*1*iqF64
PA S5 5 - 1:2 0 0 8
Acknowledgement
Thedevelopment of thisPublicly
AssetManagement (lAM),in collaboration
assistance
of the followingco-operatingorganizations
SteeringGroup
. JohnWoodhouse
ProjectChairman,IAM
. A l e dW i l l i a m s
N a t i o n aGl rid
. Dr NavilShetty
Atkins
. MikeDixon
E D FE n e r g y
. Prof StevenMale
Universityof Leeds
. R h y sD a v i e s
Lloyd'sRegister
Developmentteam
. MossMustafa
. U r s u l aB r y a n
N a t i o n aGl rid
. PeterJay
The WoodhousePartnership
. Alex Thomson
The WoodhousePartnership
@ B5l September2008
I S B N;
9780 5 8 05 0 9 7 59
Available (PAS)
Specification hasbeenledby the lnstitute
of
wrththe British
Standards (BSl),
Institution with the
and individuals:
Review Panel Associates
Representatives of the following organizations were part of the . C anadi an G as As s oc i atio n
review panel for the development of this PAS: . crRrA
. AM CL . H al crow . E N A(A ustral i a)
. AMT-Sybex . Hydro One Networkstnc . Health & SafetyExecutive
. Atkin s r K E MA . InternationalWater Association
. Atla n ticL NGCo of Tri ni dad . Lloyd'sRegister . Nottingham University
& Tobago . Logica . Universityof Manchester
. BAESystems(Operations)Ltd . LondonUnderground . ofgem
. BCTransmission Corporation . MTRCorporationLimited .
Officeof the RailRegulator
. CEEle ctr icUK . N ati onalGri d
. RoyalInstitutionof
. CLPPower NATS CharteredSurveyors
'
. Co n tin u o n . N etw orkR ai l . RWs
. EDFEnergyNetworks . PBPower . S outhernA fri canMai n tenanc e
. E.ONCentralNetworks . Officeof the PPPArbiter Association(SAMA)
.EONUK . ScottishWater . Universityof Leeds
. EssentNetwerk . ScottishPower EnergyNetworks
. F in g r idOyi . Tennet Photog.aphs
. GasTransportServices
BV . The WoodhousePartnership
The contri buti onof photographs
. Geometria . TubeLines from the fol l ow i ngorgani z ati ons
. 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.
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.

@ B S I S e F :e ' 'oe. - lV
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
d ef inedin 3. 2 as :
systematicand coordinatedactivitiesand practices
through which an organization optimally and
sustainablymanagesits asset5and assetsystems,
their associatedperforrnance,risksand
expenditures over their life cyclesfor the purpose
of achieving its organizationalstrategicplan
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,
vaIu es,businesspo Ii ci es,stakeho lder req ui reme nts,
obyectlves and the managementof its risks
. the abi l i tyto demonstratethat sustai nabl e
devel opmenti s acti vel yconsi dered
w i thi n the
managementof the assetsover their life cycles.
Suchbenefitsare most often associated with the
appl i cati onof a numberof key pri nci pl es
and
attri butesi n the desi gnand i mpl ementati onof the
assetmanagementsystem(seeFigure1);theseare
expl ai nedfurther i n P A S55-2.
F ig u re1 - K e y p rin c ip le as n d a t t rib u t e s
o f a s s e ma
t n a g e me n t

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

tl
ll
II
Il
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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.

.
'*if,

a
€
'!it

$-

- @ 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

of the assets;
e) take accountof asset-related
and assetsystemcriticalities;
t q u i rements
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
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 .

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;
c) the assetmanagementplan(s);
d) the identificationof adequateresources
including
staffinglevels;
e) the identificationof training and competencyneeds
(see4.4.3);
f) the determinationof controlsfor assets'life cycle
activities,and the implementationof asset
managementplan(s)(see4.5);
g) the organization's overallrisk management
framework.
The organizationshallkeepthe resultsof identification
'of risks,risk assessmentsand determinedcontrols
up-to-date,and documentthesewhere not doing so
could affect the deliveryof the assetmanagement
objectivesand the assetmanagementstrategy.
4.4.8 Legaland other requirements
The organizationshallestablish.implementand
maintainprocess(es) and/orprocedure(s) for identifying
and accessing the legal,regulatory,statutoryand other
applicableassetmanagementrequirements.
The organizationshallensurethat the applicablelegal
and other externalobligationsor requirementsare
identifiedand incorporatedinto the corresponding
elementsof its assetmanagementsystem.
The organizationshallkeepthis informationup-to-
date.The organizationshallcommunicateinformation
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
stakeholders.
4.4.9 Managementof change
Where existingarrangements are revised,or new
arrangements are introducedthat could havean
impacton assetmanagementactivities,the
organizationshallassess the associatedrisksbefore
the arrangements are implemented.The new or
revisedarrangements to be consideredshallinclude:
a) revisedorganizationalstructure,rolesor
responsibilities;
b) revisedassetmanagementpolicy,strategy,
objectivesor plans;
c) revisedprocess(es)
or procedure(s)for asset
managementactivities;
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
4.5 lmplementationof assetmanagement
plan(s)
4.5.1 Life cycleactivities
The organi zati on
shal lestabl i sh.
i mpl ementand
maintainprocess(es) and/or procedure(s) for the
implementationof its assetmanagementplan(s)
and controlof activitiesacrossthe whole life cycle,
i ncl udi ng:
a) creation,acquisitionor enhancementof assets;
b) utilizationof assets;
c) maintenanceof assets;
d) decommissioning and/ordisposalof assets.
The requirementfor documentation to controlthese
assetlife cycleactivitiesshallbe in accordance with 4.4.5.
The process(es) and/orprocedure(s) for the
implementationof the assetmanagementplan(s)and
for the controlof life cycleactivitiesshall:
'l) be sufficientto ensurethat operationsand activities
are carriedout underspecifiedconditions;
2) be consistentwith the assetmanagementpolicy,
a5setmanagementstrategyand assetmanagement
objectives;
3) ensurethat costs,risksand assetsystemperformance
are controlledacrossthe assetlife cyclephases.
shal lensurethat the pl anned
The organi zati on
arrangements, functionalpolicies,standards,
process(es)
and procedure(s), assetmanagement
enablersand resources are utilizedfor the efficient
and costeffectiveimplementationof the asset
managementpl an(s).
4.5.2Tools,facilitiesand equipment
The organizationshaltensurethat tools,facilitiesand
equi pmentare mai ntai nedand,w hereappropri ate,
cal i brated.
The organi zati on
shal lestabl i sh
and
maintainprocess(es) and procedure(s) to controlthese
maintenanceand calibrationactivities,where such
tools,facilitiesand equipmentare essentialfor:
a) the implementationof its assetmanagementplan(s);
b) achievingthe requiredfunction(s)and performance
from its assetsor assetsystems;
c) the monitoringand measurement
of performance
and/orcondition.
- ' @ B5l September
2008
t{-
PAS5 5 - 1 :20 0 8
4.6 Performanceassessmentand improvement
4.6.1Performance
andcondition
monitoring d)
T he o rga nizatio n shall es t ablis h,im plem ent and
main tain p rocess(e sand/
) or pr oc edur e( s t) o m onit or a n d
measureth e pe rfor m anc e of t he as s etm anagem en t
system and the performance and/or condition o{
assetsand/or assetsystems.The process(es) and/or
proced ure (s)sh all pr ov ide f or t he c ons ider at ionof :
a) re active mon itor ing t o ident if y pas t or ex is t ing
n on co nfo rmities in t he as s etm anagem ent s y s t em ,
and a ny asse t-relat eddet er ior at ion, f ailur es or
i ncide nts;
l1) p roa ctive mo nito r ing t o s eek as s ur anc et hat t he
asset man ag eme nt s y s t emand as s et sand/ or as s e t
syste msare o pe r at lng as int ended This s hall inc l u d e
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
m a na ge men t p lan( s )ar e im plem ent ed, and t hat t h e
pro ce ss(es),
p rocedur e( s )or ot her ar r angem ent sto
con trol a ssetlife c y c le ac t iv it iesar e ef f ec t iv e;
c) lea din g p er{orm anc e indic at or st o pr ov ide war ni n g
of p ote ntia l no n- c om plianc ewit h t he per f or m an c e
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
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
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
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 ,
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
assetsystems;
e) both qualitative and quantitative measures,
appropriate to the needsof the organization;
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
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 ;
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
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
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
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
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 ) .
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
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
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
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
or nonconformity,and potential deterioration
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 ,
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-
r e l a t e df a i lu r e s,in cid e n ts
a n d n o n - c o n fo r m a n ce s
4 .5 .3In cid e n tin vesti gati on, - 8.3 C ontrolof nonconfo rmi ng
n o n co n fo r mi ty,
correcti ve product
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
PAS99:2005,Specificationof common management
system requirementsas a framework for integration
85 8900:2006,Guidancefor managing sustainable
development
BS EN ISO 9000:2005,Quality management systems-
Fu nd ame ntals and vocabu lary
BS EN fSO9001:2000,Qualitymanagementsystems
- E ngi neeri ngof A ustral i a(IP W E A )
Requirement
BSEN fSO 14001:2004, Environmentalmanagement
systems- Specificationwith guidance for use
BSOHSAS18001:2007, Occupationalhealthand safety
managementsystems- Requirements
ISO Guide 72:2O01,Guidelinesfor the justification and
development of management systemstandards
PD ISO/lECGuide 73:2002,Riskmanagement-
Vocabulary- Guidelinesfor usein standards
Other publications
AssetM anagement Competence Requ i re ments
Framework(Version2.0) and UserGuidanceNotes.
Instituteof AssetManagement,London2008
I nternationa I Infrastructure M a nagement M anu al,
Version3.0 2006.ISBN0-473-10585-X. Producedby the
Associationof LocalGovernmentEngineeringNew
Zeal andInc.and the Insti tuteof P ubl i cW orks
National OccupationalStandardsfor Management and
ip, Management5tandardsCouncil, 2002-04
Leadersh
ProjectManagementBody of KnowledgeGuide,3rd
Edition,ProjectManagementInstitute,2004
SuccessfulHealth and Safety Management. Sudbury:
H S EB ooks,1997(H S G65)
UK Standardfor ProfessionalEngineeringCompetence,
E ngi neeri ng
C ounci l2005
,

