StructuredChangePtyLtdACN608945446

Level40,NorthpointTower,100MillerStreet,NorthSydney,NSW,2060+61295398886(Office)+61423115773(Mobile)

www.structuredchange.com.au

CapabilityStatement

January2017

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StructuredChangeCapability

COMPANYOVERVIEW....................................................................................................................3

INTRODUCTION..................................................................................................................................3HIGHLEVELCAPABILITY.......................................................................................................................3MISSIONSTATEMENT..........................................................................................................................4THEZIPPERMETAPHOR.......................................................................................................................4

CAPABILITY.....................................................................................................................................5

ASSETMANAGEMENT.........................................................................................................................5CONSULTING..............................................................................................................................................5TRAININGANDFACILITATION........................................................................................................................5TECHNICAL................................................................................................................................................5ENTERPRISEASSETMANAGEMENT(EAM)......................................................................................................6MANAGEMENTSYSTEMS..............................................................................................................................7CHANGEMANAGEMENT......................................................................................................................7STRATEGY..................................................................................................................................................7LEADERSHIP...............................................................................................................................................8MANAGEMENT...........................................................................................................................................8ENTERPRISEARCHITECTURE..........................................................................................................................9PROGRAMMANAGEMENT..................................................................................................................10

INDUSTRYEXPERIENCE.................................................................................................................11

VOLUNTEERWORK.......................................................................................................................11

ASSETMANAGEMENTCOUNCILOFAUSTRALIA.......................................................................................11GLOBALFORUMOFMAINTENANCEANDASSETMANAGEMENT..................................................................11SURFLIFESAVINGNSW(STRATEGICASSETMANAGEMENT).....................................................................11

KEYPERSONNEL...........................................................................................................................12

INTRODUCTION........................................................................................................................................12BRADBLAYLOCK(CHANGEMANAGERANDBUSINESSPROCESSSPECIALIST)........................................................12CHRISTOPHERBOYS(STRATEGY,FINANCEANDPROGRAMGOVERNANCE)..........................................................12KARINWONG(MANAGEMENTCONSULTANTANDCHANGEMANAGER).............................................................12MARTINKERR(CHANGELEADER&PRINCIPLEOFSTRUCTUREDCHANGE)..........................................................13SUEHOLLISBROWN(CHANGELEADERANDEXECUTIVECOACH).......................................................................13STRUCTURECHANGEMANAGEMENTSYSTEMREFERENCES........................................................................15CONTACTSTRUCTUREDCHANGE..........................................................................................................15

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CompanyOverviewIntroductionStructured Change was built on the back of over 25 years’ experience in ProgramManagement,ProjectManagement,AssetManagementandChangeManagement.Structured Change and more importantly the Structured Change Framework (SCF) hasdemonstrated to industry thatchangecanbe tangible,measureable,attainableandmoreimportantlysustainable.StructuredChangedeliverschangewithintegrityonthebackofaprovenProgramapproach.Underpinning every change journey are the four principles of AssetManagement (Value,Leadership, Alignment andAssurance).When these are combined anorganizationhas anintegrated,holisticandrobustfoundationonwhichtoproceed.The Structured Change Framework (SCF) has evolved over years and has been tested onmultiple projects. Some of the approachwas influenced from the early days of SoftwareDevelopmentwhereeverythingwasachangejourneyandalltoooftenteamswhereworkinginthegraybecausetheydidn’tknowwhatthebusinessrequired. Theonethingthatwasknownwastheendgoals.StructuredChangebridgesthetwo.HighLevelCapability

• Translationofintangibleproblemstatementsintotangible,deliverableprogramsofwork.

• Assistorganizationsleveragecommercialframeworksinordertoexploitanddelivermutualstakeholderbenefit.

• Bridge the gap between strategy and operations by building an organizational“CollectiveIntent”and“LineofSight”throughtheapplicationofAssetManagementprinciples.

• UndertakingofEnterpriseArchitectureasameansofunderstandinganorganizationsrelationshipbetweenmarketforces,capability,motivationandcapacity.

• Workingwithorganizationstobuildleadershipcapabilitywithafocustoimproveandsustainculture.

• EnterpriseAssetManagement(EAM)analysis,designandimplementation.

