PEMAC Now - Winter 2025

Magazine

Winter 2025

2

MainTrain 2025 Record Numbers Connect in Calgary From Classroom to Corporate pemac.org

Halton Region’s Journey Toward Maintenance Management Excellence

Connect. Learn. Contribute.

Table of Contents

13

23

Halton Region’s Journey Toward Maintenance Management Excellence

Seeing the Invisible

26

30

Building Something That Lasts

The Crucial Nexus of Leadership and Culture in Industrial Manufacturing

03

PRESIDENT’S MESSAGE

05

PEMAC CERTIFICATIONS

07

MEMBERS IN ACTION

12

2025 AWARDS RECIPIENTS

30

GUEST CONTRIBUTION

34

MAINTRAIN 2025

Nigel D’Souza PEMAC President Nigel.d’Souza@pemac.org

Cindy Snedden PEMAC Executive Director Executive.Director@pemac.org

Mbongeni Mtetwa PEMAC Marketing Specialist Marketing@pemac.org

34 MainTrain 2025 Recap

Some content in this newsletter may have been generated or reviewed with the assistance of AI.

Though all articles have been proofed by humans, we do not assume any legal liability or responsibility for the accuracy, completeness or usefulness of any information.

pemac.org / PEMAC NOW / WINTER 2025

|

2

President's Message Nigel D’Souza | President, PEMAC As we close out another remarkable

Beyond MainTrain, our chapters have been active and thriving - hosting

year, I am proud to reflect on the strength

technical sessions, tours, and networking events that strengthen local

and vibrancy of our PEMAC community.

connections and foster learning. This issue of PEMAC Now celebrates these

This

MainTrain

efforts and features insights from award recipients and partners, including a

with

guest contribution from SMRP, demonstrating our strong engagement with

year’s

Conference

sold in

out

Calgary,

over

400 participants, clearly displayed the growing

commitment

asset

Thank you to every member for your dedication and involvement.

maintenance

Together, we continue to build a strong foundation for the future of asset

management excellence across Canada.

management in Canada. I look forward to all that we will accomplish in the

The energy and engagement at MainTrain reaffirmed the value of coming

year ahead and wish everyone a wonderful holiday season.

management

and

to

the global maintenance and reliability community.

together to share knowledge and best practices.

A highlight of the event was the PEMAC Awards, where nine outstanding individuals and organizations were recognized for their contributions to advancing our profession. These stories of innovation and leadership inspire us all and demonstrate the impact of asset management in creating

sustainable value.

pemac.org / PEMAC NOW / WINTER 2025

|

3

PEMAC Board of Directors*

Vice President

Rotating Chair

Nigel D’Souza

Rob Lash

James Kovacevic

Patrick Chan

Chad Wiseman

Manager of Facilities Services

Supervisor, Corporate Asset Management

Director, Engineering Hiram Walker & Sons Ltd.

Co-Founder / Director Janus Reliability Solutions.

Newfoundland and Labrador Hydro

President Simcoe Muskoka Catholic District School Board

Town of Caledon

New

Director, Commercial

Ron Doucet Principal RYKE Reliability Inc.

PEMAC Treasurer

Rotating Chair

Bill Mercer

Vincent Okojie

Dharmen Dhaliah

Frank Engli

Wayne Weidner

Kurt Ersser

Senior Advisor

Superintendent, Reliability

Capital Power

Vale Canada

Director Asset and Energy Management

Senior Advisor Becht

Asset Management Specialist

Managing Director Kurser Inc

Town of Halton Hills

*As of December 1st 2025

New

Prince Rupert Port Authority

pemac.org / PEMAC NOW / WINTER 2025

|

4

Congratulations!

To these newly certified individuals!

The following professionals have receiving their PEMAC recognition between November 1, 2024 to November 1, 2025

Maintenance Management Professional

Certified Asset Management Professional

Uzoma Adiuku Wael Alfaqheri Jean Rene Alain Yonkeu Ivaylo Belov Michael Bergen Connor Bomford Rachid Bouacha Jimmie Burge Jr Brody Chamberlin Boris Vivien Codjia Scott Croft Corbett Deren Bryan Dumontier Enrico Francisco Andrea Findlay Justin Fournier Mathieu Gouin Ian Hudson Oluseyi Isodje Patrick Kent Jeff Klaassen Philip Loiselle Lisa MacKenzie John Maurus

Ibrahim Adeniji Mohamed Oumar Athie Shannon Bayes Joseph Bailey Kevin Bradley Justin Brogan Chad Buhlin Jacob Cassidy Amie Cybulski Jennifer Dalziel Steven Drew Renee Fenwick Senroid Fernandes Azmal Karim Kyle Kellar

Dustin Mayes Erlane Morais Michael Owede Christopher Petterson Cordaro Rudell James Sandland Muthukaruppan Thiruselvam Thang Tran Chad Trotter Daniel Udo Jagadesh Wilson Mitchell Woodward Jay Yerama Alexander Caron Devon Zvanovec

Leeland Malkinson Jeffrey Marion Chika Onwuchekwa Joseph Peterson Akhilesh Rajan Thom Theroux Jennifer Weir

Certified Technical Specialist in Asset Management Hery Mamy Andrianarivo

pemac.org / PEMAC NOW / WINTER 2025

|

5

Congratulations!

To individual who recently received a Certificate of Achievement ! following professionals have receiving their PEMAC recognition between November 1, 2024 to November 1, 2025 The Maintenance Work Management Certificate

Maintenance Strategy Development Certificate

Asset Management Awareness Certificate

Bryce Bach Ricardo Martin Chiarella Bracamonte Jayden Callbeck Anne Carnochan Darcy Conn Corbett Deren Todd Dunford Chukwunonso Emma-Obi Hannah Filazek Lee Forsythe Oscar Omar Calderon Fuentes Steve Gauthier Brendan F Genaille Ijaz Hirji Adam Hoey Andy Hopkins Larba Bruno Kiema Rick Klassen Eric Lapierre Robert Marshall Andrew Matheson Trish McWilliams James Morley Mitch Mrack Justin Nadeau Cole Noble Brendan Noël

Mitchell Adams Uzoma Adiuku Mahad Adnan Roman Ahmad Maynard Ballesteros Trevor Beller Nicholas Brownoff Jonathan Bunn Lane Carrier Joseph Cinq-Mars Katherine Cottrell Corbett Deren Rob Donald Lea Esconde Tiffany Halpin Andy Hopkins Larba Bruno Kiema Michael Kuntz Monica Kwong Robert Lindberg Faisal Mahmud Robert Marshall Craig McCullough Trish McWilliams Kyle Moniuk Mitch Mrack Everett Pachal Dev Patel Priyankbhai Patel

Brian Anderson Arturo Bedoya Katarina Karwowska Shawn McIntyre Suha Mubarak Michael Sutton Ivy Wang

Reg Olson German Medina Orozco Kehinde Osazuwa Everett Pachal Priyankbhai Patel Jason Plante Amanda Ramsden Chika Saito Abraham Thomas Logan White Michael Workun Tobie Scott Zhivago

Kishan Patrawala Courtney Pelletier Jason Plante Ryley Schentag Tammie Seward Dylan Stewart Clark Strong Kelvinasen Subramaniam John Keir Thomas Tobie Scott Zhivago

pemac.org / PEMAC NOW / WINTER 2025

|

6

Members in Action PEMAC Chapters

Quebec President Charles Turgeon quebec@pemac.org

Calgary President Tim Lazaruk calgary@pemac.org

Edmonton President Dennis Heinzlmeir edmonton@pemac.org Fort McMurray fortmcmurray@pemac.org

GTA President Arun Gowtham gta@pemac.org

Nova Scotia President Martha Myers nova-scotia@pemac.org

Saskatoon President Monica Kwong saskatoon@pemac.org

Metro Vancouver bc@pemac.org

Ottawa ottawa@pemac.org

Winnipeg President Neil Abercrombie winnipeg@pemac.org

Learn more about PEMAC’s Chapters across Canada, meet their executive teams and learn how you can connect and contribute to future events and initiatives.

pemac.org / PEMAC NOW / WINTER 2023

|

7

Members in Action

Photo Credit: Fort McMurray Chapter

Fort McMurray Chapter Fort McMurray, Alberta. 8th October, 2025

-------

The PEMAC Fort McMurray Chapter hosted a successful professional development event on October 8 at Keyano College’s Power Engineering Lab. Attendees enjoyed networking, a warm welcome from Dean Darren Stacey, and a guided tour of the lab led by Indika Arachchi, Chair of the Power Engineering Department.

pemac.org / PEMAC NOW / WINTER 2025

|

8

Members in Action Saskatoon Chapter Saskatoon, Saskatchewan. 9th October, 2025 ------The Saskatoon Chapter hosted an insightful tour of the City of Saskatoon’s Wastewater Treatment Plant.