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.
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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.
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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
reproducedin the outlined boxesand the
associatedguidanceappearsbeneaththeseboxes.
Consultation
ThisPAShasbeendevelooedin consultationwith a
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
activeand proficientin the field of assetmanagement
(seeAcknowledgements).
Publishinginformation
ThisPAScomesinto effect on 15 Seotember2008.
ThisPAShasbeen preparedand publishedby B5l,
which retainsits ownershipand copyright.BSIreserves
the right to withdraw or amendthis PASon receiptof
authoritativeadvicethat it is appropriateto do so.
ThisPASwill be reviewedat intervalsnot exceeding
two years,and any amendmentsarisingfrom the
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
publicizedin UpdateStandards.
This PASis not to be regardedas a British Standard.
Supersession
PAS55-1:2008 and PAS55-2:2008supersede
PAS55-1:2004 and PAS55-2:2Q04, which remain
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
they will be withdrawn
NOIE Obso/escence rsdeclaredwhere the contentof a
standard,which is superseded by new provisions(in the
form of a new standard).still retainsa commercialneed
or relevance(fo a specifictechnology,industryor process).
Thedocumentis superseded but lt rs not withdrawn
PAS55-1:2004 and PAS55-2:2004
have beenfullv
revisedas follows:
The revisionof PAS55-1:2004introducesthe following
pri nci palchanges:
r The term "infrastructure"hasbeen removedfrom
the title of the PAS;
. The Forewordand Introductionhave been revised;
. Figuret has beentransferredand adaptedfrom
PAS55-2:2004;
. Figures2,4 and6 have been revisedand Figures3
and 5 are new;
. New definitionshave been added,and existing
defi ni ti onsrevi sed;
. Asset managementobjectivesand assetmanagement
targets are now jointly referredto as asset
managementobjectives.and their definition has
been revisedaccordingly(see3.5);
. The sectionon Assetmanagementptan(s)(see4.3.3)
has been extend.ed to more clearlyidentifythe
requi rements for opti mi zi ngpl ansand the
interactionbetweenlife cyclephases;
. The requirementsfor emergencypreparedness and
responsehavebeen extendedto includecontinuity
pl anni ngand the secti onhasbeen rename d
"Contingencyplanning" (see4.3.4);
. A new section"Assetmanagementenablersand
controls"(see4.4) hasbeen createdto consolidate
the genericrequirementsof: structure,authority and
responsibilities; training awarenessand competence;
'communication,participationand consultation;asset
managementsystemdocumentation;information
management; ri skmanagement; l egaland o t her
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:
systematicand coordinated activitiesand practices
through which an organization optimally and
sustainablymanageslt5 assetsand assetsystems,
their associatedperformance, risksand
expenditures over their Iife cyclesfor the purpose
of achieving its organizationalstrategicplan
Thisdefinitionof assetmanagementrepresents
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
or careof physicalassets,and is closerto the central
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
considersand optimizesthe conflictingpriorities
of assetutilizationand assetcare,of short-term
performanceopportunitiesand long-term
sustainability, and betweencapitalinvestmentsand
subsequentoperatingcosts,risksand performance.
"Life cycle"assetmanagementis alsomore than
simplythe considerationof capitalcostsand operating
costsover pre-determinedasset"life" assumptions.
Trulyoptimized,whole life assetmanagement
includesriskexposuresand performanceattributes,
a and considers the asset'seconomiclife as the result
of an opti mi zati onprocess (dependi ngupon the
desi gn,uti l i zati on,mai ntenance,
obsol escenceand
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
The following enablingelementsare also
consideredto be essentialfor the successful
implementationof these principles:
. an organizationalstructurethat facilitatesthe
implementationof theseprincipleswith clear
directionand leadership;
. staff awareness,competency, commitmentand
I coordination;
cross-functiona
. adequateinformationand knowledgeof asset
condition,performance,risksand costs,and the
interrelationships
betweenthese.
PAS55-1indicatesthat good assetmanagement
requirescoherentdirectionand guidancefrom
top managementand deliveryby appropriately
empoweredand competentemployees.Unlessa
clearlyarticulatedorganizationaldirectionand set of
prioritiesare provided,it is very difficult to determine
how bestto managethe assets. Conflictingpriorities
and messages, and/orthe lack of staff understanding
of suchaspirations, or the lackof cross-functional
collaborationto deliverthem, can lead to inefficient
and ineffectiveworking and wastedeffort and
resources, as well as considerable frustrationand
de-motivation.For someorganizationsthis may require
a changein culture,new behavioursand waysof
t hink ing.T h e rea re ,th e re fo re ,a n u mb e ro f i mportant
"enablers"for good assetmanagement(explained
further in 4.4).Thesehavea significantinfluenceon
the effectivenessand efficiencyof an asset
managementsystemand include:
. structure,authorityand responsibilities;
. outsourcingof assetmanagementactivities;
. training,awarenessand competence;
r communication,participationand consultation;
r assetmanagementsystemdocumentation;
. informationmanagemenU
. riskmanagement;
. legaland other requirements;
. m anageme not f c h a n g e .
0.4 Decisionmakingin assetmanagement
Good decisionmaking is alsovital in joined-upasset
management.Thisrequiresadequateinformation
about the assetsand their associated strengths,
weaknesses, opportunitiesand threats.In particulal
it is importantto understandthe relationshipbetween
assetmanagementactivitiesand their actualor
potential effect upon short-term and long-term costs,
vtl
risks,performanceand assetlife cycles(or assetsystem
sustainability).Only then can informed decisionsbe
made about the optimal mix of life cycleactivities(such
as design/selection,acquisition/construction,
utilization,
maintenance,renewal,modification/enhancement,
decommi ssi oni ng In manyorgani zat ions,
or di sposal ).
there are will be more potentialtasksto carryout than
resources, time or budgetswill permit.The continuous
optimizing and prioritizingof tasksand plansare a
way of life for suchorganizations.
Thereare numeroustools and methodologies
associated with assetmanagementthat are widely
availableand employedby organizations.Suchtools
i ncl udeval ueengi neeri ng,l i fe cycl ecosti ng,re liabilit y
centredmaintenance,risk basedinspection,total
productivemaintenance,cosVriskoptimization,etc.
However.it is essentialfor organizationsto recognize
that good assetmanagementcannot be achieved
successfully through the use of thesetools alone,
and no singlesuchtool can address,control or solve
al l the probl ems.
0.5 Asset-relatedrisks
Where possible,performancerequirementsand
significantrisks,suchas assetfailure, need to be
quanti fi edi n fi nanci altermsto enabl el i ke-for - like
comparisonand for the associated expenditureto
be set accordingly.For example,in some instancesit
could be more costeffectiveto allow an assetto run
to failure,whilst in other casesan increasein
maintenanceexpenditureor capitalinvestmentmight
be more appropriate.lt is not alwayspossibleto place
a direct monetaryvalue on the risksor performance
associated with assetrelatedexpenditure. However,
organi zati ons can do so i ndi rectl yby turni ng th e
questi onaroundand aski ng,for exampl e," W hat
would we be preparedto pay to avoid harm to our
reoutati on?" .
0.6 Sustainability
S ustai nabldevel
e opmenti s an i ncreasi ngliympor t ant
w i thi n thi s overal lcontext.In this
consi derati on
respect,sustainabledevelopmentis concernedwith
ensuringan appropriatelylong-termapproachto
economicactivity,environmentalresponsibilityand
socialprogress.Thisis set out more fully in 85 8900.
The reasonsfor this increasingimportancecan be
found in the strong linksbetween effectiveasset
managementand long-termsustainabilityin several
manifestations:
. Effectivemanagementof a nation'sinfrastructureis
an underlyingcomponentof successful economies.
Without appropriatedevelopmentof this
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
physicalassets,and other assettypes are therefore
only consideredin this PA5insofaras they affect the
optimal managementof the physicalassets. These
interdependences are extremelyimportant in the
holisticdeliveryof assetmanagementobjectives
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.
Theseassettypes,the scopeof PAS55, and the vital
understandingof businesscontext are illustrated
in Figure2. The assetmanagementsystemshould
r ec ogniz es uc hin te rd e p e n d e n c i easn d m a k e
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
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
upon phy s ic alass e tss h o u l da l s ore c o g n i z eth a t
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
may have a profound impacton the overallor long-
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
