President's Message
Nigel D’Souza | President, PEMAC
As we welcome the vibrant energy of summer, I’m reminded of the resilience and innovation that define our PEMAC community. We find ourselves at a with a better understand of the evolution of asset management in Canada. The initial results from our national survey on the state of asset management are in, and they paint a compelling picture of progress, challenges, and opportunity.
These insights will help guide our collective efforts as we continue to elevate the standards and impact of our profession. In this issue of PEMAC Now, we explore how global frameworks are shaping local practices. The utilization of the Global Forum on Maintenance and Asset Management’s (GFMAM) Digital Transformation document is a timely reminder that embracing digital tools is not just about efficiency but about futureproofing our organizations. As tariffs and global uncertainties test our operational resilience, the importance of robust asset management and reliability strategies has never been clearer.
We’re also proud to spotlight the incredible engagement of our members. From the PEMAC GTA Chapter’s behind-the-scenes tour of Pearson International Airport to our presence at the CNAM Conference, the “Members in Action” section showcases the passion and professionalism that drive our community forward.
Looking ahead, I encourage everyone to mark their calendars for MainTrain 2025our premier event for learning, networking, and celebrating excellence. This year, we will be in Calgary, Alberta from Oct 27th-29th. Don’t forget, nominations for the PEMAC Awards are open until June 30th. Let’s recognize the outstanding contributions of our peers who are making a difference every day.
I’m also thrilled to highlight two exciting initiatives: our new Mentorship Program, designed to foster growth and knowledge-sharing across generations, and the STO Certification initiative, which underscores our commitment to continuous improvement and professional development.
Thank you for your dedication, your ideas, and your leadership in the profession. Together, we are shaping a stronger, smarter, and more resilient future for asset management in Canada.
PEMAC Board of Directors
Congratulations! To these newly certified individuals!
The following professionals have receiving their PEMAC recognition between December 1, 2024 and May 30, 2025
Maintenance Management Professional
Abdul Hai Khan
Abel Yumul
Adama Coulibaly
Alexander Dally
Andrew Ault
Anwuli Ndia
Ashish Bansal
Ben Frail
Benedict Arcaina
Bogdan Duta
Bonnie Morrone
Boris Vivien Codjia
Brad Woroniuk
Brandon Chevalier
Brandon Larose
Brent VandenBroek
Calvin Slemp
Cara-Christine Dadswell
Carter Pisko
Chris Gratton
Christopher Hewitt
Craig McGregor
Dan Hillman
Daniel Peters
David MacDonald
David Vella
Derek Kerr
Efrain Alexander Carrillo
Gonzalez
Dustin Staples
Eline Stewart
Elizabeth Juhlin Wolf
Emmanuel Alfred Ntep Ngue
Geoff Lambkin-Anderson
Giles Talbott
Grant Raaymakers
Gregor Black
Gurinder Dhillon
Gurpinder Singh
Ifiok Ekaette
James Foster
James Hutchison
Jesse Mackle
Jesse Schmidt
Joe Whalen
John Cyr
Joseph Isodje
Keswick Sam
Kimberly Leatherdale
Kolin Bush
Konrad Sander
Lincoln Boswall
Lisa Mayhew
Locif Arroudj
Luke Richer
Matthew George
Matthew Mattucci
Luke Higgins
Mark Joseph Cardenas
Max Linnell
Mike Johnson
Mousa Heidari
N'guessan Jean Valery Ago
Niall Spillane
Opeyemi Odunbaku
Patrick Bernier
Paul Caraghin
Peter Locs
Randy Nolasco
Rebecca Lee
Reuben Mathew
Riley Turchanski
Robinson D M Glas
Saeid Ganjipour
Sean Colpitts
Shane Crawford
Shawn McIntyre
Stanley Maka
Steven Welcher
Susan Daigneault
Thomas McKeough
Tim Howson
Vlado Domazetoski
Zachary Lalonde
Certified Asset
Management Professional
Albert Schwarz
Billy Chen
Craig Banilevic
Elie El Chacar
Emmanuel Dioso
K.Michael Bly
Pablo Correa
Patricia Jaworski
Tai Schruder
Terence Kereliuk
Tony Vollmers
Trevor Clark
Certified Technical
Specialist in Asset Management
Rachel Pryce-Jones
Certified Senior Principal in Asset Management
Karl Franco
Patricia Jaworski
Congratulations!
