EDB Information Disclosure Requirements Information Templates for Schedules 11a 13

Transcription

1 EDB Information Disclosure Requirements Information Templates for Schedules 11a 13 Disclosure Date 31 March 2015 Start Date (first day) 1 April 2015 Templates for Schedules 11a 13 (Asset Management Plan) Template Version 3.0. Prepared 13 December NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX CoverSheet

2 Table of Contents Schedule Description Asset Management Plan Schedule Templates 11a Report on Forecast Capital Expenditure 11b Report on Forecast Operational Expenditure 12a Report on Asset Condition 12b Report on Forecast Capacity 12c Report on Forecast Demand 12d Report on Forecast Interruptions and Duration 13 Report on Asset Management Maturity 2 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX TOC

3 Disclosure Template Guidelines for Information Entry These templates have been prepared for use by EDBs when making disclosures under subclauses 2.6.1(4), 2.6.1(5) and 2.6.5(5) of the Electricity Distribution Information Disclosure Determination Disclosures made under subclauses 2.6.1(4) and 2.6.1(5) must be made before the start of each disclosure year. Disclosures made under subclauses 2.6.5(5) must be made within 5 months after the start of the disclosure year. The information disclosed under 2.6.5(5) should be identical to that disclosed under 2.6.1(4) and 2.6.1(5). Under clause 2.6.3, EDBs can elect to complete and publicly disclose before the start of the disclosure year, an AMP update. EDBs can elect to complete and publicly disclose an AMP update instead of a full AMP in the following years: 31 March March 2015 If electing to complete an AMP update, EDBs can choose to not complete and disclose Schedule 13: Report on Asset Management Maturity Table. Schedule 13 sheet should be removed if not completed. If disclosing a Full AMP, EDBs must complete and disclose Schedule 13. and Dates To prepare the templates for disclosure, the supplier's company name should be entered in cell C8, the date of the first day of the 10 year planning period should be entered in cell C12, and the date on which the information is disclosed should be entered in cell C10 of the CoverSheet worksheet. The cell C12 entry (planning period start date) is used to calculate disclosure years in the column headings that show above some of the tables. It is also used to calculate the AMP planning period dates in the template title blocks (the title blocks are the light green shaded areas at the top of each template). The cell C8 entry (company name ) is used in the template title blocks. Dates should be entered in day/month/year order (Example "1 April 2013"). Data Entry Cells and Calculated Cells Data entered into this workbook may be entered only into the data entry cells. Data entry cells are the bordered, unshaded areas (white cells) in each template. Under no circumstances should data be entered into the workbook outside a data entry cell. In some cases, where the information for disclosure is able to be ascertained from disclosures elsewhere in the workbook, such information is disclosed in a calculated cell. Under no circumstances should the formulas in a calculated cell be overwritten. Validation Settings on Data Entry Cells To maintain a consistency of format and to guard against errors in data entry, some data entry cells test entries for validity and accept only a limited range of values. For example, entries may be limited to a list of category names or to values between 0% and 100%. Where this occurs, a validation message will appear when data is being entered. Conditional Formatting Settings on Data Entry Cells Schedule 12a columns G to K contains conditional formatting. The cells will change colour if the row totals do not add to 100%. Inserting Additional Rows The templates for schedules 11a, 12b and 12c may require additional rows to be inserted in tables marked 'include additional rows if needed'. Additional rows must not be inserted directly above the first row or below the last row of a table. This is to ensure that entries made in the new row are included in the totals. For schedule 12b the formula for column J (Utilisation of Installed Firm Capacity %) will need to be copied into the inserted row(s). Schedule 11a & 11b Schedule 11a requires Capital and Operational Expenditure to be expressed in both nominal and constant prices. The differences between the nominal and constant prices should reflect EDB expectations of the impact of changes in the costs of its labour, materials and other inputs (ie, inflationary pressures). Schedule 12b(ii) 3 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX Guidelines

4 The purpose of schedule 12b(ii) is to disclose transformer capacity as at the end of the current year. As the information may not be available in time for disclosures made under subclause 2.6.1(4), but available for disclosures made under 2.6.5(5), EDBs can choose not to disclose transformer capacity under schedule 12b(ii). EDBs who do not disclose transformer capacity under schedule 12b(ii) must disclose the information in schedule 9e(iii). Accordingly, the Excel template has been modified to allow the value "N/A" to be entered into these input cells. Schedule 12d Report Forecast Interruptions and Duration sub network disclosures If the supplier has sub networks, schedule 12d must be completed for the network and for each sub network. A copy of the schedule 12d worksheet must be made for each sub network. Schedule 13 Report on Asset Management Maturity The name of the standard applied (eg, 'PAS55') must be entered in cell K4. 4 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX Guidelines

5 SCHEDULE 11a: REPORT ON FORECAST CAPITAL EXPENDITURE sch ref This schedule requires a breakdown of forecast expenditure on assets for the current disclosure year and a 10 year planning period. The forecasts should be consistent with the supporting information set out in the AMP. The forecast is to be expressed in both constant price and nominal dollar terms. Also required is a forecast of the value of commissioned assets (i.e., the value of RAB additions) EDBs must provide explanatory comment on the difference between constant price and nominal dollar forecasts of expenditure on assets in Schedule 14a (Mandatory Explanatory Notes). This information is not part of audited disclosure information. 7 Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 CY+10 8 for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar a(i): Expenditure on Assets Forecast $000 (in nominal dollars) 10 Consumer connection System growth 9,553 3,697 4,889 8,234 10,550 10,821 3,464 2, ,605 1, Asset replacement and renewal 1,574 1,921 2,188 1,063 1,085 1,161 1,132 1,156 1,320 1,206 1, Asset relocations 2,024 2, Reliability, safety and environment: 15 Quality of supply Legislative and regulatory Other reliability, safety and environment Total reliability, safety and environment 920 1, Expenditure on network assets 15,035 9,873 8,559 10,481 12,837 12,844 5,643 4,953 2,987 5,819 3, Non network assets Expenditure on assets 15,559 9,873 8,559 10,481 12,837 12,844 5,643 4,953 2,987 5,819 3, plus Cost of financing 24 less Value of capital contributions plus Value of vested assets Capital expenditure forecast 15,182 9,506 8,354 10,291 12,617 12,652 5,536 4,871 2,912 5,751 3, Value of commissioned assets 14,490 10,302 8,857 6,931 4,833 12,967 17,673 4,857 2,719 5,315 9, Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 CY+10 for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar $000 (in constant prices) 33 Consumer connection System growth 9,553 3,697 4,787 7,894 9,904 9,946 3,118 2, ,046 1, Asset replacement and renewal 1,574 1,921 2,142 1,019 1,019 1,067 1,019 1,019 1,139 1,019 1, Asset relocations 2,024 2, Reliability, safety and environment: 38 Quality of supply Legislative and regulatory Other reliability, safety and environment Total reliability, safety and environment 920 1, Expenditure on network assets 15,035 9,873 8,380 10,047 12,051 11,805 5,079 4,365 2,577 4,917 2, Non network assets Expenditure on assets 15,559 10,348 8,765 10,432 12,436 12,190 5,079 4,365 2,577 4,917 2, Subcomponents of expenditure on assets (where known) 47 Energy efficiency and demand side, reduction of energy losses 48 Overhead to underground conversion 2,024 1,440 1,300 1,300 1, , , , Research and development 5 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11a.Capex Forecast

6 SCHEDULE 11a: REPORT ON FORECAST CAPITAL EXPENDITURE sch ref This schedule requires a breakdown of forecast expenditure on assets for the current disclosure year and a 10 year planning period. The forecasts should be consistent with the supporting information set out in the AMP. The forecast is to be expressed in both constant price and nominal dollar terms. Also required is a forecast of the value of commissioned assets (i.e., the value of RAB additions) EDBs must provide explanatory comment on the difference between constant price and nominal dollar forecasts of expenditure on assets in Schedule 14a (Mandatory Explanatory Notes). This information is not part of audited disclosure information. 57 Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 CY for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar Difference between nominal and constant price forecasts $ Consumer connection System growth Asset replacement and renewal Asset relocations Reliability, safety and environment: 65 Quality of supply Legislative and regulatory 67 Other reliability, safety and environment 6 68 Total reliability, safety and environment Expenditure on network assets , Non network assets (475) (385) (385) (385) (385) 71 Expenditure on assets (475) (206) Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 for year ended 31 Mar Mar Mar Mar Mar Mar a(ii): Consumer Connection 75 Consumer types defined by EDB* $000 (in constant prices) 76 Consumers 20kVA and less Consumers greater than 20kVA *include additional rows if needed 82 Consumer connection expenditure less Capital contributions funding consumer connection Consumer connection less capital contributions a(iii): System Growth 86 Subtransmission 8, ,800 1, Zone substations ,040 7,200 7, Distribution and LV lines 2,060 1, ,320 1, Distribution and LV cables 56 1, Distribution substations and transformers Distribution switchgear Other network assets System growth expenditure 9,553 3,697 4,787 7,894 9,904 9, less Capital contributions funding system growth System growth less capital contributions 9,432 3,650 4,726 7,794 9,779 9,820 6 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11a.Capex Forecast