Photo Credit: Saskatoon Chapter

For more insight into maintenance at the City of Saskatoon Water Treatment Plant, see the Summer 2024 issue of PEMAC Now, featuring Brian Sibley’s MMP Capstone Awardwinning project, “Maintenance Planning at the City of Saskatoon Water Treatment Plant.”

Photo Credit: Susan Lubell

pemac.org / PEMAC NOW / WINTER 2025

|

9

Members in Action Edmonton Chapter Edmonton, Alberta. 24th September, 2025 ------Members and guests of our Edmonton Chapter enjoyed an in-depth, guided tour of the Northern Alberta Institute of Technology (NAIT) Productivity and Innovation Centre (PIC).

The visit was led by NAIT’s Director of Applied Research, who walked our group through the centre’s labs and collaboration spaces and shared how applied research is helping industry teams tackle Western Canada’s toughest industrial and civil challenges.

Edmonton Chapter Fort Saskatchewan, Alberta. 30th November, 2025 ------Bill Mercer led an engaging session hosted by the PEMAC Edmonton Chapter, exploring how organizations define assets and realize value from them.

The event sparked thoughtful discussion on asset identification, value delivery, and lifecycle thinking.

pemac.org / PEMAC NOW / WINTER 2025

|

10

Members in Action

FUN FACT: The angel’s share refers to the portion of alcohol that naturally evaporates from a spirit while it is aging in barrels. As distilled spirits mature, small amounts of alcohol and water pass through the wood and dissipate into the air, resulting in a gradual reduction in volume over time. The rate of the angel’s share varies depending on climate, storage conditions, and barrel type, but it is generally seen as a necessary trade-off for developing complexity, aroma, and character in the final spirit. In short, the angels take a little, but they leave behind something better.

pemac.org / PEMAC NOW / WINTER 2025

|

11

Photo Credit: Saskatoon Chapter

Saskatoon Chapter Saskatoon, Saskatchewan. 27th November, 2025 ------PEMAC’s Saskatoon Chapter hosted a well-attended tour of Lucky Bastard Distillery, where members and guests explored the facility’s production processes while learning about the role of maintenance in a small-batch manufacturing environment.

PEMAC Awards

Recognizing Excellence in Maintenance and Asset Management PEMAC Asset Management Association of Canada recognized the outstanding achievements of the 2025 PEMAC Awards recipients at a ceremony

as part of the MainTrain conference held in Calgary, Alberta.

The PEMAC Awards, celebrating excellence in the maintenance, reliability and asset management profession, are divided into two categories, Excellence in Practice, both individual and teams, and Member. This year, PEMAC members, representing diverse industries and the public sector, were honoured with nine awards. Join us in celebrating their achievements.

pemac.org / PEMAC NOW / WINTER 2025

|

12

Halton Region’s Journey Toward Maintenance Management Excellence

By Philip Lawlor – Manager Treatment Plant Maintenance, Regional Municipality of Halton

About the Region and Our Team

Image Credit: Halton Region

Established in 1974, the Regional Municipality of Halton is a dynamic and rapidly growing area in Ontario’s Golden Horseshoe. It encompasses the city of Burlington, and towns of Oakville, Milton, and Halton Hills, serving over 650,000 residents across 966 square kilometers.

Our Treatment Plant Maintenance section, formed in 1978 and reorganized in 2019, is a centralized section within the Water and Wastewater Treatment Division of Public Works. Responsible for the maintenance and availability of process equipment, power systems and controls, maintaining 4 water plants and 21 wells, 6 wastewater plants, and 1 centrally located bio-solids facility. Our team completes approximately 15,000 work orders annually, with about 80% of all work completed being preventive and predictive maintenance. Alongside our colleagues in operations, engineering, and SCADA, we ensure the safe delivery of drinking water and effective wastewater treatment services In the evolving landscape of municipal infrastructure, maintenance management is emerging as a strategic enabler of asset performance, public service delivery, and long-term sustainability. At the

that underpin public health, environmental protection, and community well-being.

Strategic Support: A Catalyst for Transformation

Regional Municipality of Halton, we’ve embraced this shift, transforming our maintenance culture,

A key driver of our success has been the exceptional support from senior leadership.

investing in our people, and building strong partnerships to support reliability across our water and

From the outset, maintenance management was recognized not merely as a technical

wastewater treatment plants.

function, but as a strategic pillar of asset management. This acknowledgment translated

Our journey has been shaped by vision, collaboration, and a deep commitment to continuous improvement. Being recognized by PEMAC as the Maintenance Team of the Year reflects the strides

into tangible support: increased access to resources, the ability to begin “right-sizing” maintenance relative to equipment needs, and a clear mandate to pursue excellence.

we’ve made and the values we uphold.

pemac.org / PEMAC NOW / WINTER 2025

|

13

This backing empowered our team to build a robust Reliability Centered Maintenance (RCM) program, invest in training and technology, and collaborate effectively across departments. It’s a partnership built on trust, shared goals, and a commitment to protecting the assets entrusted to us.

Evolving with Purpose: Building on a Legacy of Excellence Our transformation is not a correction of past practices; it’s a

Photo Credit: Halton Region

continuation of the strong foundation laid by our dedicated team.

Many of our longest-serving members have been with us for over 40 years. Their experience, commitment, and pride remain central to our success.

Rather than a shift away from previous approaches, our journey represents a strategic evolution, as asset management practices mature, we’ve aligned our data collection, planning, and execution with emerging guidelines and organizational strategic business plans, with a focus on reliability-based maintenance plans.

The Team Behind the Transformation At the heart of our success is a team of professionals whose

We proudly recognize the following members of our team:

work ethic, engagement, and pride in service underpin

Joe Allain, Bob Anderson, Andrew Aref, Dylan Armstrong, Hailey Bowen, Rick Bullmann, Marcus Burns, Andrew Callaghan,

everything we’ve achieved. The Treatment Plant Maintenance

Ben Chamberlain, Jorge Correa, Sandra Crompton, Mike Di Tomasso, Joshua Dove, Ross Dunlop, Greg Evans, Allan Foster,

team

and

Irene Hall, Mark Hamilton, Michael Hanigan, Trenton Heckburn, Charles Houston, Deepak Joshi, Alvin Kiers, Mahendra Lad,

supervisors each playing a vital role in reliability, infrastructure

Ray LaFleur, Jacob Lahdo, Philip Lawlor, Ryan Mahon, Jose Makalintal, Chris Marshall, John McCardie, Dan Medland,

stewardship, and continuous improvement.

Katarzyna Mirska, Robert Miller, Gordon Moore, Andrew Muir, Nirav Pancholi, Maulin Patel, Ronak Patel, Parth Pathak,

includes

skilled

tradespeople,

technical

staff,

Berenice Pevec, Tanya Pompetzki, Jhon Ramirez, Suvra Saha, Shane Scott, Azie Seif, Kevin Smith, Richard Sonke, Adam Till, Jose Trujillo, Eric Velasquez

pemac.org / PEMAC NOW / WINTER 2025

|

14

Reliability Centered Maintenance: A Blueprint for Success Our Reliability Centered Maintenance (RCM) blueprint integrates strategic, intermediate, and

Both approaches relay on skilled and knowledgeable team members and the data to

tactical goals across key pillars of good practice. From these pillars, several core processes have

calculate measures to identify opportunities, measures include, mean time between failure

emerged as essential to managing risk, optimizing performance, and controlling lifecycle costs.

(MTBF) and meantime to repair (MTTR), failure rates, reliability and availability. Our teams use

These processes, listed below, are not standalone, they are interconnected, forming the

this data to prioritize improvements, refine maintenance strategies, and support decision-making

foundation of our maintenance management system.

with evidence-based insights.

