervals, and terminates at stations or other equipment with welded flanges. The IP mains are generally installed underground by open trenching method and are fully electrically insulated.

In Figure 4, the IP mains are shown as a black line. The Wanganui Sales Gate station is shown as “SG1”.

Figure 4: Wanganui Intermediate Pressure System

Following the introduction of natural gas to Wanganui in 1973, the IP system was constructed. Reinforcement looping of the network was constructed in the early 1980s during a period of significant network growth.

4.1.1.3 IP Services

The IP services are connected to mains with a variety of connections and terminate above ground with a welded flange. All IP services are electrically insulated and isolated from the main and from the GMS.

4.1.1.4 IP District Regulator Stations (DRS)

DRS configurations include twin stream active/monitor regulation, single or twin stream active/monitor, worker/standby stream, and single stream worker only. The mini DRS are generally configured as single stream worker only.

In Figure 5, DRS are shown prefixed with a “D” and the smaller mini DRS with “MD”. The Sales Gate station is shown as “SG1”. Each location is marked with an icon.

Figure 5: Wanganui Intermediate Pressure DRS




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4.1.1.5 IP Main Line Valves (MLV)

MLVs are used to split sections of looped network, isolate strategic assets such as crossings and DRS, and isolate branch connections off the main arterial pipeline. MLVs are located principally underground, in pits or chambers that are accessible from the surface for insertion of valve keys to enable their operation. IP MLVs are flanged ball or plug types constructed of steel or iron material.

4.1.1.6 IP Crossings

Crossing types include bridge, stream, aboveground and rail. Each type of crossing is constructed to meet the individual specific risk profile of the environment in which the gas asset is crossing. IP crossing construction can include casing and vents, roller support mounts, thermal expansion joints, and other specialist fittings.

In Figure 6, bridge crossings are shown prefixed with “BC”, stream crossings with “SC”; above ground crossings with “AG”, and rail crossings with “RC”.

Figure 6: Wanganui Intermediate Pressure Crossings

4.1.1.7 IP Corrosion Prevention

The Wanganui Cathodic Protection system comprises a combination of impressed current and sacrificial anode systems. The IP mains constructed in the 1970’s when natural gas was first introduced to Wanganui were protected by sacrificial anodes installed at regular intervals along the buried steel mains, each with its own test point at ground level for monitoring purposes.

In the mid 1980’s a new impressed current system was installed adjacent to the Sales Gate comprising a rectifier supplied from the local electricity network and a sacrificial anode bed installed in the Whanganui River bed. Whilst for a variety of reasons a number of the original sacrificial anodes have been permanently disconnected from the system over the years, a number still remain in service operating in conjunction with the impressed current system.

In Figure 7, cathodic protection monitoring test points are shown prefixed with “CP” and the IP mains shown as a black line.

Figure 7: Wanganui IP Cathodic Protection Test Points




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4.1.1.8 IP Monitoring and Control Systems

IP monitoring is a part of the wider network electronic pressure and CP monitoring system. Operational conditions are monitored at various points on the IP system and data is sent to a central monitoring station daily. The equipment is configured to monitor for critical minimum IP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel. GasNet has installed pressure monitoring telemetry at a number of large demand sites.

4.1.2 Medium Pressure (MP) System

The MP system shown in Figure 8. below is generally designed in a grid configuration with mains connected wherever pipes cross. The system is constructed predominantly of polyethylene with four sections of API steel, being designed with a maximum allowable operating pressure of 420 kPag and is operating at 210 kPag.

Construction of the MP system commenced in 1977 with API steel mains installed between DRS. Further development of the MP system brought the benefits of higher pressure distribution. Much of the MP system has been constructed by inserting the newer PE pipe into the older (pre natural gas) metallic pipes.

In 1989 a decision was taken to cease refurbishment (reconditioning) of LP metallic mains and instead insert them with polyethylene pipe and thereby be able to increase the operating pressure to MP. Alternatively GasNet would replace them with polyethylene pipe of the same size and continue to operate them at LP.

4.1.2.1 MP Summary Physical Statistics

Medium pressure system statistics are summarised in Table 6 below.

Table 6: Wanganui MP System Physical Statistics


Mains - 99,791

Services 2,580 53,824




Crossings 11 -



4.1.2.2 MP Mains

The gas mains are almost entirely constructed of Polyethylene pipe with a small amount of API line pipe coated with yellow jacket. The first polyethylene pipe installed was high density polyethylene, (HDPE) and it continued to be installed until the introduction of medium density polyethylene (MDPE). Thereafter all further construction used MDPE as this proved to be a more durable pipe material.

In Figure 8, the MP mains are shown as a black line. The Sales Gate station is shown as “SG1”. Some lengths of MP mains appear separated from the bulk of the mains as they are fed from a mini-DRS (not shown).

Figure 8: Wanganui MP System




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4.1.2.3 MP Services

MP services are constructed of predominantly polyethylene material installed directly or inserted in older metallic type service pipes. The majority of MP services to residential properties are 10 mm or 25 mm internal diameter.

4.1.2.4 MP District Regulator Stations (DRS)

DRS configurations include twin stream active/monitor regulation, single or twin stream active/monitor, worker/standby stream, and single stream worker only. The mini DRS are generally configured as single stream worker only.

In Figure 9, full sized DRS are shown prefixed with a “D” and the smaller mini DRS with “MD”. Each location is marked with an icon.

Figure 9: Wanganui Medium Pressure DRS

4.1.2.5 MP Main Line Valves (MLV)

MLVs are used to split sections of the central business district, isolate strategic assets such as crossings and DRS, and isolate branch connections off the main arterial pipeline. MLVs are located principally underground, in pits or chambers that are accessible from the surface for insertion of a valve key to enable their operation. MP MLVs are ball or plug types constructed of steel or Polyethylene material.

4.1.2.6 MP Crossings

Crossing types include bridge, stream, aboveground and rail. Each type of crossing is constructed to meet the individual specific risk profile of the environment in which the gas asset is crossing. MP crossing construction can include casing and vents, roller support mounts, thermal expansion joints and other specialist fittings.

In Figure 10, bridge crossings are shown prefixed with “BC” and rail crossings with “RC”. The Sales Gate station is shown as “SG1”.

Figure 10: Wanganui Medium Pressure Crossings




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4.1.2.7 MP Corrosion Prevention

Cathodic Protection is applied on all underground metallic MP mains pipes.

In Figure 11, Cathodic Protection monitoring test points are shown prefixed with “CP” followed by a number and the MP metallic mains are shown as a black line.

Figure 11: Wanganui MP CP Test Points

4.1.2.8 MP Monitoring and Control Systems

MP network monitoring is a part of the wider network electronic pressure monitoring system. Operational conditions are monitored at various points on the MP system and data is sent to a central monitoring station daily. The equipment is configured to monitor critical minimum MP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel. GasNet has installed pressure alarm telemetry at a number of large demand sites which are also monitored.

GasNet has included in this asset category its one dedicated network Monitoring Station that meters and records the volume throughput into a discrete section of the network made up of residential consumers only. The data provided by the station is transmitted to GasNet monitoring station daily for analysis.

4.1.3 Low Pressure (LP) System

The LP network shown in Figure 12 below is generally constructed in a grid configuration, with LP mains connected wherever pipes cross. The system pre-dates the introduction of natural gas and includes mains and services constructed of many different materials. The system has a design maximum allowable operating pressure of 7 kPag and is operating at 2 kPag.

4.1.3.1 LP Summary Physical Statistics

LP system statistics are summarised in Table 6 below.

Table 7: Wanganui LP System Physical Statistics


Mains - 220,742

Services 9,397 190,732

District Regulator Stations - -


Crossings 15 -

Cathodic Protection - -


4.1.3.2 LP Mains

With the introduction of polyethylene pipe, rehabilitation projects began replacing the metal mains and services with PE. Network development plans of the time were to construct new polyethylene mains and services to medium pressure construction standards but remain on low pressure and when significant areas had been completed, to up-rate the operating pressure to medium pressures.

In the early 1990s GasNet embarked on a project involving insertion of the original larger diameter LP mains and services with smaller diameter PE pipes. The immediate benefits of the higher (MP) pressure were realised and




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the cost of construction was reduced. This method became the favoured method for future mains rehabilitation for the areas where MP was available and it could be completed without compromising the LP network.

In Figure 12, the LP mains are shown as a black line. The Sales Gate station is shown as “SG1”. Some lengths of LP mains appear separated from the bulk of the mains as they are fed from a mini-DRS (not shown).

Figure 12: Wanganui Low Pressure System

Older, pre-natural gas LP mains were constructed of a variety of metallic materials such as cast and wrought irons and various steels manufactured in lengths from 9 feet to 30 feet depending on the material. These LP mains were installed to levels that allowed condensates within the coal gas to drain to a low point where a siphon was installed to collect the liquid which could later be pumped out. The mains were all mechanically jointed using the bell and spigot method for cast iron mains and compression couplings for other types.

LP cast iron pipes are generally in reasonable condition for their age, with many pipe to pipe joints having been encapsulated over the years to prevent leakage. An extensive programme of joint encapsulation was undertaken immediately following the introduction of the dry natural gas to the manufactured gas network in the early 1970’s, with initial leakage reported at 82% UFG (Unaccounted for Gas). The bell and spigot joints on the cast iron mains contained a hemp seal which relied on the wet manufactured gas to keep the joint gas tight. The unfortunate consequence of introducing the dry natural gas was that many of the joints dried out and with pipe sections being typically around 3m in length, leakage became a significant issue until it came under control a few years later. Joint leakage is less of a concern nowadays and whilst it does occur from time to time, it does not prevent the safe on-going operation of the LP cast iron network.

The other LP pre-natural gas metallic mains comprise a range of unwrapped bare steel, galvanised and wrought iron materials which are in a range of conditions and are being progressively replaced.

Table 8: Wanganui LP Mains by Material

LP Mains Material Length (m) % of Total

PRE-NATURAL GAS (Original manufactured gas network)

Cast Iron 17,102 7.75%

Galvanised 8,268 3.75%

Mannesman Steel 9,874 4.47%

Spiral Riveted 3,435 1.56%

Steel 2,158 0.98%

Spiral Welded 6,562 2.97%

Wrought Iron 623 0.28%




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POST-NATURAL GAS (Built to modern day standards)

Polyethylene 165,155 74.82%

API Steel (PE Coated) 7,566 3.43%

Total 220,742 100.0%

4.1.3.3 LP Services

LP services supplying gas from the LP mains to the consumer’s property are constructed of either metallic or polyethylene material. Older services were constructed of various steels and irons and pre date natural gas. Since the introduction of polyethylene, it has been used with few exceptions for LP services.

LP service pipes are typically 25 mm internal diameter for standard service connections but for longer length or higher capacity services, larger diameter pipes are used.

4.1.3.4 LP Main Line Valves (MLV)

MLVs are utilised for the isolation of strategic assets such as crossings and DRS and are located principally underground, in pits or chambers that are accessible from the surface for insertion of a valve key to enable their operation. MLVs are ball or plug types constructed of steel or Polyethylene material.

4.1.3.5 LP Crossings

Crossing types include bridge, stream, aboveground and rail. Each type of crossing is constructed to meet the individual specific risk profile of the environment in which the gas asset is crossing. LP crossing construction can include casing and vents, roller support mounts, thermal expansion joints and other specialist fittings.

In Figure 13, Bridge crossings are shown prefixed with “BC”, above ground crossings with “AG” and rail crossings with “RC”. The Sales Gate station is shown as “SG1”.

Figure 13: Wanganui Low Pressure Crossings

4.1.3.6 LP Corrosion Prevention

There is no Cathodic Protection applied to LP assets. For discussion of other corrosion prevention methods please refer to section 3.1.2.6 above.

4.1.3.7 LP Monitoring and Control Systems

LP network monitoring is a part of the wider network electronic pressure monitoring system. Operational conditions are monitored at various points on the LP system and data is sent to a central monitoring station daily. The equipment is configured to monitor critical minimum LP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel.




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4.2 Marton Network

The Marton network transports natural gas at intermediate (IP) and medium (MP) pressures. Figure 14 is illustrative of the configuration, specification and operating parameters of this network.

Figure 14: Marton Network Configuration

4.2.1 Intermediate Pressure (IP) System

4.2.1.1 IP Summary Physical Statistics

Marton IP system statistics are summarised in Table 9 below.

Table 9: Marton IP System Physical Statistics


Mains - 3,344

Services 3 56



Crossings 4 -



4.2.1.2 IP Mains

The IP system shown in Figure 15. below, is generally designed as an arterial pipeline from the Sales Gate station in Wings Line to Wellington Road. The IP system constructed from 1982 onwards, is yellow jacket API steel pipe designed for a maximum allowable pressure of 1920 kPag and is operating at 1500 kPag.

In Figure 15, the IP mains are shown as a black line. The Sales Gate station is shown as “SG3”.




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Figure 15: Marton IP System

The IP system was originally constructed to supply industrial consumers, and two DRS were strategically located at points along the pipeline.

4.2.1.3 IP Services

All services are constructed of yellow jacket API line pipe and connected to mains with service saddle connections and terminate above ground with a welded flange. These services are electrically insulated from the main and from the station (DRS or GMS) pipe work to which they interface.

4.2.1.4 IP District Regulator Stations (DRS)

There are two DRS that are located close to the downstream extremities of the IP network and reduce the IP to MP for further reticulation within Marton. The DRS are constructed of steel material and are of twin stream configuration providing backup in the event of active stream equipment failure.

In Figure 16, full sized DRS are shown prefixed with a “D”. The Sales Gate station is shown as “SG3”.

Figure 16: Marton IP DRS

4.2.1.5 IP Main Line Valves (MLV)

MLVs are used to split sections of looped network, isolate strategic assets such as crossings and DRS, and isolate branch connections off the main arterial pipeline. MLVs are located principally underground, in pits or chambers that are accessible from the surface for insertion of a valve key to enable their operation. IP MLVs are flanged ball or plug types constructed of steel or iron material.




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4.2.1.6 IP Crossings

Crossing types include bridge, stream, aboveground, and rail crossings. Each type of crossing is constructed to meet the individual specific risk profile of the environment in which the gas asset is crossing. IP crossing construction can include casing and vents, roller support mounts, thermal expansion joints and other specialist fittings.

In Figure 17, bridge crossings are shown prefixed with a “BC”, Stream Crossings with “SC”, and rail crossings with “RC”. The Sales Gate station is shown as “SG3”.

Figure 17: Marton Intermediate Pressure Crossings

4.2.1.7 IP Corrosion Prevention

Cathodic Protection is applied using sacrificial anodes installed along its route.

In Figure 18, Cathodic Protection monitoring test points are shown prefixed with a “CP” followed by a number and the IP mains are shown as a black line.

Figure 18: Marton IP CP Test Points

4.2.1.8 IP Monitoring and Control Systems

IP monitoring is a part of the wider network electronic pressure and CP monitoring system. Operational conditions are monitored at various points on the IP system and data is sent to a central monitoring station daily. The equipment is configured to monitor for critical minimum IP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel. GasNet has installed pressure alarm monitoring at a number of large demand sites.




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Marton MP system statistics are summarised in Table 10 below.

Table 10: Marton MP System Physical Statistics


Mains - 25,951

Services 633 15,295



Crossings 8 -



4.2.2.2 MP Mains

The MP network in Marton is constructed of polyethylene mains interconnected to a grid configuration. The mains have design maximum allowable pressure of 420 kPag and are operating at 210 kPag

In Figure 19, the MP mains are shown as a black line. The Sales Gate station is shown as “SG3”.

Figure 19: Marton MP System

4.2.2.3 MP Services

MP services are constructed of predominantly Polyethylene material installed directly in the ground by open trench method or drilling methods. MP services are constructed with a design MAOP of 420 kPag and are operating at 210 kPag. MP services to residential properties are 10 mm or 25 mm diameter while non-domestic range between 10-50 mm. MP services are connected to the Polyethylene main by service saddle and terminate at the service riser with a mechanical crimp fitting.


MLVs are used to split sections of the network, isolate strategic assets such as crossings and DRS, and isolate branch connections off the main arterial pipeline. MLVs are located principally underground, in pits or chambers that are accessible from the surface for insertion of a valve key to enable their operation. MP MLV are ball or plug types constructed of steel or Polyethylene material.


Crossing types include bridge, stream, aboveground and rail. Each type of crossing is constructed to meet the individual specific risk profile of the environment in which the gas asset is crossing. MP crossing construction can include casing and vents, roller support mounts, thermal expansion joints and other specialist fittings.

In Figure 20, bridge crossings are shown prefixed with a “BC” and rail crossings as “RC”. The Sales Gate station is shown as “SG3”.




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Figure 20: Marton Medium Pressure Crossings


MP monitoring is a part of the wider network electronic pressure monitoring system. Operational conditions are monitored at various points on the MP system and data is sent to a central monitoring station daily. The equipment is configured to monitor for critical minimum MP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel. GasNet has installed pressure alarm monitoring at a number of large demand sites.

4.3 Bulls Network

The Bulls network transports natural gas at medium (MP) pressures. Figure 21 is illustrative of the configuration, specification and operating parameters of this network.

Figure 21: Bulls Network Configuration



Bulls network statistics are summarised in Table 11 below.

Table 11: Bulls Network Physical Statistics


Mains - 14,367

Services 154 5,955



Crossings 1 -






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4.3.1.2 MP Mains

The Bulls MP system shown in Figure 22. was installed to supply consumers in Bulls township including a CNG station. The design incorporates a single arterial main constructed in 1987 which was installed from the Sales Gate station at Lake Alice, traversing rural land to the west side of Bulls township. The network is supplied direct from the Sales Gate with no District Regulator Stations (DRS). The main has a design maximum allowable pressure of 420 kPag which is operating at 300 kPag. The network within the township is generally designed with arterial mains having little interconnection. The development of a meat processing plant on the outskirts of Bulls has replaced the CNG load.


Figure 22: Bulls Network

4.3.1.3 MP Services



The MLVs are used to segregate sections of arterial pipeline supplying the town of Bulls and are located principally underground, in pits or chambers that are accessible from the surface for insertion of a valve key to enable their operation. MP MLVs are ball or plug types constructed of steel or Polyethylene material.


The Bulls MP network contains an under stream crossing which is shown in Figure 23. The crossing has been constructed to meet the individual specific risk profile of the stream environment in which the gas asset is crossing. The stream crossing is shown as “SC01” and the Sales Gate station is shown as “SG4”.

Figure 23: Bulls MP Crossings




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MP monitoring is a part of the wider network electronic pressure monitoring system. Operational conditions are monitored at various points on the MP system and data is sent to a central monitoring station daily. The equipment is configured to monitor for critical minimum MP system parameters and activate alarms which are transmitted to monitoring software that notifies operational personnel. GasNet has installed pressure alarm monitoring at a number of large demand sites.

4.4 Flockhouse Network

The Flockhouse MP network was primarily installed to supply a large agricultural training centre and grain dryer, with both domestic and commercial connections offered to properties along the pipe route. The network is supplied direct from the Sales Gate at MP with no DRS connected.

Figure 24 is illustrative of the configuration, specification and operating parameters of this network.

Figure 24: Flockhouse Network Configuration



Flockhouse MP system statistics are summarised in Table 12 below.

Table 12: Flockhouse Network Physical Statistics


Mains 3,438

Services 9 957


Main Line Valves - -

Crossings - -


Monitoring & Control Systems - -

4.4.1.2 MP Mains

The Polyethylene main installed in 1986 is a single arterial main from the Flockhouse Sales Gate north along Parewanui Road to the Flock House Estate. The main has a design MAOP of 420 kPag and is operating at 150 kPag.





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Figure 25: Flockhouse Network

4.4.1.3 MP Services


4.5 Waitotara Network

The Waitotara MP system was constructed to supply a meat processing plant only. The design incorporated a single PE arterial main from Vector Sales Gate station at Waitotara north through rural farmland to the plant. The network is supplied direct from the Sales Gate with no DRS connected.

Figure 26 is illustrative of the configuration, specification and operating parameters of this network.

Figure 26: Waitotara Network Configuration



Waitotara MP system statistics are summarised in Table 13 below.

Table 13: Waitotara Network Physical Statistics


Mains - 1,646

Services 1 83


Main Line Valve - -

Crossings - -


Monitoring & Control Systems - -




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4.5.1.2 MP Mains

The single PE arterial main from Vector Sales Gate station to the meat processing plant was installed in 1987 and has a design MAOP of 420 kPag and is operating at 300 kPag.

In Figure 27, the MP main is shown as a black line. The Sales Gate station is shown as “SG6”.

Figure 27: Waitotara System

4.5.1.3 MP Services

The single arterial main terminates at the meat processing plant and a single smaller diameter pipe provides the service connection.


There is no discrete network monitoring equipment installed but the Time of Use (TOU) equipment installed at the GMS has integral network monitoring equipment that provides remote network monitoring functionality.




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5.0 SERVICE LEVELS

5.1 Key Performance Indicators (KPI’s)

GasNet has actively collected a range of performance statistics for many years, some of which having been reported under previous disclosures, and whilst the content of what will be reported in future AMP’s has yet to be finalised, the graphs are provided in the interim.

For consistency all tables cover the four years up until 30 June 2013 but a number of the datasets include both Network and GMS data, a legacy of the Company’s previous reporting requirements and the requirements under the now superseded Gas Information Disclosure Regulations 1997. Whilst some datasets are clearly network only, others are not. It is therefore planned to disaggregate the combined datasets wherever practical to do so and include them in future AMP publications.

Network performance for previous years, for both planned and unplanned outages, are shown in the following graphs. The key indicators used are those now required under the IDD and include:

System Average Interruption Duration Index (SAIDI) in minutes per consumer;

System Average Interruption Frequency Index (SAIFI) in outages per consumer;

Customer Average Interruption Duration Index (CAIDI) in minutes per outage.

The data shown applies only to outages caused by failures or planned outages on GasNet’s network and does not include outages caused by the Transmission Company or other upstream parties.

In simple terms SAIDI is a measure of how long the average consumer has been without their gas supply during a particular year.

The high duration of unplanned outages which occurred in 2009/10 and which also flowed through to the beginning of the 2010/11 year was attributed to a single incident in late June 2009 which occurred in St Johns Hill, Wanganui, where a metallic steel water service failed due to corrosion and subsequently eroded an adjacent Low Pressure gas service pipe, eventually causing failure of the gas service pipe. As the water pressure was much greater than the gas pressure, water flowed relatively freely into the pipe until it built up within the Low Pressure gas network causing complete loss of gas supply to consumers within the area. Over the following days after the leaking water service was discovered and repaired, the network was isolated in sections and the water purged out of the pipes.

The subsequent years 2011/12 and 2012/13 are more representative of the typical duration associated with unplanned outages.

In respect of the planned outages, the marked and continual increase is due to a combination of the on-going improvement in data collection methods and an increase in the type and nature of work being performed on the network to improve the consumers supply.




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In simple terms SAIFI is a measure of the number of times a consumer will experience an interruption to their gas supply during a particular year.

For the reasons outlined above under SAIDI, the high number of unplanned outages which occurred in the 2009/10 and 2010/11 years was dominated by the St Johns Hill water ingress incident which occurred in late June 2009.

In simple terms CAIDI is a measure of how long an interruption to the gas supply lasted on average during a particular year.

Unaccounted for Gas, or UFG, is the difference between the total volume of gas entering the system at the Sales Gates less the total volume of gas exiting the network where it enters the meter at the Gas Measurement System installed on the consumers’ properties.

There are many factors that can effect UFG and whilst losses will occur as the gas is transported through the network, known as Technical Losses, there are numerous other non-network factors than can create adverse UFG quantities e.g. accuracy of the meter in the GMS or, the need for retailers to estimate monthly sales to consumers due to the cyclic nature of meter readings. The value of UFG as a measure of network performance should not be undervalued but considered alongside other measures such as the number of gas escapes as shown in the following table.




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The number of gas escapes found by Survey methods increased in 2012/2013 from previous years. The increase was due to a change in the leakage survey procedures. Prior to 2013/2014 leak surveys were arranged by area, i.e. the network was divided up into similar sized areas and survey was completed on a 4-5 year cycle. In 2013/2014 leak survey procedures changed to include a specific survey of all low pressure metallic pipes across all of Wanganui. The risk based survey targets assets that are at a higher risk of leakage

Third party is the term used to refer to people and organisations, other than GasNet. In most instances third parties are contractors installing and maintaining other utilities’ assets, but it does include home and property owners.

Over the last two decades up until 2011 Wanganui had seen unprecedented activity within the road corridor as the Wanganui District Council undertook separation of its stormwater and wastewater systems. Requiring major excavations in most of the Wanganui streets the increase in activity inevitably resulted in an increase in enquiries about and damage to GasNet’s buried pipes. Ironically just as the project completed around 2011, the government’s fast-tracked Ultra-Fast Broadband project commenced with target completion planned within five years. The lull between the two activities can be seen in the level of enquires shown in the above graph, and the general profile of enquiries can also be seen in the ‘number of gas escapes’ graph above. The challenge for GasNet over the next few years will be to minimise the damage to its network which can only be achieved by working closely with the contractors and taking the appropriate corrective actions when adverse events occur.

5.2 Quality of Supply

Currently GasNet has the following project in planning:

Project or programme Description

Low pressure network pressure uprating

Network pressure up-rating involving raising the LP network pressure from 2 to 5 kPag to enhance the quality of supply at the ICP which allows the consumer additional choice of appliances as many new appliances require 2.5 kPag.

5.3 Other reliability, Safety and Environment

Currently GasNet has the following projects and programmes in planning:

Project or programme Description

District Regulator Station Isolation valve project

Installation of isolation valves on all DRS. Includes valves on outlet and inlet mains to provide complete isolation of gas to DRS in the event of an emergency incident.

District Regulator Station Monitoring system

Installation of monitoring devices at all DRS to record and transmit data to a central location at GasNet. Equipment monitors DRS operational parameters and transmits alarms real time to a database to activate emergency response. The program has been in place for 5 years and was completed in late 2014.

Monitoring and control systems

Installation of security monitoring equipment at the Wanganui Sales Gate to enhance the reliability of network supply by providing early detection of unauthorised persons. This project was completed in 2014 although further security enhancements are being considered for other strategic network assets such as selected DRS.




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6.0 NETWORK DEVELOPMENT PLANNING

6.1 General

The network systems are developed through planning, design and construction phases to eliminate or reduce to as low as reasonably practicable all hazards and risks identified in the hazard identification and control process, and to meet functional requirements. Functional requirements include the provision of an integrated supply system capable of meeting consumer demands at all times, as forecast by gas retailers, taking into account safety, operating conditions, and the environment to which the system is exposed.

6.2 System Growth

Asset Type Commentary

INTERMEDIATE PRESSURE

Main pipe No growth forecast.

Service pipe Little or no growth forecast.

Stations No growth forecast.

Line valve No growth forecast.

Special crossings No growth forecast.

MEDIUM PRESSURE

Main pipe Stable level of residential housing development. Growth forecast to remain steady at current levels.

Service pipe Number of new services is expected to remain stable due to increasing consumer demand for gas instant hot water offset by a reducing demand on space heating due to alternatives, in particular heat pumps.

Stations Nothing planned

Line valve Some increased level of growth with the planned sectionalisation of the low and medium pressure networks for emergency network management.

Special crossings Nothing planned

LOW PRESSURE

Main pipe Stable level of residential housing development. High level of existing urban reticulation limits the potential for growth

Service pipe Growth to remain stable due to increasing consumer demand for gas instant hot water being offset by a reducing demand on space heating due to alternatives, in particular heat pumps.

Line valve Some increased level of growth with the planned sectionalisation of the low and medium pressure networks for emergency network management.


OTHER ASSETS

Monitoring and control systems

Nothing planned

Cathodic protection systems Nothing planned

Other assets (other than above)

Nothing planned




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6.3 Identified Material Network Development Programmes

6.3.1 Network

Currently GasNet has the following network programmes in place:

Programme Description

Subdivisions GasNet has for a number of years worked collaboratively with those driving development of new subdivisions (or further stages of existing ones) to provide natural gas reticulation to potential end-users.

MP link of Whanganui River bridges Strategic link of 3 Whanganui River bridges to reinforce MP supply. Provides ability to isolate any bridge crossing where a bridge crossing has been lost or where a maintenance event requires the shutdown of a bridge and its crossing. Provides a grid configuration which will increase capacity of MP network allowing network growth to be made into all areas. Project has been long term commencing in early 1990s and has taken advantage of trench sharing opportunities with other utilities and is scheduled for completion in 2016.

6.3.2 Non-network

Currently GasNet has the no non-network programmes in place:

6.4 Identified Material Network Development Projects

6.4.1 Network

Currently GasNet has the following network projects in place:

Project Description

Network Analysis - DRS monitoring project

Installation of equipment at DRS to enable measurement of flow. The equipment will interface into existing telemetry equipment installed at DRS to log and transmit the data to a central computer. The measurement, collection and subsequent analysis of this data will assist future network design, provide utilisation information and aid emergency planning. The project may involve significant modification to DRS installation to fit the new measurement equipment.

Network Analysis – Evaluation Tool Following the evaluation and subsequent purchase of proprietary “Synergi Gas” network analysis software in late 2014, implementation of the application is underway along with manipulation of the GIS data, a primary data source for the model. At the time of preparing this AMP it was anticipated that beta testing would commence in the third quarter of 2015.

6.4.2 Non-network

Currently GasNet has no non-network projects in place:




General Manager

7.0 LIFECYCLE ASSET MANAGEMENT PLANNING (MAINTENANCE AND RENEWAL)

7.1 General

The Networks are operated to safely manage the risks identified in the hazard identification, risk assessment and control process and to meet functional requirements. The functional requirements include the provision of an integrated supply system capable of meeting consumer demands at all times as forecast by gas retailers and responding to emergency situations as and when they arise. All system operational activities are carried out in accordance with the GasNet’s Safety and Operating Plan.

7.2 Asset Replacement and Renewal

Asset Type Commentary

INTERMEDIATE PRESSURE SYSTEM

Main pipe

The existing 100mm and 150mm diameter mains pipes that cross an open watercourse adjacent to the Wanganui Sales Gate are planned for relocation in conjunction with the Wanganui District Council (WDC). The two pipes, which were installed in 1972 and 1985 respectively, are critical assets as they supply the entire Wanganui network. The two pipes are located above the watercourse and below the water line, and continually immersed in tidal salty/brackish water. One is encased in a carrier pipe the other is not. As they are continually below water it is difficult to access the pipes to inspect them to confirm that the pipe coatings and Cathodic Protection System are providing the necessary corrosion protection. In addition there is a risk of physical damage when the drain is periodically dug out which will increase with the lowering of the drain bed.

Service pipe Nothing planned

Stations

Some existing station equipment has become obsolete or in other cases replacement parts are becoming uneconomic to procure, requiring replacement with a modern equivalent. Installation of replacement equipment requires modifications to design. Some station enclosure roofs are showing signs of corrosion and will require replacement over 5-10 years.

Line valve No replacement of IP valves planned. Many valves are not accessible from the surface and require excavation. Valves identified as strategic to have chambers (risers and lids) installed to enable easy access.


MEDIUM PRESSURE SYSTEM

Main pipe Works planned to identify quantity and location, and to test material to determine life remaining.

Service pipe Nothing planned

Stations

Some regulator equipment installed is becoming obsolete requiring replacement with a modern equivalent. Installation of replacement equipment requires modifications to design. Station enclosures will require refurbishment over 5-10 years. Replacement of the access gates and installation of a safety barrier at the Medium-Low Pressure District Regulator Station at Victory Place, Wanganui is planned to be completed in the 2015/16 financial year.