7 SCHEDULE 11a: REPORT ON FORECAST CAPITAL EXPENDITURE sch ref This schedule requires a breakdown of forecast expenditure on assets for the current disclosure year and a 10 year planning period. The forecasts should be consistent with the supporting information set out in the AMP. The forecast is to be expressed in both constant price and nominal dollar terms. Also required is a forecast of the value of commissioned assets (i.e., the value of RAB additions) EDBs must provide explanatory comment on the difference between constant price and nominal dollar forecasts of expenditure on assets in Schedule 14a (Mandatory Explanatory Notes). This information is not part of audited disclosure information. 103 Current Year CY CY+1 CY+2 CY+3 CY+4 CY for year ended 31 Mar Mar Mar Mar Mar Mar a(iv): Asset Replacement and Renewal $000 (in constant prices) 106 Subtransmission Zone substations Distribution and LV lines Distribution and LV cables 26 1, Distribution substations and transformers Distribution switchgear Other network assets Asset replacement and renewal expenditure 1,574 1,921 2,142 1,019 1,019 1, less Capital contributions funding asset replacement and renewal Asset replacement and renewal less capital contributions 1,496 1,826 2, , a(v):Asset Relocations 117 Project or programme* 118 New Switchroom and Switchboard Hope Substation 529 1, Underground Conversions 1,495 1, *include additional rows if needed 124 All other asset relocations projects or programmes 125 Asset relocations expenditure 2,024 2, less Capital contributions funding asset relocations Asset relocations less capital contributions 1,830 2, a(vi):Quality of Supply 130 Project or programme* kV Line Extension Eves Valley to Pea Viner Corner *include additional rows if needed 137 All other quality of supply projects or programmes Quality of supply expenditure less Capital contributions funding quality of supply 140 Quality of supply less capital contributions a(vii): Legislative and Regulatory 143 Project or programme* *include additional rows if needed 150 All other legislative and regulatory projects or programmes Legislative and regulatory expenditure less Capital contributions funding legislative and regulatory 153 Legislative and regulatory less capital contributions NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11a.Capex Forecast

8 SCHEDULE 11a: REPORT ON FORECAST CAPITAL EXPENDITURE sch ref This schedule requires a breakdown of forecast expenditure on assets for the current disclosure year and a 10 year planning period. The forecasts should be consistent with the supporting information set out in the AMP. The forecast is to be expressed in both constant price and nominal dollar terms. Also required is a forecast of the value of commissioned assets (i.e., the value of RAB additions) EDBs must provide explanatory comment on the difference between constant price and nominal dollar forecasts of expenditure on assets in Schedule 14a (Mandatory Explanatory Notes). This information is not part of audited disclosure information Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 for year ended 31 Mar Mar Mar Mar Mar Mar a(viii): Other Reliability, Safety and Environment 164 Project or programme* $000 (in constant prices) 165 Protection Relay Upgrades for Arc Flash Detection Transformer Bunding *include additional rows if needed 171 All other reliability, safety and environment projects or programmes Other reliability, safety and environment expenditure less Capital contributions funding other reliability, safety and environment 174 Other reliability, safety and environment less capital contributions a(ix): Non Network Assets 179 Routine expenditure 180 Project or programme* 181 Computer & IT *include additional rows if needed 187 All other routine expenditure projects or programmes Routine expenditure Atypical expenditure 190 Project or programme* *include additional rows if needed 197 All other atypical projects or programmes 198 Atypical expenditure Non network assets expenditure NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11a.Capex Forecast

9 SCHEDULE 11b: REPORT ON FORECAST OPERATIONAL EXPENDITURE Network Tasman L 1 April Marc This schedule requires a breakdown of forecast operational expenditure for the disclosure year and a 10 year planning period. The forecasts should be consistent with the supporting information set out in the AMP. The forecast is to be expressed in both constant price and nominal dollar terms EDBs must provide explanatory comment on the difference between constant price and nominal dollar operational expenditure forecasts in Schedule 14a (Mandatory Explanatory Notes). This information is not part of audited disclosure information. sch ref 7 Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 8 for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar 24 9 Operational Expenditure Forecast $000 (in nominal dollars) 10 Service interruptions and emergencies Vegetation ,012 1,048 1, Routine and corrective maintenance and inspection 1,289 2,022 2,092 2,165 2,240 2,318 2,399 2,483 2,569 2, Asset replacement and renewal 1,959 1,850 1,914 1,981 2,050 2,122 2,196 2,272 2,351 2, Network Opex 4,857 5,452 5,642 5,839 6,041 6,252 6,470 6,696 6,929 7, System operations and network support 2,225 2,416 2,481 2,548 2,616 2,687 2,759 2,833 2,910 2, Business support 2,524 2,593 2,656 2,722 2,789 2,857 2,928 3,000 3,073 3, Non network opex 4,749 5,009 5,137 5,270 5,405 5,544 5,687 5,833 5,983 6, Operational expenditure 9,606 10,461 10,779 11,109 11,446 11,796 12,157 12,529 12,912 13, Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 20 for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar $000 (in constant prices) 22 Service interruptions and emergencies Vegetation Routine and corrective maintenance and inspection 1,289 2,022 2,042 2,062 2,083 2,104 2,125 2,146 2,167 2, Asset replacement and renewal 1,959 1,850 1,869 1,887 1,906 1,925 1,944 1,964 1,983 2, Network Opex 4,857 5,452 5,507 5,561 5,617 5,674 5,730 5,788 5,845 5, System operations and network support 2,225 2,416 2,422 2,427 2,433 2,438 2,443 2,449 2,455 2, Business support 2,524 2,593 2,593 2,593 2,593 2,593 2,593 2,593 2,593 2, Non network opex 4,749 5,009 5,015 5,020 5,026 5,031 5,036 5,042 5,048 5, Operational expenditure 9,606 10,461 10,522 10,581 10,643 10,705 10,766 10,830 10,893 10, Subcomponents of operational expenditure (where known) Energy efficiency and demand side, reduction of energy losses 34 Direct billing* 35 Research and Development 36 Insurance * Direct billing expenditure by suppliers that direct bill the majority of their consumers Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 CY+6 CY+7 CY+8 CY+9 40 for year ended 31 Mar Mar Mar Mar Mar Mar Mar Mar Mar Mar Difference between nominal and real forecasts $ Service interruptions and emergencies Vegetation Routine and corrective maintenance and inspection Asset replacement and renewal Network Opex ,084 1, System operations and network support Business support Non network opex , Operational expenditure ,091 1,391 1,699 2,019 2,352 9 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11b.Opex Forecast

10 Ltd ch 2025 s CY Mar 25 1,029 1,122 2,752 2,518 7,421 3,069 3,226 6,295 13,716 CY Mar ,211 2,023 5,962 2,466 2,593 5,059 11, CY Mar , ,236 2, NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S11b.Opex Forecast

11 SCHEDULE 12a: REPORT ON ASSET CONDITION This schedule requires a breakdown of asset condition by asset class as at the start of the forecast year. The data accuracy assessment relates to the percentage values disclosed in the asset condition columns. Also required is a forecast of the percentage of units to be replaced in the next 5 years. All information should be consistent with the information provided in the AMP and the expenditure on assets forecast in Schedule 11a. All units relating to cable and line assets, that are expressed in km, refer to circuit lengths. sch ref 7 8 Asset condition at start of planning period (percentage of units by grade) % of asset forecast to be replaced in next 5 years Voltage Asset category Asset class Units Grade 1 Grade 2 Grade 3 Grade 4 Grade unknown Data accuracy (1 4) 9 10 All Overhead Line Concrete poles / steel structure No. 3.00% 27.00% 70.00% % 11 All Overhead Line Wood poles No % 50.00% 4 12 All Overhead Line Other pole types No % 50.00% % 13 HV Subtransmission Line Subtransmission OH up to 66kV conductor km 25.00% 75.00% 4 14 HV Subtransmission Line Subtransmission OH 110kV+ conductor km N/A N/A N/A N/A N/A N/A N/A 15 HV Subtransmission Cable Subtransmission UG up to 66kV (XLPE) km % 4 16 HV Subtransmission Cable Subtransmission UG up to 66kV (Oil pressurised) km N/A N/A N/A N/A N/A N/A N/A 17 HV Subtransmission Cable Subtransmission UG up to 66kV (Gas pressurised) km N/A N/A N/A N/A N/A N/A N/A 18 HV Subtransmission Cable Subtransmission UG up to 66kV (PILC) km % 4 19 HV Subtransmission Cable Subtransmission UG 110kV+ (XLPE) km N/A N/A N/A N/A N/A N/A N/A 20 HV Subtransmission Cable Subtransmission UG 110kV+ (Oil pressurised) km N/A N/A N/A N/A N/A N/A N/A 21 HV Subtransmission Cable Subtransmission UG 110kV+ (Gas Pressurised) km N/A N/A N/A N/A N/A N/A N/A 22 HV Subtransmission Cable Subtransmission UG 110kV+ (PILC) km N/A N/A N/A N/A N/A N/A N/A 23 HV Subtransmission Cable Subtransmission submarine cable km N/A N/A N/A N/A N/A N/A N/A 24 HV Zone substation Buildings Zone substations up to 66kV No. 9.00% 91.00% % 25 HV Zone substation Buildings Zone substations 110kV+ No. N/A N/A N/A N/A N/A N/A N/A 26 HV Zone substation switchgear 22/33kV CB (Indoor) No % 4 27 HV Zone substation switchgear 22/33kV CB (Outdoor) No % 4 28 HV Zone substation switchgear 33kV Switch (Ground Mounted) No. N/A N/A N/A N/A N/A N/A N/A 29 HV Zone substation switchgear 33kV Switch (Pole Mounted) No % 4 30 HV Zone substation switchgear 33kV RMU No. N/A N/A N/A N/A N/A N/A N/A 31 HV Zone substation switchgear 50/66/110kV CB (Indoor) No. N/A N/A N/A N/A N/A N/A N/A 32 HV Zone substation switchgear 50/66/110kV CB (Outdoor) No % 12.00% 4 33 HV Zone substation switchgear 3.3/6.6/11/22kV CB (ground mounted) No. 8.00% 92.00% % 34 HV Zone substation switchgear 3.3/6.6/11/22kV CB (pole mounted) No % 4 11 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12a.Asset Condition