Work Planning and Control This process is the backbone of our proactive maintenance strategy. It ensures that work is planned, scheduled, and executed in alignment with asset availability and operational priorities.

Weekly Asset Care Meetings formalize coordination between maintenance, operations, engineering, and SCADA teams. Through standardized workflows and schedule adherence tracking, we’ve reduced reactive work and improved execution reliability across all treatment facilities.

Condition Appraisals Our condition appraisal program enables us to assess equipment health at the component level. These appraisals inform decisions about refurbishment, replacement, and care plan

optimization. By integrating appraisal data into lifecycle models, we’ve rescheduled millions in capital replacements by strategically investing into targeted refurbishments extending asset life while maintaining performance.

Reliability Engineering We’ve embedded reliability engineering into our daily operations to identify failure trends, analyze root causes, and implement optimum maintenance tactics. This includes a two-pronged approach, approach one is to review equipment life plans for critical equipment and optimize Figure 1: The Reliability Centered Maintenance Blueprint

before failure, and the other approach is bad actor analysis, to prevent failures from re-occurring.

pemac.org / PEMAC NOW / WINTER 2025

|

15

Obsolescence Management

Recognizing that equipment obsolescence technically poses a more immediate and unpredictable threat to service levels than traditional reliability concerns, it is imperative that municipalities take a more proactive stance. As legacy systems age and manufacturers consolidate or discontinue product lines, the availability of critical spare parts and technical support diminishes, leaving essential infrastructure vulnerable to extended downtime and potentially costly emergency interventions.

At Halton, we’ve responded by developing a structured obsolescence management strategy. This

includes maintainability reviews, batch and phased replacement planning, and alignment with procurement and design standards to ensure long-term supportability.

However, this is not a challenge that can be solved in isolation. We must seek greater transparency and accountability from the market, particularly from OEMs and suppliers, regarding product lifecycle status and support timelines. Municipalities must also advocate for safeguards, including contractual obligations, lifecycle data sharing, and regulatory support to prevent escalating risks due to limited access to maintenance materials and repair services.

Obsolescence Call to Action: We urge public sector organizations, industry bodies, and procurement authorities to: •

Mandate lifecycle transparency in capital project specifications and vendor contracts.

•

Establish shared obsolescence registries to track and forecast risk across jurisdictions.

•

Collaborate on national standards for maintainability and supportability in infrastructure design.

•

Engage with PEMAC and other industry leaders to develop tools, frameworks, and policy

recommendations that address obsolescence as a systemic risk.

By taking collective action, we can ensure our infrastructure remains resilient, maintainable, and ready to serve our communities, today and into the future.

Image Credit: Philip Lawlor

pemac.org / PEMAC NOW / WINTER 2025

|

16

Training and Development

We’ve built a comprehensive training framework that supports technical growth, leadership development, and strategic alignment. This includes apprenticeship programs, factory training, and certification pathways such as PEMAC’s MMP and AMP. Our curriculum integrates asset management principles, reliability engineering, and continuous improvement, ensuring our team is equipped to meet current and future demands.

Safety Culture: A Cornerstone of Excellence Safety is a deeply embedded value that guides every aspect of our work. Over the past

three years, our team has made significant strides in cultivating a mature and proactive safety culture built on trust, accountability, and continuous learning.

Central to this transformation is the institutionalization of Pre-Job Safety Reviews (PJSRs).

These reviews are now a standard part of our daily work order execution, ensuring every job begins with a structured hazard assessment and mitigation plan. Between 2022 and 2025, over 22,000 PJSRs were submitted, with submission rates consistently above 80%, peaking at 91% in 2023.

We’ve also introduced Contractor Safety Orientations, aligning external partners with our safety expectations. Our “Pay to Be Safe” initiative ties contractor invoice processing to hazard assessment completion, reinforcing that safety is non-negotiable.

The results are clear: 2023 and 2024 were our safest years on record. More importantly, our safety culture is defined by the engagement of our people, specifically team supervisors and trade staff. Our supervisors and trades staff have embraced their roles as safety leaders facilitating reviews, mentoring peers, and continuously improving safe work practices.

Safety training is integrated into onboarding and technical development programs. New staff are introduced to our safety expectations from day one, and ongoing workshops ensure everyone remains informed and empowered. Our safety culture is dynamic, evolving with each lesson learned and improvement made.

Image Credit: Philip Lawlor

pemac.org / PEMAC NOW /

|

Investing in People: Training and Development We believe that investing in people is the most effective way to de-risk the

future and build lasting capability. Our workforce development strategy is inclusive and forward-looking, designed to equip our team with the skills and confidence needed to thrive.

We’ve launched an apprenticeship program in collaboration with HR and union partners, tailored to meet long-term skilled labor needs while supporting local employment. We’re also exploring opportunities for Indigenous communities, ensuring our workforce reflects the diversity of the region.

Updated collective agreements now recognize broader skill sets, such as the Industrial Maintenance Technician (IMT) certification and G1/G2/G3 licensing, de-risking and enabling greater flexibility and career progression.

Training goes beyond technical skills. We’ve embedded leadership development, reliability engineering, and asset management principles into our curriculum. Our team actively pursues MMP certifications through PEMAC and local colleges, aligning our practices with national standards.

We’ve prioritized factory training, tooling support, and hands-on learning, responding to staff feedback. Structured workshops, mentorship, and continuous improvement sessions encourage knowledge sharing and innovation. Ultimately, our investment in people builds a culture of professionalism, pride, and purpose, shaping the future of maintenance management.

pemac.org / PEMAC NOW / WINTER 2025

|

18

Looking Ahead: Enabling Maintenance Readiness We are progressing towards the implementation of maintenance readiness across capital

A networked approach, where municipalities work together directly, offers a more efficient and

project delivery. This approach ensures that infrastructure is not only operationally ready but

resilient path forward.

also serviceable from day one, enabling equipment to operate at optimal cost, risk, and

Organizations like PEMAC Asset Management Association of Canada play a vital role in enabling

performance throughout their lifecycle.

these connections. Through certifications like the Maintenance Management Professional (MMP)

We’re defining roles within our team to focus on maintenance readiness, with the intent to

and Asset Management Professional (AMP) programs, and through conferences, working groups,

aligning project delivery with long-term maintenance strategies. This work will help reduce

and knowledge-sharing platforms, PEMAC helps build a shared framework for excellence. These

lifecycle costs, improve service reliability, and ensure consistent standards across new and

platforms provide the foundation, but the real value is unlocked when municipalities engage directly

legacy infrastructure.

with one another.

At Halton, we’ve actively contributed to PEMAC led research, participated in national

Partners for Reliability: Building Peer-to-Peer Municipal Collaboration We believe in the power of “partnerships for reliability” collaborative, peer-to-peer relationships between municipalities that share a commitment to improving maintenance management and asset performance. These partnerships are not just about networking; they are about

co-creating

solutions,

sharing

tools,

and

accelerating

performance

improvement through mutual support and learning. Modern infrastructure challenges such as equipment obsolescence, lifecycle planning, and maintenance readiness are common challenges. Tackling them in isolation leads to duplicated effort and missed opportunities.

discussions, and refined our practices through peer engagement. Building on this momentum, we

are now seeking to initiate new municipal partnerships focused on reliability. Discussions have already begun on how to launch dedicated forums and cross-municipal teams that will enable the sharing of performance improvement tools, alignment of standards, and joint advocacy for the strategic role of maintenance management.

We envision a future where municipalities collaborate regularly sharing lessons learned, codeveloping frameworks, and supporting each other in building resilient, maintainable infrastructure.

These partnerships will not only strengthen individual programs but will elevate the profession over

“

time.

We envision a future where municipalities collaborate regularly

sharing

lessons

learned,

co-developing

frameworks, and supporting each other in building

Modern infrastructure challenges such as equipment obsolescence, lifecycle planning, and maintenance readiness are common challenges. Tackling them in isolation leads to duplicated effort and missed opportunities. A networked approach, where municipalities work together directly, offers a more efficient and resilient path forward.

resilient, maintainable infrastructure.