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MissionStatementThe following six values underpin Structured Change’s unwavering commitment to thedeliveryofsustainedchange(value)toourclients.OurvaluesguideusthroughambiguityandareinplacetoempoweranystakeholdertoholdStructuredChangeaccountable.*1–Safety2–Value3–Integrity4–Innovation5–Sustainability6–ConsistencyAllcontractorsandemployeesrepresentingStructuredChangearemeasuredagainstthesevalues. These are supported by SCP007 Structured Change QualityManagement, SCP016Structured Change Safety Management and SCP017 Structured Change EnvironmentalManagement.*Excerptfrom“SCP000StructuredChangePolicy”TheZipperMetaphorStructuredChangeuses thezippermetaphor.Thezipper represents the fact thatonce itsteethhavebeenpulledtogetherthezipperneedstohold('sustain')untilthenextconsciouschange.MakingsurethezipperremainstogetherisfurtherassuredbytheStructuredChangeapproach.Ononesideofthezipperischange(Intangible)andontheothersideisdelivery(Tangible).

Figure 1 - The Zipper metaphor

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CapabilityAssetManagementStructured ChangehasanaccreditedCertified Fellow of Asset Management(CFAM)asitsPrincipal.WecanassistyourorganizationisassessingitsAssetManagementcapabilityalongwithtailoringaChangeManagementJourneystoaligntoISO55000/1andleverageexistingbusinesscapability.Consulting

Asset Management Maturity Assessments – Organizational assessments againstISO55001andtheAssetManagementCouncilCapabilityDeliveryModel.

Management System and Business System Integration – determine the mosteffectivewaytoconstructworkflowsthatbalancesystemsandprocess.

Strategic AssetManagement – Using AssetManagement principles to design andimplementAssetManagementjourneymapsandcreateorganizationallineofsite.

Sales and Tender support – Assisting organizations understand existing capability(andcapacity)andarticulatethatcapabilityinsalesofferings.

TrainingandFacilitation

FundamentalsofAssetManagement(FAM)–ThiscourseprovidesparticipantswithanoverviewofwhatAssetManagementisandhowitrelatestotheirorganization.

StrategicAssetManagementPlan(SAMP)–Thiscoursehelpstranslateorganizationalgoalsthroughassets.ASAMPistheartefactthatdescribeshowanorganizationwillachieveadesiredbalanceofCost,RiskandPerformanceacrosstheirAssetportfolio.

AssetManagementPlan(AMP)–AnAMPisaplanthatisspecifictoaclassorsectionofanAssetManagementPortfolio.

AssetManagementIntensiveWorkshop–Thisinteractiveworkshopisrestrictedtoasingleorganization.TheworkshopitselfisdesignedtoprovidebothanunderstandingofAssetManagementaswellasprovideadraftroadmapbywhichanorganizationcanmoveforward.

Technical

RequirementsManagement–FrontendofSystemsEngineeringandacorecapabilityinSalesandOpportunityManagement.

DemandManagement–UnderstandinghowtosustainadesiredbalanceofCost,RiskandPerformancewheninternalorexternalfactorschange.

SystemsEngineering–Translatingrequirementsthroughtospecificationanddesign.

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Configuration Management – Understand how brown field and green fieldconfigurationsdictateadifferentapproachandplanningforbeyondacquisition.

DesignManagement–Assistwiththedistributionofdesigneffortbypackagingworkparcels. Structured Change has experience assisting organizations achieve AEO(AuthorizedEngineeringOrganization)status.

Acquisition(BuyvsBuild)–Assessthefullspectrumforwhethertobuildorbuy.Thisappliestoboththeinsourcingofcapabilityaswellastheprocurementofassets.

Support Analysis – Provide analysis considerations for assetsmindful of demand,locationandoperatingmodes.FailureModes,AffectandCriticallyAnalysis isakeytoolsetindeterminingthemosteffectivetaskconfigurationforanassetorgroupofassets.StructuredChangehasover15years’experienceinFMEA/FMCEA.

Maintenance and Operational Planning – Structured Change has demonstratedexperienceinStrategicPlanning,PlanningandScheduling.Planningisoftentheheartofachangeroadmapasititwhereprocessesaretestedandtypicallyorganizationalknowledgehastheopportunitytoconverge.Manyorganizationsfindthedistinctionbetweenplanningandschedulingdifficult.StructuredChangeusesthisambiguityasacatalystforchange.

Continual Improvement – from Process Audit through to Benefit RealizationStructuredChangefactorsinContinualImprovementintoeveryroadmap.

EnterpriseAssetManagement(EAM)

Master Data Management and Governance – MDM and MDG is often an afterthought.Data iskingforanyorganizationandthedesignandmanagementofdatastructureslaysthefoundationfordecisionmaking.

