*1*iqF64

PA S5 5 - 1:2 0 0 8

Acknowledgement
Thedevelopment of thisPublicly
Available (PAS)
Specification hasbeenledby the lnstitute
of
AssetManagement (lAM),in collaboration
wrththe British
Standards (BSl),
Institution with the
assistance
of the followingco-operatingorganizations
and individuals:
SteeringGroup Review Panel Associates
. JohnWoodhouse Representatives of the following organizations were part of the . C anadi an G as As s oc i atio n
ProjectChairman,IAM review panel for the development of this PAS: . crRrA
. A l e dW i l l i a m s . AM CL . H al crow . E N A(A ustral i a)
N a t i o n aGl rid . AMT-Sybex . Hydro One Networkstnc . Health & SafetyExecutive
. Dr NavilShetty . Atkin s r K E MA . InternationalWater Association
Atkins . Atla n ticL NGCo of Tri ni dad . Lloyd'sRegister . Nottingham University
. MikeDixon & Tobago . Logica . Universityof Manchester
E D FE n e r g y . BAESystems(Operations)Ltd . LondonUnderground . ofgem
. Prof StevenMale . BCTransmission Corporation . MTRCorporationLimited .
Universityof Leeds Officeof the RailRegulator
. CEEle ctr icUK . N ati onalGri d
. R h y sD a v i e s . RoyalInstitutionof
. CLPPower NATS CharteredSurveyors
Lloyd'sRegister '
. Co n tin u o n . N etw orkR ai l . RWs
. EDFEnergyNetworks . PBPower . S outhernA fri canMai n tenanc e
Developmentteam
. E.ONCentralNetworks . Officeof the PPPArbiter Association(SAMA)
. MossMustafa
.EONUK . ScottishWater . Universityof Leeds
. U r s u l aB r y a n
. EssentNetwerk . ScottishPower EnergyNetworks
N a t i o n aGl rid
. F in g r idOyi . Tennet Photog.aphs
. PeterJay
. GasTransportServices
BV . The WoodhousePartnership
The WoodhousePartnership The contri buti onof photographs
. Geometria . TubeLines from the fol l ow i ngorgani z ati ons
. Alex Thomson
The WoodhousePartnership . GVB . U MSGroup i s grateful l yacknow l ed ged:
. GutteridgeHaskins& Davey r E D FE nergy
( GHD) . E urotunnel
. Lloyd'sRegister
. N ati onalGri d
. scottishWater
. The WoodhousePartnership
. U ni tedU ti l i ti es
The reproductionof any of these
photographsis not permitted

Publishingand copyrightinformation
T h e B SIc o p y ri ghtnoti cedi spl ayedi n thi s documenti ndi cates
w hen the document
was lastissued.
The following B5lreferences
relateto the work on this standard:
Publicationhistory
Firstpublishedas Part 1 and Part2, April 2004
First(present)edition as Part 1 and Part 2, September2008

This PubliclyAvailableSpecification
comesinto effect on 15 September2008.

@ B5l September2008
I S B N;
9780 5 8 05 0 9 7 59

O BSI Septe mb e r2 0 0 8
 PAS55 - 1:2008

Contents
Page
A c k nowle d g e m e n ......
t I
Foreword ii

0I nt r oduc ti o n v

1 Scope 1

2 Referencepublications 1

3 Termsand definitions 2

4 Asset management system requirements 6

4. 1 G ener a re
l q u i re me n ts 6
4.2 Assetmanagementpolicy . o
4.3 Assetmanagementstrategy,objectivesand plans 7
4.4 Assetmanagementenablersand controls . . 10
4. 5 lm pleme n ta ti o n
o f a s s e tm a n a g e m e npl
t an(s) 14
4.6 Performanceassessment and imorovement 16
4. 7 M anag e me n ret view 19

Annex A (informative) . 20
Cor r es po n d e nbceetw e e nPA S5 5 -1 :2 0 0 8B, SOH S A S
18001:2007,
B SE NI S O1 4 0 0 1 :2 0 0a4n d8 5 E NISO9 0 0 1 : 2000

Bibliography

O BSI September
2008
PA S5 5 - 1 . 2 0 0 8

Foreword
ThisPublicly
Available
Specification(PAS)wasfirstpublished in 2004in response
to demandfromindustryfor a standardfor assetmanagement. lt is applicable
to
wherephysrcal
anyorganization assetsarea keyor a critical
factorin achieving its
goals.This2008revision
busrness reflects
the increasinginternational consensus
aboutrequiredgoodpractrcesin the management of suchphysical assets.

To ensureconsistency with other relatedmanagement This PASis not to be regardedas a BritishStandard-

syi te ms t andar ds and to fa c i l i ta tei ts a l i g n me n to r
i n te g r at ion,it wasc o n s i d e reth
d a t a s s e ma t n a g e menr Supersession
would be beststandardizedas a specification, with PAS55-1:2008 and PAS55-2:2008supersedePAS55-
th e inf or m at ionon i mp l e m e n ti n ga s s e tm a n a g e m e nt 1:2004and P A S55-2:2004. w hi ch remai ncurrent
d i sti lledint o k ey r eq u i re me n tsT.h e c ri te ri o nfo r and obsol escent unti l 1 March2010w hen thev w i l l
i n cl u dings uc hr equi re m e n ts h a sb e e nth a t, w i th o u t be w i thdraw n.
them, the assetmanagementsystemwould be
NOTEObsolescence ls declaredr,vhere the contentof a
regardedas deficient.
standard,whrchis superseded by new prottisrons (rn the
fonn of a new standard),stillretainsa commercialneed
Th i sP A Shasbeenba s e do n th e fa mi l i a rB Sl 5 Ofo rm at
or relevance(to a specifictecttnologv,industryor process)
co mpar able wit h wid e l ya d o p te ds ta n d a rds u c ha s
Thedocunentis superseded but it is not withdr.twn
BSE N l5O 14001and B SOH SA S1 8 0 0 1(s e eAn n e xA).

ThisPASis publishedin two parts: Informationabout this document

. Pa r t1: S pec if
ic at io nfo r th e o p ti mi z e dm a n a g e m e nt Thi si s a ful l revi si onof P A S55-1:2004,w hi ch
of physicalassets; and i ntroduces the fol l ow i ngpri nci palchanges:
. Pa r t2: G uidelines . The term " i nfrastructure" hasbeenremovedfrom
f o r th e a p p l i c a ti o no f P AS5 5 -1 .
the title of the PAS;
It h asbeenas s um e d i n th e p re p a ra ti o no f th i s P ASt hat . The Forewordand Introductionhave been revised;
the executionof its provisionswill be entrustedto . Fi guret hasbeentransferredand adaptedfrom
qualifi e da n d e x p e ri e n c epde o p l e ,fo r
a p p r opr iat ely PAS55-2:2004;
w h o s eus eit hasbee np ro d u c e d . . Fi gures2,4 and 6 havebeenrevi sedand Fi gures3
and 5 are new;
Consultation
. New definitionshavebeen added,and existing
Th i sP A Shasbeende v e l o p e di n c o n s u l ta ti o w n i th
defi ni ti onsrevi sed;
a l a rgenum berof in te rn a ti o n aol rg a n i z a ti o nasn d
. A ssetmanagementobj ecti ves and assetmanagement
i n d i v idualsf r om a w i d e ra n g eo f i n d u s tri eth s a t a re
targets are now jointly referredto as asset
a cti v eand pr of ic ien it n th e fi e l d o f a s s e ma t n a g e ment
(seeAcknowledgements). managementobjectives,and their definition has
been revisedaccordingly(see3.5);
Publishinginformation . The sectionon Assetmanagementplan(s)(see4.3.3)
hasbeenextendedto morecl earl yi denti fythe
ThisPAScomesinto effect on 15 September2008.
requi rements for opti mi zi ngpl ansand the
Th i sP A Shasbeenpr e p a re da n d p u b l i s h e db y B5 l , interaction between life cyclephases;
.
w h i c h r et ainsit s own e rs h i pa n d c o p y ri g h t.B5 lre s e rves The requi rements for emergencypreparedness and
th e right t o wit hdr a wo r a me n dth i s PA So n re c e i p t response havebeenextendedto i ncl udeconti nui ty
o f a u t hor it at iv eadvi c eth a t i t i s a p p ro p ri a teto d o so. pl anni ngand the secti onhasbeen renamed
ThisPASwill be reviewedat intervalsnot exceeding "Contingencyplanning" (see4.3.4);
two y ear s and , any a m e n d m e n ts a ri s i n gfro m th e . A new section"Assetmanagementenablersand
re vi ewwill be publi s h e da s a n a m e n d e dP ASa n d controls"(see4.4) hasbeen createdto consolidate
publicizedin UpdateStandards. the genericrequirementsof: structure,authority and

lll @ 851 S." pr er T bef

2008
 PAS55 - 1:2008

s ; i n i n ga w a re n e sasn d c ompetence; . " C hecki ngand correcti ve

r es pons i b i l i ti etra acti on" hasbeenre nam ed
c om m un i c a ti o np,a rti c i p a ti o n a n d c o n s u l tati on;
asset "Performanceassessment and improvement"
m anage m e nst y s te md o c u me n ta ti o ni ;n f ormati on (see4.6),with the structurefor the sub-clauses
m anage me n t; ri s km a n a g e m e n t; l e g a la nd other adaptedfrom thosedescri bed i n P A S99 and
r equir em e n tsa;n d ma n a g e me not f c h a nge; IS OGui de72: and
. New r ee u i re me n ts h a v eb e e n i n tro d u c edfor . N ew requi rements havebeeni ntroducedfor
Communication, participation and consultation Managementreview (see4.7),
(see4.4.4);
. Informationmanagement(see4.4.6)bringstogether Presentational conventions
t he r equ i re me n ts o f th e p re v i o u sc l a u s efor
s The provi si ons of thi s P A Sare presentedi n rom an
" Doc ume n t,d a ta a n d i n fo rm a ti o nc o n trol "and (i .e.upri ght)type.l ts requi rements are expres sed
" A s s etm a n a g e me nitn fo rma ti o ns y s te m" ; i n sentences i n w hi chthe pri nci palauxi l i aryve r b
. Managementof changeis discussed in a separate i s " shal l " .
clause(see4.4.9);
. T he r equ i re m e n ts Commentary,explanationand general informative
i n th e fo rm e r " Op e rati onal
material is presentedin smalleritalic type, and does
control" have been divided between
not constitutea normativeelement.
"lmplementationof assetmanagementplan(s)",
" M anag e m e n ot f c h a n g e "a n d " A s s e tm anagement
systemdocumentation";
Contractualand legalconsiderations
. "lmplementationof assetmanagementplan(s)"has Thi soubl i cati oni s not i ntendedto i ncl udeal l t he
necessary provisionsof a contract. Usersare
been expandedto addressthe Life cyclephasesof
responsi blfor
e i tscorrectappl i cati on
m anagin ga s s e ts (s e e4 .5 );
. New requirementsfor Evaluationof compliancehave
Compliance with this PAScannotconfer immunity
been int ro d u c e d(s e e4 .6 .3 ); from legalobligations.

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P A S5 5 - 1 : 2 0 0 8

0 Introduction
0.1 What is assetmanagement?
Fo rt he pur pos es o f th i s PA S,a s s e m
t a n a g e m e nits . the abi l i tyto demonstratethat sustai nabl e
d ef inedin 3. 2 as : devel opmenti s acti vel yconsi dered
w i thi n the
systematicand coordinatedactivitiesand practices managementof the assetsover their life cycles.
through which an organization optimally and
sustainablymanagesits asset5and assetsystems, Suchbenefitsare most often associated with the
their associatedperforrnance,risksand appl i cati onof a numberof key pri nci pl es
and
expenditures over their life cyclesfor the purpose attri butesi n the desi gnand i mpl ementati onof the
of achieving its organizationalstrategicplan assetmanagementsystem(seeFigure1);theseare
expl ai nedfurther i n P A S55-2.
a nd or ganiz at ion asltra te g i cp l a n i s d e fi n e di n 3 .2 5as:
, overalllong-termplan for the organizationthat
is derived from, and embodies,its vision, mission, F ig u re1 - K e y p rin c ip le as n d a t t rib u t e s
vaIu es,businesspo Ii ci es,stakeho lder req ui reme nts,
o f a s s e ma
t n a g e me n t
obyectlves and the managementof its risks

Ef f ec t iv eim plem e n ta ti o on f a s s e mat n a g e me n l

requir esa dis c ipl i n e ad p p ro a c hw h i c h e n a b l e sa n
o r ganiz at iont o m a x i m i s ev a l u ea n d d e l i v e ri ts
str at egicobjec t iv eths ro u g h m a n a g i n gi ts a s s e ts over
th eir whole lif e c y c l e sT. h i si n c l u d e sd e te rm i n a ti on
of appropriateassetsto acquireor createin the first
p l a c e,how bes tt o o p e ra tea n d m a i n ta i nth e m, a n d
th e adopt ionof op ti m a lre n e w a l d , e c o m m i s s i o ni ng
a nd/ ordis pos al op ti o n s .

Th e pr inc ipalbene fi tso f o p ti mi z e dl i fe c y c l ea s s e t

ma nagem entin , n o p a rti c u l aor rd e r,i n c l u d e :
. e nhanc edc us t o me sr a ti s fa c ti ofro n m i m p ro v e d
per f or m anc ande c o n tro lo f p ro d u c to r s e rv i c e
d eliv er yt o t he r e q u i re ds ta n d a rd s ;
. im pr ov edhealt h ,s a fe tya n d e n v i ro n me n ta l
performance;
. o pt im iz edr et urno n i n v e s tm e nat n d /o rg ro w th ;
. long- t er mplann i n g c, o n fi d e n c e a n d p e rfo rma nce
sus t ainabilit y ;
. the abilit yt o demo n s tra te b e s tv a l u e -fo r-m o n ey
wit hin a c ons t r a i n e fud n d i n g re g i me ; The fol l ow i ngenabl i ngel ementsare al soconsi dered
. e v idenc e, in t he fo rm o f c o n tro l l e da n d s y s te mati c to be essenti al for the successful i mpl ementati on of
processes, to demonstratelegal,regulatoryand thesepri nci pl es:
s t at ut or yc om pl i a n c e ; . an organi zati onal structurethat faci l i tates the
. im pr ov edr is km a n a g e m e nat n d c o rp o ra te i mpl ementati on of thesepri nci pl esw i th cl ear
g ov er nanc and e a c l e a ra u d i ttra i l fo r th e di recti onand l eadershi p;
a ppr opr iat ene sos{ d e c i s i o nta s k e n a n d th e i r o staff awareness, competency, commitmentand
associated risks; cross-functi onal coordi nati on:
. improvedcorporatereputation,the benefitsof . adequatei nformati onand know l edgeof asset
w hic h m ay inc lu d ee n h a n c e ds h a re h o l d evra l u e, condi ti on,performance, ri sksand costs,and the
improvedmarketabilityof producVservice, greater i nterrel ati onshi ps
betw eenthese.
staff satisfactionand more eff icientand effective
pr oc ur em ent f r o m th e s u p p l yc h a i n ;

V -- O B5l Sec tenoer 20 C 8

 PAS55- 1:2008

0.2 Typesof assets

The physicalassets(see3.1) representonly one of other categoriesare only consideredwhere they have
the five broad categoriesof assettypesthat have a direct impacton the optimizedmanagementof the
to be managedholisticallyin order to achievethe physicalassets. Thesecriticalinterdependencies
are
organizationalstrategicplan. The other categories illustratedin Figure2, which showsthe scopeof PAS55
are human assets,informationassets,financialassets in relationto the other categoriesof assets.
and intangibleassets(reputation,morale,intellectual
property,goodwill, etc.). Although human factorssuchas leadership,motivation
and cultureare not directlyaddressed within the
The scopeof this PASis primarilyfocussedon the scopeof this PAS,they are criticalto the successful
managementof physicalassetsand assetsystems achievementof optimizedand sustainableasset
.(see3.12).The managementof physicalassetsand managementand requi redue consi derati on. Thi si s
assetsystemsis inextricablylinked to the other applicableto the organization'sowners,managers,
categoriesof assets;howeveqwithin this PASthe employees,contractorsand suppliers.

Figure2 - Focusand business

contextof this PASin relationto the other categoriesof assets

Vital context:businessobjectives,policies,regulation,
p er f or m anc er equ i re m e n tsri, s k ma n a g e me n t

lmportant interface:motivation,
com m unic at ion,
r o l e sa n d
responsibilities,
knowledge,
experience,leadership,teamwork

lmportant interface:life cycle

costs,capital investmentcriteria,
s
@
-*
o
14
operatingcosts,value of asset
performance
1A
o
3o
IE
d.
o
rJ f
c(E o
Vr
c a
6
I q

lmportant interface:reputation,
i m age,m or ale,c o n s tra i n ts ,
soc ialim oac t
/atangible
assets
lmpoftant interface:condition,performance.
activities,costsand opportunities

@ BSI September
2008
PA S5 5 - 1 : 2 0 0 8

0.3 The need for an assetmanagementsystem

ThisPASis specifically intendedto coverthe life cycle expenditures. Thereare alsodifferent levelsat which
managementof the assetsand, in particulacthe assets assetscan be identifiedand managed- rangingfrom
that are coreto an organization's purpose,suchas discreteequipmentitemsor componentsto complex
utility networks,power stations,railwayor road functionalsystems, networks,sitesor diverseportfolios
systems, oil and gas installations, manufacturingand (seeFi gure3).Thi shi erarchybri ngschal l enges and
processplants,buildingsand airports.An asset opportunitiesat different levels.For example,discrete
managementsystemis thereforevital for organizations equi pmenti temsmay havei denti fi abl ei ndi vi duall i fe
t hat ar e depend e not n th e fu n c ti o na n d p e rfo r mance
cyclesthat can be optimized,whereasassetsystems
of their physicalassetsin the deliveryof services may havean i ndefi ni tehori zonof requi redusage.
or
products,and where the success of an organizationis Sustainability should,therefore,be part
considerations
significantlyinfluencedby the stewardshipof its assets. of opti mi zeddeci si on-maki ng.
A l argerorgani zati on
may alsohavea diverseportfolio of assetsystems,
Deliv er ing
t he b e s tv a l u efo r mo n e yi n th e eachcontributingto the overallgoalsof the
managementof physicalassetsis complexand involves organization,but presentingwidely different
carefulconsideration of the trade-offsbetween investmentopportunities,performancechallenges
performance, costand risk over all stagesof the assets' and risks.An integratedassetmanagementsystem
life cycles.Thereare inherentconflictingfactorsto is thereforeessentialto coordinateand optimize
manage,suchas short-termversuslong-termbenefits, the diversityand complexityof assetsin line with
expenditures versusperformancelevels,plannedand the organization's prioritiesand chosen
objectives,
unplannedavailability, or capitalcostsversusoperating ri skprofi l e.

Figure3 - Levelsof assetsand their management

PAS55 Asset
mana9ement
system

vtl @ BSI Seotember

2008
 PAS55- 1:2008

0.4 The structureof an assetmanagementsystem

A n as s etm ana g e me nst y s te mi s p ri m a ri l yd e s igned chosenri skprofi l eof the organi zati on). Fi gure4
t o s uppor tt he d e l i v e ryo f a n o rg a n i z a ti o n asltrategi c hi ghl i ghtsthe i mportanceof moni tori ngand continual
plan in or dert o me e t th e e x p e c ta ti o nosf a v a ri ety i mprovements w i thi n the assetmanagementsyste m
of s t ak eholde rs (s e eF i g u re4 ). T h e o rg a n i z a tional (for exampl e,i n the performance of assets or the
s t r at egicplan i s th e s ta rti n gp o i n t fo r d e v e l o pmentof opti mi zati onof the assetmanagementpl an(s)). lt
the assetmanagementpolicy,strategy,objectivesand further demonstrates the importanceof continual
plans .T hes e,in tu rn , d i re c tth e o p ti ma lc o mbi nati on i mprovementexternal l y through di recti nfIuence
of lif e c y c leac ti v i ti e sto b e a p p l i e da c ro s sth e d i verse upon the organi zati onal strategi cpl an and
portfolio of assetsystemsand assets(in accordance stakehol der exoectati ons.
wit h t heir c r it ic a l i ti e sc,o n d i ti o n ,p e rfo rm a n c e
and

Figure4 - Overviewof the assetmanagementsystem,its relationshipto the organizational

str a teg icplan and stakeholder
expec t a t io n s

Legaland stakeholderrequirementsand expectations

(c u s to m e rss ,h a re h o l d ers, empl oyees,
regul ators, soci ety)
suppl i ers,

O t her or ga n i z a ti o n a l
<---r-+
+
r equir em entas n d s y s te ms

PAS55 Asset I
I
I
mana9ement I
I
system I
I
I
I
I
C onti nua l I
I
rmprovem enr t

I
tt I I
I
I
I
I

I
P erforma nce I
I
I
and condi t ion I
I
moni tori n g I
I
I
I
I
I
I
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tl
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@ B 5 l S e o t e m b e2r0 0 8
 P A S5 5 - 1 : 2 0 0 8

The " l i ne of si ght" betw eenorgani zati onalstrategi c

di recti onand the day-to-dayacti vi ti es
of managi ng
assets i s a vi tal componentof the assetmanagemen t
system.Thi sal i gnsthe " top dow n" aspi rati ons of
the organi zati onw i th the " bottom up" real i ti es
and opportunitiesof the assets.Figure5 showsthe
i mportantpl anni ngand i mpl ementati on el ements
of the assetmanagementsystemthat ensuresuch
al i gnment.

.
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- @ B 5l S eorenrber' 200E
 PAS55- 1:2008

Figure5 - Planningand implementationelementsof an assetmanagementsystem

Planning
I
I
I

Assets
Lifecycleactivities

ilI

@ B5l September
2008
P AS5 5 - 1 '2 0 08

0.5 Applicationof PAS55

Th isP A Sis aoolica b l e to : for exampl e,to producea di screteassetmanagement
. any as s etint ens i v eb u s i n e s sw,h e res i g n i ifc a n t pol i cy,assetmanagementstrategy,assetmanagemen t
ex pendit ur e, r es o u rc e sp,e rfo rm a n c de e p e n d e n cy obj ecti vesand assetmanagementpl an(s). Thesemay
and/ orr is k sar e a s s o c i a tewdi th th e be i ntegratedw i th other rel evantdocumentsi f
c r eat ion/ ac qui s i ti ounti,l i z a ti o nma
, i n te n a n c e appropnate.
or renewal/disposal of assets;
. any or ganiz at io n The requi rementsof C l ause4 canbe met by adopti ng
th a t h a s ,o r i n te n d sto m a n a g e
a process-or procedure-based approach.Procedure(s)
or inv es tin, a s ig n i fi c a npt o rtfo l i oo f a s s e tso,r
can be simplywritten as descriptions of processes and,
where the performanceof assetsystemsand the
taken togetherwith other elementsof the system(such
managementof assetsare centralto the effective
asdefi nedresponsi bi l i tiand
es authori ti es,
trai nedand
deliveryof service.productor other business
competentpersonnel), can providethe control required
, objectives; to meetthe needsof the oroani zati on.
. or ganiz at ions wh e reth e re i s a b u s i n e sosr p u b l ic
ac c ount abilitrye q u i re m e nto t d e m o n s tra te best
v aluein t he s af em a n a g e m e not f a s s e ts and
pr ov is ionof as s o c i a tesde rv i c e(e s .9 .e d u c a ti o n
a nd healt hs ec to rs ).

Th e r equir em entosf th i s P ASa re i n e x tri c a b llyi n ked

to get herand t he d o c u me n st h o u l db e re a di n i ts
e n t ir et y A
. s s etm a n a g e m e nits a n i n h e re n tl yi n te grated
a p pr oac h,and c an n o tb e s u c c e s s fu li lmp y l e m e n t ed by
a p ply ingt he r equ i re me n ts o f th i s P ASi n p a rt.

It is im por t antt o n o te th a t th e re q u i re me n ts o f thi s

PASar e pr es c r ip ti voen l y to th e e x te n tth a t th e y d efi ne
what hast o be do n e ,n o t h o w to d o i t. T h e me thodof
a c hiev ingeac hr eq u i re m e nits fo r th e o rg a n i z a ti on to
d e t er m ine,in ac c o rd a n cwei th i ts a s s e s s ende e d s.
Guidelines f or t he a p p l i c a ti o no f th e re q u i re m e n ts
wit hin P A S55- 1ar e p ro v i d e di n P A55 5 -2 .H o w e v er,i t
is alsoimportantto note that the purposeof PAS55-2
i s to pr ov ideguid a n c eo n l y a n d d o e sn o t a d d a n y
fur t her r equir em e n ts to th o s ec o n ta i n e di n PA S5 5 -1.

The r eouir em ents w i th i n th i s PA Sc a l lfo r th e

o rganiz at ion t o es ta b l i s a
h n a s s e ma
t n a g e me n t
sy s t eminc , ludinga n a s s e m t a n a g e m e npt o l i c ya, n
a s s etm anagem e nst tra te g ya, s s e ma t n a g e me n t
o b jec t iv esand as s e ma t n a g e me npt l a n (s )T o a v o i d
co nf us ion, t hes et e rmsa re a l w a y sp re c e d e db y " asset
m anagem ent if " t h e y re l a teto a s p e c i fi c l a u s eo, r
a ppearon t heir ow n i { th e re fe re n c ei s g e n e ri ci,. e.
"a s s etm anagem e nst tra te g y "re fe rsto a s p e c i fi ccl ause
a n d " s t r at egy "on i ts o w n w o u l d re fe rto s tra te g yi n
g e ner alt er m s . lt sh o u l da l s ob e n o te dth a t th e te rm
"a s s etm anagem e nst y s te m "me a n sth e m a n a g e ment
sy s t emand , not a s y s te mo f i n te rd e p e n d e npth y si cal
a ss et swhic
, h is s e p a ra te lrey fe rre dto a sa n " a s s e t
sy s t em "( s ee3. 12 ).

U nles sex plic it lyr e q u i re dth

, e d o c u me n ta ti o n
re quir em entwit
s h i n th i s PA Sd o n o t h a v eto b e
p roduc edas indiv i d u adl o c u m e n tsT. h e rei s n o n eed,

XI O B5l 5€o1er c €r 2!!S

 PAS55- 1 :2008

0.5 Integrationwith other managementsystems

lm plem ent in gth i s s p e c iifc a ti o nw o u l d e n a b l e
an or ganiz a ti o nto a l i g n o r i n te g ra tel ts a s s et
m anagem enst y s te mw i th o th e r re l a te dm a n agement
s y s t bm sI .n ord e rto e n a b l eo rg a n i z a ti o nto
s devel op
int egr at edm a n a g e m e nst y s te m th s a t a re a l ignedto
s t andar dss,u c ha s PA S9 9 a n d B SOH SA S1 8 0 0',lthe
r equir em en ts a n d s tru c tu reo f th i s P ASa re a rranged
wit hin t he P l a n -D o -C h e c k -Ac (P tD C A) fra m e w orkas
follows (seeFigure6):

Plan establishthe assetmanagementstrategy,

objectivesand plansnecessary to deliverresults
in ac c o rd a n cw e i th th e o rg a n i z a ti o n'asset
s
m an a g e m e npt o l i c ya n d th e o rg a n i z ati onal
s t r ate g i cp l a n

Do es t a b l i s th
h e e n a b l e rsfo r i mp l e m e n ti ngasset
m an a g e m e n(e t .9 .a s s e ti n fo rma ti o n
m an a g e m e nst y s te m(sa))n d o th e r n e cessary
r equ i re m e n ts (e .9 .l e g a lre q u i re me nts) and
im ple me n th t e a s s e ma
t n a g e me npt l an(s)

Chec k m oni to ra n d me a s u rere s u l tsa g a i n stasset

m ana g e me npt o l i c ys, tra te g yo b j e c ti ves,
l egal
and o th e r re q u i re m e n tsre
; c o rda n d report
t he re s u l ts

Act t ak e a c ti o n sto e n s u reth a t th e a s s et

m ana g e me not b j e c ti v eas re a c h i e v e dand to
c onti n u a l l yi mp ro v eth e a s s e ma
t n a gement
t n a g e me npt e rformance
s y s t e ma n d a s s e ma

@ B S I S e c:e mb er2C08 - - - -
P A S5 5 - 1 : 20 0 8

Figure5 Structureof PAS55-1:2008

4.7 Management review

4.3 Asset managementstrategy,

4.6 Performan(eassessment objectivesand plans
and improvement
4.3.1Assetmanagement
4.6.1 Performance and strategy
conditionmonitoring PAS55:2008
4.3.2Assetmanagement
4.6.2 Investigation
of Management objectives
asset-relatedfailures, system structure 4.3.3Assetmanagementplan(s)
incidentsand
pl anni ng
4.3.4C onti ngency
nonconformities
4.6.3 Evaluationof comoliance
4.1 Generalrequirements
4.6.4Audit
4.5.5 lmprovementactions
4.6.6 Records 4,4 Assetmanagementenablers
and controls
4.4.1S tructure,authori tyand responsi bi lit ies
4.4.2Outsourcingof assetmanagement
activities
4.5 lmplementationof asset 4.4.3Training.awareness and competence
managementplan(s) 4.4.4C ommuni cati on,parti ci pati on
4.5 1 Life cycleactivities and consul tati on
4 .5 .2T o o l sfa
. c i l i ti es
ano 4.4.5Assetmanagementsystem
e q u i p me n t documentati on
4.46 Informati onmanaqement
4.4.7R i skmanagement
4.4.8Legaland other requi rements
4.4.9Managementof change
NOIE Figure 6 is adapted from PAS99 2006

xlll 5ec'r?mber20CB
 PAS55- 1:2008

1 Sc ope publications
2 Reference
T hispar t of P A S5 5 (PA S5 5 -1 )s p e c i fi eth s e Thereare no normati vereferences at oresent
requirementsfor an assetmanagementsystemfor the (i .e.references
i ndi spensablto
e the ful l compl i ance
managementof physicalassetsand assetsystemsover with this PAS)
t heir lif e c y c lesT. h e ma n a g e me not f p h y s i c aal ssetsi s,
howev er inex , t ri c a b l lyi n k e dto th e m a n a g e m e ntof Inforrnati vereferences(i .e.publ i cati onsthat provi de
ot her as s ett y pe s(s e eF i g u re2 ) a n d th e s eo th e r asset i nformati onor gui dance)are l i stedi n the B i bl i ography
t y pesar e c ons i d e re w d i th i n th e a s s e tma n a g e ment Fordated references, onl y the edi ti onci tedappl i es.
s y s t emins of ara sth e y h a v ea d i re c ti mp a c to n the For undatedreferences, the l atestedi ti onof the
m anagem entof p h y s i c aal s s e ts . referenced document(i ncl udi ngany amendments)
NOTEF<.,r exa'nple,the opttmalIife c,r,cie
ntanagenent appl i es.
af pilivstcal
dsiefs/s heavrl,/
deoendent t..tpon
tnfarmatran
anclknowledge,human assets and financialresourc$,
and ofterrlns a signifir.,ant
tnpacton relLttatonand
custonler5a15/acf/on

T hisP A Sis appl i c a b l e

to a l l s i z e so f b u s i n e s sfro
, m smal l
t o m ediument e rp ri s eth s ro u g h to mu l ti n a ti o n al s, and
t o any or ganiz a ti o nth a t w i s h e sto :
a ) es t ablis han a s s e tma n a g e me nst y s te mto o pti mal l y
and s us t aina b lma y n a g ei ts p h y s i c aal s s e tso verthei r
lif e c y c lesor o v e r a d e fi n e dl o n g -te rmp e ri o d;
NOTElheremay be an orqanizational neec!to manage
asset-\j,.ilems for an indefinttepertoCtnto the
optrm;tllV
tt.tturei e tn perpetutt'i.tn vi,hich(crsalhe deftnedlong-
ilrix lrroc shotildaiigrttvith the tine hrsrrzcn cf the
sirateqraplananC si]'ctiiilnct',tcielhe liie
ct-c\,trlizalicnal
ci i:it,, ,;l lf iic;i assel,q

b) im plem ent ,m a i n ta i na n d i mp ro v ea n a s s e t
m anagem enst y s te m'
c ) as s ur eit s elfo f i ts c o mp l i a n c e
w i th i ts s ta te dasset
m anagem enpt o l i c ya n d s tra te g y ;
d) dem ons t r ates u c hc o mp l i a n c e
to o th e rs ;
e) s eekc er t if ic a ti o n /re g i s tra tioofni ts a s s e t
m anagem enst y s te mb y a n e x te rn a o l rg a n i zati on;
f ) m ak e a s elf -d e te rm i n a ti oann d s e l f-d e c l a r ati on
of
c om plianc e w i th th i s P AS .
P A S5 5 - 1 . 20 0 8

3 Terms
anddefinitions
Forthe purposesof this PAS,the following terms and NOTEI Resu/tsare normallyrneasuredagainsrthe
def init ionsapp l y . organization'sstrategicplan, dssermanagementpolicy,
as5etmanagementstrategy,assefrnanagementobjectives
3.1 asset(s) andlor otherassetmanagement performance
requuements
plant. machinery,property.buildings,vehiclesand NOTE2 Assetmanagementperformancemay include
other itemsthat havea distinctvalueto the the effectiveness of expenditures,the reliabili1r,
efficiency,
or ganiz at ion quality,sustainabilityandvalueof fhe assetsand their
NOTE1 Forlevelso/ dssefs.
assetsysterns
and asset utilization,andlor the rnrpactof assefsand asset
portfolio, seeFigure 3 management upon the organization's financialperformance,
healthand safetyperformance, environmental performance,
NOTE2 Thisdefinitionincludesany softwarecode that
compliance and reputation.
is criticalto the deliveryof the functionol fhe asset
NOTE3 Assetmanagement performancemeasurement
3.2 assetmanagement includesmeasuringthe effectiveness
of the organization's
assefmana.qement system
systematic and coordinatedactivitiesand practices
t hr ough whic ha n o rg a n i z a ti o no p ti m a l l ya n d
sustainablymanagesits assetsand assetsystems,
3.7 assetmanagementplan
their associated performance,risksand expenditures documentspecifyingactivitiesand resources,
over their life cyclesfor the purposeof achievingits responsi bi l i ti es
and ti mescal es
for i mpl ementi ng
organizationalstrategicplan the assetmanagementstrategyand deliveringthe
assetmanagementobjectives
3.3 assetmanagementinformation
meaningfuldata relatingto assetsand asset
3.8 assetmanagementpolicy
m anagem en r pri nci pl es
and mandatedrequi rements
deri vedfrom ,
and consistentwith, the organizationalstrategicplan,
NOTEExamples ol assetmanagementinformation include
providinga frameworkfor the developmentand
assetreglsters,drawings,contracts,licences,
legal,
implementationof the assetmanagementstrategy
rcguiatoryand statutorydocuments,policies,standards,
and the settingof the assetmanagementobjectives
gutdancenotes,technica!instructions, procedures, operating
cnteria,assetpedormanceand canditiondata, or all asset
nanagementrecords
3.9 assetmanagementstrategy
long-termoptimizedapproachto managementof
3,4 assetmanagementinformation system the assets,
derivedfrom, and consistentwith, the
organizationalstrategicplan and the asset
systemfor the storage,processing
and transmission
managementpolicy
of assetmanagementinformation
NOTEI lhe assefmanagementstrategyconvertsthe
NOTEThestorageor transmission of assetinformation
objectivesof the organizationalstrategicplan and the
can be achieyedvia multipletypesof medra
managementpolicyinto a high-tevel,long-term
a-ssef
action planfor fhe assetsand/or assetsystem(s),the
3.5 assetmanagementobjective(s)
assetportfoliosandlar the assetmanagementsystem
a) specificand measurableoutcomeor achievement
NOTE2 Thehigh-level,long-termaction plansfor the
requiredof assetsystem(s)in order to implement
assersand the assetmanagementobjectivesare normally
the assetmanagementpolicyand asset
the outputsof the assetmanagement strategy.These
managementstrategy; and/or
elementstogetherform the basisfor developingmore
b) detailedand measurablelevelof performanceor specificand detailedassetmanagement plan(s)
conditionrequiredof the assets;and/or
c) specificand measurable
outcomeor achievement 3.10assetmanagementsystem
requiredof the assetmanagementsystem. assetmanagementpolicy,asset
organization's
managementstrategy,assetmanagementobjectives,
3.6 assetmanagementperformance assetmanagementplan(s)and the activities,processes
measurableresultsof an organization's
management and organizationalstructuresnecessary
for their
of its assetsand/or assetsystem(s) development,implementationand continual
improvement

@ BSI September
2008
 PAS55- 1:2008

NOTE1 A managemenlsystern6 a set of interrelated NOTETheassetscan be safety-critical,envtronment-critrcal

e/ementsused to establishpolicy,strategyand oblectives and/orperformance-critical,
and can relateto legal,
and to achievethoseabjectives throughthe implementation regulatoryand/orstatutoryrequirements
of plans.
NOTE2 A nanagementsystenincludesorganizational 3.17effectiveness
structure,rolesand responsibilities,
planningactivitrcs, extent to which plannedactivitiesare realizedand
standards,information systems,
practices,processes, plannedresultsachieved
procedures and resources.
IB SE N l 5O 9000:2005,
3.2.141

3.11assetportfolio 3.18efficiency
completerange of assetsand assetsystemsowned by relationshipbetweenthe resultachievedand the
an organization resourcesused
NOIE Assetsand assetsystemsmay be highly integrated
IB SE N l 50 9000:2005,
3.2.151
and interdependentor delivermore independentand
parallelcantributionsto an organization'stotal pertormance
3.19enablers(assetmanagement)
ln the latter case,opportunrtiesmay ex6t fo manageand
optimizeassetsor assetsystemsdifferentlyacrossthe supportivesystems,procedures,processes,
activitiesand
portfolio resources
that enablean organizationto operateits
assetmanagementsystemefficientlyand effectively
3.12assetsystem
3.20functionalpolicy
set of assetsthat interactand/or are interrelateoso as
to delivera requiredbusiness specifiedapproach,rulesand boundariesset out
function or service
by an organi zati on,
that provi dedi recti onand the
NOTEFor /eye/sof assef5assetsystemsand assefportfolio,
frameworkfor the control of specificasset-related
seeFigure 3 processesand activities
NOIE Functionalpolicies, _sfrategies
and objectivesretateto
3.13au d it
assefmanagementactivitiesorprocesses,suchas capital
systematic,independentprocessfor obtaining evidence lnvestment
constructionmethods,maintenance and
and ev aluati n gi t o b j e c ti v e l to
y d e te rmi n ethe extent purchatng,Theseshould not be canfus€drwth asset
t o whic h aud i t c ri te ri aa re fu l fi l l e d managementpolicies,assetmanagernentstrategy
[ A dapt edf r o m B SEN tS O9 0 0 0 :2 0 0 53,.9 .1 ] and asset managementobjectives,which arecrr.:ss'
functional,consideringthe lifecycleoptimizatron of ali
3.14 contractedserviceprovider relevantactivitrcs
individual(s)not directlyemployedby the organization
i ncluding contractors,subcontractors, serviceproviders, 3.21life cycle
consultants,agencystaff and casualworkers time intervalthat commenceswith the identification
of the need for an assetand terminateswith the
3.15 correctiveaction decommissioning of the assetor any associated
actionto eliminatethe causeof a detected l i abi l i ti es
nonconformityor other undesirablesituation NOTETheprincipal stagesof an assets /ife cyclecan
NOTE1 Therecan be more than one causefor a include: create/acquire,
utilize, maintainand renew/drspose
nonconformity.
NOTE2 Correctiveaction is taken to rernstafecapability 3.22nonconformity
andlor preventrecurrence,whereaspreventiveactionis non-ful fi l mentof a requi rement
takento preventoccurrence tn the first place. IB SE N l 5O9000:2005,
3.6.2;85 OH S A S18001:2 007,
IBSEN 1509000:2005,
3.6.5I 3.111
NOTEA nonconformitycan be any deviatianfrom asset
3.16 criticalassets/assetsystems managementsystemrequirements,relevantwork standards.
assetsand/or assetsystemsthat are identifiedas practices,
procedures,
legalrequrremenfs,etc
havingthe greatestpotentialto impacton the
achievementof the organizationalstrategicplan

@ BSI September
2008 ?
P A S5 5 - 1 : 20 0 8

3.23optimize 3.27 procedure

achieveby a quantitativeor qualitativemethod,as specifiedway of carryingout an activityor a process
appropriate,the bestvaluecompromisebetween NOTE1 Procedureb) canbe documentedor not
conflictingfactorssuchas performance,costsand
NOIE 2 lf a procedureisrequiredto be docurnented. the
r et ainedr is kw i th i n a n y n o n -n e g o ti a b lceo n s trai nts
term "documented procedure"is usedin thisspecificatron
Wherethtsterm appearswithin this specification,
this
3.24organization
rneansthaf theprocedureisesfab/ished,documented,
company,corporation.firm, enterprise,authorityor implemented and ntaintained
institution,or part or combinationthereof,whether
[Adaptedfrom 85 EN l5O 9000:2005,
3.4.5]
incorporatedor not, publicor private,that has its
own f unc t ionsa n d a d m i n i s tra ti o n
3.28 process
NOTEFororganizationswith more than one operating
set of interrelatedor interactingactivitieswhich
busrnessunit, a singleoperatingunit may be definedas
transformsinputsinto outputs
an organtzatton
NOTEProcesses may be classifiedin a number of different
I B SE N I S O140 0 1 :2 0 0 3
4 .1
, 61
ways A distinctionis sometrmesmade betweenoperational
processeswhich aredirectlyconcernedwith the planned
3.25organizationalstrategicplan
outputsof the organization,and rnanagementprocesses
ov er alllong- t e rmp l a nfo r th e o rg a n i z a ti o nth at i s which providethe frame'"vorkthat enablesthe operational
derivedfrom, and embodies,its vision,mission,values. processesto takep/ace
businesspolicies,stakeholderrequirements, objectives
IPAS99:2006,3.81
and t he m ana g e me not f i ts ri s k s
ffOfE 5ome organtzationscall this CorporatePlan, 3.29 record
aorparatesrrategicPlanor Bu.slness P/an
documentstating resultsachievedor providing
evidenceof activitiesperformed
3.26 preventiveaction
NOTE1 Records can be used,for example,to provide
ac t iont o elim i n a teth e c a u s eo f a p o te n ti a l
eyidenceof calibration,audit, incidentinvestigation,results
nonconformityor other undesirablepotentialsituation
of stakeholderconsultation.Dreventiveaction or corrective
NOTE1 Therecanbe ntorethan one causefor a ootential' acitotl
r't,sncOnformi$.
NOTE2 Generallyrecordsneednat be under revision
NOTE2 Preventive actionis taken fo preventoccurrence control
whereascorrectiveactionis takento preventrecurrence
lB5 ENl5O 9000:2005,
3.7.6I
IBSEN ISO9000:2005,
3.6.41

@ B5l september
2008
 PAS55- 1:2008

3.30risk management 3.33sustainable

development
c oor dinat eda c ti v i ti e sto d i re c ta n d c o n tro la n enduri ng,bal ancedapproachto economi cacti vi ty,
organizationwith regardto risk envi ronmental and soci alprogress
responsi bi l i ty
I P Dl5o/ lE CG u i d e7 3 :2 0 0 2 ,3 .1 .7 1 IB S8900:2006,
0.11
NOTE9ee3-32for thedistinctionbetween"sustainable
3.31stakeholder and "sustainable".
development"
per s onor gr o u p h a v i n ga n i n te re s ti n th e
organization'sperformance,success or the impact 3.34top management
of its activities appoi ntedand authori zedperson,or a group of
NOTE1 ExanplesincludeemploJees. c{-,stomers, people,who direct and control an organizationat
shareholders,financrers,
regulators,
statutorybodies, the hi ghestl evel
contractors,
supplters,
Lil1rons,
or sooety. NOTE1 Thetop mandgement e g in a largeorganization,
NOTE2 A group cancomprisean organization,
a parf the boardar executivecommittee)arenot necessarilv the
thereof,or more thanone oreanrzatton of4/ners ttteydirectand control
of the organization
NOTE2 Ihe top management maj Celegate sonreol
3.32sustainable theirduttesto oneor ntoresubord;nafe mdcac€/r'rrrl
ac hiev ingor r e ta i n i n ga n o p ti mu mc o mp ro mi se taf/!'eIs.)t+'hiIe stiI| | etaInIng ^K euI i Iabti,t|
f€prese.r
between performance,costsand risksover the asset's
life cycle,whilst avoidingadverselong-termimpacts
to the organizationfrom short-termdecisions
NOTETherelatednoun "sustainaltility" relatesto t/re
61
Quaiittt heing sustatnable