thei r organi zati onalperformance. S uchorgani zat ions
shoul drecogni zethat al l assetsw i l l needto be
managedi n an i ntegratedand hol i sti cmanner.
For exampl e:
. human assets:the behaviours,knowledgeand
competenceof the workforce have a fundamental
influenceon the performanceof the physicalassets;
. financialassets:financialresourcesare requiredfor
infrastructureinvestments,operation,maintenance
and materi al s;
. information assets:good quality data and
i nformati onare essenti al
to devel op,opti mi zean d
i mpl ementassetmanagementpl an(s);
. intangibleasset3;the organization'sreputation and
i magecan havea si gni fi canti mpacton i nfrastru ct ur e
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
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,
im plem en t,ma i n ta i na n d c o n ti n u a l l yi mp rovean
assetmanagementsystemin accordance with the
r equir em e n ts
o f th i s P AS .
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
scopeof its assetmanagementsystem.
Where an organizationchoosesto outsource
any aspectof assetmanagementthat affects
conformityto the requirementsof Clause4 of
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
over suchaspectsin accordance with the
r eouir em e n ts o f 4 .4 .2 .
NOIE Ihrs PASrequiresthat arganiza(ions establish,
imple,nenrand maintainan asserr;]anagenentpolicy,
and plans.Figure 5 ///usfrates
strateg'i,obyecrives rhe
reial;onsn,pbefweenthe organzaticnalsfraregrc p/an
rird ineseeiementsof the assel,rnJnaoe,rnent
syste/T).
The aboverequirementis a generalstatement
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
as s etm anage me nst y s te mw i th i n a n o rg a n i zati on.
" 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
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
it s elem ent sh a v eb e e nd e mo n s tra b l iymp l e m ented.
" 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
c ont inuest o o p e ra tea p p ro p ri a te l -y th i s re qui res
activeeffort on the part of the organization.Many
systemsstart well but deterioratedue to lackof
reviewand maintenance.Severalelementsof PAS55-1
(suchas performanceassessment and improvement4.5,
and managementreview4.7) are designedto ensure
activemaintenanceof the assetmanagementsystem.
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
managementsystemthat conformsto PAS55-1
s houlddet er mi n ei ts c u rre n tp o s i ti o nw i th re gardto
its assetmanagementby meansof a review(see4.1.2).
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
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
conditionsand factorsthat affect,or could affect,its
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
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
system,the extent of the documentation,and the
resources devotedto it, are dependenton the nature
(size,structure,complexity)of an organizationand
its activities.
4.1.1Assetmanagementsystem
Organizationsseekingto establishassetmanagement
systemsthat conform to PAS55-1shouldfollow the
recommendati ons and gui danceprovi dedbel ow.
a) The organi zati onshoul destabl i shand mai ntainan
assetmanagementsystemthat conformsto all of
the requirementsof PAS55-1.Thisshouldalso assist
the organizationin meeting legal,regulatory
statutoryand other assetmanagementrelated
requi rementsthat are appl i cabl eto i t.
b) The levelof detail and complexityof the asset
managementsystem,the extent of documentation
and the resources devotedto it are dependenton
the si zeof the organi zati onand the natureof it s
activities.The systemshould be of appropriate
depth,detai land coverageto enabl ethe
organi zati onto meet al l of the requi rements
of
P A s55-1.
call thisan Assetlt4anagenent
NOIE Someorganizations
Regimeor an AssetManagementBusiness i'rlodei
c) An organizationhasthe freedom and flexibilityto
define the boundariesof the assetmanagement
systemand may chooseto implementPAS55-1with
respectto the entire organization,or to specific
operati ngsystems or uni tsof the organi zati on.
However,careshouldbe taken in defining the
boundariesand the scopeof the assetmanagement
system.The scopeof the assetmanagementsystem
shouldcoverthe full portfolio of assetsthat
are requiredfor the successful deliveryof the
strategi cpl an and not excl udeany
organi zati onal
assetsor assetsystemsthat are criticalto the
busi nessgoal s.
d) lt is likelythat the organization'sassetmanagement
systemdraws upon processes alreadyin existence
and controlledwithin its quality,environmental
and health and safetymanagementsystems, etc.
While there is no need to establisha separateasset
managementsystemin suchcases,careshould be
taken to ensurethat processes work together to
form an effectiveoverallsystem,and that there
is effectivecontrol of this entire systemby the
rel evantmanagementand other personnel .
4.1.2ReviewagainstPAS55-1
A n organi zati onseeki ngto devel opand i mpl em entan
assetmanagementsystemwhich conformsto PAS55-1
shouldconducta reviewto comparethe organization's
current managementof its assetsagainstthe
requirementsof PAS55-1and determinethe extent to
@ B 5l S eotemD 2008
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
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
authorize an overallassetmanagementpolicy.
T he polic ys h a l l :
a) be derivedfrom, and be consistentwith, the
or ganiz a ti o n asl tra te g i cp l a n ;
b) be appropriateto the nature and scaleof the
organization'sassetsand operations;
c) be consistentwith other organizationalpolicies;
d) be consistentwith the organization'soverall
risk managementframework;
e) providethe framework which enablesthe asset
managementstrategy,objectivesand plansto
be producedand implemented;
f) includea commitment to comply with current
applicablelegislation,regulatoryand statutory
requirementsand with other requirementsto
which the organizationsubscribes;
g) clearlystate the principlesto be applied,such
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
safetyor sustainabledevelopment;
h) inc ludea c o m m i tme n tto c o n ti n u a l
improvementin assetmandgementand asset
managementperformance;
i) be doc u me n te d i,mp l e m e n te da n d m a i ntai ned;
j) be communicatedto all relevantstakeholders.
includingcontractedserviceproviders,where
there is a requirementthat these personsare
made aware of their assetmanagement
policy-relatedobligations;
k) be reviewedperiodicallyto ensurethat it
remainsrelevantand consistentwith the
organizationalstrategicplan.
NOTE 1 Organizationsmay chooseto havea detailed
assetmanagementpolicy for internaluse which should
providesufficientinformation and direction to drive
fhe assetmanagementsystem(partsof which may be
confidential)and havea summarized(non-confidential)
versionfor emination to its stakeholders.
NOTE2 Organizationsmay also have one or more
functional policiesrelating to specificasset
managementactivities,such as capitalinvestment,
operation,maintenanceor contracting lt is essential,
however,that alignment is maintainedbetween
suchfunctional policiesand the overall asset
managementpolicy.
Organizationsseekingto implementthe requirements
of PAS55-1on assetmanagementpolicy,should
considerthe recommendationsand guidanceprovided
below;
a) The assetmanagementpolicy playsa leading part
in driving the assetmanagementsystem.The asset
managementpolicy is a meansfor top management
to communicateto its managers,employeesand
stakeholdersthe organization'sposition and
intentionswith regard to assetmanagement.lt
providesa high level statementof the organization's
principles,approachand expectationsrelating to
assetmanagement.The assetmanagementpolicy
should be seenas the same level of commitment as
an organization'ssafety policy.
For exarnple,the policy might start with the
fol l ow i ng:
We are committed to maximizing the return on
our shareholder'sinvestmentsthrough providing
high value servicesto our customersin a legally and
environmentallycompliant and sustainablemannea
without compromising the health and safety of our
employees,customersor the public. We shall achieve
thi sby ...
The assetmanagementpolicy providesthe
framework around which the assetmanagement
strategy,objectivesand plansare developedand
i mpl emented.The assetmanagementpol i cyshould
be drafted in such a way as to be consistentwith the
organi zati on' overal
s lapproachto ri sk man agem ent .
b) Top managementshoul darrangefor the pr oduct ion
of the assetmanagementpolicy.The stepsto
formi ng, i mpl ementi ngand mai ntai ni ngthe asset
managementpolicy would typicallybe as follows:
.ldentify the requirementsof the organizational
strategicplan in terms of how it will be achieved
through the managementof the physicalassets,
and the pri nci pl esthat shoul dbe appl i ed.These
should reflect the requirementsand potentially
conflictingexpectationsof the organization's
, stakeholders,
.The assetmanagementpoliry should clearly
define how it facilitates,supportsand enables
achievementof the organization'svision,mission
and businessobjectivesand align with the
organization'sother policies(suchas safety and
environmentalpolicies).lt should considerrisks,
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
@ B5l Seotember
2008