Line valve Nothing planned


LOW PRESSURE SYSTEM

Main pipe

Metallic low pressure mains replaced on the basis of condition. Increased level of replacement focused on mains with historically high risk of leakage.

Service pipe

Metallic services are replaced by polyethylene when the main is replaced. Forecast increasing number of older metallic service replacement on the basis of risk identified. Service pipes located under buildings are high priority for relocation and are replaced and/or relocated as identified.

Line valve Nothing planned

Special crossings Mechanically jointed LP metallic rail and bridge crossings have elevated safety risk profile and are planned for replacement. The crossings are planned for replacement over the next 10 years.




General Manager

OTHER ASSETS

Monitoring and control systems Nothing planned

Cathodic protection systems CP connection terminals at all test points and service connections are planned for replacement over 5 years

7.3 Identified Material Lifecycle Asset Management Programmes

7.3.1 Network

Currently GasNet has the following network programmes in place:


Replacement of LP non PE Replacement of LP non PE mains and services. The metals used in the LP network include wrought and cast irons, spiral riveted, spiral welded, Mannesmann and galvanised steels. Mains constructed of each of these materials have their own characteristics. Steel mains are likely to be in good condition provided the coating is intact and joints are sealed and the cast iron mains are generally in good condition provided the joints are sealed. The replacement of the metallic LP mains is prioritised on past and existing leakage patterns and involves all metal types.

LP crossings Review of the condition of these assets and where deemed necessary refurbish accordingly

Replacement of service valves Various types of service valve have been installed on the network over time. Each type of service valve has characteristics that make it more or less suitable for the present duty. Some identified types of valves are replaced when other work is being conducted at the ICP. A program will be developed to identify the type of service valve installed at each ICP and a program for the replacement if required

7.3.2 Non-Network

Currently GasNet has the following non-network programmes in place:


Safety Management System Following legislative changes, GasNet has implemented a safety management system dealing with public safety and public property protection from gas related GDB activity. This is a strategic programme involving many aspects of operations and associated safe work practices.

Regulatory Following legislative changes, GasNet has implemented a number of Commerce Commission Determinations applicable to GDBs of which information disclosure is but one. This is a strategic programme involving many aspects of business practices, documentation and reporting.

7.4 Identified Material Lifecycle Asset Management Projects

7.4.1 Network

Currently GasNet has the following network projects in place:

Project Description

Data capture of asset information GasNet is expanding the asset data types and attributes thereof it captures. Within the project planner, a project exists to increase field team based data capture ‘at source’, and via work package documentation enhancements.

7.4.2 Non-network

Currently GasNet has the following non-network projects in place:

Project Description

Vehicle fleet On-going replacement of vehicle fleet – GasNet’s fleet of vehicles are utilised to meet operational and capital activities across the five networks. Some vehicles are customised to enable field staff on site access to specialised equipment necessary to undertake planned works and to

respond to call-out and emergency situations.




General Manager

8.0 RISK MANAGEMENT

8.1 Overview

GasNet’s risk management process aligns with ISO 31000 to manage risk across the organisation. The risk management process provides a systematic approach for controlling hazards to an acceptable level, or developing appropriate control strategies and measures to minimise the level of risk. The risk management process follows a hierarchy of control whose principle objective is to eliminate hazards. If this is not practical, risks are managed as low as reasonably practicable (ALARP).

8.2 Hazard Identification

All hazards associated with the network assets are systematically identified, described, and documented through hazard identification processes. This covers not only those hazards that have the potential to harm the public or damage public property but also those that affect GasNet personnel and contractors and the environment. For existing assets this process is conducted on or before a predefined review date and whenever changes occur. For new assets the process is initiated in the design phase prior to assets being constructed and going into service. The characteristics of each hazard, its environment, and the exposure of people and property to it, are recorded. The results of the formal hazard and risk management processes are recorded in GasNet’s Risk Register.

8.3 Risk Assessment

A qualitative risk assessment is carried out on each hazard in accordance with ISO 31000 to determine whether it presents a significant risk of causing harm to persons, property or the environment. Risks determined to be low or negligible or demonstrated to be ALARP are deemed to be acceptable risks. For those risks that lie above the low or negligible level the costs and benefits are compared to establish the achievable reduction in risk magnitude to meet ALARP requirements.

8.4 Hazard Control

Subsequent to the identification of significant hazards, all practicable steps are identified and taken to control those hazards in the following order:

1. Elimination;

2. Isolation; or

3. Minimisation.

The extent of the controls applied is decided by the:

Level of risk (high, medium or low) that the hazard represents;

Costs and benefits of applying the control measures; and

Current body of knowledge, for example good and accepted practices.

The controls applied to each hazard are designed to lower the likelihood of harm or property damage occurring so that the residual risk is as low as reasonably practicable. The effectiveness of the controls applied to each significant hazard is assessed on a regular basis through the implementation of a monitoring and verification process.

8.5 Coverage

The hazard identification, risk assessment and hazard control processes are carried out to address:

(a) Hazards or potential hazards identified during the design, construction, commissioning, operation, maintenance, failure mode, and decommissioning of assets;

(b) The security and control of access to the assets; and

(c) The implementation and management of contingency plans for emergency situations that may affect, or be affected by the assets.

8.6 Review

In determining when hazard and risk reviews are conducted to test the continuing effectiveness of control measures taken, assessments are updated for the following reasons:

Implementation of audit findings;

Proposed changes to the assets that may change the nature or scale of hazards, the operating parameters or asset design;

Changes to the environment in which the assets are operated;

Incidents and other experience from elsewhere in the system, or from other supply systems, or from anywhere else that might be relevant;

Following an emergency;

Performing non-routine activities;

Following changes in legislation; and




General Manager

The passage of time.

8.7 Information Availability

The information from the identification and control of hazards is made available as appropriate to parties working adjacent to or, in the vicinity of the hazard, or responding to emergencies on the Network in accordance with GasNet’s Risk Management Policy supported by the suite of Safe Work Procedures (SWP’s).

8.8 Some Specific Observations

GasNet undertakes on-going monitoring across all networks for any options to increase network security. This could be achieved by implementing system looping and/or construction of additional sale gate connections to the high pressure transmission pipeline owned and operated by Vector Limited. Opportunities tend to be rare given the inherent reliability of networks in general and the very high capital costs involved in looping and sale gate construction.

As part of implementation of a complete Safety Management System regime for public safety and public property protection in proximity to GDB assets, GasNet recently achieved Safety Management System accreditation becoming the first GDB in New Zealand to gain this. Inherent to this success was satisfactory evidence of competencies, processes and documentation applicable to the Safety Management System requirements. While the Safety Management System in itself is one aspect of GasNet’s overall regulatory requirements, this accreditation provides a level of formal recognition of the practices more generally undertaken at GasNet.

9.0 ACTIONS COMPLETED

In accordance with clause 2.12.8(2)(g) GasNet is required to identify any actions it has completed in order to conform to the requirements in clause 2.6.1 which relates to the provisions of a fully compliant Asset Management Plan as compared to the Transitional Asset management Plan GasNet has elected to provide.

Other than the provision of this document as its first AMP, there are no other actions of significance worthy of mention since the majority of effort has gone into production of this document and the associated collation of information.

However it is expected that in conjunction with the improvement plan discussed below, the progressive enhancement and development of systems to support GasNet’s asset management system and its Asset Management Plan, subsequent revisions of this AMP will provide details of actions completed since publication of the previous AMP.

10.0 IMPROVEMENT PLAN

In accordance with clause 2.12.8(2)(f) GasNet is required to identify where it considers it does not yet conform to the requirements of clause 2.6.1 which relates to the provisions of a fully compliant Asset Management Plan as compared to the Transitional Asset management Plan GasNet has elected to provide.

It is GasNet’s view that other than its inability to provide the information required in Schedule 12b: Forecast Utilisation, that it complies with the requirements and is well placed to provide evidence of that compliance by publishing a fully compliant Asset management Plan by the end of the first regulatory period at the latest. In addition to the need to formalise its asset management strategies and practices referred to elsewhere within this AMP, there is a need to review its information systems to align with the information requirements under the IDD wherever possible and practicable to do so.

In respect to non-compliance with Schedule 12b: Forecast Utilisation, GasNet purchased the Synergi Gas network modelling analysis application in late 2014 with implementation of the application underway along with manipulation of the GIS data, a primary data source for the model. At the time of preparing this AMP it was anticipated that beta testing would commence in the third quarter of 2015. It was originally hoped that it will be operational by the end of the 2014 calendar year and that GasNet may be in a position to provide some network utilisation information by 30 June 2015, but it is now likely that it will not be operational until early 2016.




General Manager

Appendix 1 – Glossary of Terms

AMP Transitional Asset Management Plan

ALARP As Low As Reasonably Practicable

API American Petroleum Institute

Capex Capital Expenditure

CNG Compressed Natural Gas

CP Cathodic Protection

CY Current Year

DRS District Regulator Station

DPP Default Price-Quality Path

HDPE High Density Polyethylene

ICP Installation Control Point

IDD Gas Distribution Information Disclosure Determination 2012

IP Intermediate Pressure

ISO International Standards Organisation

GasNet GasNet Limited

GDB Gas Distribution Business

GIS Geographic Information System

GJ Gigajoule

GMS Gas Measurement System

IIMM International Infrastructure Management Manual

kPag kiloPascal gauge

LP Low Pressure

MDPE Medium Density Polyethylene

MLV Main Line Valve

MP Medium Pressure

Opex Operational Expenditure

PAS-55 Public Available Specification 55 (part 1:2008 and 2:2008) Asset Management

PE Polyethylene

s53ZD Reference to clause 53ZD in Commerce Act (1986 and amendments)




General Manager

Appendix 2 – Transitional AMP Provisions Applicable to GasNet Limited

Clause 2.12.8 of the Commerce Commission’s Gas Distribution Information Disclosure Determination 2012 defines the transitional provisions that apply to GasNet if it elects not to publicly disclose a fully compliant AMP under clauses 2.6.1 and 2.6.2 of the determination.

The following is an extract taken directly from the Commerce Commission’s determination, which can be downloaded in its entirety from their website at www.comcom.govt.nz/gas-pipelines-2. Any uncertainty regarding the terms used in the extract or its context may be able to be resolved by referring to the source document.

2.12.8 Notwithstanding any requirements set out in clauses 2.6.1, 2.6.2, 2.6.3 and 2.6.4, the following transitional provision applies to GasNet Limited in respect of each disclosure year before and during the first DPP regulatory period-

(1) If GasNet Limited has not publicly disclosed an AMP under clauses 2.6.1 and 2.6.2 then GasNet Limited may elect to-

(a) not comply with clauses 2.6.1 and 2.6.2 in the current disclosure year; and

(b) complete and publicly disclose before the start of the disclosure year a transitional AMP that meets the requirements of subclause 2.12.8(2) below;

(2) The transitional AMP must-

(a) relate to the gas distribution services supplied by the GDB;

(b) be identifiable as a transitional AMP prepared pursuant to clause 2.12.8(2) of this determination;

(c) include the minimum requirements set out in subclause 2.12.8(3);

(d) include the forecast information set out in clause 2.6.5;

(e) include the Report on Asset Management Maturity in Schedule 13;

(f) identify where the GDB considers the AMP does not yet conform to the requirements in clause 2.6.1, and set out the actions the GDB is taking to ensure the AMP will conform before the end of the first DPP regulatory period;

(g) identify any actions the GDB has completed in order to conform to the requirements in clause 2.6.1;

(3) The transitional AMP must include the following-

(a) a summary that provides a brief overview of the contents and highlights information that the GDB considers significant;

(b) details of the background and objectives of the GDB’s asset management and planning processes;

(c) details of the AMP planning period, which must cover at least a projected period of 10 years commencing with the disclosure year following the date on which the AMP is required to be disclosed;

(d) the date that it was approved by the directors;

(e) a description of stakeholder interests, as set out in subclause 3.7 of attachment A;

(f) a description of the accountabilities and responsibilities for asset management, as set out in subclause 3.8 of attachment A;

(g) an overview of asset management strategy and delivery;

(h) an overview of systems and information management data;

(i) an overview of asset management documentation, controls and review processes;

(j) details of the assets covered;

(k) a clear identification or definition of a set of asset management performance indicators;

(l) a description of network development plans and lifecycle management processes, covering material projects and programmes across the planning period;

(m) details of risk policies, assessment and mitigation.




General Manager

Appendix 3.1 – GDB AMP Information Disclosure Schedules 11-13

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General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

SCH

EDU

LE 1

1a:

REP

OR

T O

N F

OR

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ST C

AP

ITA

L EX

PEN

DIT

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sch

ref

64

65

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Cu

rren

t Ye

ar

CY




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

SCH

EDU

LE 1

1a:

REP

OR

T O

N F

OR

ECA

ST C

AP

ITA

L EX

PEN

DIT

UR

E

sch

ref

10

8

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11

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form

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nfo

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tio

n.




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

SCH

EDU

LE 1

1a:

REP

OR

T O

N F

OR

ECA

ST C

AP

ITA

L EX

PEN

DIT

UR

E

sch

ref

15

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51

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vi):

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Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

This

sch

edu

le r

equ

ires

a b

rea

kdo

wn

of

fore

cast

exp

end

itu

re o

n a

sset

s fo

r th

e cu

rren

t d

iscl

osu

re y

ear

an

d a

10

yea

r p

lan

nin

g p

erio

d. T

he

fore

cast

s sh

ou

ld b

e co

nsi

sten

t w

ith

th

e su

pp

ort

ing

info

rma

tio

n s

et o

ut

in t

he

AM

P. T

he

fore

cast

is

to b

e ex

pre

ssed

in

bo

th c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r te

rms.

Als

o r

equ

ired

is

a f

ore

cast

of

the

valu

e o

f co

mm

issi

on

ed a

sset

s (i

.e.,

the

valu

e o

f R

AB

ad

dit

ion

s)

GD

Bs

mu

st p

rovi

de

exp

lan

ato

ry c

om

men

t o

n t

he

dif

fere

nce

bet

wee

n c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r fo

reca

sts

of

exp

end

itu

re o

n a

sset

s in

Sch

edu

le 1

4a

(M

an

da

tory

Exp

lan

ato

ry N

ote

s).

This

in

form

ati

on

is

no

t p

art

of

au

dit

ed d

iscl

osu

re i

nfo

rma

tio

n.




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

SCH

EDU

LE 1

1a:

REP

OR

T O

N F

OR

ECA

ST C

AP

ITA

L EX

PEN

DIT

UR

E

sch

ref

19

41

1a(

ix):

No

n-N

etw

ork

Ass

ets

19

5R

ou

tin

e ex

pen

dit

ure

19

6P

roje

ct o

r p

rog

ram

me*

19

7 i

nfo

rma

tio

n a

nd

tec

hn

olo

gy s

yste

ms

40

4

5

45

4

5

45

4

5

19

8 o

ffic

e b

uil

din

gs, d

epo

ts a

nd

wo

rksh

op

s -

--

--

-

19

9 o

ffic

e fu

rnit

ure

an

d e

qu

ipm

ent

7

-5

5

5

5

20

0 m

oto

r ve

hic

les

-1

0

75

-

75

-

20

1 t

oo

ls, p

lan

t a

nd

ma

chin

ery

20

2

0

20

2

0

20

2

0

20

2*

incl

ud

e a

dd

itio

na

l ro

ws

if n

eed

ed

20

3A

ll o

ther

pro

ject

s o

r p

rogr

am

mes

- r

ou

tin

e ex

pen

dit

ure

--

--

--

20

4R

ou

tin

e e

xpe

nd

itu

re6

7

75

1

45

7

0

14

5

70

20

5A

typ

ical

exp

end

itu

re

20

6P

roje

ct o

r p

rog

ram

me*

20

7 N

etw

ork

An

aly

sis

soft

wa

re (

sup

ply

& i

mp

lem

enta

tio

n)

62

-

--

--

20

8-

--

--

-

20

9-

--

--

-

21

0-

--

--

-

21

1-

--

--

-

21

2*

incl

ud

e a

dd

itio

na

l ro

ws

if n

eed

ed

21

3A

ll o

ther

pro

ject

s o

r p

rogr

am

mes

- a

typ

ica

l ex

pen

dit

ure

--

--

--

21

4A

typ

ical

exp

en

dit

ure

62

-

--

--

21

5

21

6Ex

pe

nd

itu

re o

n n

on

-ne

two

rk a

sse

ts1

29

7

5

14

5

70

1

45

7

0

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

This

sch

edu

le r

equ

ires

a b

rea

kdo

wn

of

fore

cast

exp

end

itu

re o

n a

sset

s fo

r th

e cu

rren

t d

iscl

osu

re y

ear

an

d a

10

yea

r p

lan

nin

g p

erio

d. T

he

fore

cast

s sh

ou

ld b

e co

nsi

sten

t w

ith

th

e su

pp

ort

ing

info

rma

tio

n s

et o

ut

in t

he

AM

P. T

he

fore

cast

is

to b

e ex

pre

ssed

in

bo

th c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r te

rms.

Als

o r

equ

ired

is

a f

ore

cast

of

the

valu

e o

f co

mm

issi

on

ed a

sset

s (i

.e.,

the

valu

e o

f R

AB

ad

dit

ion

s)

GD

Bs

mu

st p

rovi

de

exp

lan

ato

ry c

om

men

t o

n t

he

dif

fere

nce

bet

wee

n c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r fo

reca

sts

of

exp

end

itu

re o

n a

sset

s in

Sch

edu

le 1

4a

(M

an

da

tory

Exp

lan

ato

ry N

ote

s).

This

in

form

ati

on

is

no

t p

art

of

au

dit

ed d

iscl

osu

re i

nfo

rma

tio

n.




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

SCH

EDU

LE 1

1b

: R

EPO

RT

ON

FO

REC

AST

OP

ERA

TIO

NA

L EX

PEN

DIT

UR

E

sch

ref

7C

urr

ent

yea

r C

YC

Y+1

CY+

2C

Y+3

CY+

4C

Y+5

CY+

6C

Y+7

CY+

8C

Y+9

CY+

10

8fo

r ye

ar

end

ed3

0 J

un

15

30

Ju

n 1

63

0 J

un

17

30

Ju

n 1

83

0 J

un

19

30

Ju

n 2

03

0 J

un

21

30

Ju

n 2

23

0 J

un

23

30

Ju

n 2

43

0 J

un

25

9O

pe

rati

on

al E

xpe

nd

itu

re F

ore

cast

$0

00

(in

no

min

al d

olla

rs)

10

Serv

ice

inte

rru

pti

on

s, i

nci

den

ts a

nd

em

erge

nci

es6

0

61

6

2

64

6

5

66

6

8

69

7

0

72

7

3

11

Ro

uti

ne

an

d c

orr

ecti

ve m

ain

ten

an

ce a

nd

in

spec

tio

n8

5

87

8

9

90

9

2

94

9

6

98

1

00

1

02

1

04

12

Ass

et r

epla

cem

ent

an

d r

enew

al

--

--

--

--

--

-

13

Ne

two

rk o

pe

x1

45

1

48

1

51

1

54

1

57

1

60

1

64

1

67

1

70

1

74

1

77

14

Syst

em o

per

ati

on

s a

nd

net

wo

rk s

up

po

rt6

80

6

94

7

08

7

22

7

37

7

52

7

67

7

82

7

98

8

14

8

30

15

Bu

sin

ess

sup

po

rt7

65

7

81

7

97

8

13

8

29

8

46

8

62

8

80

8

97

9

15

9

34

16

No

n-n

etw

ork

op

ex

1,4

45

1

,47

5

1,5

05

1

,53

5

1,5

66

1

,59

8

1,6

29

1

,66

2

1,6

95

1

,72

9

1,7

64

17

Op

era

tio

nal

exp

en

dit

ure

1,5

90

1

,62

3

1,6

56

1

,68

9

1,7

23

1

,75

8

1,7

93

1

,82

9

1,8

65

1

,90

3

1,9

41

18

Cu

rren

t ye

ar

CY

CY+

1C

Y+2

CY+

3C

Y+4

CY+

5C

Y+6

CY+

7C

Y+8

CY+

9C

Y+1

0

19

for

yea

r en

ded

30

Ju

n 1

53

0 J

un

16

30

Ju

n 1

73

0 J

un

18

30

Ju

n 1

93

0 J

un

20

30

Ju

n 2

13

0 J

un

22

30

Ju

n 2

33

0 J

un

24

30

Ju

n 2

5

20

$0

00

(in

co

nst

ant

pri

ces)

21

Serv

ice

inte

rru

pti

on

s, i

nci

den

ts a

nd

em

erge

nci

es6

0

60

6

0

60

6

0

60

6

0

60

6

0

60

6

0

22

Ro

uti

ne

an

d c

orr

ecti

ve m

ain

ten

an

ce a

nd

in

spec

tio

n8

5

85

8

5

85

8

5

85

8

5

85

8

5

85

8

5

23

Ass

et r

epla

cem

ent

an

d r

enew

al

--

--

--

--

--

-

24

Ne

two

rk o

pe

x1

45

1

45

1

45

1

45

1

45

1

45

1

45

1

45

1

45

1

45

1

45

25

Syst

em o

per

ati

on

s a

nd

net

wo

rk s

up

po

rt6

80

6

80

6

80

6

80

6

80

6

80

6

80

6

80

6

80

6

80

6

80

26

Bu

sin

ess

sup

po

rt7

65

7

65

7

65

7

65

7

65

7

65

7

65

7

65

7

65

7

65

7

65

27

No

n-n

etw

ork

op

ex

1,4

45

1

,44

5

1,4

45

1

,44

5

1,4

45

1

,44

5

1,4

45

1

,44

5

1,4

45

1

,44

5

1,4

45

28

Op

era

tio

nal

exp

en

dit

ure

1,5

90

1

,59

0

1,5

90

1

,59

0

1,5

90

1

,59

0

1,5

90

1

,59

0

1,5

90

1

,59

0

1,5

90

29

Sub

com

po

ne

nts

of

op

era

tio

nal

exp

en

dit

ure

(w

he

re k

no

wn

)

30

Res

earc

h a

nd

dev

elo

pm

ent

--

--

--

--

--

-

Insu

ran

ce1

97

2

00

2

00

2

00

2

00

2

00

2

00

2

00

2

00

2

00

2

00

32

33

Cu

rren

t ye

ar

CY

CY+

1C

Y+2

CY+

3C

Y+4

CY+

5C

Y+6

CY+

7C

Y+8

CY+

9C

Y+1

0

34

for

yea

r en

ded

30

Ju

n 1

53

0 J

un

16

30

Ju

n 1

73

0 J

un

18

30

Ju

n 1

93

0 J

un

20

30

Ju

n 2

13

0 J

un

22

30

Ju

n 2

33

0 J

un

24

30

Ju

n 2

5

35

Dif

fere

nce

be

twe

en

no

min

al a

nd

re

al f

ore

cast

s$

00

0

36

Serv

ice

inte

rru

pti

on

s, i

nci

den

ts a

nd

em

erge

nci

es-

1

2

4

5

6

8

9

10

1

2

13

37

Ro

uti

ne

an

d c

orr

ecti

ve m

ain

ten

an

ce a

nd

in

spec

tio

n-

2

4

5

7

9

11

1

3

15

1

7

19

38

Ass

et r

epla

cem

ent

an

d r

enew

al

--

--

--

--

--

-

39

Ne

two

rk o

pe

x-

3

6

9

12

1

5

19

2

2

25

2

9

32

40

Syst

em o

per

ati

on

s a

nd

net

wo

rk s

up

po

rt-

14

2

8

42

5

7

72

8

7

10

2

11

8

13

4

15

0

41

Bu

sin

ess

sup

po

rt-

16

3

2

48

6

4

81

9

7

11

5

13

2

15

0

16

9

42

No

n-n

etw

ork

op

ex

-3

0

60

9

0

12

1

15

3

18

4

21

7

25

0

28

4

31

9

43

Op

era

tio

nal

exp

en

dit

ure

-3

3

66

9

9

13

3

16

8

20

3

23

9

27

5

31

3

35

1

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

This

sch

edu

le r

equ

ires

a b

rea

kdo

wn

of

fore

cast

op

era

tio

na

l ex

pen

dit

ure

fo

r th

e d

iscl

osu

re y

ear

an

d a

10

yea

r p

lan

nin

g p

erio

d. T

he

fore

cast

s sh

ou

ld b

e co

nsi

sten

t w

ith

th

e su

pp

ort

ing

info

rma

tio

n s

et o

ut

in t

he

AM

P. T

he

fore

cast

is

to b

e ex

pre

ssed

in

bo

th c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r te

rms.

GD

Bs

mu

st p

rovi

de

exp

lan

ato

ry c

om

men

t o

n t

he

dif

fere

nce

bet

wee

n c

on

sta

nt

pri

ce a

nd

no

min

al

do

lla

r o

per

ati

on

al

exp

end

itu

re f

ore

cast

s in

Sch

edu

le 1

4a

(M

an

da

tory

Exp

lan

ato

ry N

ote

s).

This

in

form

ati

on

is

no

t p

art

of

au

dit

ed d

iscl

osu

re i

nfo

rma

tio

n.




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

SCH

EDU

LE 1

2a:

REP

OR

T O

N A

SSET

CO

ND

ITIO

N

sch

ref

7 8O

pe

rati

ng

Pre

ssu

reA

sse

t ca

tego

ryA

sse

t cl

ass

Un

its

Gra

de

1G

rad

e 2

Gra

de

3G

rad

e 4

Gra

de

un

kno

wn

Dat

a ac

cura

cy

(1–4

)

% o

f as

set

fore

cast

to b

e r

ep

lace

d in

ne

xt 5

ye

ars

9In

term

edia

te P

ress

ure

Ma

in p

ipe

IP P

E m

ain

pip

ekm

N/A

N/A

N/A

N/A

-N

/AN

/A

10

Inte

rmed

iate

Pre

ssu

reM

ain

pip

eIP

ste

el m

ain

pip

ekm

--

-1

00

.00

%

-2

-

11

Inte

rmed

iate

Pre

ssu

reM

ain

pip

eIP

oth

er m

ain

pip

ekm

--

--

-4

-

12

Inte

rmed

iate

Pre

ssu

reSe

rvic

e p

ipe

IP P

E se

rvic

e p

ipe

km

N

/AN

/AN

/AN

/A-

N/A

N/A

13

Inte

rmed

iate

Pre

ssu

reSe

rvic

e p

ipe

IP s

teel

ser

vice

pip

ekm

--

-1

00

.00

%

-2

-

14

Inte

rmed

iate

Pre

ssu

reSe

rvic

e p

ipe

IP o

ther

ser

vice

pip

ekm

--

--

-4

-

15

Inte

rmed

iate

Pre

ssu

reSt

ati

on

sIn

term

edia

te p

ress

ure

DR

SN

o.

--

2.0

0%

9

8.0

0%

-

4

1.0

0%

16

Inte

rmed

iate

Pre

ssu

reLi

ne

valv

eIP

lin

e va

lves

No

.

-

--

10

0.0

0%

-

2

-

17

Inte

rmed

iate

Pre

ssu

reSp

ecia

l cr

oss

ings

IP c

ross

ings

No

.

-

--

10

0.0

0%

-

2

-

18

Med

ium

Pre

ssu

reM

ain

pip

eM

P P

E m

ain

pip

ekm

--

-1

00

.00

%

-2

-

19

Med

ium

Pre

ssu

reM

ain

pip

eM

P s

teel

ma

in p

ipe

km

-

--

10

0.0

0%

-

2

-

20

Med

ium

Pre

ssu

reM

ain

pip

eM

P o

ther

ma

in p

ipe

km

-

--

--

4

-

21

Med

ium

Pre

ssu

reSe

rvic

e p

ipe

MP

PE

serv

ice

pip

ekm

--

-1

00

.00

%

-2

-

22

Med

ium

Pre

ssu

reSe

rvic

e p

ipe

MP

ste

el s

ervi

ce p

ipe

km

-

--

10

0.0

0%

-

2

-

23

Med

ium

Pre

ssu

reSe

rvic

e p

ipe

MP

oth

er s

ervi

ce p

ipe

km

-

--

--

4

-

24

Med

ium

Pre

ssu

reSt

ati

on

sM

ediu

m p

ress

ure

DR

SN

o.

--

2.0

0%

9

8.0

0%

-

4

1.0

0%

25

Med

ium

Pre

ssu

reLi

ne

valv

eM

P l

ine

valv

esN

o.

--

-1

00

.00

%

-2

-

26

Med

ium

Pre

ssu

reSp

ecia

l cr

oss

ings

MP

sp

ecia

l cr

oss

ings

No

.

-

-5

.00

%

95

.00

%

-2

5

.00

%

27

Low

Pre

ssu

reM

ain

pip

eLP

PE

ma

in p

ipe

km

-

--

10

0.0

0%

-

2

-

28

Low

Pre

ssu

reM

ain

pip

eLP

ste

el m

ain

pip

ekm

-6

.00

%

94

.00

%

--

2

8.0

0%

29

Low

Pre

ssu

reM

ain

pip

eLP

oth

er m

ain

pip

ekm

-6

.00

%

94

.00

%

--

2

8.0

0%

30

Low

Pre

ssu

reSe

rvic

e p

ipe

LP P

E se

rvic

e p

ipe

km

-

--

10

0.0

0%

-

2

-

31

Low

Pre

ssu

reSe

rvic

e p

ipe

LP s

teel

ser

vice

pip

ekm

-3

0.0

0%

7

0.0

0%

-

-2

3

0.0

0%

32

Low

Pre

ssu

reSe

rvic

e p

ipe

LP o

ther

ser

vice

pip

ekm

-3

0.0

0%

7

0.0

0%

-

-2

-

33

Low

Pre

ssu

reLi

ne

valv

eLP

lin

e va

lves

No

.

-

--

10

0.0

0%

-

4

-

34

Low

Pre

ssu

reSp

ecia

l cr

oss

ings

LP s

pec

ial

cro

ssin

gsN

o.

--

10

.00

%

90

.00

%

-2

1

0.0

0%

35

All

Mo

nit

ori

ng

an

d c

on

tro

l sy

stem

sR

emo

te t

erm

ina

l u

nit

sN

o.

--

-1

00

.00

%

-4

-

36

All

Ca

tho

dic

pro

tect

ion

sys

tem

sC

ath

od

ic p

rote

ctio

nN

o.

--

-1

00

.00

%

-4

-

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

Ass

et

con

dit

ion

at

star

t o

f p

lan

nin

g p

eri

od

(p

erc

en

tage

of

un

its

by

grad

e)

This

sch

edu

le r

equ

ires

a b

rea

kdo

wn

of

ass

et c

on

dit

ion

by

ass

et c

lass

as

at

the

sta

rt o

f th

e fo

reca

st y

ear.

Th

e d

ata

acc

ura

cy a

sses

smen

t re

late

s to

th

e p

erce

nta

ge v

alu

es d

iscl

ose

d i

n t

he

ass

et c

on

dit

ion

co

lum

ns.

Als

o r

equ

ired

is

a f

ore

cast

of

the

per

cen

tage

of

un

its

to b

e re

pla

ced

in

th

e n

ext

5 y

ears

. All

in

form

ati

on

sh

ou

ld b

e co

nsi

sten

t w

ith

th

e in

form

ati

on

pro

vid

ed i

n t

he

AM

P a

nd

th

e ex

pen

dit

ure

on

ass

ets

fore

cast

in

Sch

edu

le 1

1a

.