@ B 5 l S e p t e m b e2 r0 0 8
P A S5 5 - 1 : 2 0 0 8

4 Assetmanagement
systemrequirements
4.1 Generalrequirements 4.2 Assetmanagementpolicy
T he or ganiz at io ns h a l le s ta b l i s hd,o c u m e n t,i m p l ement, The organi zati on'top
s managementshal lauthori ze
m aint ainand c on ti n u a l l yi m p ro v ea n a s s e t an overallassetmanagementpolicy.
m anagem ents y s te mi n a c c o rd a n cw e i th th e
requirementsof this PAS. The pol i cyshal l :
a) be derivedfrom, and be consistentwith, the
T he or ganiz at io ns h a l ld e fi n ea n d d o c u m e n tth e scope strategi cpl an;
organi zati onal
of its assetmanagementsystem.
b) be appropriateto the nature and scaleof the
organization'sassetsand operations;
W her ean or gan i z a ti o nc h o o s e to
s o u ts o u rc ea n y
aspectof assetmanagementthat affectsconformity c) be consistentwith other organizationalpolicies;
to the requirementsof Clause4 of this PAs,the d) be consistentwith the organization'soverallrisk
o r ganiz at ions ha l le n s u rec o n tro lo v e rs u c ha s p ects managementframew ork;
i n ac c or dancwith
e th e re o u i re m e n tso f 4 .4 .2 . e) provi dethe framew orkw hi ch enabl esthe asset
NOTEThlsPASreouiresthat organizations estabilsh, managementstrategy,objectivesand plansto be
r/rDle/rre/rl
and maintainan assetmanaqernent policy, producedand i mpl emented;
and plansFigure 5il/usrratesthe
straieg).olZecfrr.es f) i ncl udea commi tmentto compl yw i th current
reiationshia sttategicplan
berweenthe organizatianal appl i cabl el egi sl ati on,
regul atoryand statutory
and fhesee/erientsof the assetmanaeement svstem requi rements and w i th other requi rements to
w hi chthe organi zati onsubscri bes;

6 -- - oB S l S eptembe r2ooS
 PAS55- 1 :2008

g) c lear lys t ateth e p ri n c i p l e to

s b e a p p l i e d ,suchasthe
or ganiz at i o n 'asp p ro a c hto h e a l tha n d s a f etyor
s us t aina
ble d e v e l o p me n t;
h) inc ludea c o mmi tm e n tot c o n ti n u a li m p ro vementi n
as s etm ana g e me nat n d a s s e tm a n a g e m e n t
per f or m an c e ;
i) be doc um e n te di,mp l e m e n te da n d ma i n ta i ned;
j) be c om m u n i c a te to
d a l l re l e v a n ts ta k e h o l ders,
inc ludingc o n tra c te ds e rv i c ep ro v i d e rsw, h erethere
is a r equir e m e ntht a t th e s ep e rs o n sa re madeaw are
of t heir as s e tm a n a g e m e npt o l i c y -re l a te d
obligat ion s ;
k ) be r ev iewe dp e ri o d i c a l lto
y e n s u reth a t i t remai ns
r elev antan d c o n s i s te nwt i th th e o rq a n i z a ti onal
s t r at egicpl a n .
NOTE1 Or,Jantzaltans rlrooser.o|"t2r.,9
rtra1.' a oetaiiec/
.r-st'
nritnaqe,rnenl poitcl' for internal irse rl.,h/Chsl'tor.tldcro,,ir:i.:
:u!f;cie|l :rtiotrtation anrj dtrecttori itt cJrive fne assel
/rir?/]ao€?ne,.'tl sisiL:/lt iparts t>i ,,ttl'lch na; he co/,.licjelttrali
i r - ) f t n i l i e a S u n n a ttZ e d itt) r .- t.A| tfi,- le t:t,St:t,' - .r S;Cfr,f
n
:j rsie : r)t t s r:r n tlr rIs -tiak+i.{)ialer:i

NOTE 2 Organtzetton: ntdl/ rlk.) h.ir'e of rL3ar mor? f) i denti fythe functi on(s),
performance and cond it ion
f t . t r , C ' n O r ani C l i Cte Sr e /a iln 0 i,; _ !tt!C,fiC
a ijp f r - lJi,- aOert,.e.i of exi sti ngassetsystems and cri trcalassets;
l i l ' i , r r i P 5 . 5 u ( n a 5 ca J:ta ] tt,\ islf r L r /) i i.r Je r .lr r ci: g) statethe desi redf uture f uncti on(s), performance
t t ' . ) I t ( P t ) . i t ) ( e Of ClJr Ua lltt g r it r 5 .,.' r 7 r ;;r /i6 .' .6 ,19i
and condi ti onof exi sti ngand new assetsyste m and s
tilet dltqnment is maintetned bel;"'i,en su(.h fLjncttotli)l cri ti calassets,
on ti mescal es al i gnedto thoseof t he
nolities artd the ov'erall asset tnartaqement poircyt. organi zati onal strategi cpl an;
h) cl earl ystatethe approachand pri nci palmetho dsby
4.3 Asset managementstrategy,objectives w hi ch assets w i l l be manage d;
and assetsystems
an d p la n s
NOTEThismayinclucle,
for tx.antplc,
titeottertato !t.
4.3.1Assetmanagementstrategy adopted for deternirtrrtg,l\t(:t(ttit(.tlttt,dira/l:i1tl- i/"
T he or ganiz a ti o ns h a l le s ta b l i s hd, o c u me n t,i mpl ement l:;aststr)t:::St:ta' dnac:"''o'"
Itfe cycleand susiainahtlttl'
and m aint aina l o n g -te rma s s e tma n a g e me ntstrategy plztnning,the approachlo i)5it rt'-i.11itrl retia!:ti'i,.
whic h s hallbe a u th o ri z e db y to p m a n a g e m ent. tl)anaqementand tl:e nrelhori; (.t{oDt!n'irza!'orr alt:.)
NOTEThetime horizonfar a lan-e-tertx assetmanagen?n! r-lectsi'ln-
naking
sirategi,r.,iottld
normall,,t
be alrgnedv'iititthai of the i) provide sufficient information, direction anc
t)r.iantrational
5trategrc g u i d a n c e t o e n a b l e s p e c i f i ca s s e t m a n a g e m e n t
I )la11
o b j e c t i v e s a n d a s s e t m a n a g e m e n t p l a n ( s )t o
T he s t r at egys h a l l : be produced;
a) be der iv edfro m, a n d b e c o n s i s te nwt i th , the asset j) include criteria for optimizing and prioritizing
m anagem e npt o l i c ya n d th e o rg a n i z a ti o nal a s s e t m a n a g e m e n t o b j e c t i v e sa n d p l a n s ;
s t r at egicpl a n ; k) be communicated to all relevant stakeholders,
b) be c ons is te nwt i th o th e r o rq a n i z a ti o n apl ol i ci es i n c l u d i n g c o n t r a c t e d s e r v i c ep r o v i d e r s ,w h e r e th e r e
and strategies; i s a r e q u i r e m e n t t h a t t h e s e p e r s o n sa r e m a d e aw a r e
c ) ident if yan d c o n s i d e th
r e re q u i re m e n ts o f t h e i r a s s e tm a n a g e m e n t s t r a t e g y - r e l a t e d
o f rel evant
s t ak eholde rs ; obligations;

d) c ons idert h e l i fe c y c l em a n a g e m e nre l ) b e r e v i e w e d p e r i o d i c a l l yt o e n s u r e t h a t i t r e m ai n s

t q u i rements
of the assets; e f f e c t i v e a n d c o n s i s t e n tw i t h t h e a s s e t m a n a g e m e n t
p o l i c y a n d o r g a n i z a t i o n a l s t r a t e g i c p l a n a n d wi th
e) take accountof asset-related risks(see4.4.7),asset
o t h e r o r g a n i z a t i o n a l p o l i c i e sa n d s t r a t e g i e s .
and assetsystemcriticalities;

O B S I S e p te r'D r' 2Ci8

P A S5 5 - 1 : 2 0 0 8

4.3.2 Asset managementobjectives managementstrategyand objectivesthat they are intended

The organizationshallestablishand maintainasset to arhieye
managementobjectives, which shall:
The developmentof assetmanagementplan(s)and life
a) be measurable(i.e.quantifiedand/orcapableof
cycleactivitiesshallincludeconsiderationof the impact
being demonstratedas achievedthrough objective
of actionsin one life cyclephaseupon the activities
assessment);
necessaryin other life cyclephases.
b) be derivedfrom, and consistentwith, the asset
managementstrategy; The assetmanagementplan(s)shallbe optimizedand
c) be consistentwith the organization's
commitment the actionsprioritized.Multiple plans(for example,
to continualimprovement; coveringa portfolio of assetsystemsor assets)shall
d) be communicatedto all relevantstakeholders, be jointly optimizedand prioritized,taking into
includingcontractedserviceproviders,where there account overallvalue,resourcerequirements,
is a requirementthat thesepersonsare made aware interdependencies, risksand performanceimpact.
of their obligations; NOTEDeveloping,optimizing,prioritizingand integrating
e) be reviewedand updatedperiodicallyby the assetmanagement plan(s)are iterativeprocessesthat staft
organizationto ensurethat they remainrelevant with the development or updateof fhe assetmanagement
and consistentwith the assetmanagementstrategy; svategy.
f) considerlegal,regulatorystatutoryand other asset
The assetmanagementplan(s)shallinclude
managementrequirements;
documentationof:
g) take accountof the expectations of relevant
a) the specifictasksand activities(actions)requiredto
s t ak eholde rs
a n d fi n a n c i a lo, p e ra ti o n aal n d busi ness
optimizecosts,risksand performanceof the assets
requirements;
and/or assetsystem(s);
h) take accountof assetmanagementrelatedrisks;
b) the designatedresponsibilities and authoritiesfor
i) considerimprovementopportunitiesincludingnew the implementationof suchactionsand for the
technologiesand assetmanagementtools, achievementof assetmanagementobjectives;
techniquesand practices(see4.6.5.2).
c) the meansand time scalesby which theseactions
NOTEOblectivesmay be sef for fhe assetmanagement are to be achieved.
system,assefmanagementactlvitlesandlor the performance
or conditionof assetsystemsor assets The assetmanagementplan(s)shallbe communicated
to all relevantstakeholders to the levelof detail
4.3.3Assetmanagementplan(s) appropriateto their participationor businessinterests
The organizationshallestablish,documentand in the deliveryof the plan(s).
maintainassetmanagementplan(s)to achievethe
assetmanagementstrategyand deliverthe asset In the developmentof assetmanagementplan(s),
managementobjectivesacrossthe following life cycle the organizationshallensurethat appropriate
activities: arrangements, functionalpolicies,standards.
a) creation,acquisitionor enhancementof assets; process(es) and/or procedure(s), assetmanagement
enablersand resources are made availablefor the
b) utilizationof assets;
efficientand costeffectiveimplementationof
c) maintenanceof assets; the pl an(s).
d) decommissioning and/ordisposalof assets. NOTElt 6 essentia/that the plan(s)arerealrstrcand can be
NOTE1 Creation,acquisitionor enhancement ncludes implemented
design,modification,procurement.constructionand
commts9ontng The assetmanagementplan(s)shallincludeactions
NOTE2 Maintenancealsoincludestnspection,condition to improvethe assetmanagementsystem(see4.6.5
monitoring,functionaltesting,repah refurbishment,and/or and 4.7).
life extensionof assefsRep/acement
of individualassets
may alsobe consideredas maintenance The assetmanagementplan(s)shallbe reviewed
of assetsystems
periodicallyby the organizationto ensurethat they
NOTE3 Assetmanagement plan(s)can be for individual
remaineffectiveand consistentwith the asset
assefSasseftype' assetsystems,whole assetpo lios
managementstrategyand objectives.
and/or the overallassetmanagementsystem.Howeve1
it rsessentia/that the plansareclearlylinkedfo the assef

@ BSI September
2008
 PAS55- 1' 2008

4 .3. 4Cont ingen c yp l a n n i n g and emergencysi tuati ons, and shal li ncl ude
The or ganiz at io ns h a l le s ta b l i s hi ,mp l e m e n t,a n d i nformati onon:
maint ainplan( s a) n d /o rp ro c e d u re (sfo) r i d e n ti fyi ng personnelemergency
l ) essenti al , servi ces and exter nal
a nd r es pondingt o i n c i d e n tsa n d e me rg e n c ys i tu ati ons, agenci es,
i ncl udi ngcontactdetai l s;
a nd m aint ainingth e c o n ti n u i tyo f c ri ti c a a l sset 2) arrangements for i nternaland external
m anagem entac t i v i ti e s . communi cati on;
3) how the organi zati onw i l l mai ntai nor restorei ts
In dev elopingit s p l a n (s )a n d p ro c e d u re (sth
), e
cri ti calassetmanagementacti vi ti esi n the evento f
o r ganiz at ions ha l lc o n s i d e r:
a di srupti on;
r i s k sth a t, i f re a l i z e dc, o u l d re s ul ti n
a ) as s et - r elat ed
4) the provi si onof resources, and the mai ntenanc e
inc ident sor em e rg e n c ys i tu a ti o n s ;
of any equi pment,faci l i ti esor servi cesthat coul d
b ) pot ent ialdis r u p ti o n sto i ts c ri ti c a a
l s s e tma n agement be requi redduri ngdi srupti ons, i nci dentsor
ac t iv it ies ; emergencysi tuati ons;
' c) t he m os t appro p ri a tea c ti o n sfo r re s p o n d i n gto an 5) recordi ngof essenti ali nformati onw hi l st responding
inc identor em e rg e n c ys i tu a ti o n a , n d mi ti g a ti ngthe to, and managi ng,i nci dentsand emergenci es;
lik elyc ons equ e n c e s ;
6) the process for returni ngto normaloperati ons.
d ) t he c om pet en c ea n d tra i n i n go f p e rs o n n erequi
l red
t o r es pondt o e m e rg e n c i e s ; The organi zati onshal lperi odi cal l revi
y ew ,test and,
e ) t he needsof re l e v a n ts ta k e h o l d e rsw h o ma y be w here deemednecessary, revi sei ts pl an(s)and/or
af f ec t edby in c i d e n tso r e m e rg e n c ys i tu a ti o ns,
or procedure(s)
for i nci dentand emergencypreparedness
who m ay be r e q u i re dto s u p p o rtth e o rg a n i zati on and responseand conti nui tyof i mportantasset
t o r es pondt o s u c he v e n ts . managementacti vi ti es
N OTE l t rs r.sr;ttrrl i alth;i t l l ,1?orqartE ,i ttcn j,
i (,\t)i i t)qet)(
The plan( s )and/ o rp ro c e d u re (ss)h a l li d e n ti fyh o w the D l an5arr-:r,--',,ten'erl af ter tr:.;ttnt1or l l tp rrt l ,i tl t\['i (;': ,t
or ganiz at ionwill re s p o n dto , a n d m a n a g e ,i n c i dents tn c i ti e r t t .t irt,reroelrcr' 5iltr,t Iir,D:; r.-'
I J I51'I ;.;i;r' 1i.

.,
t.

@ B 5 l S e rre q ,o e . 2 0 C8
P A S5 5 - 1 : 2 0 0 8

4.4 Assetmanagementenablersand controls

4.4.'l Structure, authority and responsibilities h) ensuri ngthe avai l abi l i ty
of suffi ci entresources;
The o rga nizatio n s hall es t ablis hand m aint ain an i) communi cati ng to al l rel evantstakehol ders
the
org an iza tion al st r uc t ur e of r oles , r es pons ibilit iesa n d i mportanceof compl yi ngw i th the requi rements of
au tho rities, con s is t entwit h t he ac hiev em entof its a s s e t the assetmanagement systemi n orderto achi eve
management policy, strategy, objectivesand plans. i ts organi zati onal
strategi cpl an.

Th ese ro les, respons ibilit iesand aut hor it ies s hall b e 4.4.2 Outsourcing of asset management activities
defin ed , do cu ment ed and c om m unic at ed t o t he Wh e r e a n o r g a n i z a t i o n c h o o s e st o o u t s o u r c e a n y
rele va nt ind ivid uals . aspect of asset management that affects conformity
NOTE -tner":s uo neerl to e,\tabrs/){.JjeDa,'afFl w i t h t h e r e q u i r e m e n t s o f C l a u s e4 , t h e o r g a n i z a t i o n
')r'j.iltz.7irct:Jtstrui:ture tnc orgar)ization
1:rovrcJed s s h a l l e n s u r e c o n t r o l o v e r s u c h a s p e c t s .T h e o r g a n i z a t i o n
stnictLrre/s co/rsistentwith achrevinethe reeutrements shall determine and document how these oarts will be
sel out tn Clause4 c o n t r o l l e d a n d i n t e g r a t e d i n t o t h e o r g a n i z a t i o n s ' a s se t
m a n a g e m e n t s y s t e m .T h e o r g a n i z a t i o n s h a l l a l s o
Top ma na ge men t s hall pr ov ide ev idenc eof it s identify and document:
co mmitmen t to th e dev elopm ent and im olem en t a t i o n
a ) t h e p r o c e s s e sa n d a c t i v i t i e st h a t a r e t o b e
of the asse tma na gem ent s y s t emand t he c ont inu o u s outsourced(includingthe scopeand boundariesof
improvement of its effectivenessby:
t h e o u t s o u r c e d p r o c e s s e sa n d a c t i v i t i e sa n d t h e i r
a) a pp oin ting a m em ber of t op m anagem ent wh o , interfaceswith the organization's own processes
irrespe ctiveo f ot her r es pons ibilit iess, hall be and activities);
respo nsiblefo r t he ov er all des ign, m aint enanc e ,
b ) t h e p r o c e s s e sa n d s c o p e f o r t h e s h a r i n g o f
d ocume nta tion, r ev iew and im pr ov em ent of t h e knowledge and information between the
o rga nizatio n'sas s etm anagem ent s y s t em ; o r g a n i z a t i o n a n d t h e c o n t r a c t e d s e r v i c ep r o v i d e r ( s) ;
b) ap po intin g mem ber ( s )of m anagem ent whos e
c ) a u t h o r i t i e s a n d r e s p o n s i b i l i t i e sw i t h i n t h e
respo nsibilityis t o ens ur e t hat t he as s et sand a s s e t s
o r g a n i z a t i o n f o r m a n a g i n g t h e o u t s o u r c e d p r o c e s se s
systemsd eliver t he r equir em ent s of t he as s et and activities.
rn an ag eme nt p olic y ,s t r at egy ,objec t iv esand p l a n s
an d wh o h ave t he aut hor it y t o ac hiev et his ; 4.4.3 Training, awareness and competence
c ) id en tifyin g an d m onit or ing t he r equir em ent sa n d T h e o r g a n i z a t i o n s h a l l e n s u r e t h a t a n y p e r s o n ( s )u n d e r
expe cta tion sof t he or ganiz at ion' ss t ak eholde r s i t s d i r e c t c o n t r o l u n d e r t a k i n g a s s e tm a n a g e m e n t
an d ta kin g cor r es pondingand t im ely ac t ion, t o r e l a t e d a c t i v i t i e sh a s a n a p p r o p r i a t e l e v e l o f
th e e xte nt th at t hes e hav e im olic at ionsf or t he competencein terms of education,training or
o rga nizatio n's m anagem ent of it s as s et s ; exoenence.
d) e nsurin g tha t the as s etm anagem ent polic y an d NOfE Le,;elsof approprta(eas-qefn-.anrEre/ne/.t aar-io:iir --:
strate gy are cons is t entwit h t he or ganiz at iona l can be ascerlatnecithrottgh the use oi a con.,!:erenc;
strate gic p lan ; requtretnentslranework tlseeBibltographvfar exantples
e) con sid erin gth e adv er s e im pac t t hat t he as s et of relevantcotnpeten(y r equrrementsframeworks)
management policy, asset management strategy,
asset management objectivesand asset
ma na ge men t p lan( s )m ight hav e on ot her as p e c t s
of the o rga nizat ion. Conv er s elyc, ons ider ing
whe the r pla ns gener at ed f r om ot her par t s of
the o rga nizati on m ight hav e an adv er s eaf f ec t
o n a ssetma na gem ent ;
f ) e nsurin g the viabilit y of t he as s etm anagem en t
policy, asset management strategy, asset
ma na ge men t o bjec t iv esand as s etm anagem en t
p lan (s);
g) e nsurin g asse t - r elat edr is k sar e ident if ied, as s e s s e d
a nd co ntro lled , and ar e inc luded in t he
org an iza tion 's ov er all r is k m anagem ent f r am e w o r k ;

10 .--- @ Bsl september

2oo8
 PAS55- 1'2008

W her e as s e tma n a g e me n a t c ti v i ti e sa re o u tsourced, 4.21.4

Communication,participaticl':and consultation
t he or ganiz a ti o ns h a l le n s u reth a t c o n tra c t edservi ce The organi zati onshal lensurethat perti nentasset
pr ov ider sha v ea rra n g e me n ts i n p l a c eto a scertai nand managementi nformati oni s effecti vel ycommunicat ed
dem ons t r at eth a t th e i r s ta ff a re c o mp e te nt. to and from empl oyees and other stakehol der s,
i ncl udi ngcontractedservi ceprovi ders.
T he or ganiz a ti o ns h a l ld e v e l o pp l a n sfo r th e human
r es our c es
r eq u i re dto d e v e l o pa n d i mp l e m e nti ts asset The organi zati onshal lensureconsul tati onw i th
m anagem en st y s te mT. h e o rg a n i z a ti o ns h al li denti fy stakehol ders
that i s rel evantand appropri ateto t heir
t he c om pet e n c yre q u i re me n ts fo r th e s eh u m an i nvol vementi n:
and p l a n th e tra i n i n g n e c e s s a ry
r es our c es fo r them
a) the devel opmentof the assetmanagementst r at egy,
t o ac hiev et h e s ec o m p e te n c i e sl t. s h a l la rra ngefor
pr ov is ionof t h i s tra i n i n g a n d re ta i na s s o c i ated and pl an(s);
obj ecti ves
records
b) the devel opmentof functi onalpol i ci es,engineer ing
T he or ganiz a ti o ns h a l le s ta b l i s hi,mp l e m e n tand standards,process(es)and/orprocedure(s) ;
m aint ainpr o c e s s (e as n
) d /o rp ro c e d u re (sto) make c) ri skassessments
and determi nati onof contror s;
per s onswor k i n g u n d e r i ts c o n tro la w a reo f: d) i nci denti nvesti gati on;
a) t he as s etm a n a g e m e n re t l a te dri s k sa s s o ci ated
w i th e) the conti nuali mprovementof the asset
t heir wor k a c ti v i ti e sa n d th e a s s e tm a n a gement managementsystem.
benefit s o f p e rs o n apl e rfo rm a n c e ;
b) t heir r olesa n d re s p o n s i b i l i ti easn d th e i m portance 4.4.5Assetmanagementsystemdocumentation
in c om ply i n gw i th th e a s s e tma n a g e me ntpol i cy, The organi zati onshal lestabl i sh,
i mpl ementand
pr oc es s (e as n
) d /o rp ro c e d u re (sa)n d p l a n(s); mai ntai nup-to-datedocumentati onto ensuret hat
c ) t he pot en ti a lc o n s e q u e n c eosf d e p a rtu refrom i ts assetmanagementsystemcan be adequate ly
s pec if ieda s s e tm a n a g e m e n pt ro c e s s (eand/or
s) understood,communi cated and operated.The asset
pr oc edur e (s ). managementsystemdocumentati onshal li ncl ude:

'&
O"

O B S I S e p t e m be2r0 0 8 11
PAS55 - 1 :20 08

a) a d escrip tion of t he m ain elem ent s of t he as s e t 4.4.6Informationmanagement

man ag eme nt s y s t emand t heir int er ac t ion, and The organi zati on shal li denti fythe assetmanagement
direction to related documents; informationit requiresto meet the requirementsof
b) the asset management policy, strategy, and C l ause4 of thi s speci fi cati on al l phases
consi deri ng
objectives; of the assetlife cycle.The informationshallbe of a
c) d ocume nts, in c luding r ec or ds ,r equir ed by Cla u s e4 qualityappropriateto the assetmanagementdecisions
o f th is sp ecific at ion. and acti vi ti es
i t supoorts.

Th e o rga nizatio n s hall es t ablis hdoc um ent ed Theorgani zati on shal ldesi gn,i mpl ementand
proced ure (s)an d/ or oper at ing c r it er ia if t heir abse n c e mai ntai na system(s) for managi ngassetmanagement
co uld te ad to fail ur e t o ac hiev e it s as s etm anagem e n t i nformati on.E mpl oyees and other stakehol ders,
policy, asset management strategy, asset management i ncl udi ngcontracted servi ceprovi ders,shal lhave
objectives or to control identified asset management access to the informationrelevantto their asset
risks. management acti vi ti es
or responsi bi l i ti es.
W here
separateassetmanagementinformationsystems
NOTE 1 l-he riJei rtanagernentpahc,v,siraiegyand ather
q- o- . -rJ
exi st,the organi zati on shal lensurethat the
: c /-r'(r v^i ,,
/A ,-.--
. - + c r t , , ot t dQ Pt n€f li
575len)
d0 ' ' O l nd r e l O
i nformati onprovi dedby thesesystems i s consi stent
ne Dra(!Jie'1.)55€ocirdt€dJtctrt,en.6
NOTE 2 lt i.srrnportarttthat docunentation rs proportianal The organi zati on shal lestabl i sh,
i mpl ementand
t'o fhe leve/r:f rornplexrtyanc! rrsrsberrtgntanaged lt mai ntai nprocedure(s) for control l i ngal l i nformati on
shoulr.!alsohe appropnate to lhe leve/at n,hich the requi redby C l ause4 of thi s speci fi cati on, These
iiccurnentatronrvili be used and kept lc the mirttintim procedures shal lensure:
requireci ior effecttvenessand effictency.

t/ O BSI Sepleri:er 20C8

 PAS55- 1:2008

a) t he adequa c yo f th e i n fo rma ti o ni s a p p ro vedby d) provi defor the cl assi fi cati on

of ri sksand
aut hor iz edp e rs o n n epl ri o r to u s e ; i denti fi cati onof thoseri sksthat are to be avoided.
b) inf or m at ioni s m a i n ta i n e da n d a d e q u a c ya s sured el i mi natedor control l edby assetmanagemen t
t hr ough peri o d i cre v i e wa n d re v i s i o ni,n c l udi ng obj ecti ves and pl ans(see4.3.2and 4.3.3);
v er s ionc ont ro lw h e re a p p ro p ri a te ; e) be consi stent
w i th the organi zati on'operati
s ng
c ) alloc at ionof a p p ro p ri a tero l e s ,re s p o n s i b i l i ti es
and experi enceand the capabi l i ti es
of ri skcontrol
aut hor it iesre g a rd i n gth e o ri g i n a ti o n g, e n e rati on, measures empl oyed;
c apt ur e,m a i n te n a n c ea, s s u ra n c etra
, n s m i ssi on, f) provi defor the moni tori ngof requi redacti on st o
r ight sof ac ce s sre, te n ti o n ,a rc h i v i n ga n d d isposal ensureboth the effecti veness and the ti mel i nessof
of it em sof i n fo rma ti o n ; thei r i mpl ementati on(see4.6.1).
d) obs olet einf o rm a ti o ni s p ro m p tl yre mo v e dfrom al l
points of issueand pointsof use,or otherwise 4.4.7.3Riskidentification and assessment
as s ur edaga i n s tu n i n te n d e du s e ; The i denti fi cati onand assessment of ri sksshal l
e) ar c hiv alinf o rm a ti o nre ta i n e dfo r l e g a lo r know l edge consi derthe probabi l i tyof credi bl eeventsand th eir
pr es er v at io n
p u rp o s e si s i d e n ti fi e d ; consequences, and shal las a mi ni mumcover:
f ) inf or m at ioni s s e c u rea n d , i f i n e l e c tro n i cfo rm, i s a) physi cal
fai l ure ri sks,suchas functi onalfai l ure,
bac k eduo a n d c a n b e re c o v e re d . i nci dental damage, mal i ci ousdamageor terro r ist
actron;
4. 4. 7Ris km an a g e me n t b) operati onalri sks,i ncl udi ngthe controlof the asset ,
4.4.7.1Riskmanagementprocess(es) humanfactorsand al l other acti vi ti esw hi ch aff ect
i ts performance, condi ti onor safety;
T he or ganiz at i o ns h a l le s ta b l i s hi ,mp l e m e n ta nd
m aint aindoc u m e n te dp ro c e s s (eas n) d /o rp ro c edure(s) c) natural envi ronmental events(storm,f l oods,et c ,
f or t he ongoin g i d e n ti fi c a ti o na n d a s s e s s ment of asset- i ncl udi ng the l i kel yeffectsof cl i matechange);
r elat edand as s e tma n a g e me n t-re l a terids k s and , the d) factorsoutsi deof the organi zati on'control s ,su chas
ident if ic at iona n d i m p l e me n ta ti o no f n e c e s sary control fai l uresi n external l ysuppl i edmateri al sand se r vices;
m eas ur es t hr ou g h o u tth e l i fe c y c l e so f th e a s sets. e) stakehol derri sks,suchas fai l ureto meet regulat or y
performancerequi rements
or ri sksto the reput at ion
4.4.7.2 Riskmanagement methodology of the organi zati on;
T he or ganiz at i o n 'm
s e th o d o l o g yfo r ri s km a n agement f) ri sksassoci ated
w i th the di fferentl i fe cycl ephases
s haIl: of assets(see4.5).
a) be pr opor t i o n a teto th e l e v e lo f ri s ku n d e r
c ons ider ati o n ; 4.4.7.4Useand maintenanceof asset risk information
b) be defined with respectto its scope,nature and The organi zati onshal lensurethat the resul tsof risk
t im ing t o en s u rei t i s p ro a c ti v era th e rth a n reacti ve; assessments and the effectsof ri skcontrolmeasu r es
c ) inc lude,whe re a p p ro p ri a teth , e a s s e s s m e nt
of how and, as appropri ate,provi dei nput int o:
are consi dered
r is k sc hangeo r c a n c h a n g eo v e r ti m e a n d usage; a) the assetmanagementstrategy;

O BSt Septemoe 13
 P AS5 5 - 1 : 2 0 0 8

b) the assetmanagementobjectives; 4.5 lmplementationof assetmanagement

c) the assetmanagementplan(s); plan(s)
d) the identificationof adequateresources
including 4.5.1 Life cycleactivities
staffinglevels; The organi zati on
shal lestabl i sh.
i mpl ementand
e) the identificationof training and competencyneeds maintainprocess(es) and/or procedure(s) for the
(see4.4.3); implementationof its assetmanagementplan(s)
f) the determinationof controlsfor assets'life cycle and controlof activitiesacrossthe whole life cycle,
activities,and the implementationof asset i ncl udi ng:
managementplan(s)(see4.5); a) creation,acquisitionor enhancementof assets;
g) the organization's overallrisk management b) utilizationof assets;
framework. c) maintenanceof assets;
d) decommissioning and/ordisposalof assets.
The organizationshallkeepthe resultsof identification
'of risks,risk assessmentsand determinedcontrols
The requirementfor documentation to controlthese
up-to-date,and documentthesewhere not doing so
assetlife cycleactivitiesshallbe in accordance with 4.4.5.
could affect the deliveryof the assetmanagement
objectivesand the assetmanagementstrategy.
The process(es) and/orprocedure(s) for the
implementationof the assetmanagementplan(s)and
4.4.8 Legaland other requirements
for the controlof life cycleactivitiesshall:
The organizationshallestablish.implementand 'l) be sufficientto ensurethat operationsand activities
maintainprocess(es) and/orprocedure(s) for identifying
are carriedout underspecifiedconditions;
and accessing the legal,regulatory,statutoryand other
applicableassetmanagementrequirements. 2) be consistentwith the assetmanagementpolicy,
a5setmanagementstrategyand assetmanagement
The organizationshallensurethat the applicablelegal objectives;
and other externalobligationsor requirementsare 3) ensurethat costs,risksand assetsystemperformance
identifiedand incorporatedinto the corresponding are controlledacrossthe assetlife cyclephases.
elementsof its assetmanagementsystem.
shal lensurethat the pl anned
The organi zati on
The organizationshallkeepthis informationup-to- arrangements, functionalpolicies,standards,
date.The organizationshallcommunicateinformation process(es)
and procedure(s), assetmanagement
o n legaland ot he r re q u i re me n ts
to a l l re l e v a n t enablersand resources are utilizedfor the efficient
stakeholders. and costeffectiveimplementationof the asset
managementpl an(s).
4.4.9 Managementof change
Where existingarrangements are revised,or new 4.5.2Tools,facilitiesand equipment
arrangements are introducedthat could havean The organizationshaltensurethat tools,facilitiesand
impacton assetmanagementactivities,the equi pmentare mai ntai nedand,w hereappropri ate,
organizationshallassess the associatedrisksbefore cal i brated.
The organi zati on
shal lestabl i sh
and
the arrangements are implemented.The new or maintainprocess(es) and procedure(s) to controlthese
revisedarrangements to be consideredshallinclude: maintenanceand calibrationactivities,where such
a) revisedorganizationalstructure,rolesor tools,facilitiesand equipmentare essentialfor:
responsibilities; a) the implementationof its assetmanagementplan(s);
b) revisedassetmanagementpolicy,strategy, b) achievingthe requiredfunction(s)and performance
objectivesor plans; from its assetsor assetsystems;
c) revisedprocess(es)
or procedure(s)for asset c) the monitoringand measurement
of performance
managementactivities; and/orcondition.
d) the introduction of new assets,assetsystemsor
technology;
e) the introductionof new contractorsor suppliers.

The organizationshallensurethat risksare managed

in accordance
with 4.4.7.

14 - ' @ B5l September

2008
t{-
PAS5 5 - 1 :20 0 8

4.6 Performanceassessmentand improvement

4.6.1Performance
andcondition
monitoring d) l a g g i n g p e r f o r m a n c e i n d i c a t o r st o e n a b l e d e t e c t i o n
T he o rga nizatio n shall es t ablis h,im plem ent and o f , a n d t o p r o v i d e d a t a a b o u t , i n c i d e n t sa n d f a i l u r e s
main tain p rocess(e sand/
) or pr oc edur e( s t) o m onit or a n d o f t h e a s s e tm a n a g e m e n t s y s t e m ,a n d f o r i n c i d e n t s ,
measureth e pe rfor m anc e of t he as s etm anagem en t f a i l u r e s o r d e f i c i e n t p e r f o r m a n c e o f a s s e t sa n d / o r
system and the performance and/or condition o{ assetsystems;
assetsand/or assetsystems.The process(es) and/or e) both qualitative and quantitative measures,
proced ure (s)sh all pr ov ide f or t he c ons ider at ionof : appropriate to the needsof the organization;
a) re active mon itor ing t o ident if y pas t or ex is t ing f ) m o n i t o r i n g t h e o v e r a l l e f f e c t i v e n e s sa n d e f f i r i e n r v
n on co nfo rmities in t he as s etm anagem ent s y s t em , o f t h e a s s e tm a n a g e m e n t s y s t e m ;
and a ny asse t-relat eddet er ior at ion, f ailur es or g ) r e c o r d i n g o f m o n i t o r i n g a n d m e a s u r e m e n td a t a a n d
i ncide nts; r e s u l t st o f a c i l i t a t e s u b s e q u e n ta n a l y s i so f p r o b l e m
l1) p roa ctive mo nito r ing t o s eek as s ur anc et hat t he c a u s e st o a s s i s ti n d e t e r m i n i n g c o r r e c t i v eo r
asset man ag eme nt s y s t emand as s et sand/ or as s e t p r e v e n t i v ea c t i o n sa n d / o r t o f a c i l i t a t e c o n t i n u a l
syste msare o pe r at lng as int ended This s hall inc l u d e i m p r o v e m e n t ( i n a c c o r d a n c ew i t h 4 . 6 . 5 ) .
mo nito ring to asc er t aint hat t he as s etm anagem e n t
po licy,strate gy and objec t iv esar e m et , t he as s e t Wh e n s e t t i n g t h e f r e q u e n c y o f c o n d i t i o n o r
m a na ge men t p lan( s )ar e im plem ent ed, and t hat t h e p e r f o r m a n c e m o n i t o r i n g a n d t h e p a r a m e t e r sf o r
pro ce ss(es),
p rocedur e( s )or ot her ar r angem ent sto m e a s u r e m e n tt h e o r g a n i z a t i o n s h a l l c o n s i d e r ,a t a
con trol a ssetlife c y c le ac t iv it iesar e ef f ec t iv e; m i n i m u m , t h e c o s t so f m o n i t o r i n g , t h e r i s k so f f a i l u r e
c) lea din g p er{orm anc e indic at or st o pr ov ide war ni n g or nonconformity,and potential deterioration
of p ote ntia l no n- c om plianc ewit h t he per f or m an c e m e c h a n i s m sa n d d e t e r i o r a t i o n r a t e s ,
r eq uire men tso f t he as s etnr anagem ent s y s t em
and lor the a ssetsand/ or as s ets v s t em s ;

16 O BSI c ec tenr her2fi ) 8

 PAS55- 1:2008

4.6.2Investigationof asset-related
failures,incidents 4.6.3Evaluationof compliance
and nonconformities The organi zati onshal lestabl i sh,i mpl ementand
T he or gani z a ti o ns h a l le s ta b l i s hi ,mp l e m e ntand mai ntai nprocess(es) and/orprocedure(s) for evaluat ion
maintain process(es) and/or procedure(s) for the of i ts compl i ance
w i th appl i cabl el egaland other
handlingan d i n v e s ti g a ti o o n f fa i l u re s i,n c i dentsand regul atoryor absol uterequi rements, and shal l
nonconformitiesassociated with assets, assetsysrems determi nethe frequencyof sucheval uati ons.
and the assetmanagementsystem.Theseprocess(es)
and/ orpr oc e d u re (ss)h a l ld e fi n ere s p o n s i bi l i ty
and The organi zati onshal lkeep recordsof the result sof
authorityfor: theseeval uati ons.
a) t ak ing acti o nto m i ti g a tec o n s e q u e n c es ari si ngfrom
a f ailur e ,i n c i d e n to r n o n c o n fo rmi ty ; 4.6.4A udi t
g i l u re s i,n c i d e n tsa n d n o nconformi ti es The organi zati onshal lensurethat audi tsof the asset
b) inv es t ig a ti n fa
t o det er mi n eth e i r ro o t c a u s e (s ); managementsystemare conductedtol

c) evaluatingthe need for preventiveaction(s)to avoid a) determi new hetherthe assetmanagementsyst em :

f ailur es i,n c i d e n tsa n d n o n c o n fo rm i ti eoccurri
s ng; i ) conformsto pl annedarrangements for asset
d) c om m un i c a ti n ga,s a p p ro p ri a teto re l e vant management, i ncl udi ngthe requi remen tof
s
s t ak eho l d e rsth, e re s u l tso f i n v e s ti g a ti ons
and Clause4;
identifiedcorrectiveaction(s)and/or preventive i i ) hasbeen i mpl ementedand i s mai ntai ne d;
i (s).
ac t on i i i ) i s effecti vei n meeti ngthe organi zati on's
asset
managementpol i cy,assetmanagementst r at egy
I nv es t igat i o nssh a l lb e p e rfo rme dw i th i n a ti mescal e and assetmanagementobjectives.
c om m ens u ra te w i th th e a c tu a la n d /o ro o tenti al
b) provi dei nformati onto management
c ons equen c eosf th e fa i l u re ,i n c i d e n to r n onconformi ty.

O B s f 5 e p l e rb e f - - 17
P AS5 5 - 1 ' 2 0 0 8

Aud it p rog ramm e( s ) f or elem ent s of t he as s et The organi zati onshal lensurethat any necessary
ma na ge men t sys t ems hall be planned, es t ablis h e d , changesari si ngfrom correcti veand/orpreventi ve
imp leme nte d an d m aint ained by t he or ganiz at i o n , acti onsare madeto the assetmanagementsystem.
based on th e result sof r is k as s es s m ent of s t he
orga nizatio n's a c t iv it ies ,and t he r es ult sof pr ev i o u s 4.6.5.2 Continualimprovement
aud its. The organi zati onshal lestabl i sh,
i mpl ementand
mai ntai nprocess(es)and/orprocedure(s) for i denti fy ing
Aud it p rocess(e sand/
) or pr oc edur e( s )s hall be opportuni ti es
and assessi ng,pri ori ti zi ngand
esta blishe d,impl em ent ed and m aint ained t o ad d r e s s : i mpl ementi ngacti onsto achi eveconti nual
1 ) th e respo nsibilit iesc, om pet enc iesand r equir e m e n t s i mprovementi n:
f or pla nn ing and c onduc t ing audit s , r epor t ing a) the opti malcombi nati onof costs,assetrel atedri sks
results a nd re t aining as s oc iat edr ec or ds ; and the oerformance and condi ti onof assets and
2 ) the d ete rmina t ion of audit c r it er ia, s c ope and assetsystems acrossthe w hol e l i fe cycl e;
meth od s tha t ar e c om m ens ur at e wit h t he bus i n e s s b) the performance of the assetmanagementsystem .
sig nifican cea nd r is k s being m anaged.
The organi zati onshal lacti vel yseekand acqui re
The sele ctio nof audit or s and t he c onduc t of aud r t s know l edgeabout new assetmanagement-rel ated
sha ll e nsure ob jec t iv it y and t he im par t ialit y of t h e technol ogyand practi ces, i ncl udi ngnew tool sand
au dit pro ce ss.Audit s s hall be c onduc t ed by per s o n n e l techni ques.and theseshal lbe eval uatedto establ i sh
ind ep en de nt o f thos e hav ing dir ec t r es pons ibili t yf o r thei r potenti albenefi t to the organi zati on.
th e activity b ein g ex am ined.
NOTE 1 ir1* iirfrn .r/t(je,De,!ij{.ti eeri,,i.rS:itiri r)eC:.....rirrt 4.6.6Records
r I I €.1/l ir,{ aefl i(rl i Q | ! t t-: C r q A rt IZA [ | On
The organi zati onshal lestabl i sh
and mai ntai nrecords
NOTE2 lt is rt,contti;enC-.r.1 tlrat the ..t:lt:ctrrtt
ot' audiliirs as necessary to demonstrate conformanceto the
lit.,:r li:iei of i.inC?i
,.-:t):.tti.:t: ,:i ,-1ai\d,irrciair(.t
\tar:C,r':ti :ii requi rements of i ts assetmanagementsystemand
,r.:;i 'rta :i a j t:rttrr-i l i:iilil ia: ,,- ,r :, .. ,' r l i- : t- - .) J laiat:,) 1.: C l ause4 of thi s P A S .
,;; C/ause4 ,.tfi!:,; 'iAi
R ecords
shal lbe l egi bl e,i denti fi abl eand traceabl e .
4.6.5lmprovementactions
4.6.5.1Correctiveand preventive action R ecordsshal lbe mai ntai nedi n accordance
w i th the
reoui rements of 4.4.6.
The or ganiz at io n
s h a l le s ta b l i s hi mp
, lemena t nd
m aint ainpr oc es s (easn) d /o rp ro c e d u re (sfo) r
ins t igat ing:
a ) c or r ec t iv ac
e t i o n (sfo
) r e l i mi n a ti n gth e c a u s e of
s
obs er v edpoo r p e rfo rma n c a e n d n o n c o n fo rm i ti es
ident ified f r o m i n v e s ti g a ti o nesv, a l u a ti o nosf
c om plianc an e d a u d i tsto a v o i dth e i r re c u rrence;
b) pr ev ent iv eacti o n (sfo
) r e l i m i n a ti n gth e p o te nti al
of non c o n fo rm i ti eosr p o o r p e rfo rm a nce.
c aus es

o r p re v e n ti v ea c ti o n sta k e n a n d thei r
A ny c or r ec t iv e
tim ingss hallbe c o mme n s u ra te w i th th e ri s k (s )
enc ount er ed.