inc ludea c om p l i a n c es ta te me n ti n th e a s s e t
m anagem entp o l i c y ).
. Dev elopand a g re eth e d ra ft a s s e tm a n a g e m ent
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
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.
. 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
r elev antm ana g e rse, mp l o y e e sa n d o th e r
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
appr opr iat ele v e lo f c o n s e n s u s .
. 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
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
is t o be c om mu n i c a te d .
. Com m unic at e
th e a s s e tm a n a g e m e n tp o l i c yt o
t he r elev antm a n a g e rse, mp l o y e e sa n d o th e r
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
doc um enton n o ti c eb o a rd s .i n tra n e t,i n te rn er
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,
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
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
v is ibleendor s e m e not f to p ma n a g e me n it s
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
at t ent ionand c o m m i tme n t.
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
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
it hasbeen un d e rs to o da n d a c c e p te di,.e .c heck
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
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
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"
and r elev antto th e c h a n g i n gi n fl u e n c e so f
bus inesdr s iv e rsa n d o b l i g a ti o n s
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- 2:2 008
Thereforei t w oul d be prudentto have i t revi ew e d
by a personw ho i s competenti n l egal matters
d ) A dherenceto the assetmanagementpol i cyi s
f undamentalto the effecti ve,effi ci entand safe
managementof an organi zati on.Top managem ent
shoul dthereforeprovi deadequatearrangemen t s
(suchas resources, communi cati on, faci l i ti es,
supervi si on
and trai ni ng)to ensurethat the asset
managementpol i cyi s adheredto.
e) It i s i mportantthat, rvhendevel opi ngi ts asset
managementpol i cy,an organi zati onconsi ders
the i ssuesof sustai nabl devel
e opment- an
enduri ng,hol i sti capproachto economi cacti vi ty,
envi ronmentalresponsi bi l i ty and soci alprogress
It shoul dal soconsi derhow i t can mai ntai nan
appropri atetrade-offbetw eenl ong- and short-t er m
requi rements. The grow i ng i mportanceof cl i mate
changeand i ts associ ated ri sksshoul dnot be
underesti mated i n doi ng so
f ) The assetmanagementpol i cyshoul dbe regul arly
revi ew ed,at a f requencydetermi nedby the
organi zati on,and fol l ow i ngsi gni fi cantchangesto
the operati onalcontextof the organi zati onl ssu es
i denti fi ed shoul dbe addressed and changes,w her e
appropri ate,shoul dbe i mpl emented.Theserevi ei, vs
servetw o purposes:
. to ensurethat the assetmanagementpol i cyi s
currentand effecti ve;
. to ensurethat the pol i cyi s conti nuousl yi mpro,, ed
i n appropri atef e c;
i n l i ght of devel opments
suchastechnol ogy,operati ons,assetcare
techni ques. etc.
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,
im plem enta n d m a i n ta i na l o n g -te rma s s et
m anagem e nst tra te g yw h i c h s h a l lb e a u th ori zed
by t op m ana g e me n t.
NOTEThetime horizon for a long-term asset
managementstrategywould normallybe aligned
strategicplan.
wrth that of the organizational
The strategyshall:
a) be derivedfrom, and be consistentwith,
the assetmanagementpolicyand the
or ganiz a ti o n asl tra te g i cp l a n ;
b) be consistentwith other organizational
policiesand strategies,
c) identify and considerthe requirementsof
relevantstakeholders;
d) considerthe life cyclemanagement
requirementsof the assets;
risks(see4.4.7),
e) take accountof asset-related
assetand assetsystemcriticalities;
f) identifythe function(s),performanceand
conditionof existingassetsystemsand
criticalassets;
g) statethe desiredfuture function(s),
performanceand conditionof existingand
new assetsystemsand criticalassets,on
t im es c al easl i g n e dto th o s eo f th e
or ganiz a ti o n asl tra te g i cp l a n ;
h) c lear lys ta teth e a p p ro a c ha n d p ri n c i p al
methodsby which assetsand assetsystems
will be m a n a g e d ;
NOTEThismay include,for ex.ample, the critenato
be adoptedfor determining assercriticality
and
value,the life cycleand sustainabilitybasisfar asset
nanagementplanning,rhe approachfo assernsk
and reltabilitymanagement and the methodsof
optimizationand decision-making
i) providesufficientinformation,directionand
guidanceto enablespecificassetmanagement
objectivesand assetmanagementplan(s)to
be produced;
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
assetmanagementobjectivesand plans;
k) be communicatedto all relevantstakeholders,
includingcontractedserviceproviders,where
there is a requirementthat these personsare
made aware of their assetmanagement
strategy-related obligations;
be reviewedperiodicallyto ensurethat it
remainseffectiveand consistentwith the
assetmanagementpol i cyand organi zati o nal
strategi cpl an and w i th other organi zati on al
policiesand strategies.
Organizationsseekingto implementthe requirements
of PAS55-1on assetmanagementstrategy,should
and gui danceprovided
consi derthe recommendati ons
below:
a) The assetmanagementstrategyshould set out how
the assetmanagementpol i cyw i l l be achi eve d.lt
i s the co-ordi nati ngmechani smfor ensuri ngthat
activitiescarriedout on physicalassetsare aligned
to optimallyachievethe organizationalstrategic
pl an.Thi srequi resa hi gh l evelpl an or schem ef or
convertingthe assetmanagementpolicy into specific
assetmanagementobjectivesand activityplans
acrossthe whole assetportfolio.
b) The assetmanagementstrategyshould describe,
at a hi gh l evel ,the mechani sms for achi evi ngt he
requirementsof PAS55 throughout the activities
of the busi ness (i ncl udi ngthe methodsof
prioritization,optimization,sustainabilityand
ri skmanagement). W here appropri ate,thi s should
al soi ncl udereferenceto requi redperformance
and condition requirementsfor assets,or provide
gui danceto ensurethat theseare set out i n der ived
assetmanagementobjectivesand associated
proceduresor functionalspecifications.
c) The assetmanagementstrategyshould make
referenceto improvementprogrammes.and provide
l ong-termgui danceon conti nuousi mprovement .
The durati onof " l ong-term"w i l l be depende nt
on the assetmanagementpolicyand will vary from
one organizationto another and from one industry
sectorto another.
d) The assetmanagementstrategyis often set out
in terms of the major businessfunctions(or
organizationalgoals),natural groupingsof the asset
portfolio (for example,sites,areasor businessunits)
or in terms of logicalassetlife rycle phases,ensuring
the co-ordi nati onand al i gnmentof acti vi ti es .
processes and enablers(suchas assetinformation).
e) The assetmanagementstrategyshould include
referencesto strategicapproachesto be adopted to
enablethe deliveryof the assetmanagementpolicy,
suchas w hol e -l i fe costi ng,ri sk managementa nd
Thisshould be sufficientlydetailedto
sustainability.
enabletheir consistentand integratedapplication
@ B5l Sectember2008