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

SCH

EDU

LE 1

2b

: R

EPO

RT

ON

FO

REC

AST

UTI

LISA

TIO

N

sch

ref 7

Fore

cast

Uti

lisat

ion

of

He

avily

Uti

lise

d P

ipe

line

s

8U

tilis

atio

n

9

No

min

al o

pe

rati

ng

pre

ssu

re (

NO

P)

Min

imu

m

op

era

tin

g p

ress

ure

(Min

OP

)

Tota

l cap

acit

y at

Min

OP

Re

mai

nin

g ca

pac

ity

at M

inO

PC

urr

ent

Yea

r C

YC

Y+1

CY+

2C

Y+3

CY+

4C

Y+5

10

Re

gio

nN

etw

ork

Pre

ssu

re s

yste

m(k

Pa)

(kP

a)(s

cmh

)(s

cmh

)U

nit

y/e

30

Ju

n 1

5y/

e 3

0 J

un

16

y/e

30

Ju

n 1

7y/

e 3

0 J

un

18

y/e

30

Ju

n 1

9y/

e 3

0 J

un

20

Co

mm

en

t

11

scm

h

12

kPa

13

scm

h

14

kPa

15

scm

h

16

kPa

17

scm

h

18

kPa

19

scm

h

20

kPa

21

scm

h

22

kPa

23

scm

h

24

kPa

25

scm

h

26

kPa

27

scm

h

28

kPa

29

scm

h

30

kPa

31

* C

urr

ent

yea

r u

tilis

ati

on

fig

ure

s m

ay

be

esti

ma

tes.

Yea

r 1

–5 f

igu

res

sho

w t

he

uti

lisa

tio

n f

ore

cast

to

occ

ur

giv

en t

he

exp

ecte

d s

yste

m c

on

fig

ura

tio

n f

or

each

yea

r, in

clu

din

g t

he

effe

ct o

f a

ny

new

inve

stm

ent

in t

he

pre

ssu

re s

yste

m.

32

33

34

35

36

37

38

39

40

41

42

No

tes

and

ass

um

pti

on

s

Ple

ase

ref

er t

o A

sset

Ma

na

gem

ent

Pla

n c

lau

se 1

0 a

nd

Ap

pen

dix

3.3

- S

ched

ule

12

b: F

ore

cast

Uti

lisa

tio

n

Dis

clai

me

r fo

r su

pp

ly e

nq

uir

ies

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

This

Sch

edu

le r

equ

ires

a b

rea

kdo

wn

of

curr

ent

an

d f

ore

cast

uti

lisa

tio

n (

for

hea

vily

uti

lise

d p

ipel

ines

) co

nsi

sten

t w

ith

th

e in

form

ati

on

pro

vid

ed i

n t

he

AM

P a

nd

th

e d

ema

nd

fo

reca

st i

n s

ched

ule

S1

2c.




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

SCH

EDU

LE 1

2c:

REP

OR

T O

N F

OR

ECA

ST D

EMA

ND

sch

ref

71

2c(

i) C

on

sum

er

Co

nn

ect

ion

s8

Nu

mb

er

of

ICP

s co

nn

ect

ed

in y

ear

by

con

sum

er

typ

e

9C

urr

ent

yea

r C

YC

Y+1

CY+

2C

Y+3

CY+

4C

Y+5

10

Co

nsu

mer

typ

es d

efin

ed b

y G

DB

30

Ju

n 1

53

0 J

un

16

30

Ju

n 1

73

0 J

un

18

30

Ju

n 1

93

0 J

un

20

11

Do

mes

tic

80

8

0

80

8

0

80

8

0

12

No

n-d

om

esti

c 5

5

5

5

5

5

13

14

15

16

Tota

l8

5

85

8

5

85

8

5

85

17

18

12

c(ii

): G

as D

eli

vere

dC

urr

ent

yea

r C

YC

Y+1

CY+

2C

Y+3

CY+

4C

Y+5

19

30

Ju

n 1

53

0 J

un

16

30

Ju

n 1

73

0 J

un

18

30

Ju

n 1

93

0 J

un

20

20

Nu

mb

er o

f IC

Ps

at

yea

r en

d (

at

yea

r en

d)

9,9

01

9

,95

1

10

,00

1

10

,05

1

10

,10

1

10

,15

1

21

Ma

xim

um

da

ily

loa

d (

GJ

per

da

y)4

,65

0

5,1

92

5

,24

4

5,2

96

5

,34

9

5,4

03

22

Ma

xim

um

mo

nth

ly l

oa

d (

GJ

per

mo

nth

)1

10

,60

0

12

5,9

13

1

27

,17

2

12

8,4

44

1

29

,72

8

13

1,0

26

23

Nu

mb

er o

f d

irec

tly

bil

led

IC

Ps

(at

yea

r en

d)

--

--

--

24

Tota

l ga

s co

nve

yed

(G

J p

er a

nn

um

)1

,12

0,6

00

1

,33

8,3

11

1

,35

1,6

94

1

,36

5,2

11

1

,37

8,8

63

1

,39

2,6

52

25

Ave

rage

da

ily

del

iver

y (G

J p

er d

ay)

3,0

70

3

,65

7

3,7

03

3

,74

0

3,7

78

3

,80

5

26

27

Loa

d f

act

or

84

.43

%

88

.57

%

88

.57

%

88

.57

%

88

.57

%

88

.57

%

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

This

sch

edu

le r

equ

ires

a f

ore

cast

of

new

co

nn

ecti

on

s (b

y co

nsu

mer

typ

e), p

eak

dem

an

d a

nd

en

ergy

vo

lum

es f

or

the

dis

clo

sure

yea

r a

nd

a 5

yea

r p

lan

nin

g p

erio

d. T

he

fore

cast

s sh

ou

ld b

e

con

sist

ent

wit

h t

he

sup

po

rtin

g in

form

ati

on

set

ou

t in

th

e A

MP

as

wel

l a

s th

e a

ssu

mp

tio

ns

use

d i

n d

evel

op

ing

the

exp

end

itu

re f

ore

cast

s in

Sch

edu

le 1

1a

an

d S

ched

ule

11

b a

nd

th

e ca

pa

city

an

d

uti

lisa

tio

n f

ore

cast

s in

Sch

edu

le 1

2b

.




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

3A

sset

man

agem

ent

po

licy

To w

hat

ext

ent

has

an

ass

et

man

agem

ent

po

licy

bee

n

do

cum

ente

d, a

uth

ori

sed

an

d

com

mu

nic

ated

?

2G

asN

et's

Ass

et M

anag

emen

t P

olic

y w

as a

pp

rove

d b

y it

s

Bo

ard

of

Dir

ecto

rs o

n 2

4 J

un

e 2

01

4 f

ollo

win

g th

e u

sual

inte

rnal

co

nsu

ltat

ion

pro

cess

wit

h s

taff

. All

4 m

anag

ers

that

com

pri

se t

he

Man

agem

ent

Tea

m h

ave

atte

nd

ed f

orm

al a

sset

man

agem

ent

cou

rses

.

Wid

ely

use

d A

M p

ract

ice

stan

dar

ds

req

uir

e an

org

anis

atio

n t

o d

ocu

men

t, a

uth

ori

se a

nd

co

mm

un

icat

e

its

asse

t m

anag

emen

t p

olic

y (e

g, a

s re

qu

ired

in P

AS

55

par

a 4

.2 i)

. A

key

pre

-req

uis

ite

of

any

rob

ust

po

licy

is

that

th

e o

rgan

isat

ion

's t

op

man

agem

ent

mu

st b

e se

en

to e

nd

ors

e an

d f

ully

su

pp

ort

it.

Als

o v

ital

to

th

e

effe

ctiv

e im

ple

men

tati

on

of

the

po

licy,

is t

o t

ell t

he

app

rop

riat

e p

eop

le o

f it

s co

nte

nt

and

th

eir

ob

ligat

ion

s

un

der

it.

Wh

ere

an o

rgan

isat

ion

ou

tso

urc

es s

om

e o

f it

s

asse

t-re

late

d a

ctiv

itie

s, t

hen

th

ese

peo

ple

an

d t

hei

r

org

anis

atio

ns

mu

st e

qu

ally

be

mad

e aw

are

of

the

po

licy'

s co

nte

nt.

Als

o, t

her

e m

ay b

e o

ther

sta

keh

old

ers,

such

as

reg

ula

tory

au

tho

riti

es a

nd

sh

areh

old

ers

wh

o

sho

uld

be

mad

e aw

are

of

it.

Top

man

agem

ent.

Th

e m

anag

emen

t te

am

th

at h

as

ove

rall

resp

on

sib

ility

fo

r as

set

man

agem

ent.

The

org

anis

atio

n's

ass

et m

anag

emen

t p

olic

y, it

s

org

anis

atio

nal

str

ateg

ic p

lan

, do

cum

ents

ind

icat

ing

ho

w

the

asse

t m

anag

emen

t p

olic

y w

as b

ased

up

on

th

e

nee

ds

of

the

org

anis

atio

n a

nd

evi

den

ce o

f

com

mu

nic

atio

n.

10

Ass

et m

anag

emen

t

stra

teg

y

Wh

at h

as t

he

org

anis

atio

n d

on

e

to e

nsu

re t

hat

its

asse

t

man

agem

ent

stra

teg

y is

con

sist

ent

wit

h o

ther

ap

pro

pri

ate

org

anis

atio

nal

po

licie

s an

d

stra

teg

ies,

an

d t

he

nee

ds

of

stak

eho

lder

s?

2W

hils

t G

asN

et d

oes

no

t h

ave

a fo

rmal

do

cum

ente

d A

MP

Stra

teg

y, s

trat

egic

pla

nn

ing

is in

teg

ral t

o it

s as

set

man

agem

ent

op

erat

ion

s an

d p

lan

nin

g. T

he

ann

ual

pla

nn

ing

pro

cess

wh

ich

is a

pp

rove

d b

y th

e B

oar

d p

rovi

des

act

ivit

ies

pla

nn

ed f

or

the

com

ing

yea

r o

f w

hic

h a

nu

mb

er o

f it

ems

will

refe

r to

an

ove

rall

stra

teg

y. G

asN

et's

Man

agem

ent

Tea

m

mee

t re

gu

larl

y to

dis

cuss

op

erat

ion

al a

nd

str

ateg

ic m

atte

rs,

and

are

act

ivel

y in

volv

ed in

th

e d

evel

op

men

t an

d r

evie

w o

f

all p

olic

ies

and

pro

ced

ure

s.

In s

etti

ng

an o

rgan

isat

ion

's a

sset

man

agem

ent

stra

teg

y, it

is im

po

rtan

t th

at it

is c

on

sist

ent

wit

h a

ny

oth

er p

olic

ies

and

str

ateg

ies

that

th

e o

rgan

isat

ion

has

and

has

tak

en in

to a

cco

un

t th

e re

qu

irem

ents

of

rele

van

t

stak

eho

lder

s. T

his

qu

esti

on

exa

min

es t

o w

hat

ext

ent

the

asse

t m

anag

emen

t st

rate

gy

is c

on

sist

ent

wit

h o

ther

org

anis

atio

nal

po

licie

s an

d s

trat

egie

s (e

g, a

s re

qu

ired

by

PA

S 5

5 p

ara

4.3

.1 b

) an

d h

as t

aken

acc

ou

nt

of

stak

eho

lder

req

uir

emen

ts a

s re

qu

ired

by

PA

S 5

5 p

ara

4.3

.1 c

). G

ener

ally

, th

is w

ill t

ake

into

acc

ou

nt

the

sam

e

po

lices

, str

ateg

ies

and

sta

keh

old

er r

equ

irem

ents

as

cove

red

in d

raft

ing

the

asse

t m

anag

emen

t p

olic

y b

ut

at

a gr

eate

r le

vel

of

det

ail.

Top

man

agem

ent.

Th

e o

rgan

isat

ion

's s

trat

egic

pla

nn

ing

tea

m.

The

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

fo

r as

set

man

agem

ent.

The

org

anis

atio

n's

ass

et m

anag

emen

t st

rate

gy

do

cum

ent

and

oth

er r

elat

ed o

rgan

isat

ion

al p

olic

ies

and

stra

teg

ies.

Oth

er t

han

th

e o

rgan

isat

ion

's s

trat

egic

pla

n, t

hes

e co

uld

incl

ud

e th

ose

rel

atin

g to

hea

lth

an

d

safe

ty, e

nvi

ron

men

tal,

etc.

Res

ult

s o

f st

akeh

old

er

con

sult

atio

n.

11

Ass

et m

anag

emen

t

stra

teg

y

In w

hat

way

do

es t

he

org

anis

atio

n's

ass

et

man

agem

ent

stra

teg

y ta

ke

acco

un

t o

f th

e lif

ecyc

le o

f th

e

asse

ts, a

sset

typ

es a

nd

ass

et

syst

ems

ove

r w

hic

h t

he

org

anis

atio

n h

as s

tew

ard

ship

?

2.5

Gas

Net

's p

erso

nn

el a

nd

in p

arti

cula

r th

e G

ener

al M

anag

er,

Engi

nee

rin

g M

anag

er a

nd

En

gin

eeri

ng

Sup

ervi

sor

hav

e a

wea

lth

of

asse

t kn

ow

led

ge a

nd

ver

y m

uch

fo

cuss

ed o

n

ensu

rin

g th

ey a

re m

anag

ed e

ffec

tive

ly, e

ffic

ien

tly

and

saf

ely

thro

ugh

ou

t th

eir

lifec

ycle

.

Go

od

ass

et s

tew

ard

ship

is t

he

hal

lmar

k o

f an

org

anis

atio

n c

om

plia

nt

wit

h w

idel

y u

sed

AM

sta

nd

ard

s.

A k

ey c

om

po

nen

t o

f th

is is

th

e n

eed

to

tak

e ac

cou

nt

of

the

lifec

ycle

of

the

asse

ts, a

sset

typ

es a

nd

ass

et

syst

ems.

(Fo

r ex

amp

le,

this

req

uir

emen

t is

rec

ogn

ised

in 4

.3.1

d)

of

PA

S 5

5).

Th

is q

ues

tio

n e

xplo

res

wh

at a

n

org

anis

atio

n h

as d

on

e to

tak

e lif

ecyc

le i

nto

acc

ou

nt

in

its

asse

t m

anag

emen

t st

rate

gy.

Top

man

agem

ent.

Peo

ple

in

th

e o

rgan

isat

ion

wit

h

exp

ert

kno

wle

dge

of

the

asse

ts, a

sset

typ

es, a

sset

syst

ems

and

th

eir

asso

ciat

ed li

fe-c

ycle

s. T

he

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

fo

r

asse

t m

anag

emen

t. T

ho

se r

esp

on

sib

le f

or

dev

elo

pin

g

and

ad

op

tin

g m

eth

od

s an

d p

roce

sses

use

d in

ass

et

man

agem

ent

The

org

anis

atio

n's

do

cum

ente

d a

sset

man

agem

ent

stra

teg

y an

d s

up

po

rtin

g w

ork

ing

do

cum

ents

.

26

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w d

oes

th

e o

rgan

isat

ion

esta

blis

h a

nd

do

cum

ent

its

asse

t

man

agem

ent

pla

n(s

) ac

ross

th

e

life

cycl

e ac

tivi

ties

of

its

asse

ts

and

ass

et s

yste

ms?

2G

asN

et h

as e

ffec

tive

ly p

rod

uce

d a

ver

sio

n o

f a

fully

com

plia

nt

Ass

et M

anag

emen

t P

lan

th

at w

hils

t d

ilute

d,

nev

erth

eles

s p

rovi

des

evi

den

ce o

f G

asN

et's

ass

et

man

agem

ent

stra

teg

ies

and

pra

ctic

es. I

n th

e d

evel

op

men

t o

f

its

AM

P it

has

bec

om

e ev

iden

t th

at f

urt

her

en

han

cem

ents

in

pro

gres

sin

g to

a f

ully

co

mp

lian

t as

set

Man

agem

ent

Pla

n w

ill

no

t b

e d

iffi

cult

, esp

ecia

lly o

nce

th

e fr

amew

ork

has

bee

n

dev

elo

ped

fo

llow

ing

imp

lem

enta

tio

n o

f th

e la

test

Ass

et

Man

agem

ent

Po

licy.

The

asse

t m

anag

emen

t st

rate

gy

nee

d t

o b

e tr

ansl

ated

into

pra

ctic

al p

lan

(s)

so t

hat

all

par

ties

kn

ow

ho

w t

he

ob

ject

ives

will

be

ach

ieve

d.

The

dev

elo

pm

ent

of

pla

n(s

) w

ill n

eed

to

iden

tify

th

e sp

ecif

ic t

asks

an

d

acti

viti

es r

equ

ired

to

op

tim

ize

cost

s, r

isks

an

d

per

form

ance

of

the

asse

ts a

nd

/or

asse

t sy

stem

(s),

wh

en t

hey

are

to

be

carr

ied

ou

t an

d t

he

reso

urc

es

req

uir

ed.

The

man

agem

ent

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r

the

asse

t m

anag

emen

t sy

stem

. O

per

atio

ns,

mai

nte

nan

ce a

nd

en

gin

eeri

ng

man

ager

s.

The

org

anis

atio

n's

ass

et m

anag

emen

t p

lan

(s).

This

sch

edu

le r

equ

ires

in

form

ati

on

on

th

e G

DB

’S s

elf-

ass

essm

ent

of

the

ma

turi

ty o

f it

s a

sset

ma

na

gem

ent

pra

ctic

es.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

3A

sset

man

agem

ent

po

licy

To w

hat

ext

ent

has

an

ass

et

man

agem

ent

po

licy

bee

n

do

cum

ente

d, a

uth

ori

sed

an

d

com

mu

nic

ated

?

The

org

anis

atio

n d

oes

no

t h

ave

a

do

cum

ente

d a

sset

man

agem

ent

po

licy.

The

org

anis

atio

n h

as a

n a

sset

man

agem

ent

po

licy,

bu

t it

has

no

t b

een

auth

ori

sed

by

top

man

agem

ent,

or

it is

no

t in

flu

enci

ng

the

man

agem

ent

of

the

asse

ts.

The

org

anis

atio

n h

as a

n a

sset

man

agem

ent

po

licy,

wh

ich

has

bee

n

auth

ori

sed

by

top

man

agem

ent,

bu

t it

has

had

lim

ited

cir

cula

tio

n.

It m

ay b

e in

use

to

infl

uen

ce d

evel

op

men

t o

f st

rate

gy

and

pla

nn

ing

bu

t it

s ef

fect

is li

mit

ed.

The

asse

t m

anag

emen

t p

olic

y is

auth

ori

sed

by

top

man

agem

ent,

is

wid

ely

and

eff

ecti

vely

co

mm

un

icat

ed t

o

all r

elev

ant

emp

loye

es

and

sta

keh

old

ers,

and

use

d t

o m

ake

thes

e p

erso

ns

awar

e

of

thei

r as

set

rela

ted

ob

ligat

ion

s.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

10

Ass

et m

anag

emen

t

stra

teg

y

Wh

at h

as t

he

org

anis

atio

n d

on

e

to e

nsu

re t

hat

its

asse

t

man

agem

ent

stra

teg

y is

con

sist

ent

wit

h o

ther

ap

pro

pri

ate

org

anis

atio

nal

po

licie

s an

d

stra

teg

ies,

an

d t

he

nee

ds

of

stak

eho

lder

s?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o e

nsu

re t

hat

its

asse

t

man

agem

ent

stra

teg

y is

ap

pro

pri

atel

y

alig

ned

wit

h t

he

org

anis

atio

n's

oth

er

org

anis

atio

nal

po

licie

s an

d s

trat

egie

s o

r

wit

h s

take

ho

lder

req

uir

emen

ts.

O

R

The

org

anis

atio

n d

oes

no

t h

ave

an a

sset

man

agem

ent

stra

teg

y.

The

nee

d t

o a

lign

th

e as

set

man

agem

ent

stra

teg

y w

ith

oth

er o

rgan

isat

ion

al

po

licie

s an

d s

trat

egie

s as

wel

l as

stak

eho

lder

req

uir

emen

ts is

un

der

sto

od

and

wo

rk h

as s

tart

ed t

o id

enti

fy t

he

linka

ges

or

to in

corp

ora

te t

hem

in t

he

dra

ftin

g o

f as

set

man

agem

ent

stra

teg

y.

Som

e o

f th

e lin

kage

s b

etw

een

th

e lo

ng-

term

ass

et m

anag

emen

t st

rate

gy

and

oth

er o

rgan

isat

ion

al p

olic

ies,

str

ateg

ies

and

sta

keh

old

er r

equ

irem

ents

are

def

ined

bu

t th

e w

ork

is f

airl

y w

ell

adva

nce

d b

ut

still

inco

mp

lete

.

All

linka

ges

are

in p

lace

an

d e

vid

ence

is

avai

lab

le t

o d

emo

nst

rate

th

at, w

her

e

app

rop

riat

e, t

he

org

anis

atio

n's

ass

et

man

agem

ent

stra

teg

y is

co

nsi

sten

t w

ith

its

oth

er o

rgan

isat

ion

al p

olic

ies

and

stra

teg

ies.

Th

e o

rgan

isat

ion

has

als

o

iden

tifi

ed a

nd

co

nsi

der

ed t

he

req

uir

emen

ts o

f re

leva

nt

stak

eho

lder

s.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

11

Ass

et m

anag

emen

t

stra

teg

y

In w

hat

way

do

es t

he

org

anis

atio

n's

ass

et

man

agem

ent

stra

teg

y ta

ke

acco

un

t o

f th

e lif

ecyc

le o

f th

e

asse

ts, a

sset

typ

es a

nd

ass

et

syst

ems

ove

r w

hic

h t

he

org

anis

atio

n h

as s

tew

ard

ship

?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o e

nsu

re t

hat

its

asse

t

man

agem

ent

stra

teg

y is

pro

du

ced

wit

h

du

e re

gar

d t

o t

he

lifec

ycle

of

the

asse

ts,

asse

t ty

pes

or

asse

t sy

stem

s th

at it

man

ages

.

O

R

The

org

anis

atio

n d

oes

no

t h

ave

an a

sset

man

agem

ent

stra

teg

y.

The

nee

d is

un

der

sto

od

, an

d t

he

org

anis

atio

n is

dra

ftin

g it

s as

set

man

agem

ent

stra

teg

y to

ad

dre

ss t

he

lifec

ycle

of

its

asse

ts, a

sset

typ

es a

nd

asse

t sy

stem

s.

The

lon

g-te

rm a

sset

man

agem

ent

stra

teg

y ta

kes

acco

un

t o

f th

e lif

ecyc

le o

f

som

e, b

ut

no

t al

l, o

f it

s as

sets

, ass

et

typ

es a

nd

ass

et s

yste

ms.

The

asse

t m

anag

emen

t st

rate

gy

take

s

acco

un

t o

f th

e lif

ecyc

le o

f al

l of

its

asse

ts, a

sset

typ

es a

nd

ass

et s

yste

ms.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

26

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w d

oes

th

e o

rgan

isat

ion

esta

blis

h a

nd

do

cum

ent

its

asse

t

man

agem

ent

pla

n(s

) ac

ross

th

e

life

cycl

e ac

tivi

ties

of

its

asse

ts

and

ass

et s

yste

ms?

The

org

anis

atio

n d

oes

no

t h

ave

an

iden

tifi

able

ass

et m

anag

emen

t p

lan

(s)

cove

rin

g as

set

syst

ems

and

cri

tica

l

asse

ts.

The

org

anis

atio

n h

as a

sset

man

agem

ent

pla

n(s

) b

ut

they

are

no

t al

ign

ed w

ith

th

e

asse

t m

anag

emen

t st

rate

gy

and

ob

ject

ives

an

d d

o n

ot

take

in

to

con

sid

erat

ion

th

e fu

ll as

set

life

cycl

e

(in

clu

din

g as

set

crea

tio

n, a

cqu

isit

ion

,

enh

ance

men

t, u

tilis

atio

n, m

ain

ten

ance

dec

om

mis

sio

nin

g an

d d

isp

osa

l).

The

org

anis

atio

n is

in t

he

pro

cess

of

pu

ttin

g in

pla

ce c

om

pre

hen

sive

,

do

cum

ente

d a

sset

man

agem

ent

pla

n(s

)

that

co

ver

all l

ife

cycl

e ac

tivi

ties

, cle

arl

y

alig

ned

to

ass

et m

anag

emen

t o

bje

ctiv

es

and

th

e as

set

man

agem

ent

stra

teg

y.

Ass

et m

anag

emen

t p

lan

(s)

are

esta

blis

hed

, do

cum

ente

d, i

mp

lem

ente

d

and

mai

nta

ined

fo

r as

set

syst

ems

and

crit

ical

ass

ets

to a

chie

ve t

he

asse

t

man

agem

ent

stra

teg

y an

d a

sset

man

agem

ent

ob

ject

ives

acr

oss

all

life

cycl

e p

has

es.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

27

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w h

as t

he

org

anis

atio

n

com

mu

nic

ated

its

pla

n(s

) to

all

rele

van

t p

arti

es t

o a

leve

l o

f

det

ail a

pp

rop

riat

e to

th

e

rece

iver

's r

ole

in

th

eir

del

iver

y?

3W

hils

t G

asN

et o

nly

rec

entl

y p

ub

lish

ed it

s fi

rst

AM

P in

20

13

,

the

info

rmat

ion

co

nta

ined

wit

hin

will

be

kno

wn

to

th

ose

wh

o

nee

d t

o k

no

w a

pp

rop

riat

e to

th

eir

role

an

d/o

r in

tere

st. D

ue

to

the

smal

l cen

tral

ised

op

erat

ion

th

ere

is v

ery

goo

d a

war

enes

s

of

wh

at o

ther

per

son

nel

are

do

ing

wit

hin

th

e co

mp

any

and

wit

h a

clo

se a

nd

eff

ecti

ve M

anag

emen

t Te

am

, in

form

atio

n is

effe

ctiv

ely

com

mu

nic

ated

to

oth

ers

as r

equ

ired

. Th

e G

ener

al

Man

ager

pro

vid

es a

pp

rop

riat

ely

det

aile

d m

on

thly

rep

ort

s to

the

Bo

ard

of

Dir

ecto

rs w

ho

in t

urn

tak

e an

act

ive

inte

rest

at

Bo

ard

of

Dir

ecto

rs m

eeti

ngs

att

end

ed b

y th

e G

ener

al

Man

ager

. Th

e C

hai

rman

of

the

Bo

ard

is a

lso

Ch

airm

an o

f th

e

shar

eho

lder

Wan

gan

ui G

as L

imit

ed, i

ts s

har

eho

lder

Wan

gan

ui D

istr

ict

Co

un

cil H

old

ings

Lim

ited

an

d in

vie

w o

f

the

latt

er h

as r

egu

lar

dir

ect

con

tact

wit

h t

he

Wan

gan

ui

Dis

tric

t C

ou

nci

l as

"ult

imat

e" s

har

eho

lder

.

Pla

ns

will

be

inef

fect

ive

un

less

th

ey a

re c

om

mu

nic

ated

to a

ll th

ose

, in

clu

din

g co

ntr

acte

d s

up

plie

rs a

nd

th

ose

wh

o u

nd

erta

ke e

nab

ling

fun

ctio

n(s

). T

he

pla

n(s

) n

eed

to b

e co

mm

un

icat

ed in

a w

ay t

hat

is r

elev

ant

to t

ho

se

wh

o n

eed

to

use

th

em.

The

man

agem

ent

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r

the

asse

t m

anag

emen

t sy

stem

. D

eliv

ery

fun

ctio

ns

and

sup

plie

rs.

Dis

trib

uti

on

list

s fo

r p

lan

(s).

Do

cum

ents

der

ived

fro

m

pla

n(s

) w

hic

h d

etai

l th

e re

ceiv

ers

role

in

pla

n d

eliv

ery.

Evid

ence

of

com

mu

nic

atio

n.

29

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w a

re d

esig

nat

ed

resp

on

sib

iliti

es f

or

del

iver

y o

f

asse

t p

lan

act

ion

s d

ocu

men

ted

?

3R

esp

on

sib

iliti

es a

re c

lea

rly

def

ined

in P

osi

tio

n D

escr

ipti

on

s

for

all G

asN

et e

mp

loye

es

and

rev

iew

ed o

n a

n a

nn

ual

bas

is in

con

jun

ctio

n w

ith

th

e P

erso

nal

Per

form

ance

& D

evel

op

men

t

Rev

iew

(P

PD

R).

Do

cum

ente

d P

olic

ies

and

Pro

ced

ure

s p

rovi

de

mo

re d

etai

led

sp

ecif

ic r

esp

on

sib

iliti

es a

nd

a t

ho

rou

gh

con

sult

atio

n p

roce

ss e

nsu

res

max

imu

m k

no

wle

dge

an

d

un

der

stan

din

g. D

ue

to t

he

smal

l siz

e o

f th

e co

mp

any

and

th

e

fact

th

at a

lmo

st e

very

ro

le i

s u

niq

ue,

th

e r

esp

on

sib

iliti

es a

re

in m

ost

inst

ance

s ap

par

ent

to t

he

po

siti

on

ho

lder

an

d o

ther

s.

No

on

e el

se w

ou

ld lo

gica

lly s

har

e o

r ta

ke t

he

resp

on

sib

ility

.

The

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) re

lies

on

(1

) ac

tio

ns

bei

ng

clea

rly

iden

tifi

ed, (

2)

an o

wn

er

allo

cate

d a

nd

(3

) th

at o

wn

er h

avin

g su

ffic

ien

t

del

egat

ed r

esp

on

sib

ility

an

d a

uth

ori

ty t

o c

arry

ou

t th

e

wo

rk r

equ

ired

. It

als

o r

equ

ires

alig

nm

ent

of

acti

on

s

acro

ss t

he

org

anis

atio

n.

This

qu

esti

on

exp

lore

s h

ow

wel

l th

e p

lan

(s)

set

ou

t re

spo

nsi

bili

ty f

or

del

iver

y o

f

asse

t p

lan

act

ion

s.

The

man

agem

ent

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r

the

asse

t m

anag

emen

t sy

stem

. O

per

atio

ns,

mai

nte

nan

ce a

nd

en

gin

eeri

ng

man

ager

s. I

f

app

rop

riat

e, t

he

per

form

ance

man

agem

ent

tea

m.

The

org

anis

atio

n's

ass

et m

anag

emen

t p

lan

(s).

Do

cum

enta

tio

n d

efin

ing

role

s an

d r

esp

on

sib

iliti

es o

f

ind

ivid

ual

s an

d o

rgan

isat

ion

al d

epar

tmen

ts.

31

Ass

et m

anag

emen

t

pla

n(s

)

Wh

at h

as t

he

org

anis

atio

n d

on

e

to e

nsu

re t

hat

ap

pro

pri

ate

arra

nge

men

ts a

re m

ade

avai

lab

le

for

the

effi

cien

t an

d c

ost

effe

ctiv

e im

ple

men

tati

on

of

the

pla

n(s

)?

(No

te t

his

is a

bo

ut

reso

urc

es a

nd

enab

ling

sup

po

rt)

2A

ll M

anag

ers

hav

e cl

ear

resp

on

sib

iliti

es w

ith

in t

hei

r P

osi

tio

n

Des

crip

tio

ns

for

the

man

agem

ent

of

reso

urc

es u

nd

er t

hei

r

con

tro

l, b

oth

dir

ect

lab

ou

r an

d e

xter

nal

, an

d f

or

mee

tin

g th

e

com

pan

y n

eed

s an

d le

gis

lati

ve o

blig

atio

ns

rele

van

t to

th

e

role

. Th

e M

anag

emen

t Te

am

mee

t re

gu

larl

y an

d h

ave

a go

od

un

der

stan

din

g o

f th

e is

sues

at

han

d a

nd

th

eir

man

agem

ent.