W her ea c or r ec ti v o e r o re v e n ti v ea c ti o ni d e n ti f i es
new or c hange dri s k so, r th e n e e dfo r n e w o r c hanged
pr oc es s ( espr) ,oc e d u re (so)r o th e r a rra n g e m e n ts to
controlassetlife cycleactivities, the proposedactions
s hallbe r is kas s e s s epdri o rto i mp l e m e n ta ti o n
( s ee4. 4. 7)

T he or ganiz at io ns h a l lk e e pre c o rd so f th e c o rrecti ve

and pr ev ent iv ea c ti o n s(s e e4 .6 .6 )ta k e n a n d
c om m unic at teh e s eto re l e v a n st ta k e h o l d e rs

1B O BSI S:c i er oi .'2CC 3

4. 7 M anaE e m e n t re v i e w
T op m anageme nst h a l lre v i e wa t i n te rv a l sth at i t h ) c h a n g i n g c i r c u m s t a n c e s i, n c l u d i n g d e v e l o p m e n ts i n
det er m inesap p ro p ri a teth e o rg a n i z a ti o n 'assset legal and other requirements related to asset
m anagem enst y s te mto e n s u rei ts c o n ti n u i n g management and changes in technology.
s uit abilit yade
, q u a c ya n d e ffe c ti v e n e sR s .e v i ew sshal l
inc ludeas s ess i nth g e n e e d fo r c h a n g e sto th e asset T h e m a n a g e m e n t r e v i e w s h a l l a l s o c o v e r a s p e c t so f th e
m anagem en st y s te m,i n c l u d i n ga s s e tm a n a g ement a s s e t m a n a g e m e n t s y s t e m , i f a n y , t h a t a r e o u t s o ur ce d
polic y ,as s etm a n a g e m e nst tra te g ya n d a s s e t t o a c o n t r a c t e d s e r v i c ep r o v i d e r .
m anagem en ot b j e c ti v e s
T h e o u t p u t s f r o m m a n a g e m e n t r e v i e r v s ,c o n s i s t e n t
t v i e w ss h a l li n c l u d e :
I nput t o m an a g e m e n re w i t h t h e o r g a n i z a t i o n 's c o m m i t m e n t t o c o n t i n u al
a) r es ult sof in te rn a la u d i tsa n d e v a l u a ti o n o
sf i m p r o v e m e n t , s h a l l i n c l u d e d e c i s i o n sa n d a c t i o n s fo r
p o s s i b l ec h a n g e s t o :
c om pliancew i th a p p l i c a b l el e g a lre q u i re ments
and
wit h ot her re q u i re m e n ts to w h i c h th e o rgani zati on 1 ) a s s e t m a n a g e m e n t p o l i c y , s t r a t e g y a n d o b j e c ti ve s;
s ubs c rbes
i ; 2 ) a s s e t m a n a g e m e n t p e r f o r m a n c e r e q u r r e m e n t s;
r - ' rt he r es ult so f c o m m u n i c a ti o np, a rti c rp a tion
and 3i resources;
c ons ult at i o nw i th e mo l o v e e sa n d o th e r s t akehol ders n ;
o t h e r e l e m e n t s o f t h e a s s e t m a n a g e m e n t s y s te n l
( s ee4. 4. 4) ;
< j r elev antc o mmu n i c a ti o n (s fro
) m e x te rn a l O u t p u t s f r o m m a n a g e m e n t r e v i e w s , r v h i c h a r e r e l e !a n t
s t ak ehold e rsi n, c l u d i n gc o rn p l ani ts ; to the organizational strategic plan, shall be made
. : it r ec or dsor r e p o rtso n th e a s s e tm a n a q e m ent a v a i l a b l e t o t o p m a n a q e r n e n t {o r c o n s i d e r a t i o n in
pe rforma nce of t he or ganiz at ion; r e v i e w s o f t h e o r g a n i z a t r o r l a ls t r a t e g r cp i a n .

e l th e exten t t o whic h oblec t iv es hav e been m e t ;

R e c o r d so f m a n a q e m e n t r e v i e r v ss h a l l b e r e t a i n er j l r td
f ) pe rforma nce in addr es s ing inc ider r t inv es ti g a t i o n s ,
i n f o r n r a t i o n r e l e v a n t t o s p e c i fi c e n r p l o ',e e s : o n t r ,r cte d
corre ctive ac t ions and pr ev ent iv e ac t ions ;
s e r v r c ep r o v r d e r s o r o t h e r s t a k e h o l c t e r ;r r r a d ea '. ,3 a i r ?
::i fo llow u p ac t ions f r om pr ev ious m anagem e n t f o r c o m m u n i c a t i c n p u r p o s e s ( s e e4 . 4 . 4 )
re vle wS;

o Bsl 19
P A S5 5 - 1 : 2 0 0 8

AnnexA (informative)
CorrespondencebetweenPAS55-1:2008,
BSOHSAS18001:2007,
BSENISO14001:2004 and BSENISO9001:2000

0 Introduction 0 In tr o d u ctio n 0 Introdu(ti on 0 Introducti on

1 Scope 1 Scope 1 Scope 1 Scope

2 Normative references 2 Normative references 2 Normative re{erences 2 Normative references

3 T e rms a n d d e fi n i ti ons 3 Ter m s and definitions 3 T er m s and defi ni ti ons 3 T er m s and defi ni tl ons

4 A s s e tm a n a g e m e nsyste t m 4 OH&5m a n a g e m e nst ystem 4 E nvi ronmental management 4 Qual i tymanagementsystem

r e q u i r e m e n t(st i t l e o n ly) e le m e n ts( title o n ly) systemrequi rements (ti tl e onl y)
(ti tl e onl y)

4 . 1 G e n e r a rl e q u i r em e n ts 4 .1 Ge n e r arl e q u ir e m ents 4.1 Generalrequi rements 4.1 Generalrequi rements

4 .2 A sse t ma n a g e ment policy 4.2 OH&5 policy 4.2 Env i r onm ental pol i c y 5.1 M anagem ent c om m i tm ent

5.3 Qual i ty pol i c y

4 . 3A s s e tm a n a g e me nstr t a te g y, 4 .3 Pla n n in g( titleo n ly ) 4.3 P l anni ng(ti tl e onl y) 5.4 P l anni ng(ti tl e onl y)
o b j e c t i v eas n d p la n s
( t i t l eo n l y )

4 . 3 . 1A s s e tm a n a g em e n t
srraregy

4 .3 .2 A sse t ma n a g e m ent 4.3.3 Objectives and 4.3.3 Obj ec ti v es , tar gets and 5.4.1 Qual i ty obj ec ti v es
o b j e cti ve s pr ogr am m e( s) pr ogr am m e( s )

4 .3 3 A sse t ma n a g e m ent plan( s) 3 3 Objectives and 4.3.3 Objectives, targets and 5.4.2 Qual i ty m anagem ent
pr ogr am m e( s) pr ogr am m e( s ) s y s tem pl anni ng

7.1 Pl anni ng of pr oduc t

r eal i z ati on

4 . 3 . 4C o n t i n g e n ( yp la n n in q 4 .4 .7Em e r g e n ( p
y r e p aredness preparedness
4.4.7E mergency
a n o r e sp o n se ano response

4 .4 A sse t ma n a g e ment enabler s

a n d co n tro l s

4.4.1Structure,authority 4.4.1Resources, roles, 4.4.1R esources,rol es, 5.1 Managementcommi tment

a n d r e s p o n s ib ilitie s responsibi Iity, responsi bl l i ty
and
a cco u n ta b ility
and authori ty 6.1 Pr ov i s i on of r es our c es
authority
6,3 Infrastructure

4.4.2Outsourcingof asset
m a n a g e m e nat ctivitie s

4 . 4 . 3T r a i n i n ga, w a re n e ss 4 .4 .2Co m p e te n cetr,a ini ng 4.4.2C ompetence,

trai ni ng 5.2.1(H umanresources)
Gener al
a n d c o m p e t en ce a n d a wa r e n e ss and aw areness
5.2.2Competence,awareness
and trai ni no

4 . 4 . 4C o m m u n i c a tio n , 4 .4 .3Co m m u n i( a tio n, 4.4.3C ommuni cati on 5.5.3 Inter nal c om m uni c ati on
p a r t r c i p a t i oan
n d p a r ticip a tio a
nnd
consultation ( o n sulta tio n 7.2- 3 C us tom er c om m uni c atr on

4.4.5Assetmanagementsystem 4.4.4Documentation 4.4.4 Documentation 4.2.1(D ocumentati on

d o c u m e n t a t io n requi rements)
General

4.4.5Controlof documents 4.4,5 C ontr ol of doc um ents 4.2.3C ontrolof documents

20 o B sl 5ept:-uer2oJ 8
 PAS55- 1 :2008

4-4.6Inlormation management 4.4.5 Control of documents 4.4.5control of documents 4.2.3Control of documents

4 . 4 . 7R i s km a n a g e m e n t 4 .3 .1Ha za r did e n ti fi cati on.

ri sk 4.3.1E nvi ronmental
aspects
a sse ssm e nt a no
4 . 4 . 7 . 1R i s km a n a g e m e n t d e te r m in in gcontrol s
process(es)

4 . 4 . 7 . 2R i s km a n a g e m e n t
methodology

4 . 4 . 7 . 3R i s ki d e ntifica tio n
and assessment

4.4.7.4Useand maintenanceof
a s s e tr i s k in fo r m a tio n

5.2 C ustomer{ocus

7.2.1D etermi nati onof

requi rements rel at edto
the product

4 . 4 . 9M a n a g e m e n to f ch a n g e 4 .3 .1Ha za r did e n ti fi cati on, 4.3.1E nvi ronmental

aspects 5.2 C ustomerfocus
r iska sse ssment and
d e te r m in in gcontrol s 7.2,2R evi ewof requi rem ents
rel atedto the prod uc t

8.5.'lC onti nuali mprovement

4 . 5 l m p l e m e n t a tio no f a sse t 4 .4 lm p le m e n ta tionand 4.4 l mpl ementati onand 7 P roductreal i zati on(ti t l e onl y )
managemenp t la n ( s) o p e r a tio n( title onl y) operati on(ti tl e onl y)
(titleonly)

4 . 5 . 1L i { ec y c l eactivitie s 4 .4 5 Op e r a tio n alcontrol 4.4,6Operati onalcontrol 7.1 P l anni ngof product

reaIrzatron

processes
7-2 Customer-related

7.3 D esi gnand devel op ment

7.4 P urchasi ng

7.5 P roducti onand seru i c e

provtS ron

4 . 5 . 2T o o l s f, a c ilitie sa n d 7.6 C ontrolof moni tori n gand

e q u i p m e nt measuri ngdevi ces

4.6 Performanceassessment and 4 .5 Ch e ckin g( title onl y) 4.5 C hecki ng(ti tl e onl y) I M eas ur em ent, anal y s i s a n d
i m p r o v e m en t( title o n ly) i m pr ov em ent ( ti tl e onl y)

4 . 6 . 1P e r f o r m a n ce
a n d co n d itio n 4 5 .1 Pe r fo r m a n ce
measurement 4.5.1Moni tori ngand 8.1 General
m o n i t o r i ng a n d m o n ito ri ng measurement
8.2.3Moni tori ngand
measurement of pr oc es s es

8.2.4Moni torrngand
measurement of pr oduc t

8.4 A nal ysi sof data

4 . 5 . 2I n v e s t i g atio n o f a sse t- 4 .5 .3In cid e n tin vesti gati on, - 8.3 C ontrolof nonconfo rmi ng
r e l a t e df a i lu r e s,in cid e n ts n o n co n fo r mi ty,
correcti ve product
a n d n o n - c o n fo r m a n ce s a ctio na n d p reventi ve
a ctio n( title onl y)

4 .5 .31. ln cid e n tin vesti qati on

O g s l S e p t e m b e20
r 08 21
PA S5 5 - 1 : 2 0 0 8

4 , 6 . 3E v a l u a t i o no f c o m p lia n ce 4 .5 .2Eva lu a tio n

o f co mpl i ance 4.5.2E val uati on
of compl i ance 8.2.3Moni tori ngand
measurementof orocesses

8,2,4Moni tori ngand

measurement of product

4 .5 .5In te r n a la u d it 4.5.5Internalaudi t 8.2.2Internalaudi t

4.6,5 lmprovementactions 4.5.3.2Nonconformity, 4.5.3 Nonconformity,action 8.3 Control of nonconforming

product

4 . 6 , 5 . 1C o r r e c t i v a
e nd 8.4 Analysisof data
preventrveaction

4 , 6 . 5 . 2C o n t i n u a il m p r o ve m e n t 8.5.2Correctiveaction

8.5.3Preventiveaction

4.5.4Control of records 4.5.4Control of records 4.2,4Control of records

4 . 7 M a n a g e m e nrt evie w 4 .6 M a n a g e m e n rt e view 4.6 Managementrevi ew 5.1 Managementcommi tmen t

5.5 Managementrevi ew
(ti tl e onty)

5.5,1General

5.6.2R evi ewi nput

5.5.3R evi ewoutput

8.5.1C onti nuali mprovement

22 @ B S I S eptembe2008
r
 PAS55- 1:2008

Bibliography
Standardspublications Other publications
PAS99:2005,Specificationof common management AssetM anagement Competence Requ i re ments
system requirementsas a framework for integration Framework(Version2.0) and UserGuidanceNotes.
Instituteof AssetManagement,London2008
85 8900:2006,Guidancefor managing sustainable
development I nternationa I Infrastructure M a nagement M anu al,
Version3.0 2006.ISBN0-473-10585-X. Producedby the
BS EN ISO 9000:2005,Quality management systems-
Associationof LocalGovernmentEngineeringNew
Fu nd ame ntals and vocabu lary
Zeal andInc.and the Insti tuteof P ubl i cW orks
BS EN fSO9001:2000,Qualitymanagementsystems
- E ngi neeri ngof A ustral i a(IP W E A )
Requirement
National OccupationalStandardsfor Management and
BSEN fSO 14001:2004, Environmentalmanagement ip, Management5tandardsCouncil, 2002-04
Leadersh
systems- Specificationwith guidance for use
ProjectManagementBody of KnowledgeGuide,3rd
BSOHSAS18001:2007, Occupationalhealthand safety Edition,ProjectManagementInstitute,2004
managementsystems- Requirements
SuccessfulHealth and Safety Management. Sudbury:
ISO Guide 72:2O01,Guidelinesfor the justification and H S EB ooks,1997(H S G65)
development of management systemstandards
UK Standardfor ProfessionalEngineeringCompetence,
PD ISO/lECGuide 73:2002,Riskmanagement- E ngi neeri ng
C ounci l2005
,
Vocabulary- Guidelinesfor usein standards

Furtherreading
BS3811:1993,Glossaryof termsusedin terotechnology
BS3843-1:1992,Guide to terotechnology (the
economicmanagement of assetsJ- Part 1: lntroduction
to terotechnology
BS3843-2:1992,Guide to terotechnology (the
economicmanagement of assets)- Part 2: lntroduction
to the techniquesand applications
BS 3843-3:1992,Guide to terotechnology (the
economicmanagement of assets)- Part 3: Guide to the
available techniques
BS25999-1:2005, continuitymanagement-
Buslness
Part 1: Code of practice
BS25999-2:2O07, continuitymanagement-
Business
Part 2: Specification
BS EN fSO 9004:2000,Qualitymanagementsystems
-
GuideIi nesfor pe rfo rmance i mprovement
fSO/fEC15288:2002,Systemsengineering - Systemlife
cycle processes
OHSAS18002:2000, Occupationalhealth and safety
management systems- Guidelinesfor the
implementationof OHSAS18001

O B5l Seotenrbe
2 r0 0 8 23
P AS5 5 - 1 : 2 0 0 8

BSI- British Institution

Standards

BSIisthe indeoendent lnformationon standards Copyright

nationalbodyresponsible for B SI p rovi desa w i de range of C opyri ghtsubsi sts i n al l B 5l
i n fo rm ati onon nati onal E , uropean publ i cati ons.
B S Ial sohol dst he
preparing British
Standards. a n d i n ternati onalstandardsthrough copyri ght,i n the U K ,of th e
It oresentsthe UKviewon i ts L i b raryand Techni cal H el pto of the i nternat ional
oubl i cati ons
standards in Europe andat ExDorters Service. VariousBSIelectronic standardi zati on bodi es.
i n fo rmati onservi ces are al soavai l abl e E xceptas permi ttedunde rt he
internationallevel.lt is w h i c h gi vedetai l sof al l i ts products C opyri ght,D esi gns and P at ent sAct s
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B5limolementation of thosethat have
beenpublishedas BritishStandards,
unlessotherwiserequested.

24 O B5l Seotember
2008
:"

t,{
t'
PAS55-2:2008

Acknowledgement
Thedevelopment of thisPublicly
Available (PAS)
Specification hasbeenledby the lnstitute
of
AssetManagement (lAM),in collaboration
with the BritishStandards (BSl),
lnstitution with the
of the followingco-operating
assistance organizationsand individuals:
SteeringGroup Review Panel Associates
. John Woodhouse Representatives of the following organizationswere part of the . CanadianGasAssociation
ProjectChairman,IAM review panel for the developmentof this PAS: . C IR IA
. Aled Williams . AM CL . H al crow . ENA (Australia)
N a t i o n a lG r i d . AMT-Sybex . Hydro One Networks Inc . Health & SafetyExecutive
. Dr Navil Shetty . Atkin s . K E MA . InternationalWater Association
Atkins . Atlantic LNGCo of Trinidad . Lloyd'sRegister . Nottingham University
. Mike Dixon & Tobago . Logica . Universityof Manchester
E D FE n e r g y . BAESystems(Operations)Ltd . London Underground . ofgem
. Prof StevenMale . BCTransmission Corporation . MTRCoroorationLimited . Office of the Rail Regulator
Universityof Leeds . CEElectricUK . N ati onalGri d . RoyalInstitution of
. RhysDavies
. CLPPower . NATS CharteredSurveyors
Lloyd'sRegister
. Co n tin u o n . N etw orkR ai l . RWs
. EDFEnergyNetworks . PB Power . S outhernA fri canMai ntenanc e
Developmentteam
. E.ONCentral Networks . Office of the PPPArbiter Association(5AMA)
. MossMustafa
. E.ONUK . ScottishWater . Universityof Leeds
. U r s u l aB r y a n
. EssentNetwerk . ScottishPowerEnergyNetworks
N a t i o n a lG r i d
. F in g r ido yj . Tennet Photographs
. PeterJay
. GasTransportServicesB.V. . The WoodhousePartnership
The WoodhousePartnership The contribution of photographs
. Ge o m e tr ia . Tube Lines from the fol l ow i ng organi z ati ons
. AlexThomson
. GVB . U MSGroup i s grateful l yacknow l edged:
T h e W o o d h o u s eP a rtn e r sh ip
. Gutteridge Haskins& Davey r E D FE nergy
( GHD) . E urotunnel
. Lloyd'sRegister
. N ati onalGri d
. ScottishWater
. The WoodhousePartnership
. U ni ted U ti l i ti es

The reproduction of any of these

photographsis not permitted.

Publishingand copyright information

T h e BS Ic o p y ri g h tn oti cedi spl ayedi n thi s documenti ndi catesw hen the documen t
was last issued.
The following BSIreferencesrelate to the work on this standard:
Publicationhistory
Firstpublishedas Part 1 and Part 2, April 2004
First(present)edition as Part 1 and Part 2, September2008

This PubliclyAvailableSpecificationcomesinto effect on 15 September2008.

@ BSISeptember2008
IS B N:
978 0 580 5 0 9 7 66

@ B5l September
2008
 PAS55- 2:2008

Contents
Page
Ac k nowledgeme n t -l

Foreword . il|

0 Introduction

1 Scope 1

2 Referencepublications 1

3 Termsand definitions 1

4 Assetmanagementsystemrequirements 2
4 .i G ener alr eou i re me n ts ,.,, z
4 .2 A s s etm anag e me n p t olicy 4
4 .3 A s s etm anag e me nst tra te g yo, b j e c ti v e a
s n d pl ans 6
4 .4 A s s etm anag e me n et n a b l e rsa n d c o n tro l s 18
4 .5 lm plem ent a ti o no f a s s e tma n a g e me n pt l a n (s) 36
4 .6 P er f or m anc a
es s e s s m e na tn d i m o ro v e me n t ia

4 . 7 M anagem en tre v i e w 53
B ibliogr aphy 55

o B s l s e c : a _ [ e .a 1 . 3 _ ll
PAS55-2:2008

Foreword
Thispartof PAS55 (PAS55-2)containsguidelinesfor the application
of PAS55-1.
Please
notethatthe termsanddefinitronsarecontained in PAS55-1,andarenot
repeatedin thispart.Thepresentation
styleis similar
to that adoptedin BSENISO
9004andOHSAS 18002.

Information about PAS55:2008 _

The requirementsspecifiedin PAS55-1are
PAS55-1:2004 and PAS55-2:2004
have beenfullv
reproducedin the outlined boxesand the
revisedas follows:
associatedguidanceappearsbeneaththeseboxes.
The revisionof PAS55-1:2004introducesthe following
pri nci palchanges:
Consultation r The term "infrastructure"hasbeen removedfrom
ThisPAShasbeendevelooedin consultationwith a the title of the PAS;
lar genum b e ro f o rg a n i z a ti o nasn d i n d i vi dualthat
s are . The Forewordand Introductionhave been revised;
activeand proficientin the field of assetmanagement . Figuret has beentransferredand adaptedfrom
(seeAcknowledgements).
PAS55-2:2004;
. Figures2,4 and6 have been revisedand Figures3
Publishinginformation
and 5 are new;
ThisPAScomesinto effect on 15 Seotember2008.
. New definitionshave been added,and existing
ThisPAShasbeen preparedand publishedby B5l, defi ni ti onsrevi sed;
which retainsits ownershipand copyright.BSIreserves . Asset managementobjectivesand assetmanagement
the right to withdraw or amendthis PASon receiptof targets are now jointly referredto as asset
authoritativeadvicethat it is appropriateto do so. managementobjectives.and their definition has
ThisPASwill be reviewedat intervalsnot exceeding been revisedaccordingly(see3.5);
two years,and any amendmentsarisingfrom the . The sectionon Assetmanagementptan(s)(see4.3.3)
r ev iewwi l l b e p u b l i s h e da s a n a me n d e dP A Sand has been extend.ed to more clearlyidentifythe
publicizedin UpdateStandards. requi rements for opti mi zi ngpl ansand the
interactionbetweenlife cyclephases;
This PASis not to be regardedas a British Standard. . The requirementsfor emergencypreparedness and
responsehavebeen extendedto includecontinuity
Supersession pl anni ngand the secti onhasbeen rename d
PAS55-1:2008 and PAS55-2:2008supersede "Contingencyplanning" (see4.3.4);
PAS55-1:2004 and PAS55-2:2Q04, which remain . A new section"Assetmanagementenablersand
c ur r enta n d o b s o l e s c e nutn ti l 1 Ma rc h2 0 10w hen
controls"(see4.4) hasbeen createdto consolidate
they will be withdrawn
the genericrequirementsof: structure,authority and
NOIE Obso/escence rsdeclaredwhere the contentof a responsibilities; training awarenessand competence;
standard,which is superseded by new provisions(in the 'communication,participationand consultation;asset
form of a new standard).still retainsa commercialneed managementsystemdocumentation;information
or relevance(fo a specifictechnology,industryor process). management; ri skmanagement; l egaland o t her
Thedocumentis superseded but lt rs not withdrawn requi rements; and managementof change ;
. New requirementshave been introducedfor
Communication, participationand consultation
(see4.4.4);
. Informationmanagement(see4.4.6)bringstogether
the requirementsof the previousclausesfor
"Document,data and informationcontrol" and
"Assetmanagementinformationsystem";

l tl - @ B5l Seotember
2008
 PAS55- 2:2008

. M anagem entof c h a n g ei s d i s c u s s eidn a s e p a r ate Presentational

conventions
clause(see4.4.9);
The requi rements of P A S55-1are reproducedi n
. The r equir em en ts i n th e fo rm e r " O p e ra ti o n a l outl i nedboxes.E xpl anatory
gui dance,commentaryon,
cont r ol" hav ebe e n d i v i d e db e tw e e n and generali nformati onabout,theserequi rements is
" lm plem ent at io no f a s s e tma n a g e me n pt l a n (s)" , presentedi n roman(i .e.upri ght)type. 5uppl ementa r y
" M anagem ento f c h a n g e "a n d " As s e tm a n a g e ment notesand further gui danceare presentedi n smarre r ,
systemdocumentation"; i tal i csf ont.
. " lm plem ent at io no f a s s e tma n a g e me npt l a n (s)"has
been expandedto addressthe life cyclephasesof Thew ord " shoul d"i s usedto expressrecommendations
m anagingas s et s(s e e4 .5 ); w i thi n P A S55-2.The w ord " may" i s usedi n the text to
. N ew r equir em e n ts fo r Ev a l u a ti o no f c o m p l i a n c enave expresspermi ssi bi l i ty,
e.g.as an al ternati veto the
pri maryrecommendati on of the cl ause.The w ord
b een int r oduc e d(s e e4 .6 .3 );
" can" i s usedto express possi bi l i ty,
e.g.a consequence
. " Chec k ingand co rre c ti v ea c ti o n " h a sb e e n re n a med
of an acti onor an event
" P er f or m ancase s e s s me natn d i m p ro v e me n t'
( s ee4, 6) ,wit h t h e s tru c tu refo r th e s u b -c l a u s es
N otesand commentari es are provi dedthroughoutth e
adapt edf r om t h o s ed e s c ri b e d i n PA S9 9 a n d l 5 0 . otesgi ve references
text of thi s P A S N and addi ti ona l
Guide72;and i nformati onthat are i mportantbut do not form part
. N ew r equir em e n ts h a v eb e e n i n tro d u c e dfo r of the recommendati ons. C ommentari esgi ve
Managementreview (see4.7). backgroundi nformati on.

In addit iont o t he a b o v ec h a n g e sma d eto P AS5 5 - C ontractual and l egal consi derati ons
1:2004,the revisionof PAS55-2:2004introducesthe
Thi spubl i cati ondoesnot purportto i ncl udeal l the
fo llowingpr inc ip acl h a n g e s :
necessary provi si onsof a contract.U sersare respons ible
. TheI nt r oduc t io nh a sb e e n re v i s e d ; for i ts correctappl i cati on.
'Figur es 1, 2 and 3 fro m PA S5 5 -2 :2 0 0h4a v eb e e n
r ev is edand now a p p e a ra s F i g u re1 .2 a n d 4 i n C ompl i ance
w i th thi s P A Scannotconferi mmuni ty
P A S55- 2: 2008F.i g u re s3 a n d 5 a re n e w a d d i ti o ns from l egalobl i gati ons.
to P A S55- 2: 20 0 8 ;
. N ew guidanc eh a sb e e n i n tro d u c e dfo r C o n ti n gency
planning( s ee4.3 .4 );a n d
. New guidanc ef o r E v a l u a ti o no f c o mp l i a n c eh a sbeen
int r oduc ed( s ee4 .6 .3 )

*t

O B S I S e ci e ,r're , ri -r'!8 - lV
PAS55-2:2008

0 Introduction
0.1 What is assetmanagement?
PAS55-1definesassetmanaoementas: considersand optimizesthe conflictingpriorities
of assetutilizationand assetcare,of short-term
systematicand coordinated activitiesand practices performanceopportunitiesand long-term
through which an organization optimally and sustainability, and betweencapitalinvestmentsand
sustainablymanageslt5 assetsand assetsystems, subsequentoperatingcosts,risksand performance.
their associatedperformance, risksand "Life cycle"assetmanagementis alsomore than
expenditures over their Iife cyclesfor the purpose simplythe considerationof capitalcostsand operating
of achieving its organizationalstrategicplan costsover pre-determinedasset"life" assumptions.
Trulyoptimized,whole life assetmanagement
includesriskexposuresand performanceattributes,
Thisdefinitionof assetmanagementrepresents a and considers the asset'seconomiclife as the result
gr ea te rs c o p eth a n j u s t th e ma i n te nance
s ignif ic ant ly of an opti mi zati onprocess (dependi ngupon the
or careof physicalassets,and is closerto the central desi gn,uti l i zati on,mai ntenance,
obsol escenceand
pur pos eof an or g a n i z a ti o nG . o o da s s e mat n a g ement other factors).

O BSI September
2008
 PAS55-2:2008

of joined-upassetmanagement
0.2Dimensions
Assetmanagement is an holisticviewandonethat Figure 1 - Key principles and attributes
canunitedifferentpartsof an organization
together of aSSetmanagement
in pursuit of sharedstrategicobjectives.PAs 55-1
identifieskey principlesand attributes of successful
assetmanagement(seeFigure 1). Thesecan be
explainedas follows:
. holistic:looking at the whole picture,i.e.the
combinedimplicationsof managingall aspects
(thisincludesthe combinationof different asset
, types,seeFigure3, the functionalinterdependencies
. and contributions of assetswithin assetsystems,see
Figure4, and the different assetlife cyclephases
and correspondingactivities),rather than a
compartmentalized approach;
. systemati€:a methodical approach,promoting
consistent,repeatableand auditabledecisions
and actions;
. systemic:consideringthe assetsin their assetsystem
contextand optimizingthe assetsystemsvalue
(includingsustainableperformance,costand risks)
ratherthan optimizing individualassetsin isolation;
. risk-based: focussingresources and expenditure,
and setting priorities,appropriateto the identified
risks(see4.4.7)and the associatedcosUbenefits;
. optimal: establishingthe best value compromise
(see4.3.3.2)between competing factors,such as
performance,cost and risk, associatedwith the assets
over their life cycles;
. sustainable:consideringthe long-termconsequences
of short-term activitiesto ensurethat adequate
provisionis made for future requirementsand
obligations(suchas economicor environmental
sustainabiIity, systemperformance,societaI
responsib i Iity and other Iong-term objectives);
. integrated:recognizingthat interdependencies and
combined effects are vital to success. This requiresa
combination of the above attributes, coordinatedto
delivera joined-upapproachand net value.

@ 8SI September2008 VI

t F/;w;:iw a.:
PAS55-2:2008

0.3 Enablersfor good assetmanagement risks,performanceand assetlife cycles(or assetsystem

sustainability).Only then can informed decisionsbe
The following enablingelementsare also made about the optimal mix of life cycleactivities(such
consideredto be essentialfor the successful as design/selection,acquisition/construction,
utilization,
implementationof these principles: maintenance,renewal,modification/enhancement,
decommi ssi oni ng In manyorgani zat ions,
or di sposal ).
. an organizationalstructurethat facilitatesthe
there are will be more potentialtasksto carryout than
implementationof theseprincipleswith clear
resources, time or budgetswill permit.The continuous
directionand leadership;
optimizing and prioritizingof tasksand plansare a
. staff awareness,competency, commitmentand way of life for suchorganizations.
I coordination;
cross-functiona
. adequateinformationand knowledgeof asset Thereare numeroustools and methodologies
condition,performance,risksand costs,and the associated with assetmanagementthat are widely
interrelationships
betweenthese. availableand employedby organizations.Suchtools
i ncl udeval ueengi neeri ng,l i fe cycl ecosti ng,re liabilit y
centredmaintenance,risk basedinspection,total
PAS55-1indicatesthat good assetmanagement productivemaintenance,cosVriskoptimization,etc.
requirescoherentdirectionand guidancefrom However.it is essentialfor organizationsto recognize
top managementand deliveryby appropriately that good assetmanagementcannot be achieved
empoweredand competentemployees.Unlessa successfully through the use of thesetools alone,
clearlyarticulatedorganizationaldirectionand set of and no singlesuchtool can address,control or solve
prioritiesare provided,it is very difficult to determine al l the probl ems.
how bestto managethe assets. Conflictingpriorities
and messages, and/orthe lack of staff understanding 0.5 Asset-relatedrisks
of suchaspirations, or the lackof cross-functional
Where possible,performancerequirementsand
collaborationto deliverthem, can lead to inefficient
significantrisks,suchas assetfailure, need to be
and ineffectiveworking and wastedeffort and
quanti fi edi n fi nanci altermsto enabl el i ke-for - like
resources, as well as considerable frustrationand
comparisonand for the associated expenditureto
de-motivation.For someorganizationsthis may require
be set accordingly.For example,in some instancesit
a changein culture,new behavioursand waysof
could be more costeffectiveto allow an assetto run
t hink ing.T h e rea re ,th e re fo re ,a n u mb e ro f i mportant
to failure,whilst in other casesan increasein
"enablers"for good assetmanagement(explained
maintenanceexpenditureor capitalinvestmentmight
further in 4.4).Thesehavea significantinfluenceon
be more appropriate.lt is not alwayspossibleto place
the effectivenessand efficiencyof an asset
a direct monetaryvalue on the risksor performance
managementsystemand include:
associated with assetrelatedexpenditure. However,
. structure,authorityand responsibilities;
organi zati ons can do so i ndi rectl yby turni ng th e
. outsourcingof assetmanagementactivities; questi onaroundand aski ng,for exampl e," W hat
. training,awarenessand competence; would we be preparedto pay to avoid harm to our
r communication,participationand consultation; reoutati on?" .

r assetmanagementsystemdocumentation;
0.6 Sustainability
. informationmanagemenU
S ustai nabldevel
e opmenti s an i ncreasi ngliympor t ant
. riskmanagement; w i thi n thi s overal lcontext.In this
consi derati on
. legaland other requirements; respect,sustainabledevelopmentis concernedwith
. m anageme not f c h a n g e . ensuringan appropriatelylong-termapproachto
economicactivity,environmentalresponsibilityand
socialprogress.Thisis set out more fully in 85 8900.
0.4 Decisionmakingin assetmanagement
Good decisionmaking is alsovital in joined-upasset The reasonsfor this increasingimportancecan be
management.Thisrequiresadequateinformation found in the strong linksbetween effectiveasset
about the assetsand their associated strengths, managementand long-termsustainabilityin several
weaknesses, opportunitiesand threats.In particulal manifestations:
it is importantto understandthe relationshipbetween
. Effectivemanagementof a nation'sinfrastructureis
assetmanagementactivitiesand their actualor
an underlyingcomponentof successful economies.
potential effect upon short-term and long-term costs,
Without appropriatedevelopmentof this

vtl 2008
@ BSI September
 PAS55- 2:2008

inf r as t r uc t uroev e rti me , th e e c o n o myw i l l s u ffer. . H avew e gi vendue consi derati on to the other
. A s s etm anagin go rg a n i z a ti o ncsa n h a v ea h u g e aspects of the organi zati onthat affectour asset
im pac ton t he e n v i ro n m e n t. T h i si s tru e fro m the managementpl an(s), suchas peopl e,know l edge,
v iewpointof t h e ra w ma te ri a l sth e y c o n s u me fi nanceand i ntangi bl eassets? C onversel havey, w e
( whet herit is w a te r re s o u rc e sfo, s s i lfu e l so r o ther consi dered the i mpactof our assetmanagement
r aw m at er ialsu s e d )o r th e e m i s s i o nre s l e a s e di n the plan(s)on theseother aspects?
constructionand operationof theseassets(both in . D o w e revi ewthe appropri ateness of our asset
t he f or m of wa s tem a te ri a l sa n d g re e n h o u s e gases managementstrategyi n the l i ght of changesi n th e
t hat m ay c ont ri b u teto c l i m a tec h a n g e ). operati ng,regul atoryand fi nanci alenvi ronment?
. P hy s ic al a s s e tsp ro v i d ea fo u n d ati on
I nf r astru c tu re . A re w e conti nual l yi mprovi ngour assetmanagement
s t oneof s oc ie tadl e v e l o p m e n t, d e l i v e ri n gp o w er and systemperformance, and real i zi ngthe benefi tsof
war m t h,wat er a n d s a n i ta ti o na, n d th e b u i l d i ng the i morovements? D o w e know w hat and w here
s t r uc t ur esand tra n s p o rtl i n k sth a t a l l o w s o c i e tyto improvementswill be most effective?
f lour is h.A s s uc h ,p h y s i c aal s s e tsa re a k e y e n a bl er . D o w e havethe necessary assetmanagementpol icy,
f or m anys oc ia sl tru c tu re sM. u c h o f th i s i n fra s tructure strategy and pl an to ensurethat w e manageour
is of long lif e a n d d e l i v e rss e rv i c efro m o n e assetsi n a sustai nablw e ay?
gener at iont o th e n e x t,h e l p i n gto e n s u reth a t
. D oesour approachto sustai nablmanagement e of
t hes es oc iet als tru c tu re a s re e n d u ri n g .
the assets take appropri ateaccountof the needs
of our stakehol ders and are w e open i n our
0.7 Assetmanagementchallenges
communi cati on w i th thesestakehol ders?
l n or dert o ac hie v ei ts o rg a n i z a ti o n asl tra te g i cpl an . A re the w orki ng condi ti ons, ski l l sand w el l bei ngo f
and pr ov idet he a s s u ra n ciets s ta k e h o l d e rs s e e k,an
our empl oyees and contractedservi ceprovi ders
or ganiz at ionne e d sto a s k ,a n d to b e a b l eto a n sw er,
gi venappropri ateconsi derati on?
the f ollowing k e y q u e s ti o n s :
. A re w e opti mi zi ngour assetmanagementproces s( es)
. Do we k now w h a t (e x i s ti n ga) s s e ts w e h a v e ,w here
and/orprocedures i n the l i ght of the l atest
t hey ar e,what c o n d i ti o nth e y a re i n , w h a t fu n cti on
devel opments i n technol ogyand i nnovati on?
t hey per f or ma n d th e i r c o n tri b u ti o nto v a l u e ?D o w e
. C anw e answ eral l of thesequesti onsconfi dentl y,
k now t he qual i tyo f th i s i n fo rm a ti o n ?
w i th a cl earaudi t trai l . and demonstrate
the answer s
. Do we k now w h a t w e w a n t fro m o u r a s s e tsi n the
to our stakehol ders?
s hor t ,m ediuma n d l o n g -te rm?
. Canour as s et d s e l i v e ro u r a s s e tma n a g e me nt
objectivescost effectively?
. A r e we get t ingth e mo s tv a l u efro m o u r a s s e tsT (H ow
c ouldwe get m o re v a l u efo r m o n e yfro m th e m ?)
. Do we hav een o u g hc a p a b i l i ty(o r o v e r c a p a c i ty)i n
our assetportfolio?Havesome assetsor assetsystems
bec om er edun d a n t,u n d e ru s e du, n p ro fi ta b l eo r
too expensive?
o A r e we c onf id e n tth a t th e ri s k so f o u r a s s e ts causi ng
har m t o peopl ea n d th e e n v i ro n me nat re to l erabl e
and at or ganiz a ti o n a l /l e g aal l cy c e p te dl e v e l s?
. ls our as s et - r e l a teedx p e n d i tu re(c a p i ta il n v e stment
and oper at ingc o s ts i)n s u ffi c i e n t,e x c e s s i voer opti mal
s e a s s e tp o rtfo l i o?
and c or r ec t lya s s i g n e da c ro s th
r Canwe r eadil ye v a l u a teth e b e n e fi ts(p e rfo rm ance,
r is kr educ t ionc, o mp l i a n c es,u s ta i n a b i l i tyo)f p roposed
wor k or inv estme nat n d , c o n v e rs e l yq,u a n ti fythe
t ot al im pac tt o th e o rg a n i z a ti o no f n o t p e rformi ng
s uc hwor k , not i n v e s ti n go r d e l a y i n gs u c ha c t i ons?
. A r e we allowi n gfu tu re p ro b l e m sto d e v e l o p(such
as per f or m an c e d e te ri o ra ti o nri, s k s e
, x p e n d i ture
r equir em ent si n ) o u r e ffo rtsto o b ta i n s h o rt-t erm
gains ?

@ B 5 l S e c:q ^'c:' V III

PAS55-2:2008

0.8 Typesof assets

This PASis focussedprimarilyon the managementof thei r organi zati onalperformance. S uchorgani zat ions
physicalassets,and other assettypes are therefore shoul drecogni zethat al l assetsw i l l needto be
only consideredin this PA5insofaras they affect the managedi n an i ntegratedand hol i sti cmanner.
optimal managementof the physicalassets. These
interdependences are extremelyimportant in the For exampl e:
holisticdeliveryof assetmanagementobjectives . human assets:the behaviours,knowledgeand
a nd, ult im at ely,t h e o rg a n i z a ti o n asl tra te g i cp l an. competenceof the workforce have a fundamental
Theseassettypes,the scopeof PAS55, and the vital influenceon the performanceof the physicalassets;
understandingof businesscontext are illustrated . financialassets:financialresourcesare requiredfor
in Figure2. The assetmanagementsystemshould
infrastructureinvestments,operation,maintenance
r ec ogniz es uc hin te rd e p e n d e n c i easn d m a k e
and materi al s;
a ppr opr iat epr ov i s i o nfo r th e i n d i re c t" e n a b l e rs"that
. information assets:good quality data and
a r e r equir edt o o p ti m i z eth e v a l u eo f p h y s i c aassets.
l
C onv er s elyor, ga n i z a ti o nth
s a t a re h e a v i l yd e p e ndent i nformati onare essenti al
to devel op,opti mi zean d
upon phy s ic alass e tss h o u l da l s ore c o g n i z eth a t i mpl ementassetmanagementpl an(s);
def ic ienc iesin t h e m a n a g e m e not f o th e r a s s e typest . intangibleasset3;the organization'sreputation and
may have a profound impacton the overallor long- i magecan havea si gni fi canti mpacton i nfrastru ct ur e
ter m per f or m an c eo f th e i r p h y s i c aal s s e tsa n d thus investment,operatingstrategiesand associatedcosts.