To individual who recently received a Certificate of Achievement
The following professionals have receiving their PEMAC recognition between December 1, 2024 and May 30, 2025
Maintenance Work Management Certificate
Aaron Anderson
Aerin Boulanger
Alison Chen
Alvin Aggari
Amanda Exner
Amy Acton
Andrea Bock
Andrew Walters
Arjun Pranavam
Thulaseedharan
Bradley Chila
Bradley Milne
Brandon T McKinley
Calvin Klingenberg
Carlos Uzcategui
Chantal Bourque
Christopher Hilton
Christopher Petterson
Collin Machtans
Connor Bomford
Connor Kennedy
Dan Daoust
Dan Malinowski
Daniel Archibong Udo
David Summerfield
Dhaval Senjalia
Divyang Veshvikar
Emir Jeina
Emma Lee
Erik Brovold
Faisal Ashfaq
Freddy Junior Mejia
Pena
Heriberto Salazar
Carpio
Ian Hudson
James Okpara
James Vermeulen
Jan Turan
Jennifer Hadley
Jigar Bharvad
Justin Van Der Kley
Kailey Ramlal
Karla Skulmoski
Katherine A Fournier
Kerri Harrison
Kerry Canada
Kingsley Emem
Lindsay Craig
Lisa MacKenzie
Mark Reid
Mathieu Gouin
Matthew Mattucci
Max Urbanoski
Michael Myers
Mugesh Veluswamy
Nicole Buchberger
Nilaykumar Patel
Nina Seward
Osman Ahmed Syed
Patrick Allan
Peter Sembalerus
Rob Rezka
Robert Baum
Robert Hogan
Roberto Devanadera
Ryan George
Shawnyce LeRoy
Sheldon Kosowich
Sherjung Dhanoa
Stephen Joss
Stuart Martin
Tammie Seward
Thomas McKeough
Tristan Funk
Xiomara Perdomo
Maintenance Strategy Development Certificate
Justin Van Der Kley
Aaron Anderson
Alexander Dally
Alvin Aggari
Amy Acton
Andrew Bourne
Andrew Stolk
Arjun Pranavam
Thulaseedharan
Awadelkarem Ali
Calvin Klingenberg
Chris Ladouceur
Christopher Petterson
Connor Bomford
Craig Watson
Dan Daoust
Dan Galenzoski
Daniel Archibong Udo
Darwin Olmstead
Dave Thomas
Doug Francis
Dustin Mayes
Ednalyn Bacagan
Faisal Ashfaq
Freddy Junior Mejia
Pena
Ian Hudson
Jack Hill
Jason Nazareth
Jay-ar Unciano
Jeremy Akey
Joao Luiz Pereira
Marques
John Williams
Joshua Martineau
Justin Byjork
Justin Nelemans
Kristi Van Kessel
Kyle Sprague
Lisa MacKenzie
Mark Reid
Mathieu Gouin
Michael Enakoko
Michael Myers
Neil Martin
Nilaykumar Patel
Nina Seward
Owen Smith
Patrick Kent
Ryan Bunyak
Samantha Ewasick
Sebastian Andrades
Stephanus Sunarko
Stuart Martin
Tedi Wiegand
Thatayaone Laba
Thomas Hesse
Thomas McKeough
Trevor English
Wesley Lawler
Members in Action
Discover how PEMAC Chapters are adva i g asse ma ageme a io wide!
Meet the dedicated volunteer executive teams, learn about upcoming initiatives, and find out how you can get involved and contribute to local and national events.
PEMAC Chapters
Edmonton
President Dennis Heinzlmeir alberta@pemac.org
Fort McMurray fortmcmurray@pemac.org
GTA
President Arun Gowtham gta@pemac.org
Metro Vancouver bc@pemac.org
Nova Scotia
President Martha Myers nova-scotia@pemac.org
Ottawa ottawa@pemac.org
Calgary
President Paul Daoust calgary@pemac.org
Quebec
President Charles Turgeon quebec@pemac.org
Saskatoon
President Monica Kwong saskatoon@pemac.org
Winnipeg
President Neil Abercrombie winnipeg@pemac.org
Members in Action
Saskatoon Chapter Kick-Off Event
Saskatoon, Saskatchewan. April 10, 2025
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Inset (left to right): Top Left – Chapter Members, Eric Stretton, Monica Kwong (President), Dean Fafard, Olayemi Akinola
Top Right – Event attendees. Bottom Right – Chapter Member Olayemi Akinola addresses those in attendance.
Photo Credits: Monica Kwong
Members in Action
CNAM National Conference
Lavel, Quebec. May 12 – 15, 2025
Inset (left to right): Top Left and Top Right –PEMAC President Nigel D'Souza D’Souza and CNAM’s Sean Jackson, PMP, shared key findings from our national State of Asset Management survey. Middle: PEMAC Members connect during the conference. Bottom Left –Representatives of PEMAC Corporate member Niagara Region, Reza Shahni, Ph.D. and Dave Salter presented.
Photo Credits: Nicole Guillen and Richard Stamper
Members in Action
Photo Credits: Ghaz Marinho
Members in Action
Photo Credits: Martha Myers
Members in Action
Calgary, Nova Scotia. March 25 – 26, 2025
Inset (left to right): Left – Frank Engli. Middle Top – Susan Lubell,Paul Daoust, Kemal Terzo. Middle Bottom – David Mason, Floyd Baker, Eliot Umole, Ahmed Musa.
Right – Ron Bettin.
Photo Credits: Richard Stamper
Members in Action
Alberta. April 9 – 10, 2025
Inset (left to right): Bottom Left –Richard Stamper, and Northern Lakes College partners Johanna Hahn, Josh de Vries. Bottom Right – ClickMaint (a PEMAC Allied Member).
Photo Credits: Richard Stamper
Members in Action
Lavel, Quebec. May 12 – 15, 2025
Yukon Social Event
Photo Credits: Ghaz Marinho
Behind the Scenes | Toronto Pearson International
A Deep Dive into Baggage Handling Systems
On March 6, 2025, members of the PEMAC GTA Chapter had the unique opportunity to gain an inside look at one of Canada's most asset-intensive and operationally complex facilities, To o o Pea so I e a io al Ai po (‘Pea so ’).
As the busiest airport Canada, Pearson operates 24/7 to manage millions of passengers and their luggage each year, making maintenance, reliability, and asset management critical to its success.
This tour wasn’t just a chance to see behind the scenes; it was a living case study in effective asset management and maintenance practices. The insights gained from this visit highlighted how a large-scale facility maintains operational excellence efficient operation through proactive strategy, planning, and execution.
The twenty-six (26) attendees were granted rare access to secured zones of the airport, where they explored the inner workings of the baggage handling system. This complex web of conveyor belts, sorting equipment, and control systems processes thousands of pieces of luggage daily. Maintaining its performance is a feat of coordination and planning.