”

pemac.org / PEMAC NOW / WINTER 2025

|

19

Looking Ahead: Precision Maintenance

As we look ahead to future-proof our maintenance capability,

To support this vision, Halton is investing into a dedicated

Ultimately, the latent capability within our workforce is

precision maintenance stands out as a key strategy to build

works management facility, a centralized environment that

significant, and with the right support, and in the right hands, it

resilience into our workforce and infrastructure. While Halton does

would provide the tooling, space, and resources needed to foster

can be fully realized. Precision maintenance is not just about

not yet have a fully developed precision maintenance culture and

a precision maintenance culture. This facility would enable hands-

improving

work capability, it is firmly on our radar. We recognize that

on training, in-house fabrication, and enhanced maintenance

operations, empowering people, and ensuring sustainable,

enhanced technical skills such as advanced pump maintenance

execution, positioning our teams to take on more complex tasks

reliable service delivery for years to come.

and alignment with Hydraulic Institute standards, lubrication

and reduce reliance solely on external vendors.

management

and

Maintenance

Lubrication

technical

outcomes,

it’s

about

de-risking

Technician

Training, Internal predictive diagnostics capability and increased capacity, and precision fabrication and parts production are essential to proactively manage uncertainty in labour and material markets. These competencies will allow our teams to prevent failures, reduce lifecycle costs, and maintain service continuity even when external conditions become volatile.

Our vision is to strike a strategic balance between internal capability and external support. Contractors will always play a critical role in scaling capacity and supporting specialized tasks, but we must avoid the risks associated with outsourcing all critical equipment related technical expertise. A fully outsourced model can leave us exposed when supply chains are disrupted or skilled labour becomes scarce. Instead, we aim to develop selfsufficiency as a core competency, ensuring our trade and technical teams are equipped to respond, adapt, and lead.

Adopting precision maintenance strategies ensure equipment life plans remain optimum, while ensuring condition grades remain

Figure 2: Halton Region’s Equipment Maintenance Life Plan process, integrating asset criticality, condition data,

in the good and very good ranges at a much lower cost and for

and failure likelihood into a structured framework for selecting and executing optimal maintenance strategies.

longer, than would otherwise be possible.

pemac.org / PEMAC NOW / WINTER 2025

|

20

Lessons Learned Our journey has provided valuable insights that continue to shape our approach:

•

Systems as Enablers: Effective maintenance management depends on robust systems.

Enhancements to SAP master data and transactional information via work order technical

feedback has improved reliability engineering, planning, scheduling, and performance tracking effectiveness, enabling data-driven decision making.

•

Master Data and Transactional Accuracy: Reliable Maintenance management begins with structured and accurate data. Maintaining equipment hierarchies, criticality scores, and lifecycle attributes, along with consistent work order technical and failure data, supports proactive maintenance and continuous improvement.

•

People and Skills Matter: Our success is rooted in the professionalism and adaptability of

our team. Investing in skilled trades, leadership development, and certification programs has built a resilient workforce capable of driving change.

•

Engagement Drives Culture: Inclusive planning and feedback processes foster ownership and pride. Staff engagement has been critical to implementing and sustaining new practices.

•

Collaboration Multiplies Impact: Cross-departmental coordination has broken down silos and aligned efforts. Whether working with engineering on design reviews or operations on scheduling, collaboration has been a key driver of success.

•

Leadership Support is Essential: Senior management’s recognition of maintenance as a strategic function has enabled resource allocation, policy influence, and innovation.

Halton Region were named recipients of PEMAC’s 2025 Maintenance Team of the Year Award, recognized for their forward-thinking, data-informed approach to maintenance, investment in workforce development, and commitment to sustainable, reliable service delivery. Through collaboration, innovation, and strong leadership, the team has demonstrated how maintenance can serve as a strategic driver of organizational excellence.

Conclusion: A Shared Future of Excellence Our journey demonstrates what’s possible when

network of peer municipalities and supporting

maintenance is treated as a strategic priority. Through

organizations like PEMAC, the future is bright. Halton

collaboration, innovation, and the steadfast application

is

of short-, medium-, and long-range planning, we’ve built

municipality

a program that not only maintains infrastructure but

improvement tools, standards, and strategies can be

protects it. We’ve shown that with the right mindset,

shared and co-developed. These forums will help build

tools, and support, maintenance can be a proactive

a stronger, more connected public sector maintenance

driver

community, one that is equipped to meet the challenges

of

asset

performance

and

public

service

excellence.

actively

seeking to

to

initiate

municipality,

new

partnerships,

where

performance

of tomorrow with confidence and clarity.

For those just beginning their journey, the path to

Together, we can build resilient infrastructure,

excellence starts with a single step. Start small, think

empower our teams, and deliver exceptional service to

big, and plan for the long term. Never underestimate the

our communities. The journey ahead is exciting and

power of a committed team and the value of building

we’re proud to be part of it.

internal capability. With growing interest in maintenance management and reliability engineering, and a strong

Philip Anthony Lawlor is an experienced professional in maintenance and asset management with over 23 years of experience dedicated to private and public sector industries. He holds a Master’s in Quality Management, a Post-baccalaureate Diploma

in Innovation Management, and a Specialist Diploma in Lean Systems. Additionally, he

Learn More About the Awards

is a Certified Asset Management Professional (CAMP) and Assessor (CAMA). Lawlor works full-time as the Manager of Treatment Plant Maintenance at Halton Region, where he is part of a high-performing team responsible for the smooth operation and effective maintenance of water and wastewater treatment plant assets.

pemac.org / PEMAC NOW / WINTER 2025

|

22

When I began my Asset Management Professional (AMP) Capstone project, I expected to sharpen my understanding of asset management frameworks. Instead, I uncovered something that strongly shifted how I view organizations, creativity, leadership, and ultimately, my own career.

My Capstone explored an unconventional idea. What if design expertise and creativity were treated as strategic assets and managed with the same intention as physical infrastructure? That question reshaped how I understood value, influenced how I saw people and culture, and help ed me chart a new professional direction grounded by purpose, mentorship, and people-centered asset management.

The Capstone That Changed My Perspective

Seeing the Invisible: How my AMP Capstone Helped Me Redefine Value, Creativity, and my Professional Path By: Amie Cybulski, PMP, CAMP, GSI – Founder, Asset Arc Management & Consulting Inc.

I have worked in Architectural Design and Project Management for more than 16 years. Over time, I saw something many of us experience but rarely discuss, the intangible elements of a workplace.

Creativity, culture, innovation, energy, and knowledge, often determine

project outcomes far more than any specification or schedule.

For my Capstone, I made these intangible elements the center of my assignment. Using the AMP lessons and framework as a guide, I explored how creativity, skill, and design intelligence could be mapped, assessed and renewed the same way we treat physical assets.

Recipient of the AMP Capstone Award, Amie Cybulski, PMP, CAMP, GSI,

This meant looking at creativity through a lifecycle lens.

shares reflections from her capstone journey in this article. She explores how

1. Development: Building Capability

rethinking value, creativity, and culture within asset management has shaped her professional path and continues to influence the way she leads, learns,

•

how people learn, grow, and develop professional judgement

directly affects quality and project predictability

and contributes to the AMP community.

pemac.org / PEMAC NOW / WINTER 2025

|

23

2. Operation: Performance Under Pressure •

How

workload,

stress,

unclear

priorities,

and

constant

•Teams experience peaks and drops. Stress, workload, burnout,

mentorship, and well-being often become secondary, not by

and constant change can erode creative capacity, if not balanced

intention, but by circumstance.

firefighting can erode creativity and capacity for thoughtful asset

with renewal.

decisions

3. Knowledge loss is a real organizational risk.

3. Maintenance: Sustaining Human Performance

•

•

instinct, and decision-making patterns with them.

how mentorship, rest, and feedback support sustained

This realization wasn’t about any one employer. It was about an industry-wide challenge I had observed for years. It made my

When experienced staff move on, they take years of insight,

to build for the next stage of my career.

performance the same way lubrication sustains mechanical

4. Mentorship is one of the most powerful forms of asset renewal.

components

•

4. Renewal: Recharging Capability Over Time

into capable, confident contributors is something I’ve always

•

deeply valued. Mentorship multiplies capability and strengthens

how new ideas, training, and inspiration rejuvenate a team and

Supporting emerging professionals and watching them grow

organizational resilience far more than any tool or system.

It was the first time I saw creativity as something that could be

5. Structure doesn’t limit creativity, it protects it.

intentionally supported, protected, and strengthened within an

•

organization. It opened my eyes to how often these elements go

have more freedom to perform at their best. Ignoring human asset

unnoticed, even though they are the backbone of performance.

degradation leads to more reactive maintenance, increased

series.

downtime, and inconsistent performance.