12 SCHEDULE 12a: REPORT ON ASSET CONDITION This schedule requires a breakdown of asset condition by asset class as at the start of the forecast year. The data accuracy assessment relates to the percentage values disclosed in the asset condition columns. Also required is a forecast of the percentage of units to be replaced in the next 5 years. All information should be consistent with the information provided in the AMP and the expenditure on assets forecast in Schedule 11a. All units relating to cable and line assets, that are expressed in km, refer to circuit lengths. sch ref 42 Asset condition at start of planning period (percentage of units by grade) 43 % of asset forecast to be Data accuracy Voltage Asset category Asset class Units Grade 1 Grade 2 Grade 3 Grade 4 Grade unknown replaced in next (1 4) 5 years HV Zone Substation Transformer Zone Substation Transformers No % 30.00% 4 46 HV Distribution Line Distribution OH Open Wire Conductor km 2.00% 20.00% 78.00% % 47 HV Distribution Line Distribution OH Aerial Cable Conductor km N/A N/A N/A N/A N/A N/A N/A 48 HV Distribution Line SWER conductor km N/A N/A N/A N/A N/A N/A N/A 49 HV Distribution Cable Distribution UG XLPE or PVC km % 2 50 HV Distribution Cable Distribution UG PILC km 3.00% 12.00% 85.00% % 51 HV Distribution Cable Distribution Submarine Cable km 50.00% 50.00% 2 52 HV Distribution switchgear 3.3/6.6/11/22kV CB (pole mounted) reclosers and sectionalisers No. 1.00% 15.00% 84.00% % 53 HV Distribution switchgear 3.3/6.6/11/22kV CB (Indoor) No. N/A N/A N/A N/A N/A N/A N/A 54 HV Distribution switchgear 3.3/6.6/11/22kV Switches and fuses (pole mounted) No % 35.00% 55.00% % 55 HV Distribution switchgear 3.3/6.6/11/22kV Switch (ground mounted) except RMU No % 90.00% % 56 HV Distribution switchgear 3.3/6.6/11/22kV RMU No % 50.00% 3 57 HV Distribution Transformer Pole Mounted Transformer No. 3.00% 34.00% 63.00% % 58 HV Distribution Transformer Ground Mounted Transformer No % 83.00% 4 59 HV Distribution Transformer Voltage regulators No % 50.00% 3 60 HV Distribution Substations Ground Mounted Substation Housing No % 4 61 LV LV Line LV OH Conductor km 50.00% 50.00% % 62 LV LV Cable LV UG Cable km 90.00% 10.00% 2 63 LV LV Streetlighting LV OH/UG Streetlight circuit km N/A N/A N/A N/A N/A N/A N/A 64 LV Connections OH/UG consumer service connections No % 40.00% 50.00% % 65 All Protection Protection relays (electromechanical, solid state and numeric) No % 90.00% % 66 All SCADA and communications SCADA and communications equipment operating as a single system Lot % 4 67 All Capacitor Banks Capacitors including controls No % 4 68 All Load Control Centralised plant Lot % 4 69 All Load Control Relays No. N/A N/A N/A N/A N/A N/A N/A 70 All Civils Cable Tunnels km N/A N/A N/A N/A N/A N/A N/A 12 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12a.Asset Condition

13 SCHEDULE 12b: REPORT ON FORECAST CAPACITY This schedule requires a breakdown of current and forecast capacity and utilisation for each zone substation and current distribution transformer capacity. The data provided should be consistent with the information provided in the AMP. Information provided in this table should relate to the operation of the network in its normal steady state configuration. sch ref 7 12b(i): System Growth Zone Substations Utilisation of Utilisation of Installed Firm Security of Supply Installed Firm Installed Firm Installed Firm Installed Firm Capacity 8 Current Peak Load Capacity Classification Transfer Capacity Capacity Capacity +5 years Capacity + 5yrs Constraint +5 years Existing Zone Substations (MVA) (MVA) (type) (MVA) % (MVA) % (cause) 9 Founders 7 15 N % 15 52% No constraint within +5 years 10 Annesbrook N % 23 90% No constraint within +5 years 11 Songer St N % 23 91% No constraint within +5 years 12 Richmond N % 23 83% No constraint within +5 years 13 Hope 8 10 N % 10 98% No constraint within +5 years 14 Mapua 5 10 N 4 49% 10 55% Subtransmission circuit Subtransmission circuit has N security only 15 Brightwater 7 15 N % 15 59% No constraint within +5 years 16 Eves Valley 4 5 N % 5 76% No constraint within +5 years 17 Takaka 6 8 N 71% 8 80% Subtransmission circuit Subtransmission circuit has N security only 18 Swamp Road 2 3 N 1 77% 3 93% Subtransmission circuit Subtransmission circuit has N security only 19 Lower Queen St N 77% 30 77% Subtransmission circuit Industrial customer only wishes for N security for subtransmission 20 Motueka N % 20 80% Transformer New Zone substation to be developed which will offload existing. 21 [Zone Substation_13] [Select one] 22 [Zone Substation_14] [Select one] 23 [Zone Substation_15] [Select one] 24 [Zone Substation_16] [Select one] 25 [Zone Substation_17] [Select one] 26 [Zone Substation_18] [Select one] 27 [Zone Substation_19] [Select one] 28 [Zone Substation_20] [Select one] 29 ¹ Extend forecast capacity table as necessary to disclose all capacity by each zone substation 30 12b(ii): Transformer Capacity 31 (MVA) 32 Distribution transformer capacity (EDB owned) Distribution transformer capacity (Non EDB owned) Total distribution transformer capacity Zone substation transformer capacity 329 Explanation 13 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12b.Capacity Forecast

14 SCHEDULE 12C: REPORT ON FORECAST NETWORK DEMAND Network Tasman L 1 April Marc This schedule requires a forecast of new connections (by consumer type), peak demand and energy volumes for the disclosure year and a 5 year planning period. The forecasts should be consistent with the supporting information set out as the assumptions used in developing the expenditure forecasts in Schedule 11a and Schedule 11b and the capacity and utilisation forecasts in Schedule 12b. sch ref 7 12c(i): Consumer Connections 8 Number of ICPs connected in year by consumer type Number of connections 9 Current Year CY CY+1 CY+2 CY+3 CY+4 10 for year ended 31 Mar Mar Mar Mar Mar Consumer types defined by EDB* 12 Group Group 1 35,240 35,671 36,105 36,540 36, Group 2 2,707 2,721 2,735 2,748 2, Group Group Connections total 38,303 38,750 39,200 39,650 40, *include additional rows if needed 19 Distributed generation 20 Number of connections Installed connection capacity of distributed generation (MVA) c(ii) System Demand 23 Current Year CY CY+1 CY+2 CY+3 CY+4 24 Maximum coincident system demand (MW) for year ended 31 Mar Mar Mar Mar Mar GXP demand plus Distributed generation output at HV and above Maximum coincident system demand less Net transfers to (from) other EDBs at HV and above Demand on system for supply to consumers' connection points Electricity volumes carried (GWh) 31 Electricity supplied from GXPs less Electricity exports to GXPs plus Electricity supplied from distributed generation less Net electricity supplied to (from) other EDBs Electricity entering system for supply to ICPs less Total energy delivered to ICPs Losses Load factor 61% 60% 60% 59% 59% 40 Loss ratio 5.6% 5.5% 5.6% 5.6% 5.5% 14 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12c.Demand Forecast

15 Ltd ch 2025 in the AMP as well CY+5 31 Mar ,408 2, , CY+5 31 Mar % 5.6% 15 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12c.Demand Forecast

16 SCHEDULE 12d: REPORT FORECAST INTERRUPTIONS AND DURATION Network / Sub network Name This schedule requires a forecast of SAIFI and SAIDI for disclosure and a 5 year planning period. The forecasts should be consistent with the supporting information set out in the AMP as well as the assumed impact of planned and unplanned SAIFI and SAIDI on the expenditures forecast provided in Schedule 11a and Schedule 11b. sch ref 8 Current Year CY CY+1 CY+2 CY+3 CY+4 CY+5 9 for year ended 31 Mar Mar Mar Mar Mar Mar SAIDI 11 Class B (planned interruptions on the network) Class C (unplanned interruptions on the network) SAIFI 14 Class B (planned interruptions on the network) Class C (unplanned interruptions on the network) NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S12d.Reliability Forecast