RoleandCompetencyManagement–ExperienceinFunctionalandCompositeRoleManagement.EffectiveRoledesignallowsanorganizationtoleverageHumanCapitalasopposedtochaseit.

Process Management and Process Improvement – Go hand in hand but Data(Information)needstofinditswaybackintoanAssetManagementSysteminordertocloseloops.

System workflow and Business Process – Assessment and recommendation onwhether to change a business process to suit a system or modify a system toaccommodate a process. Structured Change understands workflow and how todeterminethecorrectbalanceonthebackofAssetManagementprinciples.

ERPandEAM–LeveragebothERPandEAMplatformsinordertosupportthebusinessnow and into the future. This can prove a change with technology changes andupgrades,butStructuredChangehasexperienceinlargeERPimplementations.

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ManagementSystems

InterfacevsIntegration–Astheworld(ISOinparticular)movestostandardizethestructureofManagementSystems,StructuredChangecantacticallymovetowardanIntegratedManagementSystem(IMS)approachwiththeleastamountofeffort.

Safety–Consideringtherequirementsofworkhealthandsafety(WHS)andproductsafety assurance, safety needs to be embedded within processes and not remainexternalwithasimplecomplianceonlyfocus.

Quality–ISO9001:2015nowhasthesamestructureasISO55001:2014.ThisisgreatopportunityfororganizationstoconvergeexistingknowledgewithminimaleffortandenablefuturegainsinAssetManagementSystemassurance.

Environment–Environmentalconsiderations(harmandsustainability)areverymuchunderstoodandaccepted in industry.StructureChangehasexperience infactoringEnvironmentintoprocessesviatheCapabilityDeliveryModel.

AssetManagement–TheassessmentandconstructionofroadmapstopragmaticallyadoptISO5500xwhilenotimpairingabusinessintheprocess.

ChangeManagementStrategyChangeStrategyconfirmsthe“Needforthejourney”.Whatarethedrivers,motivationandgains to be made? What is the organization strategy and timelines (horizons)? Can theorganizationalstrategybetranslatedintoanAssetManagementStrategy?

OrganizationContext–Thefirststepinanyjourneyistoestablishthecontext.Thisisa critical exercise and determines the degree of readiness that exists within anorganization.Many factors need to be considered in context. From Public PrivatePartnerships, various funding models not to mention outsourcing (current orproposed)theOrganizationalcontextisthefirstfoundationstoneinachangejourney.

ChangeStrategy–Inconsideringthecontextoftheorganizationincludinginterestedparties (stakeholders) assist organizations in coming upwith change strategy thatmeetstheneedsoftheorganizationmindfulofChangeAttitude,AbilityandAppetite.

BusinessMotivation–StructuredChangeusestheBusinessMotivationModel(BMM)to illustrate, understand, test and execute strategy. This exercise is often done inisolationtoanAssetManagementStrategy.

Merges and Acquisition (M&A) – In this scenario what is the strategy to mergecapability, separate it or perhaps divest? Is there a future enablement in a futurehorizonunderconsideration?

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LeadershipChange Leadership is to "Design the journey" and “Steer the journey”. Thedesignof anyjourneyisconstructedthroughconversations,listeningandunderstandingthecontextoftheorganization and the stakeholder requirements of the organization. Structured Changeunderstandstherearewrittenandnon-writtenrequirementsinanychangejourney.

Roadmaps/JourneyMaps–Assistingstakeholdersunderstand,designandembraceroadmapsthroughaprovenchangeframework(theSCF).

Cultural Assessments – Assisting organizations in understanding the collectivemindsetoftheorganizationasvarious levels. (i.e.Howdoestheorganizationthinkandfeel?)

StakeholderAssessment–Thisisbothartandscienceandtakesyearsofexperiencetobeableextract,articulateandmanagestakeholderexpectationsandrequirements.

CommunicationandEngagementStrategy–Thisisalsoartandscienceandneedstobeconductedinamannerwhichconsidersabalancebetweenunderinformingpeopleandoverwhelmingthem.

AccountabilityMatrix – Organizations assume accountability but the design of anAccountability, Responsibility, Consulted and Informed (A.R.C.I.) matrix is a corefoundationstone.EachA.R.C.I.matrixwillneedtoconsiderthetypeoforganizationandhowdelegationoccurs.