What became immediately apparent was how preventive and predictive maintenance play key roles in minimizing downtime. PEMAC members saw how performance data is continuously monitored, with sensors feeding live metrics into a centralized control room. This enables early detection of potential failures, allowing maintenance teams to act before breakdowns occur. The system’s real-time monitoring represents a clear application of data-driven decision-making in maintenance
Spare Parts Strategy and Asset Lifecycle Management
Another tour highlight was the spares room, where attendees observed an organized inventory of critical replacement parts. This area illustrated best practices in maintenance planning and parts availability – ensuring that when something breaks, downtime is minimized because the right part is always on hand. This kind of foresight is key in asset lifecycle management and cost control
Pearson’s spare parts strategy is also an excellent example of how risk mitigation and asset reliability go hand in hand. With well-documented records of usage rates and lead times, maintenance managers can align procurement schedules with lifecycle forecasts.
From Disruption to Resolution: Managing the Unexpected
No system is immune to failure. A major focus during the tour was on how the airport handles operational disruptions. PEMAC members were walked through the airport’s workflow – from identifying an issue to creating a maintenance work order and tracking its completion. The entire process is designed to ensure rapid, coordinated responses that minimize impact on passengers.
By implementing a strong CMMS (Computerized Maintenance Management System), Pearson’s team can track work order completion times, costs, and technician performance. The seamless integration of this system into the day-to-day operations of a high-stakes environment demonstrates the value of KPIs in driving strategic decisions.
Strategic Asset Management in Action
The Pearson tour was a live example of strategic asset management. From the baggage handling control room to real-time system monitoring and planning workflows, attendees saw how Pearson’s operations align with the core principles of asset management – balancing performance, cost, and risk.
This commitment to excellence is not accidental. The Greater Toronto Airports Authority (GTAA), which operates Pearson, applies industry best practices to sustain and improve the performance of their assets. The result? Increased customer satisfaction, reduced downtime, and better financial outcomes.
A Culture of Collaboration and Professionalism
Organizing a live tour through one of Canada’s busiest airports is no small feat PEMAC GTA extends sincere appreciation to the GTAA team, especially Kathryn Hanford, Clarence Waters, Joshua Mak, and their colleagues, for coordinating an informative and seamless experience during full-scale airport operations.
State of Asset Management in Canada Survey
Initial Findings on Maturity, Challenges and Trends
The state of asset management in Canada is evolving. Much progress has been made over the last five years; however, many organizations are still navigating the complexities of maturing their asset management practices and are exploring how they will achieve this. With an estimated $16 trillion in physical assets under stewardship, the question of how Canada manages this critically important and diverse portfolio has never been more pressing
To better understand this landscape, the “State of Asset Management in Canada” survey was conducted by PEMAC Asset Management Association of Canada and the Canadian Network of Asset Managers (CNAM). A joint project team from both organizations was assembled to design, distribute, and analyze results from the survey With an estimated distribution to over 11,000 professionals in maintenance, reliability, and asset management, the survey aimed to capture a meaningful cross-section of sectors and perspectives. With 234 responses received the analysis is expected to have a 90% confidence level with 5.2% margin of error. While a full report will be published in fall 2025, the team has released preliminary findings which offer a compelling snapshot of the current state of asset management across the country.
The state of asset management in Canada is one of optimism. The foundation has been laid, and the capacity for growth is evident
1: Demographic Distribution of Survey Response by Geographical Location
Figure
Notes
1) 67% of public sector respondents work in the public administration area.
The survey results provide a rich and nuanced view of both public and private sector asset management practices and draws connections between asset management investment, maturity, education, perception, and value realization, while also highlighting sectoral differences, emerging trends, and actionable insights at both individual and organizational levels.
There is a bias of engagement from the public sector which may be a result of regulated requirements for asset management in municipalities; however, the project team has attempted to normalize data to alleviate this. Many organizations represented were those with physical assets valued at over $500,000 each and having over 1,000 employees.
Figure 2: Sector Distribution (Survey Demographics)
One of the most striking takeaways is the diversity of maturity levels across organizations. Some have embedded asset management deeply into their operations, many are still in the early stages of development while all understand there is continuous development and evolution of their asset management program and system. With widely varied methods and frameworks for self-evaluating asset management maturity, it becomes truly difficult to compare and benchmark in Canada This may be a reason why so many do not formally measure their asset management maturity, although the opportunity to address this gap and support more consistent growth would be for a national standardized maturity assessment. Of those who formally assess their maturity, 57% identify as “developing,” with only a small fraction reaching “established” or “optimized” levels.
The internal and external drivers of asset management within organizations were also reviewed, with regulatory compliance being a strong external driver, indicating the significant role government and regulatory frameworks play in guiding asset management priorities and practices. Similarly, the private sector is distinctly influenced by market priorities, client expectations, and competitive pressures in addition to the common regulatory compliance drivers between sectors. Economic conditions and funding constraints remain critical external factors shaping how organizations approach asset management. Environmental considerations are increasingly influencing asset management strategies, reflecting broader global trends toward sustainability and climateresilient infrastructure
With an estimated $16 trillion in physical assets under stewardship, the question of how Canada manages this critically important and diverse portfolio has never been more pressing.
Figure 3: Asset Management Maturity Profile
Figure 4: Asset Management Structure by Organization Type
Organizational structure plays a significant role in shaping asset management maturity. A hybrid model - combining centralized coordination with departmental autonomy and asset class specific practices is the most common, utilized by 42% of respondents. Fully centralized models account for 31%, while 10% of organizations still operate in ad hoc environments without formal structures These structural choices directly influence integration, data consistency, and oversight, all of which are critical to advancing maturity and demonstrate a recurring theme observed by respondents of data and organizational silos. Technology adoption is another area of both promise and challenge. Most organizations rely on Computerized Maintenance
Management Systems (CMMS) and spreadsheets (which many use on the side of implemented technology for further data analysis), with GIS-based tools and Enterprise Asset Management (EAM) systems also in use. Emerging technologies such as artificial intelligence, machine learning, IoT, and predictive analytics are being explored by nearly half of respondents Only 14% of respondents report significant improvements from technology investments, while 19% see no measurable gains; however, this is also directly correlated with years of experience where those with more years of experience were less satisfied with technology investment and availability (also resulting in custom solutions). Barriers such as budget constraints, lack of staff expertise, and resistance to change continue to limit the impact of these tools.