17 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY This schedule requires information on the EDB S self assessment of the maturity of its asset practices. Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 3 Asset To what extent has an asset The AM Policy is discussed in the AMP, Widely used AM practice standards require an Top. The team that has policy been maintenance policies are in place with overall responsibility for asset. lead contractor (Delta). policy documented, authorised and communicated? 3 The 2012 AMP has been inspected, and it is confirmed that Section 1.2 clearly refers to the SCI, Vision and Mission and sets out the Business Objectives and the Asset Drivers. The SCI has been inspected, and it is confirmed that the Vision and Mission are clearly set out and that the Business Objectives and the Asset Drivers are aligned to the Vision and Mission. organisation to document, authorise and communicate its asset policy (eg, as required in PAS 55 para 4.2 i). A key pre requisite of any robust policy is that the organisation's top must be seen to endorse and fully support it. Also vital to the effective implementation of the policy, is to tell the appropriate people of its content and their obligations under it. Where an organisation outsources some of its asset related activities, then these people and their organisations must equally be made aware of the policy's content. Also, there may be other stakeholders, such as regulatory authorities and shareholders who should be made aware of it. The organisation's asset policy, its organisational strategic plan, documents indicating how the asset policy was based upon the needs of the organisation and evidence of communication. 10 Asset strategy 11 Asset strategy What has the organisation done to ensure that its asset strategy is consistent with other appropriate organisational policies and strategies, and the needs of stakeholders? In what way does the organisation's asset strategy take account of the lifecycle of the assets, asset types and asset systems over which the organisation has stewardship? 3 The SCI and AMP have been There are feedback mechansisms from In setting an organisation's asset strategy, Top. The organisation's strategic planningthe organisation's asset strategy inspected to confirm that the the Trust, which approves the SCI it is important that it is consistent with any other team. The team that has overall document and other related organisational policies and Asset Drivers and Business policies and strategies that the organisation has and hasresponsibility for asset. strategies. Other than the organisation's strategic plan, which in turn reflects the AM price and reliability targets. The AMP sets out the Objectives are aligned to the SCI taken into account the requirements of relevant these could include those relating to health and safety, identification of stakeholders, which targets, Vision and Mission. The was confirmed by inspecting the 2014 stakeholders. This question examines to what extent environmental, etc. Results of stakeholder Business Case for the new cable AMP. to the Bell's Island Sewage Works was inspected, and the template requires the Strategic Fit of the proposed works to be confirmed, along with the Benefits and Risks. The Board Paper for the proposed new 33kV cable to Founders was inspected, and alignment of project objectives to AM the asset strategy is consistent with other organisational policies and strategies (eg, as required by PAS 55 para b) and has taken account of stakeholder requirements as required by PAS 55 para c). Generally, this will take into account the same polices, strategies and stakeholder requirements as covered in drafting the asset policy but at a greater level of detail. consultation. 3 Asset survey database, demonstrates how individual inspection items are used to prioritise work, and how aggregated data is used to identify patterns and trends. The network is disaggregated by asset type (verified by inspecting the 2014 AMP), and the lifecycle fo each asset type is considered. There is a comprehensive fault process that identifies trends and patterns of component failures. This is fed back into the condition replacement program. Good asset stewardship is the hallmark of an organisation compliant with widely used AM standards. A key component of this is the need to take account of the lifecycle of the assets, asset types and asset systems. (For example, this requirement is recognised in d) of PAS 55). This question explores what an organisation has done to take lifecycle into account in its asset strategy. Top. People in the organisation with expert knowledge of the assets, asset types, asset systems and their associated life cycles. The team that has overall responsibility for asset. Those responsible for developing and adopting methods and processes used in asset The organisation's documented asset strategy and supporting working documents. 26 Asset plan(s) establish and document its asset plan(s) across the life cycle activities of its assets and asset systems? 3 Inspection of the AMP indicates Performance requirements for that asset condition is a individual assets and components are cascaded from the target SAIDI. A significant driver of documented feeder reliability analysis is performed lifecycle activities. A wide range every year and the SAIDI from each of NTL policies have been fault is determined, and the overall inspected to confirm that SAIDI for each feeder is determined. lifecycle activities are This is reported to the Board and used comprehensively documented, to set future SAIDI targets. and that public and worker safety are considered. The asset strategy need to be translated into practical plan(s) so that all parties know how the objectives will be achieved. The development of plan(s) will need to identify the specific tasks and activities required to optimize costs, risks and performance of the assets and/or asset system(s), when they are to be carried out and the resources required. The team with overall responsibility for the asset system. Operations, maintenance and engineering managers. The organisation's asset plan(s). 17 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

18 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 3 Asset To what extent has an asset The organisation does not have a The organisation has an asset The organisation has an asset The asset policy is policy been documented asset policy. policy, but it has not been policy, which has been authorised by top, is policy documented, authorised and communicated? authorised by top, or it is authorised by top, but it not influencing the of the assets. widely and effectively communicated to all relevant employees and stakeholders, has had limited circulation. It may be in use to influence development of strategy and planning but its effect is limited. and used to make these persons aware of their asset related obligations. 10 Asset strategy What has the organisation done to ensure that its asset strategy is consistent with other appropriate organisational policies and strategies, and the needs of stakeholders? The organisation has not considered the need to ensure that its asset strategy is appropriately aligned with the organisation's other organisational policies and strategies or with stakeholder requirements. OR The organisation does not have an asset strategy. The need to align the asset Some of the linkages between the longterm asset strategy and strategy with other organisational policies and strategies as well as other organisational policies, strategies stakeholder requirements is understood and stakeholder requirements are and work has started to identify the defined but the work is fairly well linkages or to incorporate them in the advanced but still incomplete. drafting of asset strategy. All linkages are in place and evidence is available to demonstrate that, where appropriate, the organisation's asset strategy is consistent with its other organisational policies and strategies. The organisation has also identified and considered the requirements of relevant stakeholders. 11 Asset strategy In what way does the organisation's asset strategy take account of the lifecycle of the assets, asset types and asset systems over which the organisation has stewardship? The organisation has not considered the need to ensure that its asset strategy is produced with due regard to the lifecycle of the assets, asset types or asset systems that it manages. OR The organisation does not have an asset strategy. The need is understood, and the organisation is drafting its asset strategy to address the lifecycle of its assets, asset types and asset systems. The long term asset The asset strategy takes strategy takes account of the lifecycle of account of the lifecycle of all of its some, but not all, of its assets, asset assets, asset types and asset systems. types and asset systems. 26 Asset plan(s) establish and document its asset plan(s) across the life cycle activities of its assets and asset systems? The organisation does not have an identifiable asset plan(s) covering asset systems and critical assets. The organisation has asset The organisation is in the process of plan(s) but they are not aligned with the putting in place comprehensive, asset strategy and documented asset plan(s) objectives and do not take into that cover all life cycle activities, clearly consideration the full asset life cycle aligned to asset objectives (including asset creation, acquisition, and the asset strategy. enhancement, utilisation, maintenance decommissioning and disposal). Asset plan(s) are established, documented, implemented and maintained for asset systems and critical assets to achieve the asset strategy and asset objectives across all life cycle phases. 18 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

19 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 27 Asset How has the organisation 3 The SCI, AMP and other lifecylce The lead contractor (Delta) receives a Plans will be ineffective unless they are communicated The team with overall responsibility for Distribution lists for plan(s). Documents derived from communicated its plan(s) to all policy documents are on NTL's prioritised annual work list that to all those, including contracted suppliers and those the asset system. Delivery functions and plan(s) which detail the receivers role in plan delivery. provides no discretion. Every month plan(s) relevant parties to a level of intranet. who undertake enabling function(s). The plan(s) need suppliers. Evidence of communication. Delta reports back to NTL on progress detail appropriate to the against plan, and the evidence is that to be communicated in a way that is relevant to those receiver's role in their delivery? the rate of in service component who need to use them. failures is falling. NTL's maintenance plan is sent to Delta a few months before the year starts, and all CapEx under $50,000 is given to Delta. The work program is very predictable for resourcing purposes. 29 Asset plan(s) How are designated responsibilities for delivery of asset plan actions documented? 3 Section 2.6 of the AMP clearly sets out the various AM responsibilities between the Network Manager, the Operations Manager and the Customer Services Manager. The AMP contains job summaries, individual job descriptions set out targets that reflect AM priorities (verified by inspecting the AMP). The overall structure of Tasman's also reflects the AM priorities. Delta's contract sets out their responsibilities. G.Hall indicated that there is a 5 year contract which is the basis of the relationship. The implementation of asset plan(s) relies The team with overall responsibility for on (1) actions being clearly identified, (2) an owner the asset system. Operations, allocated and (3) that owner having sufficient delegatedmaintenance and engineering managers. If responsibility and authority to carry out the work appropriate, the performance team. required. It also requires alignment of actions across the organisation. This question explores how well the plan(s) set out responsibility for delivery of asset plan actions. The organisation's asset plan(s). Documentation defining roles and responsibilities of individuals and organisational departments. 31 Asset plan(s) What has the organisation done to ensure that appropriate arrangements are made available for the efficient and cost effective implementation of the plan(s)? (Note this is about resources and enabling support) 2.5 The Works contract has been There are rigourous annual and 10 year inspected, and it appears to be budgets, the SCI informs the Trust of the forward revenues, monthly working well 4 years into a 5 reporting against budget (cashflow, year term. P&L, balance sheet), quarterly It is essential that the plan(s) are realistic and can be The team with overall responsibility for implemented, which requires appropriate resources to the asset system. Operations, be available and enabling mechanisms in place. This maintenance and engineering managers. If question explores how well this is achieved. The plan(s) appropriate, the performance team. If reporting to the bank. There are no not only need to consider the resources directly appropriate, the performance team. concerns that the bills can't be paid. required and timescales, but also the enabling activities Where appropriate the procurement team and service There is a treasury policy, including for example, training requirements, supply providers working on the organisation's asset related and a delegated authorities policy. chain capability and procurement timescales. activities. The organisation's asset plan(s). Documented processes and procedures for the delivery of the asset plan. 33 Contingency planning What plan(s) and procedure(s) does the organisation have for identifying and responding to incidents and emergency situations and ensuring continuity of critical asset activities? 3 NTL's Outage Plan has been inspected, and its approval by the (former) Electricity Commission is noted. There is an established procedure and Widely used AM practice standards require that an resourcing for localised faults with an organisation has plan(s) to identify and respond to escalation to feeder faults. There are emergency situations. Emergency plan(s) should also established disaster recovery and business continuity plans. Document outline the actions to be taken to respond to specified v1 Disaster Recovery Plan was emergency situations and ensure continuity of critical examined. Tasman does not perform asset activities including the emergency or civil defence exercises communication to, and involvement of, external per se, however recent large storms agencies. This question assesses if, and how well, these have confirmed that disaster recovery plan(s) triggered, implemented and resolved in the procedures are suitable. Tasman is also part of a mutual aid agreement with event of an incident. The plan(s) should be appropriate neighboring EDB's. to the level of risk as determined by the organisation's risk assessment methodology. It is also a requirement that relevant personnel are competent and trained. The manager with responsibility for developing emergency plan(s). The organisation's risk assessment team. People with designated duties within the plan(s) and procedure(s) for dealing with incidents and emergency situations. The organisation's plan(s) and procedure(s) for dealing with emergencies. The organisation's risk assessments and risk registers. 19 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