EnterpriseArchitecture(EA)–Using industry frameworkssuchasZachman,BPMNandTOGAFdocumentfindingsthatenablevisualplaybacktostakeholdersandprovideconfidenceandabasisforchange.

EnterpriseRiskManagement(ERM)–Similartoorganizationcontextandstakeholderrequirements, ERM is a core input to any change journey. Understanding theelephantsintheroomiscriticaltothesuccessofanysustainedchange.

ManagementChangeManagementisto"Deliverthejourney".TheStructuredChangeFramework(SCF)ishowwemanageeachchangejourneyforourclients.LeadershipandManagementgohandin hand and often overlap. As an example coming up with a strategy could be seen asleadership.DeliveringorexecutingthestrategycouldbeseenasManagementbutasmanyofushaveexperiencedinourworkingliveswestillneedtoleadwhenwemanage.TheSCFassistsusindoingthis.

Change Reporting – “You getwhat youmeasure” and each element of change ismeasuredundertheSCF.Measurementassistswithaccountabilityandresponsibility.

Change Control / Change Governance –Manage the change journey and protectscopeanddirection.Therewillalwaysbethetemptationorneedtochangetactorcourse.ChangeGovernanceallowsthistohappenwithconfidence.

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Communication–Collect,disseminateanddistributeinformationtostakeholdersatagreedintervalsandcollectfeedback(closedloop).

RiskManagement–Standardriskmanagementiskeytodeliveringchange.Riskwhenembracedisagreatleverforchangejourneysbutformanychangeagentsisn’tmadepartoftheirconsiderationand/orframework.

Facilitation–Whetherit’saworkshop,astandupmeetingorasimpleconversationfacilitation isakeyactivity inChangemanagement.Theexchangeandchallengeofideaspromotesinnovation.

Coordination – Support the many tasks and activities that underpin Deliverables,MilestonesandGoals.

Administration–WhilethisisalessglamorousareaofChangeManagementitisofequalimportance.TheSCFallowschangejourneystobedocumentedandtraceableateverystepoftheway.

EnterpriseArchitectureStructuredChangeemploystheuseofEnterpriseArchitecture(“Mapping”)tobuild,illustrateand deliver the change journey. Building an interactive model provides stakeholders(especiallysponsors)differentviewpoints(“perspectives”)onthechangeahead.

Figure 2 - Enterprise Architecture is a Standard tool for Structured Change

Thesampleaboveisade-sensitizedmodelfromapreviousStructuredChangeassignment.TheinformationprovidesStructuredChangetheabilitytoillustratechangebeforeithappensbutalsoallowsfunctionswithinthebusinessaperspectiveofhowtheyinterfaceorintegratewithotherfunctionsinthebusiness.

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ProgramManagementStructured Change has an accredited Certified Practicing Project Director (CPPD) as itsPrincipal.Wecanassistyourorganizationtodesign,constructanddelivercomplexprogramsofwork.Understandingthetypeofchangeprogramisimportantandshapestheapproachtotheprogramandsubordinateprojects.

StrategicAlignment–Takingcurrentcorporatestrategies (portfolios)anddistillingthem into tranches of work (programs) is key to ongoing success. The depth ofalignment between Portfolio, Program and Project is strengthened with anunderstandingofhorizons.Horizonswilldifferfromorganizationtoorganizationandmustbeconsiderateofbusinesscyclesandinsomecasespoliticalcycles.

ProgramDesign– There are various reasons that programs are created.WhetherVisionled,EmergentorCompliancedriven,StructuredChangehasexperienceineachaswellasanunderstandingthedynamicsofeachandhowtheyinteract.

Program Structure – Using the fundamentals of industry frameworks such asManaging Successful Programs (MSP) and Prince 2 (P2), the SCF leverages theprinciples of these frameworks in a pragmatic, transparent and visible mannerbuildingstakeholderconfidenceinchangeandvaluedelivery.

StakeholderManagement – At the Program level stakeholders are often broughttogether to share journeys and outcomes. More than often Business as Usualmeasuresandaccountabilitiesdonotalwaysalignwithprogrammeasures.StructuredChange has experience working within strong and weakmatrix organizations andunderstandhowtosetanddeliverKRAsandKPIsincomplexenvironments.

Governance–Organizationsneedtobeabletorespondtoforcesaheadofreactingto them.Good governance needs to take into consideration internal and externalforces but at the same time empower programs the agility to respond within adecisionframework.