Figure2 - Focusand business

contextof this PASin relationto the other categoriesof assets

Vital context: businessobjectives,policies,regulation,

p er f or m anc er eq u i re m e n tsri, s k m a n a g e m e n t

guman ossots
lmportant interface:motivation,
c om m unic at ionro , l e sa n d
res pons ibi
Iit ies ,kn o w l e d g e ,
lead e rs h i pte
e x per ienc e, . a mw o rk

/^\
lmportant interface:life cycle -)\
costs,capitalinvestmentcriteria,
&
(r) o
.a
operatingcosts,value of asset ,a
o
3o
oerformance
t.
IE
.E o
:t
c(o o
6
c 6
9, a
q

lmportant interface:reputation,
image,morale,constraints,
socialimpact
/atangible
assete
lmportant interface:condition,performance,
activities,costsand opportunities

IX @ BSI Seoternber
2008
 PAS55- 2:2008

0.9 The assetmanagementsystem

A n int egr at edas s e tma n a g e me nst y s te mi s v i ta l for systems)and contri buti onsof val ue(aspart of
or ganiz at ions t ha t a re h e a v i l yd e p e n d e n tu p o n the organi zati on'portfol
s i o)are managedi n a
p hy s ic alas s et sin th e c re a ti o no r d e l i v e ryo f th e i r coordi natedand consi stent manner;
servicesor products.Largenumbersof assets, or . al l partsof the organi zati onunderstandand use
diversitycharacteristics of assetsand assetsysrems, the sametermi nol ogyi n rel ati onto the assets,
p ar t ic ular lyin an e n v i ro n me n o t f c o n fl i c ti n g thei r componentsand thei r assetsystemgroupi ngs
s t ak eholderex pe c ta ti o n sfu, rth e r i n c re a s e th e or aggregati ons.
i mpor t anc eof ha v i n ga s y s te ma tiacp p ro a c hto
m anagingt he as s e tp o rtfo l i o . A s expl ai nedi n P A 555-' 1, thi s hi erarchybri ngs
chal l enges and opportuni ti esat di fferentl evel s.
T her ear e dif f er e n tl e v e l sa t w h i c h a s s e tu n i tsc a n For exampl e,di screteequi pmenti temsmay have
be ident if iedand ma n a g e d- ra n g i n gfro m d i s c rete i denti fi abl ei ndi vi duall i fe cycl esthat can be opti mized,
e quipm entit em so r c o m p o n e n tsto c o mp l e xfu n cti onal w hereasassetsystems may havean i ndefi ni tehori zon
' systems,networks,sitesor diverseportfolios(seeFigure
of requi redusage.S ustai nabi l i ty consi derati ons
should,
3 ) . M any or ganiz a ti o n isd e n ti fya s s e tsa s e q u i p m ent therefore,be part of opti mi zeddeci si onmaki ng A
unit s( s om et im ere s fe rre dto a s " m a i n te n a n c e
l argerorgani zati onmay al sohavea di verseportfolio
s ignif ic antit em s "- th e u n i t a t w h i c h m a i n te n ance of assetsystems, eachcontri buti ngto the overal lgoals
tas k sor wor k or d e rsa re d i re c te d ).w h e re a so th ers of the organi zati on,but presenti ngw i del ydi fferent
us et he t er m t o d e s c ri b efu n c ti o n a ls y s te ms o r even i nvestmentopportuni ti es, performancechal l enges
i n t egr at edbus in e s us n i ts .l t d o e sn o t ma tte ra t what and ri sks.A n i ntegratedassetmanagementsystem
s uc hlev elan as s e tu n i t i s i d e n ti fi e d ,p ro v i d e dthat: i s thereforeessenti al to coordi nateand opti mi zethe
r t he or ganiz at i o n 'gso a l sa n d s tra te g i cp ri o ri ti e sare di versi tyand compl exi tyof assetsi n l i ne w i th the
dir ec t lyr eflec te di n th e a s s e tm a n a g e m e n pt l a n(s); organi zati on'obj s ecti ves and pri ori ti es
. t he as s etlif e c y c l ec o s ts ri, s k sa n d p e rfo rm a n c eare
c ons ider ed and o p ti mi z e d .(T h i sw i l l u s u a l l yre qui re The assetmanagementfocusw i l l tend to di ffer at the
definit ion of c l e a ra s s e tb o u n d a ri e sfo r me a s u ri ng vari ousl evel sof asseti ntegrati oni n an organi zatl o n.
per f or m anc e, li fe c y c l ee x p e n d i tu reas n d a ttri buti ng Fi gure3 show sexampl esof pri ori ti esthat mi ght be
as s oc iat ed r is k s .); evi dentat the di fferentl evel sof asseti nteoratton
. t he aggr egat io n o and management.
s f a s s e ts(th ro u g hi n te g ra tedasset

Fig u r e3 - Le velsof assetsand their ma n a g e me n t

T y pic alpr ior it i e sa n d c o n c e rn s

PAS55 Asset
Capit alinv es tme not p ti mi z a ti o n managem enr
planning
and s us t aina b i l i ty system

i ned perfo rm a n c e .
S us t a
c os tand r is ko p ti m i z a ti o n

O pt im iz elif e
c y c leac t iv it ie s Renew/
Maintain dispose

@ B S I i e :-=-:. ''L c -
P A S5 5 - 2 :2 0 0 8

l ncreasi nglstakehol
y, (suchas customers,
ders the
publ i c,regul atorsand sharehol ders) are seeki ng
assurance that the assetmanagementsystemw i ll
deliversafety,continuityof serviceand financial
performance. Organi zati ons are evermore sensit iveto
the i mpactthat adversepubl i copi ni onand nega t ive
publ i ci tycan haveon thei r busi ness w hen assetsor
assetsystems fai l . For most organi zati ons,
therefor e,
establ i shi ng, i mpl ementi ngand mai ntai ni nga for m al
assetmanagementsystemi s i ncreasi nglbecom y ing
a necessi ty ratherthan an opti on,and P A 555 ca n
faci l i tatethi s.

A n assetmanagementsystemi s pri mari l ydesi gn edt o

supportthe del i veryof an organi zati onal strate gic
pl an,i n turn ai mi ngto meet the expectati ons of a
vari etyof stakehol ders. The organi zati onal strat egic
pl an i s the starti ngpoi nt for devel opmentof the asset
managementpol i cy,strategy,obj ecti ves and pl ans.
These,i n turn, di rectthe opti malcombi nati onof
l i fe cycl eacti vi ti es
to be appl i edacrossthe di verse
portfolio of assetsystemsand assets(in accordance
condi ti onand performance) .
w i th thei r cri ti cal i ti es,
Thistop-down connectivethread is a key feature of
an assetmanagementsystem- the cl ear" l i ne of sight "
from organi zati ondi recti onand goal sdow n to
i ndi vi dualday-to-day
, acti vi ti es.
S i mi l arl y,
the bot t om -
upwardsmonitoringof assetcharacteristics, problems,
ri sksand opportuni ti esshoul dprovi dethe factu albasis
for adj usti ngand refi ni ngreal i sti cassetmanage m ent
strategi es and pl ans,through a process of conti nual
i mprovement.Furthermore, suchassetmanagement
real i ti esshoul di nform and i nfl uencethe expec t at ions
of stakehol ders and the asoi rati ons of the
organi zati onal strategi cpl an.

The operati onalel ements(Fi gure4 show ssuchtypical

el ements)and processes of an assetmanageme nt
systemshoul dbe devel opedto enabl esuch
connecti vi ty,
i ntegrati on,total val ueopti mi zation
and conti nuali morovement.

- @ B5l Sec l e mb e r 2 C 0 8
 PAS55-2:2008

Figure4 Typicalelementsof an assetmanagementsystem

-+>

I Assetmanagementobjectives
are tightly linkedto asset
managementstrategy

Developingassetmanagement
strategy,objectivesand plan(s)is
normallyan iterativeprocess

Long term assetmanagement

pl anscan be for i ndi vi dualasse t s
or more integratedassetsystems

Assetmanagementenablersand
control si nfl uenceand appl yto
all of the other elementsof an
assetmanagementsystem

Continualimprovementcan
re s u l ti n c h a n g e sto a ny
elements,suchas asset
managementobjectivesor even
the organizationalstrategicplan

N ew assetmanagementrel ated
methodsand technol oqi es

O BS I S e p te mb e r2 0 0 8 xil
lhe re rs no e x plic it r equir em ent f or t hes e elem e n l s t o
r]e dccr* ime ntecsl epar at ei, ; ,and t he r equir em e n t s o {
p AS 5 5- l c.rn be ac hiev ed t hr or r qh doc um ent s t h a t
are n ot e xci{- r s ivteo as s et m anar J em ent Howe v e r . t h e
cir:cume nta tiondes c r ibing holv phy s ic alas s e t s\ , v i l lb e
rr,tn actedto ac h: ev e t f r e or gar : iz at r onals t r at e g i c p l a r r
n ee ds ro b e ad equat ely inf or m at iv e and unam b i g u o u s
Tl'reasse tman ager nent polr c , l;in , par t ic ular , r n a n d a t e s
the cjire ctro n,pr inc iples and abs c lut e r equir e n i e n t s ,
a ncj is n re y dr iv er f or t he as s et m anagem ent s y s t e m "

O B5l i"i)i,'t i)t | 7.)it.

 PAS55- 2:2008

1 Scooe
Thi spart of P A S55 (P A S55-2)provi desgui del i nes
for the appl i cati onof the requi rementsspeci fi edi n
P A S55-1.l t provi desgui danceon the establ i shment ,
i mpl ementati on,mai ntenance and i mprovementof a n
assetmanagementsystemand i ts coordi nati onw i th
other managementsystems.

P A S55-2doesnot prescri bemandatoryapproaches,

methodsor tool sfor the i mpl ementati onof
the requi rements of P A S55-1,but rather ai ds
understandi ng and i mpl ementati onby meansof
exampl esand i l l ustrati ons.

Thi spart of P A S55 doesnot createany addi ti onal

requi rements to thosespeciifed i n P A S55-1

publications
2 Reference
Thereare no normati vereferences at present
(i .e.references i ndi spensablto
e the ful l compl rance
w i th thi s P A S ).

Informati vereferences (i .e.publ i cati onsthat provi d e

i nformati onor gui dance)are l i stedi n the B i bl i ogra phy
For dated references, onl y the edi ti onci ted appl i es .
For undatedreferences. the l atestedi ti on of the
referenceddocument(i ncl udi ngany amendments)
appl i es.

3 Terms
and definitions
For the purposesof thi s part of P A S55, the termsand
defi ni ti onsgi ven i n P A S55-1appl y.

O BSI Seor=-r',
PA S5 5 - 2 :2 0 0 8

4 Assetmanagement
systemrequtrements
4.1 Generalrequirements
4.1.1Assetmanagementsystem
T he or gani z a ti o ns h a l le s ta b l i s hd, o c u m e n t, Organizationsseekingto establishassetmanagement
im plem en t,ma i n ta i na n d c o n ti n u a l l yi mp rovean systemsthat conform to PAS55-1shouldfollow the
assetmanagementsystemin accordance with the recommendati ons and gui danceprovi dedbel ow.
r equir em e n ts
o f th i s P AS .
a) The organi zati onshoul destabl i shand mai ntainan
T he or gani z a ti o ns h a l ld e fi n ea n d d o c u m e ntthe assetmanagementsystemthat conformsto all of
scopeof its assetmanagementsystem. the requirementsof PAS55-1.Thisshouldalso assist
the organizationin meeting legal,regulatory
Where an organizationchoosesto outsource statutoryand other assetmanagementrelated
any aspectof assetmanagementthat affects requi rementsthat are appl i cabl eto i t.
conformityto the requirementsof Clause4 of
b) The levelof detail and complexityof the asset
t his P A St,h e o rg a n i z a ti o ns h a l le n s u rec o ntrol
managementsystem,the extent of documentation
over suchaspectsin accordance with the
and the resources devotedto it are dependenton
r eouir em e n ts o f 4 .4 .2 .
the si zeof the organi zati onand the natureof it s
NOIE Ihrs PASrequiresthat arganiza(ions establish, activities.The systemshould be of appropriate
imple,nenrand maintainan asserr;]anagenentpolicy, depth,detai land coverageto enabl ethe
and plans.Figure 5 ///usfrates
strateg'i,obyecrives rhe organi zati onto meet al l of the requi rements
of
reial;onsn,pbefweenthe organzaticnalsfraregrc p/an
P A s55-1.
rird ineseeiementsof the assel,rnJnaoe,rnent
syste/T).
call thisan Assetlt4anagenent
NOIE Someorganizations
Regimeor an AssetManagementBusiness i'rlodei
The aboverequirementis a generalstatement c) An organizationhasthe freedom and flexibilityto
c onc er ning t h e e s ta b l i s h me natn d ma i n te n a nce of an define the boundariesof the assetmanagement
as s etm anage me nst y s te mw i th i n a n o rg a n i zati on. systemand may chooseto implementPAS55-1with
" E s t ablis h"im p l i e sa l e v e lo f p e rma n e n c ay n d the respectto the entire organization,or to specific
s y s t ems houldn o t b e c o n s i d e re e d s ta b l i s h ed
unti l al l operati ngsystems or uni tsof the organi zati on.
it s elem ent sh a v eb e e nd e mo n s tra b l iymp l e m ented. However,careshouldbe taken in defining the
" M aint ain" imp l i e sth a t, o n c ee s ta b l i s h e dth, e system boundariesand the scopeof the assetmanagement
c ont inuest o o p e ra tea p p ro p ri a te l -y th i s re qui res system.The scopeof the assetmanagementsystem
activeeffort on the part of the organization.Many shouldcoverthe full portfolio of assetsthat
systemsstart well but deterioratedue to lackof are requiredfor the successful deliveryof the
reviewand maintenance.Severalelementsof PAS55-1 strategi cpl an and not excl udeany
organi zati onal
(suchas performanceassessment and improvement4.5, assetsor assetsystemsthat are criticalto the
and managementreview4.7) are designedto ensure busi nessgoal s.
activemaintenanceof the assetmanagementsystem.
d) lt is likelythat the organization'sassetmanagement
systemdraws upon processes alreadyin existence
A n or ganiz ati o ns e e k i n gto e s ta b l i s h a n a s s et
and controlledwithin its quality,environmental
managementsystemthat conformsto PAS55-1
and health and safetymanagementsystems, etc.
s houlddet er mi n ei ts c u rre n tp o s i ti o nw i th re gardto
While there is no need to establisha separateasset
its assetmanagementby meansof a review(see4.1.2).
managementsystemin suchcases,careshould be
I n det er m ini n gh o w i t w i l l fu l fi l th e re q u i re ments
taken to ensurethat processes work together to
of P A S55- 1,t h e o rg a n i z a ti o ns h o u l dc o n s i derthe
form an effectiveoverallsystem,and that there
conditionsand factorsthat affect,or could affect,its
is effectivecontrol of this entire systemby the
as s etm anage m e n t; w h a t p o l i c i e si t n e e d s a. n d how
rel evantmanagementand other personnel .
it will m anag ei ts a s s e tma n a g e me nri t s k sT . he l evel
of detail and complexityof the assetmanagement
4.1.2ReviewagainstPAS55-1
system,the extent of the documentation,and the
resources devotedto it, are dependenton the nature A n organi zati onseeki ngto devel opand i mpl em entan
(size,structure,complexity)of an organizationand assetmanagementsystemwhich conformsto PAS55-1
its activities. shouldconducta reviewto comparethe organization's
current managementof its assetsagainstthe
requirementsof PAS55-1and determinethe extent to

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er
 PAS55- 2:2 008

w hic ht hes er equi re me n ts a re b e i n g m e t o r w h e ther . i denti fi cati onand eval uati onof the asset
i m pr ov em entcsan b e m a d e .S u c ha re v i e ws h o u l d managementri sksfacedby the organi zati on;
ma pt he r equir em e n ts o f PA S5 5 -1a g a i n s tth e . exi sti ngassetmanagementpracti ces, process(es)
s i s ti n gb u s i n e sps ro c e s s eto
o r ganiz at ion'ex s i d e nti fy and/orprocedure(s);
a l ignm ent sand/ o rv a ri a ti o n si n te rm i n o l o g yb e tween . the performanceof the assetsand assetsystems
th e t wo.
(i ncl udi ngsui tabi l i ty,
uti l i zati on,condi ti on,l ongev it y
and costs);
Th e r ev iewwill pro v i d ei n fo rma ti o nw h i c h a n
o rganiz at ionc an u s eto i d e n ti fyi f th e re a re a n y . feedbackfrom the i nvesti gati on of previ ous
e xis t inggapsin t h e a s s e tm a n a g e m e nst y s te mw ith i nci dents, acci dents and emergenci es;
re s pectto t he P A S5 5 -1re q u i re m e n tsa,n d w i l l r rel evantmanagementsystems, competenci es and
'g u idet he or ganiz a ti o ni n (i nternaland external ).
fo rmu l a ti n gp l a n sfo r avai l abl eresources
i mplem ent ingand p ri o ri ti z i n gi m p ro v e me n tsN. ote,
h o wev el t hat c om p l i a n c ew i th a l l th e re q u i re ments of A sui tabl eaporoachto the revi ewcan i ncl udethe
PA S55- ' lr epr es e n ts
th e mi n i mu ms ta n d a rdth a t shoul d useof checkl i sts,
i ntervi ew s,
di recti nspecti onand
b e r egar dedas go o d a s s e tm a n a g e m e n pt ra c ti ce- i t measurement, resul tsof previ ousmanagementsyste m
d o esnot r epr es e n "t b e s t p ra c ti c e " a, n d s h o u l dn ot be audi tsor other revi ew sdependi ngon the natureof
se enas a lim it ingg o a l (s o meo rg a n i z a ti o n m s a y need the organi zati on'acti
s vi ti es.
W hereassetmanagem ent
o r wis ht o ex c eedth e re q u i re me n ts o f P AS5 5 -1in processes al readyexi st,they shoul dbe revi ew edfor
their m anagem e not f a s s e ts ). adequacyagai nstthe requi rements of P A S55-1.

Theaim of a r ev ie ws h o u l db e to c o n s i d e h r o w del i very It i s emphasi zedthat a revi ewagai nstP A S55-1i s not
o f t he or ganiz at i o n asl tra te g i cp l a n i s s u p p o rte dby, a substi tutefor the i mpl ementati onof the structured,
a n d r ef lec t edin t h e d e s i g no f, th e a s s e tm a n a g e ment systematiapproach
c to assetmanagementand
sys t emA. n or gan i z a ti o ns h o u l dc o n s i d e r,b u t n o t l i ml t adopti onof conti nuali mprovementprocesses as
i ts elft o, t he f ollow i n g i te msw i th i n i ts re v i e w : descri bedi n 4.6 and 4.7.H ow ever,a peri odi crevi ew
. the or ganiz at io n asl tra te g i cp l a n ; can provi deaddi ti onali nputsto the pl anni ngof
the<o nrnrp<<a<
. l egal,r egulat or ya n d o th e r ma n d a to ryre q u i rements;
PAS55-2:2008

4.2 Asset management policy

Organizationsseekingto implementthe requirements
T he or gan i z a ti o n 'to
s p ma n a g e me n st h a l l of PAS55-1on assetmanagementpolicy,should
authorize an overallassetmanagementpolicy. considerthe recommendationsand guidanceprovided
below;
T he polic ys h a l l :
a) The assetmanagementpolicy playsa leading part
a) be derivedfrom, and be consistentwith, the in driving the assetmanagementsystem.The asset
or ganiz a ti o n asl tra te g i cp l a n ; managementpolicy is a meansfor top management
b) be appropriateto the nature and scaleof the to communicateto its managers,employeesand
organization'sassetsand operations; stakeholdersthe organization'sposition and
c) be consistentwith other organizationalpolicies; intentionswith regard to assetmanagement.lt
providesa high level statementof the organization's
d) be consistentwith the organization'soverall
principles,approachand expectationsrelating to
risk managementframework;
assetmanagement.The assetmanagementpolicy
e) providethe framework which enablesthe asset should be seenas the same level of commitment as
managementstrategy,objectivesand plansto an organization'ssafety policy.
be producedand implemented;
For exarnple,the policy might start with the
f) includea commitment to comply with current fol l ow i ng:
applicablelegislation,regulatoryand statutory
We are committed to maximizing the return on
requirementsand with other requirementsto
our shareholder'sinvestmentsthrough providing
which the organizationsubscribes;
high value servicesto our customersin a legally and
g) clearlystate the principlesto be applied,such environmentallycompliant and sustainablemannea
as t he o rg a n i z a ti o n ' a
s p p ro a c hto h e a l th and without compromising the health and safety of our
safetyor sustainabledevelopment; employees,customersor the public. We shall achieve
h) inc ludea c o m m i tme n tto c o n ti n u a l thi sby ...
improvementin assetmandgementand asset The assetmanagementpolicy providesthe
managementperformance; framework around which the assetmanagement
i) be doc u me n te d i,mp l e m e n te da n d m a i ntai ned; strategy,objectivesand plansare developedand
j) be communicatedto all relevantstakeholders. i mpl emented.The assetmanagementpol i cyshould
includingcontractedserviceproviders,where be drafted in such a way as to be consistentwith the
there is a requirementthat these personsare organi zati on' overal
s lapproachto ri sk man agem ent .
made aware of their assetmanagement b) Top managementshoul darrangefor the pr oduct ion
policy-relatedobligations; of the assetmanagementpolicy.The stepsto
k) be reviewedperiodicallyto ensurethat it formi ng, i mpl ementi ngand mai ntai ni ngthe asset
remainsrelevantand consistentwith the managementpolicy would typicallybe as follows:
organizationalstrategicplan. .ldentify the requirementsof the organizational
NOTE 1 Organizationsmay chooseto havea detailed strategicplan in terms of how it will be achieved
assetmanagementpolicy for internaluse which should through the managementof the physicalassets,
providesufficientinformation and direction to drive and the pri nci pl esthat shoul dbe appl i ed.These
fhe assetmanagementsystem(partsof which may be should reflect the requirementsand potentially
confidential)and havea summarized(non-confidential) conflictingexpectationsof the organization's
versionfor emination to its stakeholders. , stakeholders,
.The assetmanagementpoliry should clearly
NOTE2 Organizationsmay also have one or more
functional policiesrelating to specificasset define how it facilitates,supportsand enables
managementactivities,such as capitalinvestment, achievementof the organization'svision,mission
operation,maintenanceor contracting lt is essential, and businessobjectivesand align with the
however,that alignment is maintainedbetween organization'sother policies(suchas safety and
suchfunctional policiesand the overall asset environmentalpolicies).lt should considerrisks,
managementpolicy. objectives,strategy. constrai nts, bou nd aries,
timescalesand responsibilities.
.ldentify all legal, regulatory,statutory and other
top managementdesignated,mandatory asset
managementrequirements(i.e. it is usualto

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2008
 PAS55- 2:2 008

inc ludea c om p l i a n c es ta te me n ti n th e a s s e t Thereforei t w oul d be prudentto have i t revi ew e d

m anagem entp o l i c y ). by a personw ho i s competenti n l egal matters
. Dev elopand a g re eth e d ra ft a s s e tm a n a g e m ent d ) A dherenceto the assetmanagementpol i cyi s
polic yat t op m a n a g e m e n tl e v e l .e n s u ri n gi t i s f undamentalto the effecti ve,effi ci entand safe
c ons is t entwit h th e o rg a n i z a ti o n asl tra te g i cpl an. managementof an organi zati on.Top managem ent
. Dis c ustshe dr a ft p o l i c yw i th th e o rg a n i z a ti o n' s shoul dthereforeprovi deadequatearrangemen t s
r elev antm ana g e rse, mp l o y e e sa n d o th e r (suchas resources, communi cati on, faci l i ti es,
s t ak eholder sA. me n d a c c o rd l n g l yto a c h i e v ean supervi si on
and trai ni ng)to ensurethat the asset
appr opr iat ele v e lo f c o n s e n s u s . managementpol i cyi s adheredto.
. E ns ur et he po l i c yi s w o rd e d i n a fo rm a n d s t yl e e) It i s i mportantthat, rvhendevel opi ngi ts asset
t hat c an be un d e rs to o db y a l l th o s eto w h o m i t managementpol i cy,an organi zati onconsi ders
is t o be c om mu n i c a te d . the i ssuesof sustai nabl devel
e opment- an
. Com m unic at e enduri ng,hol i sti capproachto economi cacti vi ty,
th e a s s e tm a n a g e m e n tp o l i c yt o
envi ronmentalresponsi bi l i ty and soci alprogress
t he r elev antm a n a g e rse, mp l o y e e sa n d o th e r
It shoul dal soconsi derhow i t can mai ntai nan
s t ak eholder sTh . i sc a n b e a c h i e v e db y p o s ti ngthe
appropri atetrade-offbetw eenl ong- and short-t er m
doc um enton n o ti c eb o a rd s .i n tra n e t,i n te rn er
requi rements. The grow i ng i mportanceof cl i mate
and by f ac e- t o -fa c ae c ti v i ti e s u c ha s b ri e fi n gs,
changeand i ts associ ated ri sksshoul dnot be
m eet ingset , c . M a n y o rg a n i z a ti o n ds i s p l a yth e
underesti mated i n doi ng so
polic ypr om in e n tl yw i th i n th e i r p re m i s e sOthers
,
us eelec t r oni cme a n s ,e .g , v i a a n i n tra n e t.T h e f ) The assetmanagementpol i cyshoul dbe regul arly
v is ibleendor s e m e not f to p ma n a g e me n it s revi ew ed,at a f requencydetermi nedby the
im por t antin a c h i e v i n gth e a p p ro p ri a tel e v e lof organi zati on,and fol l ow i ngsi gni fi cantchangesto
at t ent ionand c o m m i tme n t. the operati onalcontextof the organi zati onl ssu es
r E ns ur et hat t h e a s s e tm a n a g e m e n tp o l i c yh a sbeen i denti fi ed shoul dbe addressed and changes,w her e
appropri ate,shoul dbe i mpl emented.Theserevi ei, vs
c om m unic ate d to a l l re l e v a n tp e rs o n n e la, n d that
servetw o purposes:
it hasbeen un d e rs to o da n d a c c e p te di,.e .c heck
. to ensurethat the assetmanagementpol i cyi s
under s t andin g th ro u g h o u tth e b u s i n e s s ,
. E ns ur et hat t h e a s s e tm a n a g e m e n tp o l i c yre mai ns currentand effecti ve;
r elev antand i s b e i n g c o mp l i e dw i th l t i s e s senti al . to ensurethat the pol i cyi s conti nuousl yi mpro,, ed
t hat t he a5s e tma n a g e me n tp o l i c yre ma i n s" a l i ve" i n appropri atef e c;
i n l i ght of devel opments
and r elev antto th e c h a n g i n gi n fl u e n c e so f suchastechnol ogy,operati ons,assetcare
bus inesdr s iv e rsa n d o b l i g a ti o n s techni ques. etc.
c) A polic ys t at em e n tc o u l d b e u s e di n a c o u rt o f l aw ,
eit her in f av ou r o f th e o rg a n i z a ti o no r a g a i n sti t

O B S I :e r.'= ,l : 2 l .o
PAS55-2:2008

4.3 Asset managementstrategy,objectivesand plans

4.3.1Assetmanagementstrategy

T he or ganiz a ti o ns h a l le s ta b l i s hd, o c u m e n t, be reviewedperiodicallyto ensurethat it

im plem enta n d m a i n ta i na l o n g -te rma s s et remainseffectiveand consistentwith the
m anagem e nst tra te g yw h i c h s h a l lb e a u th ori zed assetmanagementpol i cyand organi zati o nal
by t op m ana g e me n t. strategi cpl an and w i th other organi zati on al
NOTEThetime horizon for a long-term asset policiesand strategies.
managementstrategywould normallybe aligned
strategicplan.
wrth that of the organizational
Organizationsseekingto implementthe requirements
of PAS55-1on assetmanagementstrategy,should
The strategyshall:
and gui danceprovided
consi derthe recommendati ons
a) be derivedfrom, and be consistentwith, below:
the assetmanagementpolicyand the
a) The assetmanagementstrategyshould set out how
or ganiz a ti o n asl tra te g i cp l a n ;
the assetmanagementpol i cyw i l l be achi eve d.lt
b) be consistentwith other organizational i s the co-ordi nati ngmechani smfor ensuri ngthat
policiesand strategies, activitiescarriedout on physicalassetsare aligned
c) identify and considerthe requirementsof to optimallyachievethe organizationalstrategic
relevantstakeholders; pl an.Thi srequi resa hi gh l evelpl an or schem ef or
d) considerthe life cyclemanagement convertingthe assetmanagementpolicy into specific
requirementsof the assets; assetmanagementobjectivesand activityplans
acrossthe whole assetportfolio.
risks(see4.4.7),
e) take accountof asset-related
assetand assetsystemcriticalities; b) The assetmanagementstrategyshould describe,
at a hi gh l evel ,the mechani sms for achi evi ngt he
f) identifythe function(s),performanceand
requirementsof PAS55 throughout the activities
conditionof existingassetsystemsand
of the busi ness (i ncl udi ngthe methodsof
criticalassets;
prioritization,optimization,sustainabilityand
g) statethe desiredfuture function(s), ri skmanagement). W here appropri ate,thi s should
performanceand conditionof existingand al soi ncl udereferenceto requi redperformance
new assetsystemsand criticalassets,on and condition requirementsfor assets,or provide
t im es c al easl i g n e dto th o s eo f th e gui danceto ensurethat theseare set out i n der ived
or ganiz a ti o n asl tra te g i cp l a n ; assetmanagementobjectivesand associated
h) c lear lys ta teth e a p p ro a c ha n d p ri n c i p al proceduresor functionalspecifications.
methodsby which assetsand assetsystems c) The assetmanagementstrategyshould make
will be m a n a g e d ; referenceto improvementprogrammes.and provide
NOTEThismay include,for ex.ample, the critenato l ong-termgui danceon conti nuousi mprovement .
be adoptedfor determining assercriticality
and The durati onof " l ong-term"w i l l be depende nt
value,the life cycleand sustainabilitybasisfar asset on the assetmanagementpolicyand will vary from
nanagementplanning,rhe approachfo assernsk one organizationto another and from one industry
and reltabilitymanagement and the methodsof sectorto another.
optimizationand decision-making d) The assetmanagementstrategyis often set out
i) providesufficientinformation,directionand in terms of the major businessfunctions(or
guidanceto enablespecificassetmanagement organizationalgoals),natural groupingsof the asset
objectivesand assetmanagementplan(s)to portfolio (for example,sites,areasor businessunits)
be produced; or in terms of logicalassetlife rycle phases,ensuring
j) inc ludec ri te ri afo r o p ti mi z i n ga n d p ri o r i ti zi ng the co-ordi nati onand al i gnmentof acti vi ti es .
assetmanagementobjectivesand plans; processes and enablers(suchas assetinformation).
k) be communicatedto all relevantstakeholders, e) The assetmanagementstrategyshould include
includingcontractedserviceproviders,where referencesto strategicapproachesto be adopted to
there is a requirementthat these personsare enablethe deliveryof the assetmanagementpolicy,
made aware of their assetmanagement suchas w hol e -l i fe costi ng,ri sk managementa nd
strategy-related obligations; Thisshould be sufficientlydetailedto
sustainability.
enabletheir consistentand integratedapplication

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 PAS55-2:2008

acrossthe assetmanagementsystem,and to provide projectand resourceplanning;

adequat eguid a n c efo r a p p l i c a ti o nth ro u g h o constraintsincludinglegal, regulatory,statutory,
operationaldocumentssuchas functional policies, financial,resources,physicalaccess. logisticsand
and the developmentof appropriateimprovement timescales;
init iat iv es .
. the resul tsof benchmarki ng,audi t resul tsand
f) The assetmanagementstrategyshould be realistic, assessments of current and best practices;
well t hought o u t, a p p ro p ri a te l yd e ta i l e da n d i t . the resultsof the managementreview (see4.7);
s houldt ak e ac c o u n to f th e v i e w so f a l l re l e v a nt
. scenari opl anni ng," w hat i f?" anal ysi s,
and
s t ak eholder sFa
. i l u reto d o th i s c o u l d l e a dto
unnecessary or inappropriatework being done, conti ngencypl anni ng,i .e.consi deri ng the effec t s
or failure to meet key businessobjectives. of unexpectedeventsand possibleresponses.
'g ) W hen es t ablish i n a S cenari opl anni ngcan becomea compl extask,
g n d re v i e w i n gi ts a s s e t
thereforethe organi zati onshoul duseappropriat e
m anagem ents tra te g yth , e o rg a n i z a ti o ns h o u l d
tools and techniques;
ensurethat it is derivedfrom, and consistentwith,
. sensi ti vi ty
anal ysi s:
changi ngthe val uesof key
it s as s etm anag e me n tp o l i c y o
, rg a n i z a ti o n a l
strategicplan and other organizationalstrategies. vari abl esand assumoti onsi n order to determi ne
T he or ganiz ati o ns h o u l da l s oc o n s i d e th r e fo l l ow i ng which are the most sensitiveto fluctuations,
items: thereby identifyingrisksand any requirements
. stakeholderrequirements/expectations for i mprovi ngthe accuracy of the anal ysi s.
that
Organi zati ons shoul duseappropri atetool s and
inf luenc et he ma n a g e me n ot f th e a s s e ts(i n cl udi ng
techni ques to carryout sensi ti vi ty
anal ysi s;
legal, regulatory statutoryand other asset
. opportunitiesto achievethe assetmanagement
m anagem en re t q u i re me n ts );
. the previousassetmanagementstrategy,if strategyin a more cost effectiveway, i.e. attaining
the sameobjectiveat lower costswithout
applic able,an d a n y n e e dfo r a tra n s i ti o np l an;
compromisingsustainabilityor risk exposurelevels.
. ex is t ingas s e tm a n a g e m e n pt l a n (s ),i f a p p l i c abl e; Suchopportunitiescan be identifiedthrough
. c hangesin pr i o ri ti e sth a t th e o rg a n i z a ti o ni s aw are advancesin technology,managementpractices.
of , or t hat m i g h t a ri s ei n th e fu tu re ; contractualarrangements,partnering,etc.;
. the forecastdemand for the serviceor the oroduct . opportuni ti esto add val ue,i .e.i ncreasi ng
the
( inc ludingde mo g ra p h i ca n d g e o s p a ti a l worth of an asseUasset systemcomparedto its
information and relevanttrends); costs,e.g. generatingincomefrom sharingan
. the predictedavailabilityand cost of necessary underusedasseUasset systemwith another
r es our c esr ,aw m a te ri a l sa n d e s s e n ti asl u p p l i er ooerator.
services; h) The assetmanagementstrategyshoulddemonstrate
r asset-related risks; how the assetmanagementpolicyis to be
. the physicalconditionof the assets,age profile, i mpl ementedand how i t w i l l supportthe
organi zati onal strategi cpl an. l t shoul di ncl ude
f lex ibilit yand s u i ta b i l i tyfo r th e d e s i re du s age;
the fol l ow i ng i tems:
. as s etdet er io ra ti o nm e c h a n i s msa,n d fa i l u re modes
r the desiredoutcomesrelatedto the existinqor
and effects;
new asset(sh
. historicalasset-related informationsuchas
. the summariesof broad plansand programmes
reliabiIity, mai ntenancerecords,operationaI
performanceand condition data; to achievethesedesiredoutcomeswith defined
timescales and responsibilities.
Theseshouldalso
. criteriafor capital investmentsand for comparing
includedetailsof the resources that are needed
opt ions ; to deliverthe plansand the actionsrequiredto
. m et hodsf or d e te rmi n i n go p ti m u m o p e ra ti ngand securethem;
maintenancestrategies,includingresources, task . the assumpti ons made and fi nanci alcosti ngi f
j ustificationsand intervals, process(es) a ndior appropri ate;
procedure(s)and standards;
. the targetsagainstwhich the performanceof the
. methodsfor efficientdeliveryof work and
assetmanagementstrategycan be measured
resources,
suchas work managementsystems, (see4,6.1).

@ B S I S e p t e m b e2r0 0 8
PAS55-2:2008

The meansto effectivelymeasureand report the 4.3.2Asset managementobjectives

performanceand success of the assetmanagement
strategyshouldbe described.In additionto targets, The organi zati onshal lestabl i shand mai ntain
organizationsshouldusea coordinatedset of key assetmanagementobjectives,which shall:
performancemeasures to help them achievethis. a) be measurabl (ie .e.quanti fi edand/orcapa ble
The following is an exampleof a typicalasset of being demonstratedas achievedthrough
managementstrategy,derivedfrom an objectiveassessment);
organization'sbusiness strategy: b) be derivedfrom, and consistentwith, the asset
Eusinessstrategy managementstrategy;
To improve the current profit before tax by 157.o c) be consistentwith the organization's
within a period of j years through expanding commi tmentto conti nuali mprovement;
capacityto meef the predicted 10Toincreased
d) be communicatedto all relevantstakeholders.
customerdemand, funded through private finance,
includingcontractedserviceproviders,where
which will be repaid through future profits.
there is a requirementthat these personsare
madeaw areof thei r obl i gati ons;
Corresponding asset management strategy
e) be reviewedand updated periodicallyby the
To upgrade the core infrastructure,to meet the
organi zati onto ensurethat they remai n
increaseddemand, by efficiently investingup
relevantand consistentwith the asset
to fXXm investmentover the next 5 yearsand
managementstrategy;
developmentand implementation of optimal
operating and mai ntenancestrategies. f) considerlegal,regulatory.statutoryand other
assetmanagementrequi rements;
g) take accountof the expectationsof relevant
stakehol ders
and fi nanci al operati
, onaland
businessrequirements;
h) take accountof assetmanagementrelated risks;
i ) consi deri mprovementopportuni ti esi ncl u ding
new technologiesand assetmanagementtools,
techniquesand practices(see4.6.5.2).
NOTEOblecttvesmay be set for the assetmanagement
system,assetmanagementactivitiesandlor the
performanceor conditionof assetsystemsor assels

Organi zati onsseeki ngto i mpl ementthe requi r em ent s

of PAS55-1on assetmanagementobjectives,should
consi derthe recommendati ons and gui dancepr ovided
bel ow :
a) lt is necessary
to ensurethat measurableasset
managementobjectivesare establishedthroughout
relevantpa.rtsof the organizationto enablethe
assetmanagementpol i cyto be i mpl ementedand
the assetmanagementstrategyto be achieved.
b) Assetmanagementobjectivesshould be derived
from, and be consi stent
w i th, organi zati ona
objectives.
c) Usingpertinentinformationor data, appropriate
levelsof managementshould identifu establishand
prioritizeassetmanagementobjectives.During the
establishment of assetmanagementobjectives,
consultationwith those most likelyto be affected
shouldassistin ensuringthat the objectivesare
reasonableand more widely accepted.To help
ensureachievableassetmanagementobjectivesare

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2008
 PAS55- 2:2008

s et .it is als ous e fu lto c o n s i d e ri n fo rma ti o no r . any i nherentconfl i cti s resol vabl e,
i .e.the
dat a f r om s our c e se x te rn a lto th e o rg a n i z a tron, expendi tureand resources necessary to del i ver
f or ex am ple,c o n tra c to rsk, e y s u p p l i e rso r o th er the statedservi ce(trai neveryf i ve mi nutes)w i l l
s t ak eholder s . not preventthe organi zati onfrom achi evi nga
d ) A s s etm anage m e n o t b j e c ti v e s h o u l db e k e p t to a " l 5% return on i nvestment"". S tretch"targets
lim it ed num be r o f c l e a rg o a l sa n d s h o u l db e a s are val uabl e,provi dedthat thosechargedw i th
" 5M A RT "as po s s i b l ei,.e .: achi evi ngthem can be persuadedof thei r
achi evabi l i ty.
S pecif ic
g) W hereverpossi bl e, rati osof output to costor i np ut
M eas ur able
(suchas the uni t costof servi ceor product)are
A c hiev able preferabl e.Obj ecti ves (or targets)set w i thout
Realis t ic due consi derati on of the associ ated cosU i ncome
T im e- bas ed mi ght be counterproducti ve and act to the over all
detri mentof the organi zati on.S i mi l arl y, absol ut e
e ) Car es houldbe ta k e n n o t to s e t a s s e tm a n a g e ment
requi rements on maxi mumexpendi ture,or
objec t iv eswit h o u t d u e c o n s i d e ra ti oonf th e c ost
( inc ludinglos t i n c o m e )o f a c h i e v i n gth o s eo b j ecti ves. reducti onsi n costs,shoul dbe avoi dedas they ca n
l eadto unnecessary l ost opportuni ti esor fal se
P ot ent ialc onf l i c tb e tw e e no b j e c ti v es h o u l dal so
economi es. H ow ever,i t i s acknow l edged that i n
be ident if iedan d re s o l v e dT. h i sw i l l i n v o l v e
certai nci rcumstances i t w i l l be i mpracti cablto
e
c ons ider at ion o f th e b u s i n e sismp a c tfo r e a c h
set obj ecti ves
as rati os, and absol uterequi rement s
objec t iv e,and o p ti m i z a ti o n(s e e4 .3 .3 .2to ) d etermi ne
w i l l be approprrate(suchas thosedri ven by
t he bes tv alueco mb i n a ti o no f p a rti a la c h i e v e ments.
new l egi sl ati on).
f) T he f ollowing p ro v i d e sa n e x a mp l eo f tw o a sset
h) A ssetmanagementobj ecti vesmay take the forn of
m anagem ent -re l a teodb j e c ti v e sd e v e l o p e dw ithi n
speci fi cperformanceand condi ti ontargets,these
t he s am eor ga n i z a ti o n :
are di scussed further bel ow .
To satisfya l}oi denand growth within three
y ear sand
, pr ov i d ea mi n i mu m o f 1 5 o ,ire tu rn The assetmanagementperformanceand condi ti on
on investmeat,withaut compromisinqhealth targetsshoul dtransl atethe organi zati onal strategic
and safetv. pl an and associ ated assetmanagementpol i cy,stra t egy
Timetablesthat delivera train every five minutes and obj ecti vesi nto practi calmeasuresthat can be
in central areasand every 10 minuteselsewhere achi evedand mai ntai nedthrough assetmanagem ent
- all day,every day pl an(s)and operati onalcontrol ,Targetsshoul doe
Us ingt he abov ee x a m p l e sa s i l l u s tra ti o n sth ,e opti mi zedi n termsof assetperformanceand/or'
or ganiz at ions h o u l de n s u reth a t: condi ti on,costand retai nedri sk.Opti mi zed
. t he objec t iv e sa re a c h i e v a b l ei ,e . th e y a re performanceand/orcondi ti ontargetsshoul dbe
establ i shedthrough an i terati veprocessbetw eenth e
t ec hn ic aIly f e a s i b l e a, ffo rd a b l e ,re s o urc e sc apabl e,
assetmanagementpol i cy,strategyand obj ecti ves
t im es c ales v ia b l e .e tc .

@ B S I S e Dre mi )e r2 0 0 8 9
PAS55-2:2008

However,organizationsshouldalsoconsiderthat a train every five minutesin central areasand every

any changes,suchas thoseto the assetmanagement 10 minutes elsewhere- all day, every day.
plan(s)and operationalcontrol,can affect the
optimizedtargets.Thismight requirethe targets Achievingthis objectivewould require:
to be re-optimized. . a certainnumber of trains with a specifiedlevel
of avai l abi l i ty;
Without a clearlydefinedorganizationalstrategicplan . a specifiedlevelof availabilityof the infrastructure
and the associated assetmanagementpolicy,strategy
systemincludingtrack, signals,switchinggear,
and objectives,it is difficult to set appropriateand power, etc.;
realisticperformance/condition targetsfor the assets.
. schedulingsystemsand resources to ensure
Assetperformance/condition
targetscan be measures
of: appropriateoperators,train dispatchand
. service/supply ti mi ng control s.
standards;
. levelsof service/supply; The opti mum l evelof avai l abi l i tyfor sucha complex
. r eliabilit y a, v a i l a b i l i tyma
, i n ta i n a b i l i ty ; systemcould be bestdeterminedthrough simulation
. functionality; model l i ng.The output of suchmodel l i ngw oul d
provi deopti mumavai l abi l i ty
targetsfor i ndi vi dual
' survivability; components(train,track,signals,etc.)and for the
. capacity,output quantity,output quality;
whole system.Thereforethe output of suchanalyses
. customersatisfaction; would be the performancetarget for a component
. safetyand/orenvironmentimpact; asseVasset systemand might be similarto the
. legislative,regulatoryor statutorycomplianceor fol l ow i ng:
a c om bina ti o no f th e e l e me n tsa b o v e . To achievean averageof 97% systemavailability
on the route.
Performancetargetsshouldbe alignedwith, and
provideadequatecoverageof, business
objectives. S uchan avai l abi l i ty
target assumes rel i abi l i ty
characteristics for eachcomponentof the system,
Car es houldb e ta k e n i n d e fi n i n gp e rfo rmance targets normal l yexpressed as Mean Ti meB etw eenFai lur e
that focuson isolatedaspectsof performance.Many (MTBF)or Mean TimeTo Failure(M.l-fF)and Mean Time
of the potentialmetricsfor an assetmanagement To Repair(MTIR).Suchcomponentcharacteristics may
systemrefer to interrelatedbehavioursof the system, be esti mated di rectl y,
or cal cul ated from rel i ab ilit y
whosenet effectsshouldbe addressedusingan holistic studies, risk assessments, deterioration modelling or
approach.Poordefinitionof performancetargets opti mi zati onstudi es.
m ight enc o u ra g ei n d i v i d u aal c ti v i ti eto
s b e m anagedi n
isolation,without due considerationof their impacton S ystemperformance model l i ngi n thi s mannerc an:
overallsystemperformanceand to the overall . establishwhether an objectiveis realistic;
det r im entof th e o rg a n i z a ti o n . . establishoptimizedplansfor achievingits objectives
(i ncl udi ngdesi gnspeci fi cati ons,
mai ntenance
Forexample,a target focussedsolelyon maintenance schedules and capitalinvestments);
expendituremight encourageeffortsto reducethis
. identifythe assets(or their components)that are
cost,without due regardto the impacton the
criticalto adrievingthe objective;
or ganiz at io nth a t mi g h t a ri s efro m a n y re s ul ti ng
e p l a n t fa i l u re sa n d d o w n ti m e .Where
inc r eas in . determinethe probabletotal costof achievingsuch
possible, this shouldbe addressedby defining ari objective;
performancetargetsin the form of ratios,suchas . providea baselineagainstwhich to measureactual
costof maintenanceper unit of production/uptime/ performance(therebyverifying/updatingassumptions
service/income. and improvingfuture predictionaccuracy).