20 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 27 Asset How has the organisation The organisation does not have plan(s) The plan(s) are communicated to some The plan(s) are communicated to most The plan(s) are communicated to all communicated its plan(s) to all or their distribution is limited to the of those responsible for delivery of the of those responsible for delivery but relevant employees, stakeholders and plan(s) relevant parties to a level of authors. plan(s). there are weaknesses in identifying contracted service providers to a level of detail appropriate to the OR relevant parties resulting in incomplete detail appropriate to their participation receiver's role in their delivery? Communicated to those responsible for or inappropriate communication. The or business interests in the delivery of delivery is either irregular or ad hoc. organisation recognises improvement is the plan(s) and there is confirmation needed as is working towards resolution. that they are being used effectively. 29 Asset plan(s) How are designated responsibilities for delivery of asset plan actions documented? The organisation has not documented responsibilities for delivery of asset plan actions. Asset plan(s) inconsistentlyasset plan(s) consistently document responsibilities for delivery of document responsibilities for the plan actions and activities and/or delivery of actions but responsibilities and authorities for responsibility/authority levels are implementation inadequate and/or inappropriate/ inadequate, and/or there delegation level inadequate to ensure are misalignments within the effective delivery and/or contain organisation. misalignments with organisational accountability. Asset plan(s) consistently document responsibilities for the delivery actions and there is adequate detail to enable delivery of actions. Designated responsibility and authority for achievement of asset plan actions is appropriate. 31 Asset plan(s) What has the organisation done to ensure that appropriate arrangements are made available for the efficient and cost effective implementation of the plan(s)? (Note this is about resources and enabling support) The organisation has not considered the arrangements needed for the effective implementation of plan(s). The organisation recognises the need to The organisation has arrangements in ensure appropriate arrangements are in place for the implementation of asset place for implementation of asset plan(s) but the plan(s) and is in the arrangements are not yet adequately process of determining an appropriate efficient and/or effective. The approach for achieving this. organisation is working to resolve existing weaknesses. The organisation's arrangements fully cover all the requirements for the efficient and cost effective implementation of asset plan(s) and realistically address the resources and timescales required, and any changes needed to functional policies, standards, processes and the asset information system. 33 Contingency planning What plan(s) and procedure(s) does the organisation have for identifying and responding to incidents and emergency situations and ensuring continuity of critical asset activities? The organisation has not considered the The organisation has some ad hoc need to establish plan(s) and procedure(s) to identify and respond to incidents and emergency situations. arrangements to deal with incidents and emergency situations, but these have been developed on a reactive basis in response to specific events that have occurred in the past. Most credible incidents and emergency Appropriate emergency plan(s) and situations are identified. Either procedure(s) are in place to respond to appropriate plan(s) and procedure(s) are credible incidents and manage incomplete for critical activities or they are inadequate. Training/ external alignment may be incomplete. continuity of critical asset activities consistent with policies and asset objectives. Training and external agency alignment is in place. 20 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

21 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 37 Structure, What has the organisation done 3 Section 2.6 of the AMP clearly The 2014 AMP sets out the authority and to appoint member(s) of its defines Exec Team responsibilities of the Network In order to ensure that the organisation's assets and asset systems deliver the requirements of the asset Top. People with responsibility for the delivery of asset Evidence that managers with responsibility for the delivery of asset policy, strategy, responsibilities team to be responsibilities. policy, strategy and objectives policy, strategy, objectives and plan(s). People working objectives and plan(s) have been appointed and have Manager, along with a chart showing his key interactions. A formal strucutre responsible for ensuring that the responsibilities need to be allocated to appropriate on asset related activities. assumed their responsibilities. Evidence may include is in place with 2 direct reports to the organisation's assets deliver the CEO. There is also a dedicated assets people who have the necessary authority to fulfil their the organisation's documents relating to its asset requirements of the asset strategy, inspector. There are various formal and responsibilities. (This question, relates to the informal performance mechanisms to organisation's assets eg, para b), s of PAS 55, system, organisational charts, job descriptions of post holders, annual targets/objectives objectives and plan(s)? ensure that these managers perform, making it therefore distinct from the requirement and personal development plan(s) of post holders as including assessment against plans and contained in para a), s of PAS 55). appropriate. budgets. A delegated authorities policy is in place. 40 Structure, authority and responsibilities What evidence can the organisation's top provide to demonstrate that sufficient resources are available for asset? 3 To the contrary, there is no evidence that resources are insufficient eg. underspend of maintenance budgets. Funding requirements are driven by the Optimal asset requires top Top. The team that has annual plan. There has been no to ensure sufficient resources are available. In this overall responsibility for asset. Risk instances where revenue is insufficient, context the term 'resources' includes manpower, team. The organisation's managers but occasionally a large capital project will draw Delta's resources away from materials, funding and service provider support. involved in day to day supervision of asset related routine spend. Delta does a catch up in activities, such as frontline managers, engineers, such cases. foremen and chargehands as appropriate. Evidence demonstrating that asset plan(s) and/or the process(es) for asset plan implementation consider the provision of adequate resources in both the short and long term. Resources include funding, materials, equipment, services provided by third parties and personnel (internal and service providers) with appropriate skills competencies and knowledge. 42 Structure, authority and responsibilities 45 Outsourcing of asset activities To what degree does the organisation's top communicate the importance of meeting its asset requirements? Where the organisation has outsourced some of its asset activities, how has it ensured that appropriate controls are in place to ensure the compliant delivery of its organisational strategic plan, and its asset policy and strategy? 3 The DELTA contract has been The team and the CEO's inspected, and confirmed that KPI's are based on delivering AM objectives. this contract embodies key AM outcomes such as H&S, construction quality, asset information feedback requirements and continuously improving work practices. It is clear that AM requirements are 3 The DELTA contract has been The head Delta contract contains a set inspected, and confirmed that it of KPI's, which Tasman audit against, particularly maintenance and CapEx. In includes a range of performance amongst this Tasman will review detail requirements, reporting designs prior to construction to ensure obligations and penalty complaince with Tasman's design provisions. standards. On major CapEx projects, Tasman will ususally have a project manager inspecting works and acting an Engineer To Contract. Widely used AM practice standards require an organisation to communicate the importance of meeting its asset requirements such that personnel fully understand, take ownership of, and are fully engaged in the delivery of the asset requirements (eg, PAS 55 s g). Top. The team that has overall responsibility for asset. People involved in the delivery of the asset requirements. Where an organisation chooses to outsource some of Top. The team that has its asset activities, the organisation must overall responsibility for asset. The ensure that these outsourced process(es) are under manager(s) responsible for the monitoring and appropriate control to ensure that all the requirements of the outsourced activities. People of widely used AM standards (eg, PAS 55) are in place, involved with the procurement of outsourced activities. and the asset policy, strategy objectives The people within the organisations that are and plan(s) are delivered. This includes ensuring performing the outsourced activities. The people capabilities and resources across a time span aligned to life cycle. The organisation must put arrangements in place to control the outsourced activities, whether it be to external providers or to other in house departments. This question explores what the organisation does in this regard. impacted by the outsourced activity. Evidence of such activities as road shows, written bulletins, workshops, team talks and walkabouts would assist an organisation to demonstrate it is meeting this requirement of PAS 55. The organisation's arrangements that detail the compliance required of the outsourced activities. For example, this this could form part of a contract or service level agreement between the organisation and the suppliers of its outsourced activities. Evidence that the organisation has demonstrated to itself that it has assurance of compliance of outsourced activities. 21 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