Contract and Commercial Alignment– Change programs (Journeys) are geared atgenerating internal value and enablers to move an organization forward.Unfortunately, this can come at the detriment of existing commercial constraints.PragmaticsandmethodsforcohesionbetweenProgramandcommercialstandingsisanareathatStructuredChangeunderstandsandcanworkwith.

Benefit Realization– Complementary to the SCF, Benefit Realization links withmilestonesandgoals.Thisenablesreportingandthetestingofmicrobusinesscasesas a means to assure value is being delivered at the right quality and quantitythroughoutthejourney.

ManagementofRisk–Attheprogramlevelriskmustbetreatedinadifferentmanner.Strategicrisk,tacticalriskandoperationalriskareallrelatedbuttreatmentmethodsaredifferentasisopportunity.MaintainingthejourneywhiletreatingsensitiveriskisanareathatStructuredChangehasexperiencein.

Communicating – The art of communication must be balanced between todaysburning platform and envisioning the future. The SCF is built upon this balance.

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Change fatigue is an often overlooked symptom. Structured Change uses keymessagingtoalleviateandlessenfatigueanddemonstratetractionandprogress.

OrganizationalLearning–InorderforProgramstoinstillvalueinformationmustbecaptured, retained and converted into knowledge. Structured Change definesknowledge as “Experience and Insight”. Capturing knowledge is built on trust andsystems.

IndustryExperience(PleasecontactStructuredChangeforIndustryExperience)

VolunteerWork

AssetManagementCouncilofAustralia

• AMBokTeammemberandcontentprovider• MentoringandcoachingtoyoungerAMCmembers• AssetownerforContentandknowledge• RegularspeakeronAssetManagement,ChangeandLeadership• Standards mapping between the AM Council models, ISO5000 and the GFMAM

standards• CertifiedFellowofAssetManagement(CFAM)• CertifiedAssetManagementAssessor(CAMA)• AssetManagementMaturityAssessor

GlobalForumofMaintenanceandAssetManagement

• ProjectMember–Project14AssessorCompetencySpecificationandFramework• Project Lead – Project 16 Relationshipmappings of the 5 GFMAM standardswith

ISO55000SurfLifeSavingNSW(StrategicAssetManagement)

• StrategicAssetManagementPlanning• TreasurymodelsforSurfClubs• ConvertingSAMPSintoAMPSandvisaversa

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KeyPersonnelIntroductionThePrincipal of StructuredChange,Martin Kerr has a broadnetwork of consultantswithproven abilities in key areas.All resources are selected for their capability aheadof theircapacity.StructuredChangepridesitselfonputtingforwardtherightpersontoachievetherightresults.CapabilityextendstotheappropriateSubjectMatterExpert(SME)fit.AllrepresentativesofStructuredChange(EmployeesorContractors)areinductedandtrainedintheStructureChangeFramework(SCF).SCP019StructuredChangeFramework(SCF)BradBlaylock(ChangeManagerandBusinessProcessSpecialist)Bradisatrueprofessionalwithover25years’experienceinProductDevelopment,ProductManagement, Merchandising, Marketing, Advertising Configuration and OperationalManagement.Bradhasdemonstratedacommercialacumenperspectiveacrossthespectrumoftheproductlifecycle.CoupledwithanAssetManagementunderstandinghasallowedBradtofindcostsavingsandvalueaddforcustomersacrosstheglobe.Brad’s assignments have required him to create and deliver implementation strategies inorder to meet stakeholder and product requirements in an international arena. As adedicated teamplayer,Brad leverageshisanalyticalandproblem-solvingskills inorder tobring teams togetherwhile creating innovative solutions. Brad is a flexible, versatile anddedicated individual who can interact effectively across all functions and levels of thebusiness.ChristopherBoys(Strategy,FinanceandProgramGovernance)Overthepast20yearsChristopherhasworkedindiversebusinessenvironmentswithrolesrangingfromdetailedstrategicandfinancialanalysistodesignanddeliveryofoperationallyfocused projects which have returned significant sustainable benefits on a national andinternationalstage.Creativeproblemsolverwithwell-developedwrittenandverbalcommunicationskillsandaclearunderstandingofthebreadthofleadershipandmanagementskillsrequiredtoengage,developanddeliverwholeofbusinesssolutions.Specialtiesincludestrategicbusinessplanning,projectdesignanddelivery,projectreviewandrecovery,changeandteammanagement,coachingandfacilitating,businessimprovement,governance,Csuitereportingandoperationalriskmanagement.KarinWong(ManagementConsultantandChangeManager)AManagementConsultantwithover15yearsofexperienceinChangeManagement,StrategicOrganizationandPersonnelDevelopment.Karin’spassion lies inworkingwithpeopleand