Training and capacity building are essential to overcoming these barriers, yet many organizations fall short While 73% of respondents express a desire for more training, only 24% of staff on average have received formal asset management education in the past year. Conferences, internal training, and certification programs are the most common formats, but frequency and consistency vary widely.
Key knowledge areas include maintenance planning, risk management, lifecycle costing, and regulatory compliance. The reliance on external training providers underscores the need for accessible, standardized training pathways for skills and competency development. The challenges facing asset managers are both systemic and persistent. Aging infrastructure, funding limitations, and siloed operations top the list. Skills gaps, lack of leadership awareness, and insufficient data quality further complicate efforts.
...fostering a culture of collaboration and innovation— both internally and across sectors—will help drive the next wave of transformation
Figure 5: Objectives Alignment and the relationship to Performance Metrics Notes: Indicates percentage of responses for the measure at each organizational maturity level.
These issues are particularly acute in local governments, where financial constraints and political dynamics often shape priorities. Resistance to change remains a significant hurdle. Many organizations lack centralized systems or standardized processes, leading to fragmented data and inconsistent practices. Despite these challenges, several strategies have proven effective. Staff training, improved data collection, and securing additional funding are among the most impactful. Collaborations with external partners and the adoption of asset management standards also contribute to progress. One of the most telling findings is the disconnect between asset management practices and organizational objectives. Only 10% of respondents report full alignment, while most are still developing or just beginning to implement performance metrics. This misalignment reflects a broader issue where operational maturity seems to lag behind strategic integration. Investing in consistent, organization-wide metrics could enhance decisionmaking, accountability, and transparency.
Looking ahead, the top trends for 2025 mirror those of the past decade: data-driven condition assessments, capacity building, service level monitoring, and risk-based decision-making. Technological innovation, climate resilience, and public engagement are gaining traction but remain secondary priorities. To accelerate progress, organizations must focus on improving internal communication and governance to align asset management with strategic goals. Investing in integrated technologies which connect asset management with finance, operations, and planning is essential while establishing the appropriate measures to demonstrate the return on investment. Building a skilled workforce through consistent training and professional development will also be key.
Finally, fostering a culture of collaboration and innovation both internally and across sectors will help drive the next wave of transformation while many are exploring the untapped opportunity of extending asset management principles to non-physical assets such as data, intellectual property, and human resources.
Figure 6: Asset Management Trends
The state of asset management in Canada is one of optimism. The foundation has been laid, and the capacity for growth is evident. But realizing the full potential of asset management requires sustained investment, leadership commitment, and a willingness to embrace change. As organizations navigate the complexities of asset and infrastructure renewal, climate adaptation, and fiscal responsibility, asset management will play an increasingly central role. The insights from this survey provide a valuable roadmap – not just for where we are, but for where we need to go. Join the waitlist and stay tuned for the comprehensive report.
A great thanks and recognition to the project team who assembled this survey and completed the initial analysis:
Kamorudeen Abass, MMP (PEMAC): General Supervisor, Maintenance - EVR: A Glencore Company
Nigel D’Souza, P.Eng., CAMA, PMP (PEMAC): Manager of Facilities Services - Simcoe Muskoka Catholic District School Board
Sean Jackson, PMP, C-Tech (CNAM): Advisor, Asset Management, Corporate Service - Regional Municipality of Wood Buffalo
Robert Lash, CAMP (PEMAC): Supervisor Corporate Asset Management Finance Department - the Town of Caledon
Jeffery Little (CNAM): Project Manager, Nova Scotia - Department of Municipal Affairs
Ali Nayeri, P.Eng. (CNAM): Manager, Infrastructure Planning & Analytics - City of North Vancouver
Shakar Sharma (CNAM): Manager, Asset Data & Integrity - Vancouver Airport Authority
Richard Stamper (PEMAC): Business Development Associate - PEMAC
Wayne Weidner, MMP, CAMA, CAMP (PEMAC): Asset Management Specialist - Prince Rupert Port Authority
PEMAC Awards
Each year, we shine a spotlight on the individuals and teams who are driving innovation, reliability, and excellence in maintenance and asset management.
These awards celebrate those who go above and beyond to improve performance, optimize resources, and lead with purpose Whether on the front lines or behind the strategy, their contributions make a lasting impact.
Now is the time to recognize them.
Guy Memorial
Resilience Through Reliability: The Importance of Maintenance and Asset Management in Uncertain Times
In an era of growing global uncertainty punctuated by escalating trade tensions, protectionist policies, and economic volatility—the discipline of maintenance and asset management has never been more vital. As Canada and the United States navigate a shifting landscape of tariffs and trade barriers, organizations that rely on critical assets are being forced to rethink not only supply chain strategies but also how they maintain, operate, and plan for their infrastructure and equipment.
When supply chains falter and costs fluctuate, a strong maintenance and asset management strategy can be the difference between resilience and disruption.