acrossthe assetmanagementsystem,and to provide
adequat eguid a n c efo r a p p l i c a ti o nth ro u g h
operationaldocumentssuchas functional policies,
and the developmentof appropriateimprovement
init iat iv es .
f) The assetmanagementstrategyshould be realistic,
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
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
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,
or failure to meet key businessobjectives.
'g ) W hen es t ablish i n a
g n d re v i e w i n gi ts a s s e t
m anagem ents tra te g yth , e o rg a n i z a ti o ns h o u l d
ensurethat it is derivedfrom, and consistentwith,
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.
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
items:
. stakeholderrequirements/expectations
that
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
legal, regulatory statutoryand other asset
m anagem en re t q u i re me n ts );
. the previousassetmanagementstrategy,if
applic able,an d a n y n e e dfo r a tra n s i ti o np l an;
. 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;
. 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
of , or t hat m i g h t a ri s ei n th e fu tu re ;
. the forecastdemand for the serviceor the oroduct
( inc ludingde mo g ra p h i ca n d g e o s p a ti a l
information and relevanttrends);
. the predictedavailabilityand cost of necessary
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
services;
r asset-related risks;
. the physicalconditionof the assets,age profile,
f lex ibilit yand s u i ta b i l i tyfo r th e d e s i re du s age;
. 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
and effects;
. historicalasset-related informationsuchas
reliabiIity, mai ntenancerecords,operationaI
performanceand condition data;
. criteriafor capital investmentsand for comparing
opt ions ;
. m et hodsf or d e te rmi n i n go p ti m u m o p e ra ti ngand
maintenancestrategies,includingresources, task
j ustificationsand intervals, process(es) a ndior
procedure(s)and standards;
. methodsfor efficientdeliveryof work and
resources,
suchas work managementsystems,
@ B S I S e p t e m b e2r0 0 8
PAS55-2:2008
projectand resourceplanning;
o constraintsincludinglegal, regulatory,statutory,
financial,resources,physicalaccess. logisticsand
timescales;
. the resul tsof benchmarki ng,audi t resul tsand
assessments of current and best practices;
. the resultsof the managementreview (see4.7);
. scenari opl anni ng," w hat i f?" anal ysi s,
and
conti ngencypl anni ng,i .e.consi deri ng the effec t s
of unexpectedeventsand possibleresponses.
S cenari opl anni ngcan becomea compl extask,
thereforethe organi zati onshoul duseappropriat e
tools and techniques;
. sensi ti vi ty
anal ysi s:
changi ngthe val uesof key
vari abl esand assumoti onsi n order to determi ne
which are the most sensitiveto fluctuations,
thereby identifyingrisksand any requirements
for i mprovi ngthe accuracy of the anal ysi s.
Organi zati ons shoul duseappropri atetool s and
techni ques to carryout sensi ti vi ty
anal ysi s;
. opportunitiesto achievethe assetmanagement
strategyin a more cost effectiveway, i.e. attaining
the sameobjectiveat lower costswithout
compromisingsustainabilityor risk exposurelevels.
Suchopportunitiescan be identifiedthrough
advancesin technology,managementpractices.
contractualarrangements,partnering,etc.;
. opportuni ti esto add val ue,i .e.i ncreasi ng
the
worth of an asseUasset systemcomparedto its
costs,e.g. generatingincomefrom sharingan
underusedasseUasset systemwith another
ooerator.
h) The assetmanagementstrategyshoulddemonstrate
how the assetmanagementpolicyis to be
i mpl ementedand how i t w i l l supportthe
organi zati onal strategi cpl an. l t shoul di ncl ude
the fol l ow i ng i tems:
r the desiredoutcomesrelatedto the existinqor
new asset(sh
. the summariesof broad plansand programmes
to achievethesedesiredoutcomeswith defined
timescales and responsibilities.
Theseshouldalso
includedetailsof the resources that are needed
to deliverthe plansand the actionsrequiredto
securethem;
. the assumpti ons made and fi nanci alcosti ngi f
appropri ate;
. the targetsagainstwhich the performanceof the
assetmanagementstrategycan be measured
(see4,6.1).
PAS55-2:2008
The meansto effectivelymeasureand report the
performanceand success of the assetmanagement
strategyshouldbe described.In additionto targets,
organizationsshouldusea coordinatedset of key
performancemeasures to help them achievethis.
The following is an exampleof a typicalasset
managementstrategy,derivedfrom an
organization'sbusiness strategy:
Eusinessstrategy
To improve the current profit before tax by 157.o
within a period of j years through expanding
capacityto meef the predicted 10Toincreased
customerdemand, funded through private finance,
which will be repaid through future profits.
Corresponding asset management strategy
To upgrade the core infrastructure,to meet the
increaseddemand, by efficiently investingup
to fXXm investmentover the next 5 yearsand
developmentand implementation of optimal
operating and mai ntenancestrategies.
4.3.2Asset managementobjectives
The organi zati onshal lestabl i shand mai ntain
assetmanagementobjectives,which shall:
a) be measurabl (ie .e.quanti fi edand/orcapa ble
of being demonstratedas achievedthrough
objectiveassessment);
b) be derivedfrom, and consistentwith, the asset
managementstrategy;
c) be consistentwith the organization's
commi tmentto conti nuali mprovement;
d) be communicatedto all relevantstakeholders.
includingcontractedserviceproviders,where
there is a requirementthat these personsare
madeaw areof thei r obl i gati ons;
e) be reviewedand updated periodicallyby the
organi zati onto ensurethat they remai n
relevantand consistentwith the asset
managementstrategy;
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
@ B5l September
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
any changes,suchas thoseto the assetmanagement
plan(s)and operationalcontrol,can affect the
optimizedtargets.Thismight requirethe targets
to be re-optimized.
Without a clearlydefinedorganizationalstrategicplan
and the associated assetmanagementpolicy,strategy
and objectives,it is difficult to set appropriateand
realisticperformance/condition targetsfor the assets.
Assetperformance/condition
targetscan be measures
of:
. service/supply
standards;
. levelsof service/supply;
. 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 ;
. functionality;
' survivability;
. capacity,output quantity,output quality;
. customersatisfaction;
. safetyand/orenvironmentimpact;
. legislative,regulatoryor statutorycomplianceor
a c om bina ti o no f th e e l e me n tsa b o v e .
Performancetargetsshouldbe alignedwith, and
provideadequatecoverageof, business
objectives.
Car es houldb e ta k e n i n d e fi n i n gp e rfo rmance
that focuson isolatedaspectsof performance.Many
of the potentialmetricsfor an assetmanagement
systemrefer to interrelatedbehavioursof the system,
whosenet effectsshouldbe addressedusingan holistic
approach.Poordefinitionof performancetargets
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
overallsystemperformanceand to the overall
det r im entof th e o rg a n i z a ti o n .
Forexample,a target focussedsolelyon maintenance
expendituremight encourageeffortsto reducethis
cost,without due regardto the impacton the
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
possible, this shouldbe addressedby defining
performancetargetsin the form of ratios,suchas
costof maintenanceper unit of production/uptime/
service/income.
The essence and challengeof assetmanagement
is to align the performanceof the assetswith the
or ganiz at io n asltra te g i cp l a n .In o rd e rto a chi evethi s.
the objectiveshaveto be translatedinto practical
targetsand measures for the assets. The following
providesan exampleof this process:
Assetmanagementobjective:timetab/esthat deliver
10 - '
a train every five minutesin central areasand every
10 minutes elsewhere- all day, every day.
Achievingthis objectivewould require:
. a certainnumber of trains with a specifiedlevel
of avai l abi l i ty;
. a specifiedlevelof availabilityof the infrastructure
systemincludingtrack, signals,switchinggear,
power, etc.;
. schedulingsystemsand resources to ensure
appropriateoperators,train dispatchand
ti mi ng control s.
The opti mum l evelof avai l abi l i tyfor sucha complex
systemcould be bestdeterminedthrough simulation
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
components(train,track,signals,etc.)and for the
whole system.Thereforethe output of suchanalyses
would be the performancetarget for a component
asseVasset systemand might be similarto the
fol l ow i ng:
To achievean averageof 97% systemavailability
on the route.
S uchan avai l abi l i ty
target assumes rel i abi l i ty
characteristics for eachcomponentof the system,
targets normal l yexpressed as Mean Ti meB etw eenFai lur e
(MTBF)or Mean TimeTo Failure(M.l-fF)and Mean Time
To Repair(MTIR).Suchcomponentcharacteristics may
be esti mated di rectl y,
or cal cul ated from rel i ab ilit y
studies, risk assessments, deterioration modelling or
opti mi zati onstudi es.
S ystemperformance model l i ngi n thi s mannerc an:
. establishwhether an objectiveis realistic;
. establishoptimizedplansfor achievingits objectives
(i ncl udi ngdesi gnspeci fi cati ons,
mai ntenance
schedules and capitalinvestments);
. identifythe assets(or their components)that are
criticalto adrievingthe objective;
. determinethe probabletotal costof achievingsuch
ari objective;
. providea baselineagainstwhich to measureactual
performance(therebyverifying/updatingassumptions
and improvingfuture predictionaccuracy).
Other factorsalsohaveto be consideredin
of the
determi ni ngand achi evi ngthe avai l abi l i ty
system,suchas human performance,resources,
knowledge,skills,motivation/cultureand cashflow
constraints.However,thesecan all be taken into
accountduring the modellingprocess,and explored
for potentialbusinessimpactor sensitivity.
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,
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
performanceprofiles;
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
assumptions(this should be reflectedin the risk
assessment. and in the review or updating of the
plansand fu tu re d a ta c o l l e c ti o nre q u i re ments);
. life cyclecosts;
. financialand resourcecapabilitiesor constraints;
. legal,regulatory,statutoryand other asset
m anagem e n re t q u i re m e n ts ;
. schedulingconstraints,seasonalityand other
bus ineses n v i ro n me n vt a ri a b l e s ;
. lead times for manufacture,obtaining customer
inf or m at i o n ,p l a n n i n gc o n s e n tsfu
, nding
approvals,etc;
. 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
to the assetor to a scarceor key resource;
' improvementobjectives;
. resultsof the managementreview (see4.7);
. oppor t un i ti e sfo r a c h i e v i n gth e a s s e tma nagement
plan(s)in a more cost effectiveway (that might
hav ebeen m i s s e dd u ri n gth e s tra te g i cp l anni ng
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
sameobjective/level of requiredperformance/
conditionfor lower costswithout compromising
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
opportunitiescan be identifiedthrough the
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
of discountson goods and services, etc.;
. 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
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
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),
i,e. increasingthe worth of an asseVasset system
comparedto its costs.Providedit is desirable
ov er allf or th e o rg a n i z a ti o nto d o s o , i t shoul d
look for waysto increaseproductivitywithout
increasingcostsor compromisingsustainability
or risk exposurelevels.
c) Assetmanagementplan(s)shouldbe produced
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
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
managementdecisionscan have adverseeffects
s uc has :
. poor env i ro n me n tapl e rfo rm a n c e(e .9 .from
out-datedtechnology)adverselyaffectingthe
organizationin terms of regulatoryor statutory
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
m anagem e n t;
. extensivedowntime for maintenance,etc.
resultingin poor serviceto customers;
12
. lossof essentialexpertiseor knowledgefrom
w i thi n the organi zati onthrough outsourci n g
of criticalactivities;
. increasedhealth or safetyrisksto personnel(e.9.
exposingpersonnelto a hazardousenvironment
insteadof employingavailableand cost-effective
remote technology);
. additionalcost or lost incomedue to the poor
ti mi ng of pl annedacti vi ti es;
r pl ansthat are unachi evabl ien the ti mescale
requiredbecausethey were producedwithout
the appropriateinvolvementof third partiessuch
as suppliersor contractors.
d) Thosew ho haveresponsi bi l i ty for del i veri ngthe
managementpl ansshoul dbe cl earl yi denti fi ed.
Many organi zati ons defi nethi s responsi bi l i twit
y hin
j ob descri pti ons,w hi l st othersi ncl udespeci ficat ion
of responsi bi l i ty
for del i veri ngthe asset
managementpl an(s)w i th the pl an i tsel f.
e) Assetrelated performance,expenditureand risk
shoul dbe j oi ntl y managedand pl annedto est ablish
thei r combi nedi mpacton the busi ness.A ppropr iat e
methodsof eval uati ngand opti mi zi ngthe trade-
offs between theseelementsshould be employed.
f) The assetmanagementpl an(s)shoul di ncl ud e
long-termassetreplacementprogrammesto
providean overviewof future assetreplacement
requirementsand associatedfunding needsso
that replacementalternativesand expenditure
smoothi ngcan be pl annedahead.
g) Conversely,plansgeneratedfrom other
managementsystems can havean adversei m pact
on the assetmanagementpl an(s)and al sore quir e
e.g. a sal espl an commi ttingt he
due consi derati on,
organizationto a level of output that is
unsustainableand does not allow for necessary
maintenanceactivitiesto be adequatelycarriedout.
4.3.3.2 Optimization of asset management strategy
and plans
A key feature 6f gooOassetmanagementstrategy
and plansis the optimizationof costs,risksand
performanceover short and long timeframes,in
the face of conflictingstakeholderexpectations.
The processes of optimizationare critical,therefore,
to the quality df the assetmanagementstrategy
and the effectiveness and efficiencvof asset
managementpl an(s).
W hen opti mi zi ngthei r assetmanagementstrate gy
and pl ans,organi zati ons shoul dconsi derthe
recommendati ons and gui danceprovi dedbel ow.
a) Organi zati ons
shoul dadopt robustand audi t able
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