22 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 37 Structure, What has the organisation done Top has not considered Top understands the need Top has appointed an The appointed person or persons have authority and to appoint member(s) of its the need to appoint a person or persons to appoint a person or persons to ensureappropriate people to ensure the assets full responsibility for ensuring that the responsibilities team to be to ensure that the organisation's assets that the organisation's assets deliver the deliver the requirements of the asset organisation's assets deliver the responsible for ensuring that the deliver the requirements of the asset requirements of the asset strategy, objectives and requirements of the asset organisation's assets deliver the strategy, objectives and strategy, objectives and plan(s). plan(s) but their areas of responsibility strategy, objectives and plan(s). They requirements of the asset plan(s). are not fully defined and/or they have have been given the necessary authority strategy, objectives and plan(s)? insufficient delegated authority to fully to achieve this. execute their responsibilities. 40 Structure, authority and responsibilities What evidence can the organisation's top provide to demonstrate that sufficient resources are available for asset? The organisation's top has not considered the resources required to deliver asset. The organisations top understands the need for sufficient resources but there are no effective mechanisms in place to ensure this is the case. A process exists for determining what resources are required for its asset activities and in most cases these are available but in some instances resources remain insufficient. An effective process exists for determining the resources needed for asset and sufficient resources are available. It can be demonstrated that resources are matched to asset requirements. 42 Structure, authority and responsibilities To what degree does the organisation's top communicate the importance of meeting its asset requirements? The organisation's top has not considered the need to communicate the importance of meeting asset requirements. The organisations top understands the need to communicate the importance of meeting its asset requirements but does not do so. Top communicates the importance of meeting its asset requirements but only to parts of the organisation. Top communicates the importance of meeting its asset requirements to all relevant parts of the organisation. 45 Outsourcing of asset activities Where the organisation has outsourced some of its asset activities, how has it ensured that appropriate controls are in place to ensure the compliant delivery of its organisational strategic plan, and its asset policy and strategy? The organisation has not considered the need to put controls in place. The organisation controls its outsourced Controls systematically considered but activities on an ad hoc basis, with little currently only provide for the compliant regard for ensuring for the compliant delivery of some, but not all, aspects of delivery of the organisational strategic the organisational strategic plan and/or plan and/or its asset policy and strategy. its asset policy and strategy. Gaps exist. Evidence exists to demonstrate that outsourced activities are appropriately controlled to provide for the compliant delivery of the organisational strategic plan, asset policy and strategy, and that these controls are integrated into the asset system 22 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

23 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 48 Training, awareness and competence 2 There is evidence that NTL has responded to industry tactical issues such as the SMS and NTL has a very static and stable work force but that succession planning is always an on going Senior responsible for agreement of plan(s). Managers responsible for developing asset strategy and plan(s). Managers with Evidence of analysis of future work load plan(s) in terms of human resources. Document(s) containing analysis of the organisation's own direct resources and develop plan(s) for the human resources required to undertake asset activities including the development and delivery of asset strategy, process(es), objectives and plan(s)? AMMAT by attending course and issue. There have not been any workshops and engaging vacancies that have gone external advice. unfilled. There is a need for an organisation to demonstrate that it has considered what resources are required to develop and implement its asset system. There is also a need for the organisation to demonstrate that it has assessed what development plan(s) are required to provide its human resources with the skills and competencies to develop and implement its asset systems. The timescales over which the plan(s) are relevant should be commensurate with the planning horizons within the asset strategy considers e.g. if the asset strategy considers 5, 10 and 15 year time scales then the human resources development plan(s) should align with these. Resources include both 'in house' and external resources who undertake asset activities. responsibility for development and recruitment of staff contractors resource capability over suitable (including HR functions). Staff responsible for training. timescales. Evidence, such as minutes of meetings, that Procurement officers. Contracted service providers. suitable forums are monitoring human resource development plan(s). Training plan(s), personal development plan(s), contract and service level agreements. 49 Training, awareness and competence identify competency requirements and then plan, provide and record the training necessary to achieve the competencies? 2 The DELTA contract has been inspected, and noted that the contractor has extensive safety and competency training obligations. NTL attempts to keep the staff strucutre filled and keeps a close eye on competencies. There are no specific assets or technologies that unusual or for which staff competencies are unavailable. The Delta contact requires them to assure Tasman that certain skill levels are maintained. Tasman notes that low staff turnover combined with a streamlined staff structure has led to some taking for granted that certain competencies will always be there. Widely used AM standards require that organisations tosenior responsible for agreement of Evidence of an established and applied competency undertake a systematic identification of the asset plan(s). Managers responsible for developing asset requirements assessment process and plan(s) in place awareness and competencies required at strategy and plan(s). Managers with to deliver the required training. Evidence that the each level and function within the organisation. Once responsibility for development and recruitment of staff training programme is part of a wider, co ordinated identified the training required to provide the necessary(including HR functions). Staff responsible for training. asset activities training and competency competencies should be planned for delivery in a timelyprocurement officers. Contracted service providers. and systematic way. Any training provided must be recorded and maintained in a suitable format. Where an organisation has contracted service providers in place then it should have a means to demonstrate that programme. Evidence that training activities are recorded and that records are readily available (for both direct and contracted service provider staff) e.g. via organisation wide information system or local records database. this requirement is being met for their employees. (eg, PAS 55 refers to frameworks suitable for identifying competency requirements). 50 Training, awareness and competence How does the organization ensure that persons under its direct control undertaking asset related activities have an appropriate level of competence in terms of education, training or experience? 3 The DELTA contract obligates the Tasman has competency contractor to ensure its staff matrices for all staff. hold relevant competency Competency matrices were certificates. inspected. A critical success factor for the effective development Managers, supervisors, persons responsible for Evidence of a competency assessment framework that and implementation of an asset system is developing training programmes. Staff responsible for aligns with established frameworks such as the asset the competence of persons undertaking these activities procurement and service agreements. HR staff and Competencies Requirements Framework organisations should have effective means in place for those responsible for recruitment. (Version 2.0); National Occupational Standards for ensuring the competence of employees to carry out Management and Leadership; UK Standard for their designated asset function(s). Where Professional Engineering Competence, Engineering an organisation has contracted service providers Council, undertaking elements of its asset system then the organisation shall assure itself that the outsourced service provider also has suitable arrangements in place to manage the competencies of its employees. The organisation should ensure that the individual and corporate competencies it requires are in place and actively monitor, develop and maintain an appropriate balance of these competencies. 23 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

24 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 48 Training, The organisation has not recognised the The organisation has recognised the The organisation has developed a The organisation can demonstrate that awareness and develop plan(s) for the human need for assessing human resources need to assess its human resources strategic approach to aligning plan(s) are in place and effective in competence resources required to undertake requirements to develop and implement requirements and to develop a plan(s). competencies and human resources to matching competencies and capabilities asset activities its asset system. There is limited recognition of the need the asset system including to the asset system including the development and to align these with the development and the asset plan but the including the plan for both internal and delivery of asset implementation of its asset work is incomplete or has not been contracted activities. Plans are reviewed strategy, process(es), objectives and plan(s)? system. consistently implemented. integral to asset system process(es). 49 Training, awareness and competence identify competency requirements and then plan, provide and record the training necessary to achieve the competencies? The organisation does not have any means in place to identify competency requirements. The organisation has recognised the need to identify competency requirements and then plan, provide and record the training necessary to achieve the competencies. The organisation is the process of identifying competency requirements aligned to the asset plan(s) and then plan, provide and record appropriate training. It is incomplete or inconsistently applied. Competency requirements are in place and aligned with asset plan(s). Plans are in place and effective in providing the training necessary to achieve the competencies. A structured means of recording the competencies achieved is in place. 50 Training, awareness and competence How does the organization ensure that persons under its direct control undertaking asset related activities have an appropriate level of competence in terms of education, training or experience? The organization has not recognised the need to assess the competence of person(s) undertaking asset related activities. Competency of staff undertaking asset related activities is not managed or assessed in a structured way, other than formal requirements for legal compliance and safety. The organization is in the process of putting in place a means for assessing the competence of person(s) involved in asset activities including contractors. There are gaps and inconsistencies. Competency requirements are identified and assessed for all persons carrying out asset related activities internal and contracted. Requirements are reviewed and staff reassessed at appropriate intervals aligned to asset requirements. 24 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

25 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 53 Communication, 3 The monthly Board Report for Works contractor sends all fault Widely used AM practice standards require that Top and senior participation and ensure that pertinent asset October 2012 clearly shows that sheets to Tasman. Maintenance pertinent asset information is effectively representative(s), employee's representative(s), consultation information is effectively communicated to and from employees and other stakeholders, including contracted service providers? key AM outcomes (reliability and and CapEx have as builts public safety) are systematically returned to Tasman. As noted above, regular dialog between communicated to and from employees and other stakeholders including contracted service providers. employee's trade union representative(s); contracted service provider and employee representative(s); representative(s) from the organisation's Health, Safety and Environmental team. Key stakeholder representative(s). communicated to the Board. The DELTA Contract sets out a range of performance issues that the contractor must report on, including safety. Tasman's project managers and Delta field staff occur. There are regular meetings that includes H&S. Pertinent information refers to information required in order to effectively and efficiently comply with and deliver asset strategy, plan(s) and objectives. This will include for example the communication of the asset policy, asset performance information, and planning information as appropriate to contractors. Asset policy statement prominently displayed on notice boards, intranet and internet; use of organisation's website for displaying asset performance data; evidence of formal briefings to employees, stakeholders and contracted service providers; evidence of inclusion of asset issues in team meetings and contracted service provider contract meetings; newsletters, etc. 59 Asset Management System documentation What documentation has the organisation established to describe the main elements of its asset system and interactions between them? 2 Section 2.7 of the AMP sets out Other than the overview in the the relationship between key AM AMP, there is no significant process clusters. description of the AM systems. This was verified by inspecting the 2014 AMP. Widely used AM practice standards require an organisation maintain up to date documentation that ensures that its asset systems (ie, the systems the organisation has in place to meet the standards) can be understood, communicated and operated. (eg, s 4.5 of PAS 55 requires the maintenance of up to date documentation of the asset system requirements specified throughout s 4 of PAS 55). The team that has overall responsibility for asset. Managers engaged in asset activities. The documented information describing the main elements of the asset system (process(es)) and their interaction. 62 Information What has the organisation done to determine what its asset information system(s) should contain in order to support its asset system? 3 The asset inspection check NTL has gone to great lengths to Effective asset requires appropriate The organisation's strategic planning team. The sheets include a column for identify the types of information information to be available. Widely used AM standards team that has overall responsibility for requesting modifications to and asset condition in the GIS. therefore require the organisation to identify the asset asset. Information team. individual database records Additional fields can be added to information it requires in order to Operations, maintenance and engineering managers where assets are added, altered the GIS and thence to tablets if support its asset system. Some of the or removed. The database has had additional fields added to required. A recent example is the information required may be held by suppliers. need to inspect LV pillars as part store data on new assets such as of the PSMS. line capacitors or new types of reclosers. The maintenance and development of asset information systems is a poorly understood specialist activity that is akin to IT but different from IT. This group of questions provides some indications as to whether the capability is available and applied. Note: To be effective, an asset information system requires the mobilisation of technology, people and process(es) that create, secure, make available and destroy the information required to support the asset system. Details of the process the organisation has employed to determine what its asset information system should contain in order to support its asset system. Evidence that this has been effectively implemented. 63 Information maintain its asset information system(s) and ensure that the data held within it (them) is of the requisite quality and accuracy and is consistent? 3 NTL demonstrated the use of the asset inspection database, and confirmed that asset inspections are detailed. A single line inspector is used to ensure consistency. Feedback loops are in place from The response to the questions is progressive. A higher Delta that would detect scale cannot be awarded without achieving the inaccurate or inconsistent asset requirements of the lower scale. data. Editing of the GIS data detects data errors, and This question explores how the organisation ensures continual use by the Customer that information meets widely used AM Services team also detects practice requirements (eg, s (a), (c) and (d) of PAS errors. 55). The team that has overall responsibility for asset. Users of the organisational information systems. The asset information system, together with the policies, procedure(s), improvement initiatives and audits regarding information controls. 25 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