For PEMAC members and their organizations, the challenges posed by current trade tensions represent an opportunity to underscore the value of long-term thinking, risk mitigation, and performance optimization
The Trade War and Tariff Landscape: Wha ’s at Stake
While Canada and the U.S. have long enjoyed one of the world’s most robust trade relationships, recent years have seen a surge in disputes over steel, aluminum, softwood lumber, and automotive parts, among others. The re-imposition of tariffs and counter-tariffs, often introduced with little notice, has impacted input costs, cross-border sourcing, and investment decisions
Organizations operating in manufacturing, transportation, utilities, and municipal services are particularly vulnerable. A single spike in the cost of imported parts or materials can delay projects or cripple operations unless there are plans in place to manage those assets more efficiently.
Maintenance as a Buffer Against Supply Chain Risk
One of the most direct effects of trade tensions is a longer lead time or increased cost for spare parts. In this context, preventive and predictive maintenance can provide a critical buffer.
By keeping assets in optimal condition and anticipating failures before they happen, organizations can reduce emergency replacements and costly downtime.
For example, during the 2018–2020 steel and aluminium tariff disputes, automotive manufacturers in Ontario faced price hikes and procurement delays for components sourced from U.S. suppliers. In response, several companies shifted their focus to condition-based maintenance programs, which relied on data analytics and sensor feedback to extend the life of key equipment. This strategy reduced dependency on new parts and avoided potential shutdowns. Similarly, in the water utilities sector, some municipalities like the City of Regina have leveraged asset condition assessments and long-range capital planning to avoid reactive maintenance By optimizing replacement cycles and inventory stocking, they were better prepared to weather fluctuations in the cost or availability of infrastructure components
Strategic
Asset Management for Cost Control
Trade disputes often lead to cost volatility. For organizations managing large asset portfolios municipalities, utilities, or transit agencies this uncertainty can derail budgets Strategic asset management, which balances performance, risk, and cost, becomes an essential tool for navigating such periods.
Take the Toronto Transit Commission (TTC) as an example. In the face of rising costs for imported parts and a high reliance on international suppliers, TTC’s asset management team invested in risk-based prioritization and lifecycle costing By aligning investment decisions with criticality and asset condition, they could defer or accelerate replacements strategically ensuring service levels remained stable without incurring avoidable costs.
Organizations that use frameworks like ISO 55000 are already equipped with the tools to make these types of strategic decisions They have visibility into asset health, performance indicators, and cost models—allowing them to adjust course when external conditions shift.
Leveraging elements of ISO 55000 and the GFMAM Asset Management Landscape; 39 supporting subjects, the company’s Asset Management team focused on enabling knowledge and practices to be compared, contrasted, and aligned around a collective understanding of the discipline of asset management
Building Local Capacity and Self-Reliance
Another important strategy is localization of supply and capability, which can only succeed with a clear understanding of asset needs and lifecycle demands. When access to international suppliers is restricted or delayed, organizations that understand their assets in detail what parts fail, how often, and what skills are needed to maintain them—can partner with local vendors or fabricate components in-house
A recent case study from a mining operation in Northern Quebec illustrates this point
Facing import delays for specialized hydraulic components due to U S export licensing changes, the site’s reliability engineers used historical failure data and asset registers to partner with a Quebec-based fabricator to develop equivalent parts. Not only did this reduce dependency, but it also shortened lead times and fostered local economic development.
Strategic asset management, which balances performance, risk, and cost, is an essential tool for navigating periods of uncertainty.
Photo Credit : Envato
Workforce Readiness and Knowledge Retention
In uncertain times, your people become your most stable asset Maintenance and asset management strategies that include workforce planning, training, and knowledge retention can help ensure continuity—even when systems are strained.
Organizations like Hydro One and Manitoba Hydro have long-standing internal training programs for maintenance technicians and asset managers, designed to reduce reliance on external contractors and ensure that institutional knowledge is passed on In times of economic strain or supply chain interruption, this internal capacity becomes invaluable.
At a smaller scale, municipal asset managers across Canada have emphasized the importance of cross-training teams, so that staff can shift between roles or departments as needed This agility supports service continuity during periods of high absenteeism, turnover, or contracting challenges.
Digitalization and Decision Support Systems
Technology also plays a key role in navigating uncertainty. The integration of digital asset management systems (AMS) and computerized maintenance management systems (CMMS) allows for data-informed decisions at a time when guesswork is risky
In a 2023 survey of Canadian manufacturers conducted by the Canadian Manufacturers & Exporters (CME), over 60% of respondents indicated that digital tools helped them respond more effectively to supply chain disruptions during the COVID-19 pandemic and the ensuing trade tensions. By using CMMS data, they were able to identify critical assets, re-sequence work orders, and optimize spare parts inventory based on real-time conditions Organizations investing in IoT, machine learning, and mobile maintenance tools are not just future-proofing—they’re ensuring adaptability in today’s volatile environment.
Reflecting
Imperfection for Long-Term Value
Periods of uncertainty, such as the ongoing trade tensions between Canada and the United States, can be disruptive, but they also offer an opportunity to re-examine assumptions and improve practices.
Asset management is fundamentally about making informed decisions that maximize value from assets over their lifecycle In turbulent times, that discipline becomes not just a best practice but a necessity. Organizations with a clear view of their assets, risks, and performance drivers can adapt, pivot, and continue to serve their communities and customers.
As PEMAC members, we have a unique opportunity to lead in this space. By sharing lessons learned, promoting professional development, and supporting one another through Chapter events and training programs, we can continue to raise the bar for maintenance and asset management in Canada, even when the road ahead is uncertain.
Forward: Embracing
Unlocking Reliability: How Municipalities Can Leverage Asset Master Data for Maintenance Readiness
Municipalities across Canada are grappling with aging infrastructure, increasing service demands, and shrinking budgets. In this environment, reliable, data-driven asset management has become not just beneficial, but essential. The white paper Leveraging Municipal Asset Master Data and Information for Maintenance and Reliability Readiness, developed by PEMAC in partnership with Toronto Metropolitan University (TMU), provides clear guidance on how municipalities can build strategic advantage through better data. The project, supported by the Federation of Canadian Municipalities and the Government of Canada, set out to understand current challenges and identify the practices that can move municipalities toward maintenance and reliability readiness.