e) The level of precision,the method and the resources
applied for optimizationsshould be proportionate
to the criticalityand complexityof the individual
cases.Optimization methods may be qualitative
or they may be quantitative,in which casethe
optimization should also includethe correct
mathematicaltreatment of reliabilityand risk
elements,and of the trade-off between conflicting
factors in order to identifv the best value
c om or om r s e .
4.3.4Contingencyplanning
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
em er genc ysi tu a ti o n sa, n d m a i n ta i n i n gth e
continuity of criticalassetmanagementactivities,
In developingits plan(s)and procedure(s), the
or ganiz at io ns h a l lc o n s i d e r:
a) asset-relatedrisksthat, if realized,could
result in incidentsor emergencysituations;
b) potential disruptionsto its criticalasset
managementactivities;
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
mitigating the likely consequences;
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;
e) the needsof relevantstakeholderswho may
be affected by incidentsor emergency
situations,or who may be requiredto support
the organizationto respondto suchevents.
The plan(s)and/or procedure(s)shall identify
how the organizationwill respondto, and
manage,incidentsand emergencysituations,
and s hallincl u d ei n fo rm a ti o no n :
1) essentialpersonnel,emergencyservicesand
externalagencies,includingcontactdetails;
2) ar r angem e n tsfo r i n te rn a la n d e x te rn a l
c om m un i c a ti o n ;
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
event of a disruption;
4) the provisionof resources, and 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
or servicesthat could be required during
disruptions,incidentsor emergencysituations;
5) recordingof essentialinformation whilst
r es pondi n gto , a n d m a n a g i n g ,i n c i d e n tsand
emergencies;
@ BSI September
2008
PAS55-2:2008
5) the processfor returning to normal
operations.
The organizationshall periodicallyreview test
and, where deemed necessary, reviseits plan(s)
and/or procedure(s)
for incidentand emergency
preparednessand responseand continuity of
important assetmanagementactivities.
NOTElt rs essentiaithat the organization's
contingencyplansare reviewedafter testingor
the otcurrenceof incidents,emergencysituarions
or disruptions
4.3.4.1 General
The organizationshould assess emergencyand
incidentresponseneeds,plan to meet them, develop
proceduresand processes to cope with them, test
its planned responses, and seekto improvethe
effectivenessof its responseswhere necessary.
The organi zati onshoul d,for exampl e,consi der
potential emergenciesarisingfrom:
. si gni fi cantfai l ureof cri ti calassetsresul ti ngi n the
lossof serviceor supplyto customersor a hazardous
condi ti onari si ng;
. extremeweather conditions,e.g. strong winds,
floods, heavysnowfall,lightning strikes;
r unpl annedrel easeof hazardousl i qui dsor gas es;
. explosionor fire;
. lossof power supplyor control systems;
' a combinationof eventsor riskswhich may result
i n an emergencysi tuati on.
w i l l fi nd l i nkageto the ri sk
Many organi zati ons
assessment process and use of risk identification
acti vi ti esusefuli n determi ni ngw hi ch i nci dentsa nd
emergenciesto consider.
The organi zati bnshoul ddevel op,i denti fyand p r ovide
appropri ateemergencyequi pment,and regul a r ly
inspectand preferablytest its availabilityand
performance.
Contingencyplans(see4.3.4.2)should addressboth
the i mmedi ateconsequences of i nci dentsand, wher e
appropri ate,the stepsup to, and i ncl udi ng,the
re-establishment of stableand securesupply/service
to customers.
of
Practicedrillsshould aim to test the effectiveness
the most criticalparts of the emergencyplan(s)and
to test the completeness of the emergencyplanning
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
organizationalstructureof roles,responsibilities
and authorities,consistentwith the achievement
of its assetmanagementpolicy,strategy,
objectivesand plans.
Theseroles.responsibilities and authoritiesshall
be defined,documentedand communicatedto
t he r elev anti n d i v i d u a l s .
NOTEThereis no need to establisha separate
organizationalstructureprovided the organization's
structure/5 cons6tentwith achievingthe
requirements set out in Clause4.
Top managementshallprovideevidenceof
its commitmentto the developmentand
implementationof the assetmanagement
systemand the continuousimprovementof
its effectiveness
by:
a) appointinga memberof top management
who, irrespectiveof other responsibilities,
shallbe responsiblefor the overalldesign,
maintenance,documentation,reviewand
improvementof the organization'sasset
managementsystem;
b) appointing member(s)of managementwhose
responsibilityis to ensurethat the assetsand
assetssystemsdeliverthe requirementsof the
assetmanagementpolicy,strategy,objectives
and plansand who havethe authority to
achievethis;
c) identifyingand monitoring the requireni'ents
and expectationsof the organization's
stakeholdersand taking correspondingand
timely action,to the extent that these have
implicationsfor the organization's
managementof its assets;
d) ensuringthat the assetmanagementpolicy
and strategyare consistentwith the
or ganiz a ti o n asl tra te g i cp l a n ;
e) consideringthe adverseimpactthat the asset
managementpolicy,assetmanagement
strategy,assetmanagementobjectivesand
assetmanagementplan(s)might have on
other aspectsof the organization.Conversely,
consideringwhether plansgeneratedfrom
other partsof the organizationmight have
an adverseaffect on assetmanagemen|
f) ensuringthe viabilityof the asset
managementpolicy,assetmanagement
18
strategy,assetmanagementobjectivesand
assetmanagementplan(s);
g) ensuringasset-relatedrisksare identified,
assessedand controlled,and are includedin
the organization'soverall risk management
framework;
h) ensuringthe availabilityof sufficientresources;
i ) communi cati ng to al l rel evantstakehol ders
the importanceof complyingwith the
requirementsof the assetmanagement
systemin order to achieveits organizational
strategi cpl an.
Organizationsseekingto implementthe requirements
of PAS55-1on structure,authority and responsibilities,
shoul dconsi derthe recommendati onsand oui dance
providedbelow.
a) The successful implementationof assetmanagement
requiresthe commitmentof top management.Top
managementshoul dassi gncl earresponsi bi l it ies
for the managementof assetsystemsincluding
appropriateaccountabilityfor their performance
(thi smay be fi nanci aland non-fi nanci aland
)
responsibilityfor investments/expenditure. Those
individualsplacedin suchpositionsare sometimes
referredto as AssetManagers.Top management
should ensurethat those with suchresponsibilities
have acceptedthem and have adequateauthority to
carrythem out effectively.Top managementshould
al soensurethat thosew ho are gi ven responsibilit ies
are competent,have adequateresourcesto
dischargetheir dutiesand the operationalfreedom
to optimize the cosVeffectiveness of these resources
in line with the assetmanagementpolicy,strategy
and objectives.
b) The responsibilities and authoritiesof all persons
who perform dutiesthat are part of the asset
managementsystemshoul dbe defi ned.S uch
definitionsshould,among others,be developed
for the fol l ow i ng peopl e:
o top management;
o assetmanagers;
. engi neers,
desi gners
and techni calspeci al i s t s;
. processoperators;
r mai ntenance personnel ;
. inspectors;
. contractors;
@ BSI Septem b e r2 0 0 8