Through the Capstone project, I learned that intangible assets face many of the same risks as physical ones but with even greater

With that clarity, I took a step many professionals contemplate, and I created something new. Asset Arc Management & Consulting Inc. grew from my desire to align my work with the

With the belief that People are irreplaceable assets, structure

With the right processes, expectations, and systems, people

supports

creativity,

culture

drives

performance,

mentorship

matters, and sustainable success requires intention.

Asset Arc wasn’t designed as a business first, it began as an idea shaped by everything I learned through my AMP journey. It

These lessons helped me understand that asset management is not only about buildings and budgets, but also about the people who bring those systems to life.

consequences when neglected.

Seeing the Gap: When Intangible Value Goes Unrecognized

1 .Culture deteriorates when it isn’t intentionally maintained.

After completing the Capstone, a shift in my professional journey

•People are deeply affected by clarity, communication, recognition,

A New Chapter: Building Work Aligned With My Values

values at the heart of my Capstone.

support in problem solving capability

Lessons Learned

Capstone feel more relevant and helped me clarify what I wanted

gave me the space to reflect deeply on my next steps.

became the space where I could continue applying peoplecentered asset management principles in a way that felt meaningful and aligned.

“

What if design expertise and creativity were treated as strategic assets and

and a sense of belonging. Without internal maintenance, culture

As I looked back, I recognized a truth common across many

degrades and leads to poor decision-making and inconsistent

organizations today. When financial pressures rise or deliverables

maintenance practices. Culture isn’t passive, it must be nurtured.

take center stage, the intangible elements, creativity, culture,

managed with the same intention as

physical infrastructure?

pemac.org / PEMAC NOW / WINTER 2025

|

24

”

While this article isn’t about Asset Arc, it is the natural

4. Renewal is essential

acknowledgement of how learning transforms into action.

•

Mentorship: Renewal in Motion

development, and purpose to perform consistently.

Of all the points in my Capstone, mentorship is the one that

Just like physical assets, people need rest, encouragement,

5. Purpose is a powerful guide

continues to resonate most deeply with me. Watching people

•

blossom into confident contributors, seeing them develop a sense

improves, and so do the assets we manage.

of purpose and pride, has always been one of the most meaningful

When our work aligns with our values, our performance

The most valuable assets in any organization are the people

parts of my professional life.

that show up every day with their knowledge, passion, creativity,

Mentorship stabilizes culture, strengthens capability, and builds

and commitment. When we care for those assets by renewing

continuity ensuring critical knowledge does not disappear. It is, in

them, supporting them, and giving them purpose, everything else

many ways, the most powerful form of organizational asset

improves.

renewal.

Amie Cybulski is an architectural and

How ISO Principles Found New Life in My Career The AMP program changed how I define value. It showed me that value is not only cost, performance, and lifecycle, but also culture, well-being, resilience and pride. ISO reframed risks as dynamic and human, interconnected with decision-making and communication.

decisions I make in my organization.

A framework That Found Its Purpose What began as an academic exercise ultimately became a personal roadmap. My Capstone helped me articulate what I value creativity,

If I could summarize the most meaningful takeaways from this experience, they would be: 1. Intangible

assets

hold

extraordinary

power

and

drive

performance

These insights didn’t just shape my Capstone; they guided the

most,

project management professional with

Lessons I Carry Forward

people,

systems

that

support

well-being,

thoughtful leadership and continuous renewal. Those values now

•

over 16 years of experience delivering residential,

municipal,

commercial,

and

institutional,

industrial

projects

across Canada and internationally. She serves as Associate and General

Creativity, knowledge, and culture shape maintenance and

Manager at Bell + Associates Architecture and is the Founder of

operational outcomes more than we realize.

AssetArc Management & Consulting Inc., a firm focused on helping

2. People must be supported intentionally

organizations align design, infrastructure, and asset performance.

•

Amie holds PMP and CAMP designations, an Architectural

Culture connection and mentorship cannot be left to chance.

Human performance requires care, structure, and investment.

Ontario Ministry of Municipal Affairs and Housing. She is a Gold

3. Transitions create clarity

shape the direction of my work and my contributions to the asset

•

management community.

what they neglect.

Technology diploma, and multiple design qualifications through the Seal Intern and sits on the Executive Committee of the Canadian

A shift in direction often reveals what organizations value, and

Welding Bureau Foundation – Ottawa Chapter.

pemac.org / PEMAC NOW / WINTER 2025

|

25

Who We Are The Regional Municipality of Wood Buffalo has established a Corporate Asset Management (AM) Branch to ensure sustainable management of our $6.5 billion infrastructure portfolio. Our focus: delivering reliable services to over 106,000 residents across 66,000 square

kilometers through strategic, data-driven asset management. Through leadership commitment and a people-first approach, the RMWB has transformed asset management from a technical task into a culture of collaboration, accountability, and sustainability.

Building Something That Lasts: The People and Processes Behind the Regional Municipality of Wood Buffalo’s (RMWB) Asset Management Transformation -By Kushmeela (Eesha) Lochee – Asset Management Coordinator, RMWB

Recipients of PEMAC’s 2025 Asset Management Team of the Year Award, the Regional Municipality of Wood Buffalo was recognized for its collaborative, organization-wide approach to asset management, its commitment to continuous improvement, and its focus on delivering long-

term value to the community. In this article, the team shares insights from their journey, highlighting the practices, partnerships, and mindset that helped them strengthen governance, optimize performance, and build a more resilient future for residents and stakeholders.

Figure 1 The data on Figure 1 is based on a Class D estimate.

These figures are being refined as additional data is collected and validated.

pemac.org / PEMAC NOW / WINTER 2025

|

26

From Challenge to Change

Leadership and Culture: The Foundation of Transformation

In 2014, asset management was more of a concept than a practice — limited data,

The Regional Municipality of Wood Buffalo’s success grew from leadership alignment

siloed operations, and reactive decisions. Two major crises, the 2016 wildfire and the 2020

and cultural transformation, not just systems. By 2025, asset management was

flood, revealed a need for reliable asset data, coordination, and resilience. This became the

embedded across departments — from policy and planning to frontline operations.

turning point toward a strategic, people-driven approach to asset management.

Transformation Timeline

Leadership Pillar

Example in Practice

Policy Foundation

Council-approved AM Policy (2025) establishing clear direction.

Resourcing & Training

Funding for staff certifications (CAMP, CAMA) and system deployment.

Strategic Integration

Asset management will be embedded into budgeting and capital planning.

Cultural Messaging

“Asset management is everyone’s responsibility” campaign organization wide.

Process-Before-Systems Approach The Regional Municipality of Wood Buffalo learned that technology alone doesn’t drive sustainable change — people and processes do. Before implementing new systems, the team standardized processes, clarified roles, and trained staff.

Examples of 'Process-Before-Systems' in Action: •

Standardized

asset

data

before

launching

the

Computerized

Maintenance

Management System •

Map and improve maintenance workflows before automation\

•

Establish the Asset Hierarchy

pemac.org / PEMAC NOW / WINTER 2025

|

27

Collaboration in Action

Through these efforts, the program fostered empowerment and understanding. Staff no

Departments now coordinate projects through Condition Assessments —

longer see asset management as an abstract framework or not at all. They are starting to

reducing rework, costs, and disruptions.

see it as part of their role in delivering reliable services.

This shift will produce immediate benefits:

Transparency, Accountability, and Continuous Improvement

•

Smoother annual budgeting

•

Balanced maintenance workloads

•

Fewer service disruptions

•

Greater interdepartmental trust

The Regional Municipality of Wood Buffalo publicly shares its Asset Management Policy, progress reports, and educational resources, inviting residents to learn how infrastructure decisions are made.

Asset management is no longer a buzzword—it has become a point of discussion, shaping our organizational mindset.

These improvements didn’t stem from new software or mandates; they came from people deciding to solve problems together.

Plans (AMPs) that integrate condition data, risk, and service levels into long-term

Measuring Progress and Demonstrating Value A

2025

Maturity

Assessment

involved

Looking ahead, the Regional Municipality of Wood Buffalo is finalizing Asset Management investment strategies. The municipality is also exploring how asset management supports

every

department,

building

accountability and insight. Progress will be tracked through Key Performance Indicators (KPIs) that align data, culture, and service outcomes.

