Asset management for directors /

Delivering value from the company's assets is one of the key roles of the board. Accordingly, it's critical that company directors have a thorough understanding of asset management principles and how they apply to board decision making.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Beedles, Monique (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Sydney, N.S.W. : Australian Institute of Company Directors, 2016.
Temas:
Assets (Accounting) > Management.
Asset-liability management.
Directors of corporations > Handbooks, manuals, etc.
Actif (Comptabilité) > Gestion.
Gestion des actifs et des passifs.
Administrateurs de sociétés > Guides, manuels, etc.
Asset-liability management
Assets (Accounting) > Management
Directors of corporations
Australian
handbooks.
Handbooks and manuals
Handbooks and manuals.
Guides et manuels.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Copyright page
  • Introduction
  • Chapter 1: Leadership for good asset governance
  • 1.1 The board's role in asset management
  • 1.1.1 Governance framework
  • 1.1.2 Asset management framework
  • 1.1.3 Board's rationale for adopting the ISO 5500X standards
  • 1.2 Considering asset management fundamentals in light of Tricker's governance model
  • 1.2.1 Value
  • 1.2.2 Alignment
  • 1.2.3 Assurance
  • 1.2.4 Leadership
  • 1.3 An integrated governance and asset management framework
  • 1.3.1 Leadership
  • 1.3.2 Strategy and value: future focused
  • external environment
  • 1.3.3 Policy and alignment: future focused
  • internal environment
  • 1.3.4 Risk and external assurance: present and past focused
  • external environment
  • 1.3.5 Compliance and internal assurance: present and past focused
  • internal environment
  • 1.4 The role of stakeholders
  • 1.4.1 Identifying stakeholders
  • 1.4.2 Assessing stakeholder expectations
  • Chapter 2: Strategy and value
  • 2.1 The board's role in value creation
  • 2.2 Assessing asset value
  • 2.3 Measuring the value of asset management
  • 2.3.1 Aligning metrics with strategic objectives
  • 2.4 Adding value through growth
  • 2.4.1 Growth through acquisition
  • 2.4.2 Organic growth
  • 2.4.3 Patterns of growth
  • 2.4.4 Asset management as capacity assurance
  • 2.5 Balancing cost, risk and performance in value creation
  • 2.5.1 Cost
  • 2.5.2 Risk
  • 2.5.3 Performance
  • 2.6 Realising value in underutilised assets
  • 2.6.1 E-commerce platforms as tools for improved utilisation
  • 2.6.2 Creating value in the sharing economy
  • 2.6.3 Creating value through reduced transaction costs
  • 2.6.4 Reducing barriers to entry
  • 2.7 The value of ownership vs the value of utility
  • 2.7.1 Software
  • 2.7.2 Cars
  • 2.8 Assessing your competitive environment
  • 2.8.1 Existing competition
  • 2.8.2 Barriers to entry
  • 2.8.3 Substitutes
  • 2.8.4 Customer bargaining power
  • 2.8.5 Supplier bargaining power
  • 2.9 Applying asset management to strategic decisions
  • 2.9.1 Line of sight
  • 2.10 Creating value for the long-term
  • 2.10.1 Valuing waste as a resource
  • 2.10.2 Asset management as an approach to sustainability
  • Chapter 3: Policy and alignment
  • 3.1 The board's role in policy and alignment
  • 3.1.1 Vision and values
  • 3.1.2 Corporate objectives
  • 3.1.3 Business plans
  • 3.1.4 Asset management policy
  • 3.1.5 Strategic asset management plan
  • 3.1.6 Asset lifecycle management
  • 3.1.7 Asset information systems
  • 3.2 Board decision making
  • 3.2.1 Asset criticality
  • 3.2.2 Decision support systems
  • 3.2.3 Systems integration
  • 3.2.4 Investing in information systems
  • 3.2.5 Consideration of different asset types
  • 3.2.6 Decision-making pitfalls
  • 3.3 Maintaining alignment across the asset lifecycle
  • 3.3.1 Design/selection/acquisition
  • 3.3.2 Commissioning
  • 3.3.3 Asset management plans
  • 3.3.4 Maintenance
  • 3.3.5 Asset renewal and/or disposal

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