Why Asset Master Data Matters
Asset master data refers to the critical information that defines and supports assets throughout their lifecycle, from planning and procurement to maintenance and disposal
Without this data, organizations are left to make high-impact decisions in the dark
The PEMAC-TMU initiative revealed that many municipalities do not systematically collect or manage vital data like asset failure history, performance measures, or maintenance strategies. This hinders their ability to make proactive decisions, justify investments, or deliver services reliably
Mai e a e a d eliabili y eadi ess… equi es accurate, complete, and accessible data, integrated across systems and available to the teams who need it.
The State of Play: Insights from Across Canada
A national survey conducted as part of the project gathered responses from 71 municipalities of all sizes. Some key findings include:
▪ Over 60% of municipalities do not collect asset failure or performance data.
▪ Fewer than half have a maintenance strategy defined for their assets.
▪ Many still rely heavily on spreadsheets for tracking, instead of CMMS or EAMS.
▪ Only a third have dedicated maintenance planning functions or a full view of lifecycle costs.
Despite these challenges, the study also uncovered several success stories where strategic investments in data and systems paid off in service reliability and cost control
A Framework for Readiness
To help municipalities improve, the project developed an asset lifecycle stage model: At each stage, municipalities can act to ensure MDRR. For example, during planning, asset specifications should account for maintenance needs. During commissioning, accurate and complete data must be handed over to operations. In the O&M stage, quality data enables predictive maintenance. And in the final stage, lessons learned should inform future asset designs.
Lifecycle Planning Design, Acquire / Build and Commission Operate and Maintain Decommission and Dispose
Learning in Action: Training and Case Studies
As part of the project, PEMAC delivered a six-week online training course attended by 52 participants from 21 municipalities. The course equipped participants with tools and techniques to assess their current data practices, improve maintenance planning, and optimize lifecycle decisions.
Participants worked on real-life assignments, including analyzing failed assets, optimizing maintenance readiness, and identifying gaps in data interoperability. The case studies in the report demonstrate how better data practices reduce emergency repairs, improve budgeting accuracy, and support environmental and community outcomes.
Building a Better Future
Four Levers for Improvement
The white paper also introduces powerful levers municipalities can use to enable maintenance and reliability readiness:
Master Data and Resource Readiness | Define what data is needed, who manages it, and how it flows between stages.
The project concludes with pillars for effective maintenance and reliability readiness. Some include:
Clear asset management policies aligned to maintenance goals Adequate CapEx and OpEx resourcing Contracts that embed maintenance needs
Digital systems and predictive tools
Trained staff with the capacity to execute
Sustainability | Align data practices with climate action and circular economy goals.
Technology | Use tools like GIS, CMMS, and digital twins to improve accuracy, accessibility, and decision-making.
Standards and Guidelines | Incorporate ISO 55000, ISO 14224, and national best practices for consistency and interoperability.
Realizing these pillars will take sustained commitment. But the reward is a more reliable, cost-effective, and future-ready municipal infrastructure network.
Over 60% of municipalities surveyed do not collect failure or performance data. This is a clear call to action.
Get Involved
PEMAC invites municipalities and asset professionals to explore the full white paper and accompanying practitioner guide. Together, we can strengthen Canada’s infrastructure by treating asset data not as an afterthought, but as the foundation for reliability. For more information, visit: www.pemac.org/master-data.
New & Revised ISO 55000 Series
International Organization for Standardization (‘ISO’) is a worldwide network of standardization bodies that develops and publishes international standards. The ISO 55000 series of asset management system standards celebrated its 10year anniversary with a serious revamp of most existing standards: ISO 55000, ISO 55001, ISO/TS 55010, and the addition of three brand new standards: ISO 55011, ISO 55012 and ISO 55013
First released in 2014, the ISO 55000 series address the need for a management system in asset intensive organizations. The original series included three publications:
ISO 55000
An introduction to asset management for practitioners, senior management or anyone interested in adopting asset management or implementing a system in their organization.
It provides insight into why a management system is necessary to ensure consistent and competent application of asset management principles.
ISO 55001
Fact – ISO 55000 is the first international standard for asset management.
Specifies requirements for organizations for establishment, implementation, operation, maintenance and improvement of an asset management system.
It is the only certifiable standard in the ISO 55000 series because it is the only standard that lists formal requirements.
ISO 55002
Complements 55001 by explaining in more detail how one might adhere to the requirements listed in 55001.
ISO 55002 cannot possibly address every organization’s specific situation – which has led bodies such as the Institute of Asset Management (IAM) to subject specific guidelines.
Physical asset management is still a relatively young discipline, which quickly triggered the need for additional guidance as industries changed around us. The ISO Technical Committee 251 (‘TC251’) in charge of the 55000 series has published a wide array of additional technical specifications, standards and short guidance documents over the last ten years. The complex relationship between the asset management and the finance/accounting teams within most organizations was first in line.
By 2019 the TC251 had produced guidance on the alignment between financial and non-financial functions in asset management and enhancing proficiency of organizations in controlling costs and risk by publishing ISO/TS 55010 This document was revised and re-issued in 2024. Industry-specific guidance has also been published by associations such as the Water Services Association of Australia, the International Union of Railways and others.
New Standards Published in 2024
Some industries wasted no time adopting asset management and the ISO 55000 series. Utilities stand out as the most eager early adopters; this is partly because economic regulators strongly encouraged utilities to improve their asset management practices Figure 1 shows the breakdown of ISO 55001 certified organization by industry.