In t

he

last

6 y

ears

du

rin

g a

per

iod

of

sign

ific

ant

reg

ula

tory

un

cert

ain

ty a

dd

itio

nal

fin

anci

al r

eso

urc

es h

ave

bee

n m

ade

avai

lab

le t

o o

bta

in s

pec

ialis

t ex

tern

al s

up

po

rt w

her

e it

wo

uld

be

oth

erw

ise

un

eco

no

mic

to

em

plo

y so

meo

ne

for

that

tas

k.

On

e n

ew r

ole

was

cre

ate

d t

o p

rovi

de

add

itio

nal

adm

inis

trat

ive

sup

po

rt in

vie

w o

f th

e in

crea

sin

g n

eed

fo

r

info

rmat

ion

. Gas

Net

co

nsi

der

s it

is w

ell p

lace

d t

o m

anag

e

any

reso

urc

e is

sues

th

at m

igh

t ar

ise

thro

ugh

fo

rmal

isat

ion

and

fu

rth

er d

evel

op

men

t o

f it

s A

MP

.

It is

ess

enti

al t

hat

th

e p

lan

(s)

are

rea

listi

c an

d c

an b

e

imp

lem

ente

d, w

hic

h r

equ

ires

ap

pro

pri

ate

reso

urc

es t

o

be

avai

lab

le a

nd

en

ablin

g m

ech

anis

ms

in p

lace

. T

his

qu

esti

on

exp

lore

s h

ow

wel

l th

is is

ach

ieve

d.

The

pla

n(s

) n

ot

on

ly n

eed

to

co

nsi

der

th

e re

sou

rces

dir

ectl

y

req

uir

ed a

nd

tim

esca

les,

bu

t al

so t

he

enab

ling

acti

viti

es, i

ncl

ud

ing

for

exam

ple

, tr

ain

ing

req

uir

emen

ts,

sup

ply

ch

ain

cap

abili

ty a

nd

pro

cure

men

t ti

mes

cale

s.

The

man

agem

ent

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r

the

asse

t m

anag

emen

t sy

stem

. O

per

atio

ns,

mai

nte

nan

ce a

nd

en

gin

eeri

ng

man

ager

s. I

f

app

rop

riat

e, t

he

per

form

ance

man

agem

ent

tea

m.

If

app

rop

riat

e, t

he

per

form

ance

man

agem

ent

tea

m.

Wh

ere

app

rop

riat

e th

e p

rocu

rem

ent

tea

m a

nd

ser

vice

pro

vid

ers

wo

rkin

g o

n t

he

org

anis

atio

n's

ass

et-r

elat

ed

acti

viti

es.

The

org

anis

atio

n's

ass

et m

anag

emen

t p

lan

(s).

Do

cum

ente

d p

roce

sses

an

d p

roce

du

res

for

the

del

iver

y

of

the

asse

t m

anag

emen

t p

lan

.

33

Co

nti

nge

ncy

pla

nn

ing

Wh

at p

lan

(s)

and

pro

ced

ure

(s)

do

es t

he

org

anis

atio

n h

ave

for

iden

tify

ing

and

res

po

nd

ing

to

inci

den

ts a

nd

em

erge

ncy

situ

atio

ns

and

en

suri

ng

con

tin

uit

y o

f cr

itic

al a

sset

man

agem

ent

acti

viti

es?

3G

asN

et's

Em

erge

ncy

Pla

n is

wel

l est

ablis

hed

an

d u

nd

erst

oo

d

wit

hin

th

e C

om

pan

y an

d a

co

re d

ocu

men

t w

ith

its

ori

gin

s in

the

earl

y 1

99

0's

. Bec

ause

of

the

smal

l siz

e o

f th

e co

mp

any,

role

s th

at a

re b

oth

cle

arl

y d

efin

ed a

nd

un

der

sto

od

by

all,

and

a te

am

ap

pro

ach

has

pro

ven

tim

e af

ter

tim

e th

at G

asN

et is

wel

l pla

ced

to

man

age

adve

rse

even

ts w

hen

th

ey o

ccu

r.

Rec

ent

enh

ance

men

ts a

sso

ciat

ed w

ith

th

e fo

rmal

isat

ion

of

its

Pu

blic

Saf

ety

Man

agem

ent

Syst

em a

nd

its

asso

ciat

ed

focu

s o

n r

isk

and

em

erge

ncy

man

agem

ent

has

fu

rth

er

imp

rove

d G

asN

et's

pre

par

edn

ess.

Wid

ely

use

d A

M p

ract

ice

stan

dar

ds

req

uir

e th

at a

n

org

anis

atio

n h

as p

lan

(s)

to id

enti

fy a

nd

res

po

nd

to

emer

gen

cy s

itu

atio

ns.

Em

erge

ncy

pla

n(s

) sh

ou

ld

ou

tlin

e th

e ac

tio

ns

to b

e ta

ken

to

res

po

nd

to

sp

ecif

ied

emer

gen

cy s

itu

atio

ns

and

en

sure

co

nti

nu

ity

of

crit

ical

asse

t m

anag

emen

t ac

tivi

ties

incl

ud

ing

the

com

mu

nic

atio

n t

o, a

nd

invo

lvem

ent

of,

ext

ern

al

agen

cies

. Th

is q

ues

tio

n a

sses

ses

if, a

nd

ho

w w

ell,

thes

e p

lan

(s)

trig

gere

d, i

mp

lem

ente

d a

nd

res

olv

ed in

the

even

t o

f an

inci

den

t. T

he

pla

n(s

) sh

ou

ld b

e

app

rop

riat

e to

th

e le

vel

of

risk

as

det

erm

ined

by

the

org

anis

atio

n's

ris

k as

sess

men

t m

eth

od

olo

gy.

It is

als

o

a re

qu

irem

ent

that

rel

evan

t p

erso

nn

el a

re c

om

pet

ent

and

tra

ined

.

The

man

ager

wit

h r

esp

on

sib

ility

fo

r d

evel

op

ing

emer

gen

cy p

lan

(s).

Th

e o

rgan

isat

ion

's r

isk

asse

ssm

ent

tea

m.

Peo

ple

wit

h d

esig

nat

ed d

uti

es w

ith

in t

he

pla

n(s

)

and

pro

ced

ure

(s)

for

dea

ling

wit

h in

cid

ents

an

d

emer

gen

cy s

itu

atio

ns.

The

org

anis

atio

n's

pla

n(s

) an

d p

roce

du

re(s

) fo

r d

ealin

g

wit

h e

mer

gen

cies

. Th

e o

rgan

isat

ion

's r

isk

asse

ssm

ents

and

ris

k re

gis

ters

.

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

27

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w h

as t

he

org

anis

atio

n

com

mu

nic

ated

its

pla

n(s

) to

all

rele

van

t p

arti

es t

o a

leve

l o

f

det

ail a

pp

rop

riat

e to

th

e

rece

iver

's r

ole

in

th

eir

del

iver

y?

The

org

anis

atio

n d

oes

no

t h

ave

pla

n(s

)

or

thei

r d

istr

ibu

tio

n is

lim

ited

to

th

e

auth

ors

.

The

pla

n(s

) ar

e co

mm

un

icat

ed t

o s

om

e

of

tho

se r

esp

on

sib

le f

or

del

iver

y o

f th

e

pla

n(s

).

O

R

Co

mm

un

icat

ed t

o t

ho

se r

esp

on

sib

le f

or

del

iver

y is

eit

her

irre

gu

lar

or

ad-h

oc.

The

pla

n(s

) ar

e co

mm

un

icat

ed t

o m

ost

of

tho

se r

esp

on

sib

le f

or

del

iver

y b

ut

ther

e ar

e w

eakn

esse

s in

iden

tify

ing

rele

van

t p

arti

es r

esu

ltin

g in

inco

mp

lete

or

inap

pro

pri

ate

com

mu

nic

atio

n.

The

org

anis

atio

n r

eco

gnis

es im

pro

vem

ent

is

nee

ded

as

is w

ork

ing

tow

ard

s re

solu

tio

n.

The

pla

n(s

) ar

e co

mm

un

icat

ed t

o a

ll

rele

van

t em

plo

yee

s, s

take

ho

lder

s an

d

con

trac

ted

ser

vice

pro

vid

ers

to a

leve

l o

f

det

ail a

pp

rop

riat

e to

th

eir

par

tici

pat

ion

or

bu

sin

ess

inte

rest

s in

th

e d

eliv

ery

of

the

pla

n(s

) an

d t

her

e is

co

nfi

rmat

ion

that

th

ey a

re b

ein

g u

sed

eff

ecti

vely

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

29

Ass

et m

anag

emen

t

pla

n(s

)

Ho

w a

re d

esig

nat

ed

resp

on

sib

iliti

es f

or

del

iver

y o

f

asse

t p

lan

act

ion

s d

ocu

men

ted

?

The

org

anis

atio

n h

as n

ot

do

cum

ente

d

resp

on

sib

iliti

es f

or

del

iver

y o

f as

set

pla

n

acti

on

s.

Ass

et m

anag

emen

t p

lan

(s)

inco

nsi

sten

tly

do

cum

ent

resp

on

sib

iliti

es

for

del

iver

y o

f p

lan

act

ion

s an

d a

ctiv

itie

s

and

/or

resp

on

sib

iliti

es a

nd

au

tho

riti

es

for

imp

lem

enta

tio

n in

adeq

uat

e an

d/o

r

del

egat

ion

leve

l in

adeq

uat

e to

en

sure

effe

ctiv

e d

eliv

ery

and

/or

con

tain

mis

alig

nm

ents

wit

h o

rgan

isat

ion

al

acco

un

tab

ility

.

Ass

et m

anag

emen

t p

lan

(s)

con

sist

entl

y

do

cum

ent

resp

on

sib

iliti

es f

or

the

del

iver

y o

f ac

tio

ns

bu

t

resp

on

sib

ility

/au

tho

rity

leve

ls a

re

inap

pro

pri

ate/

inad

equ

ate,

an

d/o

r th

ere

are

mis

alig

nm

ents

wit

hin

th

e

org

anis

atio

n.

Ass

et m

anag

emen

t p

lan

(s)

con

sist

entl

y

do

cum

ent

resp

on

sib

iliti

es f

or

the

del

iver

y ac

tio

ns

and

th

ere

is a

deq

uat

e

det

ail t

o e

nab

le d

eliv

ery

of

acti

on

s.

Des

ign

ated

res

po

nsi

bili

ty a

nd

au

tho

rity

for

ach

ieve

men

t o

f as

set

pla

n a

ctio

ns

is

app

rop

riat

e.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

31

Ass

et m

anag

emen

t

pla

n(s

)

Wh

at h

as t

he

org

anis

atio

n d

on

e

to e

nsu

re t

hat

ap

pro

pri

ate

arra

nge

men

ts a

re m

ade

avai

lab

le

for

the

effi

cien

t an

d c

ost

effe

ctiv

e im

ple

men

tati

on

of

the

pla

n(s

)?

(No

te t

his

is a

bo

ut

reso

urc

es a

nd

enab

ling

sup

po

rt)

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

arra

nge

men

ts n

eed

ed f

or

the

effe

ctiv

e

imp

lem

enta

tio

n o

f p

lan

(s).

The

org

anis

atio

n r

eco

gnis

es t

he

nee

d t

o

ensu

re a

pp

rop

riat

e ar

ran

gem

ents

are

in

pla

ce f

or

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) an

d is

in t

he

pro

cess

of

det

erm

inin

g an

ap

pro

pri

ate

app

roac

h f

or

ach

ievi

ng

this

.

The

org

anis

atio

n h

as a

rran

gem

ents

in

pla

ce f

or

the

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) b

ut

the

arra

nge

men

ts a

re n

ot

yet

adeq

uat

ely

effi

cien

t an

d/o

r ef

fect

ive.

Th

e

org

anis

atio

n is

wo

rkin

g to

res

olv

e

exis

tin

g w

eakn

esse

s.

The

org

anis

atio

n's

arr

ange

men

ts f

ully

cove

r al

l th

e re

qu

irem

ents

fo

r th

e

effi

cien

t an

d c

ost

eff

ecti

ve

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) an

d r

ealis

tica

lly a

dd

ress

th

e

reso

urc

es a

nd

tim

esca

les

req

uir

ed, a

nd

any

chan

ges

nee

ded

to

fu

nct

ion

al

po

licie

s, s

tan

dar

ds,

pro

cess

es a

nd

th

e

asse

t m

anag

emen

t in

form

atio

n s

yste

m.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

33

Co

nti

nge

ncy

pla

nn

ing

Wh

at p

lan

(s)

and

pro

ced

ure

(s)

do

es t

he

org

anis

atio

n h

ave

for

iden

tify

ing

and

res

po

nd

ing

to

inci

den

ts a

nd

em

erge

ncy

situ

atio

ns

and

en

suri

ng

con

tin

uit

y o

f cr

itic

al a

sset

man

agem

ent

acti

viti

es?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o e

stab

lish

pla

n(s

) an

d

pro

ced

ure

(s)

to id

enti

fy a

nd

res

po

nd

to

inci

den

ts a

nd

em

erge

ncy

sit

uat

ion

s.

The

org

anis

atio

n h

as s

om

e ad

-ho

c

arra

nge

men

ts t

o d

eal w

ith

inci

den

ts a

nd

emer

gen

cy s

itu

atio

ns,

bu

t th

ese

hav

e

bee

n d

evel

op

ed o

n a

rea

ctiv

e b

asis

in

resp

on

se t

o s

pec

ific

eve

nts

th

at h

ave

occ

urr

ed in

th

e p

ast.

Mo

st c

red

ible

in

cid

ents

an

d e

mer

gen

cy

situ

atio

ns

are

iden

tifi

ed.

Eith

er

app

rop

riat

e p

lan

(s)

and

pro

ced

ure

(s)

are

inco

mp

lete

fo

r cr

itic

al a

ctiv

itie

s o

r th

ey

are

inad

equ

ate.

Tra

inin

g/ e

xter

nal

alig

nm

ent

may

be

inco

mp

lete

.

Ap

pro

pri

ate

emer

gen

cy p

lan

(s)

and

pro

ced

ure

(s)

are

in p

lace

to

res

po

nd

to

cred

ible

in

cid

ents

an

d m

anag

e

con

tin

uit

y o

f cr

itic

al a

sset

man

agem

ent

acti

viti

es c

on

sist

ent

wit

h p

olic

ies

and

asse

t m

anag

emen

t o

bje

ctiv

es.

Trai

nin

g

and

ext

ern

al a

gen

cy a

lign

men

t is

in

pla

ce.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

Ass

et M

anag

emen

t St

anda

rd A

pplie

d

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

37St

ruct

ure,

aut

hori

ty

and

resp

onsi

bilit

ies

Wha

t ha

s th

e or

gani

sati

on d

one

to a

ppoi

nt m

embe

r(s)

of

its

man

agem

ent

tea

m t

o be

resp

onsi

ble

for

ensu

ring

tha

t th

e

orga

nisa

tion

's a

sset

s de

liver

the

req

uire

men

ts o

f th

e as

set

man

agem

ent

stra

teg

y, o

bjec

tive

s

and

plan

(s)?

3Th

e 3

Sect

ion

Man

ager

s ar

e ea

ch d

irec

tly

resp

onsi

ble

to t

he

Gen

eral

Man

ager

and

col

lect

ivel

y re

spon

sibl

e fo

r de

liver

y of

the

com

pany

's b

usin

ess

req

uire

men

ts. E

ach

Sect

ion

is

func

tion

ally

bas

ed w

ith

littl

e sc

ope

for

conf

usio

n. R

oles

and

resp

onsi

bilit

ies

are

clea

rly

defi

ned

in P

osit

ion

Des

crip

tion

s

and

dele

gat

ed a

utho

riti

es a

re c

lea

rly

unde

rsto

od a

nd

refl

ecte

d in

the

man

ager

s pe

rfor

man

ce a

nd b

ehav

iour

.

In o

rder

to

ensu

re t

hat

the

orga

nisa

tion

's a

sset

s an

d

asse

t sy

stem

s de

liver

the

req

uire

men

ts o

f th

e as

set

man

agem

ent

polic

y, s

trat

egy

and

obje

ctiv

es

resp

onsi

bilit

ies

nee

d to

be

allo

cate

d t

o ap

prop

riat

e

peo

ple

who

hav

e th

e ne

cess

ary

auth

orit

y to

ful

fil t

heir

resp

onsi

bilit

ies.

(Th

is q

uest

ion,

rel

ates

to

the

orga

nisa

tion

's a

sset

s eg

, par

a b)

, s

4.4.

1 of

PA

S 55

,

mak

ing

it t

here

fore

dis

tinc

t fr

om t

he r

equi

rem

ent

cont

aine

d in

par

a a)

, s 4

.4.1

of

PAS

55).

Top

man

agem

ent.

Peo

ple

wit

h m

anag

emen

t

resp

onsi

bilit

y fo

r th

e de

liver

y of

ass

et m

anag

emen

t

polic

y, s

trat

egy,

obj

ecti

ves

and

plan

(s).

Peo

ple

wor

king

on a

sset

-rel

ated

act

ivit

ies.

Evid

ence

tha

t m

anag

ers

wit

h re

spon

sibi

lity

for

the

deliv

ery

of a

sset

man

agem

ent

polic

y, s

trat

egy,

obje

ctiv

es a

nd p

lan(

s) h

ave

bee

n ap

poin

ted

and

hav

e

assu

med

the

ir r

espo

nsib

iliti

es.

Evid

ence

may

incl

ude

the

orga

nisa

tion

's d

ocum

ents

rel

atin

g to

its

asse

t

man

agem

ent

syst

em, o

rgan

isat

iona

l cha

rts,

job

desc

ript

ions

of

post

-hol

ders

, ann

ual t

arge

ts/o

bjec

tive

s

and

pers

onal

dev

elop

men

t pl

an(s

) of

pos

t-ho

lder

s as

appr

opri

ate.

40St

ruct

ure,

aut

hori

ty

and

resp

onsi

bilit

ies

Wha

t ev

iden

ce c

an t

he

orga

nisa

tion

's t

op m

anag

emen

t

prov

ide

to d

emon

stra

te t

hat

suff

icie

nt

reso

urce

s ar

e av

aila

ble

for

asse

t m

anag

emen

t?

3G

asN

et's

Man

agem

ent

Tea

m is

hig

hly

effe

ctiv

e at

iden

tify

ing

and

man

agin

g re

sour

cing

issu

es a

nd n

eeds

as

they

are

iden

tifi

ed o

r be

com

e ap

pare

nt.

In a

ddit

ion

to t

heir

man

agem

ent

resp

onsi

bilit

ies

the

man

ager

s ar

e op

erat

iona

l

and

wor

k cl

osel

y w

ith

thei

r di

rect

rep

orts

wit

hin

the

sam

e

smal

l off

ice

envi

ronm

ent.

The

Man

agem

ent

Tea

m is

eff

icie

nt

beca

use

of it

s ac

tive

par

tici

pati

on a

nd s

ize

in m

akin

g

chan

ges

whe

n n

eces

sary

to

ensu

re b

usin

ess

req

uire

men

ts

are

met

. Whe

re t

he c

hang

e re

qui

res

addi

tion

al r

esou

rces

and/

or g

uida

nce

from

the

Boa

rd, t

he G

ener

al M

anag

er h

as

acce

ss t

o a

desi

gnat

ed D

irec

tor

outs

ide

of o

ffic

ial B

oard

mee

ting

s, a

nd h

as a

hea

lthy

wor

king

rel

atio

nshi

p w

ith

the

Boa

rd d

urin

g m

eeti

ngs.

The

Man

agem

ent

Tea

m is

con

stan

tly

awar

e of

the

incr

easi

ng a

nd c

hang

ing

reso

urci

ng n

eeds

,

part

icul

arly

giv

en t

he r

ecen

t ch

ange

s in

saf

ety

and

com

mer

cial

leg

isla

tion

and

has

mad

e a

num

ber

of s

igni

fica

nt

reso

urci

ng c

hang

es. T

he a

sset

man

agem

ent

reso

urci

ng

nee

ds w

ill c

onti

nue

to b

e m

onit

ored

and

add

ress

ed a

s

nece

ssar

y.

Opt

imal

ass

et m

anag

emen

t re

qui

res

top

man

agem

ent

to e

nsu

re s

uffi

cien

t re

sour

ces

are

avai

labl

e. I

n th

is

cont

ext

the

term

'res

ourc

es' i

nclu

des

man

pow

er,

mat

eria

ls, f

undi

ng a

nd s

ervi

ce p

rovi

der

supp

ort.

Top

man

agem

ent.

The

man

agem

ent

tea

m t

hat

has

over

all r

espo

nsib

ility

for

ass

et m

anag

emen

t. R

isk

man

agem

ent

tea

m.

The

orga

nisa

tion

's m

anag

ers

invo

lved

in d

ay-t

o-da

y su

perv

isio

n of

ass

et-r

elat

ed

acti

viti

es, s

uch

as f

ront

line

man

ager

s, e

ngi

nee

rs,

fore

men

and

cha

rgeh

ands

as

appr

opri

ate.

Evid

ence

dem

onst

rati

ng t

hat

asse

t m

anag

emen

t pl

an(s

)

and/

or t

he p

roce

ss(e

s) f

or a

sset

man

agem

ent

plan

impl

emen

tati

on c

onsi

der

the

prov

isio

n of

ade

qua

te

reso

urce

s in

bot

h th

e sh

ort

and

long

ter

m.

Res

ourc

es

incl

ude

fund

ing,

mat

eria

ls, e

qui

pmen

t, s

ervi

ces

prov

ided

by

thir

d pa

rtie

s an

d pe

rson

nel (

inte

rnal

and

serv

ice

prov

ider

s) w

ith

appr

opri

ate

skill

s co

mpe

ten

cies

and

know

led

ge.

42St

ruct

ure,

aut

hori

ty

and

resp

onsi

bilit

ies

To w

hat

deg

ree

doe

s th

e

orga

nisa

tion

's t

op m

anag

emen

t

com

mun

icat

e th

e im

port

ance

of

mee

ting

its

asse

t m

anag

emen

t

req

uire

men

ts?

3Ea

ch o

f th

e 3

Sect

ion

Man

ager

s th

at a

long

wit

h th

e G

ener

al

Man

ager

mak

e up

the

Man

agem

ent

Tea

m m

anag

e a

smal

l

num

ber

of d

irec

t re

por

ts w

ith

who

m r

egul

ar o

pera

tion

al

mee

ting

s ar

e he

ld. W

ith

the

rela

tive

ly s

mal

l num

ber

of

empl

oyee

s G

asN

et c

ould

not

ope

rate

eff

ecti

vely

if in

divi

dual

s

did

not

have

a g

ood

unde

rsta

ndin

g of

wha

t th

ey a

re r

equi

red

to d

o an

d w

hat

is e

xpec

ted

of

othe

rs.

In a

ddit

ion

to t

he

form

al a

nd in

form

al c

omm

unic

atio

n fr

om t

heir

man

ager

s, a

ll

offi

ce b

ased

em

ploy

ees

oper

ate

out

of a

sin

gle

open

pla

n

offi

ce e

ffec

tive

ly e

xpos

ing

them

to

all a

spec

ts o

f G

asN

et's

busi

ness

act

ivit

ies

both

str

ateg

ic a

nd o

pera

tion

al, w

ith

a

cons

eque

nce

tha

t th

ere

is a

goo

d un

ders

tand

ing

of b

usin

ess

syst

ems

and

proc

esse

s.

Wid

ely

used

AM

pra

ctic

e st

anda

rds

req

uire

an

orga

nisa

tion

to

com

mun

icat

e th

e im

port

ance

of

mee

ting

its

asse

t m

anag

emen

t re

qui

rem

ents

suc

h th

at

pers

onne

l ful

ly u

nder

stan

d, t

ake

owne

rshi

p of

, and

are

fully

en

gage

d in

the

del

iver

y of

the

ass

et m

anag

emen

t

req

uire

men

ts (

eg, P

AS

55 s

4.4

.1 g

).

Top

man

agem

ent.

The

man

agem

ent

tea

m t

hat

has

over

all r

espo

nsib

ility

for

ass

et m

anag

emen

t. P

eopl

e

invo

lved

in t

he d

eliv

ery

of t

he a

sset

man

agem

ent

req

uire

men

ts.

Evid

ence

of

such

act

ivit

ies

as r

oad

show

s, w

ritt

en

bulle

tins

, wor

ksho

ps, t

eam

tal

ks a

nd m

anag

emen

t w

alk-

abou

ts w

ould

ass

ist

an o

rgan

isat

ion

to d

emon

stra

te it

is m

eeti

ng t

his

req

uire

men

t of

PA

S 55

.

45O

utso

urci

ng o

f

asse

t m

anag

emen

t

acti

viti

es

Whe

re t

he o

rgan

isat

ion

has

outs

ourc

ed s

ome

of it

s as

set

man

agem

ent

acti

viti

es, h

ow h

as

it e

nsu

red

tha

t ap

prop

riat

e

cont

rols

are

in p

lace

to

ensu

re

the

com

plia

nt d

eliv

ery

of it

s

orga

nisa

tion

al s

trat

egic

pla

n, a

nd

its

asse

t m

anag

emen

t po

licy

and

stra

teg

y?

N/A

Gas

Net

doe

s no

t ou

tsou

rce

asse

t m

anag

emen

t ac

tivi

ties

.

Gas

Net

has

, and

will

con

tinu

e to

see

k o

ccas

iona

l ad

hoc

spec

ialis

t su

ppor

t fr

om e

xter

nal p

arti

es, b

ut w

hen

ever

it d

oes

the

resp

onsi

bilit

y fo

r th

e ac

tivi

ty r

emai

ns c

lea

rly

wit

h th

e

rele

vant

Man

ager

.

Whe

re a

n or

gani

sati

on c

hoos

es t

o ou

tsou

rce

som

e of

its

asse

t m

anag

emen

t ac

tivi

ties

, the

org

anis

atio

n m

ust

ensu

re t

hat

thes

e ou

tsou

rced

pro

cess

(es)

are

und

er

appr

opri

ate

cont

rol t

o en

sure

tha

t al

l the

req

uire

men

ts

of w

idel

y us

ed A

M s

tand

ards

(eg

, PA

S 55

) ar

e in

pla

ce,

and

the

asse

t m

anag

emen

t po

licy,

str

ateg

y ob

ject

ives

and

plan

(s)

are

deliv

ered

. Th

is in

clud

es e

nsu

ring

capa

bilit

ies

and

reso

urce

s ac

ross

a t

ime

span

alig

ned

to li

fe c

ycle

man

agem

ent.

The

org

anis

atio

n m

ust

put

arra

ngem

ents

in p

lace

to

cont

rol t

he o

utso

urce

d

acti

viti

es, w

heth

er it

be

to e

xter

nal p

rovi

ders

or

to o

ther

in-h

ouse

dep

artm

ents

. Th

is q

uest

ion

expl

ores

wha

t th

e

orga

nisa

tion

doe

s in

thi

s re

gar

d.

Top

man

agem

ent.

The

man

agem

ent

tea

m t

hat

has

over

all r

espo

nsib

ility

for

ass

et m

anag

emen

t. T

he

man

ager

(s)

resp

onsi

ble

for

the

mon

itor

ing

and

man

agem

ent

of t

he o

utso

urce

d a

ctiv

itie

s. P

eopl

e

invo

lved

wit

h th

e pr

ocur

emen

t of

out

sour

ced

act

ivit

ies.

The

peo

ple

wit

hin

the

orga

nisa

tion

s th

at a

re p

erfo

rmin

g

the

outs

ourc

ed a

ctiv

itie

s. T

he p

eopl

e im

pact

ed b

y th

e

outs

ourc

ed a

ctiv

ity.

The

orga

nisa

tion

's a

rran

gem

ents

tha

t de

tail

the

com

plia

nce

req

uire

d o

f th

e ou

tsou

rced

act

ivit

ies.

For

exam

ple,

thi

s th

is c

ould

for

m p

art

of a

con

trac

t or

serv

ice

leve

l agr

eem

ent

betw

een

the

orga

nisa

tion

and

the

supp

liers

of

its

outs

ourc

ed a

ctiv

itie

s. E

vide

nce

tha

t

the

orga

nisa

tion

has

dem

onst

rate

d t

o it

self

tha

t it

has

assu

ranc

e of

com

plia

nce

of o

utso

urce

d a

ctiv

itie

s.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

37

Stru

ctu

re,

auth

ori

ty

and

res

po

nsi

bili

ties

Wh

at h

as t

he

org

anis

atio

n d

on

e

to a

pp

oin

t m

emb

er(s

) o

f it

s

man

agem

ent

tea

m t

o b

e

resp

on

sib

le f

or

ensu

rin

g th

at t

he

org

anis

atio

n's

ass

ets

del

iver

th

e

req

uir

emen

ts o

f th

e as

set

man

agem

ent

stra

teg

y, o

bje

ctiv

es

and

pla

n(s

)?

Top

man

agem

ent

has

no

t co

nsi

der

ed t

he

nee

d t

o a

pp

oin

t a

per

son

or

per

son

s to

ensu

re t

hat

th

e o

rgan

isat

ion

's a

sset

s

del

iver

th

e re

qu

irem

ents

of

the

asse

t

man

agem

ent

stra

teg

y, o

bje

ctiv

es a

nd

pla

n(s

).

Top

man

agem

ent

un

der

stan

ds

the

nee

d

to a

pp

oin

t a

per

son

or

per

son

s to

en

sure

that

th

e o

rgan

isat

ion

's a

sset

s d

eliv

er t

he

req

uir

emen

ts o

f th

e as

set

man

agem

ent

stra

teg

y, o

bje

ctiv

es a

nd

pla

n(s

).

Top

man

agem

ent

has

ap

po

inte

d a

n

app

rop

riat

e p

eop

le t

o e

nsu

re t

he

asse

ts

del

iver

th

e re

qu

irem

ents

of

the

asse

t

man

agem

ent

stra

teg

y, o

bje

ctiv

es a

nd

pla

n(s

) b

ut

thei

r ar

eas

of

resp

on

sib

ility

are

no

t fu

lly d

efin

ed a

nd

/or

they

hav

e

insu

ffic

ien

t d

eleg

ated

au

tho

rity

to

fu

lly

exec

ute

th

eir

resp

on

sib

iliti

es.

The

app

oin

ted

per

son

or

per

son

s h

ave

full

resp

on

sib

ility

fo

r en

suri

ng

that

th

e

org

anis

atio

n's

ass

ets

del

iver

th

e

req

uir

emen

ts o

f th

e as

set

man

agem

ent

stra

teg

y, o

bje

ctiv

es a

nd

pla

n(s

). T

hey

hav

e b

een

giv

en t

he

nec

essa

ry a

uth

ori

ty

to a

chie

ve t

his

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

40

Stru

ctu

re,

auth

ori

ty

and

res

po

nsi

bili

ties

Wh

at e

vid

ence

can

th

e

org

anis

atio

n's

to

p m

anag

emen

t

pro

vid

e to

dem

on

stra

te t

hat

suff

icie

nt

reso

urc

es a

re a

vaila

ble

for

asse

t m

anag

emen

t?