. those responsiblefor assetmanagementtraining
and facilitation of the assetmanagementprocesses
and t ec hnio u e s .
c) Assetmanagementresponsibilities and authorities
s houldbe doc u m e n te di n a fo rm a p p ro p ri a teto
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 following forms, or an alternativeof the
organization'schoosing(see4.4.5):
' working proceduresand task descriptions;
e job descriptions;
r inductiontraining package(see4.4.3).
lf the organizationchoosesto issuewritten job
descriptionscoveringother aspectsof employees'
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
responsibilities should be incorporatedinto those
job des c r ipt i o n s .
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
successful implementationof assetmanagement.
An organizationalstructurethat creates
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
performancemeasuresshould be avoided.Key
requirementsof assetmanagementare a life cycle
appr oac hand o p ti mi z a ti o n a , n d th e s ea re d iffi cul t
to achievewhen activitiesare consideredin
isolation.For example,whole life cost cannot be
optimized if only project expenditureis considered
wit hout c ons i d e ri n gth e s u b s e q u e n t
performance/income and assetcare/maintenance
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
optimized without consideringthe effect on
productivityand risk.
T op m anagem e n st h o u l de n d e a v o u rto c re a tean
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
and authoritiesthat facilitatesthe visibilityand
comparisonof asseUproducVservice relatec
performanceor incomewith the associated
effort and expenditure.There are benefitsand
disadvantages to any given structureof roles,
responsibilities and authorities.The nature of the
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
affect the choiceof structureto be adopted. For
example,some organizationshave achievedthis
through the creationof profiVinvestmentcentres
and othersthrough activitybasedcosting,combined i) Top managementshouldensurethat adequate
with the allocationof apportioned/estimated
revenuesand inter-departmentalservicelevel
agreements.
Sucharrangementsshould providefor:
. r eadilyiden ti fy i n gth e v a l u e o f c a p i ta la n d
O BSI September
2008
PAS55-2:2008
operating relatedexpenditureand the life cycle
(or long-term)impact of any changesin
expenditure;
. accountabilityfor assetperformanceand the
associatedexpenditure;
. the avoidanceof conflictingdepartmental
performancemeasureswhere suchmeasurescould
resul ti n the gai n for one departmentbei ng to t he
overalldetriment of the organization;
. the avoi danceof rel i anceupon annual
budgets/fundingcycles.which may obstructthe
adoption of a life cycleapproach;
. moti vati ngthe w hol e team to be conti nual l y
looking for waysto optimize performance,
expenditureand levelsof retainedrisk;
r the responsi bi l i ty
and authori tyfor readi l y
i mpl ementi ngchangesthat w oul d be benefi cial
for the organi zati on.
e) Organi zati onal structuresshoul dbe cl earl y
communi cated to al l rel evantempl oyees, vi a an
organi zati onchart or other means,and kept
updated.
f) In addi ti onto assi gni ngresponsi bi l i ty
for ensur ing
that the assetsand assetsystemsdeliverthe
requi redoutcomes,top managementshoul dassign
responsibilityfor the effectivemanagementof the
organization'sassetmanagementsystem(processes).
It is unlikelythat the assetswill perform
satisfactorilyover time unlessthe assetmanagement
systemis operating effectively.
g) Top managementshoul di denti fythe requi rement s
and expectati ons of al l of the organi zati on' s
stakehol ders. The empl oymentof techni ques, such
as stakeholderneedsanalysis.employee/customer
surveys,suggestionboxes,discussion forums and
demandmanagementshoul dbe consi dered
(see4.4.4).
h) Top managementis normally best placedto ensure
thatthe assetmanagement.policyand strategyare
consistentwith the organizationalstrategicplan and
to identify where poor assetperformancemight
j eopardi zethe achi evement of the organi zati onal
strategicplan.
resourcesare availablefor establishingand
mai ntai ni ngthe assetmanagementsystem,
includingequipment,human resources, expertise
and training. Resources can be consideredadequate
if they are sufficientto deliver assetmanagement
plan(s)and activities.includingperformance
measurement and moni tori ng.For organi zati ons
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