26 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 53 Communication, participation and ensure that pertinent asset The organisation has not recognised the There is evidence that the pertinent need to formally communicate any asset asset information to be The organisation has determined pertinent information and relevant Two way communication is in place between all relevant parties, ensuring consultation information is information. shared along with those to share it with parties. Some effective two way that information is effectively effectively communicated to and is being determined. communication is in place but as yet not communicated to match the from employees and other all relevant parties are clear on their requirements of asset stakeholders, including contracted service providers? roles and responsibilities with respect to strategy, plan(s) and process(es). asset information. Pertinent asset information requirements are regularly reviewed. 59 Asset Management System documentation What documentation has the organisation established to describe the main elements of its asset system and interactions between them? The organisation has not established The organisation is aware of the need to The organisation in the process of The organisation has established documentation that describes the main put documentation in place and is in the documenting its asset documentation that comprehensively elements of the asset process of determining how to system and has documentation in place describes all the main elements of its system. document the main elements of its asset that describes some, but not all, of the asset system and the system. main elements of its asset interactions between them. The system and their interaction. documentation is kept up to date. 62 Information What has the organisation done to determine what its asset information system(s) should contain in order to support its asset system? The organisation has not considered what asset information is required. The organisation is aware of the need to determine in a structured manner what its asset information system should contain in order to support its asset system and is in the process of deciding how to do this. The organisation has developed a structured process to determine what its asset information system should contain in order to support its asset system and has commenced implementation of the process. The organisation has determined what its asset information system should contain in order to support its asset system. The requirements relate to the whole life cycle and cover information originating from both internal and external sources. 63 Information maintain its asset information system(s) and ensure that the data held within it (them) is of the requisite quality and accuracy and is consistent? There are no formal controls in place or The organisation is aware of the need controls are extremely limited in scope for effective controls and is in the and/or effectiveness. process of developing an appropriate control process(es). The organisation has developed a The organisation has effective controls controls that will ensure the data held is in place that ensure the data held is of of the requisite quality and accuracy and the requisite quality and accuracy and is is consistent and is in the process of implementing them. consistent. The controls are regularly reviewed and improved where necessary. 26 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

27 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 64 Information How has the organisation's ensured its asset information system is relevant to its needs? 3 The asset inspection sheets (for asset survey data capture) include a column for alterations to asset configurations to be recorded so that the database can be amended. Regular reviews of the AM information system occur, and financial records are reviewed. An external contractor is available to customise Tech One. Other evidence is that Tasman has been able to respond to the Commission's s53zd notices. Widely used AM standards need not be prescriptive about the form of the asset information system, but simply require that the asset information system is appropriate to the organisations needs, can be effectively used and can supply information which is consistent and of the requisite quality and accuracy. The organisation's strategic planning team. The team that has overall responsibility for asset. Information team. Users of the organisational information systems. The documented process the organisation employs to ensure its asset information system aligns with its asset requirements. Minutes of information systems review meetings involving users. 69 Risk How has the organisation process(es) documented process(es) and/or procedure(s) for the identification and assessment of asset and asset related risks throughout the asset life cycle? 79 Use and maintenance of asset risk information ensure that the results of risk assessments provide input into the identification of adequate resources and training and competency needs? 3 The Disaster Response & Recovery Plan has been inspected and it has been confirmed that the Plan addresses both credible natural disasters and asset failures, and that reasonable responses are planned. The Audit Sub Committee TOR have been inspected, and the role of risk monitoring has been confirmed. A contract agreement for CapEx has been inspected, which demonstrates that the contractor has suitable insurance in place. 3 The asset survey database indicates that the number of defective assets and hence the asset renewal rate is fairly constant, which matches current resourcing levels. The AMP includes a risk Risk is an important foundation for chapter. The disaggregation of assets into categories and lifecycles has led to identification of risks, particularly early failure mechansisms. NTL is risk averse and a late adopter specifically to minimise risks. Examples include only using Reyrolle 11kV LMVP boards so that lifecycle risks are well understood, only 1 set of spares is required, skills are available etc, and the exclusive use of NuLec reclosers. proactive asset. Its overall purpose is to understand the cause, effect and likelihood of adverse events occurring, to optimally manage such risks to an acceptable level, and to provide an audit trail for the of risks. Widely used standards require the organisation to have process(es) and/or procedure(s) in place that set out how the organisation identifies and assesses asset and asset related risks. The risks have to be considered across the four phases of the asset lifecycle (eg, para of PAS 55). The top team in conjunction with the The organisation's risk framework and/or organisation's senior risk representatives. evidence of specific process(es) and/ or procedure(s) There may also be input from the organisation's Safety, that deal with risk control mechanisms. Evidence that Health and Environment team. Staff who carry out risk the process(es) and/or procedure(s) are implemented identification and assessment. Widely used AM standards require that the output fromstaff responsible for risk assessment and those risk assessments are considered and that adequate responsible for developing and approving resource and resource (including staff) and training is identified to training plan(s). There may also be input from the match the requirements. It is a further requirement organisation's Safety, Health and Environment team. that the effects of the control measures are considered, as there may be implications in resources and training required to achieve other objectives. across the business and maintained. Evidence of agendas and minutes from risk meetings. Evidence of feedback in to process(es) and/or procedure(s) as a result of incident investigation(s). Risk registers and assessments. The organisations risk framework. The organisation's resourcing plan(s) and training and competency plan(s). The organisation should be able to demonstrate appropriate linkages between the content of resource plan(s) and training and competency plan(s) to the risk assessments and risk control measures that have been developed. 82 Legal and other requirements What procedure does the organisation have to identify and provide access to its legal, regulatory, statutory and other asset requirements, and how is requirements incorporated into the asset system? 3 NTL has sought advice from an asset and regulatory for All Tasman's managers receive Commerce Commission and In order for an organisation to comply with its legal, regulatory, statutory and other asset Top. The organisations regulatory team. The organisation's legal team or advisors. The complying with specific statutory Electricity Authority bulletins, requirements, the organisation first needs to ensure team with overall responsibility for the obligations such as AMP EEA and ENA newsletters, regularthat it knows what they are (eg, PAS 55 specifies this in asset system. The organisation's health compliance, the SMS and AMMAT. A report by a taking of legal advice on issues, s 4.4.8). It is necessary to have systematic and use of a Big 8 law firm to advise auditable mechanisms in place to identify new and and safety team or advisors. The organisation's policy making team. prominent regional law firm was on H&S, use of asset changing requirements. Widely used AM standards also inspected to confirm that NTL has systmatically identified its legal obligations and the associated risks. consultants etc. require that requirements are incorporated into the asset system (e.g. procedure(s) and process(es)) The organisational processes and procedures for ensuring information of this type is identified, made accessible to those requiring the information and is incorporated into asset strategy and objectives 27 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

