The CEATI 2nd Annual Asset Management Conference will bring subject matter experts from around the world to provide insights on the corporate perspective of asset management. In electric utilities, the leadership, direction, and framework for the asset management system starts with the corporate strategy and involves all areas of the organization. In the various sessions of this conference, attendees will gain deeper understanding in the application of asset management in the electric utility context.
The CEATI Asset Management Conference is jointly sponsored by CEATI’s Asset Management in Generation Program (AMIG) and the Strategic Asset Management Program (SAMP). Presentations will cover asset management concepts across the areas of generation, transmission, and distribution while benefiting from information sharing across all parts of the electric utility industry.
The 2nd Annual Asset Management Conference is aimed at industry professionals and will provide an exceptional opportunity to network with consultants, manufacturers, and other representatives from electric utilities.
- Context of the Organization
- Performance Evaluation
This conference is an industry-open event, with registration open to:
- Current members of the SAMP & AMIG programs
- Electrical utility asset managers
- Utility chief operating officers or their support staff who would like to understand the value of approaching asset management from the corporate strategy and mission perspective
- Utility staff (e.g. Finance, IT, and Human Resources) who would like to understand the value in a broader, more holistic approach to asset management
- Developers of asset management related products
This event is organized in coordination with the following Utility Participants.
We are pleased to announce that the Call for Abstracts has been opened for the 2018 CEATI Asset Management Conference, and you are invited to submit your presentation ideas by April 9th, 2018, 4:00pm ET. Please note that the presentations will follow a utility case study format. Therefore, presentation abstracts from consultants, service providers, contractors, and manufacturers/vendors must be submitted in partnership with a utility in order to be considered. Presenters are asked to identify which topic the presentation will apply to, and which utility will be involved in the presentation. Please make sure to review the following topics and the presenter guidelines prior to submission.
Please direct any general questions about the conference to Program Coordinator Paul Smith at [email protected].
The overall theme of the conference is Asset Management: The Corporate Perspective.
The topics for presentation were identified by AMIG and SAMP members as their most important areas of interest for 2018. They are presented below grouped by the ISO 55000 elements of asset management. The actual conference tracks and order of presentation will be decided upon review of presentation abstracts.
TOPIC 1: Context of the Organization
- Roadmap to Asset Management Maturity
- Roadmap for the development of an Asset Management approach, including organizational asset management maturity with sign posts.
- Identification of potential obstacles to moving forward to the next level of asset management maturity.
- When Asset Management is put in place: How does utility life change? How is this best for the utility? What would the “Day in the Life” of a utility look like with well-implemented asset management?
- ISO 55000 certification
- What utilities hope to achieve by implementing an asset management program and/or ISO 55000 certification/compliance.
- Is certification worthwhile?
- How has certification changed your asset management program?
- Driving Strategic Asset Management from the Corporate Strategy and Mission
- Ensuring that it is the corporate strategy, mission, and vision that drive Strategic Asset Management.
- Implementing processes and procedures to ensure that these remain the drivers of Strategic Asset Management and that their role is understood by utility staff.
- What is an Asset in the electrical system?
- What is the definition of an asset on the system?
- How low of an asset level hierarchy do you apply in asset management?
- How does ISO 55000: Asset Management broaden the concept of a utility asset?
TOPIC 2: Leadership
- How to Engage the Executives in Asset Management
- How to realign the corporation to an asset management framework.
- How to get the executive on-side and get them to understand.
- Managing Asset Management up to the executive level.
- Building alliances across the organization.
- How to communicate risks with upper management.
- Development of the Asset Management Policy
- How the Asset Management Policy must relate to corporate policies and corporate strategy
- How the Asset Management Policy is linked with the policies of other management areas, like finance and HR.
- At what level is the Asset Management Policy issued?
- Asset Management Strategy
- How the corporate strategy drives the development of the Strategic Asset Management Strategy.
- Processes and mechanisms to ensure flow from the corporate level.
- Defining Roles and Responsibilities
- Organizing the business to support Asset Management.
- Defining of roles and responsibilities throughout the organization, not only within the traditional asset management areas but also the links across the organization with other functions such as procurement and regulatory affairs.
- From an HR perspective, what does the impact on the workforce look like?
- What job postings are different from before?
TOPIC 3: Planning
- How is risk identified, managed, and prioritized across the entire portfolio of assets?
- How are asset risk assessments performed, and how is appropriate asset investment determined?
- Providing the broader scope to asset risk, incorporating the full extent of corporate business risk.
- How are low-frequency and high-impact events included in risk assessment?
- How to sufficiently mitigate high-impact events that are hard to predict, and the types of event categories that are related to risk threshold.
- How to value the consequences of risk.
- How to measure the results of sub-optimal delivery.
- Risk based on the cost of unserved energy to create the value for outages.
- Monetization of risk.
- Addressing risk in asset management for systems with redundancy versus for those without redundancy.