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bringing allwalks of life together for a commongoal. Excellence in deliverables is oneofKarin’smottosinlife!Karin ishighlyorganized,diligentand skilled inneedsandassessment, strategicplanning,establishing priorities and delegating tasks, providing leadership andmotivating teams toachievepotentialandmeetobjectives,andfollowingthroughtoensuresuccess.Karinisadynamiccommunicator,facilitator,trainerandpresenter,whohavetheabilityinemployingclarity,innovation,patience,humourandusingappropriateterminologytodelivereffectivepresentationtodiverseaudienceatallorganizationlevels.Asananalyst,writerandeditor,Karinisorganized,précisedandlogical.Karinisconfidentandcapable in researching and disseminating a range of systems, processes and digestinformationwithclarityandconcision.Karinhasreceivedmanycommendationsforclearandconcisewritingandaccurateprojection.Karin isalsoknowntomanytobean interpersonal leaderwith theability tobuild robustrelationships, inspire stakeholder engagement, establish cultural and behavioral change,through identifying and developing change strategies and monitor efficacy of changes,foresee issues, provide recommendations to resolve difficulties, enhance learning andimproveperformance.MartinKerr(ChangeLeader&PrincipleofStructuredChange)Martinisanaccomplishedandintegritydrivenprofessionalwithover25years’experiencespanning Manufacturing, Business Transformation, Consulting, Product Development,Engineering, Asset Management, Human Capital, Business Management and InformationTechnology.Hisexperienceprovideshimwithademonstratedinsighttoseethe"unknowns"beforetheybecome"known".An impressivetrackrecord inprojectdeliverystandsMartinoutamongsthispeers. He ispraisedforhisabilitytonotonlydeliveragainstthetripleconstraintsofTime,CostandQualitybut also infuse sustained business change and value along the way supporting AssetManagementbestpracticeandprinciples.SueHollisBrown(ChangeLeaderandExecutiveCoach)Sue is an accomplished consulting professional with over 25 years’ experience spanningChange Leadership, Coaching of teams and individuals, Finance, Business Transformation,Management Consulting, Marketing, Human Capital and Business Management. She iscollaborative,considerate,analyticalandresultsorientedandhasprovensuccessinachievingbusiness growth and significant change across multiple industries – Engineering, Rail,Manufacture,Media,Pharmaceuticals.

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Sue’simpressivetrackrecordinchangeleadershipisforgedonherabilitytoworkwithpeopleat all organizational levels to develop emotional intelligence skills to enable the culture,processandbehaviouralchangeneededforsuccessfulprojectdelivery.Herabilitytogaugeemotionalandbehaviouralblockersandworkwithteamstoresolveandmitigateresistanceenablesenhancedagilityinleadersandteamsleadingtogenuinebehaviouraladjustmentsfortherealizationofacommonvisionandresultingsuccessfulcommercialoutcomes.

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StructureChangeManagementSystemReferences

• ISO55001:2014(AssetManagement)• ISO9001:2015(QualityManagement)• SCP000StructuredChangePolicy• SCP002StructuredChangeOverview• SCP006StructuredChangeCulturalMatrix• SCP007StructuredChangeQualityManagement• SCP008StructuredChangeCompanyDetails• SCP016StructuredChangeSafetyManagement• SCP017StructuredChangeEnvironmentalManagement• SCP019StructuredChangeFramework(SCF)• SCP021ControlofDocuments• SCP026Risk&OpportunityManagement• SCP028ManagementReview• SCP036ControlofThirdPartyProperty• SCP040Corrective&PreventiveAction• SCP042StructuredChangeCapabilityStatement(Thisdocument)

ContactStructuredChangeThankyouforconsideringStructuredChangeforyourchangejourneywhetherlargeorsmall.Our teamofprofessionalscanmeetwithyourorganisation todiscussanapproachthatbestsuitsyourbusiness.Wedeliverchangewithintegrity!StructuredChangePtyLtdLevel40,NorthpointTower,100MillerStreet,NorthSydneyNSW,2060,Australia+61295398886(NorthSydneyOffice)+61423115773(MartinKerrDirect)Webwww.structuredchange.com.au/Emailinformation@structuredchange.com.auTwitterhttps://twitter.com/StructureChange

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