The essence and challengeof assetmanagement Other factorsalsohaveto be consideredin

is to align the performanceof the assetswith the of the
determi ni ngand achi evi ngthe avai l abi l i ty
or ganiz at io n asltra te g i cp l a n .In o rd e rto a chi evethi s. system,suchas human performance,resources,
the objectiveshaveto be translatedinto practical knowledge,skills,motivation/cultureand cashflow
targetsand measures for the assets. The following constraints.However,thesecan all be taken into
providesan exampleof this process: accountduring the modellingprocess,and explored
Assetmanagementobjective:timetab/esthat deliver for potentialbusinessimpactor sensitivity.

10 - ' O BSI SeDtember

2008
 PAS55-2:2008

4.3.3Asset managementplan(s)

T he or ganiz at i o ns h a l le s ta b l i s hd, o c u m e n ta n d for the achi evement

of assetmanaqement
m aint ainas s e tm a n a g e m e n p t l a n (s )to a c h i eve objectives;
t he as s etm an a g e m e n st tra te g ya n d d e l i v e rth e c) the meansand ti me scal esby w hi ch these
as s etm anage m e n o t b j e c ti v e sa c ro s sth e fo l l o w i ng actionsare to be achieved.
lif e c y c leac t iv i ti e s :
a) c r eat ion,acq u i s i ti o no r e n h a n c e me n t The assetmanagementpl an(s)shal lbe
of assets; communi cated to al l rel evantstakehol ders to the
b) ut iliz at iono f a s s e ts ; l evelof detai l appropri ateto thei r parti ci pati o n
or busi nessi nterestsi n the del i veryof the pl an(s) .
c) maintenanceof assets;
d) dec om m iss i o n i nagn d /o rd i s p o s aol f a s s e t s. In the devel opmentof assetmanagement
NOTE1 Creation,acquisitionor enhancement includes pl an(s),the organi zati onshal lensurethat
design,modification,procurement,construction appropri atearrangements, functi onalpol i ci es,
and commissioning standards, process(es)
and/or procedure(s), asset
NOTE2 Maintenancealsoincludesinspection, managementenabl ersand resources are made
conditionmanitoring,functionaltesting,repair, availablefor the efficientand costeffective
refurbishment,
and/orlife extensionol assets i mpl ementati onof the pl an(s).
pspi6gsnentof individualassetsmay a/sobe tnat the DlantS'are rear/s:rc
NOTElt is essentr'a/
considereCas maintenanceof assetsi/ste,ms and can be implemented
NOTE3 Assermanagement plants;canbe for
tndividua!assets.asset[ipe5 a5setsisf€ms.rvhoie The assetmanagementpl an(s)shal li ncl ude
assetporffoliosandlor the overa/lassefmanage,lrent acti onsto i mprovethe assetmanagement
systernFo;"eeer.it is essentia/that tne plansare system(see4.5.5and 4.7).
CleartitlnkFd fo fhe assetmanagementstrategyand
The assetmanagementpl an(s)shal lbe revi ew e d
ooiect;ves rhat rheyare intendedto achreye
peri odi cal l by
y the organi zati onto ensurethat
T he dev elopm e n o t f a s s e tma n a g e me n p t l a n(s) they remain effectiveand consistentwith the
and lif e c y c lea c ti v i ti e s h a l li n c l u d ec o n s i d erati on assetmanagementstrategyand obj ecti ves.
of t he im pac to f a c ti o n si n o n e l i fe c y c l ep h ase
upon t he ac t ivi ti e sn e c e s s a ry i n o th e r l i fe c y cl e 4.3.3.1General
phas es .
Organi zati ons
seeki ngto i mpl ementthe requi rement s
T he as s etm an a g e m e n p t l a n (s )s h a l lb e o p ti mi zed of P A S55-1on assetmanagementpl an(s),shoul d
consi derthe generalrecommendati ons and gui dance
and t he ac t ion sp ri o ri ti z e d .M u l ti p l ep l a n s(for
orovi dedbel ow :
example,coveringa portfolio of assetsystemsor
as s et ss) hallbe j o i n tl y o p ti m i z e da n d p ri o ri tized, a) The assetmanagementpl an(s)shoul di denti fythe
t ak ing int o ac c o u n to v e ra l lv a l u e ,re s o u rc e vari oustasksthat need to be i mpl ementedi n order
r equir em ent si ,n te rd e p e n d e n c i eris s, k sa n d to meet eachassetmanagementobj ecti ve.They
per f or m anc eim p a c t. shoul dprovi defor the al l ocati onof appropri at e
responsi bi l i ty
and authori tyfor eachtask and
NOTEDeveloping.optimizing,prioritizingand
integratingassetmanagementplanisiare iteraliye to eachi ndi vi dualtask,i n order
al l ocateti mescal es
processes that starf with the dere/op,-nenf to meet the overal lti mescal eof the rel atedasset
or update
managementobj ecti ve.Theyshoul dal soprovi d ef or
of the assetrnanagement strategt'
the al l ocati onof sui tabl eresources(e.9.f i nancial,
T he as s etm an a g e m e n tp l a n (s )s h a l li n c l u d e human,equi pment,l ogi sti cs) for eachtask.
doc um ent at i o no f: b) W hen establ i shi ng
and mai ntai ni ngi ts opti mi ze d
a) t he s pec if i cta s k sa n d a c ti v i ti e s(a c ti o n s ) assetmanagementpl an(s),an organi zati onshould
r equir edt o o p ti mi z ec o s ts ri . s k sa n d consi der:
performanceof the assetsand/or asset . the assetmanagementpol i cyand strategy;
system(s);
' exi sti ngassetmanagementob,i ecti ves
anc
b) t he des ign a te dre s p o n s i b i l i ti easn d a u th o r i ti es performanceand conditiontargets;
f or t he im p l e me n ta ti o no f s u c ha c ti o n sa n d . ri sk management(see4.4.7);

O B 5 l S e p l e rb e r 2 C C8 11
PAS55-2:2008

. historicaland predictedassetcondition, . lossof essentialexpertiseor knowledgefrom

det er ior a ti o na n d fa i l u re me c h a n i s m sa,n d w i thi n the organi zati onthrough outsourci n g
performanceprofiles; of criticalactivities;
o unc er t ain tyi n d a ta , k n o w l e d g ea n d p l a nni ng . increasedhealth or safetyrisksto personnel(e.9.
assumptions(this should be reflectedin the risk exposingpersonnelto a hazardousenvironment
assessment. and in the review or updating of the insteadof employingavailableand cost-effective
plansand fu tu re d a ta c o l l e c ti o nre q u i re ments); remote technology);
. life cyclecosts; . additionalcost or lost incomedue to the poor
. financialand resourcecapabilitiesor constraints; ti mi ng of pl annedacti vi ti es;
. legal,regulatory,statutoryand other asset r pl ansthat are unachi evabl ien the ti mescale
m anagem e n re t q u i re m e n ts ; requiredbecausethey were producedwithout
. schedulingconstraints,seasonalityand other the appropriateinvolvementof third partiessuch
as suppliersor contractors.
bus ineses n v i ro n me n vt a ri a b l e s ;
. lead times for manufacture,obtaining customer d) Thosew ho haveresponsi bi l i ty for del i veri ngthe
managementpl ansshoul dbe cl earl yi denti fi ed.
inf or m at i o n ,p l a n n i n gc o n s e n tsfu
, nding
Many organi zati ons defi nethi s responsi bi l i twit
y hin
approvals,etc;
j ob descri pti ons,w hi l st othersi ncl udespeci ficat ion
. pr ogr am m i n gw o rk s ,m o b i l i z a ti o na n d a ccess
of responsi bi l i ty
for del i veri ngthe asset
to the assetor to a scarceor key resource; managementpl an(s)w i th the pl an i tsel f.
' improvementobjectives; e) Assetrelated performance,expenditureand risk
. resultsof the managementreview (see4.7); shoul dbe j oi ntl y managedand pl annedto est ablish
. oppor t un i ti e sfo r a c h i e v i n gth e a s s e tma nagement thei r combi nedi mpacton the busi ness.A ppropr iat e
plan(s)in a more cost effectiveway (that might methodsof eval uati ngand opti mi zi ngthe trade-
hav ebeen m i s s e dd u ri n gth e s tra te g i cp l anni ng offs between theseelementsshould be employed.
s t ageor n o t a v a i l a b l eth e n ), i .e .a c h i e v i ngthe f) The assetmanagementpl an(s)shoul di ncl ud e
sameobjective/level of requiredperformance/ long-termassetreplacementprogrammesto
conditionfor lower costswithout compromising providean overviewof future assetreplacement
s us t ainab i l i ty
o r ri s ke x p o s u rel e v e l sS . u ch requirementsand associatedfunding needsso
opportunitiescan be identifiedthrough the that replacementalternativesand expenditure
opt im iz at i o np ro c e s sta , c ti c a lp l a n n i n g .avai l abi l i ty smoothi ngcan be pl annedahead.
of discountson goods and services, etc.; g) Conversely,plansgeneratedfrom other
. oppor t un i ti e sfo r a d d i n gv a l u e(w h e rea p propri ate managementsystems can havean adversei m pact
and whic h m i g h t h a v eb e e n mi s s e dd u ri n g the on the assetmanagementpl an(s)and al sore quir e
s t r at egicp l a n n i n gs ta g eo r n o t a v a i l a b l ethen), e.g. a sal espl an commi ttingt he
due consi derati on,
i,e. increasingthe worth of an asseVasset system organizationto a level of output that is
comparedto its costs.Providedit is desirable unsustainableand does not allow for necessary
ov er allf or th e o rg a n i z a ti o nto d o s o , i t shoul d maintenanceactivitiesto be adequatelycarriedout.
look for waysto increaseproductivitywithout
increasingcostsor compromisingsustainability 4.3.3.2 Optimization of asset management strategy
or risk exposurelevels. and plans
c) Assetmanagementplan(s)shouldbe produced A key feature 6f gooOassetmanagementstrategy
wit h due r e g a rdfo r th e i r b ro a d e ri m p a c ton the and plansis the optimizationof costs,risksand
bus ines sF. a i l u reto c o n s i d e th
r e fu l l i mo a ctof asset performanceover short and long timeframes,in
managementdecisionscan have adverseeffects the face of conflictingstakeholderexpectations.
s uc has : The processes of optimizationare critical,therefore,
. poor env i ro n me n tapl e rfo rm a n c e(e .9 .from to the quality df the assetmanagementstrategy
out-datedtechnology)adverselyaffectingthe and the effectiveness and efficiencvof asset
organizationin terms of regulatoryor statutory managementpl an(s).
penalt iesl,o s so f re p u ta ti o na n d b u s i n e ss
and
increasedscrutinyof the organization'sasset W hen opti mi zi ngthei r assetmanagementstrate gy
m anagem e n t; and pl ans,organi zati ons shoul dconsi derthe
. extensivedowntime for maintenance,etc. recommendati ons and gui danceprovi dedbel ow.
resultingin poor serviceto customers; a) Organi zati ons
shoul dadopt robustand audi t able

12 O BSI September
2008
 PAS55-2:2008

methodsfor optimization,appropriateto the

c r it ic alit yand co mp l e x i tyo f th e d e c i s i o n bs e i n g
made, and ensureconsistentassumptions about
t he s ignif ic an coef c o n tri b u ti n gfa c to rs .
b) Optimizationinvolvesprocesses of:
. ident if y ingal l fa c to rsth a t c a n i n fl u e n c eth e
requiredstrategyor decision;
. det er m inat io no f th e i r s i g n i fi c a n c(i
e n c l u d i ng
interdependencies and conflictingobjectives);
r analysisof trade-offs,alternativedecisionoptions
and scenarios, includingsensitivityto the
uncertaintyin data or assumptions;
. s elec t ionof t h e b e s tv a l u ec o m p ro m i s e w i th i n any
non- negot ia b l e c o n s tra i n ts
o r o b l i g a ti o n s .
c) T he bes tv aluec o mp ro mi s e s h o u l db e c o n s i dered as
the strategyor decisionthat resultsin the lowest
combinationof life cyclecosts,risks,performance
or servicelossesand other negativeeffectson
bus ines goals
s (s u c ha s d a ma g eto re p u ta ti o n
or s us t ainabil i tyT).h i so p ti mi z a ti o nc ri te ri o ni s
sometimesknown as the "Total Costof Ownershio" - the variouslife cycleactivitiesfor the same
or " T ot alB us i n e slsm p a c t" .C a res h o u l db e ta ken to asset,i.e.the bestcombinationof investment,
det er m inet he a p p ro p ri a tew e i g h ti n g ,s i g n i ficance and renew al s.For
uti l i zati on,mai ntenance
or c r it ic alit yof c o n tri b u ti n gfa c to rsto th i s to t al example,there may be an interactionbetween
" c os t " or " im p a c t" ,a n d to c o mmu n i c a tea n d the opti malcl eani ngcycl efor a heat exchanger
ex plaint he op ti mi z a ti o nre s u l tsto s ta k e h o l d ers and the economi cl i fe of the heat exchanger
in t er m sof t he c o m p ro m i s eth s a t a re n e c e s sari l y tubes(dueto cumul ati vedamagecausedby
inv olv ed.O r ga n i z a ti o nssh o u l db e c a re fu l ,fo r the cl eani ngprocess.);
ex am ple,t o av o i dth e l a n g u a g ea n d c o n c e p t s - the acti vi ti eson vari ouscomoonentsof an asset
of " balanc ing "c o s tsa n d ri s k sth : e b a l a n c ep o i nt systemw here i nterdependenci es exi st,suchas
( equals ignif ic a n coer i m p a c t)i s n o t th e s a m eas trai n w heel -rai il nterfaces,
ai r condi ti oni ngor
t he opt im alc o m b i n a ti o n(l o w e s tc o mb i n e dc ost cool i ngsystems and the equi pmenV faci l i ti es
or im pac t ) . they are protecti ng.
d ) A n or ganiz at i o ns h o u l dd e v e l o pth e c ri te ri afor . acti vi typrogrammedel i very,suchas cri ti calpat h
opt im iz at iona n d p ri o ri ti z a ti o nfro m th e resourcel evel l i ngand w ork
i denti fi cati on,
or ganiz at ion'sstra te g i cv a l u e sa n d g o a l s ,th rough bundl i ng(for exampl e,shutdow nstrategi es.
a " t op down" d e te rm i n a ti o no f c ri ti c a l i tya n d w here there may be benefi tsfor combi ni ngtasks
appr opr iat elyw e i g h te do b j e c ti v e sT. h e p ra c t i cal to shareaccessopportunitiesor other overheads).
ev aluat ion,ho w e v e Lo f " w h a t i s w o rth d o i n g ,
when" s houldb e d e v e l o p e dth ro u g h a " b o tto m up"
appr oac h,s t arti n gw i th th e o p ti m i z a ti o no f speci fi c
tasksor interventionson discreteassets,and
buildingup t o th e o p ti ma lc o o rd i n a ti o no f a l l l i fe
cycleactivitiesfor an assetor assetsystem,and
f inallyt o t he o p ti m a l p ro g ra m m i n go f mu l ti pl e
activitiesacrossmultiple assets.Figure5 showshow
t hes et hr ee m a j o r a re a so f o p ti mi z a ti o na p p l yto an
assetportfolio. Theserepresentoptimizationof:
. indiv idualin te rv e n ti o n o s r a c ti o n su p o n i n di vi dual
assets(suchas "rs thls maintenancetaskon this
equipment item worthwhile and, if so, when7");
. task combinationson the sameasset,or different
assetswithin an assetsvstem:

2008 ---
@ BSt Seotember - 13
P A S5 5 - 2 :2 0 0 8

Fi gu r e5 - Primaryrequirements
for op t imiz a t io no f a s s e tma n a g e me nat c t iv it ie s

Acquire/create

U ti l i z e

Mai ntai n

Renew/dispose

1. S pec if icint e rv e n ti o no p ti m i z a ti o n
( c os V bene i Vf ri s k /ti mnig )

2. Assetlife cycleoptimization
( c os V pe
r for man c e /ri s k /s u si ntaa b i l i ty )
a) I ndiv idu aal s s e ts(w h o l el i fe c y c l e s )
b) A s s ets y ste mi n te g ra ti o nl e v e l(p e rfo rmance
sustai nabi l i ty)

3. A c t iv it ypr o g ra mmeo p ti m i z a ti o n ------------J

( c os V bene fi Vri s k /tigmionf mul ti p l e a c ti v i ti es
acrossmul ti pl e assets)

14 O BSI Sei i :r c e , 2a'18

 PAS55-2:2008

e) The level of precision,the method and the resources

applied for optimizationsshould be proportionate 5) the processfor returning to normal
to the criticalityand complexityof the individual operations.
cases.Optimization methods may be qualitative
or they may be quantitative,in which casethe The organizationshall periodicallyreview test
optimization should also includethe correct and, where deemed necessary, reviseits plan(s)
mathematicaltreatment of reliabilityand risk and/or procedure(s)
for incidentand emergency
elements,and of the trade-off between conflicting preparednessand responseand continuity of
factors in order to identifv the best value important assetmanagementactivities.
c om or om r s e . NOTElt rs essentiaithat the organization's
contingencyplansare reviewedafter testingor
4.3.4Contingencyplanning the otcurrenceof incidents,emergencysituarions
or disruptions
T he or ganiza ti o ns h a l le s ta b l i s hi,m p l e me nt,
and maintain plan(s)and/or procedure(s)for
ident if y inga n d re s p o n d i n gto i n c i d e n tsa n d 4.3.4.1 General
em er genc ysi tu a ti o n sa, n d m a i n ta i n i n gth e The organizationshould assess emergencyand
continuity of criticalassetmanagementactivities, incidentresponseneeds,plan to meet them, develop
proceduresand processes to cope with them, test
In developingits plan(s)and procedure(s), the its planned responses, and seekto improvethe
or ganiz at io ns h a l lc o n s i d e r: effectivenessof its responseswhere necessary.
a) asset-relatedrisksthat, if realized,could
result in incidentsor emergencysituations; The organi zati onshoul d,for exampl e,consi der
potential emergenciesarisingfrom:
b) potential disruptionsto its criticalasset
managementactivities; . si gni fi cantfai l ureof cri ti calassetsresul ti ngi n the
lossof serviceor supplyto customersor a hazardous
c) the most appropriateactionsfor responding
t o an inc i d e n to r e me rg e n c ys i tu a ti o n ,and condi ti onari si ng;
mitigating the likely consequences; . extremeweather conditions,e.g. strong winds,
floods, heavysnowfall,lightning strikes;
d) t he c om p e te n c ea n d tra i n i n g o f p e rs o n nel
requiredto respondto emergencies; r unpl annedrel easeof hazardousl i qui dsor gas es;

e) the needsof relevantstakeholderswho may . explosionor fire;

be affected by incidentsor emergency . lossof power supplyor control systems;
situations,or who may be requiredto support
the organizationto respondto suchevents. ' a combinationof eventsor riskswhich may result
i n an emergencysi tuati on.

The plan(s)and/or procedure(s)shall identify w i l l fi nd l i nkageto the ri sk

Many organi zati ons
how the organizationwill respondto, and assessment process and use of risk identification
manage,incidentsand emergencysituations, acti vi ti esusefuli n determi ni ngw hi ch i nci dentsa nd
and s hallincl u d ei n fo rm a ti o no n : emergenciesto consider.
1) essentialpersonnel,emergencyservicesand
externalagencies,includingcontactdetails; The organi zati bnshoul ddevel op,i denti fyand p r ovide
2) ar r angem e n tsfo r i n te rn a la n d e x te rn a l appropri ateemergencyequi pment,and regul a r ly
c om m un i c a ti o n ; inspectand preferablytest its availabilityand
performance.
3) how t he o rg a n i z a ti o nw i l l m a i n ta i no r restore
its criticalassetmanagementactivitiesin the
Contingencyplans(see4.3.4.2)should addressboth
event of a disruption;
the i mmedi ateconsequences of i nci dentsand, wher e
4) the provisionof resources, and the appropri ate,the stepsup to, and i ncl udi ng,the
m aint ena n c eo f a n y e q u i p m e n t,fa c i l i ti es re-establishment of stableand securesupply/service
or servicesthat could be required during to customers.
disruptions,incidentsor emergencysituations;
5) recordingof essentialinformation whilst of
Practicedrillsshould aim to test the effectiveness
r es pondi n gto , a n d m a n a g i n g ,i n c i d e n tsand the most criticalparts of the emergencyplan(s)and
emergencies; to test the completeness of the emergencyplanning

@ BSI September
2008
PAS55-2:2008

process. While desktopexercises can be usefulduring The involvementof externalagenciesin emergency

t he planningp ro c e s sp, ra c ti c ed ri l l ss h o u l db e as pl anni ngand response shoul dbe cl earl ydocume nt ed.
realisticas possibleto be effective.Thiscan require Where appropriate,these agenciesshould be advised
f ull- s c aleinc id e n ts i m u l a ti o nto
s b e c o n d u c te d.W here as to the possiblecircumstances of their involvement
appropriateand practicable,the participationof and providedwith suchinformation as they require in
externalemergencyservicesin practicedrillsshould facilitatingtheir involvementin responseactivities.
be enc our age d . shoul dal sobe gi vento i ncl udi ng
C onsi derati on
externalagencieseither as participantsor independent
incidentsand practicedrills
The resultsof emergencies, observersduring emergencyexercises.
should be evaluated,and changesthat are identified
as being necessary
shouldbe implemented. 4.3.4.3Emergencyequipment and resources
E mergency equi pmentand resourceneedsshould
Contingencyplansshouldbe regularlyreviewedby be i denti fi ed,and equi pmentshoul dbe provi de d
the organization,at a frequencydeterminedby the in adequatequantity.The locationand access
organization,to ensurethat they are current,i.e. arrangements for suchemergencyequi pmentshould
effectivelyaddressthe currentrisksto the organization. be documentedand communicated.The locationof
the equipmentand resources shouldtake accountof
Furtherguidanceon the establishmentof business the nature of the potential risksuchthat access to the
c ont inuit ym an a g e m e nct a n b e fo u n d i n BS2 5 999-1. equi pmentand resources w i l l not be compromi sed
shoul dany i nci dentor emergencyoccur.
4.3.4.2 Contingency plan(s)
T he c ont ingen c yp l a n (s s) h o u l do u tl i n eth e a cti onsto E qui pmentshoul dbe i nspectedand preferabl ytest ed
be taken when specifiedemergencysituationsarise, at speci fi edi nterval sfor conti nui ngavai l abi l i tyand
and s houldinc l u d eth e fo l l o w i n g : operability.
. identificationof potential incidentsand emergencies
and c om bin a ti o n os f i n c i d e n tsa n d e m e rg e nci es; E xampl es i ncl udethe fol l ow i ng i tems:
. ident if ic at io no f th e i n d i v i d u ato
l ta k e c h a rgeduri ng . alarm systems;
the emergency; . faul t fi ndi ng equi pment;
. det ailsof ac t i o n sto b e ta k e n b y p e rs o n n eduri
l ng an . tools;
emergency,includingthose actionsto be taken by r criticalspares;
ex t er nalper s o n n e l ;
. communi cati on systems(i ncl udi ngcal l centres
. responsibility, authority and dutiesof personnelwith resources where appropriate);
s pec ific r olesd u ri n gth e e me rg e n c y ;
o meansof transport(e.9.all-terrainvehicles),obstacle
. provisionfor safetyand statusbriefingsfor personnel; removi ngequi pment(e,9.chai nsaw s, cutti ng
. pr ov is ionof w e l fa res u p p o rta n d re l i e ffo r personnel equipment,cranesand hoists),protectiveclothing;
lik elyt o be e n g a g e dfo r p ro l o n g e dp e ri o d sdeal i ng . adequatelevelsof competentstaff availableto
with the emergency; mobi l i zeto requi redschedul e;
. evacuationorocedures; . information,e.g. plans,procedures,drawings,maps,
. ident if ic at io na n d l o c a ti o no f a n y h a z a rd o us contactnumbers;
m at er ialsan , d e m e rg e n c ya c ti o nre q u i re d ; o emergencylighting and power;
. interfacewith externalemergencyservices; . fi re-fi ghti ngequi pment,fl ood recoveryequi pm ent
. communicationwith statutorybodies,neighbours and fi rst ai d equi pment.
and t he publ i c ;
r protectionof vital recordsand equipment;
. av ailabilit o y f n e c e s s a ry
i n fo rma ti o nd u ri n gthe
emergency, e.g. plant layout drawings,hazardous
materialdata, procedures. work instructionsand
c ont ac t elep h o n en u m b e rsC . o n s i d e ra ti osnhoul d
be givento assuringaccess to informationwhen
normal methodsof informationstorageand retrieval
and nor m alm e th o d so f c o mmu n i c a ti o mav n not be
f ully f unc t io n a l .

16 O B S I S eore mber
2008
 P;hir55--l:..i.,..i

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PAS55-2:2008

4.4 Asset managementenablersand controls

4.4.1 Structure,authority and responsibilities

T he or ganiz a ti o ns h a l le s ta b l i s ha n d m a i n tai nan strategy,assetmanagementobjectivesand

organizationalstructureof roles,responsibilities assetmanagementplan(s);
and authorities,consistentwith the achievement g) ensuringasset-relatedrisksare identified,
of its assetmanagementpolicy,strategy, assessedand controlled,and are includedin
objectivesand plans. the organization'soverall risk management
framework;
Theseroles.responsibilities and authoritiesshall
h) ensuringthe availabilityof sufficientresources;
be defined,documentedand communicatedto
t he r elev anti n d i v i d u a l s . i ) communi cati ng to al l rel evantstakehol ders
the importanceof complyingwith the
NOTEThereis no need to establisha separate
requirementsof the assetmanagement
organizationalstructureprovided the organization's
systemin order to achieveits organizational
structure/5 cons6tentwith achievingthe
strategi cpl an.
requirements set out in Clause4.

Top managementshallprovideevidenceof Organizationsseekingto implementthe requirements

its commitmentto the developmentand of PAS55-1on structure,authority and responsibilities,
implementationof the assetmanagement shoul dconsi derthe recommendati onsand oui dance
systemand the continuousimprovementof providedbelow.
its effectiveness
by:
a) appointinga memberof top management a) The successful implementationof assetmanagement
who, irrespectiveof other responsibilities, requiresthe commitmentof top management.Top
shallbe responsiblefor the overalldesign, managementshoul dassi gncl earresponsi bi l it ies
maintenance,documentation,reviewand for the managementof assetsystemsincluding
improvementof the organization'sasset appropriateaccountabilityfor their performance
managementsystem; (thi smay be fi nanci aland non-fi nanci aland
)
b) appointing member(s)of managementwhose responsibilityfor investments/expenditure. Those
responsibilityis to ensurethat the assetsand individualsplacedin suchpositionsare sometimes
assetssystemsdeliverthe requirementsof the referredto as AssetManagers.Top management
assetmanagementpolicy,strategy,objectives should ensurethat those with suchresponsibilities
and plansand who havethe authority to have acceptedthem and have adequateauthority to
achievethis; carrythem out effectively.Top managementshould
al soensurethat thosew ho are gi ven responsibilit ies
c) identifyingand monitoring the requireni'ents
are competent,have adequateresourcesto
and expectationsof the organization's
dischargetheir dutiesand the operationalfreedom
stakeholdersand taking correspondingand
to optimize the cosVeffectiveness of these resources
timely action,to the extent that these have
in line with the assetmanagementpolicy,strategy
implicationsfor the organization's
and objectives.
managementof its assets;
d) ensuringthat the assetmanagementpolicy b) The responsibilities and authoritiesof all persons
and strategyare consistentwith the who perform dutiesthat are part of the asset
or ganiz a ti o n asl tra te g i cp l a n ; managementsystemshoul dbe defi ned.S uch
e) consideringthe adverseimpactthat the asset definitionsshould,among others,be developed
managementpolicy,assetmanagement for the fol l ow i ng peopl e:
strategy,assetmanagementobjectivesand o top management;
assetmanagementplan(s)might have on o assetmanagers;
other aspectsof the organization.Conversely,
. engi neers,
desi gners
and techni calspeci al i s t s;
consideringwhether plansgeneratedfrom
other partsof the organizationmight have . processoperators;
an adverseaffect on assetmanagemen| r mai ntenance personnel ;
f) ensuringthe viabilityof the asset . inspectors;
managementpolicy,assetmanagement . contractors;

18 @ BSI Septem b e r2 0 0 8
 PAS55-2:2008

. those responsiblefor assetmanagementtraining operating relatedexpenditureand the life cycle

and facilitation of the assetmanagementprocesses (or long-term)impact of any changesin
and t ec hnio u e s . expenditure;
c) Assetmanagementresponsibilities and authorities . accountabilityfor assetperformanceand the
s houldbe doc u m e n te di n a fo rm a p p ro p ri a teto associatedexpenditure;
t he or ganiz ati o nT. h i sc a n ta k e o n e o r m o re of . the avoidanceof conflictingdepartmental
the following forms, or an alternativeof the performancemeasureswhere suchmeasurescould
organization'schoosing(see4.4.5): resul ti n the gai n for one departmentbei ng to t he
' working proceduresand task descriptions; overalldetriment of the organization;
e job descriptions; . the avoi danceof rel i anceupon annual
r inductiontraining package(see4.4.3). budgets/fundingcycles.which may obstructthe
adoption of a life cycleapproach;
lf the organizationchoosesto issuewritten job
descriptionscoveringother aspectsof employees' . moti vati ngthe w hol e team to be conti nual l y
r olesand r es p o n s i b i l i ti eth
s ,e n a s s e tma n a g ement looking for waysto optimize performance,
responsibilities should be incorporatedinto those expenditureand levelsof retainedrisk;
job des c r ipt i o n s . r the responsi bi l i ty
and authori tyfor readi l y
i mpl ementi ngchangesthat w oul d be benefi cial
d) T he or ganiz a ti o n asl tru c tu reo f ro l e s ,re s p o nsi bi l i ti es
and aut hor it i e sp l a y sa s i g n i fi c a n p
t a rt i n th e for the organi zati on.
successful implementationof assetmanagement. e) Organi zati onal structuresshoul dbe cl earl y
An organizationalstructurethat creates communi cated to al l rel evantempl oyees, vi a an
c om par t m en ta l i z efu
d n c ti o n s ,re s p o n s i b i l i t i es
and organi zati onchart or other means,and kept
performancemeasuresshould be avoided.Key updated.
requirementsof assetmanagementare a life cycle f) In addi ti onto assi gni ngresponsi bi l i ty
for ensur ing
appr oac hand o p ti mi z a ti o n a , n d th e s ea re d iffi cul t that the assetsand assetsystemsdeliverthe
to achievewhen activitiesare consideredin requi redoutcomes,top managementshoul dassign
isolation.For example,whole life cost cannot be responsibilityfor the effectivemanagementof the
optimized if only project expenditureis considered organization'sassetmanagementsystem(processes).
wit hout c ons i d e ri n gth e s u b s e q u e n t It is unlikelythat the assetswill perform
performance/income and assetcare/maintenance satisfactorilyover time unlessthe assetmanagement
im plic at ions.
5 i m i l a rl yo, p e ra ti n gc o s tsc a n n ot be systemis operating effectively.
optimized without consideringthe effect on
g) Top managementshoul di denti fythe requi rement s
productivityand risk.
and expectati ons of al l of the organi zati on' s
T op m anagem e n st h o u l de n d e a v o u rto c re a tean stakehol ders. The empl oymentof techni ques, such
or ganiz at ion asl tru c tu reo f ro l e s ,re s p o n s i b i l i ti es as stakeholderneedsanalysis.employee/customer
and authoritiesthat facilitatesthe visibilityand surveys,suggestionboxes,discussion forums and
comparisonof asseUproducVservice relatec demandmanagementshoul dbe consi dered
performanceor incomewith the associated (see4.4.4).
effort and expenditure.There are benefitsand
h) Top managementis normally best placedto ensure
disadvantages to any given structureof roles,
thatthe assetmanagement.policyand strategyare
responsibilities and authorities.The nature of the
consistentwith the organizationalstrategicplan and
or ganiz at ion ' b
s u s i n e s sa,n d i n d e e di ts c u l ture,w i l l
to identify where poor assetperformancemight
affect the choiceof structureto be adopted. For
j eopardi zethe achi evement of the organi zati onal
example,some organizationshave achievedthis
strategicplan.
through the creationof profiVinvestmentcentres
and othersthrough activitybasedcosting,combined i) Top managementshouldensurethat adequate
with the allocationof apportioned/estimated resourcesare availablefor establishingand
revenuesand inter-departmentalservicelevel mai ntai ni ngthe assetmanagementsystem,
agreements. includingequipment,human resources, expertise
and training. Resources can be consideredadequate
Sucharrangementsshould providefor: if they are sufficientto deliver assetmanagement
plan(s)and activities.includingperformance
. r eadilyiden ti fy i n gth e v a l u e o f c a p i ta la n d
measurement and moni tori ng.For organi zati ons

O BSI September
2008 19
P A S5 5 - 2 : 20 0 8

wit h es t abl i s h eads s e tm a n a g e m e nst y s te m s, the 4.4.2Outsourcingof assetmanagementactivities

adequac yof re s o u rc ecsa n b e a t l e a s tp a rtial l y
ev aluat edby c o m p a ri n gth e p l a n n e da c h i evement W herean organi zati onchoosesto outsource
of as s etm an a g e m e not b j e c ti v e w s i th a c tu alresul ts. any aspectof assetmanagementthat affects
Cons ider ati osnh o u l da l s ob e g i v e nto w h e therthe conformi tyw i th the requi rements of C l ause4,
r es our c espro v i d e dw e re e x c e s s i v e . the organi zati onshal lensurecontrolover such
j) 4. 3. 3. 1( 9) p ro v i d e sg u i d a n c eo n , a n d e x a mpl es aspects. The organi zati onshal ldetermi neand
of , t he pot e n ti a la d v e rs ei m p a c tth a t a s s et documenthow theseoartsw i l l be control l ed
m anagem e n p t l a n (s )m i g h t h a v eo n o th e r partsof and i ntegratedi nto the organi zati ons'asset
t he or gani z a ti o na n d c o n v e rs e l yth, e i mp actthat managementsystem.The organi zati onshal l
plansgene ra te di n o th e r p a rtso f th e o rg ani zati on al sol denti {yand document:
m ight hav eo n a s s e tm a n a g e m e n t, a) the processes and acti vi ti esthat are to be
k ) T op m anag e m e nst h o u l dc o m m u n i c a te to the outsourced(i ncl udi ngthe scopeand
or ganiz at i o na n d to re l e v a n tth i rd p a rti e sthe boundari esof the outsourcedorocesses
im por t anc eo f me e ti n gi ts a s s e tm a n a g e m ent and acti vi ti esand thei r i nterfacesw i th the
r equir em e n ts i n o rd e r to a c h i e v ei ts o rg a ni zati onal organi zati on'ow s n processes and acti vi ti es) ;
s t r at egicpl a n (s e e4 .4 .4 ). b) the processes and scopefor the shari ngof
l) Ult im at er e s p o n s i b i l i ty
fo r th e i d e n ti fi c a t i on, know l edgeand i nformati onbetw eenthe
as s es s m e n a tn d ma n a g e me not f ri s k sre s tsw i th organi zati onand the contractedservi ce
t op m anag e me n t.l t i s th e re fo ree s s e n ti al t hat they provi der(s);
f w i th th e a s s o c i a tepdro c e d u res
ar e s at isied and c) authori ti esand responsi bi l i ti es
w i thi n the
ac t iv it iesa, n d th a t a l l c o n c e rn e da re a w a r eof, and organi zati onfor managi ngthe outsourced
hav eac c ou n te dfo r, th e s eri s k sT h e o rg a n i zati on orocesses and acti vi ti es.
s houldhavea n o rg a n i z a ti o n aril s kre g i s terand i t
is es s ent iath l a t s i g n i fi c a nat s s e tre l a te dri sksare
r ec or dedin th i s re g i s te r(s e e4 .4 .7 ). Many assetmanagementorgani zati ons havedeveloped
contracti ngstrategi es and suppl ychai nal l i ance s
m ) T op m anag e me nst h o u l de n s u reth e v i a b i l i tyof the
to provi dethem w i th assetmanagementservi ces.
as s etm ana g e me nst tra te g yo, b j e c ti v e sta , r getsand
B usi nessrel ati onshi pmodel s,suchas engi neeri n g,
plans .T he a c t o f p ro d u c i n gth e m i s n o g u arantee
procurementand constructi on(E P C ), publ i c-pri vat e
t hat t hey a re a c h i e v a b l eT.h e re fo rea n a s sessment
partnershi ps (P P P ),
pri vatefi nancei ni ti ati ves(P Fl)and
of t he or ga n i z a ti o n 'ass s e tma n a g e me nstrategy,
t
bui l d-operate-transfer contracts(B OT),haveeme r ged
objec t iv esta, rg e tsa n d p l a n s(m a i n te n a nce and
to enabl ecombi nati ons of organi zati ons to del i ver
c apit alwor k s )s h o u l db e c a rri e do u t, a t i n terval s
compl exasseti nvestments and assetmanageme nt
det er m ine dto b e a p p ro p ri a teb y to p m a n agement
programmes. S uchcontractscan resul ti n an
( s ee4. 6. 5a n d 4 .7 ).

l'

,{r

20 O B S I S eD rerc e,2008
 PAS55-2:2008

organizationeffectivelyoutsourcingmost of its asset 4.4.3Training,awarenessand competence

managementactivitiesfrom assetmanagement
strategies,objectivesand plansdown to the activities The organi zati onshal lensurethat any person(s)
i n th e as s etm anag e me n tp l a n (s ). under its direct control undertakingasset
managementrelatedactivitieshas an appropriate
A re quir em entof P AS5 5 -1i s to e n s u reth a t ri s k ,val ue levelof competencein terms of education,
a n d s us t ainabilitay re ma n a g e da c ro s sc o n tra c tu al trai ni ngor experi ence.
boundaries,and that the assetowner and asset NOTELe"'dsof a]prooriateassetrnanagerneni
manager retain appropriatecontrolsacrosscontractual competencefan oe ascertained througnrne use
b o undar iesT. hisis p a rti c u l a rl yre l e v a n tw h e re s e rvi ces of a compeiencyrequirements framelvork(see
are provided by third party organizationsthat do not Bibliographyfor examplesof relevantcompetenct'
have a long-termstake in the success of the requirenrentsfran evtorls).
o rganiz at ion.F or t h i s re a s o n P , As5 5 -1re q u i re s
d e mons t r ablegov e rn a n c ew i th c l e a rl ye s ta b l i s h ed W here assetmanagementacti vi ti esare
a u thor it iesand r es p o n s i b i l i ti eMa
s . n y o rg a n i z a tions outsourced, the organi zati onshal lensurethat
a ch iev et his by f or m i n g a l l i a n c ere l a ti o n s h i pw
s i th contractedserviceprovidershave arrangements
th eir s upplier swhe
, re b y re w a rd sa n d p e n a l ti e sa re i n pl aceto ascertai nand demonstratethat thei r
alignedto the performanceof the assetsor asset staff are competent.
systemsand to the achievementof the asset
management objectives. The organi zati onshal ldevel oppl ansfor the
human resources requi redto devel opand
Where an organizationchoosesto outsourceany of implementits assetmanagementsystem.The
th e r equir em ent s( o r p a rt o f th e re q u i re m e n tss)e t out organi zati onshal li denti fythe competency
i n P A 555- 1,t he org a n i z a ti o ni s re q u i re dto e n s ure reoui rements for thesehuman resources and
control over such processes. For example,a contracted pl an the trai ni ng necessary for them to achi eve
se r v ic epr ov iderm a y b e re q u i re dto d e v e l o pa s s e t thesecompetenci es. l t shal larrangefor provi si on
ma nagem entplan (s )a n d a l s oto i m p l e me n tth e m . l n of thi s trai ni ng and retai nassoci atedrecords.
su c han ins t anc et h e o rg a n i z a ti o ns h o u l de n s u ret hat
th e as s etm anage m e n tp l a n (s )a re c o n s i s te nwt i th i ts i mpl ementand
The organi zati onshal lestabl i sh,
own assetmanagementpolicy,strategy,objectivesand maintain process(es)and/or procedure(s) to make
ta rget s .F ur t her m o rei,t s h o u l da l s oh a v eto e n s u rethat personsworking under its control aware of:
a l l o f t he ot her r eq u i re me n tso f PA S5 5 -1a re c o mpl i ed
a) the assetmanagementrel atedri sksassoci ate d
c o n s i d e ra ti ons,
wi th, e. g. lif e c y c l ea n d s u s ta i n a b i l i ty
with their work activitiesand the asset
co n t r olledim plem e n ta ti o no f th e a s s e tma n a g e ment
managementbenefi tsof personalperformance;
p l a n( s )per
, f or m an c emo n i to ri n ga n d c o n ti n u a l
i mp r ov em ent . and the
b) thei r rol esand responsi bi l i ti es
i mportancei n compl yi ngw i th the asset
Wh en det er m inin gth e p ro p o s e de x te n to f managementpol i cy,process(es) and/or
t he o rg a n i z a ti o ns h o u l de n s u reth a t the
o ut s our c ing. procedure(s) and pl an(s);
re lev antas pec t san d re q u i re me n ts o f PA S5 5 -1a r e c) the potential consequences
of departure
cl e ar lyident if iedin c o n tra c ts p e c i fi c a ti o nasn d th at from specifiedassetmanagementprocess(es)
they are understoodin the tendering process.The and/or procedure(s).
ro l es .aut hor it yan d re s p o n s i b i l i ti eosf a l l p a rti e si n
the contractshould be clearlystated and agreed.The
o ut s our c ingof as s e tma n a g e me n re t s p o n s i b i l i ti es
shouldbe def ined i n m e a s u ra b l e te rms .

An or ganiz at ionm a y e s ta b l i s hth a t th e te rm sa n d

conditionsof existingcontractarrangementsdo not
adequatelyaddressaspectsof PAS55-1.The assessment
of risk arisingfrom suchsituations,and the steps
requiredto control or mitigate suchrisks,should be
handledin accordancewith 4.4.7.

