Breakout Session

Strategic Thinking Towards the Combined Management of Cost, Risk and Performance Outcomes

Essential Energy’s approach (and journey) of the application of Asset Management (AM) principles and practices to its Mobile Asset (fleet) portfolio.

The why, what and how approach seems to generate lots of discussion and allows us to demonstrate how tactical improvements (i.e. digital prestart and defect reporting tool, design and engineering processes) fit into the strategic thinking towards the combined management of cost, risk and performance outcomes.

During this session you’ll hear Essential Energies journey so you can assess what strategies and actions might be transferable to your organisation.



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Chris Dhu

Head of Fleet – Essential Energy

I currently lead the fleet function of Essential Energy, as the Head of Fleet.

 The Essential Energy fleet includes some 1833 self-propelled and 1197 towable assets. This asset portfolio ranges from heavy asset such as prime movers, mobile cranes, Mobile Elevated Work Platforms (MEWP) and live voltage equipped trucks, down through commercial vehicles and passenger vehicles to also include highly specialised electrical assets, such as all-terrain equipment. The asset portfolio covers a broad area, that includes 95% of NSW and an element of southeast Queensland, and is designed to access any environment (urban, snow, rural and remote).

The Head of Fleet is the highest point of functional escalation and has full P/L accountability for the fleet portfolio and its performance. This role reports directly into the executive (CFO) and requires reporting  to the company board (quarterly) in person with assembled information. As such the role has both a strategic and cultural management focus, supported by a geographically dispersed team of direct and indirect reports, structured into 3 maintenance delivery (workshop and mobile service) arms and one engineering and planning division. Managing this portfolio is both a challenge and a reward, testing and improving my personal and leadership skills daily. 

At Essential Energy I have been tasked with delivering a Fleet Asset Management Transformation Program, with the intent to improve the balance of performance, risk and cost across the function.  

My professional education comprises of a trade based (Mechanical Fitter) qualification, a post graduate degree in Asset Management (CQU) and an MBA (Deakin). Certifications and charters include Chartered Manager (CMgr), Certified Maintenance and Reliability Professional (CMRP) and Senior Practitioner in Asset management (CSAM). Professional memberships include the Institute of Mangers and Leaders (IML) and the Asset Management Council (AMC).


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