The

org

anis

atio

n's

to

p m

anag

emen

t h

as

no

t co

nsi

der

ed t

he

reso

urc

es r

equ

ired

to

del

iver

ass

et m

anag

emen

t.

The

org

anis

atio

ns

top

man

agem

ent

un

der

stan

ds

the

nee

d f

or

suff

icie

nt

reso

urc

es b

ut

ther

e ar

e n

o e

ffec

tive

mec

han

ism

s in

pla

ce t

o e

nsu

re t

his

is

the

case

.

A p

roce

ss e

xist

s fo

r d

eter

min

ing

wh

at

reso

urc

es a

re r

equ

ired

fo

r it

s as

set

man

agem

ent

acti

viti

es a

nd

in m

ost

case

s th

ese

are

avai

lab

le b

ut

in s

om

e

inst

ance

s re

sou

rces

rem

ain

insu

ffic

ien

t.

An

eff

ecti

ve p

roce

ss e

xist

s fo

r

det

erm

inin

g th

e re

sou

rces

nee

ded

fo

r

asse

t m

anag

emen

t an

d s

uff

icie

nt

reso

urc

es a

re a

vaila

ble

. I

t ca

n b

e

dem

on

stra

ted

th

at r

eso

urc

es a

re

mat

ched

to

ass

et m

anag

emen

t

req

uir

emen

ts.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

42

Stru

ctu

re,

auth

ori

ty

and

res

po

nsi

bili

ties

To w

hat

deg

ree

do

es t

he

org

anis

atio

n's

to

p m

anag

emen

t

com

mu

nic

ate

the

imp

ort

ance

of

mee

tin

g it

s as

set

man

agem

ent

req

uir

emen

ts?

The

org

anis

atio

n's

to

p m

anag

emen

t h

as

no

t co

nsi

der

ed t

he

nee

d t

o c

om

mu

nic

ate

the

imp

ort

ance

of

mee

tin

g as

set

man

agem

ent

req

uir

emen

ts.

The

org

anis

atio

ns

top

man

agem

ent

un

der

stan

ds

the

nee

d t

o c

om

mu

nic

ate

the

imp

ort

ance

of

mee

tin

g it

s as

set

man

agem

ent

req

uir

emen

ts b

ut

do

es n

ot

do

so

.

Top

man

agem

ent

com

mu

nic

ates

th

e

imp

ort

ance

of

mee

tin

g it

s as

set

man

agem

ent

req

uir

emen

ts b

ut

on

ly t

o

par

ts o

f th

e o

rgan

isat

ion

.

Top

man

agem

ent

com

mu

nic

ates

th

e

imp

ort

ance

of

mee

tin

g it

s as

set

man

agem

ent

req

uir

emen

ts t

o a

ll

rele

van

t p

arts

of

the

org

anis

atio

n.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

45

Ou

tso

urc

ing

of

asse

t

man

agem

ent

acti

viti

es

Wh

ere

the

org

anis

atio

n h

as

ou

tso

urc

ed s

om

e o

f it

s as

set

man

agem

ent

acti

viti

es, h

ow

has

it e

nsu

red

th

at a

pp

rop

riat

e

con

tro

ls a

re i

n p

lace

to

en

sure

the

com

plia

nt

del

iver

y o

f it

s

org

anis

atio

nal

str

ateg

ic p

lan

, an

d

its

asse

t m

anag

emen

t p

olic

y an

d

stra

teg

y?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o p

ut

con

tro

ls in

pla

ce.

The

org

anis

atio

n c

on

tro

ls it

s o

uts

ou

rced

acti

viti

es o

n a

n a

d-h

oc

bas

is, w

ith

litt

le

reg

ard

fo

r en

suri

ng

for

the

com

plia

nt

del

iver

y o

f th

e o

rgan

isat

ion

al s

trat

egic

pla

n a

nd

/or

its

asse

t m

anag

emen

t p

olic

y

and

str

ateg

y.

Co

ntr

ols

sys

tem

atic

ally

co

nsi

der

ed b

ut

curr

entl

y o

nly

pro

vid

e fo

r th

e co

mp

lian

t

del

iver

y o

f so

me,

bu

t n

ot

all,

asp

ects

of

the

org

anis

atio

nal

str

ateg

ic p

lan

an

d/o

r

its

asse

t m

anag

emen

t p

olic

y an

d

stra

teg

y. G

aps

exis

t.

Evid

ence

exi

sts

to d

emo

nst

rate

th

at

ou

tso

urc

ed a

ctiv

itie

s ar

e ap

pro

pri

atel

y

con

tro

lled

to

pro

vid

e fo

r th

e co

mp

lian

t

del

iver

y o

f th

e o

rgan

isat

ion

al s

trat

egic

pla

n, a

sset

man

agem

ent

po

licy

and

stra

teg

y, a

nd

th

at t

hes

e co

ntr

ols

are

inte

gra

ted

into

th

e as

set

man

agem

ent

syst

em

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

48

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

isat

ion

dev

elo

p p

lan

(s)

for

the

hu

man

reso

urc

es r

equ

ired

to

un

der

take

asse

t m

anag

emen

t ac

tivi

ties

-

incl

ud

ing

the

dev

elo

pm

ent

and

del

iver

y o

f as

set

man

agem

ent

stra

teg

y, p

roce

ss(e

s), o

bje

ctiv

es

and

pla

n(s

)?

2.5

Wit

h c

lea

rly

def

ined

Po

siti

on

Des

crip

tio

ns

wit

hin

a

fun

ctio

nal

ly b

ased

org

anis

atio

nal

str

uct

ure

, th

e

resp

on

sib

iliti

es a

nd

exp

ecta

tio

ns

fro

m e

ach

em

plo

yee

are

wel

l do

cum

ente

d a

nd

un

der

sto

od

by

all.

All

emp

loye

es

are

sub

ject

to

an

an

nu

al P

erso

nal

Per

form

ance

an

d D

evel

op

men

t

Rev

iew

(P

PD

R)

atte

nd

ed b

y th

eir

sup

ervi

sor/

man

ager

an

d

man

ager

/Gen

eral

Man

ager

, wh

ere

thei

r p

erfo

rman

ce o

ver

the

pas

t 1

2 m

on

ths

is r

evie

wed

, per

form

ance

tar

gets

fo

r th

e

nex

t 1

2 m

on

ths

are

set

and

agr

eed

, an

d a

ny

trai

nin

g n

eed

s

resu

ltin

g fr

om

per

son

al d

evel

op

men

t o

f ch

angi

ng

bu

sin

ess

nee

ds

are

dis

cuss

ed a

nd

agr

eed

.

Ther

e is

a n

eed

fo

r an

org

anis

atio

n t

o d

emo

nst

rate

th

at

it h

as c

on

sid

ered

wh

at r

eso

urc

es a

re r

equ

ired

to

dev

elo

p a

nd

imp

lem

ent

its

asse

t m

anag

emen

t sy

stem

.

Ther

e is

als

o a

nee

d f

or

the

org

anis

atio

n t

o

dem

on

stra

te t

hat

it h

as a

sses

sed

wh

at d

evel

op

men

t

pla

n(s

) ar

e re

qu

ired

to

pro

vid

e it

s h

um

an r

eso

urc

es w

ith

the

skill

s an

d c

om

pet

enci

es t

o d

evel

op

an

d im

ple

men

t

its

asse

t m

anag

emen

t sy

stem

s. T

he

tim

esca

les

ove

r

wh

ich

th

e p

lan

(s)

are

rele

van

t sh

ou

ld b

e co

mm

ensu

rate

wit

h t

he

pla

nn

ing

ho

rizo

ns

wit

hin

th

e as

set

man

agem

ent

stra

teg

y co

nsi

der

s e.

g. if

th

e as

set

man

agem

ent

stra

teg

y co

nsi

der

s 5

, 10

an

d 1

5 y

ear

tim

e

scal

es t

hen

th

e h

um

an r

eso

urc

es d

evel

op

men

t p

lan

(s)

sho

uld

alig

n w

ith

th

ese.

Res

ou

rces

incl

ud

e b

oth

'in

ho

use

' an

d e

xter

nal

res

ou

rces

wh

o u

nd

erta

ke a

sset

man

agem

ent

acti

viti

es.

Sen

ior

man

agem

ent

resp

on

sib

le f

or

agre

em

ent

of

pla

n(s

). M

anag

ers

resp

on

sib

le f

or

dev

elo

pin

g as

set

man

agem

ent

stra

teg

y an

d p

lan

(s).

Man

ager

s w

ith

resp

on

sib

ility

fo

r d

evel

op

men

t an

d r

ecru

itm

ent

of

staf

f

(in

clu

din

g H

R f

un

ctio

ns)

. St

aff

resp

on

sib

le f

or

trai

nin

g.

Pro

cure

men

t o

ffic

ers.

Co

ntr

acte

d s

ervi

ce p

rovi

der

s.

Evid

ence

of

anal

ysis

of

futu

re w

ork

load

pla

n(s

) in

term

s o

f h

um

an r

eso

urc

es.

Do

cum

ent(

s) c

on

tain

ing

anal

ysis

of

the

org

anis

atio

n's

ow

n d

irec

t re

sou

rces

an

d

con

trac

tors

res

ou

rce

cap

abili

ty o

ver

suit

able

tim

esca

les.

Evi

den

ce,

such

as

min

ute

s o

f m

eeti

ngs

,

that

su

itab

le m

anag

emen

t fo

rum

s ar

e m

on

ito

rin

g

hu

man

res

ou

rce

dev

elo

pm

ent

pla

n(s

). T

rain

ing

pla

n(s

),

per

son

al d

evel

op

men

t p

lan

(s),

co

ntr

act

and

ser

vice

leve

l ag

ree

men

ts.

49

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

isat

ion

iden

tify

co

mp

eten

cy

req

uir

emen

ts a

nd

th

en p

lan

,

pro

vid

e an

d r

eco

rd t

he

trai

nin

g

nec

essa

ry t

o a

chie

ve t

he

com

pet

enci

es?

2R

equ

irem

ents

fo

r ch

ange

are

gu

ided

by

Gas

Net

's C

han

ge

Man

agem

ent

Po

licy,

as

a re

sult

of

an id

enti

fied

nee

d o

r

def

icie

ncy

occ

urr

ing

follo

win

g an

inci

den

t o

r n

on

-

con

form

ance

of

a sy

stem

or

pro

cess

, or

du

rin

g th

e an

nu

al

Per

son

al P

erfo

rman

ce a

nd

Dev

elo

pm

ent

Rev

iew

(P

PD

R).

Th

e

ann

ual

tra

inin

g b

ud

get

is b

ased

on

a t

rain

ing

pla

n d

evel

op

ed

at t

he

tim

e th

e b

ud

get

is p

rep

ared

an

d is

bas

ed o

n t

he

pla

n

rath

er t

han

a n

om

inal

per

cen

tage

of

sala

ry t

arge

t.

Co

mp

eten

cies

ach

ieve

d a

re r

eco

rded

in t

he

emp

loye

es

Per

son

nel

File

an

d in

th

e R

isk

Man

ager

ap

plic

atio

n.

Wid

ely

use

d A

M s

tan

dar

ds

req

uir

e th

at o

rgan

isat

ion

s to

un

der

take

a s

yste

mat

ic id

enti

fica

tio

n o

f th

e as

set

man

agem

ent

awar

enes

s an

d c

om

pet

enci

es r

equ

ired

at

each

leve

l an

d f

un

ctio

n w

ith

in t

he

org

anis

atio

n.

On

ce

iden

tifi

ed t

he

trai

nin

g re

qu

ired

to

pro

vid

e th

e n

eces

sary

com

pet

enci

es s

ho

uld

be

pla

nn

ed f

or

del

iver

y in

a t

imel

y

and

sys

tem

atic

way

. A

ny

trai

nin

g p

rovi

ded

mu

st b

e

reco

rded

an

d m

ain

tain

ed in

a s

uit

able

fo

rmat

. W

her

e

an o

rgan

isat

ion

has

co

ntr

acte

d s

ervi

ce p

rovi

der

s in

pla

ce t

hen

it s

ho

uld

hav

e a

mea

ns

to d

emo

nst

rate

th

at

this

req

uir

emen

t is

bei

ng

met

fo

r th

eir

emp

loye

es.

(eg

,

PA

S 5

5 r

efer

s to

fra

mew

ork

s su

itab

le f

or

iden

tify

ing

com

pet

ency

req

uir

emen

ts).

Sen

ior

man

agem

ent

resp

on

sib

le f

or

agre

em

ent

of

pla

n(s

). M

anag

ers

resp

on

sib

le f

or

dev

elo

pin

g as

set

man

agem

ent

stra

teg

y an

d p

lan

(s).

Man

ager

s w

ith

resp

on

sib

ility

fo

r d

evel

op

men

t an

d r

ecru

itm

ent

of

staf

f

(in

clu

din

g H

R f

un

ctio

ns)

. St

aff

resp

on

sib

le f

or

trai

nin

g.

Pro

cure

men

t o

ffic

ers.

Co

ntr

acte

d s

ervi

ce p

rovi

der

s.

Evid

ence

of

an e

stab

lish

ed a

nd

ap

plie

d c

om

pet

ency

req

uir

emen

ts a

sses

smen

t p

roce

ss a

nd

pla

n(s

) in

pla

ce

to d

eliv

er t

he

req

uir

ed t

rain

ing.

Evi

den

ce t

hat

th

e

trai

nin

g p

rogr

amm

e is

par

t o

f a

wid

er, c

o-o

rdin

ated

asse

t m

anag

emen

t ac

tivi

ties

tra

inin

g an

d c

om

pet

ency

pro

gram

me.

Evi

den

ce t

hat

tra

inin

g ac

tivi

ties

are

reco

rded

an

d t

hat

rec

ord

s ar

e re

ad

ily a

vaila

ble

(fo

r b

oth

dir

ect

and

co

ntr

acte

d s

ervi

ce p

rovi

der

sta

ff)

e.g.

via

org

anis

atio

n w

ide

info

rmat

ion

sys

tem

or

loca

l rec

ord

s

dat

abas

e.

50

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

izat

ion

ensu

re t

hat

per

son

s u

nd

er it

s

dir

ect

con

tro

l un

der

taki

ng

asse

t

man

agem

ent

rela

ted

act

ivit

ies

hav

e an

ap

pro

pri

ate

leve

l o

f

com

pet

ence

in

ter

ms

of

edu

cati

on

, tra

inin

g o

r

exp

erie

nce

?

3Ea

ch o

f th

e 3

Sec

tio

n M

anag

ers

hav

e an

ap

pro

pri

ate

and

rele

van

t co

mb

inat

ion

of

qu

alif

icat

ion

s an

d e

xper

ien

ce

req

uir

ed f

or

the

po

siti

on

th

ey h

old

. Th

e En

gin

eeri

ng

Man

ager

, a k

ey a

sset

man

agem

ent

role

, h

as t

wo

NZC

E's

the

firs

t in

Mec

han

ical

En

gin

eeri

ng

and

th

e se

con

d in

Gas

,

com

bin

ed w

ith

28

yea

rs e

xper

ien

ce c

ove

rin

g al

l asp

ects

of

nat

ura

l gas

dis

trib

uti

on

en

gin

eeri

ng.

Th

e G

ener

al M

anag

er

has

a D

egre

e in

Mec

han

ical

En

gin

eeri

ng

and

has

34

yea

rs

exp

erie

nce

in

gas

dis

trib

uti

on

en

gin

eeri

ng

bo

th in

NZ

and

UK

.

The

Engi

nee

rin

g Su

per

viso

r h

as 3

9 y

ears

exp

erie

nce

in

a

vari

ety

of

fie

ld b

ased

op

erat

ion

al g

as d

istr

ibu

tio

n

engi

nee

rin

g ro

les.

Th

e En

gin

eeri

ng

Sup

ervi

sor

and

4

Tech

nic

ian

s h

ave

all b

een

tra

ined

un

der

th

e N

Z q

ual

ific

atio

ns

fram

ewo

rk t

o N

atio

nal

Cer

tifi

cate

Lev

els

3 a

nd

4 in

acco

rdan

ce w

ith

NZ

Gas

Ind

ust

ry m

inim

um

co

mp

eten

cy

req

uir

emen

ts a

s sp

ecif

ied

in t

he

GA

NZ

Cer

tifi

cate

of

Co

mp

eten

cy F

ram

ewo

rk. I

n ad

dit

ion

to

th

is p

latf

orm

of

qu

alif

icat

ion

s, e

xper

ien

ce a

nd

co

mp

eten

cies

it is

rel

ativ

ely

easy

to

iden

tify

no

n-p

erfo

rman

ce a

nd

def

icie

nci

es in

com

pet

ence

wit

hin

a c

om

pan

y th

e si

ze o

f G

asN

et a

nd

wh

ere

emp

loye

es

wo

rk w

ith

in t

he

sam

e o

pen

pla

n o

ffic

e

envi

ron

men

t.

A c

riti

cal s

ucc

ess

fact

or

for

the

effe

ctiv

e d

evel

op

men

t

and

imp

lem

enta

tio

n o

f an

ass

et m

anag

emen

t sy

stem

is

the

com

pet

ence

of

per

son

s u

nd

erta

kin

g th

ese

acti

viti

es.

org

anis

atio

ns

sho

uld

hav

e ef

fect

ive

mea

ns

in p

lace

fo

r

ensu

rin

g th

e co

mp

eten

ce o

f em

plo

yee

s to

car

ry o

ut

thei

r d

esig

nat

ed a

sset

man

agem

ent

fun

ctio

n(s

). W

her

e

an o

rgan

isat

ion

has

co

ntr

acte

d s

ervi

ce p

rovi

der

s

un

der

taki

ng

elem

ents

of

its

asse

t m

anag

emen

t sy

stem

then

th

e o

rgan

isat

ion

sh

all a

ssu

re i

tsel

f th

at t

he

ou

tso

urc

ed s

ervi

ce p

rovi

der

als

o h

as s

uit

able

arra

nge

men

ts in

pla

ce t

o m

anag

e th

e co

mp

eten

cies

of

its

emp

loye

es.

Th

e o

rgan

isat

ion

sh

ou

ld e

nsu

re t

hat

th

e

ind

ivid

ual

an

d c

orp

ora

te c

om

pet

enci

es it

req

uir

es a

re i

n

pla

ce a

nd

act

ivel

y m

on

ito

r, d

evel

op

an

d m

ain

tain

an

app

rop

riat

e b

alan

ce o

f th

ese

com

pet

enci

es.

Man

ager

s, s

up

ervi

sors

, per

son

s re

spo

nsi

ble

fo

r

dev

elo

pin

g tr

ain

ing

pro

gram

mes

. St

aff

resp

on

sib

le f

or

pro

cure

men

t an

d s

ervi

ce a

gree

men

ts.

HR

sta

ff a

nd

tho

se r

esp

on

sib

le f

or

recr

uit

men

t.

Evid

ence

of

a co

mp

eten

cy a

sses

smen

t fr

amew

ork

th

at

alig

ns

wit

h e

stab

lish

ed f

ram

ewo

rks

such

as

the

asse

t

man

agem

ent

Co

mp

eten

cies

Req

uir

emen

ts F

ram

ewo

rk

(Ver

sio

n 2

.0);

Nat

ion

al O

ccu

pat

ion

al S

tan

dar

ds

for

Man

agem

ent

and

Lea

der

ship

; UK

Sta

nd

ard

fo

r

Pro

fess

ion

al E

ngi

nee

rin

g C

om

pet

ence

, En

gin

eeri

ng

Co

un

cil,

20

05

.

53

Co

mm

un

icat

ion

,

par

tici

pat

ion

an

d

con

sult

atio

n

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re t

hat

per

tin

ent

asse

t

man

agem

ent

info

rmat

ion

is

effe

ctiv

ely

com

mu

nic

ated

to

an

d

fro

m e

mp

loye

es

and

oth

er

stak

eho

lder

s, in

clu

din

g

con

trac

ted

ser

vice

pro

vid

ers?

2.5

Wit

h t

he

exce

pti

on

of

com

mer

cial

ly s

ensi

tive

an

d

con

fid

enti

al d

ocu

men

ts a

nd

info

rmat

ion

, Gas

Net

pro

vid

es it

s

emp

loye

es

op

en a

cces

s to

req

uir

ed d

ocu

men

tati

on

th

rou

gh

the

Co

mp

any

Intr

anet

. Wh

ere

ther

e is

an

iden

tifi

ed n

eed

fo

r

a sp

ecif

ic g

rou

p o

r in

div

idu

al in

res

pec

t o

f in

form

atio

n

wh

eth

er it

be

asse

t m

anag

emen

t o

r an

y o

ther

info

rmat

ion

,

the

rele

van

t m

anag

er w

ill e

nsu

re t

ho

se n

eed

s ar

e m

et. T

her

e

is a

go

od

co

mm

un

icat

ion

lin

k b

etw

een

th

e M

anag

emen

t

Tea

m a

nd

th

e B

oar

d o

f D

irec

tors

via

th

e G

ener

al M

anag

er

and

reg

ula

rly

rep

ort

ing

to t

he

Bo

ard

on

a m

on

thly

bas

is. I

n

view

of

the

low

leve

l o

f ac

tivi

ty a

nd

th

e ad

viso

ry n

atu

re o

f

the

enga

gem

ent,

co

ntr

acte

d s

ervi

ce p

rovi

der

s ar

e n

ot

typ

ical

ly e

xpo

sed

to

, no

r re

qu

ire

acce

ss t

o a

sset

man

agem

ent

info

rmat

ion

, bu

t cl

earl

y w

ou

ld b

e p

rovi

ded

wit

h

such

if it

wer

e re

qu

ired

in o

rder

to

co

mp

lete

th

e ta

sk.

Wid

ely

use

d A

M p

ract

ice

stan

dar

ds

req

uir

e th

at

per

tin

ent

asse

t m

anag

emen

t in

form

atio

n is

eff

ecti

vely

com

mu

nic

ated

to

an

d f

rom

em

plo

yee

s an

d o

ther

stak

eho

lder

s in

clu

din

g co

ntr

acte

d s

ervi

ce p

rovi

der

s.

Per

tin

ent

info

rmat

ion

ref

ers

to in

form

atio

n r

equ

ired

in

ord

er t

o e

ffec

tive

ly a

nd

eff

icie

ntl

y co

mp

ly w

ith

an

d

del

iver

ass

et m

anag

emen

t st

rate

gy,

pla

n(s

) an

d

ob

ject

ives

. Th

is w

ill in

clu

de

for

exam

ple

th

e

com

mu

nic

atio

n o

f th

e as

set

man

agem

ent

po

licy,

ass

et

per

form

ance

in

form

atio

n, a

nd

pla

nn

ing

info

rmat

ion

as

app

rop

riat

e to

co

ntr

acto

rs.

Top

man

agem

ent

and

sen

ior

man

agem

ent

rep

rese

nta

tive

(s),

em

plo

yee

's r

epre

sen

tati

ve(s

),

emp

loye

e's

tra

de

un

ion

rep

rese

nta

tive

(s);

co

ntr

acte

d

serv

ice

pro

vid

er m

anag

emen

t an

d e

mp

loye

e

rep

rese

nta

tive

(s);

rep

rese

nta

tive

(s)

fro

m t

he

org

anis

atio

n's

He

alth

, Saf

ety

and

En

viro

nm

enta

l tea

m.

Key

sta

keh

old

er r

epre

sen

tati

ve(s

).

Ass

et m

anag

emen

t p

olic

y st

atem

ent

pro

min

entl

y

dis

pla

yed

on

no

tice

bo

ard

s, in

tran

et a

nd

inte

rnet

; use

of

org

anis

atio

n's

web

site

fo

r d

isp

layi

ng

asse

t p

erfo

rman

ce

dat

a; e

vid

ence

of

form

al b

rief

ings

to

em

plo

yee

s,

stak

eho

lder

s an

d c

on

trac

ted

ser

vice

pro

vid

ers;

evi

den

ce

of

incl

usi

on

of

asse

t m

anag

emen

t is

sues

in t

eam

mee

tin

gs a

nd

co

ntr

acte

d s

ervi

ce p

rovi

der

co

ntr

act

mee

tin

gs; n

ewsl

ette

rs, e

tc.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

48

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

isat

ion

dev

elo

p p

lan

(s)

for

the

hu

man

reso

urc

es r

equ

ired

to

un

der

take

asse

t m

anag

emen

t ac

tivi

ties

-

incl

ud

ing

the

dev

elo

pm

ent

and

del

iver

y o

f as

set

man

agem

ent

stra

teg

y, p

roce

ss(e

s), o

bje

ctiv

es

and

pla

n(s

)?

The

org

anis

atio

n h

as n

ot

reco

gnis

ed t

he

nee

d f

or

asse

ssin

g h

um

an r

eso

urc

es

req

uir

emen

ts t

o d

evel

op

an

d im

ple

men

t

its

asse

t m

anag

emen

t sy

stem

.

The

org

anis

atio

n h

as r

eco

gnis

ed t

he

nee

d t

o a

sses

s it

s h

um

an r

eso

urc

es

req

uir

emen

ts a

nd

to

dev

elo

p a

pla

n(s

).

Ther

e is

lim

ited

rec

ogn

itio

n o

f th

e n

eed

to a

lign

th

ese

wit

h t

he

dev

elo

pm

ent

and

imp

lem

enta

tio

n o

f it

s as

set

man

agem

ent

syst

em.

The

org

anis

atio

n h

as d

evel

op

ed a

stra

teg

ic a

pp

roac

h t

o a

lign

ing

com

pet

enci

es a

nd

hu

man

res

ou

rces

to

the

asse

t m

anag

emen

t sy

stem

incl

ud

ing

the

asse

t m

anag

emen

t p

lan

bu

t th

e w

ork

is in

com

ple

te o

r h

as n

ot

bee

n

con

sist

entl

y im

ple

men

ted

.

The

org

anis

atio

n c

an d

emo

nst

rate

th

at

pla

n(s

) ar

e in

pla

ce a

nd

eff

ecti

ve i

n

mat

chin

g co

mp

eten

cies

an

d c

apab

iliti

es

to t

he

asse

t m

anag

emen

t sy

stem

incl

ud

ing

the

pla

n f

or

bo

th in

tern

al a

nd

con

trac

ted

act

ivit

ies.

Pla

ns

are

revi

ewed

inte

gra

l to

ass

et m

anag

emen

t

syst

em p

roce

ss(e

s).

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

49

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

isat

ion

iden

tify

co

mp

eten

cy

req

uir

emen

ts a

nd

th

en p

lan

,

pro

vid

e an

d r

eco

rd t

he

trai

nin

g

nec

essa

ry t

o a

chie

ve t

he

com

pet

enci

es?

The

org

anis

atio

n d

oes

no

t h

ave

any

mea

ns

in p

lace

to

iden

tify

co

mp

eten

cy

req

uir

emen

ts.

The

org

anis

atio

n h

as r

eco

gnis

ed t

he

nee

d t

o id

enti

fy c

om

pet

ency

req

uir

emen

ts a

nd

th

en p

lan

, pro

vid

e an

d

reco

rd t

he

trai

nin

g n

eces

sary

to

ach

ieve

the

com

pet

enci

es.

The

org

anis

atio

n is

th

e p

roce

ss o

f

iden

tify

ing

com

pet

ency

req

uir

emen

ts

alig

ned

to

th

e as

set

man

agem

ent

pla

n(s

) an

d t

hen

pla

n, p

rovi

de

and

reco

rd a

pp

rop

riat

e tr

ain

ing.

It

is

inco

mp

lete

or

inco

nsi

sten

tly

app

lied

.

Co

mp

eten

cy r

equ

irem

ents

are

in

pla

ce

and

alig

ned

wit

h a

sset

man

agem

ent

pla

n(s

). P

lan

s ar

e in

pla

ce a

nd

eff

ecti

ve

in p

rovi

din

g th

e tr

ain

ing

nec

essa

ry t

o

ach

ieve

th

e co

mp

eten

cies

. A

str

uct

ure

d

mea

ns

of

reco

rdin

g th

e co

mp

eten

cies

ach

ieve

d is

in p

lace

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

50

Trai

nin

g, a

war

enes

s

and

co

mp

eten

ce

Ho

w d

oes

th

e o

rgan

izat

ion

ensu

re t

hat

per

son

s u

nd

er it

s

dir

ect

con

tro

l un

der

taki

ng

asse

t

man

agem

ent

rela

ted

act

ivit

ies

hav

e an

ap

pro

pri

ate

leve

l o

f

com

pet

ence

in

ter

ms

of

edu

cati

on

, tra

inin

g o

r

exp

erie

nce

?

The

org

aniz

atio

n h

as n

ot

reco

gnis

ed t

he

nee

d t

o a

sses

s th

e co

mp

eten

ce o

f

per

son

(s)

un

der

taki

ng

asse

t

man

agem

ent

rela

ted

act

ivit

ies.

Co

mp

eten

cy o

f st

aff

un

der

taki

ng

asse

t

man

agem

ent

rela

ted

act

ivit

ies

is n

ot

man

aged

or

asse

ssed

in a

str

uct

ure

d

way

, oth

er t

han

fo

rmal

req

uir

emen

ts f

or

leg

al c

om

plia

nce

an

d s

afet

y

man

agem

ent.

The

org

aniz

atio

n is

in t

he

pro

cess

of

pu

ttin

g in

pla

ce a

mea

ns

for

asse

ssin

g

the

com

pet

ence

of

per

son

(s)

invo

lved

in

asse

t m

anag

emen

t ac

tivi

ties

incl

ud

ing

con

trac

tors

. Th

ere

are

gap

s an

d

inco

nsi

sten

cies

.

Co

mp

eten

cy r

equ

irem

ents

are

id

enti

fied

and

ass

esse

d f

or

all p

erso

ns

carr

yin

g o

ut

asse

t m

anag

emen

t re

late

d a

ctiv

itie

s -

inte

rnal

an

d c

on

trac

ted

. R

equ

irem

ents

are

revi

ewed

an

d s

taff

rea

sses

sed

at

app

rop

riat

e in

terv

als

alig

ned

to

ass

et

man

agem

ent

req

uir

emen

ts.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

53

Co

mm

un

icat

ion

,

par

tici

pat

ion

an

d

con

sult

atio

n

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re t

hat

per

tin

ent

asse

t

man

agem

ent

info

rmat

ion

is

effe

ctiv

ely

com

mu

nic

ated

to

an

d

fro

m e

mp

loye

es

and

oth

er

stak

eho

lder

s, in

clu

din

g

con

trac

ted

ser

vice

pro

vid

ers?

The

org

anis

atio

n h

as n

ot

reco

gnis

ed t

he

nee

d t

o f

orm

ally

co

mm

un

icat

e an

y as

set

man

agem

ent

info

rmat

ion

.

Ther

e is

evi

den

ce t

hat

th

e p

erti

nen

t

asse

t m

anag

emen

t in

form

atio

n t

o b

e

shar

ed a

lon

g w

ith

th

ose

to

sh

are

it w

ith

is b

ein

g d

eter

min

ed.

The

org

anis

atio

n h

as d

eter

min

ed

per

tin

ent

info

rmat

ion

an

d r

elev

ant

par

ties

. So

me

effe

ctiv

e tw

o w

ay

com

mu

nic

atio

n is

in p

lace

bu

t as

yet

no

t

all r

elev

ant

par

ties

are

cle

ar

on

th

eir

role

s an

d r

esp

on

sib

iliti

es w

ith

res

pec

t to

asse

t m

anag

emen

t in

form

atio

n.