The realization that outside influencers such as economic regulators could be powerful enablers, the importance of the human factor and data use led TC251 to develop three new standards:
ISO 55011
Guidance for the development of public policy to promote asset management at all levels of government.
It describes an enabling environment for asset management, and outlines how it can be developed, sustained, and improved.
ISO 55012
Clear policy guidance empowers governments to establish robust practices, ensuring public assets are managed sustainably, efficiently, and for long-term community benefit.
* Industry specific guidance is not provided.
Guidelines on people’s involvement and competence.
This standard applies to the human resources department and those responsible for the development and execution of plans, strategies and activities on assets.
ISO 55013*
The overall performance of an asset management system and its processes ultimately depends on the integration of competent people into the organization, and their continued support.
Guidance on asset data and data asset management, including identification, classification, quality, and governance.
The focus is on the strategic importance for organizations to manage data throughout their lifecycle and how to create value from that data.
Evidence-based decisionmaking is heavily reliant on availability of accurate and reliable data on assets. Having said that, organization must remember that data are assets themselves.
Figure 1: ISO 55001 Certification per Industry Sector
Future work
Decision-making is central to good asset management. From day one the ISO standards have called for clear and consistent decision-making processes and rules, but so far ISO has offered little guidance on how to put such processes in place. TC251 recently started a new Working Group that will be developing such guidance over the next couple of years.
The effects of climate change have made asset resilience a hot and increasingly urgent topic. Simultaneously, the calls for more sustainable asset management are growing. TC251 will likely organize an International Workshop within the next year and publish a Publicly Available Specification as the first set of guidelines in 2025. In parallel to these new initiatives TC251 will continue to revise and refine the existing standards. Next in line is ISO 55002, which was last revised in 2018. Figure 2 shows the timeline for the initial development and subsequent revision of standards in the ISO 55000 series.
The ISO process ISO standards are developed by industry experts chosen and then delegated by member countries. Interest in asset management has been growing over the years – from 37 participating countries at the inception of TC251 in 2014 to 59 countries today The development of a standard typically takes three years, with numerous review and approval cycles The result is a document that represents the international consensus on the topic at hand. If you are interested in joining this global ISO team of asset management experts, please contact your national standards body. You can find a list of all on ISO’s website. You can also find the list of guidance documents on ISO’s asset management website.
Figure 2: ISO 55000 Series Timeline
DIGITAL TRANSFORMATION: A Strategic Guide for Maintenance and
Asset Management Professionals
As maintenance and asset management professionals, we are no strangers to change. However, few transformations have impacted our field as profoundly as the digital wave that is currently sweeping across industries. The Global Forum on Maintenance and Asset Management (GFMAM)’s publication, Digital Transformation in Maintenance and Asset Management, provides a thorough, insightful, and practical roadmap to navigate this seismic shift. More than just an overview of technology trends, the guide delivers real-world, actionable insights tailored for professionals at every stage of their digital transformation journey.
This article explores why this GFMAM guide is an essential resource for asset managers, reliability professionals, and organizational leaders alike, and how it can serve as a strategic tool for enhancing digital capabilities and aligning them with longterm asset performance goals.
Why Digital Transformation (‘DX’) Matters in Our Field
Digital transformation is not simply about adopting new technologies – it represents a paradigm shift in how organizations manage the lifecycle of physical assets. It introduces opportunities to enhance value delivery through:
Real-time access to asset performance data for faster, evidence-based decisions
Greater alignment of asset management goals with organizational objectives
Seamless integration of advanced technologies such as AI, digital twins, and IoT across operations Digi al a sfo
Enhanced predictive and prescriptive maintenance strategies that reduce downtime
These innovations enable improved efficiency, safer operations, and superior service delivery Yet, across industries and sectors, adoption of digital tools and practices remains uneven. This creates a gap between potential and actual performance –one that the GFMAM guide aims to bridge.
Practical Guidance for Practitioners
Part 3 of the GFMAM document provides role-specific guidance, making it particularly useful for multi-disciplinary teams Whether you are a plant manager, maintenance planner, reliability engineer, IT partner, legal advisor, or senior executive, the guide:
Lifecycle Thinking and GFMAM Alignment
One of the most valuable aspects of the guide is its emphasis on aligning digital transformation with the asset lifecycle and the GFMAM 39-element Asset Management Landscape. At each stage of the asset lifecycle strategy, planning, acquisition, operation, maintenance, renewal, and disposal the guide offers context-specific recommendations. Examples include: Using condition monitoring and historical data analytics to inform capital planning
▪ Defines clear actions and accountabilities for integrating digital solutions into existing workflows
▪ Identifies success indicators, such as improved KPIs and organizational responsiveness
▪ Offers insights aligned to various levels of digital maturity.
Moreover, it proposes a structured engagement model for working with data scientists and IT professionals, which is often an overlooked but crucial element of successful digital transformation.
This level of granularity allows organizations to coordinate digital adoption across business functions while maintaining clarity of purpose.