@ B 5 l S e c i e m o e2r0 0 8 LI
PAS55-2:2008

4.4.3.1General corporateand i ndi vi duall egalresponsi bi l i t ies)

T r ainingand c o mp e te n c ere q u i re me n tsp, l a n sand of top managementfor ensuri ngthat the asset
r es our c es
s hou l db e m a tc h e dto th e a s s e tm a n agement managementsystemfuncti onsto control ri s ks
plan( s )ens
, ur i n gth a t th e n e c e s s a ry h u ma n resources and reducepotenti all osses to the organi za t ion
ar e in plac et o me e t th e s h o rt,m e d i u ma n d l o ng-term to tol erabl el evel s;
c om m it m ent so f th e p l a n .In a d d i ti o n ,o rg a n izati ons . ensurethat trai ni ngand aw areness program m es
s houldc ons ide th r e fo l l o w i n g re c o mme n d a ti ons are providedfor contractorsand temporary
and guidanc e : w orkersengagedi n the organi zati on'asse
s t
a) O r ganiz at io nssh o u l dh a v ee ffe c ti v ep ro c e dures for managementacti vi ti es;
ens ur ingt he c o mp e te n c eo f e m p l o y e e to
s c arryout . ensurethe systematiprovi
c si onof ongoi ng updat e
t heir des ign a te da s s e tm a n a g e m e nfut n c ti o ns. and refreshertrai ni ngfor al l empl oyeesi n th e
b) T he f ollowin g e l e me n tss h o u l db e i n c l u d e di n the organi zati on.
as s etm anag e me ntra t i n i n g ,a w a re n e sas n d d) R el evantto thei r rol e,the organi zati onshould
competenceprocess: establ i sh,i mpl ementand mai ntai nprocess(e s)
. a s y s t em a tiicd e n ti fi c a ti o no f th e a s s e t and/or procedure(s) to make personsw orki ng under
m anagem e nat w a re n e sas n d c o mp e te n ci es its control aware of :
r equir eda t e a c hl e v e la n d fu n c ti o nw i th i n the o assetmanagementrel atedri skconsequences
or ganiz ati o n ; (actualor potenti al )of thei r w ork acti vi ti es,
t heir
. ar r angem e n ts to i d e n ti fya n d re me d ya n y behavi our,and the assetmanagementbenef it sof
s hor t f allsb e tw e e nth e e mp l o y e e ' cs u rre n tand i mprovedpersonalperformance;
r equir edle v e l so f a s s e tma n a g e me n at w areness . thei r rol esand responsi bi l i ti es
and i mportancein
and c om p e te n c y ; achi evi ngconformi tyto the assetmanagem ent
o pr ov is iono f a n y tra i n i n g i d e n ti fi e da s b e i ng pol i cyand process(es) and/orprocedure(s) an d t o
nec es s ar iyn, a ti m e l y a n d s y s te m a tima c nner; the requi rements of the assetmanagementsyst em ,
. as s es s m e n i ncl udi ngemergencypreparedness and response
o tf e m p l o y e e to
s e n s u reth a t they have
and conti ngencypl anni ngrequi rements(see4. 3. 4)
ac quir ed,a n d th a t th e y ma i n ta i n ,th e a s set
and i mpacton other managementprocesse s;
m anageme n kt n o w l e d g ea n d c o m p e te n cy
. the potenti alconsequences of departurefrom
r equir ed;
. m aint ena n c e specifiedprocess(es) and/or procedure(s).
o f a p p ro p ri a tere c o rd so f e mpl oyees'
t r ainingan d c o m p e te n c y . e) Trai ni ngprocedures shoul dtake i nto account
di fferi ngl evel sof :
c ) A n as s etm a n a g e me nat w a re n e s as n d tra i ni ng
pr ogr am m e(w h i c hma y fo rm p a rt o f a w i der . authori ty;
pr ogr am m eo f tra i n i n g )s h o u l db e e s ta b l ished . responsi bi l i ty;
and m aint a i n e dto a d d re s sth e fo l l o w i n g areas: . abi l i ty;
. pr ov ideemp l o y e e w s i th a n u n d e rs ta n d i ng of the . l anguageski l l sand l i teracy;
or ganiz at i o n 'ass s e tm a n a g e m e nat rra n g ements r rrsk.
and t he em p l o y e e ss' p e c i fi cro l e sa n d
r es pons ib i l i ti ei ns th e s ea rra n g e me n ts ;
. ens ur et he s y s te ma tiicn d u c ti o no f e mp l o yeesas
t hey ent e rth e o rg a n i z a ti o ntra , n s fe rb e tw een
bus inesus n i tso r s i te s o , r c h a n g ej o b s o r rol es;
. pr ov idet r a i n i n g i n l o c a la s s e tma n a g e ment
ar r angeme n ts a n d ri s k s p , re c a u ti o ntos b e taken
and pr oc e d u reto s b e fo l l o w e d (th i stra i n i ng
s houldbe p ro v i d e db e fo rew o rk c o mmences);
. pr ov ides p e c i fi ci n -h o u s eo r e x te rn a tra l i ni ng
f or em plo y e e sw i th s p e c i fi ca s s e tm a n a g ement
r oles ,e. g. ri s km a n a g e m e n t,l i fe c y c l ec o sti ng,
opt im iz at i o n re, l i a b i l i tye n g i n e e ri n gma
, i ntenance,
ins pec t io nc,o n d i ti o nm o n i to ri n g ,ro o t c a use
analysis;
. des c r ibet h e ro l e sa n d re s p o n s i b i l i ti e(isn cl udi ng

22 O BSI September 2008

 PAS55- 22 008

f) T he ef f ec t iv e n e sosf tra i n i n g a n d th e re s u l tingl evel 4.4.4Communication,participationand consultation

of c om pet enc ys h o u l db e e v a l u a te dT. h i sc a n i nvol ve
as s es s m ent as p a rt o f th e tra i n i n g e x e rc i s ea, nd/or The organi zati onshal lensurethat perti nent
appr opr iat ef i e l d c h e c k sto e s ta b l i s hw h e th er assetmanagementi nformati oni s effecti vel y
c om pet enc yh a s b e e n a tta i n e d ,o r to m o n i tor the communi cated to and from empl oyeesand
m edium - t er mi m p a c to f tra i n i n g d e l i v e re d . other stakehol ders, i ncl udi ngcontractedservi ce
g) T he or ganiz a ti o ns h o u l dc o n s u l ta n d s e e kfe edback provi ders.
r egar dingany tra i n i n g ,a w a re n e s sa n d c o m p etence
s hor t f allsf r om e m p l o y e e sa n d c o n tra c to rsto The organi zati onshal lensureconsul tati onw i th
f ac ilit at eongo i n g i m p ro v e me n tsa n d e n s u r ef uture stakehol ders that i s rel evantand appropri ateto
r equir em entsa re i d e n ti fi e da n d m e t. thei r i nvol vementi n:
a) the devel opmentof the assetmanagement
4.4.3.2 Competenciesin asset management strategy,objectivesand plan(s);
A c t iv it iesand pro c e s s ewsi th i n th e a s s e tm a n a gement b) the devel opmentof functi onalpol i ci es,
sy s t emr equir et h e i n te g ra ti o na n d a l i g n m e n tof many process(es)
engi neeri ngstandards, and/or
as pec t sof a bus i n e s sa,n d d e p e n d u p o n a w i d e vari ety procedure(s);
of indiv idualand c o rp o ra tec o mp e te n c e sA.n
c) ri skassessments
and determi nati onof
or ganiz at iont ha t i s h e a v i l yd e p e n d e n tu p o n th e
controls;
p er f or m anc eof p h y s i c aal s s e tss h o u l da c ti v e l ym oni tor,
dev elopand m a i n ta i na n a p p ro p ri a teb a l a n c eo f these d) i nci denti nvesti gati on;
c om pet enc iesI n. p a rti c u l a r,th e a s s e tma n a g e ment e) the conti nuali mprovementof the asset
s y s t ems houldpr o v i d efo r a d e q u a tes k i l l sa n d managementsystem.
c om pet enc ies in th e p e rfo rma n c eo f th e fo l l o wi ng key
a c t iv it iesand pro c e s s e(s
s e eBi b l i o g ra p h yfo r e xampl es
The organi zati on,through the processes of
o f r elev antc om p e te n c V re q ui re m e n tsf ram e w orks).
communi cati onand consul tati on,shoul dencourage
parti ci pati oni n good assetmanagementand sup por t
for i ts assetmanagement,pol i cystrategyand
obj ecti vesfrom thoseaffectedby i ts acti vi ti esor
i nterestedi n i ts assetmanagementsystem.

C ommuni cati on i s not j ust about the di stri buti onof

i nformati on;i t shoul densurethat assetmanagement
i nformati oni s provi ded,recei vedand understood
acrossthe organi zati on.E ffecti vecommuni cati o nis
a tw o-w ay process, both top-dow n and bottom-u p.

C onsul tati oni s the processby w hi ch manageme ntand

other persons,or thei r representati ves, j oi ntl y consider
and di scuss i ssuesof mutual concern.l t i nvol ves
seeki ngacceptabl e sol uti onsto probl emsthrough t he
generalexchangeof vi ew sand i nformati on.

E xampl es of thosew ho may be i nterestedi n, or

affectedby, an organi zati on'asset
s management
systemi ncl udecustomers, organi zati onow nersor
i nvestors,empl oyeesat al l l evel sof the organi zat ion,
suppl i ersand contractedservi ceprovi ders,l ocalsociet y,
emergencyservi ces, i nsurers, governmentor regulat or y
bodi es.externali nsoectors or audi tors

The appropri ateuseof consul tati onand parti ci p at ion

can be a pow erfulai d to the devel opmentof the
w orkforce,promoti ngteamw ork,i ndi vi dualand
col l ecti veresponsi bi l i ty and helping
and accountabi l i ty,
to createan organi zati onalcul tureof conti nuou s
i morovement.

@ B S I !.c:; -c: ? l CS 23
PA s5 5 - 22 0 0 8

:J?

t2

Iii. lr

''.:itiiiiiir',,.-
.
t-**-
: lt

E x am plesof g o o d p ra c ti c em e c h a n i s ms i n c o nsul tati on W hereappropri ate,organi zati ons shoul deffect ively
and c om m un i c a ti o wn i th e mp l o v e e as n d c o ntractors and proacti vel ycommuni catew i th thei r custom er s.
inc lude: of good practi cei n consul tati onand
E xampl es
. inc lus ionof a s s e tm a n a g e m e n its s u e si n : communi cati on w i th customersi ncl ude:
- f or m alm a n a g e m e nat n d e mp l o y e em e e ti ngsand . newsletters;
c ons ult atio n s ; . pressrel eases;
- br iefingsf o r e m p l o y e e sc o n tra c to rs
a n d other . i nformati vew ebsi tes;
int er es t e dp a rti e s . . customersurveys;
. init iat iv est o e n c o u ra g ee m p l o y e ea s s e tm a nagemenl . demandmanagementadvi ceto customers;
c ons ult at io n sre, v i e wa n d i m p ro v e me nat c ti vi ti es, . research to establ i shcustomers' w i l l i ngnessto pay
inc ludingt h e d e v e l o p me nat n d /o rmo d i fi cati onof :
for a speci fi edl evelof servi ce;
- as s etm an a g e m e n pt l a n (s );
. customerchartersand publ i shedcompensation
- f unc t iona lp o l i c i e s ; scnemes;
- s t andar d s ; . provi si onof publ i ci nformati onw here asset
- pr oc es s (eas n) d /o rp ro c e d u re (s ). managementacti vi ti esare bei ng carri edout i n
publ i cl y-accessi areas,
bl e e.g. road w orks,
" em ploy eein v o l v e me nitn ri s k i d e n ti fi c a ti o n,
as s es s m en
ant d c o n tro l ; constructionsites;
. em ploy eein v o l v e me nitn i n c i d e n ti n v e s ti gati on; . customercal lcentres,messages, announcement s, et c,
. f or m al and i n fo rma lc h a n n e l sfo r fe e d b a c kto i n parti cul arw hen a l ossof servi cehasoccurr ed.
m anagem e n t, th ro u g h me c h a n i s misn c l u di ng
The organi zati onshoul ddocumentand promo t et he
, l e p h o n e" h o tl i n e s " ,
s ugges t ionb o x e s te
manneri n w hi ch i t consul tsw i th, and communicat es,
m anagem e nvt i s i ts ;
perti nentassetmanagementi nformati onto and f r om
' us eof or ga n i z a ti o n ai ln tra n e ts y s te ms
fo r ti mel y i ts empl oyees,
contractors, customersand other
dis s em ina ti oonf p e rti n e n ti n fo rma ti o n ; interestedoarties.
. k nowledgema n a g e me nst y s te ms ;
. not ic eboard sc o n ta i n i n ga s s e tma n a g e ment
per f or m an c ed a ta a n d o th e r p e rti n e n ta s set
m anagem e n itn fo rma ti o n ;
. assetmanagementnewsletter.

24 2403
O BSI Seoten:irer
 PAS55-2:2008

4.4.5 Asset management system documentation r the sizeof the organizationand the type of
activities;
T he or ganiz a ti o ns h a l le s ta b l i s hi ,mp l e m e n tand . the complexityof processes and their interactions;
maintain up-to-datedocumentationto ensure . the competenceof personnel;
that its assetmanagementsystemcan be . the extent to which it is necessary
to demonstrate
adequat elyu n d e rs to o dc, o m m u n i c a te d and
fulfilment of the assetmanagementsystem
operated.The assetmanagementsystem
requi rements.
doc um ent at i o ns h a l li n c l u d e :
b) The organi zati onshoul drevi ewi ts documentat ion
a) a des c r ip ti o no f th e ma i n e l e me n tso f
needsbefore developingany new documentationto
the assetmanagementsystemand their
control its assetmanagementactivities.In practice,
interaction,and directionto related
organizationsoften have in placedocumentationat
documents;
operati onall evel sw i thi n functi onsor departm ent s,
b) the assetmanagementpolicy,strategy,and but the co-ordi nati onand al i gnmentof acti vi ties
objectives; may not be w el l control l ed,parti cul arl w
y here these
c ) doc um en tsi,n c l u d i n gre c o rd sre
, q u i re db y documentshave originatedin different business
Clause4 of this specification. streamsor even different organizations.
Furthermore, a l i mi tednumberof new docume nt s
T he or ganiza ti o ns h a l le s ta b l i s hd o c u m e n te d are someti mesrequi redto managethe conti nuous
procedure(s)and/or operatingcriteriaif their i morovementand co-ordi nati onof the asset
absencecould lead to failure to achieveits asset managementsystemw i th the operati onal
managementpolicy,assetmanagementstrategy, procedures.
assetmanagementobjectivesor to control c) Therei s no requi rementto devel opdocument at ion
ident if iedas s e tma n a g e me n ri t sks. in a particularformat in order to conform to
NOTE1 lhe assefmanagementpolicy,strat and P A S55-1.Therei s no requi rementto createa
other e/ernenfs of fhe assetmanagement systemdo di screteassetmanagementmanualto descri b et he
not havefo be producedas separate documents. scopeof the assetmanagementsystem,its main
NOTE2 lt is importantfhat documenfatlon 6 el ementsand thei r i nteracti on.The organi zation
proportionalto the levelof conplexify and risks shoulddecidewhat form best meetsits business
being managed lt shoulda/sobe appropriateto the needs.For many organi zati ons a separateasset
letrelat which the documentatton will be usedand management pol i cyand asset management str at egy,
iepi to the mrntmumrequtredfor effecfiveness togetherw i th a documentdescri bi ng the scop e,key
and efficiency. accountabi l i ti esand operati onaldocumentationof
the assetmanagementsystem,provi deval uean d
i mproveorgani zati onal al i gnment.Thi sapproa ch
O r ganiz at ions s e e k i n gto i m p l e me n tth e re q u i rements can be particularlyconvenientand effectiveif an
of PAS55-1on assetmanagementsystem organi zati onal readyhasan establ i shed
doc um ent at io ns, h o u l dc o n s i d e th
r e re c o m m e ndati ons managementsystemin place,in order to describe
and guidanc ep ro v i d e db e l o w . the interrelationships betweenthe existingsystem
and the requi rements of P A S55-1.
a) Documentationenablescommunicationof intent
and c ons is t e n coyf a c ti o n .T h e o rg a n i z a ti onshoul d d) Thereare relativelyfew elementsof the asset
have sufficientup-to-datedocumentationin place managementsystemfor w hi ch P A S55-1speci f ically
to ensurethat its assetmanagementsystemcan reqi.rires explicitdocumentaryevidence.These
be adequatelyunderstoodand effectivelyand i ncl ude:
efficientlyworked to. lt is not a requirementto put r an assetmanagementpol i cy;
in placespecificdocumentsfor assetmanagement,
. an assetmanagementstrategy;
providedthat existingdocumentationand processes
m eet t he r eq u i re me n ts o f PA S5 5 -1 .A s a g e neral r assetmanagementpl an(s);
r ule,doc um e n ta ti o ns h o u l do n l v b e c re a tedw hen . rol es,responsi bi l i ti es
and authori ti es;
it addsv alue . . how outsourcedpartsof managementsystem
w i l l be control l edand i ntegratedi nto the
The extent of the assetmanagementsystem
organizations'assetmanagementsystem
documentationcan differ from one organizationto (see4.4.2);
anot herdue to :
. records(see4.6.5).

2008 --'
O 8Sl Seoiernber - 25
PAS55-2:2008

e) PAS55-1requiresan organizationto establishand not to conflictwith other such ooliciesor restrict

maintainfurther documentationif its absencecould managersto the extent that they are unable to
lead to failure to: take appropriateaction for the optimal life cycle
. achieveits assetmanagementpolicy,asset managementof the assets.Similarly,the functional
managementstrategy,assetmanagement policiesshould be appropriateto the criticalityand
objectives; value of the assetsand activitiesto which thev
. control identifiedassetmanagementrisks; apply.
Organizationscan have a number of asset
' efficiently and cost effectively implement its asset managementfunctional policies,functional
m anagem e n pt l a n (s ).
strategiesand functional plans.Typicallythese
In other words,the degreeof documentationshould can i ncl ude:
considerthe potential need and usage- it is not o assetaccountingand activitycosting;
sufficientto adopt a policyof standardization
wherebythe samelevelof detail is applied in all o maintenance,inspection,condition and
circumstances. The organizationshouldconsider performancemonitoring;
"what if?" in determiningthe levelof documentary . assetoperationor utilization;
coveragethat is appropriatein eacharea or activity.
' pl anni ngand budgeti ng;
. capitalinvestmentand life cyclecosting;
f) Eachorganizationshoulddeterminethe extent of
. conti ngencypl anni ngand emergenci es;
documentationrequiredand the mediato be used.
In addition to those identified in d) above,PAS55-1 . data, information and knowledge management;
makesreferenceto a limited number of types of . demand managementand customerexpectation
documentationwhich can be usedwithin an asset policy;
m anagem e nst y s te m.T h e s ei n c l u d efu n c ti o nal . energyefficiencyand environmentalaspects,
policies,strategies,procedures.standardsand
e.g. renewableresources,recycling,waste
oper at ingcri te ri a .Org a n i z a ti o nm
s a y a l s outi l i ze
management,air purity, hygiene;
typesof documentationsuchas technical
. human resources,skillsdevelopmentand
specifications, technicalinstructions,work
instructionsor guidancenotesto control asset competencies;
managementactivities. . i nnovati onand changemanagement;
g) Assetmanagementfunctional policies,supporting o assetmodifications,replacement.disposal,
the overallassetmanagementpolicy,providea recycling;
framework for the control of a specificasset . risk assessmentand management;
managementrelatedactivities(suchas capital . safety,health and environmentalmanagement;
investment,purchasing,operations,customer
. spares,materialsand purchasing;
service,maintenance,contracting,safetyand
environmentalmanagement- see4.4.5i). . contractorand suppliermanagement;
F unc t ionapl o l i c i e sa re n o rma l l ym a n d a to r yw i thi n . interfacingwith regulatorybodies.
an organization,and can be describedusing Basedon the documentationcriterion in e) above,
different namesin different contexts.lt is essential one of the more significantdocumentation
that suchdocumentscomplywith policiesadopted requirementscan be for an organizationto establish
by the organizationwhich define at high levelthe documentedprocedures.The term "procedure" is
organization'sprinciplesand requirements(these often usedin managementsystemstandardsand
includethe assetmanagementpolicy).Functional there can be confusionas to what a procedureis
policiesshould also be consistentand guided by the
and how it relatesto a process.In simpleterms,
assetmanagementstrategywhere they relate to a processis an activity,and a procedureis the
the managementof activitieswithin the asset formalizationof the process,stating how the
managementsystem. processshould be performed(seePAS99). A
h) Functionalpoliciesprovidethe workforcewith proceduremay be documented,but does not
clarityfor what is expectedof them and the haveto be (seePAs55-1,3.27).
boundariesfor any permissibledeviance.They assist k) lt is for an organizationto determinewhether it
managersto implementstatedassetmanagement needsto documenta procedurein order to provide
objectivesand plans,and they shouldalsoconstrain assurance as describedin e) above. Examplesof
them within carefullydefined boundaries.When documentedprocedureswhich an organization
formulatingfunctionalpolicies,careshould be taken
decidesit needsto establishto control its asset

26 2008
@ BSI September
 PAS55-22008

m anagem entacti v i ti e sm a y i n c l u d ep ro c e d u res for: 4.4.6Informati onmanagement

. des ign,pr oc u re me n t,c o n s tru c ti o ni,n s ta l l a t i onand
c om m is s ioni nogf n e w e q u i p me n t; The organi zati onshal li denti fythe asset
. r ev iew,appr o v a la n d c o n tro lo f c o n tra c ts ; managementi nformati oni t requi resto meet
. oper at ionof p l a n t a n d e q u i p m e n t; the requi rements of C l ause4 of thi s speci fi cati o n
consi deri ngal l phasesof the assetl i fe cycl e The
. r epair ,m aint e n a n c ea n d i n s p e c ti o na c ti v i ti e s;
i nformati onshal lbe of a qual i tyappropri ateto
. c alibr at ionan d ma i n te n a n c eo f to o l s a n d te st the assetmanagementdeci si ons and acti vi ti es
equr pm ent s ; rt suppofts.
. r enewal,r ef u rb i s h m e n t,m o d i fi c a ti o na n d d isposal
of equipm en t; The organi zati onshal ldesi gn,i mpl ementand
. m anagem ento f s p a re s , mai ntai na system(s) for managi ngasset
managementi nformati on.E mpl oyees and other
stakehol ders,i ncl udi ngcontractedservi ce
provi ders,shal lhaveaccess to the i nformati on
rel evantto thei r assetmanagementacti vi ti es
or responsi bi l i ti es.
W here separateasset
managementi nformati onsystems exi st,the
organi zati onshal lensurethat the i nformati on
provi dedby thesesystemsi s consi stent

The organi zati onshal lestabl i sh,

i mpl ement
and mai ntai nprocedure(s) for control l i ngal l
i nformati onrequi redby C l ause4 of thi s
Theseprocedures
speci fi cati on. shal lensure:
a) the adequacyof the i nformati oni s approved
by authori zedpersonnelpri or to use;
b) i nformati oni s mai ntal nedand adequacy
assuredthrough peri odi crevi ewand revi si on,
i ncl udi ngversi oncontrolw here appropri ate;
c) al l ocati onof appropri aterol es,responsb:l : es
and authori ti esregardi ngthe ori gi nati on,
generati on,capture,mai ntenance, assurance ,
transmi ssi on, ri ghtsof access,retenti on,
archi vi ngand di sposalof i temsof i nformati on;
d) obsol etei nformati oni s promptl yremoved
from al l poi ntsof i ssueand poi ntsof use,or
otherw i seassuredagai nstuni ntendeduse;
e) archi vali nformati onretai nedfor l egalor
know l edgepreservati on purposesi s i denti fi ed;
f) i nformati oni s secureand, i f i n el ectroni c
form. i s backeduo and can be recovereci

Good assetmanagementrequi resmeani ngful ,qualit y,

ti mel y assetand assetmanagementi nformati on.A sset
managementi rrformati oni s essenti al for achi evi ngan
effecti veand eff i ci entassetmanagementsystemand
for the conti nuali mprovementof that system.A sset
managementi nformati oni ncl udesassetregi sters,
draw i ngs,contracts,l i cences,l egal ,regul atoryand
statutorydocuments,pol i ci es,standards, gui dance
notes,techni cali nstructi ons,procedures, operati ng
cri teri a,assetperformanceand condi ti ondata, tacit

O BSI Si. i -.e '2 !C8 .)1

PAS55-2:2008

knowledgeand all typesof assetmanagementrecords. there would be little point in recordinginformation

Furtherinformationon documentationis identifiedin (and procedures) for replacingthe componentpump
4.4.5and recordsin 4.6.6. seal.The normal levelof detail required,therefore.
is at the maintainableunit level(sometimesthis is
Organizationsseekingto implementthe requirements referredto as a "Maintenance-Significant ltem").
of PAS55-'l on informationmanagement,should However,informationattributed at a lower
considerthe following recommendationsand componentdetail may be worthwhile for the
guidanc e: identificationof failure modesand the diagnosis
a) O r ganiz at io nssh o u l di d e n ti fyth e i n fo rma ti on of failure root causes.
essentialto meetingthe requirementsof PAS55-1. The organizationshouldcomparethe cost of
An organizationshouldconsiderthe levelof establishing, collecting and maintaining asset
accuracyand completeness for different information informationwith the value derivedfrom analysing
itemsthat are necessary to supportthe deliveryof and using it, i.e. its criticalityto businessdecisions
its assetmanagementstrategy,objectivesand plan. and granularity,precisionor levelof detail that is
Assetmanagementinformationshouldbe capable needed.Fai l ureadequatel yto consi derthese
of enablinga n o rg a n i z a ti o nto : compromises can resultin poorly and inconsistently
. optimizeits assetmanagementstrategyand populatedinformationsystemsand degraded
optimize/prioritizeits assetmanagementplan(s); informationquality.Thisdegradedquality can
I assess damagethe credibilityof the information provided
the financialbenefitsof planned
and it can also leadto unnecessary costsbeing
improvementactivities;
incurred.
. det er m ineth e o p e ra ti o n aal n d fi n a n c i a il mpact
In establishingits assetinformation management
of as s etun a v a i l a b i l i ty
o r fa i l u re ;
system(s). the organizationshouldconsiderthe
. make life cyclecostcomparisons of alternative identificationand definition of itemsof information
capitalinvestments; that will be managedduring the assetlife cycle,and
. identifyexpiryof warranty period and warranty; for a defined period beyondthe disposalof assets,
. determinethe end of economiclife of assets/asset in accordance with the organization'srequirements
systems, e.g. the point in time when the asset includinglegal,regulatory,statutoryand other asset
relatedexoenditureexceedsthe associated managementrequirementsthat are applicableto it.
I nc om e; Examplesof informationto be consideredinclude
r determinethe cost of specificactivities(activity the following:
basedcosting),e.g.the total costof maintaining . descriptions of assets,their functionsand the asset
a specificasset(s)/assetsystem; systemthey serve;
. obtain/calculate assetreplacementvalues; . unique assetidentificationnumbers;
. under t ak efi n a n c i a al n a l y s i o
s f p l a n n e di ncome . locationsof the assets,possiblyusingspatial
and expenditure; referencingor geographicalinformationsystems;
. obtain/calculate the financialand resource . the criticalityof assetsto the organization;
impactof deviatingfrom plansthat might result r detailsof ownershipand maintenance
in a c hang ei n a s s e a o r p e rfo rm ance
t v a i l a b i l i ty demarcationwhere assetsinterface acrossa system
(e.9.what is the financialimpactof deferring or network of assets;
the maintenanceof a specificgeneratorby . engineeringdata, designparameters,and
six months); engi neeri ngdraw i ngs;
. assess its overallfinancialperformance; . detailsof assetdependencies and
. undertakethe ongoing identification,assessment interdependencies;
and control of assetrelatedrisks; . vendor data (detailsof the organizationthat
. complywith statutoryand regulatoryobligations. suppliedthe asset);
. commissioning datesand data;
b) A s s etinf or ma ti o ns h o u l dn o rma l l yb e a s s i gned
. the conditionand duty of assets;
at the lowestcomponentlevelof an assetor
assetsystemthat requiresdiscretereplacement r conditionand performancetargetsor standards;
or m aint en a n c ae c ti o n sF . o r e x a mp l ei,f th e . key performanceindicators;
organization'smaintenancestrategywere alwaysto I assetrelatedstandards,process(es)
and
run a particularpump to failure and then replaceit, procedure(s);

28 2008
B5l September
 PAS55-2:2008

r accessplanning and work schedules; . performancereportingsystems;

. detailsof the tasksto be carriedout; . geographicalinformationsystems(GlS)and spatial
. work instructionstogether with diagramsand analysistoolkits (for the analysisof Gl5 data);
reporting requirements,legal obligationsand I assetpossession/shutdown/outage planning
safety/environmentalconsiderations; systems;
. task risk assessments
and control measures; . SCADA(5upervisory Control and Data Acquisition
. criteriaof non-conformanceand the actionsto be Systems);
taken; . conditionmonitoringsystems;
. when assetswere last maintained/insoectedand ! automationsystems;
when thesetasksare next due; . knowledgemanagementsystems;
. list of overdue/outstanding
tasks; . staff location,schedulingand despatchsystems.
. his t or ic alre c o rdo f p l a n n e da n d u n p l a n n ed
c) lt is not necessary
for an organizationto establish
maintenancetasksperformed, a completeassetmanagementinformationsystem
. detailsof historicalassetfailures,causesand in-house.Componentpartsor systemsforming the
consequences (if known); whole assetmanagementsystemmay be suppliedby
. oper at ion a d l a ta i n c l u d i n gp e rfo rm a n c e others.Howeve[ it is essentialthat all component
c har ac t eri s ti casn d d e s i g nl i mi ts ; systems,irrespective of source,are compatiblewith
. det ailsof e me rg e n c yp l a n si n c l u d i n g the whole systemand that the informationprovided
by thesecomponentsystemsis consistentand
responsibilities and contactdetails;
containssuitablecrossreferencesto allow cross
. ident it iesa n d l e v e l so f s p a re sh e l d ,
systemanalysis.
i nterchangeabiIity, speclficationsa nd storage
d) The systems for managi ngassetmanagement
locations;
i nformati onshoul dbe desi gnedso that data and
. f inanc ialda ta i n c l u d i n gw , h e re a v a i l a b l e,costof i nformati oni s readi l yaccessi bland
e avai l abl eto all
his t or lc ala n d p l a n n e dm a i n te n a n c eta s k s, relevantpersonnelunder routine and non-routine
operating costs,downtime impact,current asset condi ti ons,i ncl udi ngemergenci es.For example,t his
r eplac em e nvt a l u e ,o ri g i n a lp u rc h a s ec o st; shouldensurethat up-to-dateplant engineering
o assetrelatedcontractualinformation. drawings,hazardousmaterialdata sheets,
proceduresand instructionsare availableto process
Systemsfor managingassetinformation can use a operators,and al l w ho can requi rethem i n an
r angeand co mb i n a ti o no f m e d i aa n d te c h nol ogi es. emergency.
T he s y s t ems
s h o u l de n a b l ea n o rg a n i z a ti o nto A l l i nformati on,i ncl udi ngdocumentati on, req uir ed
identify,collect,retain,transformand disseminate for the operationof the assetmanagementsystem
its assetmanagementinformation.Thesesystems and the performanceof the organization'sasset
can range from straightforwardpaper basedsystems managementactivitiesshould be controlled.To
to sophisticatedelectronicsolutions.lt is for an achievethis, an organizationshouldestablish,and
organizationto decidewhich types of systemsbest where appropriatedocument,arrangementsand/or
meet its needsfor particularapplications.The more processes to addressthe:
sophisticatedexamplescan integratemany of the
. al l ocati onof rol es,responsi bi l i ti es
and autho r it ies
f ollowing c o mp o n e n ts :
for the ori gi nati on,generati on,capture,
. assetregisters;
maintenance,retention,transmission, access to,
. documentmanagementsystems; assurance, archivingand disposalof itemsof
. wor k / pr og ra mmep l a n n i n ga n d s c h e d u l ing information;
systems; r definition of the content,meaning,formatsand
r materialsmanagementsystems; mediumfor the representation,retention,
r sparesinventorysystems; transmissionand retrievalfor each information
item;
. purchasingsystems;
. requirementsfor informationmaintenance,
. dec is ion- s u p p osrty s te mse,.g . ma i n te n a n ce
includingversioncontrol and assurance activities;
opt im iz at i o n c, a p i ta le x p e n d i tu rep l a n n i ng,w hol e
. requirementsfor the generation,captureor
life costingmodels,etc;
importing of the identifieditemsof information;
o assetutilizationsystems;
o requirementsfor the storageof informationitems

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P A S5 5 - 2 : 2 0 0 8

ac c or dingt o i n te g ri tys. e c u ri tya n d c o n fi d e nti al i ty 4.4.7Riskmanagement

r equir em e n ts ; 4.4.7.1Riskmanagement process(es)
. r et r iev alan d d i s tri b u ti o no f i n fo rm a ti o nto
des ignat e dp a rti e sa s re q u i re db y a g re e dschedul es The organi zati onshal lestabl i sh,
i mpl ement
or defined ci rc u ms ta n c e s ; and mai ntai ndocumentedprocess(es) and/or
. r equir em e n ts fo r th e a rc h i v aol f d e s i g n a t ed procedure(s) for the ongoi ngi denti fi cati on
inf or m at io nfo, r e x a m p l efo r th e p u rp o s eof and assessment of asset-related and asset
r et ainingau d i t re c o rd sa n d k n o w l e d g e management-rel ated ri sks,and the i denti fi cation
preservation; and i mpl ementati onof necessary control
. r equir em e n ts fo r th e d i s p o s aol f o b s o l e te, measures throughoutthe l i fe cycl esof the asse t s.
unr eliableo r u n w a n te di n fo rma ti o ni n a c cordance
wit h t he or g a n i z a ti o n 'res q u i re m e n ts
a n d securi ty R i skmanagementi s
an i mportantfoundati onfor
and pr iv ac yre q u i re me n ts ; proacti veassetmanagement.l ts overal lpurposei s t o
e) T he or ganiz a ti o ns h o u l da l s oe s ta b l i s hi ,mp l ement understandthe cause,effectand l i kel i hoodof adver se
and m aint ai na p ro c e s s (easn) d /o ra p ro c e dure(s) for eventsoccurri ng,to opti mal l ymanagesuchri sksto an
t he r et ent io n ,m a n a g e m e nat n d d i s p o s aol f records. acceptabl e l evel ,and to provi dean audi t trai l for the
Rec or ds s hou l db e s to re di n a s a fep l a c e ,re a di l y managementof ri sks.Thi si s achi evedby:
retrievableand protectedfrom deterioration. . identifyingpotential risksassociated with the assets,
Cr it ic alas s e tma n a g e me nre t c o rd ss h o u l db e
and maki ngan esti mateof the associ ated ri sk l e vels,
pr ot ec t edf r o m p o s s i b l efi re a n d o th e r d a m age
on the basi sof exi sti ngor proposedri skcontrol s;
or los sas app ro p ri a teo, r a s re q u i re db y l a w.
r determi ni ngw hethertheseri sksare tol erabl e;
Cons ider at i osnh o u l da l s ob e g i v e nto i s s u es
s ur r oundingth e h o l d i n ga n d u s eo f e l e c troni c . determi ni ngw hetherfurther anal ysi si s requi redt o
r ec or dse. , g, l e g a lc o n s tra i n tss,to ra g eme d i a establ i sh
w hetherthe ri sksare,or are not, tol erable;
obsolescence. access controls. . devi si ngri skcontrol sw here theseare found to be
necessary or desi rabl e.

R i skmanagementi s i ntegralto al l assetmanagement

processes. However,there is specific need to have
processes i n pl aceto i denti fyand moni tor ri sks,l i nked
to controlmechani sms for control l i ng,mi ti gati ngor
recordi ngthem. l t i s a l egalrequi rementthat safe t yof
empl oyees, thi rd parti esand the publ i ci s managedt o
the appropri atel egi sl ati ve standard(andthere may be
speci fi ci ndustrysectorregul ati ons). Thereare furt her
compl i ancerequi rements to manageenvi ronment al
ri sks,and to compl yw i th the l egi sl ati onon corpo r at e
and fi nanci alri skmanagement.

P A S55-1recogni zes the needto i ntegratethe

managementof ri skthroughoutthe asset
managementsystem,beyondthe requirementsof
l egi sl ati oni n order to pri ori ti zeand opti mi zeactivit ies
basedon cost,ri skand performance. In practi ce,th is
extendsto the managementof busi ness ri skand
i ncl udesl ong-termsustai nabi l i ty.

30 -- - @ B S I sep'e'nbe'l C 08
 PAS55-2:2008

4.4.7.2 Risk management methodology managementsystem,together with the necessary

governanceand assurance to ensurethat risk controls
The organization'smethodologyfor risk are effectivelyimplementedand monitored.
m anagem en ts h a l l :
It i s an i mportantpri nci pl eembeddedi n P A S55- 1t hat
a) be proportionateto the level of risk under
a whole life cycleapproachis adopted.Therefore,
consideration;
ri sk managementof physi calassetsshoul di ncl ud e
b) be defined with respectto its scope,nature considerationof risksacrossthe whole assetlife cycle.
and timing to ensureit is proactiverather For exampl e,the desi gnprocessshoul di ncl udeth e
than reactive; i denti fi cati onand managementof ri sksthroughout
c) include,where appropriate,the assessment the life of the asset,taking accountof the operating
of how riskschangeor can changeover time condi ti onsand cri ti cal i tyof the assetuti l i zati on.
and us age ;
d) provide for the classification of risksand W hen determi ni ngri skcontrol s,or consi deri ng
identificationof those risksthat are to be changesto exi sti ngcontrol s,consi derati on
should
av oided,e l i m i n a te do r c o n tro l l e db y a s set be given to reducingthe risksaccordingto the
managementobjectivesand plans(see4.3.2 fol l ow i ng hi erarchy:
and 4. 3. 3) ; 1) el i mi nati on;
e) be consistentwith the organization's 2) substitution;
oper at inge x p e ri e n c ea n d th e c a p a b i l i ti e s 3) physicalcontrols;
of risk control measuresemployed;
4) signage/warni n gs a nd/or adm i n istrative/procedu
raI
f) provide for the monitoring of requiredactions controls.
to ensureboth the effectiveness and the
t im elines so f th e i r i m p l e me n ta ti o n(s e e4 .6.1). 4.4.7.4 Risk registers
Riskregistersare a common and effectivemechanism
4.4.7.3 Processsfeps for recordi ngand managi ngri sksw i thi n the
organization.At a corporatelevelthis may comprisea
The methodology requirementsof PAS55-1can be met
l i st of si gni fi cantri sksdefi ned i n termsof l i kel i hood
largely by ensuringthat a step by step,systematic
and consequence, together with existingmitigation,
approachis adopted to the managementof assetrisks:
pl annedacti onsand responsi bi l i ti es. Theseshould
. classifyassetsand define scope: prepare a list of asset
i ncl udesi gni fi cantassetrel atedri sks.The type of r isk
systemsand their constituentassets.and gather shoul dal sobe recordedto enabl ecl earcl assi fi cat ion
inf or m at ionab o u t th e m, i n c l u d i n gth e ma n agement and auditabilityof safetyand other types of risk.
and control activitieswhich affect the assets' The moni tori ngand managementof thi s ri sk regist er
per f or m anc ed; e fi n e th e s c o p ea n d l i m i tso f t he i ncl udesseni ormanagementrevi eWtogether w it h
individualassetrisk assessments; clear processes and accountabilities for supporting
. identify credible risks:create a table of potential processingand deliveryof planned mitigation (for
eventsand their causes; further detail on managing risk for corporate
. identify the risk controls that exist (or are proposed governancesee PD 6668:2000). The processof
for planned assetsand planned activities); mai ntai ni ng.updati ngand audi ti ngthe ri sk regist er
. determine level of risk:estimatethe likelihood and is one of the key assetmanagementprocesses. and
should be referencedin the assetmanagement
consequences for each potential event, assuming
strategy.In order to ensurethat appropriatepriority
that planned or existingcontrolsare in place.The
is placedon risksof different types,a common
effectiveness of any existingrisk controls,and the
assessment methodologyshould be adopted,enabling
lik elihoodand c o n s e q u e n c eosf th e i r fa i l u re ,shoul d
risksof a different nature to be consideredand
als o be c ons id e re d ;
managed.
. determine the tolerability of the rrsks:decide
whether planned or existingcontrols(if any) are 4.4.7.5Management of asset-relatedrisks
sufficientto keep the risksunder control and to meet
The managementof assetrisksshould be carriedout
any legal,statutory and other assetmanagement
using processes that are consistentwith any corporate
requirements.
risk register;enablingassetrelated risksto be escalated
to the corporaterisk registerwhere they are of
Thes epr inc iple s h o u l db e i n p l a c ea n d i n te g ratedi nto
sufficientmagnitude.Asset-relatedrisksneed to be
all ac t iv it iesand p ro c e d u re sth ro u g h o u tth e a sset

@ BSI Seoler!.ber 2008 - 31

P AS5 5 - 22 0 0 8

iden tif ied a nd re c or ded in a way t hat is appr opr i a t e t o 4.4.7.6Assetcriticality

t he type o f asse t or as s ets y s t em ,t ak ing int o ac c o u n t Theconceptof assetcri ti cal i tyi s a parti cul ar
t he ir u tiliza tion and v ar iet y of f ailur e c ons eque n c e s . mani festati on of ri skmanagement- thi s l s the
recogni ti onthat assets and assetsystems have
I t is the ore tica lly pos s lblet o pr ov ide a r is k ev alu a t i o n
di fferi ngi mportance(val ue),or representdi fferent
tor er,,eryasset and asset systenrowned by an
vul nerabi l i ti es,to the organi zati on.C ri ti cal i tyw i l l
org an iza tion . Th is is not of t en a pr ac t ic able s olu t i o n ,
usual l yi ncl ude,but i s not i i mi tedto, the ri sksof asset
and it rs more us ual pr ac t ic e t o f oc us pr im ar ily o n
fai l ureor non-performance C ri ti cal i tymay al so
s ign ifica nt risks,w it h les s erdegr ees of r epor t ing a n d
consi derassetcapi talval ue,performanceor effi ci ency,
c on rrol re qu ired f or lower r is k ar eas . M any s m a t r , fl exi bi l i tyand other characteri stithatcs refl ect
s imilar risks,h or,n. r ev er , c om bine t o r epr es ent
c an goal sand val ues.The correspondi ng
organi zati onal
s ign ifica nt system icc onc er ns ,s o it is nec es s ar yf o r t h e
assetcharacteri stishoul cs dbe assessed and w ei ghte d
org an iza tion to b e able t o c ons ider s im ilar r is k s f r o m or' scal edi n a consi stent mannerto determi neasset
acrossth e system ss o t hat t he ov er all im pac i on t h e
cri ti cal i tyfor the purposesof pri ori ti zedasset
bu sin esscan b e ev aluat ed, and t he m os t appr op r i a t e
managementattenti on S omeassetsof l ol v materi al
org ar-rizario n-r^ , ' ide
c ont r ols c an be out int o c lac e , e , g val ue,or i ndi rectbusi ness contri buti on,may sti l l ha ve
pro gra mnre s o f w or k or c om m on pr oc edur es
the potenti alto causehi gh i mpacti n the eventof
fai l ure(for erampl e,safetyrel i efval ves)
The n atu re of a s s et - r elat edr is k s is t hat t hey ar e a l s o
iike iy to r.,a ryin tim e, as a r es ult of m anv f ac t or s C areshoul dbe taken i n the defi ni ti on and
includ ing th e d eg r adat ion of as s et s G ood r is k deternri nati on of assetcri ti cal i tythat i ncl r-rdes ri sk
m a na ge men t sys t em sf or as s et m anagem ent inc l i - r d e el ementsS onreorqanrzati ons r-eferto cri tl cal rtyonly
r ecog nitro n of h o' ; v r is k s c hange wit h t r m e ( f or i n termsof the potenti alfai l ureconsequences of
exan ,ple , with a ge or us e) , and t he c ont r ol of s u c h the assets or assetsyste.rns, thi s ma' l be si ri abi e for
c i,an r;rriq;risks rs c r it ic al t o as s et i- nar nt enanc ean d pri ori ti zi ngreoars cr correcti veacti onsi sr f3,i ;rs5
r en ev.raide cisron s Howev er , t he opt im iz at ion of s e r c h that haveal readyoccurred,but the true ri sks
de cision sis co mplex and s hould be under t ak en w i t h (probabi l i ti esmul ti pl i edby consequences) shoul C
o a.r:rila r rare /fc r FXam n' p t ak : no ar r n, r nl of t n e norrnal l ybe usedrvrthi nassetcri ti cal i ti es fcr tne
deg ree to ivhich t he planned ac t iv it y "r es et s t he c l o c k " purposesof pl anni ngassetmanagement(and ri sk
of de terio ratio n pr oc es s esc, ons ider ing any r is k s management) acti onsIn somecases, w here ri sks
i.t'5 rli,ce d b,v ilr e plar r ned ac t iv it y , and c alc ulat i n g t h e
representvery i orv probabi l i ty,very hi gh conseque nce
optima l in ter'.,a f1or per iodic t as k s , or r enewal t im i n g ) events(suchas maj or safetyri sks),a degreeof
" ci i sproporti onali ty;"sl roul d be consi dered to a rtrfi c ialiy
i ncrease i rr recogni torr cf i ne ctreat€ r
the cri ti cai rty,
uncertai nti es associ ated w i tl r suchri skesti matrons

O BSI
 PAS55-2:2008

4.4.7.7 Risk identification and assessrnent

Riskidentification:
The identificationand assessment of risksshall . SWOTanalysis(Strengths,Weaknesses, Opportunities,
considerthe probabilityof credibleevents Threats);
and t heir c on s e q u e n c eas n
, d s h a l la s a m i n i m um . BPEST analysis(Business,
Political,Economic,Social,
cover:
Technological);
a) physicalfailure risks,suchas functional
. PESTLE (Political,Economic,Social,Technical,Legal,
f ailur e,inci d e n ta d
l a m a g e ,ma l i c i o u sd a m age
Environmental);
or terrorist action;
. H A ZOP(H azardand Operabi l i tyS tudi es);
b) operational risks,includingthe control of the
o Riskassessment
workshops;
asset,human factorsand all other activities
which affect its performance,condition r Industrybenchmarki ng;
or safety; . lncidentinvestigation;
c) natural environmentalevents(storm,floods, . A udi ti ng and i nspecti on.
etc., includingthe likely effectsof climate
c hange) ; Riskanalysis
d) factorsoutside of the organization'scontrol, o Threat analysis;
s uc has f ail u re si n e x te rn a l l ys u p p l i e d . Fai l ureMode and E ffectA nal ysi s(FME A );
materialsand services;
. Fai l ureMode and E ffectC ri ti cal i tyA nal ysi s(FM ECA) ;
e) stakeholderrisks,suchas failure to meet
r Root CauseAnalysis(RCA);
regulatory performancerequirementsor risks
to the reputation of the organization; r EventTreeAnalysis(ETA);

f) risksassociatedwith the different life cycle . FaultTreeAnalysis(FTA);

phasesof assets(see4.5). r Deterioration,dependencyor systemperformance
model l i ng.