Two

way

co

mm

un

icat

ion

is in

pla

ce

bet

wee

n a

ll re

leva

nt

par

ties

, en

suri

ng

that

info

rmat

ion

is e

ffec

tive

ly

com

mu

nic

ated

to

mat

ch t

he

req

uir

emen

ts o

f as

set

man

agem

ent

stra

teg

y, p

lan

(s)

and

pro

cess

(es)

.

Per

tin

ent

asse

t in

form

atio

n

req

uir

emen

ts a

re r

egu

larl

y re

view

ed.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

59

Ass

et M

anag

emen

t

Syst

em

do

cum

enta

tio

n

Wh

at d

ocu

men

tati

on

has

th

e

org

anis

atio

n e

stab

lish

ed t

o

des

crib

e th

e m

ain

ele

men

ts o

f it

s

asse

t m

anag

emen

t sy

stem

an

d

inte

ract

ion

s b

etw

een

th

em?

2G

asN

et h

as a

n e

xten

sive

ran

ge o

f d

ocu

men

tati

on

to

su

pp

ort

its

asse

t m

anag

emen

t, s

uch

as

po

licie

s, p

roce

du

res

and

pla

ns

inte

gra

ted

wit

h it

s ri

sk m

anag

emen

t, p

ub

lic a

nd

wo

rkp

lace

saf

ety

man

agem

ent

syst

ems.

Th

e re

view

pro

cess

es r

efer

red

to

in t

he

AM

P a

nd

its

alig

nm

ent

wit

h t

he

reg

ula

tory

req

uir

emen

ts u

nd

er t

he

IDD

will

pro

vid

e th

e

cata

lyst

fo

r th

e id

enti

fica

tio

n o

f an

y ga

ps

in t

he

exis

tin

g

syst

ems

and

do

cum

enta

tio

n a

nd

fo

rmal

isat

ion

of

the

asse

t

man

agem

ent

syst

em.

Wid

ely

use

d A

M p

ract

ice

stan

dar

ds

req

uir

e an

org

anis

atio

n m

ain

tain

up

to

dat

e d

ocu

men

tati

on

th

at

ensu

res

that

its

asse

t m

anag

emen

t sy

stem

s (i

e, t

he

syst

ems

the

org

anis

atio

n h

as in

pla

ce t

o m

eet

the

stan

dar

ds)

can

be

un

der

sto

od

, co

mm

un

icat

ed a

nd

op

erat

ed.

(eg

, s 4

.5 o

f P

AS

55

req

uir

es t

he

mai

nte

nan

ce o

f u

p t

o d

ate

do

cum

enta

tio

n o

f th

e as

set

man

agem

ent

syst

em r

equ

irem

ents

sp

ecif

ied

th

rou

gho

ut

s 4

of

PA

S 5

5).

The

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

for

asse

t m

anag

emen

t. M

anag

ers

enga

ged

in a

sset

man

agem

ent

acti

viti

es.

The

do

cum

ente

d in

form

atio

n d

escr

ibin

g th

e m

ain

elem

ents

of

the

asse

t m

anag

emen

t sy

stem

(pro

cess

(es)

) an

d t

hei

r in

tera

ctio

n.

62

Info

rmat

ion

man

agem

ent

Wh

at h

as t

he

org

anis

atio

n d

on

e

to d

eter

min

e w

hat

its

asse

t

man

agem

ent

info

rmat

ion

syst

em(s

) sh

ou

ld c

on

tain

in o

rder

to s

up

po

rt it

s as

set

man

agem

ent

syst

em?

2G

asN

et id

enti

fied

its

nee

ds

thro

ugh

a r

evie

w c

on

du

cted

in

20

12

an

d c

ulm

inat

ing

in t

he

ado

pti

on

of

a p

roje

ct p

lan

by

the

Man

agem

ent

Tea

m. P

rod

uce

d in

MS

Pro

ject

th

e p

lan

ner

cove

red

bo

th t

he

req

uir

emen

ts t

o d

evel

op

a f

ully

co

mp

lian

t

Ass

et M

anag

emen

t P

lan

in a

dd

itio

n t

o t

he

un

rela

ted

req

uir

emen

ts a

sso

ciat

ed w

ith

th

e im

ple

men

tati

on

of

the

Pu

blic

Saf

ety

Man

agem

ent

Syst

em (

PSM

S). T

he

nee

ds

for

the

AM

P w

ere

bas

ed o

n g

uid

ance

fro

m t

he

NA

MS

Inte

rnat

ion

al

Infr

astr

uct

ure

Man

agem

ent

Man

ual

(II

MM

) an

d a

ssig

ned

to

the

rele

van

t Se

ctio

n M

anag

er. I

mp

lem

enta

tio

n o

f th

e m

ore

det

aile

d e

lem

ents

of

asse

t m

anag

emen

t p

lan

nin

g h

as b

een

com

ple

ted

to

var

yin

g d

egre

es

wit

h r

eso

urc

es m

ore

rec

entl

y

bei

ng

focu

ssed

on

co

mp

leti

on

of

the

Tran

siti

on

al A

sset

Man

agem

ent

Pla

n.

Effe

ctiv

e as

set

man

agem

ent

req

uir

es a

pp

rop

riat

e

info

rmat

ion

to

be

avai

lab

le.

Wid

ely

use

d A

M s

tan

dar

ds

ther

efo

re r

equ

ire

the

org

anis

atio

n t

o id

enti

fy t

he

asse

t

man

agem

ent

info

rmat

ion

it r

equ

ires

in o

rder

to

su

pp

ort

its

asse

t m

anag

emen

t sy

stem

. So

me

of

the

info

rmat

ion

req

uir

ed m

ay b

e h

eld

by

sup

plie

rs.

The

mai

nte

nan

ce a

nd

dev

elo

pm

ent

of

asse

t

man

agem

ent

info

rmat

ion

sys

tem

s is

a p

oo

rly

un

der

sto

od

sp

ecia

list

acti

vity

th

at is

aki

n t

o I

T

man

agem

ent

bu

t d

iffe

ren

t fr

om

IT

man

agem

ent.

Th

is

gro

up

of

qu

esti

on

s p

rovi

des

so

me

ind

icat

ion

s as

to

wh

eth

er t

he

cap

abili

ty is

ava

ilab

le a

nd

ap

plie

d.

No

te:

To b

e ef

fect

ive,

an

ass

et in

form

atio

n m

anag

emen

t

syst

em r

equ

ires

th

e m

ob

ilisa

tio

n o

f te

chn

olo

gy, p

eop

le

and

pro

cess

(es)

th

at c

rea

te,

secu

re,

mak

e av

aila

ble

an

d

des

tro

y th

e in

form

atio

n r

equ

ired

to

su

pp

ort

th

e as

set

man

agem

ent

syst

em.

The

org

anis

atio

n's

str

ateg

ic p

lan

nin

g te

am

. Th

e

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

fo

r

asse

t m

anag

emen

t. I

nfo

rmat

ion

man

agem

ent

tea

m.

Op

erat

ion

s, m

ain

ten

ance

an

d e

ngi

nee

rin

g m

anag

ers

Det

ails

of

the

pro

cess

th

e o

rgan

isat

ion

has

em

plo

yed

to

det

erm

ine

wh

at it

s as

set

info

rmat

ion

sys

tem

sh

ou

ld

con

tain

in o

rder

to

su

pp

ort

its

asse

t m

anag

emen

t

syst

em.

Evid

ence

th

at t

his

has

bee

n e

ffec

tive

ly

imp

lem

ente

d.

63

Info

rmat

ion

man

agem

ent

Ho

w d

oes

th

e o

rgan

isat

ion

mai

nta

in it

s as

set

man

agem

ent

info

rmat

ion

sys

tem

(s)

and

en

sure

that

th

e d

ata

hel

d w

ith

in it

(th

em)

is o

f th

e re

qu

isit

e q

ual

ity

and

acc

ura

cy a

nd

is c

on

sist

ent?

1.5

Gas

Net

has

dev

elo

ped

a r

ob

ust

do

cum

ent

man

agem

ent

syst

em c

om

bin

ed w

ith

reg

iste

rs p

rovi

din

g a

reco

rd o

f

do

cum

ents

hel

d a

nd

th

eir

stat

us.

Gas

Net

has

iden

tifi

ed it

s

GIS

, MID

aS a

nd

Ker

nM

ob

ile a

pp

licat

ion

s as

its

core

ass

et

info

rmat

ion

sys

tem

s an

d w

ith

acc

ess

limit

ed t

o o

nly

a f

ew

per

son

nel

wit

h t

he

auth

ori

ty t

o c

han

ge a

nd

up

dat

e d

ata,

th

e

reli

ance

is

on

th

e co

mp

eten

cy o

f th

e p

erso

ns

mak

ing

tho

se

chan

ges

to m

ain

tain

qu

alit

y. W

ith

its

incr

easi

ng

use

an

d

dep

end

ency

on

ele

ctro

nic

bas

ed d

ata

Gas

Net

has

rec

ogn

ised

the

nee

d t

o s

et a

nd

mai

nta

in s

tan

dar

ds

in d

ata

man

agem

ent

and

qu

alit

y, a

nd

in c

on

jun

ctio

n w

ith

a b

usi

nes

s sy

stem

pro

cess

rev

iew

bei

ng

un

der

take

n a

t th

e ti

me

of

pre

par

ing

this

do

cum

ent,

pla

ns

to in

tro

du

ce s

yste

ms

to c

hec

k d

ata

accu

racy

.

The

resp

on

se t

o t

he

qu

esti

on

s is

pro

gres

sive

. A

hig

her

scal

e ca

nn

ot

be

awar

ded

wit

ho

ut

ach

ievi

ng

the

req

uir

emen

ts o

f th

e lo

wer

sca

le.

This

qu

esti

on

exp

lore

s h

ow

th

e o

rgan

isat

ion

en

sure

s

that

info

rmat

ion

man

agem

ent

mee

ts w

idel

y u

sed

AM

pra

ctic

e re

qu

irem

ents

(eg

, s 4

.4.6

(a)

, (c)

an

d (

d)

of

PA

S

55

).

The

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

for

asse

t m

anag

emen

t. U

sers

of

th

e o

rgan

isat

ion

al

info

rmat

ion

sys

tem

s.

The

asse

t m

anag

emen

t in

form

atio

n s

yste

m, t

oge

ther

wit

h t

he

po

licie

s, p

roce

du

re(s

), im

pro

vem

ent

init

iati

ves

and

au

dit

s re

gar

din

g in

form

atio

n c

on

tro

ls.

64

Info

rmat

ion

man

agem

ent

Ho

w h

as t

he

org

anis

atio

n's

ensu

red

its

asse

t m

anag

emen

t

info

rmat

ion

sys

tem

is r

elev

ant

to

its

nee

ds?

2Fo

llow

ing

the

revi

ew u

nd

erta

ken

in 2

01

2 r

efer

red

to

in q

u 6

2

abo

ve,

Gas

Net

iden

tifi

ed o

pp

ort

un

itie

s fo

r im

pro

vem

ent

in it

s

info

rmat

ion

sys

tem

s al

l of

wh

ich

are

co

nsi

der

ed m

anag

eab

le

and

ach

ieva

ble

an

d a

ssig

ned

res

po

nsi

bili

ties

to

th

e re

leva

nt

Sect

ion

Man

ager

,

Wid

ely

use

d A

M s

tan

dar

ds

nee

d n

ot

be

pre

scri

pti

ve

abo

ut

the

form

of

the

asse

t m

anag

emen

t in

form

atio

n

syst

em, b

ut

sim

ply

req

uir

e th

at t

he

asse

t m

anag

emen

t

info

rmat

ion

sys

tem

is a

pp

rop

riat

e to

th

e o

rgan

isat

ion

s

nee

ds,

can

be

effe

ctiv

ely

use

d a

nd

can

su

pp

ly

info

rmat

ion

wh

ich

is c

on

sist

ent

and

of

the

req

uis

ite

qu

alit

y an

d a

ccu

racy

.

The

org

anis

atio

n's

str

ateg

ic p

lan

nin

g te

am

. Th

e

man

agem

ent

tea

m t

hat

has

ove

rall

resp

on

sib

ility

fo

r

asse

t m

anag

emen

t. I

nfo

rmat

ion

man

agem

ent

tea

m.

Use

rs o

f t

he

org

anis

atio

nal

info

rmat

ion

sys

tem

s.

The

do

cum

ente

d p

roce

ss t

he

org

anis

atio

n e

mp

loys

to

ensu

re i

ts a

sset

man

agem

ent

info

rmat

ion

sys

tem

alig

ns

wit

h it

s as

set

man

agem

ent

req

uir

emen

ts.

Min

ute

s o

f

info

rmat

ion

sys

tem

s re

view

mee

tin

gs in

volv

ing

use

rs.

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5




General Manager

Com

pany

Nam

e

AM

P Pl

anni

ng P

erio

d

Ass

et M

anag

emen

t St

anda

rd A

pplie

d

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

59A

sset

Man

agem

ent

Syst

em

docu

men

tati

on

Wha

t do

cum

enta

tion

has

the

orga

nisa

tion

est

ablis

hed

to

desc

ribe

the

mai

n el

emen

ts o

f it

s

asse

t m

anag

emen

t sy

stem

and

inte

ract

ions

bet

wee

n th

em?

The

orga

nisa

tion

has

not

est

ablis

hed

docu

men

tati

on t

hat

desc

ribe

s th

e m

ain

elem

ents

of

the

asse

t m

anag

emen

t

syst

em.

The

orga

nisa

tion

is a

war

e of

the

nee

d to

put

docu

men

tati

on in

pla

ce a

nd is

in t

he

proc

ess

of d

eter

min

ing

how

to

docu

men

t

the

mai

n el

emen

ts o

f it

s as

set

man

agem

ent

syst

em.

The

orga

nisa

tion

in t

he p

roce

ss o

f

docu

men

ting

its

asse

t m

anag

emen

t

syst

em a

nd h

as d

ocum

enta

tion

in p

lace

that

des

crib

es s

ome,

but

not

all,

of

the

mai

n el

emen

ts o

f it

s as

set

man

agem

ent

syst

em a

nd t

heir

inte

ract

ion.

The

orga

nisa

tion

has

est

ablis

hed

docu

men

tati

on t

hat

com

preh

ensi

vely

desc

ribe

s al

l the

mai

n el

emen

ts o

f it

s

asse

t m

anag

emen

t sy

stem

and

the

inte

ract

ions

bet

wee

n th

em.

The

docu

men

tati

on is

kep

t up

to

date

.

The

orga

nisa

tion

's p

roce

ss(e

s) s

urpa

ss

the

stan

dard

req

uire

d t

o co

mpl

y w

ith

req

uire

men

ts s

et o

ut in

a r

ecog

nise

d

stan

dard

.

The

asse

ssor

is a

dvis

ed t

o no

te in

the

Evid

ence

sec

tion

why

thi

s is

the

cas

e

and

the

evid

ence

see

n.

62In

form

atio

n

man

agem

ent

Wha

t ha

s th

e or

gani

sati

on d

one

to d

eter

min

e w

hat

its

asse

t

man

agem

ent

info

rmat

ion

syst

em(s

) sh

ould

con

tain

in o

rder

to s

uppo

rt it

s as

set

man

agem

ent

syst

em?

The

orga

nisa

tion

has

not

con

side

red

wha

t as

set

man

agem

ent

info

rmat

ion

is

req

uire

d.

The

orga

nisa

tion

is a

war

e of

the

nee

d to

dete

rmin

e in

a s

truc

ture

d m

anne

r w

hat

its

asse

t in

form

atio

n sy

stem

sho

uld

cont

ain

in o

rder

to

supp

ort

its

asse

t

man

agem

ent

syst

em a

nd is

in t

he

proc

ess

of d

ecid

ing

how

to

do t

his.

The

orga

nisa

tion

has

dev

elop

ed a

stru

ctur

ed p

roce

ss t

o de

term

ine

wha

t

its

asse

t in

form

atio

n sy

stem

sho

uld

cont

ain

in o

rder

to

supp

ort

its

asse

t

man

agem

ent

syst

em a

nd h

as

com

men

ced

impl

emen

tati

on o

f th

e

proc

ess.

The

orga

nisa

tion

has

det

erm

ined

wha

t

its

asse

t in

form

atio

n sy

stem

sho

uld

cont

ain

in o

rder

to

supp

ort

its

asse

t

man

agem

ent

syst

em.

The

req

uire

men

ts

rela

te t

o th

e w

hole

life

cyc

le a

nd c

over

info

rmat

ion

orig

inat

ing

from

bot

h

inte

rnal

and

ext

erna

l sou

rces

.

The

orga

nisa

tion

's p

roce

ss(e

s) s

urpa

ss

the

stan

dard

req

uire

d t

o co

mpl

y w

ith

req

uire

men

ts s

et o

ut in

a r

ecog

nise

d

stan

dard

.

The

asse

ssor

is a

dvis

ed t

o no

te in

the

Evid

ence

sec

tion

why

thi

s is

the

cas

e

and

the

evid

ence

see

n.

63In

form

atio

n

man

agem

ent

Ho

w d

oes

the

orga

nisa

tion

mai

ntai

n it

s as

set

man

agem

ent

info

rmat

ion

syst

em(s

) an

d en

sure

that

the

dat

a he

ld w

ithi

n it

(the

m)

is o

f th

e re

qui

site

qua

lity

and

accu

racy

and

is c

onsi

sten

t?

Ther

e ar

e no

for

mal

con

trol

s in

pla

ce o

r

cont

rols

are

ext

rem

ely

limit

ed in

sco

pe

and/

or e

ffec

tive

nes

s.

The

orga

nisa

tion

is a

war

e of

the

nee

d

for

effe

ctiv

e co

ntro

ls a

nd is

in t

he

proc

ess

of d

evel

opin

g an

app

ropr

iate

cont

rol p

roce

ss(e

s).

The

orga

nisa

tion

has

dev

elop

ed a

cont

rols

tha

t w

ill e

nsu

re t

he d

ata

held

is

of t

he r

equi

site

qua

lity

and

accu

racy

and

is c

onsi

sten

t an

d is

in t

he p

roce

ss o

f

impl

emen

ting

the

m.

The

orga

nisa

tion

has

eff

ecti

ve c

ontr

ols

in p

lace

tha

t en

sure

the

dat

a he

ld is

of

the

req

uisi

te q

ualit

y an

d ac

cura

cy a

nd is

cons

iste

nt.

The

con

trol

s ar

e re

gul

arly

revi

ewed

and

impr

oved

whe

re

nece

ssar

y.

The

orga

nisa

tion

's p

roce

ss(e

s) s

urpa

ss

the

stan

dard

req

uire

d t

o co

mpl

y w

ith

req

uire

men

ts s

et o

ut in

a r

ecog

nise

d

stan

dard

.

The

asse

ssor

is a

dvis

ed t

o no

te in

the

Evid

ence

sec

tion

why

thi

s is

the

cas

e

and

the

evid

ence

see

n.

64In

form

atio

n

man

agem

ent

Ho

w h

as t

he o

rgan

isat

ion'

s

ensu

red

its

asse

t m

anag

emen

t

info

rmat

ion

syst

em is

rel

evan

t to

its

nee

ds?

The

orga

nisa

tion

has

not

con

side

red

the

nee

d to

det

erm

ine

the

rele

vanc

e of

its

man

agem

ent

info

rmat

ion

syst

em.

At

pres

ent

ther

e ar

e m

ajor

gap

s be

twee

n

wha

t th

e in

form

atio

n sy

stem

pro

vide

s

and

the

orga

nisa

tion

s ne

eds

.

The

orga

nisa

tion

und

erst

ands

the

nee

d

to e

nsu

re it

s as

set

man

agem

ent

info

rmat

ion

syst

em is

rel

evan

t to

its

nee

ds a

nd is

det

erm

inin

g an

app

ropr

iate

mea

ns b

y w

hich

it w

ill a

chie

ve t

his.

At

pres

ent

ther

e ar

e si

gnif

ican

t ga

ps

betw

een

wha

t th

e in

form

atio

n sy

stem

prov

ides

and

the

org

anis

atio

ns n

eeds

.

The

orga

nisa

tion

has

dev

elop

ed a

nd is

impl

emen

ting

a p

roce

ss t

o en

sure

its

asse

t m

anag

emen

t in

form

atio

n sy

stem

is r

elev

ant

to it

s ne

eds

. G

aps

betw

een

wha

t th

e in

form

atio

n sy

stem

pro

vide

s

and

the

orga

nisa

tion

s ne

eds

hav

e be

en

iden

tifi

ed a

nd a

ctio

n is

bei

ng t

aken

to

clos

e th

em.

The

orga

nisa

tion

's a

sset

man

agem

ent

info

rmat

ion

syst

em a

ligns

wit

h it

s as

set

man

agem

ent

req

uire

men

ts.

Use

rs c

an

conf

irm

tha

t it

is r

elev

ant

to t

heir

nee

ds.

The

orga

nisa

tion

's p

roce

ss(e

s) s

urpa

ss

the

stan

dard

req

uire

d t

o co

mpl

y w

ith

req

uire

men

ts s

et o

ut in

a r

ecog

nise

d

stan

dard

.

The

asse

ssor

is a

dvis

ed t

o no

te in

the

Evid

ence

sec

tion

why

thi

s is

the

cas

e

and

the

evid

ence

see

n.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

69

Ris

k m

anag

emen

t

pro

cess

(es)

Ho

w h

as t

he

org

anis

atio

n

do

cum

ente

d p

roce

ss(e

s) a

nd

/or

pro

ced

ure

(s)

for

the

iden

tifi

cati

on

an

d a

sses

smen

t o

f

asse

t an

d a

sset

man

agem

ent

rela

ted

ris

ks t

hro

ugh

ou

t th

e

asse

t lif

e cy

cle?

2G

asN

et h

as d

evel

op

ed a

co

mp

reh

ensi

ve r

isk

man

agem

ent

syst

em u

nd

er it

s R

isk

Man

agem

ent

Po

licy

wh

ich

ad

dre

sses

all f

orm

s o

f ri

sk t

o w

hic

h t

he

com

pan

y is

or

may

be

exp

ose

d.

Wh

ilst

the

rece

nt

focu

s w

as o

n s

atis

fyin

g th

e re

qu

irem

ents

of

the

Pu

blic

Saf

ety

Man

agem

ent

Syst

em a

nd

att

ain

ing

the

req

uir

ed a

ud

it c

erti

fica

tio

n, t

he

app

roac

h t

aken

en

com

pas

sed

bo

th s

afet

y an

d a

sset

rel

ated

ris

ks. H

ow

ever

it m

ust

be

ackn

ow

led

ged

th

at w

ith

th

e fo

cus

at t

he

tim

e o

n s

afet

y it

is

nec

essa

ry t

o e

nsu

re t

hat

th

e ri

sks

fro

m a

pu

rely

ass

et

man

agem

ent

per

spec

tive

are

id

enti

fied

an

d m

anag

ed. I

t is

pla

nn

ed t

o u

nd

erta

ke a

ris

k re

view

late

r in

20

15

.

Ris

k m

anag

emen

t is

an

imp

ort

ant

fou

nd

atio

n f

or

pro

acti

ve a

sset

man

agem

ent.

Its

ove

rall

pu

rpo

se i

s to

un

der

stan

d t

he

cau

se,

effe

ct a

nd

like

lih

oo

d o

f ad

vers

e

even

ts o

ccu

rrin

g, t

o o

pti

mal

ly m

anag

e su

ch r

isks

to

an

acce

pta

ble

lev

el, a

nd

to

pro

vid

e an

au

dit

tra

il fo

r th

e

man

agem

ent

of

risk

s. W

idel

y u

sed

sta

nd

ard

s re

qu

ire

the

org

anis

atio

n t

o h

ave

pro

cess

(es)

an

d/o

r

pro

ced

ure

(s)

in p

lace

th

at s

et o

ut

ho

w t

he

org

anis

atio

n

iden

tifi

es a

nd

ass

esse

s as

set

and

ass

et m

anag

emen

t

rela

ted

ris

ks.

The

risk

s h

ave

to b

e co

nsi

der

ed a

cro

ss

the

fou

r p

has

es o

f th

e as

set

lifec

ycle

(eg

, par

a 4

.3.3

of

PA

S 5

5).

The

top

man

agem

ent

tea

m in

co

nju

nct

ion

wit

h t

he

org

anis

atio

n's

sen

ior

risk

man

agem

ent

rep

rese

nta

tive

s.

Ther

e m

ay a

lso

be

inp

ut

fro

m t

he

org

anis

atio

n's

Saf

ety,

He

alth

an

d E

nvi

ron

men

t te

am

. St

aff

wh

o c

arry

ou

t ri

sk

iden

tifi

cati

on

an

d a

sses

smen

t.

The

org

anis

atio

n's

ris

k m

anag

emen

t fr

amew

ork

an

d/o

r

evid

ence

of

spec

ific

pro

cess

(es)

an

d/

or

pro

ced

ure

(s)

that

dea

l wit

h r

isk

con

tro

l mec

han

ism

s. E

vid

ence

th

at

the

pro

cess

(es)

an

d/o

r p

roce

du

re(s

) ar

e im

ple

men

ted

acro

ss t

he

bu

sin

ess

and

mai

nta

ined

. Ev

iden

ce o

f

agen

das

an

d m

inu

tes

fro

m r

isk

man

agem

ent

mee

tin

gs.

Evid

ence

of

fee

db

ack

in t

o p

roce

ss(e

s) a

nd

/or

pro

ced

ure

(s)

as a

res

ult

of

inci

den

t in

vest

igat

ion

(s).

Ris

k re

gis

ters

an

d a

sses

smen

ts.

79

Use

an

d

mai

nte

nan

ce o

f

asse

t ri

sk

info

rmat

ion

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re t

hat

th

e re

sult

s o

f ri

sk

asse

ssm

ents

pro

vid

e in

pu

t in

to

the

iden

tifi

cati

on

of

adeq

uat

e

reso

urc

es a

nd

tra

inin

g an

d

com

pet

ency

nee

ds?

2G

iven

th

e sa

fety

co

nsi

der

atio

ns

inh

eren

t in

a n

atu

ral g

as

infr

astr

uct

ure

bu

sin

ess,

th

e m

anag

emen

t o

f ri

sk h

as b

eco

me

nat

ura

lly e

mb

edd

ed w

ith

in G

asN

et's

bu

sin

ess

pro

cess

es a

nd

acti

viti

es. W

ith

clo

se a

lign

men

t to

th

e h

azar

d a

nd

ris

k

man

agem

ent

pro

cess

es r

equ

ired

un

der

th

e w

ork

pla

ce h

ealt

h

and

saf

ety

leg

isla

tio

n a

nd

as

asse

t re

late

d r

isk

is o

ften

iden

tifi

ed in

co

nju

nct

ion

wit

h h

ealt

h a

nd

saf

ety

rela

ted

ris

ks,

the

focu

s o

n m

anag

ing

asse

t ri

sk in

form

atio

n is

no

t n

ew t

o

Gas

Net

or

its

emp

loye

es.

It is

ack

no

wle

dge

d h

ow

ever

th

at b

y

form

alis

ing

its

asse

t m

anag

emen

t sy

stem

an

d p

ract

ices

an

d

wit

h s

pec

ific

co

nsi

der

atio

n t

o a

sset

rel

ated

ris

ks t

hat

gap

s

will

be

iden

tifi

ed.

Wid

ely

use

d A

M s

tan

dar

ds

req

uir

e th

at t

he

ou

tpu

t fr

om

risk

ass

essm

ents

are

co

nsi

der

ed a

nd

th

at a

deq

uat

e

reso

urc

e (i

ncl

ud

ing

staf

f) a

nd

tra

inin

g is

iden

tifi

ed t

o

mat

ch t

he

req

uir

emen

ts.

It is

a f

urt

her

req

uir

emen

t th

at

the

effe

cts

of

the

con

tro

l mea

sure

s ar

e co

nsi

der

ed, a

s

ther

e m

ay b

e im

plic

atio

ns

in r

eso

urc

es a

nd

tra

inin

g

req

uir

ed t

o a

chie

ve o

ther

ob

ject

ives

.

Staf

f re

spo

nsi

ble

fo

r ri

sk a

sses

smen

t an

d t

ho

se

resp

on

sib

le f

or

dev

elo

pin

g an

d a

pp

rovi

ng

reso

urc

e an

d

trai

nin

g p

lan

(s).

Th

ere

may

als

o b

e in

pu

t fr

om

th

e

org

anis

atio

n's

Saf

ety,

He

alth

an

d E

nvi

ron

men

t te

am

.

The

org

anis

atio

ns

risk

man

agem

ent

fram

ewo

rk.

The

org

anis

atio

n's

res

ou

rcin

g p

lan

(s)

and

tra

inin

g an

d

com

pet

ency

pla

n(s

). T

he

org

anis

atio

n s

ho

uld

be

able

to

dem

on

stra

te a

pp

rop

riat

e lin

kage

s b

etw

een

th

e co

nte

nt

of

reso

urc

e p

lan

(s)

and

tra

inin

g an

d c

om

pet

ency

pla

n(s

)

to t

he

risk

ass

essm

ents

an

d r

isk

con

tro

l mea

sure

s th

at

hav

e b

een

dev

elo

ped

.

82

Leg

al a

nd

oth

er

req

uir

emen

ts

Wh

at p

roce

du

re d

oes

th

e

org

anis

atio

n h

ave

to id

enti

fy a

nd

pro

vid

e ac

cess

to

its

leg

al,

reg

ula

tory

, sta

tuto

ry a

nd

oth

er

asse

t m

anag

emen

t re

qu

irem

ents

,

and

ho

w is

req

uir

emen

ts

inco

rpo

rate

d in

to t

he

asse

t

man

agem

ent

syst

em?

3A

s re

qu

ired

un

der

its

com

pre

hen

sive

Co

mp

lian

ce P

olic

y,

Gas

Net

has

pu

blis

hed

inte

rnal

ly a

co

mp

reh

ensi

ve l

egis

lati

on

reg

iste

r ap

ply

ing

acro

ss a

ll b

usi

nes

s in

tere

st o

f th

e co

mp

any,

acce

ssib

le t

o a

ll em

plo

yee

s vi

a it

s in

tran

et. T

he

reg

iste

r

pro

vid

es t

he

spec

ific

item

s o

f le

gis

lati

on

an

d c

ove

rs a

cts,

reg

ula

tio

ns,

sta

nd

ard

s, c

od

es o

f p

ract

ice

and

gu

idel

ines

, wit

h

acti

ve l

inks

to

do

cum

ents

wh

ere

they

are

ava

ilab

le o

n t

he

web

. In

add

itio

n G

asN

et is

a m

emb

er o

f th

e G

as A

sso

ciat

ion

of

New

Zea

lan

d, L

PG

Ass

oci

atio

n, s

ub

scri

bes

to

em

ail

no

tifi

cati

on

s fr

om

th

e G

as I

ndu

stry

Co

mp

any

and

is e

ith

er a

mem

ber

itse

lf, o

r in

div

idu

al e

mp

loye

es

are

mem

ber

s o

f, a

ran

ge o

f va

rio

us

org

anis

atio

ns

wit

h in

tere

sts

in a

sset

rel

ated

mat

ters

.