Enhancing procurement and commissioning with smart specifications, digital tagging
Employing real-time asset health data to optimize operational decision-making
This structured approach helps professionals ensure that digital transformation is not a standalone project, but a fully integrated component of their asset management strategy
Human and Organizational Considerations
Digital transformation cannot succeed without addressing the people side of change The guide devotes significant attention to human and organizational dynamics, including:
▪ Fostering cross-functional collaboration and trust
▪ Building digital fluency across technical and non-technical roles
▪ Creating change management strategies that go beyond training to address mindset and culture
It also highlights the importance of leadership in championing digital innovation, establishing governance frameworks, and ensuring cybersecurity and data quality protocols are followed. When implemented effectively, digital transformation can lead not only to operational gains but also to increased employee satisfaction and retention
Research cited in the guide (e.g., Bolli &Pusterla, 2022) reinforces that when people are given autonomy, mastery, and purpose in digital environments, job satisfaction and organizational commitment grow significantly
Navigating Common Challenges
The GFMAM document does not overlook the complexities of digital transformation. It acknowledges several common obstacles that organizations face:
Unclear policies or misaligned strategic priorities
Sector-specific constraints such as regulatory compliance and data silos
Limited digital capabilities and uncertainty around ROI
A shortage of qualified professionals with both domain and digital expertise
To address these, the guide provides diagnostic tools, benchmarking data, and case examples from various sectors such as healthcare, defence, transportation, and manufacturing. These tools help organizations assess their current state and develop tailored action plans that match their resources and objectives.
Why This Matters for Practitioners and PEMAC
Members
For professionals managing complex asset portfolios and looking to improve lifecycle performance, the GFMAM guide serves as a strategic compass. It reinforces the value of digital literacy in maintenance and reliability, while providing a framework that translates vision into execution.
For PEMAC members in particular, this guide aligns seamlessly with our commitment to excellence in asset management. It provides a shared language and structure that complements other PEMAC-endorsed frameworks and training programs, such as MMP and AMP. Whether you are:
▪ Launching a condition-based maintenance program
▪ Migrating to a new CMMS
▪ Introducing AI-powered analytics or digital twin initiatives this guide offers a structured pathway to ensure efforts are grounded in best practices and aligned with global standards.
Leading the Shift: Turning Strategy into Digital Action
Digital Transformation in Maintenance and Asset Management is more than a technical reference; it is a call to action for organizations seeking to remain resilient and competitive in a digital-first world.
It challenges asset-intensive organizations to view digital transformation not as a one-off project, but as a continuous journey. With this guide, professionals are better equipped to initiate meaningful change, measure success, and scale innovation.
The future of maintenance and asset management will be shaped by those who embrace digital transformation not just as a necessity, but as a strategic opportunity to lead.
Download a copy of the guide
Bridging Experience and Aspiration: The Role of Mentorship in Advancing Asset
Management
As asset management matures into a recognized and essential profession, the need for structured knowledge transfer, professional guidance, and leadership development has never been more important In response to increasing member interest, PEMAC is piloting a Mentorship Program designed to connect experienced professionals with those newer to the field supporting growth, confidence, and excellence in maintenance, reliability, and asset management.
Why Mentorship Matters Now
Across sectors, organizations are navigating shifting regulatory landscapes, aging infrastructure, digital transformation, and the growing need for sustainable operations These changes demand not just technical expertise but also strategic thinking, communication skills, and leadership capacity. At the same time, as seasoned professionals retire or shift roles, the industry is at risk of losing critical institutional knowledge.
Mentorship provides a solution that is both human and strategic
A strong mentor–mentee relationship allows for the transfer of not only technical knowledge and standards but also contextual insight the kind that helps professionals make sound decisions under complex conditions. It also reinforces the culture of continuous learning that underpins resilient asset management practices
Strengthening the Profession from Within
Asset management is inherently interdisciplinary, blending engineering, finance, operations, sustainability, and governance.
Unlike more established professions, asset management is still building formal pathways and shared identity. That’s what makes mentorship so valuable it supports professionals in finding their footing, navigating career pathways, and gaining clarity about how their role fits into the broader strategy.
Mentorship helps answer questions like:
• What education or experience should I pursue to align with my career goals?
• How do I influence decision-making when asset management is still emerging in my organization?
• How do I transition from technical specialist to team leader?
By connecting professionals with mentors who have navigated similar challenges, the field as a whole becomes stronger, more connected, and more future-ready
Building Confidence, Capability,
and Community
The PEMAC Mentorship pilot program is being developed with flexibility in mind, accommodating a variety of learning goals and availability. Mentees are matched with mentors based on shared interests, professional goals, and industry sector—ensuring the partnership is relevant and engaging.
For mentees, it’s an opportunity to ask bigpicture questions, receive feedback on real-world challenges, and gain confidence in their approach For mentors, it’s a chance to give back to the profession, reflect on their own journey, and help shape the next generation of leaders.
For mentors, it’s not uncommon to learn just as much from their mentees—especially as younger professionals bring fresh perspectives and digital fluency to the table.
Mentorship in Action: Real-World Applications
Mentorship doesn’t just help individuals—it improves organizational outcomes. For example: These stories highlight how mentorship accelerates the application of theory into practice
and helps professionals navigate the soft skills and stakeholder dynamics that aren't always captured in textbooks or training.
Supporting Equity and Leadership
Mentorship can also be a powerful tool for increasing equity and representation in the profession. By intentionally pairing professionals from underrepresented groups with seasoned mentors, the program can support broader inclusion helping more voices contribute to the evolving asset management dialogue.
In a profession that values systems thinking, mentorship is a human system that brings together experience, curiosity, and purpose. It is a way of cultivating not just competent practitioners, but confident, ethical, and visionary leaders
The Mentorship Pilot in Progress
The Mentorship Pilot Program is currently underway with just under 70 members participating. Participants received an orientation to the MentorCity platform, and accounts were created for each individual to complete their profile All mentors and mentees have been matched and are expected to meet at least twice per month throughout the four month pilot.
As the program progresses, PEMAC will continue to gather feedback and insights to shape the next phase of mentorship opportunities for members across Canada.
Stay tuned for updates as we follow the journey of this growing community of mentors and mentees—and the powerful connections they're building.
In a profession that values systems thinking, mentorship is a human system that brings together experience, curiosity, and purpose.
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