Riskis defined as the product of probabilityand Selectionof controls

consequence(for risk terminology see PD ISO/IEC
. R el i abi l i tyC entredMai ntenance(R C M);
Guide 73). Riskidentificationand assessment needs
to recognizeand includeconsiderationof both these . RiskBasedInspection(RBl);
factors.The complexityof modelling and risk controls . lnstrumentProtectiveFunction(lPF).
should be commensuratewith the nature and
m agnit udeof t h e ri s k sb e i n g ma n a g e d .l t i s i m portant Theseare not exhaustivelists,and organizations
that risk assessment is applied coherentlyand shoul dconsi deradopti ngcombi nati onsof techniques
consistentlythroughout the organization.ldeally,risk as appropriateto the assetcriticalitiesand diversityof
assessment should be basedon a common approach risktypes.In addition to these generalmethodsand
and methodologywith a common calibratedscalefor techniques,there are a variety of decisionsupport
quantification,but if this is not practicable,then care tools and proprietarydatabaseproductswhich can
should be taken that the way risk is treated for be employedto support risk assessment, auditing
different types or scalesof risk is compatible. and ongoi ng management.In parti cul ar, there ar e a
methodol ogies
numberof rel i abi l i ty-and ri sk-based f or
T ec hniques f or i d e n ti fy i n g ,q u a n ti fy i n ga n d managi ng determi ni ngappropri atei nspecti onand mai ntenance
asset-relatedrisks,with varying levelsof complexity, strategies,and cosUriskoptimizationof suchstrategies.
exist in different businesssectors.Someof these are
identified below and referencesto more general Organi zati ons shoul dconsi derthei r i ndi vi dual
methods and techniquesare provided in the AlRMlC, requi rements, i ncl udi ngthe natureand scal eof
A LA RM ,I RM . thei r busi ness,the avai l abi l i tyof i nformati onand
implementationpracticalities, when adopting
appropri atemethodsand techni ques. 5ometech niques
requi resi gni fi canttrai ni ngand ongoi ng commi tm ent
of resourcesto be implementedeffectively.

2008
@ BSI September 33
PAS55-2:2008

4.4.7.8Useand maintenanceof asset risk information 4.4.8 Legal and other requirements

The organizationshallensurethat the resultsof The organi zati onshal lestabl i sh,
i mpl ementan d
risk assessments and the effectsof risk control maintain process(es)and/or procedure(s) for
measuresare consideredand, as appropriate, identifyingand accessing the legal,regulatory,
pr ov ideinpu t i n to : statutoryand other applicableasset
a) the assetmanagementstrategy; managementrequirements.
b) the assetmanagementobjectives;
The organizationshallensurethat the applicable
c) the assetmanagementplan(s); legal and other externalobligationsor
d) the identificationof adequateresources requirementsare identifiedand incorporated
includingstaffing levels; into the correspondingelementsof its asset
e) the identificationof training and competency managementsystem.
needs(see4.4.3);
The organizationshallkeep this information
fl the determinationof controlsfor assets'life
up-to-date.The organizationshallcommunicate
cycleactivities,and the implementationof
informationon legal and other requirementsto
assetmanagementplan(s)(see4.5);
al l rel evantstakehol ders.
g) t he or gan i z a ti o n 'osv e ra l lri s kma n a g e ment
framework.
Organi zati ons
seeki ngto i mpl ementthe requi rement s
T he or ganiz a ti o ns h a l lk e e pth e re s u l tso f of PAS55-1on compliancewith legal and other
identificationof risks,risk assessments and requi rements,shoul dconsi derthe fol l ow i ng
determinedcontrolsup-to-date,and document recommendati ons and gui dance:
thesewhere not doing so could affect the a) The organizationshould be aware of, and
deliveryof the assetmanagementobjectives understand,how its activitiesare, or will be,
and the assetmanagementstrategy. affectedby applicablelegal and other requirements,
and communicatethis informationto relevant
personnel .
ln order to manageriskseffectively,the consideration
of r is ks houldb e e m b e d d e di n to a l l a c ti v i ti e sand NOTETherequirementof 4.4.8 of PAS55-l is intended
proceduresthroughout the assetmanagementsystem to promote awarenessand understandingof legal
and preferablyassetrelatedrisksshouldbe addressed responsibiltties
lt is not intended to imposean obligation
as part of the organization'scorporaterisk on the organizationto establishlibrariesof legalor other
managementframework. documentsthat arerarelyreferencedor used
b) The organizationshould operate a systemthrough
Risksshould be identifiedand managedas part of which it can identify the legislation,statutesand
all assetmanagementactivitiesconsideringrisks regulationsapplicableto its activities,and through
throughout the life cycleof assets.For example,the which it can monitor forthcomingchangesin such
designprocessshouldincludethe identificationof l egi sl ati on.
Thi sshoul di ncl udearrangements to
risksduring the operationand maintenancephase disseminate this informationto affected partiesand
of the asset,includingits eventualdecommissioning ensurethat the hecessary action is taken to achieve
and disposaland taking accountof the operating or mai ntai nl dgaland regul atorycompl i ance.
conditionsand criticalityof the asset. c) Organizationsshouldseekout the most appropriate
meansfor accessi ng the i nformati on,i ncl udi ngt he
mediasupportingthe information (e.9.paper,
opticalstoragedisk,intranet, internet).The
organi zati onshoul dal soeval uatew hi ch
requi rements appl yand w here they appl y,and
who needsto receivewhich kind of information.
d) Other assetmanagementrequirementscould,for
exampl e,i ncl udeparentcompanyrequi remen t s,
gui dancefrom regul atorybodi es,gui dancefrom
industryand trade associations,manufacturer's
requirements,or any other assetmanagement
relatedstandardsthat the organizationsubscribes
to or that are deemednecessary for the effective
implementationof the assetmanagementsystem.

34 @ B5l September
2008
 PAS55-2:2008

4.4.9Managementof change

Where existingarrangementsare revised,or

new arrangementsare introducedthat could
havean impact on assetmanagementactivities,
the organizationshallassess
the associatedrisks
beforethe arrangements are i mpl emented.
The
new or revi sedarrangementsto be consi dered
shal li ncl ude:
a) revisedorganizationalstructure,rolesor
responsiibl i ti es;
b) revisedassetmanagementpolicy,strategy,
objectivesor plans;
c) revisedprocess(es)
or procedure(s)
for asset
managementacti vi ti es;
d) the introductionof new assets,assetsystems
or technol ogy;
e) the introductionof new contractors
or suppl i ers.

The organi zati onshal lensurethat ri sksare

managedi n accordance w i th 4.4.7.

The organi zati onshoul densurethat ri skassessm ent s

are performedfor any si gni fi cantchangesto el em ent s
of the assetmanagementsystem.Thi sdoesnot
necessi tateaddi ti onalri sk managementprocessebut s
ensuresthat there are exi sti ngarrangements i n place
w hi ch provi deassurance i s ca r r ied
that ri skassessment
out w hen,for exampl e,the fol l ow i ng changesoccur :
. revi sedorgani zati onal structure,rol esor
responsi bi l i ti es;
. revisedassetmanagementpolicy,strategy,objectives
or prans;
. revisedprocess(es)and/or procedure(s)for the control
activities;
. the introductionof new assets,assetsystemsor
technol ogy;
o the i ntroducti onof new contractors
or suppl i ers.

E xi sti ngprocesses
rel ati ngto the organi zati onal
structure,for exampl e,shoul densurethat changest o
that structureare risk assessed.

O B S I s e o t e m b e2r0 0 8 35
PA S5 5 - 2 : 2 0 08

4.5 lmplementationof assetmanagementplan(s)

4.5.1Life cycleactivities 4.5.1.1 lmplementing the asset management plan(s)
A ssetmanagementpl an(s)shoul daddressal l of the lif e
The or ganiz at i o ns h a l le s ta b l i s hi ,m p l e me n ta nd cyclephasesand all assettypes,although the structure
maintain process(es) and/or procedure(s) for the and composi ti onof thosepl ansmay be vari ed
im plem ent at io no f i ts a s s e tm a n a g e m e npt l a n(s) accordingly.The structureand compositionof the
and c ont r olof a c ti v i ti e sa c ro s sth e w h o l e l i fe pl ans,and the i mpl ementati onof thosepl ans,w i l l also
c y c le,inc luding : varyw i th organi zati onaland i ndustryrequi rements.
a) c r eat ion,ac q u i s i ti o no r e n h a n c e m e not f a s sets; The fol l ow i nggui danceshoul dbe consi deredi n l i ght
b) ut iliz at ionof a s s e ts ; of eachof the life cyclephases.
c) maintenanceof assets;
a) The assetmanagementpl an(s)shoul dstatew ho i s
d) dec om m is si o n i nagn d /o rd i s p o s aol f a s s e ts. responsible for the effective,efficientand compliant
del i veryof the pl an(s).Thi sresponsi bi l i ty
i ncl udes
The r equir em e nfo t r d o c u me n ta ti o n to c o n tro l ensuri ngnecessary resources are avai l abl eto del i ver
t hes eas s etlif e c y c l ea c ti v i ti e s h a l lb e i n
the pl an(s)on ti me, w i thi n the al l ocatedbudget
accordance with 4.4.5.
and that the del i veryof the pl an(s)conformsto all
appl i cabl el egi sl ati ve,
and statutoryrequi rement s,
The process(es) and/or procedure(s) for the policies,standards,process(es) and/or procedure(s)
im plem ent at io no f th e a s s e tm a n a g e m e npt l a n(s)
and any other requi rements to w hi ch the
and f or t he c on tro lo f l i fe c y c l ea c ti v i ti e s h a l l :
organi zati onmay subscri be. P rovi si oncoul d be
i) be s uf f ic ien tot e n s u reth a t o p e ra ti o n sa n d made i n the pl an(s)for the nomi natedi ndi vi dualt o
ac t iv it iesar e c a rri e do u t u n d e rs o e c i fi e d si gnas a formal acceptance of thi s responsi bi l i ty.
c ondit ions ;
b) Deliverables, and proceduresfor managingvariations
ii) be c ons is t e nwt i th th e a s s e tm a n a g e m e n t i n the del i veryof the pl an,shoul dbe agreedand
policy,assetmanagementstrategyand asset understoodby all parties,with appropriate
managementobjectives; governancei n pl ace.The overal lresponsi bi l i ty
for
iii) ens ur et hat c o s tsri , s k sa n d a s s e st y s te m the moni tori ngand managementof pl an del i very
per f or m anc ea re c o n tro l l e da c ro s sth e a s s e t shoul dbe unambi guousldesi y gnated.
lif e c y c lepha s e s . c) In-housedel i verydepartments, suppl ychai n
partnersand other outsourcedsuppl i ersshoul d
T he or ganiz at i o ns h a l le n s u reth a t th e p l a n n e d be incentivizedconsistentlywith the deliveryof
ar r angem ent sf u, n c ti o n a lp o l i c i e ss, ta n d a rd s , the pl an,and the organi zati on'key
s performance
process(es) and procedure(s), assetmanagement measures. W here practi cabl e,
commonmeasures
enabler sand r e s o u rc easre u ti l i z e dfo r th e and targetsshoul dbe sharedbetw eencontri buti nq
efficientand costeffectiveimolementation oarties.
of t he as s etm a n a g e m e npt l a n (s ).
d) Informati onsystems shoul dprovi deadequate
i nformati onto enabl ethe effi ci entand economi c
Th e or ganiz at ions h o u l de s ta b l i s h a n d m a i n ta i n del i veryof assetmanagementpl an(s),w i th
a rr angem enttso e n s u reth e e ffe c ti v ec o n tro lo f a l l arrangementsin placeto ensurethat asset
a c t iv it iesr equir edto fu l fi l th e a s s e tma n a g e me nt i nformati on,recordsand other rel evantdata
policy,strategy,objectivesand plans.the control of qual i tyand accessi bli en the
i s of the necessary
i ts as s et - r elat ed
r is k s a
, n d th e c o n fo rmi tyto l e g a l , appropriateformat to those responsiblefor plan
sta t ut or yand ot he r a s s e tm a n a g e m e nre t q u i re m ents. delivery,
e) Qual i tyassurance processes shoul dbe al i gnedto
Fu ndam ent al t o t h e p ri n c i p l e o
s f a s s e tma n a g e ment the del i veryof the pl an,ensuri ngthat al l aspects
set out in P A S55- 1i s th e c o n tro l l e dd e l i v e ryo f the of assetmanagementactivitiesconform to relevant
a s s etm anagem e npt l a n (s th ) ro u g h th e d a y -to -d ay standards, speci fi cati ons
and other requi rements
a c t iv it ies
of t he org a n i z a ti o nIn . p ra c ti c eth i s m e a ns (i ncl udi ngsafety,l egaland envi ronmental
that proceduresand processes need to be in place, requi rements).
w hic h s et out r ole sa n d a c c o u n ta b i l i ti efos r e v e ryasset
fl The del i veryof the pl an shoul di ncl udeschedul i n g
managementactivity,and introducethe necessary
and managementof resources and ensuri ngthat
g ov er nanc e and c o n tro l sfo r m a n a g i n gu n p l a n n e d
sufficientmaterials,suitablyqualified staff, tools,
e vent sor v ar iat io n sto th e o l a n .

36 . o Bsl seplember
2oo8
 PAS55- 21 ,_i .i

ac c es equipm
s e n t,e tc , a re a v a i l a b l eSc
, h e d ul i ng
s houldbe de s i g n e dto o p ti mi z eth e u s eo f r esources,
c ons is t entwi th th e e ffi c i e n td e l i v e ryo f th e pl an,
and inc luded u e c o n s i d e ra ti o o n f l o g i s ti c sa nd
c ont ingenc i efo s r fo re s e e a b l eu n p l a n n e dw ork
and ov er r un s .
g ) P landeliv er ys h o u l da l i g n w i th c o n s tra i n ts and rvi der
bus ines obje
s . e c i fi c ayl, p l a n sa n d schedul es
c ti v e sSp
s houldalign w i th o p e ra ti o n a o l b j e c ti v e se, nsu' i ng
t hat wor k is p ri o ri ti z e d o
, p ti m a l l yb u n d l e da nd
c ar r iedout c o n s i s te n tlw
v i th s h u td o w no r other
ac c es cs ons tra i n ts .
ir ) P r ogr es m s on i to ri n go f th e p l a n s h o u l db e o ngoi ng,
r v it h r egulare x c h a n g eo f i n fo rma ti o n ,i n c l udi ng
f or r , v ar dpr ed i c ti o n so f c o mp l e ti o nd a te sa n d
per f or m anc eo u tc o m e sb, e tv ;e e np a rti e srespo' .si bl e
f or eac has s e tm a n a g e rrre natc ti v i ty l \4 e c h ani srr" s
s nouldbe r n p l a c eto re v i e l va n d re a l i g np l ans
dur ing t he d e l i v e ryp h a s e ,e n a b l i n gth e re -
pr ior it iz ingo f w o rk o r a l l o c a ti o no f re s o u r ces
( inc ludingc o n s i d e ra ti o o rrf a c c e l e ra ti o on p t i ons
appr
' . , r ' her e o p ri a te i
) n o rd e r-to o p ti mi z eth e pl an
Ceiiv er _v whe n e n c o u n te ri n gu n a rrti c i p a ted events
T hei' es hoLr l dtre c l e a re s c a l a tl o np ro c e d u retc s
enablet he m a rra g e m e not f v a ri a ti o n si n p l an
deliv er yt o b e a g re e d T h i ss h o u l di n c l u d ed eci si on
m ak ing c r it e ri ai f a d d i ti o n a lfu n d s o r re s o Lrrces are
neededt o ad d re s se x c e p ti o n acl i rc u ms ta n ces w hi ch
c annot be ac c o m m o d a te d w i i h i n n o rm a ld e l i verv
c ont r ol m ech a n i s ms .
1i P I andeliv erys h o u l di n c o rp o ra teth e u p d a ti rrgof
as s etinf or m a ti o na n d re c o rd sa, n d th e re c ordi ng
of c ondit iona n d a c tu a le x p e n d i tu rea g a i n stassets
t o enablec o n ti n u o u si m p ro v e me n t

:
t tt'
','- -,1 ;r
?r _71
PA S5 5 - 2 : 2 0 0 8

4.5.1.2Operational control of assetmanagement preventa managerfrom si mpl yempl oyi ngthe

processes manufacturer'recommendati
s ons
for mai ntenan ce
I n addit iont o t h e d e l i v e ryo f th e a s s e tm a n a g ement acti vi ites:
plan( s )P, A S55-1re q u i re so rg a n i z a ti o nto s ma i ntai n Maintenancestrategieswill be proactiveand
and im pr ov et he p ro c e s s eth s a t ma n a g ea l l p h ases risk-based,
taking due accountof assetcriticality
of lif e of as s ets y s te m sT. h i si n c l u d e sa l l l i fe c y cl e and condition
ac t iv it ieslis t edi n PA S5 5 -1 ,4 .5 .1(c re a te /a c q ui re,
ut iliz e,m aint ai n ,d e c o m m i s s i o n i n g /d i s p oos{aassets)
l H ow ever,w hen formul ati ngfuncti onalpol i ci es,
T hes eac t iv it ies s h o u l db e c o n tro l l e di n l i n e w i t h the careshoul dbe taken not to confl i ctw i th other
r equir em entof s th e a s s e tma n a g e me nst tra te gy,and organi zati onal or assetmanagementpol i ci es,or
s houldhav ec le a rb o u n d a ri e se, ffe c ti v ei n te rfaces ano restri ctmanagersto the extentthat they are unable
c oor dinat ionwi th a s s o c i a teadc ti v i ti e sG . o v e r nance to take appropri ateacti onfor the opti mal l i fe cycle
and ac c ount ab i l i ti essh o u l db e u n a m b i g u o u s, e ffecti ve managementof the assets. For exampl e,a capi tal
and s houldnot p re s e n ta n y b a rri e rsto e ffe c ti veand i nvestmentor purchasi ng pol i cyshoul dnot encou r age
efficientdelivery. " cheapestpurchasecost" sol uti onsunl essthere are
pre-consi dered l i fe cycl ecost,ri skand/orperform ance
O r ganiz at ions ca n h a v ea n u m b e ro f a s s e t reasonsfor thi s to be appropri ate.S i mi l arl y, funct ional
m anagem entf u n c ti o n a lp o l i c i e se; x a mp l e sa re show n pol i ci esand any deri vedstrategi esshoul dbe
in 4. 4. 5( i) . F un c ti o n apl o l i c i e sp ro v i d ea f ra m e w orkfor appropri ateto the operati onalrol e,contextand
t he c ont r olof s p e c i fi ca s s e tma n a g e me n re t l a ted cri ti cal i ty,
and the val ueof the assetsto w hi ch
ac t iv it ies( s uc ha s c a p i ta li n v e s tme n t, o p e ra ti o n, they appl y.
m aint enanc e, m a te ri a l sma n a g e me not r tra n s port
logis t ic sT ) .heya l s op ro v i d eth e w o rk fo rc ew i th cl ari ty In addi ti onto generi cconsi derati ons and functi onal
f or what is ex p e c te do f th e m a n d th e b o u n d ari esfor pol i ci esappl i cabl ei n the controlof assetmanagem ent
any per m is s ib lvea ri a b i l i tyF. o r e x a m p l eth , e fol l ow i ng acti vi ti es,
there are speci fi cconsi derati onsregarding
polic ywould r e q u i reth e p ro d u c ti o no f a s e t o f eachof the l i fe cycl ephases(see4.5.1).
m aint enanc set ra te g i e sa n d p l a n sb u t i t w o u l d al so

tr

{'=-*-",}'
'=
,, ,*"@ J
{",:i\}- {c
 PAS55- 2:2008

4.5.1.3 Creation,acquisition or enhancementof assets i mportantfor the constructi onand procuremen t

Adding t o, or en h a n c i n ga s s e tsa, s s e ts y s te ms o r the programmeto be opti mi zed(w i thi n know n
a s s etpor t f olio a re c ri ti c a l o
, fte n h i g h c o s ta c tivi ti es, constrai nts) basedon w hol e l i fe costand val ue,i n line
w it h long- t er mc o n s e q u e n c easn d e rn c e rta i n ti es about w i th the assetmanagementpol i cy,strategyand plan.
their f ut ur e ut il i z a ti o n ,p e rfo rm a n c ec, o s tsa n d ri sks. Thereare l egal ,heal th,safetyand envi ronmental
P r oc edur es and o p e ra ti o n a cl o n tro l sfo r a s s e t compl i ancerequi rements set dow n for construction,
a c quis it ion, c r ea ti o no r mo d i fi c a ti o nth e re fo reneed to i n addi ti onto any speciifc assetmanagement
m at c ht he plann i n ga n d s c h e d u l i n gp ro c e s s es c l osel yto requi rements. P racti cal
i mpl ementati onal sorequir es
e ns ur et hat r eq u i re dd e s i g nc ri te ri aa re m e t a t opti mal good proj ectmanagement,w i th cl earaccountab ilit ies,
lif e c y c lec os t .O p p o rtu n i ti e sa n d o p ti o n se n c ountered ri sk management,mechani sms for addressi ng
d ur ing t he ac qu i s i ti o nc, re a ti o no r e n h a n c e mentof nonconformi ti es and changecontrol(seeP roj ect
as s et s houldbe e v a l u a te dfo r w h o l e l i fe c o s t , ManagementB odyof K now l edgeGui de:2004) The
per f or m anc ean d ri s k i mp a c tto d e te rm i n ei f the asset schemeof i ncenti ves and al i gnmentof busi ness dr iver s,
m anagem entpl a n (s )s h o u l db e c h a n g e dto e x pl oi tthe i ncl udi ngshari ngof know l edgeand l ong-termmut ual
oppor t unit iesan d /o rm i ti g a teth e ri s k s(s e ea l so4.4.9). commi tmentand managementof i nterfacesare
i mportantmechani sms for i mprovi ngthe probabilit y
The m anagem e n to f ma j o r p ro j e c tso r c o n s tru cti on of success. U l ti matel y,how ever,the assetmanag em ent
pr ogr am m esc a n ta k e o n m a n yfo rms ,w i th s o me organi zati onhasaccountabi l i ty for due di l i gencein
or ganiz at ionsp re fe rri n gs tra te g i e sw h e re c o n tracted appoi nti ngcompetentcontractors and de{ i veri ng
s er v ic epr ov ide rsh a v e re s p o n s i b i l i ty
fo r d e s i g n, i nvestmentval uefor money.
engineer ing,pr o c u re m e n at n d c o n s tru c ti o n(" buy and
build" ) , or " buy , b u i l d a n d m a i n ta i n " o r e v e n " buy, In the earl yl i fe cycl estage(create/acqui re assets)it is
build, oper at ea n d ma i n ta i n "(s e ea l s o4 .4 .2 ).Control of parti cul ari mportanceto ensurethat new asset s
and alignm entw i th th e o rg a n i z a ti o n asl tra te gi cpl an meet qual i tyassurance requi rements and are handed
and as s etm ana g e me n tp o l i c y s, tra te g y o, b j e cti vesand over i n good operati onalorder to those respons ible
per f or m anc es ta n d a rd s h o u l db e c o n s i d e re din the for future operati on(uti l i zati onand mai ntenance) of
c hoic eof t hes eo p ti o n s ,e n s u ri n gth a t l i fe c y c l ecosts, the assetsThi sw i l l i ncl udeconsi derati on of trai ning
long- t er mper f o rma n c ea n d th e o rg a n i z a ti o nal and know l edgetransferand the provi si onof necessar y
s t r at egicplan g o a l sa re n o t c o mp ro mi s e d . desi gn,operati ons,performance, rel i abi l i ty,
mai ntai nabi l i tyand l i fe cycl eassumpti ons, gui dance
M ajor pr ojec t so r c o n s tru c ti o np ro g ra m m e sa re often and data E ffecti vecommi ssi oni ng procedur-es,
m anagedby c o n s o rti ao f o rg a n i z a ti o n w s o rk i n g w arrantycondi ti onsand provi si onof al l recordsancj
t oget hel or by a n u mb e r o f i n d e p e n d e n ct o n tri buti ng assetdata shoul dnormal l ybe ti ed i n to contractual
or ganiz at ionss u p p l y i n gs p e c i a l i sst e rv i c eto
s th e asset requ i rements
owner or m ana g e r.In s u c hc a s e si t re m a i n sc ri ti cal l y

-fdL
--€, ;

39
 PAS55-2:2008

4.5.1.4 Utilization of assets The controlof maintenanceactivitiesshould alsoreflect

During the utilizationof assets,considerationshould the criticalityand urgencyof the tasks(includingtiming
be given to how operatingcriteriaare defined, criticality),the dynamicnature of condition-basedwork
doc um ent edand c o mmu n i c a te da,s w e l l a s h o w (wherethe scopeof work dependsupon the condition
they ar e c ont r oll e da n d mo n i to re d .Ex a m p l e isncl ude of the assetfound during inspection),work bundling
the useof temporaryspeedrestrictionsin a railway opportunitiesand resourceconstraints.
network,the specificationand monitoring of optimal
temperatureand pressurerangesin a chemicalprocess, 4.5.1.6 Decommissioningand/or disposalof assefs
or t he am bientli g h ti n ga n d te m p e ra tu rec o n d iti ons At decommissioning, the safe managementand
for office buildings, di sposalof any redundantequi pmentshoul dfol l ow
appropri atepol i ci es,i ncl udi ngenvi ronmental
It is importantthat the operationalparametersand management.From an assetmanagementperspective,
controlsare consideredand managedin conjunction decommi ssi oni ng shoul dal soi ncl udeconsi derati on
with maintenancearrangements(becauseof the of the long-termmanagementof similarassets,and
' potential impactof utilizationupon assetdegradation controlledretention if appropriate(for example,spare
characteristics, failure risksand assetlife cycles). parts).lt is also essentialthat recordsand asset
Forex am ple,if t h e l a n d i n gg e a r o f a n a i rc ra fti s informationare correctlyupdated - it is good practice
maint ainedon a s c h e d u l el i n k e dto th e n u m b e rsof to w ri te thi s i nto decommi ssi oni ng procedures and
l andingst,hen v a ri a ti o n si n th e o p e ra ti o n afll y i n g i ncl udesuchobl i gati onsi n contractualrequi rement s.
regime need to be reflectedinto the maintenance D ecommi ssi oni ng shoul densurethat equi pmenti s
programmeso that relevantmaintenanceactions removedas pl anned,and that remai ni ngequi pment
and r es our c es
c a n b e s u i ta b l ya d j u s te d . i s l eft i n the requi redsafecondi ti onand that any
relevantsignsand noticesare updated.
4.5.1.5 Maintenanceof assets
Controlsfor maintenanceof assetsshould be consistent 4.5.1.7 Other operational controls
wit h ens ur ingc o m p l i a n c e
w i th th e a s s e tm a n a g ement The following list providesexamplesof the range of
policy,assetmanagementstrategyand asset operationalcontrolsthat might be employedby the
managementobjectives,and take accountof asset organi zati oni n managi ngi ts assets.
o per at ingpar ame te rs .
a) Control of imported risks
s h o u l db e q i v e nto c o n tro lm e c h ani sms
C ons ider at ion . assessment and approvalof the designfor new
for ensuringthat: pl ant or equi pment;
r staff are competentat the point of work; . procedures ensuri ngthe avai l abi l i tyof
o operating parametersare understood; documentati onfor the safehandl i ng,operati on
. appropriaterecordsare kept. and mai ntenance of new machi nery, equi pment ,
materialsor substances;
Maintenancemanagementsystemsare often usedto . evaluation,and periodicre-evaluation,of the
coordinatemaintenanceactivities.Thesesystemsmay competenceof contractors;
b e bas edon s imp l es c h e d u l i n gto o l s ,s u c ha s c a rd/i ndex. proceduresfor the review approvaland control
systems. or more sophisticated work programmingand of contracts.
s c heduleopt im iza ti o nto o l s .T h e o rg a n i z a ti o ns houl d
ensurethat suchsystemsare selected,implemented b) Controlson specific tasks
and utilizedappropriatelyand effectivelyfor the r pre-determinationand approvalof working
coordinationand managementof different typesof
methods;
m aint enanc ace t i v i ty(s u c ha s c o n d i ti o nmo n i to ri ng,
inspectionor predictivemaintenance,planned r pre-qualificationof personnelfor
preventivemaintenance,function testing and hazardouVcritical tasks;
correctivemaintenance). Work proceduresor o permit-to-worksystems,and procedures
instructions,standardsand systemsfor supervision, controllingthe entry and exit of personnelto
checkingor approvals(for example,"permit to work" hazardousareasor those containinocritical
systems) shouldbe designedto ensureadequate equipment;
controlof quality,consistency and control of risk in . proceduresfor tacticalplanning,development,
the deliveryof maintenanceactivities. projectmanagement,schedulingand resource
management.

40 @ BSI Seotember
2008
 PAS55-2:2008

c) Controls on through-life management of plant 4.5.2Tools,facilitiesand equipment

and equipment

' ev aluat ion a n d a p p ro v a lp ro c e d u re a

s t th e vari ous The organi zati onshal lensurethat tool s,faci l i ties
assetlife cyclestages,e.g. creation/acquisition, and equi pmentare mai ntai nedand,w here
ut iliz at ion ,m a i n te n a n c ea n d appropri ate,cal i brated.The organi zati onshall
decommissioning/d isposal; establishand maintain process(es) and
. proceduresfor the operationof plant and procedure(s) to control these maintenanceand
equipm en t; cal i brati onacti vi ti es,
w here suchtool s,faci l i ti e s
r proceduresfor repair,maintenanceand and equi pmentare essenti al for:
i nspectionactivities; a) the implementationof its assetmanagement
plan(s);
. proceduresfor calibrationand maintenanceof
tools and test equipments; b) achi evi ngthe requi redfuncti on(s)and
performancefrom its assetsor assetsystems;
e proceduresfor the managementof spares;
. is olat ionof e q u i p m e n ta n d s e g re g a ti o na nd c) the monitoring and measurementof
oerformanceand/or condition.
control of access;
r maintenance,inspectionand testing of protection
systemsand emergencyequipmentsuchas: As part of the Plan-Do-Check-Act processes, a wide
- guarding and physicalprotection; varietyof parametersare defined during the
developmentof policies,processes, standardsand
- shutdown systems;
pl ans.S omeof theserequi retool s,faci l i ti esor
- f ir e det e c ti o na n d s u p p re s s i oenq u i p m ent; measuring/test equipmentto effect their
- essentialmonitorinq devices. i mpl ementati on.
l t i s essenti al
that any tool s,facilit ies
or equi pmentthat are requi redfor the del i veryand/ or
control of assetmanagementactivitiesare themselves
identifiedand managedas assets,at a levelof detail
appropriateto their criticality.

A ny moni tori ngequi pmentor i nstrumentati on th at

i s bui l t i nto an assetmay requi reperi odi ccal i brat ion
or testi ng;thi s shoul dbe regardedas an i ntri nsi cneed
of the assetitself,to be identified,plannedand
controlledappropriately.

It is importantto considerhow tools,facilitiesand

equi pmentare i denti fi edand trackedthrough their
usageand life cycles.lt is also important to know
w here and w hen they havebeen appl i ed;for exa m ple,
i f a pi eceof test equi pmenti s found to be si gni ficant ly
out of tolerance,it may be important to be able to
trace where and when it has been usedso that
re-testingcan be carriedout.

@ BSI September
2008 41
PA S5 5 - 2 : 2 00 8

4.6 Performance and improvement

assessment
4 . 6. 1P er f or m an caen d c o n d i ti o nmo n i to ri n g

T he or ganiz ati o ns h a l le s ta b l i s hi ,m p l e me n t
and m aint ainp ro c e s s (eas n) d /o rp ro c e d u re (sto)
m onit orand m e a s u reth e o e rfo rma n c eo f th e
as s etm anage me nst y s te ma n d th e p e rfo rm a nce
and/orconditionof assetsand/or assetsystems.
T he pr oc es s ( easn) d /o rp ro c e d u re (ss)h a l lp ro vi de
f or t he c ons id e ra ti oonf'
a) r eac t iv em o n i to ri n gto i d e n ti fyp a s to r e x i sti ng
nonc onf or m i ti eisn th e a s s e tm a n a g e m e n t
s y s t emand
, a n y a s s e t-re l a tedde te ri o ra ti o n,
f ailur esor in c i d e n ts ;
b) pr oac t iv em o n i to ri n gto s e e ka s s u ra n cth e at
t he as s etm a n a g e m e nst y s te ma n d a s s e ts
and/ oras s e st y s te ms a re o p e ra ti n ga s i n te nded.
T hiss hallin c l u d em o n i to ri n gto a s c e rta i n that
t he as s etm a n a g e m e npt o l i c y s, tra te g ya n d
objec t iv es a re me t, th e a s s e tm a n a g e m e n t
plan( s )ar e i m p l e me n te da, n d th a t th e
pr oc es s ( esp),ro c e d u re (so)r o th e r a rra n g e ments Organi zati ons
seeki ngto i mpl ementthe requi rement s
t o c ont r ola s s e tl i fe c y c l ea c ti v i ti e sa re e ffe cti ve; of P A S55-1on performanceand condi ti onmoni tor ing,
c ) leadingperfo rma n c ei n d i c a to rsto p ro v i d e shoul dconsi derthe fol l ow i nq recommendati ons
an d
war ningof p o te n ti a ln o n -c o m p l i a n cwei th qui dance
t he per f or m a n c ere q u i re me n ts
o f th e a s s e t
m anagem e nst y s te ma n d /o rth e a s s e tsa n d /or a ) The overal lpurposeof moni tori ngasset
assetsystems; managementperformancei s to eval uatethe
i mpl ementati onof assetmanagementobj ecti ves,
d) laggingperfo rm a n c ei n d i c a to rsto e n a b l e
the effecti veness of the arrangements for
det ec t ionof, a n d to p ro v i d ed a ta a b o u t,
control l i ngri skand enabl ethe i denti fi cati onof the
inc ident san d fa i l u re so f th e a s s e tma n a g ement
needto restoreor i mproveassetmanagement
s y s t emand
. fo r i n c i d e n tsfa
, i l u re so r d e fi c i ent
performance.
performanceof assetsand/or assetsystems;
b) P A S55 i denti fi esthe requi rementfor both reac t ive
e) bot h qualit a ti v ea n d q u a n ti ta ti v em e a s u res,
moni tori ngand proacti vemoni tori ng
appr opr iat eto th e n e e d so f th e o rg a n i z a ti on;
c) R eacti vemoni tori ngcompri ses structuredrespo nses
f ) m onit or ingth e o v e ra l le ffe c ti v e n e sasn d
to an i ndi cati onof a defi ci encyor fai l ure of the
ef f ic ienc yo f th e a s s e tm a n a g e m e nst y s te m;
assetmanagementsystem,assetsor assetsystems.
g) r ec or dingo f mo n i to ri n ga n d m e a s u re ment Thi si ndi cati oncoul d be the fai l ureof an asset,o r
dat a and r e s u l tsto fa c i l i ta tes u b s e q u e n t assets fai l i ng to performas expected,or i t coul d be
analy s is of p ro b l e mc a u s e to s a s s i sitn evi dencethat the assetmanagementsystemi tse lfis
det er m inin gc o rre c ti v eo r p re v e n ti v ea c ti ons defi ci ent,for exampl e,as a resul tof an observa t ion
and/ ort o f a c i l i ta tec o n ti n u a li m o ro v e me nt from an externalparty,suchas a regul atoryagency.
( in ac c or da n cw e i th 4 .6 .5 ).
d) P roacti vemoni torl ngcompri sesti mel y routi ne
and peri odi cchecksthat pl ansand pl anned
W hen s et t ingt h e fre q u e n c yo f c o n d i ti o no r
arrangements havebeen i mpl emented,to
per f or m anc emo n i to ri n ga n d th e p a ra me te rs
determi nethe l evelof conformancew i th asset
f or m eas ur em e nth t e o rg a n i z a ti o ns h a l lc o n si der,
managementsystemrequi rements and to seek
at a m inim um ,th e c o s tso f mo n i to ri n g ,th e risks
evi denceof probl emsw i th the assetmanagement
of f ailur eor n o n c o n fo rm i tya, n d p o te n ti a l
systemthat have not otherwisecome to the
det er ior at ionm e c h a n i s masn d d e te ri o ra ti o nr ates.
attenti onof the organi zati onvi a reacti ve
moni tori ng.
NOTEPerforntanceand conditpn measurernent and
monitonngfocuseson the performanceof the .:sset

42 o B s t S r r : ='. e'2 i tg
 PAS55- 2:2008

management sysfe.'n(/.e.proce-ssesi
anci ine Derfarmance .lainL
NOTET:.ecjaiafor leadrngtnorcalc,rs..:s;.ls
anClot candtiton of fhe assetsor e5sefsjsfems on a 1vgtti 1gt
irori pr5r65i,,,,g rtr,q.
da'.-ro-da'.h.as,srvhprpa<a!ta!ittnnt<e nrnas<<ier
\Jvu ll: iy
. Laggi ngi ndi catorsprovi dedata on performan ce
re\te,.';ing
and evaluattngthe effectiveness
of the assel resul ts.suchasthe f requenci es and severi ti es of
managementsystemretrospectively (normallybasedon undesi rabl events;
e for exampl e,i nci dentsor
an annualplan,)Thetvvoshouldnot be confused failuresof the assetmanagementsystem,assets
e ) P r oac t iv em on i to ri n gs h o u l db e c a rri e do u t t o or assetsystems. Laggi ngi ndi catorsare vi tal as
det er m inewh e th e r: they are the final checkon the effectiveness of an
. t he as s etm a n a g e m e nst y s te mi s b e i n g o p erated assetmanagementsystem.H ow ever,there are
as int ended ,i .e .a s s e tma n a g e me n ot b j e c t i ves, l i mi tati onsrel ati ngto thei r usei n the fol l ow i n g
t ar get sand p l a n sh a v eb e e n s e t a n d a re a c hi eved; ci rcumstances:
. t he as s et san d /o ra s s e st y s te msa re fu n c ti o ni ngas - moni tori ngthe l evel sof ri skfor hi gh i mpac t ,
r equir ed,i. e .th e o u tp u t, re l i a b i l i tya, v a i l abi l i ty, l ow probabi l i tyevents,suchasthose i n the
condition,etc. from an assetand/or assetsvstem maj or hazardi ndustri es - there are too few
ar e as plann e d ; fai l uresto detectchangesi n the l evelof ri s k;
. as s etm ana g e m e n p t l a n s ,o p e ra ti o n acl o n t rol - moni tori ngsustai nabi l i ty
or l ong l ead-ti me
c r it er iaand a p p l i c a b l el e g i s l a ti o nre
, g u l a t ory, effects- problemsare detectedtoo late,
statutory,and other assetmanagement - moni tori ngi ntangi bl eor i ndi recteffectssuchas
r equir em en ts a re b e i n g c o mp l i e dw i th . reputati on,empl oyeemoral e,customer
A n ex c lus iv e
re l i a n c eo n re a c ti v emo n i to ri n gcoul d satisfaction- oroblemsare detectedtoo late.
lead t o c om p l a c e n c yw.i th th e o rg a n i z a ti o n 'asset
s A/OIEine Oaiaicr iago;nerrtCicators..esuii's:re;1, r.crr-
m anagem en st y s te ml i k e l yto l i e d o rma n t u nti l teact,).,?
rcaiicring
pr oblem soc c u r. . A combi nati onof l eadi ngand l aggi ngi ndi cator s
P r oac t iv em on i to ri n go f a s s e tm a n a g e m e n t shoul dbe used,si ncethe tw o approaches are
per f or m anc ei n ma n yc a s e s(fo r e x a m p l ew h ere compl ementary; l aggi ngi ndi cators(for example
r out inec hec k sa re c a rri e do u t) l e a d sto i mmedi ate assetfai l ures)can revealw eaknesses i n a system
c or r ec t iv eac t i o na n d th e i n fo rma ti o na b o u t the that i s otherw i seoperati ngas i ntended,w her eas
f indingsm igh t n o t b e fo rm a l l yre c o rd e dW . here Ieadi ngi ndi catorscan detectnon-conformances
pr ac t ic able, org a n i z a ti o ns h o u l dre c o rdth e fi ndi ngs which can be correctedbefore adverseevents
of s uc hpr oac ti v em o n i to ri n g(a n d a c ti o n sresul ti ng) occur
and s houldal w a y sd o c u m e n tth e fi n d i n g so f reacti ve g) The organi zati onshoul di denti fykey performa nce
m onit or ing( a n d a c ti o n sre s u l ti n g ). i ndi cators(K P l s)asthe pri nci pali ndi cators to be
f) P A S55 als oid e n ti fi e sth e re q u i re m e nfo t r b oth
leadingand la g g i n gp e rfo rma n c ei n d i c a to rs.
. Leadingper fo rm a n c ei n d i c a to rsp ro v i d ed a ta on
c om plianc eo r n o n -c o mp l i a n cwe i th th e
per f or m an c ere q u i re me n ts o f a s s e tma n a gement
plan( s and
) c o mp l i a n c eo r n o n -c o mp l i a n ce w i th
t he or ganiza ti o n 'as s s e tma n a g e me nst y s tem
gener allyT. h e y p ro v i d ew a rn i n g s i g n so f p otenti al
pr oblem se, i th e r b e fo reth e y o c c u ro r b e fo rethey
bec om es ig n i fi c a n t.L e a d i n gi n d i c a to rss h o ul dbe
applied,in p a rti c u l a r, to a c ti v i ti e so r p ro c e sses
t hat c ould h a v eth e g re a te s tp o te n ti a lb e nefi ci al
influenc eon s u b s e q u e nat s s e tp e rfo rma n ce.
Leadingper fo rma n c ei n d i c a to rss h o u l dp redi ctthe
pr ev alenc oe f l a g g i n gi n d i c a to rsi n th e monthsand
y ear sahead .5 u c hi n d i c a to rsa re u s e fu li n that they
pr ov ideearl ye v i d e n c eo f s u c c e sosr fa i l u re ,
alt hought h e i r l i n k w i th l o n g -te rmp e rfo rmance
might not be perfect.