In o

rder

fo

r an

org

anis

atio

n t

o c

om

ply

wit

h it

s le

gal

,

reg

ula

tory

, sta

tuto

ry a

nd

oth

er a

sset

man

agem

ent

req

uir

emen

ts, t

he

org

anis

atio

n f

irst

nee

ds

to e

nsu

re

that

it k

no

ws

wh

at t

hey

are

(eg

, PA

S 5

5 s

pec

ifie

s th

is in

s 4

.4.8

). I

t is

nec

essa

ry t

o h

ave

syst

emat

ic a

nd

aud

itab

le m

ech

anis

ms

in p

lace

to

iden

tify

new

an

d

chan

gin

g re

qu

irem

ents

. W

idel

y u

sed

AM

sta

nd

ard

s

also

req

uir

e th

at r

equ

irem

ents

are

in

corp

ora

ted

into

th

e

asse

t m

anag

emen

t sy

stem

(e.

g. p

roce

du

re(s

) an

d

pro

cess

(es)

)

Top

man

agem

ent.

Th

e o

rgan

isat

ion

s re

gu

lato

ry t

eam

.

The

org

anis

atio

n's

leg

al t

eam

or

advi

sors

. Th

e

man

agem

ent

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r th

e

asse

t m

anag

emen

t sy

stem

. Th

e o

rgan

isat

ion

's h

ealt

h

and

saf

ety

tea

m o

r ad

viso

rs.

The

org

anis

atio

n's

po

licy

mak

ing

tea

m.

The

org

anis

atio

nal

pro

cess

es a

nd

pro

ced

ure

s fo

r

ensu

rin

g in

form

atio

n o

f th

is t

ype

is id

enti

fied

, mad

e

acce

ssib

le t

o t

ho

se r

equ

irin

g th

e in

form

atio

n a

nd

is

inco

rpo

rate

d in

to a

sset

man

agem

ent

stra

teg

y an

d

ob

ject

ives

88

Life

Cyc

le A

ctiv

itie

sH

ow

do

es t

he

org

anis

atio

n

esta

blis

h im

ple

men

t an

d

mai

nta

in p

roce

ss(e

s) f

or

the

imp

lem

enta

tio

n o

f it

s as

set

man

agem

ent

pla

n(s

) an

d c

on

tro

l

of

acti

viti

es a

cro

ss t

he

crea

tio

n,

acq

uis

itio

n o

r en

han

cem

ent

of

asse

ts.

This

incl

ud

es d

esig

n,

mo

dif

icat

ion

, pro

cure

men

t,

con

stru

ctio

n a

nd

co

mm

issi

on

ing

acti

viti

es?

2U

p u

nti

l 20

08

wh

en G

asN

et L

imit

ed p

urc

has

ed t

he

asse

ts

fro

m W

anga

nu

i gas

Lim

ited

, th

ere

was

less

fo

cus

on

do

cum

ente

d p

olic

ies,

pro

ced

ure

s an

d p

lan

s d

ue

to t

he

low

turn

ove

r o

f ke

y p

erso

nn

el a

nd

th

e co

mb

inat

ion

of

exp

erie

nce

and

len

gth

of

serv

ice.

Sin

ce t

hen

th

ere

has

bee

n s

ign

ific

ant

effo

rt m

ade

in p

olic

y d

evel

op

men

t an

d d

ocu

men

tati

on

of

sub

ord

inat

e p

roce

du

res

and

pla

ns

etc.

Wh

ilst

ther

e ar

e st

ill

iden

tifi

ed g

aps

in d

ocu

men

tati

on

an

d s

yste

ms,

th

ey a

re

dim

inis

hin

g an

d w

ill b

e co

mp

lete

d a

s a

mat

ter

of

cou

rse.

In

reco

gnit

ion

at

the

nee

d a

nd

rat

e o

f ch

ange

, G

asN

et h

as

intr

od

uce

d a

Ch

ange

Man

agem

ent

Po

licy

wh

ich

fo

rmal

ises

the

req

uir

emen

ts a

nd

pro

cess

es t

o m

anag

e ch

ange

wit

hin

the

org

anis

atio

n.

Life

cyc

le a

ctiv

itie

s ar

e ab

ou

t th

e im

ple

men

tati

on

of

asse

t m

anag

emen

t p

lan

(s)

i.e.

th

ey a

re t

he

"do

ing"

ph

ase.

Th

ey n

eed

to

be

do

ne

effe

ctiv

ely

and

wel

l in

ord

er f

or

asse

t m

anag

emen

t to

hav

e an

y p

ract

ical

mea

nin

g. A

s a

con

seq

uen

ce,

wid

ely

use

d s

tan

dar

ds

(eg

, PA

S 5

5 s

4.5

.1)

req

uir

e o

rgan

isat

ion

s to

hav

e in

pla

ce a

pp

rop

riat

e p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

for

the

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) an

d

con

tro

l of

lifec

ycle

act

ivit

ies.

Th

is q

ues

tio

n e

xplo

res

tho

se a

spec

ts r

elev

ant

to a

sset

cre

ati

on

.

Ass

et m

anag

ers,

des

ign

sta

ff, c

on

stru

ctio

n s

taff

an

d

pro

ject

man

ager

s fr

om

oth

er im

pac

ted

are

as

of

the

bu

sin

ess,

e.g

. Pro

cure

men

t

Do

cum

ente

d p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

wh

ich

are

rele

van

t to

dem

on

stra

tin

g th

e ef

fect

ive

man

agem

ent

and

co

ntr

ol o

f lif

e cy

cle

acti

viti

es d

uri

ng

asse

t cr

eati

on

,

acq

uis

itio

n, e

nh

ance

men

t in

clu

din

g d

esig

n,

mo

dif

icat

ion

, pro

cure

men

t, c

on

stru

ctio

n a

nd

com

mis

sio

nin

g.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

69

Ris

k m

anag

emen

t

pro

cess

(es)

Ho

w h

as t

he

org

anis

atio

n

do

cum

ente

d p

roce

ss(e

s) a

nd

/or

pro

ced

ure

(s)

for

the

iden

tifi

cati

on

an

d a

sses

smen

t o

f

asse

t an

d a

sset

man

agem

ent

rela

ted

ris

ks t

hro

ugh

ou

t th

e

asse

t lif

e cy

cle?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o d

ocu

men

t p

roce

ss(e

s) a

nd

/or

pro

ced

ure

(s)

for

the

iden

tifi

cati

on

an

d

asse

ssm

ent

of

asse

t an

d a

sset

man

agem

ent

rela

ted

ris

ks t

hro

ugh

ou

t

the

asse

t lif

e cy

cle.

The

org

anis

atio

n is

aw

are

of

the

nee

d t

o

do

cum

ent

the

man

agem

ent

of

asse

t

rela

ted

ris

k ac

ross

th

e as

set

lifec

ycle

.

The

org

anis

atio

n h

as p

lan

(s)

to f

orm

ally

do

cum

ent

all r

elev

ant

pro

cess

(es)

an

d

pro

ced

ure

(s)

or

has

alr

ead

y co

mm

ence

d

this

act

ivit

y.

The

org

anis

atio

n is

in t

he

pro

cess

of

do

cum

enti

ng

the

iden

tifi

cati

on

an

d

asse

ssm

ent

of

asse

t re

late

d r

isk

acro

ss

the

asse

t lif

ecyc

le b

ut

it is

inco

mp

lete

or

ther

e ar

e in

con

sist

enci

es b

etw

een

app

roac

hes

an

d a

lack

of

inte

gra

tio

n.

Iden

tifi

cati

on

an

d a

sses

smen

t o

f as

set

rela

ted

ris

k ac

ross

th

e as

set

lifec

ycle

is

fully

do

cum

ente

d.

The

org

anis

atio

n c

an

dem

on

stra

te t

hat

ap

pro

pri

ate

do

cum

ente

d m

ech

anis

ms

are

inte

gra

ted

acro

ss li

fe c

ycle

ph

ases

an

d a

re b

ein

g

con

sist

entl

y ap

plie

d.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

79

Use

an

d

mai

nte

nan

ce o

f

asse

t ri

sk

info

rmat

ion

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re t

hat

th

e re

sult

s o

f ri

sk

asse

ssm

ents

pro

vid

e in

pu

t in

to

the

iden

tifi

cati

on

of

adeq

uat

e

reso

urc

es a

nd

tra

inin

g an

d

com

pet

ency

nee

ds?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o c

on

du

ct r

isk

asse

ssm

ents

.

The

org

anis

atio

n is

aw

are

of

the

nee

d t

o

con

sid

er t

he

resu

lts

of

risk

ass

essm

ents

and

eff

ects

of

risk

co

ntr

ol m

easu

res

to

pro

vid

e in

pu

t in

to r

evie

ws

of

reso

urc

es,

trai

nin

g an

d c

om

pet

ency

nee

ds.

Cu

rren

t

inp

ut

is t

ypic

ally

ad

-ho

c an

d r

eact

ive.

The

org

anis

atio

n is

in t

he

pro

cess

ensu

rin

g th

at o

utp

uts

of

risk

ass

essm

ent

are

incl

ud

ed in

dev

elo

pin

g re

qu

irem

ents

for

reso

urc

es a

nd

tra

inin

g. T

he

imp

lem

enta

tio

n is

inco

mp

lete

an

d t

her

e

are

gap

s an

d in

con

sist

enci

es.

Ou

tpu

ts f

rom

ris

k as

sess

men

ts a

re

con

sist

entl

y an

d s

yste

mat

ical

ly u

sed

as

inp

uts

to

dev

elo

p r

eso

urc

es, t

rain

ing

and

com

pet

ency

req

uir

emen

ts.

Exam

ple

s

and

evi

den

ce i

s av

aila

ble

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

82

Leg

al a

nd

oth

er

req

uir

emen

ts

Wh

at p

roce

du

re d

oes

th

e

org

anis

atio

n h

ave

to id

enti

fy a

nd

pro

vid

e ac

cess

to

its

leg

al,

reg

ula

tory

, sta

tuto

ry a

nd

oth

er

asse

t m

anag

emen

t re

qu

irem

ents

,

and

ho

w is

req

uir

emen

ts

inco

rpo

rate

d in

to t

he

asse

t

man

agem

ent

syst

em?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o id

enti

fy it

s le

gal

, reg

ula

tory

,

stat

uto

ry a

nd

oth

er a

sset

man

agem

ent

req

uir

emen

ts.

The

org

anis

atio

n id

enti

fies

so

me

its

leg

al, r

egu

lato

ry, s

tatu

tory

an

d o

ther

asse

t m

anag

emen

t re

qu

irem

ents

, bu

t

this

is d

on

e in

an

ad

-ho

c m

ann

er in

th

e

abse

nce

of

a p

roce

du

re.

The

org

anis

atio

n h

as p

roce

du

re(s

) to

iden

tify

its

leg

al, r

egu

lato

ry, s

tatu

tory

and

oth

er a

sset

man

agem

ent

req

uir

emen

ts, b

ut

the

info

rmat

ion

is n

ot

kep

t u

p t

o d

ate,

in

adeq

uat

e o

r

inco

nsi

sten

tly

man

aged

.

Evid

ence

exi

sts

to d

emo

nst

rate

th

at t

he

org

anis

atio

n's

leg

al, r

egu

lato

ry,

stat

uto

ry a

nd

oth

er a

sset

man

agem

ent

req

uir

emen

ts a

re i

den

tifi

ed a

nd

kep

t u

p

to d

ate.

Sys

tem

atic

mec

han

ism

s fo

r

iden

tify

ing

rele

van

t le

gal

an

d s

tatu

tory

req

uir

emen

ts.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

88

Life

Cyc

le A

ctiv

itie

sH

ow

do

es t

he

org

anis

atio

n

esta

blis

h im

ple

men

t an

d

mai

nta

in p

roce

ss(e

s) f

or

the

imp

lem

enta

tio

n o

f it

s as

set

man

agem

ent

pla

n(s

) an

d c

on

tro

l

of

acti

viti

es a

cro

ss t

he

crea

tio

n,

acq

uis

itio

n o

r en

han

cem

ent

of

asse

ts.

This

incl

ud

es d

esig

n,

mo

dif

icat

ion

, pro

cure

men

t,

con

stru

ctio

n a

nd

co

mm

issi

on

ing

acti

viti

es?

The

org

anis

atio

n d

oes

no

t h

ave

pro

cess

(es)

in p

lace

to

man

age

and

con

tro

l th

e im

ple

men

tati

on

of

asse

t

man

agem

ent

pla

n(s

) d

uri

ng

acti

viti

es

rela

ted

to

ass

et c

rea

tio

n in

clu

din

g

des

ign

, mo

dif

icat

ion

, pro

cure

men

t,

con

stru

ctio

n a

nd

co

mm

issi

on

ing.

The

org

anis

atio

n is

aw

are

of

the

nee

d t

o

hav

e p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

in

pla

ce t

o m

anag

e an

d c

on

tro

l th

e

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

acti

viti

es r

elat

ed t

o a

sset

crea

tio

n in

clu

din

g d

esig

n, m

od

ific

atio

n,

pro

cure

men

t, c

on

stru

ctio

n a

nd

com

mis

sio

nin

g b

ut

curr

entl

y d

o n

ot

hav

e

thes

e in

pla

ce (

no

te:

pro

ced

ure

(s)

may

exis

t b

ut

they

are

inco

nsi

sten

t/in

com

ple

te).

The

org

anis

atio

n is

in t

he

pro

cess

of

pu

ttin

g in

pla

ce p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

to m

anag

e an

d c

on

tro

l th

e

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

acti

viti

es r

elat

ed t

o a

sset

crea

tio

n in

clu

din

g d

esig

n, m

od

ific

atio

n,

pro

cure

men

t, c

on

stru

ctio

n a

nd

com

mis

sio

nin

g. G

aps

and

inco

nsi

sten

cies

are

bei

ng

add

ress

ed.

Effe

ctiv

e p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

are

in p

lace

to

man

age

and

co

ntr

ol t

he

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

acti

viti

es r

elat

ed t

o a

sset

crea

tio

n in

clu

din

g d

esig

n, m

od

ific

atio

n,

pro

cure

men

t, c

on

stru

ctio

n a

nd

com

mis

sio

nin

g.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

91

Life

Cyc

le A

ctiv

itie

sH

ow

do

es t

he

org

anis

atio

n

ensu

re t

hat

pro

cess

(es)

an

d/o

r

pro

ced

ure

(s)

for

the

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) an

d c

on

tro

l

of

acti

viti

es d

uri

ng

mai

nte

nan

ce

(an

d in

spec

tio

n)

of

asse

ts a

re

suff

icie

nt

to e

nsu

re a

ctiv

itie

s ar

e

carr

ied

ou

t u

nd

er s

pec

ifie

d

con

dit

ion

s, a

re c

on

sist

ent

wit

h

asse

t m

anag

emen

t st

rate

gy

and

con

tro

l co

st, r

isk

and

per

form

ance

?

2G

asN

et h

as o

per

ated

co

mp

reh

ensi

ve a

sset

mai

nte

nan

ce

reg

imes

fo

r a

nu

mb

er o

f ye

ars

, typ

ical

ly b

ased

on

fix

ed

inte

rval

pre

ven

tati

ve m

ain

ten

ance

. O

ver

tim

e an

d w

ith

th

e

rece

nt

intr

od

uct

ion

of

risk

bas

ed m

anag

emen

t u

nd

er t

he

gas

safe

ty a

nd

mea

sure

men

t re

gu

lati

on

s, G

asN

et h

as m

od

ifie

d

its

pra

ctis

es t

o r

efle

ct t

he

risk

pro

file

of

the

asse

ts o

r th

eir

op

erat

ion

. Wit

h it

s sm

all n

um

ber

of

emp

loye

es

and

th

e cl

ose

wo

rkin

g en

viro

nm

ent

wit

hin

wh

ich

its

emp

loye

es

op

erat

e,

Gas

Net

is w

ell p

lace

d t

o im

ple

men

t ch

ange

an

d t

ake

app

rop

riat

e co

rrec

tive

act

ion

if a

n a

dve

rse

even

t o

r in

cid

ent

sho

uld

occ

ur.

Th

ere

is li

ttle

gro

wth

op

po

rtu

nit

ies

for

Gas

Net

wit

hin

its

exis

tin

g fo

otp

rin

t so

th

e cr

eati

on

of

new

ass

ets

are

typ

ical

ly a

sso

ciat

ed w

ith

ass

et r

enew

als,

wit

h a

fo

cus

on

th

e

pre

-nat

ura

l gas

era

Lo

w P

ress

ure

ass

ets.

Ha

vin

g d

ocu

men

ted

pro

cess

(es)

wh

ich

en

sure

th

e as

set

man

agem

ent

pla

n(s

) ar

e im

ple

men

ted

in a

cco

rdan

ce

wit

h a

ny

spec

ifie

d c

on

dit

ion

s, in

a m

ann

er c

on

sist

ent

wit

h t

he

asse

t m

anag

emen

t p

olic

y, s

trat

egy

and

ob

ject

ives

an

d in

su

ch a

way

th

at c

ost

, ris

k an

d a

sset

syst

em p

erfo

rman

ce a

re a

pp

rop

riat

ely

con

tro

lled

is

crit

ical

. Th

ey a

re a

n e

ssen

tial

par

t o

f tu

rnin

g in

ten

tio

n

into

act

ion

(eg

, as

req

uir

ed b

y P

AS

55

s 4

.5.1

).

Ass

et m

anag

ers,

op

erat

ion

s m

anag

ers,

mai

nte

nan

ce

man

ager

s an

d p

roje

ct m

anag

ers

fro

m o

ther

imp

acte

d

area

s o

f th

e b

usi

nes

s

Do

cum

ente

d p

roce

du

re f

or

revi

ew.

Do

cum

ente

d

pro

ced

ure

fo

r au

dit

of

pro

cess

del

iver

y. R

eco

rds

of

pre

vio

us

aud

its,

imp

rove

men

t ac

tio

ns

and

do

cum

ente

d

con

firm

atio

n t

hat

act

ion

s h

ave

bee

n c

arri

ed o

ut.

95

Per

form

ance

an

d

con

dit

ion

mo

nit

ori

ng

Ho

w d

oes

th

e o

rgan

isat

ion

mea

sure

th

e p

erfo

rman

ce a

nd

con

dit

ion

of

its

asse

ts?

1G

asN

et h

as a

nu

mb

er o

f la

ggin

g p

erfo

rman

ce m

easu

res

that

are

colle

cted

fo

r m

anag

emen

t p

urp

ose

s fr

om

wh

ich

a s

ub

-set

is r

epo

rted

on

a m

on

thly

bas

is t

o t

he

Bo

ard

of

Dir

ecto

rs in

the

form

of

a d

ash

bo

ard

rep

ort

. A n

um

ber

of

thes

e m

easu

res

hav

e b

een

incl

ud

ed in

th

e A

MP

bu

t n

ot

all.

Wit

h t

he

scal

e o

f

Gas

Net

's o

per

atio

n, t

hei

r aw

aren

ess

of

the

bu

sin

ess

acti

viti

es a

nd

th

e o

per

atio

nal

nat

ure

of

mo

st m

anag

eria

l

po

siti

on

s w

ith

th

e C

om

pan

y, in

clu

din

g th

e G

ener

al M

anag

er,

it is

oft

en t

he

case

th

at t

he

stat

isti

cs o

nly

ser

ve t

o c

on

firm

wh

at w

as a

lrea

dy

kno

wn

or

susp

ecte

d. H

ow

ever

it is

ackn

ow

led

ged

th

at t

his

is n

ot

alw

ays

the

case

an

d t

hat

wh

ilst

it m

ay b

e w

ell k

no

wn

an

d u

nd

erst

oo

d w

ith

in t

he

Co

mp

any,

un

less

it is

rep

ort

ed b

y w

ay o

f a

pu

blic

ly a

vaila

ble

AM

P o

r o

ther

mea

ns,

no

on

e el

se w

ou

ld k

no

w. G

asN

et is

com

fort

able

pro

vid

ing

a su

ite

of

lea

din

g an

d la

ggin

g K

PI's

of

its

ow

n s

elec

tio

n in

fu

ture

AM

Ps,

bu

t w

ou

ld a

lso

wel

com

e

the

intr

od

uct

ion

of

gas

ind

ust

ry s

tan

dar

d m

easu

res

pro

vid

ing

the

op

po

rtu

nit

y fo

r co

mp

aris

on

wit

h o

ther

op

erat

ors

.

Wid

ely

use

d A

M s

tan

dar

ds

req

uir

e th

at o

rgan

isat

ion

s

esta

blis

h im

ple

men

t an

d m

ain

tain

pro

ced

ure

(s)

to

mo

nit

or

and

mea

sure

th

e p

erfo

rman

ce a

nd

/or

con

dit

ion

of

asse

ts a

nd

ass

et s

yste

ms.

Th

ey f

urt

her

set

ou

t

req

uir

emen

ts in

so

me

det

ail f

or

rea

ctiv

e an

d p

roac

tive

mo

nit

ori

ng,

an

d le

ad

ing/

lagg

ing

per

form

ance

in

dic

ato

rs

toge

ther

wit

h t

he

mo

nit

ori

ng

or

resu

lts

to p

rovi

de

inp

ut

to c

orr

ecti

ve a

ctio

ns

and

co

nti

nu

al im

pro

vem

ent.

Th

ere

is a

n e

xpec

tati

on

th

at p

erfo

rman

ce a

nd

co

nd

itio

n

mo

nit

ori

ng

will

pro

vid

e in

pu

t to

imp

rovi

ng

asse

t

man

agem

ent

stra

teg

y, o

bje

ctiv

es a

nd

pla

n(s

).

A b

road

cro

ss-s

ecti

on

of

the

peo

ple

in

volv

ed in

th

e

org

anis

atio

n's

ass

et-r

elat

ed a

ctiv

itie

s fr

om

dat

a in

pu

t

to d

ecis

ion

-mak

ers,

i.e.

an

en

d-t

o e

nd

ass

essm

ent.

This

sh

ou

ld in

clu

de

con

tact

ors

an

d o

ther

rel

evan

t th

ird

par

ties

as

app

rop

riat

e.

Fun

ctio

nal

po

licy

and

/or

stra

teg

y d

ocu

men

ts f

or

per

form

ance

or

con

dit

ion

mo

nit

ori

ng

and

mea

sure

men

t.

The

org

anis

atio

n's

per

form

ance

mo

nit

ori

ng

fram

ewo

rks,

bal

ance

d s

core

card

s et

c. E

vid

ence

of

the

revi

ews

of

any

app

rop

riat

e p

erfo

rman

ce i

nd

icat

ors

an

d t

he

acti

on

lists

res

ult

ing

fro

m t

hes

e re

view

s. R

epo

rts

and

tre

nd

anal

ysis

usi

ng

per

form

ance

an

d c

on

dit

ion

info

rmat

ion

.

Evid

ence

of

the

use

of

per

form

ance

an

d c

on

dit

ion

info

rmat

ion

sh

apin

g im

pro

vem

ents

an

d s

up

po

rtin

g

asse

t m

anag

emen

t st

rate

gy,

ob

ject

ives

an

d p

lan

(s).

99

Inve

stig

atio

n o

f

asse

t-re

late

d

failu

res,

inci

den

ts

and

no

nco

nfo

rmit

ies

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re r

esp

on

sib

ility

an

d t

he

auth

ori

ty f

or

the

han

dlin

g,

inve

stig

atio

n a

nd

mit

igat

ion

of

asse

t-re

late

d f

ailu

res,

inci

den

ts

and

em

erge

ncy

sit

uat

ion

s an

d

no

n c

on

form

ance

s is

cle

ar,

un

amb

igu

ou

s, u

nd

erst

oo

d a

nd

com

mu

nic

ated

?

3A

ll in

cid

ents

th

at o

ccu

r o

n t

he

gas

net

wo

rk a

re r

eco

rded

in

ou

r R

isk

Man

ager

so

ftw

are

app

licat

ion

an

d in

vest

igat

ed. T

he

effo

rt a

nd

ext

ent

to w

hic

h a

n in

cid

ent

is in

vest

igat

ed

dep

end

s en

tire

ly o

n t

he

typ

e an

d n

atu

re o

f th

e ev

ent.

Tw

o

man

ager

s h

ave

rece

ived

fo

rmal

tra

inin

g in

inci

den

t

inve

stig

atio

n in

clu

din

g th

e En

gin

eeri

ng

Man

ager

wh

o

un

der

take

s m

ost

inve

stig

atio

ns.

Th

ere

hav

e b

een

a f

ew

occ

asio

ns

wh

ere

an e

xter

nal

inve

stig

ato

r h

as b

een

en

gage

d

to u

nd

erta

ke t

he

inve

stig

atio

n d

ue

typ

ical

ly t

o t

he

com

ple

x

nat

ure

of

the

inci

den

t an

d/o

r th

e n

eed

to

en

sure

th

e

inte

rvie

w p

roce

ss is

ro

bu

st a

nd

cap

ture

s in

form

atio

n w

hic

h

as c

lose

ly a

s p

oss

ible

ref

lect

s th

e ev

ents

th

at h

ad o

ccu

rred

pri

or

to a

nd

/or

du

rin

g th

e in

cid

ent.

In e

arl

y 2

01

4 G

asN

et

imp

lem

ente

d it

s C

orr

ecti

ve a

nd

Pre

ven

tati

ve A

ctio

ns

Po

licy

wh

ich

ad

dre

sses

issu

es o

n n

on

-co

nfo

rman

ce a

nd

pro

mo

tes

the

pra

ctic

e o

f co

nti

nu

al im

pro

vem

ent.

Wid

ely

use

d A

M s

tan

dar

ds

req

uir

e th

at t

he

org

anis

atio

n

esta

blis

hes

imp

lem

ents

an

d m

ain

tain

s p

roce

ss(e

s) f

or

the

han

dlin

g an

d in

vest

igat

ion

of

failu

res

inci

den

ts a

nd

no

n-c

on

form

itie

s fo

r as

sets

an

d s

ets

do

wn

a n

um

ber

of

exp

ecta

tio

ns.

Sp

ecif

ical

ly t

his

qu

esti

on

exa

min

es t

he

req

uir

emen

t to

def

ine

clea

rly

resp

on

sib

iliti

es a

nd

auth

ori

ties

fo

r th

ese

acti

viti

es, a

nd

co

mm

un

icat

e th

ese

un

amb

igu

ou

sly

to r

elev

ant

peo

ple

in

clu

din

g ex

tern

al

stak

eho

lder

s if

ap

pro

pri

ate.

The

org

anis

atio

n's

saf

ety

and

en

viro

nm

ent

man

agem

ent

tea

m.

The

tea

m w

ith

ove

rall

resp

on

sib

ility

fo

r th

e m

anag

emen

t o

f th

e as

sets

.

Peo

ple

wh

o h

ave

app

oin

ted

ro

les

wit

hin

th

e as

set-

rela

ted

inve

stig

atio

n p

roce

du

re,

fro

m t

ho

se w

ho

car

ry

ou

t th

e in

vest

igat

ion

s to

sen

ior

man

agem

ent

wh

o

revi

ew t

he

reco

mm

end

atio

ns.

Op

erat

ion

al c

on

tro

llers

resp

on

sib

le f

or

man

agin

g th

e as

set

bas

e u

nd

er f

ault

con

dit

ion

s an

d m

ain

tain

ing

serv

ices

to

co

nsu

mer

s.

Co

ntr

acto

rs a

nd

oth

er t

hir

d p

arti

es a

s ap

pro

pri

ate.

Pro

cess

(es)

an

d p

roce

du

re(s

) fo

r th

e h

and

ling,

inve

stig

atio

n a

nd

mit

igat

ion

of

asse

t-re

late

d f

ailu

res,

inci

den

ts a

nd

em

erge

ncy

sit

uat

ion

s an

d n

on

con

form

ance

s. D

ocu

men

tati

on

of

assi

gned

resp

on

sib

iliti

es a

nd

au

tho

rity

to

em

plo

yee

s. J

ob

Des

crip

tio

ns,

Au

dit

rep

ort

s. C

om

mo

n c

om

mu

nic

atio

n

syst

ems

i.e.

all

Job

Des

crip

tio

ns

on

Int

ern

et e

tc.

10

5A

ud

itW

hat

has

th

e o

rgan

isat

ion

do

ne

to e

stab

lish

pro

ced

ure

(s)

for

the

aud

it o

f it

s as

set

man

agem

ent

syst

em (

pro

cess

(es)

)?

1.5

Gas

Net

is v

ery

mu

ch a

war

e o

f th

e b

enef

its

of

sub

ject

ing

its

syst

ems

and

pro

cess

es t

o a

n a

ud

it r

egim

e, w

het

her

it b

e

inte

rnal

or

exte

rnal

or

a co

mb

inat

ion

of

bo

th. H

ow

ever

it is

also

ver

y aw

are

that

in a

n e

nvi

ron

men

t w

her

e th

ere

is

incr

easi

ng

exp

ecta

tio

ns

fro

m m

ult

iple

sta

keh

old

ers

the

aud

it

mu

st b

e w

ell m

anag

ed t

o e

nsu

re i

t ac

hie

ves

the

des

ired

ou

tco

mes

bo

th in

ter

ms

of

inte

gri

ty a

nd

co

st. W

ith

th

e re

cen

t

cert

ific

atio

n o

f it

s P

ub

lic S

afet

y M

anag

emen

t Sy

stem

(P

SMS)

Gas

Net

is a

lrea

dy

wo

rkin

g u

nd

er it

s au

dit

pla

n b

ut

has

no

t

yet

focu

ssed

on

th

e au

dit

req

uir

emen

ts o

f it

s as

set

man

agem

ent

syst

em a

nd

is u

nlik

ely

to d

o s

o u

nti

l lat

er in

20

15

.

This

qu

esti

on

see

ks t

o e

xplo

re w

hat

th

e o

rgan

isat

ion

has

do

ne

to c

om

ply

wit

h t

he

stan

dar

d p

ract

ice

AM

au

dit

req

uir

emen

ts (

eg, t

he

asso

ciat

ed r

equ

irem

ents

of

PA

S

55

s 4

.6.4

an

d it

s lin

kage

s to

s 4

.7).

The

man

agem

ent

tea

m r

esp

on

sib

le f

or

its

asse

t

man

agem

ent

pro

ced

ure

(s).

Th

e te

am

wit

h o

vera

ll

resp

on

sib

ility

fo

r th

e m

anag

emen

t o

f th

e as

sets

. A

ud

it

tea

ms,

to

geth

er w

ith

key

sta

ff r

esp

on

sib

le f

or

asse

t

man

agem

ent.

Fo

r ex

amp

le,

Ass

et M

anag

emen

t

Dir

ecto

r, E

ngi

nee

rin

g D

irec

tor.

Peo

ple

wit

h

resp

on

sib

ility

fo

r ca

rryi

ng

ou

t ri

sk a

sses

smen

ts

The

org

anis

atio

n's

ass

et-r

elat

ed a

ud

it p

roce

du

re(s

).

The

org

anis

atio

n's

met

ho

do

logy

(s)

by

wh

ich

it

det

erm

ined

th

e sc

op

e an

d f

req

uen

cy o

f th

e au

dit

s an

d

the

crit

eria

by

wh

ich

it id

enti

fied

th

e ap

pro

pri

ate

aud

it

per

son

nel

. A

ud

it s

ched

ule

s, r

epo

rts

etc.

Evi

den

ce o

f

the

pro

ced

ure

(s)

by

wh

ich

th

e au

dit

res

ult

s ar

e

pre

sen

ted

, to

geth

er w

ith

an

y su

bse

qu

ent

com

mu

nic

atio

ns.

Th

e ri

sk a

sses

smen

t sc

hed

ule

or

risk

reg

iste

rs.