- Development of the Strategic Asset Management Plan (SAMP)
- The flow from corporate strategy, which drives asset management strategy, which drives the Strategic Asset Management Plan.
- Developing the SAMP, including the format and what is included.
- Asset Lifecycle Plan / Asset Management Plan
- How many plans are created? For which assets?
- What do your asset management plans look like? What is included? How long did they take to create?
- Does the plan include maintenance, operations, and replacement?
- How are major regulatory requirements (e.g., Safety, Environmental, NERC) incorporated into the plans?
- Asset lifecycle approach
- How Asset Lifecycle is the foundation for asset management.
- Do you have standard whole life cost models to assist with investment decisions? How were they developed?
- Expanding the focus of asset lifecycle to include matters such as asset lifecycle impact on environment and microgrid evolution.
- Managing aging infrastructure. How do utilities address the tsunami of aging assets?
- Asset End-of-Life Assessment
- Extending issues considered in end-of-life assessments to reflect other aspects of end-of-life, such as financial and depreciation.
- Examining the cross-asset needs for end-of-life criteria as well as the general assessments required to confirm that these criteria are met.
- Asset measurement in the context of asset retirement.
TOPIC 4: Operation
- Monitoring and control
- Ensuring management knows what is going on and can exercise control within the context of operations.
- Processes to exercise control over the execution of asset management plans.
- Best practices that utilities can use to ensure they only fix what needs to be fixed and don’t replace everything.
- Best practice for ensuring that projects get done on-time and on-budget.
- Minimizing change orders and cost overruns associated with change orders.
- Asset Renewal for operational flexibility.
- The challenge of performing asset renewals, such as upgrading facilities, to allow for operational and maintenance flexibility.
- Bundling Work
- Identifying efficiencies by bundling projects.
- Expected reduced risk to the system because of all the work being done concurrently versus over multiple outages. Enterprise tools to track the various needs drivers, package them, and then schedule resources and resource loading.
- Co-ordination of the right people addressing the right issues at the right time.
- Bundling and how to get approval for overall project costs. Ensuring that whatever work is done will fit into the overall plan for the facility.
- Optimizing outage planning by considering all work on the assets (maintenance and capital).
TOPIC 5: Support
- Big Data, data quality, automation & integration
- Confronting the inundation of data
- Ensuring data quality with smart technology development and improved system automation and integration.
- Why utilities get into problematic situations with these developments and what strategies are available for approaching and managing Big Data issues.
- Considering the volume of data, how can this be disseminated to different groups (e.g Finance, HR and IT) for analysis?
- What is the common platform or enterprise approach to collect all the data?
- Utility and asset information management
- Asset information and how it should be managed.
- Who manages asset information? Is this the Asset Management group?
- Examining the broader asset information requirements beyond the technical information requirements such as linking and integrating with other functions, like HR and regulatory.
- Information technology
- The importance of an Enterprise approach to IT to create integrated IT systems to govern over all asset information.
- Integrating asset information with other corporate IT functions like finance and regulatory.
- What are the desired characteristics for the technology needed for information management, and how do these enhance asset management?
- Have you provided asset management training in your organization? To what level?
- Who provided the training? Was it successful?
TOPIC 6: Performance Evaluation
- Business KPIs and KPIs for Asset Management
- Do you have KPIs for the Asset Management system? What are they? How do you use them?
- Defining KPIs and other performance measurements first defined at the corporate level.
- Flowing these measures to asset-related areas of the utility, but maintaining the linkages of this cascade with how the corporate measures flow down in other management areas of the utility.
- Processes and procedures that integrate across the utility for KPIs and performance measures.
- Determining the objectives for performance measurements. KPIs: What are utilities measuring against and how are they measuring it?
- Performance-based Rates (PBR)/Scorecards – Regulators.
- Technology available to monitor performance.
- Successful indicators for the asset management system
- Measuring the performance of the Asset Management System.
- Determining the objectives for performance measurements.
- Tools available to help with the self-audit process.
- Determining the frequency and extent of audits of the asset management system.
- Audits of asset health against interventions.
- Performance evaluation in the regulatory context
- Regulations and regulatory constraints.
- Best practices for regulatory submission.
- Regulatory regime, strategies, and tactics within CAPEX & OPEX.
- Developing a useful regulatory scorecard.
- Collaborating with the regulator on performance evaluation.
- KPIs for Asset Performance
- What KPIs are you using for asset performance?
- Asset Condition
- How are you tracking and presenting asset condition?
TOPIC 7: Improvement
- Change Management Approach
- Managing changes within the utility environment.
- Change management and the corporate cultural change.
- Leadership and the change management approach.
- Continuous improvement
- Continuous improvement of asset management activities and the asset management system.
- Determination and application of improvements to how Asset Management is conducted.
- Assessment and application of corrections to asset plans and their execution integrated across the utility.
- Root Cause Analysis
- How is root cause analysis used to improve asset management plans?
- How advances in technology (e.g., Smart Grid and Condition Monitoring Systems) are impacting Asset Management.