O B S f S e p : e r o e ' 2 OOE - 43
 PAS55-2:2008

usedby top managementto reviewthe measurementon a well-formulatedcombinationof

organization'sassetmanagementperformance. objective,subjective,quantitativeand qualitative
A large number of performanceindicatorsmight data types:
be r equir edt o m o n i to r th e i mp l e m e n ta ti o na n d . objectivedata: data which is detachedfrom an
effectiveness of the entire assetmanagementsystem assessor'spersonaljudgement;
and the overallassetperformance.However,this . subjectivedata: data which could have been
range of performanceindicatorsshould be influencedby those doing the measuring.These
aggregatedinto KPlsto enableseniorstaff to measurescan be very useful but need to be
efficientlyand effectivelymonitor the overall treated with care;
performanceof the assetmanagementsystemand
. quantitativedata: data which describesnumbers
as s et sK. P lss ho u l dc o m p ri s ea s ma l ln u m b e ro f both
and recordedon a scale.Where possible,it is
leadingand lag g i n gp e rfo rma n c ei n d i c a to rsl.t i s
desirableto quantify performancemeasuresso
essentialthat the KPlsselectedare appropriatein
that compari sons
can be made over ti me.
t er m sof r elev a n c ea n d q u a n ti tya n d th a t s e n i or
' However,suchdata might give an unjustified
staff have sufficientinformation but are not
impressionof precision;
ov er loadedwit h d a ta .
. qualitativedata: data which describesconditions
T he t op m anag e m e n o t f s o m eo rg a n i z a ti o n empl
s oy
or situationsthat cannot be recordednumerically.
a " B alanc edS c o re c a rd "T. h i sc o mp ri s e as re l a ti vel y
W hi l e qual i tati vedata i s very i mportanti t mi ght
smallnumber of KPls,yet coversa broad range of
be difficult to relate to other performance
organizationobjectivesand performancecriteria
meaSures.
( not et hat a " ba l a n c i n g "me c h a n i s mi s o fte n mi ssi ng
- so that performancein one area may be at the j ) The useof a combi nati onof thesevari ousdata ty pes
expenseof another).A corresponding"Asset will providea better overallassessment of the asset
M anagem entSc o re c a rds" h o u l db e c o n s i d e re d management system and asset performance than
to monitor the organization'soverallasset rel i ance on onl y one type of measure. l n genera l,
m anagem ent p e rfo rm a n c ep, ro v i d e dth a t a c l ear however, objective and quantitative measures
under s t anding of individuag l o a l si s c o mp l e m ented shoul dbe the preferredchoi cei f cri ti calbusi nes s
by understandingof the trade-offsinvolved.An processes or assetsare being monitored.
optimizationmethod is neededto ensurethat k) Attention should be given to the levelof
im pr ov em ent isn o n e KP Ia re n o t a c h i e v e da t the competence requiredof those responsiblefor
disproportionateexpenseof another,e.g. an asset pl anni ng,col l ecti ngand anal ysi ngdata from
performancetarget is achievedbut at excessive performancemeasures.
costsor risks. l) The scope,levelof scrutiny.frequencyof
measurement and condi ti onor performanceal ar m
h) The organizationshould identify parametersfor its l evel s(at w hi ch poi nt remedi alacti on i s i ni ti ated )
assetmanagementperformanceacrossthe whole shoul dbe opti mi zedand ri sk-based. Thesecri teria
or ganiz at ion.T h e s es h o u l di n c l u d e ,b u t n o t b e may be adjustedover time as information
lim it edt o, par a me te rs th a t d e te rm i n ew h e th er: accumulates, the stabilityof the systemis
. assetmanagementpolicy,strategy.objectives, establ i shed, and confi dencei n the asset
t ar get sand p l a n sw i l l b e o r a re b e i n g a c h i e ved; managementsystemi ncreases. The mi ni mum
. r is kc ont r olsh a v e b e e n i mp l e m e n te da n d a re frequencyof inspectionfor some assetsmay be
effective; determi nedby l egi sl ati on.
. the assetsare achievingthe performanceand m) E vi denceof i nternal /external
benchmarki ng
being m aint a i n e di n th e c o n d i ti o nre q u i re dof exercises and acting on the resultsobtained can
them and that lessonsare being learnt from asset be hel pful i n demonstrati ngthat the organi zat ion
m anagem enst y s te mfa i l u re s ,i n c l u d i n gi n c i dents, is committedto performancemeasurementand
and potential nonconformities(near misses); i mprovement.
o awar enes st r,a i n i n g ,c o mmu n i c a ti o n
and n) l t may be appropri ateperi odi cal l to
y commi ssi o n
consultationprogrammesfor employeesand the i ndependentgatheri ngof physi calcondi ti on
interestedparties are effective; data for the assetsto verify the accuracyof asset
. informationthat can be usedto review and/or data recordsand to validatethe resultsfrom any
predictivetools usedto estimateassetcondition.
improveaspectsof the assetmanagementsystem
is being pr od u c e da n d b e i n g u s e d . NOTEThe word "independent"heredoes not necessartly
meanexternalto the orqantzatton
i) Organizations
should basetheir performance

44 O BSI September
2008
 PAS55- 2:2008

4.6.2 lnvestigationof asset-relatedfailures,incidents W here sol uti onsor i mprovementsrel atedto cri ti cal
and nonconformities assetsare i denti fi ed,systemati icdenti fi cati on,sel e ct ion
and cosU ri sk/performance eval uati onof thesesol u t ions
T he or ganiz ati o ns h a l le s ta b l i s hi,m p l e me n tand or i mprovementsshoul dbe carri edout.
m aint ainpr oc e s s (e a s )n d /o rp ro c e d u re (sfo
) r the
handlingand i n v e s ti g a ti o no f fa i l u re s ,i n c i d e nts It mi ght not be appropri ateto i nvesti gateeachan d
and nonc onf o rm i ti e sa s s o c i a tew d i th a s s e tsasset
, everynon-cri ti calassetfai l ure and i t thereforemi ght
s y s t em sand t h e a s s e tma n a g e me n st y s te m . be more effi ci entto cl assi fysuchfai l uresi nto
T hes epr oc es s (e sa)n d /o rp ro c e d u re (ss)h a l l categori esof si mi l arevents.w hi ch are then subj e ct ed
def ine r es pon s i b i l i ty
a n d a u th o ri tyfo r: to a generi cassessment and courseof acti onthat could
faci l i tatetrend anal ysi s
a) t ak ing ac t io nto m i ti g a tec o n s e q u e n c easr i si ng
f r om a f ailu re .i n c i d e n to r n o n c o n fo rmi ty ; 4.6.2.2Procedures
b) inv es t igat in gfa i l u re s ,i n c i d e n tsa n d 4.6.2.2.1General
nonc onf or m i ti e to s d e te rmi n eth e i r ro o t A ny procedures shoul d:
c aus e( s ) ;
. defi nethe responsi bi l i ti esand authori ti esof the
c ) ev aluat ingt h e n e e d fo r p re v e n ti v ea c ti o n (s)to i ndi vi dual si nvol vedi n i mpl ementi ng,reporti ng,
av oid f ailur e s ,i n c i d e n tsa n d n o n c o n fo rm i ti es i nvesti gati ng, fol l ow -upand moni tori ngof correct ive
oc c ur nng; and preventi veacti ons;
d) c om m unic a ti n ga, s a p p ro p ri a teto re l e v a nt . requi rethat al l non-conformances, i nci dents,and
s t ak eholde rsth, e re s u l tso f i n v e s ti g a ti o ns
a nd casesof i mmi nentri skare reported;
ident if iedc o rre c ti v ea c ti o n (s a) n d /o rp re v enti ve
. cl earl ydefi nethe courseof acti onto be taken
ac t ion( s ) .
fol l ow i ng non-conformances
i denti fi edi n the as set
I nv es t igat ionssh a l lb e p e rfo rme dw i th i n a managementsystem;
t im es c alec om me n s u ra te w i th th e a c tu a la n d/or . w here an i nci denthasl egal or regul atoryi mpl i cat ions
pot ent ialc ons e q u e n c eosf th e fa i l u re ,i n c i d ent
(for exampl eheal th,safetyor envi ronmentalthen )
or nonc onf or m i tv .
the procedures shoul densurecompl i ancew i th any
l egalor regul atoryrequi rements.
4.5.2.1General
Or ganiz at ions s h o u l d h a v ee ffe c ti v ep ro c e d u res for
repor t ing,ev alua ti n ga n d i n v e s ti g a ti n gi n c i d e nts
a n d non- c onf or m a n c e T s .h e p ri m e p u rp o s eo f th e
p r oc edur e( sis
) t o p re v e n tfu rth e r o c c u rre n c e or
e sc alat ionof s uc hs i tu a ti o n sb y i d e n ti fy i n ga n d deal i ng
w it h t he r oot c au s e (s ).
F u rth e rm o reth , e p ro c e dures
sh ouldenablet he d e te c ti o n ,a n a l y s i sa n d e l i m i nati on
o f pot ent ialc ause so f n o n -c o n fo rmi ti e s .

Th e or ganiz at ions h o u l dp re p a rep ro c e d u re to s ensure

th at inc ident san d n o n -c o n fo rma n c easre i n v e sti gated,
a nd c or r ec t iv ean d /o r p re v e n ti v ea c ti o n si n i ti a te d.
Pr ogr es sin t he c o mp l e ti o no f c o rre c ti v ea n d p reventi ve
a c t ionss houldbe m o n i to re d .a n d th e e ffe c ti v e ness of
su c hac t ionsr ev ie w e d .

l m m ediat eac t ionto b e ta k e n u p o n o b s e rv a ti onof

n on- c onf or m anc e isn, c i d e n tso r c a s e so f i mmi n e ntri sk
shouldbe k nown to a l l p a rti e sa n d s h o u l db e re fl ecti ve
o f t he r is k as s oc i a tew
d i th th e n o n -c o n fo rma nce
o r inc ident .

Root c aus eanaly s i s h o u l db e u s e dto i n v e s ti g ate

cr it ic alas s et - r el a tefa
d i l u re so r i n c i d e n tsre
, p e ti ti ve
fa ilur esor inc ide n tsa n d s i g n i fi c a n tn o n -c o n fo rmances
(i nc ludingnear m i s s e s ).

O BSI:::::.-.r:'. -:: 45
P AS5 5 - 2 : 2 0 0 8

fr' '

4.6.2.2.2lmmediateaction 4.6.2.2.4 I nvestig ation

l m m ediat eac t ionto b e ta k e n u p o n o b s e rv a ti o nof The procedures shoul ddefi ne how the i nvesti gati o n
n o n- c onf or m an c eisn.c i d e n tso r c a s e so f i m m i n entri sk process shoul dbe handl ed.The procedures shoul d
sh ouldbe k nown to a l l p a rti e sT . h e p ro c e d u reshoul
s d: i denti fy:
. d ef inet he pr oc e s fo
s r n o ti fi c a ti o n ; . the type of eventsto be i nvesti gated, e g servi ce
. w her e appr opr i a tei,n c l u d ec o -o rd i n a ti o nw i th i nterrupti oni nci dentsabovea defi ned threshol d
e m er genc yplan sa n d p ro c e d u re s ; (suchas durati onand numberof customers affected) ;
. d ef inet he s c al eo f i n v e s ti g a ti veeffo rt i n re l a t i onto . w hether the i nvol vement of external agenci esand
the pot ent ialor a c tu a lh a rm ,e .g . i n c l u d eto p authori ti esi s requi red;
m anagem entin th e i n v e s ti g a ti o o n f s e ri o u si n ci dents. . the purposeof i nvesti gati ons;
. w ho i s to i nvesti gate, the authori tyof the
4.6.2.2.3Recording i nvesti gators, requi redqual i fi cati ons (i ncl udi ngl i n e
Appr opr iat em ea n ss h o u l db e u s e dto re c o rdth e management l vhen appropri ate);
fa c t ualinf or m at i o na n d th e re s u l tso f th e i mmedi ate . the process for establ i shi ng the root causeof the
i n v es t igat ion
and th e s u b s e q u e ndt e ta i l e d non-conf o rmance;
i nv es t igat ionT he o rg a n i z a ti o ns h o u l de n s u rethat
. arrangements for w i tnessi ntervi ew s;
th e pr oc edur es ar e fo l l o w e dfo r:
r practi cali ssues suchas avai l abi l i tyof camerasand
. r ec or dingt he de ta i l so f th e n o n -c o n fo rm a n c e,
storageof evi dence;
inc identor c as e so f i mmi n e n tri s k ;
. i nvesti gati on reporti ngarrangements i ncl udi ng
. defining wher eth e re c o rd sa re to b e s to re d ,a nd
statutoryreportrngrequrrements.
r es pons ibilitf o
y r th e s to ra g e
Investi gatory personnelshoul dbegi n thei r prel i mi nar y
s the factsw hi l e f urther i nformati oni s
anal ysi of
col l ected.D ata col l ecti onand anal ysi shoul
s dconti n ue
unti l an adequateand suffi ci entl ycomprehensi ve
exol anati oni s obtai neo.

4+O
 PAS55- 2:2 008

4 ,6, 3E v aluat iono f c o m p l i a n c e

. proj eclor w orK revtew s;
T he or ganiz a ti o ns h a l le s ta b l i s hi ,mp l e m e n ta nd . anal ysi of
s test resul tsfrom moni tori ngand testi n g;
m aint ainpr oc e s s (eas n ) d /o rp ro c e d u re (sfo) r
. faci l i tytoursand/ordi rectobservati ons.
ev aluat ionof i ts c o m p l i a n c ew i th a p p l i c a b l elegal
and ot her r eg u l a to ryo r a b s o l u tere q u i re ments,
and s halldet e rm i n eth e fre q u e n c vo f s u c h The organi zati on'processes
s for the eval uati ono{
ev aluat ions . compl i ancecan dependon i ts nature(si ze,structu r e
and compl exi ty)A compl i anceeval uati oncan
T he or ganiz a ti o ns h a l lk e e p re c o rd so f th e resul ts encompass mul ti pl el egalrequi rements or a si ngl e
of t hes eev alu a ti o n s . requi rement.The frequencyof eval uati ons can
be affectedby factorssuchas pastcompl i ance
performanceor speci fi cl egalrequi rementsThe
An or ganiz at ions h o u l de s ta b l i s hi ,m p l e me n ta nd organi zati oncan chooseto eval uateconrpl i ance
m aint aina pr oc e d u refo r p e ri o d i c a l l e
y v a l u a ti ngi ts w i th i ndi vi dualrequi rements at di fferentti mesor at
com plianc ewit h th e l e g a lo r o th e r re q u i re me nts that di fferentf requenci es, or as appropri ate.A compl i ance
ar e applic ablet o i t5 a s s e tma n a g e me n t,a s p a rt of l ts eval uati onprogrammecan be i ntegratedr.vi thothe r
co m m it m entt o c o m p l i a n c e . assessment Thesecan i ncl udemanagement
acti vi ti es,
systemaudi ts,envi ronmentalaudi tsor qual i ty
Ev aluat ionof t he o rg a n i z a ti o n 'cso m p l i a n c es h oul dbe assurance checks
per f or m edby c o m p e te n tp e rs o n se i th e rf ro m \. vrthi n
th e or ganiz at io na n d /o ru s i n ge x te rn a lre s o u rces. an organi zati onshoul dperi odi cal l evai
S i mi l arl y, y uat e
i ts compl i ance w i th other requi rements to w hi ch i t
A v ar iet yof inpu tsc a n b e u s e dto a s s e scso mp l i ance, subscri bes (see4.4.8).A n organi zati oncan choose
i nc ludi ng: to establ i sha separateprocess for conducti ngsuch
. audit s ; eval uati ons or i t may chooseto combi nethese
. t he. es ult sof r e g u l a to ryi n s p e c ti o n s ; eval uati ons w i th i ts eval uati ons
of compl i ancernri t h
l egalrequi rements (seeabove)and/ori ts nranagem ent
. analy s isof lega la n d o th e r re q u i re m e n ts ;
revi ervprocess (see4,7)or other eval uati onproces ses
. r ev iewsof docu me n tsa n d /o r re c o rd so f i n c i dents
and r is kas s es s me n ts ; The resul tsof the peri odi ceval uati ons
of comp i an ce
. int er v iews , w i th l eqalor other requi rementsshoui dbe reco.d eo
. f ac ilit y ,equipme n ta n d a re a i n s p e c ti o n s ;
PAS55-2:2008

4.6.4Audit
a) A n audi t shoul d:
T he or ganiz at io ns h a l le n s u reth a t a u d i tso f th e . confirm whether the systemmeetsthe
assetmanagementsystemare conductedto: requi rementsof P A S55-1;
a) determinewhether the assetmanagement . establ i shthe degreeof compl i ancew i th the
system: documentedassetmanagementprocedures;
i) conformsto planned arrangementsfor . assesswhether or not the systemis effectivein
as s etm ana g e m e n t,i n c l u d i n gth e meeting the assetmanagementpolicy,strategy
requirementsof Clause4; and objectivesof the organization;
ii) hasbeen im p l e me n te da n d i s ma i n ta i n e d; . identify any correctiveactionsrequiredto achieve
iii) isef f ec t iv ei n me e ti n gth e o rg a n i z a ti o n ' s compliancewith the requirements.
assetmanagementpolicy,asset b) The audi t shoul di ncl udeassessi ng and determi ning
managementstrategyand asset the vi abi l i tyand sui tabi l i tyof the assetmanagem ent
managementobjectives. policy,strategy,objectivesand plans,particularlyin
b ) pr ov ideinf or m a ti o nto ma n a g e me n t. relationto criticalassetsand assetsystems,to ensure
that they are:
Audit programme(s)for elementsof the r consistentwith each other;
as s etm anagem e n st y s te ms h a l lb e p l a n n e d ,
. adequate;
es t ablis hed,
im pl e me n te da n d ma i n ta i n e db y
the organization,basedon the resultsof risk . achi evabl e.
assessments of the organization'sactivities,and E stabl i shi ng
w hether they are adequateand
the resultsof previousaudits. achievablealso requiresassessment of the
organi zati on' s:
Audit process(es) and/or procedure(s) shallbe . assetmanagementrelated assumptions;
im pl e me n te da n d ma i n ta i n e dto
es t ablis hed.
. process(es) and/or procedure(s), methods.tools
address:
and techni ques;
1 ) t he r es pons ib i l i ti ecso, mp e te n c i easn d
. avai l abi l i ty/al l ocati on
of funds;
r equir em ents fo r p l a n n i n ga n d c o n d u c ti n g
audit s ,r epor ti n gre s u l tsa n d re ta i n i n g . avail abil i ty/all ocati onof resources (i ncl uding
associatedrecords; competencies);
2 ) t he det er m in a ti o no f a u d i t c ri te ri a ,s c o p ea nd . avai l abi l i ty/al l ocati on
of ti me (i ncl udi ngti mi ng
m et hodst hat a re c o m m e n s u ra te w i th th e i nterdependenci es).
bus iness igni fi c a n c ae n d ri s k sb e i n g m a n a g ed. c) The resultsof the assetmanagementsystemaudits
shoul dbe recordedand reportedto managemen tin
The seleqtionof auditorsand the conductof a timely manner.A review of the resultsshould be
auditsshallensureobjectivityand the impartiality carriedout by managementand effectivecorrective
of the audit process.Audits shall be conducted action taken where necessary.
by personnelindependentof those having direct d) Audits should be carriedout by personnelfrom
re s pons ibilitfyor th e a c ti v i tyb e i n g e x a mi n e d . within the organizationand/or by external
NOTE1 Theterm "in endent"heredoesnot personnelsel ectedby the organi zati on,In ei ther
necessanly
mean externalto the organization case,the personnelconductingthe asset
NOTE2 lt is recammendedthat the selection of managementsystemaudi tsshoul dbe i n a posi ti o n
auditorsconsiders theirlevelof understandingof to do so impartiallyand objectively.
good practiceln assetmanagementand familiarity e) Assetmanagementsystemaudits should be
with the requirements of Clause4 of this PAS conductedaccordingto planned arrangementsthat
are commensurate w i th the busi nesssi gni fi cance
and ri sksbei ng managed.A ddi ti onalaudi tscan be
Auditing is a processwhereby organizationscan review
performedas circumstances require.
and continuouslyevaluatethe effectiveness of their
assetmanagementsystem.Organizationsseekingto NOTEThegeneralprincrplesand methodologydescribed
i mplem entt he r eq u i re m e n ts in 85 FN ISO 19011 areappropriatefor assef
o f PA S5 5 -1o n a u d i t,
shouldconsiderthe following recommendations managementsystemauditing
a n d guidanc e. f) The audit should providecomprehensivecoverage
of the whole assetmanagementsystem.This may

48 @ B S I S eptember
2 008
 PAS55- 2 :2008

r equir ea r oll i n g p ro g ra mmeo f a u d i tsa c ro ssthe (val i dati onaudi t)and al sothat the organi zat ionis
or ganiz at iona, n d m a y re q u i rea u d i to rsw i th fol l ow i ng i ts ow n procedures (compl i ance audit ) .
dif fer ent ex p e rti s eto c o n tri b u teto th e d i fferent W herethe assetmanagementsystemi s addi tionally
elem ent s lt . m a y b e a p p ro p ri a teto u s ea requi redto conformto an externalspeciifcationt his
c om binat iono f a u d i tsto g e t th e n e c e s s a rdepth y shoul dal sobe veri fi ed
and c ov er ag eta , k i n g e i th e r: h) The audi t process shoul dal sol ook for changesin
. a " hor iz on ta ls l i c e " :fo r e x a mp l e ,a n a u d it of asset busi ness and assetoperati ngcontextthat rend er s
m anagem e n tp l a n (s )a c ro s sth e o rg a n i z a ti onto statedprocedures and processes i nval i d,there by
v er if yt hat th e p l a n sc o n fo rmto th e re l e vant i ntroduci ngri sk.
r equir em e n tsi n P AS5 5 -1 ;o r i ) The audi tor shoul dbe aw arethat the exi stenceof
. a " v er t ic a ls l i c e " :fo r e x a mp l e th
, e a rra n gements an assetmanagementpol i cy,strategy,obj ecti v es,
t o m anagea s p e c i fi ca s s e to v e r i ts l i fe c y c l e,or targetsand pl ansal one are no guaranteethat t hey
a s pec ific a s s e t-re l a terids k ,a re a u d i te di n terms are (or w i l l be) effecti vei n the opti mal manag em ent
of t he as s e tma n a g e me n tp o l i c ya n d a s s et of the assets. Therefore,the audi torshoul dse ek
m anagem e n st tra te g ya, s s e tm a n a g e m e n pl t an(s), further evi denceto val i datethe effecti veness o f t he
t he enabli n ga n d c o n tro l p ro c e s s e(isn c l udi ngri sk assetmanagementsystem.
m anagem e n t),i mp l e m e n ta ti o no f a s s e t j ) fne audi t process shoul dal soencourageaudi tor st o
m anagem e n p t l a n (s ),p e rfo rma n c emo n i t ori ng i denti fyopportuni ti esfor conti nuali mprovem ent
and m anag e me n tre v i e w , A cti veparti ci pati on,understandi ngand suppo r tof
g ) T he audit pr o c e s s h o u l de s ta b l i s hth e e ffe c ti veness the organi zati on'empl s oyeesare i mportanti n
of t he s y s t e mi n m a n a g i n gth e a s s e tsi n a c c ordance achi evi ngthi s.
wit h t he or g a n i z a ti o n ' ps o l i c ya n d o b j e c ti ves
PAS55-2:2008

4.6.5lmprovementactions
4.6.5.1Correctiveand preventive action 4.6.5.1.2Preventive action
Preventiveactionsare those taken to addressthe root
T he or ganiz at i o ns h a l le s ta b l i s hi,mp l e m e n ta nd cause(s) of potential non-conformances or incidents,
maintain process(es) and/or procedure(s) for as a proactivemeasure,before such incidentsoccur.
ins t igat ing: Exampleso{ elementsto be consideredin establishing
a) c or r ec t iv eac ti o n (sfo
) r e l i mi n a ti n gth e c a u ses and maintainingpreventiveaction proceduresinclude:
of observedpoor performanceand . use of appropriatesourcesof information,e.g. trends
nonconformitiesidentified from investigations, in assetperformanceindicatingimminent risk of
ev aluat ionso f c o m p l i a n c ea n d a u d i tsto a voi d failure, failure ratesacrossa population of assets,
their recurrence; revisedrisk assessments, data on environmental
b) preventiveaction(s)for eliminatingthe changes;
potential causesof nonconformitiesor poor . i denti fi cati onof any potenti alprobl emsrequi ri n g
performance. preventiveaction;
. use of an appropriatemethodologyto selecta
Any correctiveor preventiveactionstaken and
suitableand sufficientpreventiveaction;
t heir t im ingss h a l lb e c o m m e n s u ra te
w i th th e
. i ni ti ati onand i mpl ementati onof preventi veacti on;
risk(s)encountered.
. recordingof any changesin proceduresresulting
Where a correctiveor preventiveaction identifies from the preventiveaction.
-
new or changedrisks,or the need for new or
changedprocess(es),procedure(s)or other 4.6.5.1.3Follow up
arrangementsto control assetlife cycleactivities, Correctiveor preventiveaction taken should be as
the proposedactionsshall be risk assessedprior permanentand effestiveas practicable.Checksshould
to implementation(see4.4.7). be made on the effectivenessof corrective/preventive
action taken. Checksshouldalso be made to ensure
The organizationshall keep recordsof the that any temporarycontainmentmeasureshave been
correctiveand preventiveactions(see4.6.6)taken removeo.
and communicatethese to relevantstakeholders.
Outstanding/overdue actionsshould be escalatedas
T he or ganiz at i o ns h a l le n s u reth a t a n y n e c e ssary appropri atevi a management.
changesarisingfrom correctiveand/or preventive
actionsare made to the assetmanagementsystem. 4.5.5.1.4Non-conformance,
and incident analysis
ldentifiedcausesof non-conformances and incidents
4.6.5.1.1 Correctiveaction shoul dbe cl assi fi ed
and anal ysedon a regul arbasis.
Frequencyand severityratingsshould be calculatedin
Correctiveactionsare actionstaken to addressthe root
accordancewith acceptedindustrypracticefor
cause(s) of identified non-conformances, or incidents,
compaflsonpurposes.
i n or der t o pr ev en t,o r re d u c eth e l i k e l i h o o do f
recurrence.Aspectsto be consideredin establishing
V al i dconcl usi ons
shoul dbe draw n and correcti ve
a nd m aint ainingc o rre c ti v ea c ti o np ro c e d u re si n cl ude:
acti ontaken.A t l eastannual l y,thi s anal ysi sshoul dbe
. ident if ic at ionan d i mp l e m e n ta ti o no f c o rre c ti ve ci rcul atedto top managementand i ncl udedi n the
measuresboth for the short-termas well as long- managementreview (see4.7).
ter m ( t hisc an al s oi n c l u d eth e u s eo f a p p ro p ri ate
sourcesof information,suchas advicefrom 4.6.5.1.5Monitoring and communicating results
employeeswith assetmanagementexpertise);
The effectiveness of assetmanagementinvestigations
r ev aluat ionof an y i m p a c to n ri s k i d e n ti fi c a ti o n, and reporting should be assessed. The assessment
and assessment results(and any need to update risk shoul dbe obj ecti ve,and shoul dyi el d a quanti tati ve
identification,assessment and control report(s)); resul ti f oossi bl e.
. i nit iat ionand im p l e me n ta ti o no f c o rre c ti v ea c uon;
. r ec or dingany r e q u i re dc h a n g e si n p ro c e d u re s The organi zati on,havi ngl earntfrom the i nvesti gat ion,
resultingfrom the correctiveaction or risk shoul d:
identification,assessment and control,and ' identify the root causesof deficienciesin the asset
i m plem ent at io n
o f th e s ec h a n g e s . managementsystemand generalmanagementof
the organi zati on,w here appl i cabl e;

50 -^ @ B S I S eoi earber
2008
 PAS55- 2:2008

o c om m unic at efi n d i n g sa n d re c o mme n d a ti o ns 4.6.5.2C onti nuali mprovement

t o m anagem e n ta n d re l e v a n ti n te re s te dp a rt i es
(see4.4.4); The organi zati onshal lestabl i sh,i mpl ementan d
. inc luder elev a n tfi n d i n g sa n d re c o m m e n d a ti ons mai ntai nprocess(es) and/orprocedure(s) for
f r om inv es t ig a ti o nisn th e c o n ti n u i n ga s s e t i denti fyi ngopportuni ti esand assessi ng,
m anagem en tre v i e wp ro c e s s ; pri ori ti zi ngand i mpl ementi ngacti onsto
. m onit or t he t i m e l y i mp l e m e n ta ti o no f re m e di al achi eveconti nuali mprovementi n:
c ont r ols and
, th e i r s u b s e q u e net ffe c ti v e n e s s a) the opti mal combi nati onof costs,asset
ov er t im e; rel atedri sksand the performanceand
. apply t he les so n sl e a rn tfro m th e i n v e s ti g a ti onof condition of assetsand assetsvstemsacross
non- c onf or m a n c easc ro s sth e w h o l e o rg a n i zati on, the w hol e l i fe cycl e;
f oc us s ingon th e b ro a d p ri n c i p l e si n v o l v e d ,rather b) the performanceof the assetmanagement
than being restrictedto specificaction designedto sysrem
av oid r epet it i o no f a p re c i s e l sy i m i l a re v e n t in the
s am ear ea of th e o rg a n i z a ti o n ; The organi zati onshal lacti vel yseekand acquir e
. pr ov idea s t an d a rd i z e dre p o rti n gs y s te ms o as to know l edgeabout new assetmanagement-relat ed
technol ogyand practi ces, i ncl udi ngnei nrtool s
ef fic ient lyana l y s eth e a mo u n t a n d ty p e o f a sset-
and techni ques, and theseshal lbe eval uated
r elat edf ailur e s ,i n c i d e n tsa n d n o n -c o n fo rm ances
to establ i shthei r potenti albenefi tto the
oc c ur r ingand h o w e ffe c ti v e l yth e y a re b e i n g
oroani zati on.
dealt wit h.

Opportuni ti esto i mproveshoul dbe i denti fi ed,

assessedand i mpl ementedacrossthe organi zationas
appropri ate,through a combi nati onof moni toringand
correctiveactionsfor the assetsand/or assetsystems
and/orthe assetmanagementsystem.

C onti nuali mprovementshoul dbe regardedas an

i terati veacti vi tyw i th the ul ti mateai m to be i o
del i verorgani zati onal obj ecti ves. l t shoul dnot be
i nterpretedas cycl i c(e.9.annual )i mprovementsin
assetperformanceparameters j ust becausethey can
be achi eved.

Often organi zati ons are not aw areof new techn ology,
tool s or methodsthat havebeen provento be of
measurabl e benefi tto other organi zati ons. A cti ve
researchi s requi redto i denti fy,i nvesti gate,
tri al
and eval uatesuchopportuni ti esE xampl es of hclv
organi zati onsacqui resuchknow l edgei ncl ude:
. empl oyi ngspeci al i st and personnel;
organi zati ons
. professi onal
bodi esand trade associ ati ons;
. conferences,
forums,semi nars,j ournal s,publ i c at ions
and other medi a;
. benchmarki ngand cross-i ndustry
technol ogytr ansf er ;
. al l i ances,
contractorsand servi ceprovi ders;
. exi sti ngsuppl i ersand al ternati vetechnol ogyor
servtcevendors;
resul tsof
' researchand devel opmentacti vi ti es,
academi cresearch;

' tracki ngcompeti tors.

r4
fI
PA S5 5 - 2 : 2 0 08

4 .6 . 6Rec or ds

T he or ganiz at io ns h a l le s ta b l i s h
a n d m a i n ta i n
rec or dsas nec e s s a ry
to d e m o n s tra te c o n fo rm a nce
t o t he r equir em e n ts
o f i ts a s s e tma n a g e me n t
s y s t emand Clau s e4 o f th i s PA S.

Rec or dss hallbe l e g i b l e ,i d e n ti fi a b l ea n d

tr ac eable

Rec or ds
s hallbe m a i n ta i n e di n a c c o rd a n cw
e i th
the r equir em en ts
o f 4 .4 .6 .

Org aniz at ionss ee k i n gto i m p l e me n tth e re q u i re ments

o f P A S55- 1on r eco rd ss, h o u l dc o n s i d e th
r e fo l l o w i ng
re c om m endat ionasn d g u i d a n c e .

a ) K eepingr ec or d sa n d m a n a g i n gth e m e ffe c ti v e l y . i nspecti on,

mai ntenance
and cal i brati onrecords ;
giv est he or gan i z a ti o na re l i a b l es o u rc eo f r perti nentcontractorand suppl i eri nformati on;
inf or m at ionon t h e o p e ra ti o na n d re s u l tso f th e . i nci dentand non-conformance reports/regi ster s;
as s etm anageme nst y s te mR . e c o rd s h o u l db e kept
. evi denceof emergencypreparedness and
to dem ons t r at eth a t th e a s s e tm a n a g e m e nst y stem
oper at esef f ec t i v e l ya, n d th a t p ro c e s s ehsa v eb een response, i ncl udi ngthe resul tsof testi ng
c ar r iedout unde r p re s c ri b e cdo n d i ti o n sR e c o r ds conti ngencypl ans.
that dem ons t r a teth e o rg a n i z a ti o n 'cso n fo rm a nce d) A cceptabl erecordscantake manyforms.For
w it h t he r equire m e n ts o f th e a s s e tma n a g e ment exampl e,recordsof managementrevi ewcan
s y s t ems houldr e ma i nl e g i b l e ,re a d i l yi d e n ti fi a bl e, i ncl udecopi esof meeti ngagendai tems,l i stsof
tr ac eableand r e tri e v a b l e attendees,presentati onmateri al sor handouts,
b ) P A S55 r equir esth a t re c o rd sa re k e p t: and managementdeci si ons recordedi n a memo
. f or es s ent ial to f i l e, reports,mi nutesor tracki ngsystem.
in fo rm a ti o ng e n e ra te dw h i l s t
r es pondingt o a n d m a n a g i n gi n c i d e n tsa n d e) A ssetmanagementrecordsshoul dbe control l ed
em er 9enc r e5 ; i n the samew ay as other i mportantasset
managementi nformati on
r f or t r ar ningpr o v i d e d ;
. f or m aint ena n c ea,n d w h e re a p p ro p ri a te ,
c alibr at ionof s p e c i fi e d
to o l s ,e q u i p m e n ta n d
f ac ilit ies ;
. f or m onit or in ga n d me a s u re m e notf th e
per f or m anc eo f th e a s s e tm a n a g e m e nst y s tem,
and t he oer f o rm a n c ea n d /o rc o n d i ti o no f a s sets
and/or assetsystems;
. f or ev aluat io n os f c o m p l i a n c ew i th l e g a lo r o ther
r equr r em ent s ;
. on t he r es ult so f a u d i ts ,
. on det ailsof c o rre c ti v ea n d p re v e n ti v ea c ti o n s;
. f or m anagem e nre t view.
c) A n or ganiz at io ns h o u l dd e te rm i n ew h i c h re c o rdsare
r equir edt o m an a g ei ts a s s e tma n a g e me nat c tivi ti es
ef f ec t iv elyI.n ad d i ti o nto th o s e i d e n ti fi e di n b )
abov e,as s etm a n a g e me nre t c o rd sc o u l d i n c l u d e:
. as s etm anage me nre t l a te dc o mp l a i n tsre c o rd s,
e. g.f r om c us to me rsre , g u l a to rse, mp l o y e e s ;
. t he r es ult sof i d e n ti fi c a ti o no f ri s k so r ri s k
as S es s m enrs ;

@ BSI Sepl e,r l ber2J O E

 PAS55- 2 :2008

4.7 Managementreview

T op m anag e me n st h a l lre v i e wa t i n te rv a l sthat i t consi derati onIn revi ew sof the oroani zati onal
det er m inesa p p ro p ri a teth e o rg a n i z a ti o n 'asset
s strategi cpl an.
m anagem e n st y s te mto e n s u rei ts c o n ti n u i ng
s uit abilit ya, d e q u a c ya n d e ffe c ti v e n e s R
s .e vi ew s R ecords of managementrevi ew sshal lbe reta ined
s hallinc lud ea s s e s s i nth g e n e e d fo r c h a n gesto and i nformati onrel evantto speci fi cempl oyees,
t he as s etm a n a g e me nst y s te m i.n c l u d i n ga sset contractedserviceorovidersor other stakeholders
m anagem e n p t olicya , s s e tma n a g e me nst trategy made avai l abl efor communi cati onourooses
and as s etm a n a g e m e n o t b j e c ti v e s . (see4.4.4).

I nput t o m a n a g e me n re
t v i e w ss h a l li n c l u d e:
Organi zati ons seeki ngto i mpl ementthe requi re m ent s
a) r es ult sof i n te rn a la u d i tsa n d e v a l u a ti ons of of P A S55-1on managementrevi ew ,shoul dcons ider
c om plia n c ew i th a p p l i c a b l el e g a lre q u i r ements the fol l ow i ng recommendati ons and gui dance.
and wit h o th e r re o u i re me n ts to w h i c h the
or ganiz a ti o ns u b s c ri b e s ; a) Top managementshoul drevi ewthe operati onof
b) t he r es u l tso f c o m m u n i c a ti o np, a rti c i p a ti on the assetmanagementsystemto assess w hether
and c ons u l ta ti o nw i th e m p l o y e e sa n d o t her i t i s bei ng ful l y i mpl ementedand remai nssui t able
stakeholders(see4.4.4); for achi evi ngthe organi zati on'stated
s asset
c ) r elev antco mmu n i c a ti o n (s fro
) m e x te rn al managementpolicy,strategy.objectives,targets
s t ak eho l d e rsi n, c l u d i n gc o mp l a i n ts ; and pl ans.

d) r ec or dso r re p o rtso n th e a s s e tm a n a g e ment b) The revi ewshoul dal soconsi derw hetherthe asset
per f or ma n c eo f th e o rg a n i z a ti o n ; managementpol i cyconti nuesto be appropriat e.lt
shoul destabl i shnew or updatedassetmanag em ent
e) t he ex t en tto w h i c h o b j e c ti v e sh a v eb e e n met;
obj ecti ves
for conti nuali mprovement,approp r iat e
f ) per f or ma n c ei n a d d re s s i n g
incident to the comi ngperi od,and consi derw hetherc hanges
investigations, correctiveactionsand are neededto any el ementsof the asset
pr ev ent i v ea c ti o n s ; managementsystem
g) f ollow- u pa c ti o n sfro m p re v i o u sm a n a g ement c) R evi ew sshoul dbe carri edout by top managem ent
revrewS; on a regul arbasi s,e.g.annual l y.The revi ewsh ould
h) c hangin gc i rc u m s ta n c eisn,c l u d i n g focuson the overal loerformanceof the asse t
dev elop m e n ts i n l e g a la n d o th e r re q u i r ements managementsystemand not on speci {i cdeta ils,
r elat edt o a s s e tm a n a g e m e n at n d c h a n gesi n si ncetheseshoul dbe handl edby the normalmeans
t ec hnolo g y . w i thi n the assetmanagementsystem.
d) l t i s essenti al
that any defi ci enci es
and/or
T he m anag e me n re t v i e ws h a l la l s oc o v e ra spects opportuni ti esfor i mprovementi denti fi ed as a r esult
of t he as s e tm a n a g e m e n st y s te mi,f a n y ,that are of the managementrevi eware addressed and t he
outsourcedto a contractedserviceorovider. assetmanagementsystemamendedaccordi ngly
e) The resul tsof the managementrevi ewi ncl uding
T he out put sfro m m a n a g e m e n re t views,
any recommendati ons for changesto the asset
c ons is t ent
w i th th e o rg a n i z a ti o n 'cso m m i tment
managementsystemshoul dbe communi cate tdo
t o c ont inua li m p ro v e me n t,s h a l li n c l u d ed e ci si ons
appropri atestakehol ders.
and ac t ion sfo r p o s s i b l ec h a n g e sto :
f) The resul tsof the managementrevi ewshoul d
1) as s etm a n a g e me n p
t o l i c y s, tra te g ya n d
be documentedand w i l l form oart of the asset
objectives;
managementsystemdocumentati on(see4.4. 5) .
2) as s etm a n a g e me n pt e rfo rma n c ere q u i r ements;
3) re50urceS;
4) ot her ele m e n tso f th e a s s e tm a n a g e m e nt
sysrem.

O ut put sf r o m ma n a g e me n re t v i e w sw , h i c h are
r elev antt o th e o rg a n i z a ti o n asl tra te g i cp l an,shal l
be m ade av a i l a b l eto to p ma n a g e me nfo t r

53
PAS55-2:2008

-'- @ B S I S eotember
2008
 PAS55- 2:2008

B iblio g ra p hy
Standardspublications Other publications
BS8900:2005,Guidancefor managing sustainable A l R Ml C A
, LA R M,IR M:2002,A R i skManagement
development Standard

BS25999-1:200Q Businesscontinuity management- AssetManagement CompetenceRequirements

Part 1: Code of practice Framework (Version2.0) and User GuidanceNofes,
Insti tuteof A ssetManagement,London2008
BS EN fSO 9004:200OQuality managementsystems-
Guidelinesfor performance improvement lnternational lnfrastructure Management Manual,
V ersi on3.0 2006.IS B N0-473-10685-X P .roducedby t he
Guidelinesfor quality andlor
BS EN ISO 19O11:2Q02,
of LocalGovernmentE ngi neeri ngNew
A ssoci ati on
environmentalmanagement systemsauditing
Zeal andInc.and the l nsti tuteof P ubl i cW orks
f50 Guide 72:20O1,Guidelinesfor the justification and E ngi neeri ngof A ustral i a(IP W E A )
development of management systemstandards
NationalOccupationalStandardsfor Managementand
OHSAS18002:200OOccupationalhealthand safety ManagementS tandardsC ounci l 20
Leadershi p, , 02- 04
management systems- Guidelinesfor the
PD 6668:2000,Managing Riskfor Corporate
implementationof OHSAS18001
Governance
PAS99:2006,Specificationof common management
ProjectManagementBody of Knowledge Guide,3rd
system requirements as a framework for integration
E di ti on,P roj ectManagementl nsti tute,2004
PD fSO/IECGuide 73:2002,Riskmanagement-
Successfu/Health and SafetyManagement.Sudbury:
Vocabulary- Guidelinesfor usein standards
H S EB ooks,1997(H S G65)
UK Standard for ProfessionalEngineering Competence,
EngineeringCouncil, 2005
Furtherreading
BS3811:'1993,
Glossaryof terms usedin terotechnology
BS3843-1:1992, Guide to terotechnology(the
economicmanagementof assets)- Part 1: lntroduction
to terotechnology
85 3843-2:1992,Guide to terotechnology(the
economic management of assets)- Part 2: lntroduction
to the techniquesand applications
BS 3843-3:1992, Guide to terotechnology(the
economicmanagemenfof assefs)- Part 3: Guide to the
available techniques
BS 25999-2;2O07,Businesscontinuity management -
Part 2: Specification
BS EN f50 9000:2005,Quality managementsystems-
Fundamentals and vocabuIary
BS EN fSO 9001:200OQuality managementsysterns-
Requirement.
BS EN fSO 14001:2004Environmentalmanagement
systems- Specificationwith guidance for use
BSOHSAS18001:2007, Occupationalhealthand safety
management systerns- Requirements
lSO/fEC 15288:2002Systemsengineering - Systemlife
cycle processes

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