Reliability - Planned vs. reactive maintenance Financial Stewardship - Budget variance (lifecycle vs. traditional planning) Data Quality - Asset condition score improvements Collaboration - Coordination effectiveness across capital projects Engagement - Staff literacy and participation in AM training

broader goals—climate resilience, equity, and reconciliation.

By embedding asset management in strategic planning, the Regional Municipality of Wood Buffalo ensures the work remains relevant for future challenges.

Current Priorities (2025-2030)

Key Achievements (2024-2025) Organizational Foundation •

Council-approved Asset Management Policy (February 2025)

•

Completed $6.5 billion preliminary Asset Register (June 2024 - 6 weeks

secondment team) •

1.

Finalize Asset Management Plans (AMPs)

• Integrate condition data, risk assessment, and Level of Service (LoS) • Develop 10-year investment strategies by asset class • Link to Long-Term Financial Plan

2.

Execute Strategic Asset Management Plan (SAMP)

• Implement organization-wide AM framework • Establish performance monitoring systems • Embed AM into all capital and operational planning

3.

Define Levels of Service (LoS)

• Engage stakeholders on service expectations • Balance community needs with financial sustainability • Establish measurable key performance indicators

Enhance Data & Systems

• Complete the implementation of a Computerized Maintenance Management System (CMMS) across all asset managing departments.

This will connect administration and council with the ongoing capital project reference and business case.

• Improve asset condition assessment programs • Integrate GIS and asset data platforms

5.

Build Organizational Capacity

• Roll out AM 101, LoS, and other asset management training to all staff based on the training matrix • Develop department-specific AM champions • Support professional development (Certified Asset Management Professional and Certified Asset Management Assessor)

6.

Strengthen Collaboration

• Formalize cross-departmental coordination protocols • Joint capital planning and project scheduling • Shared asset information and decision-making

Maturity Assessment completed across all asset-owning departments

Capability Building •

56+ stakeholder engagement sessions with staff across all levels

•

Data Collection Framework for consistent asset information

Integration & Systems

•

Establish the Asset Hierarchy Structure to enable accurate reporting in the Asset Management Software

•

4.

Cross-departmental collaboration protocols (example: Asset condition Assessment Program)

Cultural Transformation •

"Asset management is everyone's responsibility" embedded across

organization •

Process-before-systems approach to sustainable change

•

Transparency & accountability through public reporting and more frequent

Council reporting •

Shifting from reactive to proactive decision-making

pemac.org / PEMAC NOW / WINTER 2025

|

29

Lessons for Other Municipalities

Conclusion

In 2014, asset management was more of a concept than a practice — limited data,

The Regional Municipality of Wood Buffalo’s transformation proves that sustainable

siloed operations, and reactive decisions. Two major crises, the 2016 wildfire and the

asset management isn’t about technology — it’s about people. By leading with purpose,

2020 flood, revealed a need for reliable asset data, coordination, and resilience. This

investing in learning, and aligning processes before systems, the municipality is building

became the turning point toward a strategic, people-driven approach to asset

something that truly lasts.

management.

"This isn't about perfect spreadsheets or sophisticated software. It's about making smarter

The Regional Municipality of Wood Buffalo’s journey offers practical insights for municipalities starting or advancing their asset management programs:

• •

Leadership commitment is essential - Transformation begins when leaders make

decisions with the resources we have and being honest about what we can—and can't— sustain."

In a municipality the size of a small country, the Regional Municipality of Wood Buffalo

asset management visible and valued.

has proven that when internal resources lead with purpose, even the largest challenges

You have to start small - Don’t wait for perfect data or sophisticated systems;

can be overcome. That’s what it means to build something that lasts.

progress grows from small wins.

• • • • • •

People are the greatest asset - Invest in staff development and celebrate their

Kushmeela (Eesha) Lochee is an Asset Management

contributions.

Coordinator with the Regional Municipality of Wood Buffalo.

Culture precedes technology - Software accelerates established processes but

She brings over 20 years of experience in Project & Contract

cannot replace them.

management, financial coordination, and asset management.

Break down silos - Collaboration builds efficiency, innovation, and trust.

Educate everyone - Broad literacy sustains progress beyond individual champions.

Measure and communicate - Transparency builds credibility and engagement.

Connect to community impact - Always link technical decisions to quality of life for

She is passionate about practical, people-centered asset management and connecting data, processes, and people to support better decision-making.

Eesha is multilingual and holds several professional certifications, including PMP, IAM, CAMA, CAMP, and CSCP.

residents.

These principles have guided the Regional Municipality of Wood Buffalo’s success and continue to shape its evolution of the Asset Management Program.

pemac.org / PEMAC NOW / WINTER 2025

|

30

Guest Contribution Provided by SMRP

Leaders who prioritize maintenance and reliability initiatives can shape a culture of continuous improvement and a strong focus on asset care. Effective leaders can help to drive the effectiveness and efficiency of:

Vision and Strategy: Visionary leaders formulate a clear strategy for maintenance and reliability that aligns with broader organizational objectives. They establish measurable goals, allocate resources appropriately, and champion the importance of proactive asset management.

Resource Allocation: Adequate funding, skilled personnel, and advanced technologies are all critical for successful maintenance and

reliability programs. Strong leadership ensures that these resources

The Crucial Nexus of Leadership and Culture in Industrial Manufacturing: A Maintenance and Reliability Perspective -By Adrian Messer CMRP, CRL. – Manager, US Operations, SDT Ultrasound Solutions

are allocated efficiently, preventing disruptions and minimizing downtime.

Change Management: As technologies evolve and industry landscapes shift, adaptable leaders drive the adoption of new methodologies and best practices in maintenance and reliability. They encourage a culture that embraces change and innovation.

Adapting to Change: Manufacturing environments are dynamic,

Industrial manufacturing forms the backbone of global

relationship between leadership, culture, and having a

economies, producing the goods and products that sustain

sustainable maintenance & reliability program.

modern

The Role of Leadership

life.

Within

this

vast

and

dynamic

sector,

maintenance and reliability play an instrumental role in ensuring the smooth operation of production processes and the longevity of equipment. However, the significance of effective leadership and a robust organizational culture cannot be overstated when it comes to maintaining high standards of maintenance and reliability. There is a pivotal

with technologies and processes evolving rapidly. Training fosters adaptability, allowing employees to stay up-to-date with the latest advancements and adjust their strategies accordingly.

Leadership within industrial manufacturing sets the tone

Leadership Support: Strong leadership champions training

for the entire organization. Effective leaders understand that

initiatives, ensuring that resources are allocated for continuous skill

maintenance and reliability are not just cost centers but

development. When leaders prioritize training, employees feel valued

strategic assets that contribute to competitiveness, product

and motivated to enhance their skills.

quality, and overall operational excellence.

pemac.org / PEMAC NOW / WINTER 2025

|

31

Collaboration and Communication: Open communication

companies are facing. Trained employees are also more likely to

improvement.

channels foster collaboration among different departments –

suggest

Organizations that encourage a culture of lifelong learning

better decision-making and problem-solving. A culture of

opportunities for cost savings and efficiency gains.

create an environment where employees actively seek

transparency

opportunities to upgrade their skills. It was once said that

pointing.

Cultural Reinforcement: Effective leaders can help to reinforce

a

culture

of

learning

and

what’s worse, we train our employees and they leave, or if

reduces

misunderstandings

and

finger-

improvements

to

existing

processes

and

identify

Diagnostic Skills: When companies invest in their employees through training and skills development, maintenance staff become

reliability

armed with the ability to diagnose problems accurately can reduce

we don’t train them and they stay.

practices are continuously evolving. A culture of learning

downtime significantly. Training in diagnostic techniques enables

Cultural Foundations

encourages employees to acquire new skills and knowledge,

them to identify issues at their root cause, leading to quicker and

invisible

helping them stay ahead of emerging technologies and

more precise solutions.

framework that shapes behavior, decision-making, and

industry trends. Training and investing in your workforce can

attitudes within an industrial manufacturing setting. An

help to close the skills gap that industrial manufacturing

Organizational

culture

functions

as

the

Continuous

Learning:

Maintenance

and

optimal culture promotes collaboration, accountability, and a sense of ownership over the production processes and assets. Leaders who know and understand the importance of reliability and how critical it is to optimizing production, can help to engrain reliability into the culture just like safety and quality have been.