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

91

Life

Cyc

le A

ctiv

itie

sH

ow

do

es t

he

org

anis

atio

n

ensu

re t

hat

pro

cess

(es)

an

d/o

r

pro

ced

ure

(s)

for

the

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) an

d c

on

tro

l

of

acti

viti

es d

uri

ng

mai

nte

nan

ce

(an

d in

spec

tio

n)

of

asse

ts a

re

suff

icie

nt

to e

nsu

re a

ctiv

itie

s ar

e

carr

ied

ou

t u

nd

er s

pec

ifie

d

con

dit

ion

s, a

re c

on

sist

ent

wit

h

asse

t m

anag

emen

t st

rate

gy

and

con

tro

l co

st, r

isk

and

per

form

ance

?

The

org

anis

atio

n d

oes

no

t h

ave

pro

cess

(es)

/pro

ced

ure

(s)

in p

lace

to

con

tro

l or

man

age

the

imp

lem

enta

tio

n o

f

asse

t m

anag

emen

t p

lan

(s)

du

rin

g th

is

life

cycl

e p

has

e.

The

org

anis

atio

n is

aw

are

of

the

nee

d t

o

hav

e p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

in

pla

ce t

o m

anag

e an

d c

on

tro

l th

e

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

this

life

cyc

le p

has

e b

ut

curr

entl

y d

o n

ot

hav

e th

ese

in p

lace

and

/or

ther

e is

no

mec

han

ism

fo

r

con

firm

ing

they

are

eff

ecti

ve a

nd

wh

ere

nee

ded

mo

dif

yin

g th

em.

The

org

anis

atio

n is

in t

he

pro

cess

of

pu

ttin

g in

pla

ce p

roce

ss(e

s) a

nd

pro

ced

ure

(s)

to m

anag

e an

d c

on

tro

l th

e

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

this

life

cyc

le p

has

e. T

hey

incl

ud

e a

pro

cess

fo

r co

nfi

rmin

g th

e

pro

cess

(es)

/pro

ced

ure

(s)

are

effe

ctiv

e

and

if n

eces

sary

car

ryin

g o

ut

mo

dif

icat

ion

s.

The

org

anis

atio

n h

as in

pla

ce

pro

cess

(es)

an

d p

roce

du

re(s

) to

man

age

and

co

ntr

ol t

he

imp

lem

enta

tio

n o

f as

set

man

agem

ent

pla

n(s

) d

uri

ng

this

life

cycl

e p

has

e. T

hey

incl

ud

e a

pro

cess

,

wh

ich

is it

self

reg

ula

rly

revi

ewed

to

ensu

re i

t is

eff

ecti

ve,

for

con

firm

ing

the

pro

cess

(es)

/ p

roce

du

re(s

) ar

e ef

fect

ive

and

if n

eces

sary

car

ryin

g o

ut

mo

dif

icat

ion

s.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

95

Per

form

ance

an

d

con

dit

ion

mo

nit

ori

ng

Ho

w d

oes

th

e o

rgan

isat

ion

mea

sure

th

e p

erfo

rman

ce a

nd

con

dit

ion

of

its

asse

ts?

The

org

anis

atio

n h

as n

ot

con

sid

ered

ho

w t

o m

on

ito

r th

e p

erfo

rman

ce a

nd

con

dit

ion

of

its

asse

ts.

The

org

anis

atio

n r

eco

gnis

es t

he

nee

d f

or

mo

nit

ori

ng

asse

t p

erfo

rman

ce b

ut

has

no

t d

evel

op

ed a

co

her

ent

app

roac

h.

Mea

sure

s ar

e in

com

ple

te,

pre

do

min

antl

y

rea

ctiv

e an

d la

ggin

g. T

her

e is

no

linka

ge t

o a

sset

man

agem

ent

ob

ject

ives

.

The

org

anis

atio

n is

dev

elo

pin

g co

her

ent

asse

t p

erfo

rman

ce m

on

ito

rin

g lin

ked

to

asse

t m

anag

emen

t o

bje

ctiv

es.

Rea

ctiv

e

and

pro

acti

ve m

easu

res

are

in p

lace

.

Use

is

bei

ng

mad

e o

f le

ad

ing

ind

icat

ors

and

an

alys

is.

Gap

s an

d in

con

sist

enci

es

rem

ain

.

Co

nsi

sten

t as

set

per

form

ance

mo

nit

ori

ng

linke

d t

o a

sset

man

agem

ent

ob

ject

ives

is in

pla

ce a

nd

un

iver

sally

use

d in

clu

din

g re

act

ive

and

pro

acti

ve

mea

sure

s. D

ata

qu

alit

y m

anag

emen

t

and

rev

iew

pro

cess

are

ap

pro

pri

ate.

Evid

ence

of

lea

din

g in

dic

ato

rs a

nd

anal

ysis

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

99

Inve

stig

atio

n o

f

asse

t-re

late

d

failu

res,

inci

den

ts

and

no

nco

nfo

rmit

ies

Ho

w d

oes

th

e o

rgan

isat

ion

ensu

re r

esp

on

sib

ility

an

d t

he

auth

ori

ty f

or

the

han

dlin

g,

inve

stig

atio

n a

nd

mit

igat

ion

of

asse

t-re

late

d f

ailu

res,

inci

den

ts

and

em

erge

ncy

sit

uat

ion

s an

d

no

n c

on

form

ance

s is

cle

ar,

un

amb

igu

ou

s, u

nd

erst

oo

d a

nd

com

mu

nic

ated

?

The

org

anis

atio

n h

as n

ot

con

sid

ered

th

e

nee

d t

o d

efin

e th

e ap

pro

pri

ate

resp

on

sib

iliti

es a

nd

th

e au

tho

riti

es.

The

org

anis

atio

n u

nd

erst

and

s th

e

req

uir

emen

ts a

nd

is in

th

e p

roce

ss o

f

det

erm

inin

g h

ow

to

def

ine

them

.

The

org

anis

atio

n a

re i

n t

he

pro

cess

of

def

inin

g th

e re

spo

nsi

bili

ties

an

d

auth

ori

ties

wit

h e

vid

ence

. A

lter

nat

ivel

y

ther

e ar

e so

me

gap

s o

r in

con

sist

enci

es

in t

he

iden

tifi

ed

resp

on

sib

iliti

es/a

uth

ori

ties

.

The

org

anis

atio

n h

ave

def

ined

th

e

app

rop

riat

e re

spo

nsi

bili

ties

an

d

auth

ori

ties

an

d e

vid

ence

is

avai

lab

le t

o

sho

w t

hat

th

ese

are

app

lied

acr

oss

th

e

bu

sin

ess

and

kep

t u

p t

o d

ate.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

10

5A

ud

itW

hat

has

th

e o

rgan

isat

ion

do

ne

to e

stab

lish

pro

ced

ure

(s)

for

the

aud

it o

f it

s as

set

man

agem

ent

syst

em (

pro

cess

(es)

)?

The

org

anis

atio

n h

as n

ot

reco

gnis

ed t

he

nee

d t

o e

stab

lish

pro

ced

ure

(s)

for

the

aud

it o

f it

s as

set

man

agem

ent

syst

em.

The

org

anis

atio

n u

nd

erst

and

s th

e n

eed

for

aud

it p

roce

du

re(s

) an

d is

det

erm

inin

g

the

app

rop

riat

e sc

op

e, f

req

uen

cy a

nd

met

ho

do

logy

(s).

The

org

anis

atio

n is

est

ablis

hin

g it

s au

dit

pro

ced

ure

(s)

bu

t th

ey d

o n

ot

yet

cove

r

all t

he

app

rop

riat

e as

set-

rela

ted

acti

viti

es.

The

org

anis

atio

n c

an d

emo

nst

rate

th

at

its

aud

it p

roce

du

re(s

) co

ver

all t

he

app

rop

riat

e as

set-

rela

ted

act

ivit

ies

and

the

asso

ciat

ed r

epo

rtin

g o

f au

dit

res

ult

s.

Au

dit

s ar

e to

an

ap

pro

pri

ate

leve

l o

f

det

ail a

nd

co

nsi

sten

tly

man

aged

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Sco

reEv

ide

nce

—Su

mm

ary

Wh

yW

ho

Re

cord

/do

cum

en

ted

Info

rmat

ion

10

9C

orr

ecti

ve &

Pre

ven

tati

ve a

ctio

n

Ho

w d

oes

th

e o

rgan

isat

ion

inst

igat

e ap

pro

pri

ate

corr

ecti

ve

and

/or

pre

ven

tive

act

ion

s to

elim

inat

e o

r p

reve

nt

the

cau

ses

of

iden

tifi

ed p

oo

r p

erfo

rman

ce

and

no

n c

on

form

ance

?

2Th

e C

orr

ecti

ve a

nd

Pre

ven

tati

ve A

ctio

ns

Po

licy

was

ap

pro

ved

and

imp

lem

ente

d in

ea

rly

20

14

to

ad

dre

ss is

sues

of

no

n-

con

form

ance

an

d p

rom

ote

th

e p

ract

ice

of

con

tin

ual

imp

rove

men

t. W

ith

th

e in

vest

igat

ion

of

ever

y in

cid

ent,

eve

nt

and

nea

r-m

iss

occ

urr

ence

, co

rrec

tive

act

ion

s ar

e id

enti

fied

in

alm

ost

eve

ry in

stan

ce w

ith

few

exc

epti

on

s, a

nd

wh

ilst

in t

he

maj

ori

ty o

f in

stan

ces

the

imp

rove

men

ts a

re m

ino

r in

nat

ure

,

they

nev

erth

eles

s co

ntr

ibu

te a

nd

co

nfi

rm G

asN

et's

com

mit

men

t to

co

nti

nu

al im

pro

vem

ent.

Wit

h t

he

ease

of

acce

ss t

o s

enio

r m

anag

emen

t, e

mp

loye

es

are

enco

ura

ged

to

mak

e th

eir

man

ager

s aw

are

of

any

imp

rove

men

t

op

po

rtu

nit

ies,

wh

ich

in t

he

case

of

the

op

erat

ion

al f

ield

Tech

nic

ian

s ar

e o

ften

dis

cuss

ed in

th

e d

aily

mee

tin

g w

ith

thei

r su

per

viso

r.

Ha

vin

g in

vest

igat

ed a

sset

rel

ated

fai

lure

s, in

cid

ents

and

no

n-c

on

form

ance

s, a

nd

tak

en a

ctio

n t

o m

itig

ate

thei

r co

nse

qu

ence

s, a

n o

rgan

isat

ion

is r

equ

ired

to

imp

lem

ent

pre

ven

tati

ve a

nd

co

rrec

tive

act

ion

s to

add

ress

ro

ot

cau

ses.

Inc

iden

t an

d f

ailu

re i

nve

stig

atio

ns

are

on

ly u

sefu

l if

app

rop

riat

e ac

tio

ns

are

take

n a

s a

resu

lt t

o a

sses

s ch

ange

s to

a b

usi

nes

ses

risk

pro

file

and

en

sure

th

at a

pp

rop

riat

e ar

ran

gem

ents

are

in

pla

ce

sho

uld

a r

ecu

rren

ce o

f th

e in

cid

ent

hap

pen

. W

idel

y

use

d A

M s

tan

dar

ds

also

req

uir

e th

at n

eces

sary

ch

ange

s

aris

ing

fro

m p

reve

nti

ve o

r co

rrec

tive

act

ion

are

mad

e to

the

asse

t m

anag

emen

t sy

stem

.

The

man

agem

ent

tea

m r

esp

on

sib

le f

or

its

asse

t

man

agem

ent

pro

ced

ure

(s).

Th

e te

am

wit

h o

vera

ll

resp

on

sib

ility

fo

r th

e m

anag

emen

t o

f th

e as

sets

. A

ud

it

and

inci

den

t in

vest

igat

ion

tea

ms.

Sta

ff r

esp

on

sib

le f

or

pla

nn

ing

and

man

agin

g co

rrec

tive

an

d p

reve

nti

ve

acti

on

s.

An

alys

is r

eco

rds,

mee

tin

g n

ote

s an

d m

inu

tes,

mo

dif

icat

ion

rec

ord

s. A

sset

man

agem

ent

pla

n(s

),

inve

stig

atio

n r

epo

rts,

au

dit

rep

ort

s, im

pro

vem

ent

pro

gram

mes

an

d p

roje

cts.

Rec

ord

ed c

han

ges

to a

sset

man

agem

ent

pro

ced

ure

(s)

and

pro

cess

(es)

. C

on

dit

ion

and

per

form

ance

rev

iew

s. M

ain

ten

ance

rev

iew

s

11

3C

on

tin

ual

Imp

rove

men

t

Ho

w d

oes

th

e o

rgan

isat

ion

ach

ieve

co

nti

nu

al im

pro

vem

ent

in t

he

op

tim

al c

om

bin

atio

n o

f

cost

s, a

sset

rel

ated

ris

ks a

nd

th

e

per

form

ance

an

d c

on

dit

ion

of

asse

ts a

nd

ass

et s

yste

ms

acro

ss

the

wh

ole

lif

e cy

cle?

1Th

e ap

pro

val a

nd

imp

lem

enta

tio

n o

f th

e C

orr

ecti

ve a

nd

Pre

ven

tati

ve A

ctio

ns

Po

licy

has

pro

vid

ed t

he

cata

lyst

fo

r

form

alis

ing

the

exis

tin

g p

ract

ices

em

bed

ded

wit

hin

Gas

Net

's

syst

em a

nd

pro

cess

es. W

hils

t G

asN

et h

as h

isto

rica

lly

pro

mo

ted

an

d s

up

po

rted

th

e id

enti

fica

tio

n o

f im

pro

vem

ent

op

po

rtu

nit

ies

(m

ade

easi

er b

y ea

se o

f ac

cess

fo

r al

l

emp

loye

es

to t

hei

r Se

ctio

n M

anag

er a

nd

th

e G

ener

al

Man

ager

) th

ere

will

inev

itab

ly h

ave

bee

n o

pp

ort

un

itie

s

mis

sed

th

rou

gh t

he

abse

nce

of

form

al s

yste

ms

in p

lace

.

Wid

ely

use

d A

M s

tan

dar

ds

hav

e re

qu

irem

ents

to

esta

blis

h, i

mp

lem

ent

and

mai

nta

in

pro

cess

(es)

/pro

ced

ure

(s)

for

iden

tify

ing,

ass

essi

ng,

pri

ori

tisi

ng

and

imp

lem

enti

ng

acti

on

s to

ach

ieve

con

tin

ual

imp

rove

men

t. S

pec

ific

ally

th

ere

is a

req

uir

emen

t to

dem

on

stra

te c

on

tin

ual

imp

rove

men

t in

op

tim

isat

ion

of

cost

ris

k an

d p

erfo

rman

ce/c

on

dit

ion

of

asse

ts a

cro

ss t

he

life

cycl

e. T

his

qu

esti

on

exp

lore

s an

org

anis

atio

n's

cap

abili

ties

in t

his

are

a—

loo

kin

g fo

r

syst

emat

ic im

pro

vem

ent

mec

han

ism

s ra

ther

th

at

revi

ews

and

au

dit

(w

hic

h a

re s

epar

atel

y ex

amin

ed).

The

top

man

agem

ent

of

the

org

anis

atio

n.

The

man

ager

/tea

m r

esp

on

sib

le f

or

man

agin

g th

e

org

anis

atio

n's

ass

et m

anag

emen

t sy

stem

, in

clu

din

g it

s

con

tin

ual

imp

rove

men

t. M

anag

ers

resp

on

sib

le f

or

po

licy

dev

elo

pm

ent

and

imp

lem

enta

tio

n.

Rec

ord

s sh

ow

ing

syst

emat

ic e

xplo

rati

on

of

imp

rove

men

t. E

vid

ence

of

new

tec

hn

iqu

es b

ein

g

exp

lore

d a

nd

imp

lem

ente

d.

Ch

ange

s in

pro

ced

ure

(s)

and

pro

cess

(es)

ref

lect

ing

imp

rove

d u

se o

f o

pti

mis

atio

n

too

ls/t

ech

niq

ues

an

d a

vaila

ble

in

form

atio

n.

Evid

ence

of

wo

rkin

g p

arti

es a

nd

res

earc

h.

11

5C

on

tin

ual

Imp

rove

men

t

Ho

w d

oes

th

e o

rgan

isat

ion

see

k

and

acq

uir

e kn

ow

led

ge a

bo

ut

new

ass

et m

anag

emen

t re

late

d

tech

no

logy

an

d p

ract

ices

, an

d

eval

uat

e th

eir

po

ten

tial

ben

efit

to t

he

org

anis

atio

n?

2G

asN

et h

as a

his

tory

of

acti

ve p

arti

cip

atio

n w

ith

per

son

s an

d

org

anis

atio

ns

exte

rnal

to

its

ow

n o

per

atio

n a

nd

if it

iden

tifi

es

a ga

p in

kn

ow

led

ge o

r ca

pab

iliti

es w

ill s

eek

assi

stan

ce o

r

advi

ce.

Wh

ilst

Gas

Net

had

pre

vio

usl

y ad

op

ted

th

e

Inte

rnat

ion

al I

nfra

stru

ctu

re M

anag

emen

t M

anu

al (

IIM

M)

as

the

pri

mar

y gu

idan

ce i

n e

stab

lish

ing

its

asse

t m

anag

emen

t

pra

ctic

es, t

his

has

no

w c

han

ged

to

th

e P

ub

licly

Ava

ilab

le

Spec

ific

atio

n o

n A

sset

Man

agem

ent

(PA

S 5

5:2

00

8)

as

refe

rred

to

in it

s la

test

Ass

et M

anag

emen

t P

olic

y ap

pro

ved

and

imp

lem

ente

d o

n 2

4 J

un

e 2

01

4. I

t is

ho

wev

er n

ote

d t

hat

PA

S 5

5:2

00

8 is

no

w o

bso

lete

an

d h

as b

een

su

per

sed

ed b

y

ISO

55

00

1.

On

e im

po

rtan

t as

pec

t o

f co

nti

nu

al im

pro

vem

ent

is

wh

ere

an o

rgan

isat

ion

loo

ks b

eyo

nd

its

exis

tin

g

bo

un

dar

ies

and

kn

ow

led

ge b

ase

to lo

ok

at w

hat

'new

thin

gs a

re o

n t

he

mar

ket'

. Th

ese

new

th

ings

can

incl

ud

e eq

uip

men

t, p

roce

ss(e

s), t

oo

ls, e

tc.

An

org

anis

atio

n w

hic

h d

oes

th

is (

eg, b

y th

e P

AS

55

s 4

.6

stan

dar

ds)

will

be

able

to

dem

on

stra

te t

hat

it

con

tin

ual

ly s

eeks

to

exp

and

its

kno

wle

dge

of

all t

hin

gs

affe

ctin

g it

s as

set

man

agem

ent

app

roac

h a

nd

cap

abili

ties

. Th

e o

rgan

isat

ion

will

be

able

to

dem

on

stra

te t

hat

it id

enti

fies

an

y su

ch o

pp

ort

un

itie

s to

imp

rove

, ev

alu

ates

th

em f

or

suit

abili

ty t

o it

s o

wn

org

anis

atio

n a

nd

imp

lem

ents

th

em a

s ap

pro

pri

ate.

Th

is

qu

esti

on

exp

lore

s an

org

anis

atio

n's

ap

pro

ach

to

th

is

acti

vity

.

The

top

man

agem

ent

of

the

org

anis

atio

n.

The

man

ager

/tea

m r

esp

on

sib

le f

or

man

agin

g th

e

org

anis

atio

n's

ass

et m

anag

emen

t sy

stem

, in

clu

din

g it

s

con

tin

ual

imp

rove

men

t. P

eop

le w

ho

mo

nit

or

the

vari

ou

s it

ems

that

req

uir

e m

on

ito

rin

g fo

r 'c

han

ge'.

Peo

ple

th

at im

ple

men

t ch

ange

s to

th

e o

rgan

isat

ion

's

po

licy,

str

ateg

y, e

tc.

Peo

ple

wit

hin

an

org

anis

atio

n w

ith

resp

on

sib

ility

fo

r in

vest

igat

ing,

eva

luat

ing,

reco

mm

end

ing

and

imp

lem

enti

ng

new

to

ols

an

d

tech

niq

ues

, etc

.

Res

earc

h a

nd

dev

elo

pm

ent

pro

ject

s an

d r

eco

rds,

ben

chm

arki

ng

and

par

tici

pat

ion

kn

ow

led

ge e

xch

ange

pro

fess

ion

al f

oru

ms.

Evi

den

ce o

f co

rres

po

nd

ence

rela

tin

g to

kn

ow

led

ge a

cqu

isit

ion

. Ex

amp

les

of

chan

ge

imp

lem

enta

tio

n a

nd

eva

luat

ion

of

new

to

ols

, an

d

tech

niq

ues

lin

ked

to

ass

et m

anag

emen

t st

rate

gy

and

ob

ject

ives

.

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8

Gas

Ne

t Li

mit

ed




General Manager

Co

mp

an

y N

am

e

AM

P P

lan

nin

g P

erio

d

Ass

et M

an

ag

emen

t St

an

da

rd A

pp

lied

SCH

EDU

LE 1

3:

REP

OR

T O

N A

SSET

MA

NA

GEM

ENT

MA

TUR

ITY

(co

nt)

Qu

est

ion

No

.Fu

nct

ion

Qu

est

ion

Mat

uri

ty L

eve

l 0M

atu

rity

Le

vel 1

Mat

uri

ty L

eve

l 2M

atu

rity

Le

vel 3

Mat

uri

ty L

eve

l 4

10

9C

orr

ecti

ve &

Pre

ven

tati

ve a

ctio

n

Ho

w d

oes

th

e o

rgan

isat

ion

inst

igat

e ap

pro

pri

ate

corr

ecti

ve

and

/or

pre

ven

tive

act

ion

s to

elim

inat

e o

r p

reve

nt

the

cau

ses

of

iden

tifi

ed p

oo

r p

erfo

rman

ce

and

no

n c

on

form

ance

?

The

org

anis

atio

n d

oes

no

t re

cogn

ise

the

nee

d t

o h

ave

syst

emat

ic a

pp

roac

hes

to

inst

igat

ing

corr

ecti

ve o

r p

reve

nti

ve

acti

on

s.

The

org

anis

atio

n r

eco

gnis

es t

he

nee

d t

o

hav

e sy

stem

atic

ap

pro

ach

es t

o

inst

igat

ing

corr

ecti

ve o

r p

reve

nti

ve

acti

on

s. T

her

e is

ad

-ho

c im

ple

men

tati

on

for

corr

ecti

ve a

ctio

ns

to a

dd

ress

fai

lure

s

of

asse

ts b

ut

no

t th

e as

set

man

agem

ent

syst

em.

The

nee

d is

rec

ogn

ized

fo

r sy

stem

atic

inst

igat

ion

of

pre

ven

tive

an

d c

orr

ecti

ve

acti

on

s to

ad

dre

ss r

oo

t ca

use

s o

f n

on

com

plia

nce

or

inci

den

ts id

enti

fied

by

inve

stig

atio

ns,

co

mp

lian

ce e

valu

atio

n o

r

aud

it.

It is

on

ly p

arti

ally

or

inco

nsi

sten

tly

in p

lace

.

Mec

han

ism

s ar

e co

nsi

sten

tly

in p

lace

and

eff

ecti

ve f

or

the

syst

emat

ic

inst

igat

ion

of

pre

ven

tive

an

d c

orr

ecti

ve

acti

on

s to

ad

dre

ss r

oo

t ca

use

s o

f n

on

com

plia

nce

or

inci

den

ts id

enti

fied

by

inve

stig

atio

ns,

co

mp

lian

ce e

valu

atio

n o

r

aud

it.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

11

3C

on

tin

ual

Imp

rove

men

t

Ho

w d

oes

th

e o

rgan

isat

ion

ach

ieve

co

nti

nu

al im

pro

vem

ent

in t

he

op

tim

al c

om

bin

atio

n o

f

cost

s, a

sset

rel

ated

ris

ks a

nd

th

e

per

form

ance

an

d c

on

dit

ion

of

asse

ts a

nd

ass

et s

yste

ms

acro

ss

the

wh

ole

lif

e cy

cle?

The

org

anis

atio

n d

oes

no

t co

nsi

der

con

tin

ual

imp

rove

men

t o

f th

ese

fact

ors

to b

e a

req

uir

emen

t, o

r h

as n

ot

con

sid

ered

th

e is

sue.

A C

on

tin

ual

Im

pro

vem

ent

eth

os

is

reco

gnis

ed a

s b

enef

icia

l, h

ow

ever

it h

as

just

bee

n s

tart

ed, a

nd

or

cove

rs p

arti

ally

the

asse

t d

rive

rs.

Co

nti

nu

ou

s im

pro

vem

ent

pro

cess

(es)

are

set

ou

t an

d in

clu

de

con

sid

erat

ion

of

cost

risk

, per

form

ance

an

d c

on

dit

ion

fo

r

asse

ts m

anag

ed a

cro

ss t

he

wh

ole

lif

e

cycl

e b

ut

it is

no

t ye

t b

ein

g

syst

emat

ical

ly a

pp

lied

.

Ther

e is

evi

den

ce t

o s

ho

w t

hat

con

tin

uo

us

imp

rove

men

t p

roce

ss(e

s)

wh

ich

incl

ud

e co

nsi

der

atio

n o

f co

st r

isk,

per

form

ance

an

d c

on

dit

ion

fo

r as

sets

man

aged

acr

oss

th

e w

ho

le l

ife

cycl

e ar

e

bei

ng

syst

emat

ical

ly a

pp

lied

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

11

5C

on

tin

ual

Imp

rove

men

t

Ho

w d

oes

th

e o

rgan

isat

ion

see

k

and

acq

uir

e kn

ow

led

ge a

bo

ut

new

ass

et m

anag

emen

t re

late

d

tech

no

logy

an

d p

ract

ices

, an

d

eval

uat

e th

eir

po

ten

tial

ben

efit

to t

he

org

anis

atio

n?

The

org

anis

atio

n m

akes

no

att

emp

t to

see

k kn

ow

led

ge a

bo

ut

new

ass

et

man

agem

ent

rela

ted

tec

hn

olo

gy o

r

pra

ctic

es.

The

org

anis

atio

n is

inw

ard

loo

kin

g,

ho

wev

er it

rec

ogn

ises

th

at a

sset

man

agem

ent

is n

ot

sect

or

spec

ific

an

d

oth

er s

ecto

rs h

ave

dev

elo

ped

go

od

pra

ctic

e an

d n

ew id

eas

that

co

uld

ap

ply

.

Ad

-ho

c ap

pro

ach

.

The

org

anis

atio

n h

as in

itia

ted

ass

et

man

agem

ent

com

mu

nic

atio

n w

ith

in

sect

or

to s

har

e an

d, o

r id

enti

fy 'n

ew' t

o

sect

or

asse

t m

anag

emen

t p

ract

ices

an

d

see

ks t

o e

valu

ate

them

.

The

org

anis

atio

n a

ctiv

ely

enga

ges

inte

rnal

ly a

nd

ext

ern

ally

wit

h o

ther

ass

et

man

agem

ent

pra

ctit

ion

ers,

pro

fess

ion

al

bo

die

s an

d r

elev

ant

con

fere

nce

s.

Act

ivel

y in

vest

igat

es a

nd

eva

luat

es n

ew

pra

ctic

es a

nd

evo

lves

its

asse

t

man

agem

ent

acti

viti

es u

sin

g ap

pro

pri

ate

dev

elo

pm

ents

.

The

org

anis

atio

n's

pro

cess

(es)

su

rpas

s

the

stan

dar

d r

equ

ired

to

co

mp

ly w

ith

req

uir

emen

ts s

et o

ut

in a

rec

ogn

ised

stan

dar

d.

The

asse

sso

r is

ad

vise

d t

o n

ote

in

th

e

Evid

ence

sec

tio

n w

hy

this

is t

he

case

and

th

e ev

iden

ce s

een

.

Gas

Ne

t Li

mit

ed

1 J

uly

20

15

– 3

0 J

un

e 2

02

5

PA

S 5

5:2

00

8




General Manager

Appendix 3.2 – Schedule 14a: Mandatory Explanatory Notes on Forecast Information

Commentary on difference between nominal & constant price capital expenditure forecasts (Schedule 11a)

1. In the box below, comment on the difference between nominal and constant price capital expenditure for the disclosure year, as disclosed in Schedule 11a.

Box 1: Commentary on difference between nominal and constant price capital expenditure forecasts

The difference between nominal and constant price capital expenditure forecasts is due to forecast indexation being applied, based on the Change in CPI, 2 Index forecasts provided by the Commerce Commission in its Financial Model for the GPB DPP. As the Commissions data set only extended to December 2018 the remaining years were assumed to remain constant at 2%.

For Year Ended Change in CPI, 2 index

Jun-16 2.11%

Jun-17 2.00%

Jun-18 2.00%

Jun-19 2.00%

Jun-20 2.00%

Jun-21 2.00%

Jun-22 2.00%

Jun-23 2.00%

Jun-24 2.00%

Jun-25 2.00%

Commentary on difference between nominal & constant price operational expenditure forecasts (Schedule 11b)

2. In the box below, comment on the difference between nominal and constant price operational expenditure for the disclosure year, as disclosed in Schedule 11b.

Box 2: Commentary on difference between nominal and constant price operational expenditure forecasts

The difference between nominal and constant price operational expenditure forecasts is due to forecast indexation being applied, based on the Change in CPI, 2 Index forecasts provided by the Commerce Commission in its Financial Model for the GPB DPP. As the Commissions data set only extended to December 2018 the remaining years were assumed to remain constant at 2%.

For Year Ended Change in CPI, 2 index

Jun-16 2.11%

Jun-17 2.00%

Jun-18 2.00%

Jun-19 2.00%

Jun-20 2.00%

Jun-21 2.00%

Jun-22 2.00%

Jun-23 2.00%

Jun-24 2.00%

Jun-25 2.00%




General Manager

Appendix 3.3 – Schedule 15: Voluntary Explanatory Notes

1. This Schedule enable GDBs to provide, should they wish to:

1.1 additional explanatory comment to reports prepared in accordance with clauses 2.3.1, 2.4.21, 2.4.22, 2.5.1, and 2.6.5.

1.2 information on any substantial changes to information disclosed in relation to a prior disclosure year, as a result of final wash-ups.

2. Information in this Schedule is not part of the audited disclosure information, and so is not subject to the assurance requirements specified in section 2.8.

3. Provide additional explanatory comment in the box below.

Box 1: Voluntary explanatory comment on disclosed information

Schedule 11a Forecast Capital Expenditure

‘Cost of financing’, ‘Value of capital contributions’, ‘Value of vested assets’ and ‘Research and development’ are all assessed as nil.

Schedule 11b Forecast Operational Expenditure

‘Research and development’ expenditure is assessed as nil.

Schedule 12b: Forecast Utilisation

GasNet is unable to estimate physical capacity of systems in aggregate or that of an individual system due the complexity of the network modelling, lack of operational data and sites throughout each network and the absence of sophisticated modelling software to achieve robust reproducible results.

GasNet has reviewed how it could go about calculating current and thus future utilisation of each network as sought in the Report. GasNet has concluded that while some improved data capture instrumentation is now available on the Wanganui network, and with similar instrumentation to be added to other networks in coming financial years, there is both a lack of sufficient time series of data points and confirmation that all necessary sites are being sampled to enable any sensible estimates to be made at this time.

GasNet has purchased Synergi Gas network modelling software which when fully operational is expected to enable GasNet to provide the information necessary to populate this schedule.

This issue is also referred to under section 10.0 of this AMP.




General Manager

Appendix 4 – Schedule 17: Certification for Transitional Asset Management Plan

transitional asset management plan 2015-2025...2015/06/30 · gnz-012 transitional asset management...

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