28 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 64 Information How has the organisation's The organisation has not considered the The organisation understands the need The organisation has developed and is The organisation's asset ensured its asset need to determine the relevance of its to ensure its asset implementing a process to ensure its information system aligns with its asset information system is relevant to information system. At information system is relevant to its asset information system requirements. Users can its needs? present there are major gaps between what the information system provides and the organisations needs. is relevant to its needs. Gaps between confirm that it is relevant to their needs. needs and is determining an appropriate means by which it will achieve this. At present there are significant gaps between what the information system provides and the organisations needs. what the information system provides and the organisations needs have been identified and action is being taken to close them. 69 Risk How has the organisation process(es) documented process(es) and/or procedure(s) for the identification and assessment of asset and asset related risks throughout the asset life cycle? The organisation has not considered the need to document process(es) and/or procedure(s) for the identification and assessment of asset and asset related risks throughout the asset life cycle. The organisation is aware of the need to The organisation is in the process of document the of asset documenting the identification and related risk across the asset lifecycle. assessment of asset related risk across The organisation has plan(s) to formally the asset lifecycle but it is incomplete or document all relevant process(es) and there are inconsistencies between procedure(s) or has already commenced this activity. approaches and a lack of integration. Identification and assessment of asset related risk across the asset lifecycle is fully documented. The organisation can demonstrate that appropriate documented mechanisms are integrated across life cycle phases and are being consistently applied. 79 Use and maintenance of asset risk information ensure that the results of risk assessments provide input into the identification of adequate resources and training and competency needs? The organisation has not considered the need to conduct risk assessments. The organisation is aware of the need to The organisation is in the process Outputs from risk assessments are consider the results of risk assessments ensuring that outputs of risk assessment consistently and systematically used as and effects of risk control measures to are included in developing requirements inputs to develop resources, training and provide input into reviews of resources, for resources and training. The competency requirements. Examples training and competency needs. Currentimplementation is incomplete and there and evidence is available. input is typically ad hoc and reactive. are gaps and inconsistencies. 82 Legal and other requirements What procedure does the organisation have to identify and provide access to its legal, regulatory, statutory and other asset requirements, and how is requirements incorporated into the asset system? The organisation has not considered the The organisation identifies some its need to identify its legal, regulatory, statutory and other asset requirements. legal, regulatory, statutory and other asset requirements, but this is done in an ad hoc manner in the absence of a procedure. The organisation has procedure(s) to identify its legal, regulatory, statutory and other asset requirements, but the information is not kept up to date, inadequate or inconsistently managed. Evidence exists to demonstrate that the organisation's legal, regulatory, statutory and other asset requirements are identified and kept up to date. Systematic mechanisms for identifying relevant legal and statutory requirements. 28 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

29 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Score Evidence Summary User Guidance Why Who Record/documented Information 88 Life Cycle Activities establish implement and maintain process(es) for the implementation of its asset plan(s) and control of activities across the creation, acquisition or enhancement of assets. This includes design, modification, procurement, construction and commissioning activities? 3 NTL's document control system has been inspected on previous occassions, and evidence of controls around key AM policies and practices has been cited. All standards, policies and procedures tend to be provided to the contractors by Tasman. Delta assist with drafting procedures and with acceptance testing of new assets. There is generally a high level of interaction and feedback between Tasman and Delta. Life cycle activities are about the implementation of asset plan(s) i.e. they are the "doing" phase. They need to be done effectively and well in order for asset to have any practical meaning. As a consequence, widely used standards (eg, PAS 55 s 4.5.1) require organisations to have in place appropriate process(es) and procedure(s) for the implementation of asset plan(s) and control of lifecycle activities. This question explores those aspects relevant to asset creation. Asset managers, design staff, construction staff and project managers from other impacted areas of the business, e.g. Procurement Documented process(es) and procedure(s) which are relevant to demonstrating the effective and control of life cycle activities during asset creation, acquisition, enhancement including design, modification, procurement, construction and commissioning. 91 Life Cycle Activities ensure that process(es) and/or procedure(s) for the implementation of asset plan(s) and control of activities during maintenance (and inspection) of assets are sufficient to ensure activities are carried out under specified conditions, are consistent with asset strategy and control cost, risk and performance? 3 Inspection of the asset survey database indicated that the number of defective assets identified is stable over time, indicating that assets risks are being well managed. The works contractor flags risks to Tasman as part of monthly meetings. There is a change process for major contractual parameters. Delta has a strong incentive to report risky assets. Having documented process(es) which ensure the asset plan(s) are implemented in accordance with any specified conditions, in a manner consistent with the asset policy, strategy and objectives and in such a way that cost, risk and asset system performance are appropriately controlled is critical. They are an essential part of turning intention into action (eg, as required by PAS 55 s 4.5.1). Asset managers, operations managers, maintenance managers and project managers from other impacted areas of the business Documented procedure for review. Documented procedure for audit of process delivery. Records of previous audits, improvement actions and documented confirmation that actions have been carried out. 95 Performance and condition monitoring measure the performance and condition of its assets? 3 The asset survey database was inspected, and there is evidence that data trends are used to confirm asset performance. Fault performance and regular Widely used AM standards require that organisations asset inspections form the basis establish implement and maintain procedure(s) to of performance monitoring. monitor and measure the performance and/or condition of assets and asset systems. They further set out requirements in some detail for reactive and proactive monitoring, and leading/lagging performance indicators together with the monitoring or results to provide input to corrective actions and continual improvement. There is an expectation that performance and condition monitoring will provide input to improving asset strategy, objectives and plan(s). A broad cross section of the people involved in the Functional policy and/or strategy documents for organisation's asset related activities from data input toperformance or condition monitoring and decision makers, i.e. an end to end assessment. This measurement. The organisation's performance should include contactors and other relevant third monitoring frameworks, balanced scorecards etc. parties as appropriate. Evidence of the reviews of any appropriate performance indicators and the action lists resulting from these reviews. Reports and trend analysis using performance and condition information. Evidence of the use of performance and condition information shaping improvements and supporting asset strategy, objectives and plan(s). 99 Investigation of asset related ensure responsibility and the failures, incidents authority for the handling, and nonconformities investigation and mitigation of asset related failures, incidents and emergency situations and non conformances is clear, unambiguous, understood and communicated? 3 Figure 1 at Section 2.6 of the AMP shows that that the Network Manager is responsible for works auditing, asset condition assessment and compliance. Faults are investigated and discussed. Root cause analysis Widely used AM standards require that the organisation establishes implements and maintains The organisation's safety and environment team. The team with overall occurs of significant or recurring process(es) for the handling and investigation of failuresresponsibility for the of the assets. failures. It is noted that very few incidents and non conformities for assets and sets of Tasman's faults are component failure. down a number of expectations. Specifically this question examines the requirement to define clearly responsibilities and authorities for these activities, and communicate these unambiguously to relevant people including external stakeholders if appropriate. People who have appointed roles within the assetrelated investigation procedure, from those who carry out the investigations to senior who review the recommendations. Operational controllers responsible for managing the asset base under fault conditions and maintaining services to consumers. Contractors and other third parties as appropriate. Process(es) and procedure(s) for the handling, investigation and mitigation of asset related failures, incidents and emergency situations and non conformances. Documentation of assigned responsibilities and authority to employees. Job Descriptions, Audit reports. Common communication systems i.e. all Job Descriptions on Internet etc. 29 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT

30 SCHEDULE 13: REPORT ON ASSET MANAGEMENT MATURITY (cont) Asset Management Standard Applied Question No. Function Question Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturity Level 4 88 Life Cycle The organisation does not have The organisation is aware of the need to The organisation is in the process of Effective process(es) and procedure(s) Activities establish implement and process(es) in place to manage and have process(es) and procedure(s) in putting in place process(es) and are in place to manage and control the maintain process(es) for the control the implementation of asset place to manage and control the procedure(s) to manage and control the implementation of asset implementation of its asset plan(s) during activities implementation of asset implementation of asset plan(s) during activities related to asset plan(s) and control related to asset creation including of activities across the creation, design, modification, procurement, plan(s) during activities related to asset plan(s) during activities related to asset creation including design, modification, creation including design, modification, creation including design, modification, procurement, construction and acquisition or enhancement of assets. This includes design, construction and commissioning. procurement, construction and commissioning but currently do not procurement, construction and commissioning. Gaps and commissioning. modification, procurement, construction and commissioning activities? have these in place (note: procedure(s) inconsistencies are being addressed. may exist but they are inconsistent/incomplete). 91 Life Cycle Activities ensure that process(es) and/or procedure(s) for the implementation of asset plan(s) and control of activities during maintenance (and inspection) of assets are sufficient to ensure activities are carried out under specified conditions, are consistent with asset strategy and control cost, risk and performance? The organisation does not have process(es)/procedure(s) in place to control or manage the implementation of asset plan(s) during this life cycle phase. The organisation is aware of the need to have process(es) and procedure(s) in place to manage and control the implementation of asset plan(s) during this life cycle phase but currently do not have these in place and/or there is no mechanism for confirming they are effective and where needed modifying them. The organisation is in the process of putting in place process(es) and procedure(s) to manage and control the implementation of asset plan(s) during this life cycle phase. They include a process for confirming the process(es)/procedure(s) are effective and if necessary carrying out modifications. The organisation has in place process(es) and procedure(s) to manage and control the implementation of asset plan(s) during this life cycle phase. They include a process, which is itself regularly reviewed to ensure it is effective, for confirming the process(es)/ procedure(s) are effective and if necessary carrying out modifications. 95 Performance and condition monitoring measure the performance and condition of its assets? The organisation has not considered how to monitor the performance and condition of its assets. The organisation recognises the need for monitoring asset performance but has not developed a coherent approach. Measures are incomplete, predominantly reactive and lagging. There is no linkage to asset objectives. The organisation is developing coherent Consistent asset performance asset performance monitoring linked to monitoring linked to asset asset objectives. Reactive objectives is in place and universally and proactive measures are in place. Use is being made of leading indicators and analysis. Gaps and inconsistencies remain. used including reactive and proactive measures. Data quality and review process are appropriate. Evidence of leading indicators and analysis. 99 Investigation of asset related failures, incidents and nonconformities ensure responsibility and the authority for the handling, investigation and mitigation of asset related failures, incidents and emergency situations and non conformances is clear, unambiguous, understood and communicated? The organisation has not considered the The organisation understands the need to define the appropriate requirements and is in the process of responsibilities and the authorities. determining how to define them. The organisation are in the process of defining the responsibilities and authorities with evidence. Alternatively there are some gaps or inconsistencies in the identified responsibilities/authorities. The organisation have defined the appropriate responsibilities and authorities and evidence is available to show that these are applied across the business and kept up to date. 30 NTL_LIBRARY-# v1-Network_Tasman_AMP_Schedules_2015.XLSX S13.AMMAT