This guest article was provided by the Canadian Network of Asset Managers (CNAM)

Safety First: A culture of safety underpins successful maintenance and reliability efforts. Leaders who prioritize safety communicate its importance, encourage adherence to

best practices, and create an environment where employees feel comfortable reporting potential issues. It has also been shown and proven that companies with high reliability have better safety records.

pemac.org / PEMAC NOW / SPRING 2025

|

32

The Synergy: Leadership, Culture, Maintenance, and

Improved Employee Engagement: A positive culture

Reliability

that

provides

and growth, which in turn propels the development of a highly skilled

The synergy between leadership and culture significantly

opportunities

and

job

workforce. This workforce, armed with technical prowess and

impacts maintenance and reliability outcomes. When

satisfaction. Engaged employees are more likely to be

diagnostic acumen, ensures machinery's health and longevity,

leadership and culture are aligned, several benefits

diligent in maintaining equipment. The modern industrial

minimizing downtime and maximizing efficiency.

emerge:

worker wants to be in place where they can grow, thrive,

Reduced

Downtime:

A

culture

of

proactive

maintenance and reliability practices, fueled by supportive leadership, minimizes unplanned downtime, leading to increased operational efficiency.

Enhanced Asset Longevity: Strong leadership drives a

culture that emphasizes proper asset care, extending the lifespan of equipment and reducing the need for frequent replacements.

Optimized Resource Utilization: Effective leadership ensures that resources are allocated efficiently, eliminating wastage and maximizing the return on investment in

values

employees'

contributions

for

enhances

growth

and

leads to success. Effective leadership fosters a culture of learning

morale

develop, and contribute to the organization through meaningful work.

For over 2 decades, Adrian has worked with industrial manufacturing facilities across

The industrial manufacturing landscape thrives on achieve these

multiple industry sectors to help improve

benchmarks, maintenance and reliability are indispensable.

their asset reliability strategies through both

However, their success is intrinsically linked to the

asset condition monitoring and the people

leadership's commitment and the culture that permeates the

side of maintenance & reliability.

precision,

efficiency,

organization.

Leaders

and

quality.

who

To

recognize

the

strategic

As the Business Development Manager for the USA at SDT

significance of maintenance and reliability, and who foster a

Ultrasound

culture of collaboration, innovation, and accountability, lay

implement ultrasound condition monitoring solutions for improved

the foundation for sustainable success in modern industrial

asset reliability and energy savings initiatives.

manufacturing. As the industry continues to evolve, it is maintenance and reliability initiatives.

Because a company This guest article was provided byimperative the Canadian of Asset Managers (CNAM) that Network organizations invest in nurturing the can run more efficiently, they can more easily take relationship between leadership, culture, maintenance, and advantage of emerging technologies associated with reliability to remain competitive and resilient in the face of Industry 4.0 (as long as the foundational elements and challenges. When a company invests in its people, it sends practices of reliability are in place). They can be in a better a clear message to their workforce that they are valued. position to integrate automation, data analytics, and the In addition, modern industrial manufacturing is like an Internet of Things (IoT) Training programs that familiarize intricate dance. Where every asset matters, the partnership employees with these technologies empower them to between maintenance and reliability, leadership, culture, harness the potential of smart manufacturing for improved and skills development becomes the choreography that maintenance and reliability.

Solutions,

Adrian

works

to

help

successfully

Adrian is a graduate of Clemson University with a Bachelor of Science in Management, and he is actively engaged with the Wilbur O. and Ann Powers College of Business through various student mentorship programs.

Adrian has also achieved

Certified Maintenance & Reliability Professional (CMRP) and Certified Reliability Leader (CRL) certifications and is currently serving on the Board of Directors for the Society for Maintenance & Reliability Professionals (SMRP).

pemac.org / PEMAC NOW / WINTER 2025

|

33

low-pressure conversations, early badge pick-up, and plenty of “good to see you again” moments that made the next three days feel instantly connected.

Alongside the core conference, professional development options ran in conjunction with MainTrain (with separate registration), including

Maintenance Management Professional (MMP) Module 1 and a Certified Asset Management Assessor (CAMA) Preparation Course scheduled across October 27-28.

Monday, October 27, 2025 | Facility Management Evolution, Applied AI, and Two Technical Tours

MainTrain 2025 Conference Recap By: PEMAC Asset Management Association of Canada

The conference formally opened with our first Plenary Keynote, “The Evolution of Facility Management at the City of Calgary,” delivered by Ian Fleming, Director of Facilities Management, City of Calgary. The keynote grounded the week in a practical reality: facility and infrastructure organizations are being asked to deliver more with

MainTrain

2025

brought

Canada’s

maintenance,

reliability, and asset management community together in

Sunday, October 26, 2025 | Board Meeting and Welcome

rising complexity, heightened service expectations, and constant

Reception

operational pressure. The discussion reinforced the importance of aligning service outcomes, risk, and lifecycle thinking, particularly in

Calgary for three focused days of keynotes, concurrent

MainTrain week began with a PEMAC Board meeting to

learning, technical tours, and peer-to-peer exchange. With a

align on priorities, governance, and the work ahead across

environments where reliability is inseparable from public trust.

program built for practitioners, the conference balanced

chapters, education, certification, and advocacy. While not

Workshops and Sessions: from AI Enthusiasm to Operational

strategic direction with tactical takeaways: what to do next,

part of the public program, the session set a tone of clarity

Execution.

what to stop doing, and what “good” looks like when

and accountability before delegates arrived in full force.

reliability

and

asset

performance

have

real-world

Monday’s concurrent programming quickly revealed the week’s

In the late afternoon and evening, delegates checked in

early themes. Digital transformation remained a major focus, but the

and reconnected at the Casual Informal Open House

emphasis had shifted from novelty to execution: adoption, data

This recap is organized by day and highlights key themes,

Welcome and Pre-Conference Registration at Essence

discipline, and decision-making frameworks.

presentations and includes a gallery showcasing what made

Restaurant in the Westin Calgary. It was an ideal soft start:

consequences.

this year’s conference the best one yet.

pemac.org / PEMAC NOW / WINTER 2025

|

34

Notable sessions and sponsor workshops included:

•

•

Carver PA Corporation).

Artificial Intelligence in Maintenance Planning (James

Corporate Culture Risk Assessment (Michel Aubuchon,

the solutions available in the market, while the Dine Around format

Reyes-Picknell, Conscious Asset).

•

•

and Asset Uplift Transformations (EY Mining and Metals).

What Good Looks Like (Doug Stretton and Joseph

Overcoming Common Pitfalls that Impact ERP/CMMS

Ashun, EY).

•

•

in Facilities and Water Technology (City of Calgary).

Decision Intelligence Framework: The Difference Maker

Technical

Management Inc.).

Maintenance

Making Mobility Stick: Lessons in Adoption, Training, and

Tours:

Municipal

Water

to

A defining feature of Monday was the opportunity to step away from slides and see asset-intensive work up close. Two

•

tours delivered an “operational reality check” that made the

Maintenance and Reliability (ReVisionz).

Across these sessions, the message was consistent:

CONTINUED ON PAGE 38

Aviation

Design (Brett Wiggins, Prometheus Group).

Industrial AI in Action: A Hands-On Workshop for

gave first-time attendees an easy way to build relationships quickly.

Engineering Mindset in Action: Adopting the RM Concept

in Asset Management Excellence (Paul Daoust, Scio Asset

•

reception created a practical bridge between the day’s content and

week’s themes tangible.

Tours offered on Monday included:

tools can accelerate outcomes, but only when teams define

•

Glenmore Water Treatment Plant Tour

the problem clearly, trust the data, and design for real-world

•

WestJet Site Maintenance Tour

adoption. Attendees also saw repeated reinforcement of

Whether in water treatment or aviation, the common This article from was provided fundamentals that scale in anyguest environment, structured by the Canadian Network of Asset Managers (CNAM) thread was unmistakable: high-consequence environments planning to disciplined scheduling and PM optimization. rely on disciplined processes, strong safety culture, and Additional Monday sessions that reinforced execution consistent execution. For many delegates, the tours served discipline included:

as proof that the fundamentals still win, even as digital tools

•

evolve rapidly.