- How new technology impacts the Asset Management System.
- How new technology affects corporate risk and risk mitigation.
- Anticipating implications of future advances in technology.
Renaissance Newport Beach Hotel
4500 MacArthur Boulevard
Newport Beach, California, 92660
Reserve by Phone: +1.949.476.2001 or Online.
Preferred Rate: $173 USD (plus applicable taxes).
To receive the preferred rate, please mention the special convention rate for the CEATI Asset Management Conference 2018. Preferred rate only available only until August 23, 2018 and subject to availability.
Unauthorized Housing Companies Contacting Exhibitors & Attendees. It has come to our attention that unauthorized housing companies have been contacting CEATI International exhibitors and attendees via email and phone and in general, misrepresenting themselves as an official housing vendor for CEATI International. Room registrations should be made directly with the hotel as described above.
We highly caution you from engaging unauthorized companies because if/when issues arise, CEATI International management does not have the ability to provide assistance in solving them.
Exhibition and sponsorship opportunities are available for the 2nd Annual CEATI Asset Management Conference. This event will bring manufacturers and service providers together with key decision-makers in the industry. The conference has been organized with the support of CEATI’s Strategic Asset Management (SAMP) and Asset Management in Generation (AMIG) Programs, representing major electrical utilities from across North America and beyond. The event will present an excellent opportunity for targeted networking and exposure to potential clients, including a networking reception with an open invitation to all exhibitors and attendees of the conference.
Breaks, Meals & Reception
All breaks and meals for the conference will take place in the Island Ballroom. This set-up provides a captive audience to showcase your company’s products and services, allowing for more face-to-face time with attendees at the events. PLEASE NOTE THAT SPACE IS LIMITED. For more information, please contact [email protected]
Each Exhibitor Registration Includes:
- Two Full Conference Registrations
- Breakfast, Lunch & Breaks
- Evening Reception
- Skirted Table & Two Chairs
- Discounted Additional Registrations
- Conference Proceedings Package
Sponsor Benefits Can Include:
- Recognition at Opening of Event Acknowledging Your Support
- Your Materials at the Main Registration Table
- Inclusion of Your Logo and Click-Through Link on Conference Website(s)
- Post-Event Exposure
- Sponsorship of Event Meals or Breaks
- Place Your Organization’s Stand-Up Banner in the Conference Room
Exhibitor & Sponsor Promotional Tool Kit
We wish to extend a warm thank you to those organizations participating as an exhibitor or sponsor at our 2018 Conference! If you have any questions or would like to inquire about additional marketing tools we could make available, please contact us at [email protected].
Download the event logos to add to your company’s print ads, blogs, e-newsletters, or website.
url to link: https://www.ceati.com/AM2018
Presentations should adhere to the Guidelines set forth by CEATI International.
Presentation Guidelines Include:
- Presentations must be submitted in Power Point format (PPT).
- Presentations will be distributed to attendees in secure electronic (PDF).
- Page numbers must be displayed in the lower right hand corner of each Power Point slide.
- Each Presenter will be allocated 25-30 minutes of presentation time, including 5-10 minutes for Q&A.
- Presenters may be asked to participate, as Panelists, in an Open Discussion concerning the session topic as well as their specific presentation.
- Please note that all participants, including presenters, are required to register to attend.
Subsequent to submission, presenters may continue to revise presentations but must submit their revised files on flash drive or via email at a minimum of one (1) day in advance of their scheduled presentation time.
Presentations must be submitted electronically to the attention of Paul Smith at [email protected]
When you participate in a CEATI event, be it as an attendee, exhibitor, presenter, speaker, moderator or in any other capacity whatsoever, you will be participating in an event where photography, as well as video and audio recording is likely to occur.
By participating in the CEATI event, you consent to photography, audio recording, video recording and its/their release, publication, exhibition, or reproduction to be used for news, web casts, promotional purposes, telecasts, advertising, inclusion on web sites, or for any other purpose(s) that CEATI deems fit to use. You release CEATI, its officers, directors, employees and consultants, and each and all persons involved from any liability connected with the taking, recording, digitizing, distribution, or publication of photographs, computer images, video and/or audio recordings.
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You have been fully informed of your consent, waiver of liability, and release before participating in the CEATI event.
Professional Development Hours for CEATI Conferences
Did you know that by attending a CEATI conference, you could be eligible to use your attendance towards Professional Development Hours? A Certificate of Attendance is available to all conference attendees – simply check with your local accreditation body for more details on how to apply it towards their requirements.
The Women In Power collaborative venture is a networking, mentorship, and peer-to-peer support group that spans across the entirety of the CEATI organization, including all our programs. It aims to promote engineering to women in the field and help females thrive in a male-dominated industry. In an effort to facilitate comradery and networking, this group is currently available to anyone involved in the CEATI programs or events at no added cost.
For more information about the Women In Power group, visit our website.
Please join us at our Women in Power Reception at CEATI’s 2018 Asset Management Conference!