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Mitchelson’s Asset Management System (AMS) is comprised of the Strategic Asset Management Plan (SAMP) and its subsidiary Asset Management Plans (AMP). The structure, responsibilities, and continuous improvement of these components of the AMS are described by our Asset Management Framework (AMF), as illustrated in Figure 17.

The SAMP and its subsidiary AMPs contain KPIs drawn from both the Contract and Mitchelson’s overall Asset Strategy. This Asset Strategy governs the AMS and AMF via the Asset Strategy Implementation Policy (ASIPol), which is an operational document approved directly by the COO on an annual basis. Required modifications to the ASIPol and Asset Strategy are primarily documented using processes outlined by the AMF and SAMP—working in unison—and prioritised on a value-for-money basis.

The Asset Strategy Management (ASM) team’s organisational structure is illustrated in Figure 16. The ASM oversees the implementation of the SAMP, but delegates implementation of individual AMPs to regional management teams as appropriate. All Contract KPIs appearing in the SAMP are the responsibility of the ASM, while individual AMPs contain both a subset of Contract KPIs as appropriate to the regional management team, and additional sub-KPIs that contribute to Contract performance achievement but are not directly required by either the Contract or Mitchelson’s Asset Strategy.

Integration of the ASIPol and its subsidiary structures and plans with other business functions is handled by Mitchelson’s Strategic Holistic Asset Management Plan (SHAMP). The SHAMP embeds the Asset Integration Policy (AsIPol) and contains a Strategic Asset Integration Plan (SAIP), but no further subsidiary Asset Integration Plans (AIPs). The ASM team collaborates with the Asset Integration Management (AIM) team to unify the SAIP with the SAMP and its subsidiary AMPs, following processes outlined in the AMF and by both the ASIPol and AsIPol, as illustrated in Figure 18. Mitchelson implements both policy documents even in conflicting cases (resulting from unsynchronised/anti-synchromatic review cycles), extracting competitive advantage from variations in implementation that are both intentional and systematically random.

Mitchelson delivers strong outcomes for our clients by aligning the AMS, SAMP, AMPs, and SHAMP (collectively referred to as the SAM documentation suite) within the AMF or ASIPol structure as appropriate, mediated by the ASM/AIM collaboration and guidelines imposed by the SAIP and AsIPOL more broadly. Linked and systematic Linked Integration of the Asset Strategy with subsidiary strategies and AMPs forms the basis of a value-driven SAMP that brings a SAIP- and risk-based approach to fulfilling Contract and non-Contract KPIs. Our strong track record of strategic and holistic Strategic Holistic Asset Management (SHAM) has allowed Mitchelson to operate cohesively across a wider range of old-growth forests than any sector competitor (Figure 17) and bring best practice strategic SAMP/AMP implementation practices to all client Contract clients.