Multi-Week Rolling Schedule: The Foundation of a

Sustainable Planned Work Culture in the AI 4.0 Era (Jean Charbonneau, CiM Maintenance Inc.).

•

How to Perform PM Optimization (PMO 101) (Yoann

Urruty, Spartakus Technologies).

Networking: Exhibitor Hall Reception and Dine Around The day closed with an Exhibitor Hall Reception

(sponsored by ReVisionz), followed by a Dine Around option that extended discussions across Calgary. The exhibitor

pemac.org / PEMAC NOW / WINTER 2025

|

35

Thank you to our Platinum Sponsor

This guest article was provided by the Canadian Network of Asset Managers (CNAM)

This guest article was provided by the Canadian Network of Asset Managers (CNAM)

Explore the full MainTrain 2025 Official Photo Gallery

CONTINUED FROM PAGE 35

Roundtable and Exchange Formats: More Conversation,

Tuesday, October 28, 2025 | Defining Asset Value,

Less Theatre

Cybersecurity Reality, and PEMAC Awards

In addition to traditional presentations, Tuesday included

Tuesday opened with Plenary Keynote 2 from Bill Mercer,

an MRO Magazine Roundtable, giving attendees a different

Senior Specialist, Capital Power: “Realizing Value from

pace and a more conversational format. Later, the Connect |

Assets… But What the Hell Is an Asset and What Is This

Learn | Contribute Exchange peer rooms created structured

Value We Keep Talking About.” It was blunt by design, and it

space for practitioners to compare approaches across

landed. The keynote pushed the room toward clearer

technology and tools, reliability and maintenance, people

definitions and more consistent language, emphasizing that

and change, and organizational strategy.

organizations cannot optimize what they cannot articulate. In

Evening Program: Heritage Park and PEMAC Awards

an era where investment scrutiny is rising and trade-offs are

Tuesday evening moved offsite to Heritage Park for a

constant, a credible definition of value is not academic, it is

Networking Hospitality Reception (sponsored by EY Mining

operational.

and Metals), followed by the PEMAC Awards Dinner

Concurrent Sessions: Risk, Criticality, Cybersecurity,

(sponsored by Northern Lakes College). The evening

Wednesday, October 29, 2025 | Resilience, Mentorship, Scaling AI,

and the Data Foundation

celebrated excellence across maintenance management,

and Closing Reflections

Tuesday’s programming strengthened the cross-sector

asset management, and member contribution, recognizing leadership.

Mayor of the Town of Slave Lake, delivering a compelling address on

Beyond the winners, the broader takeaway was clear:

infrastructure realities, industrial reliability and by the Canadian Network of Asset Managers (CNAM) This guest articlechallenges, was provided recognition helps codify what excellence looks like, and it sponsor sessions focused on the systems and controls that

disaster preparedness, recovery, and resilience, drawing on her

encourages more organizations to invest in the people and

wildfires in Canadian history. She emphasized that resilience extends

practices that produce reliable results.

beyond infrastructure to include governance, partnerships, and social

lens of the conference. Delegates moved between municipal

enable performance.

Two themes stood out across the day. First, cybersecurity is no longer “an IT topic” for asset-intensive organizations. It is a reliability topic, a safety topic, and increasingly, a compliance topic. Second, data quality continues to be the silent limiter of many transformation programs. The promise of analytics and AI is real, but only when the underlying asset data is credible, structured, and maintained.

both

organizational

impact

and

individual

Wednesday opened with Keynote speaker Dr. Karina Pillay, former

“

connection, highlighting how cross-sector collaboration accelerated recovery, reduced environmental impact, and supported mental health

The conversations at MainTrain

and community morale. Her keynote reinforced the importance of

went beyond tools and tactics—

they

experience leading the community through one of the most devastating

focused

on

addressing growing operational complexity and reminded attendees

strategy,

leadership, and long-term value.

that long-term resilience is built through intention, collaboration, and

”

care for both people and assets.

pemac.org / PEMAC NOW / WINTER 2025

|

38

Selected Wednesday sessions included: •

Mentorship and Building the Profession

Overall Themes and Takeaways

Project to Operations Handover (PTOH) for Long-Term

The Professional Mentorship Panel and the Value of

Across three days, MainTrain 2025 delivered a clear set of themes

Asset Performance (Nigel D’Souza, Simcoe Catholic District

Certification content block reinforced a central point:

that will resonate with organizations navigating operational pressure,

School Board).

capability building is strategic. Across sectors, the demand

digital change, and workforce evolution:

•

for reliable operations is growing, but the pipeline of

Leveraging Next Generation 3D Visualization as Part of

an Asset and Facility Reliability Program (Justin Daard,

experienced

Cognascents).

certification pathways create structure for development,

•

Engage People to Achieve Results (Ronald Bettin,

Adduco Inc.).

•

Scaling the Digital Pipeline: How to Escape Pilot

Purgatory for Industrial AI/ML Applications (Mike Fisher, Belden).

•

Maintenance Intelligence: Harnessing AI to Build and

Optimize Maintenance Plans (Fabrice Latour, Binder).

•

The Importance of Data Quality in an Era of Digital

Transformation (Afia McClenaghan, AIM (Canada), ABL

practitioners

is

tight.

Mentorship

and

recognition, and succession, supporting both individual careers and organizational performance.

•

PM optimization, and governance still drive outsized results.

•

AI and analytics are shifting toward practical use cases, but

adoption and data quality are the make-or-break factors.

•

Closing Panel: Avoiding Unplanned Outages

Execution discipline remains the multiplier: planning, scheduling,

Cybersecurity is increasingly a reliability issue in asset-intensive

environments.

Wednesday’s capstone conversation was a panel on avoiding unplanned outages, moderated by Danaka Porter

(Iota Consultants), with panelists from the City of Calgary,

•

Clear definitions of “asset” and “value” improve decision-making,

alignment, and investment credibility.

Nutrien, and Cameco. It was a fitting finale: pragmatic, cross-

•

Resilience

is

built,

not

wished

for,

through

preparation,

sector, and focused on what teams can do immediately to

communication, and systems that can recover under stress.

reduce risk, strengthen planning, and improve reliability

•

outcomes.

and build sustainable capability.

Mentorship and certification pathways strengthen the profession

Group).

Closing Ceremonies and Final Networking A particularly relevantThis discussion thread was was provided the move by the Canadian Network of Asset Managers (CNAM) guest article Following the closing ceremonies, delegates had the from pilots to production. Many organizations can launch a opportunity to continue connecting through optional proof-of-concept. Far fewer can sustain governance, networking experiences. The event wrapped with a fitting integration, skills development, and change management blend of reflection and energy—high-quality content followed well enough to scale. The Wednesday agenda reflected that by meaningful human connection, leaving participants maturity challenge directly, emphasizing practical steps to feeling not just informed, but inspired. A highlight of the operationalize new capabilities without losing sight of core closing remarks was the announcement that MainTrain 2026 reliability fundamentals. will be held in Montreal, setting the stage for another year of

knowledge-sharing,

leadership,

and

advancement

Access MainTrain 2025 Presentations

Recordings of MainTrain 2025 presentations are available, for a limited time to all registered attendees through the event platform. If you missed the conference, access can also be purchased via the PEMAC website. Most presentations are added to PEMAC’s Shared Learning Library following the event, making valuable insights and best practices available to our members.

Explore the Shared Learning Library or purchase access at pemac.org.

in

maintenance, reliability, and asset management.

pemac.org / PEMAC NOW / WINTER 2025

|

39

JOIN OUR MAILING LIST FOR UPDATES REJOIGNEZ NOTRE LISTE DE DIFFUSION POUR NE RIEN MANQUER.

Photo Credit: JF Savaria - Tourisme Montréal

Join the Editorial Committee

The issue of PEMAC Now has been stewarded by the PEMAC Editorial Board. This team has set an objective to increase the number of PEMAC members who contribute editorial content to

Scan the QR Code to contact the PEMAC Now Editorial Team

PEMAC Now and other external publications.

If you are interested in opportunities to contribute, please submit your expression of interest to editor@pemac.org.

The Editorial Team would like to thank our sponsors and everyone that contributed, to this issue of PEMAC Now! See you next time.

www.pemac.org / PEMAC NOW / SUMMER 2023

|

20

Connect. Learn. Contribute.