4.4.5 Asset management system documentation
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
maintain up-to-datedocumentationto ensure
that its assetmanagementsystemcan be
adequat elyu n d e rs to o dc, o m m u n i c a te d and
operated.The assetmanagementsystem
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
the assetmanagementsystemand their
interaction,and directionto related
documents;
b) the assetmanagementpolicy,strategy,and
objectives;
c ) doc um en tsi,n c l u d i n gre c o rd sre
, q u i re db y
Clause4 of this specification.
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
procedure(s)and/or operatingcriteriaif their
absencecould lead to failure to achieveits asset
managementpolicy,assetmanagementstrategy,
assetmanagementobjectivesor to control
ident if iedas s e tma n a g e me n ri t sks.
NOTE1 lhe assefmanagementpolicy,strat and
other e/ernenfs of fhe assetmanagement systemdo
not havefo be producedas separate documents.
NOTE2 lt is importantfhat documenfatlon 6 el ementsand thei r i nteracti on.The organi zation
proportionalto the levelof conplexify and risks
being managed lt shoulda/sobe appropriateto the
letrelat which the documentatton will be usedand
iepi to the mrntmumrequtredfor effecfiveness
and efficiency.
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
of PAS55-1on assetmanagementsystem
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
and guidanc ep ro v i d e db e l o w .
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
to ensurethat its assetmanagementsystemcan
be adequatelyunderstoodand effectivelyand
efficientlyworked to. lt is not a requirementto put
in placespecificdocumentsfor assetmanagement,
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 ule,doc um e n ta ti o ns h o u l do n l v b e c re a tedw hen
it addsv alue .
The extent of the assetmanagementsystem
documentationcan differ from one organizationto
anot herdue to :
2008 --'
O 8Sl Seoiernber
PAS55-2:2008
r the sizeof the organizationand the type of
activities;
. the complexityof processes and their interactions;
. the competenceof personnel;
. the extent to which it is necessary
to demonstrate
fulfilment of the assetmanagementsystem
requi rements.
needsbefore developingany new documentationto
control its assetmanagementactivities.In practice,
organizationsoften have in placedocumentationat
operati onall evel sw i thi n functi onsor departm ent s,
but the co-ordi nati onand al i gnmentof acti vi ties
may not be w el l control l ed,parti cul arl w
y here these
documentshave originatedin different business
streamsor even different organizations.
Furthermore, a l i mi tednumberof new docume nt s
are someti mesrequi redto managethe conti nuous
i morovementand co-ordi nati onof the asset
managementsystemw i th the operati onal
procedures.
c) Therei s no requi rementto devel opdocument at ion
in a particularformat in order to conform to
P A S55-1.Therei s no requi rementto createa
di screteassetmanagementmanualto descri b et he
scopeof the assetmanagementsystem,its main
shoulddecidewhat form best meetsits business
needs.For many organi zati ons a separateasset
management pol i cyand asset management str at egy,
togetherw i th a documentdescri bi ng the scop e,key
accountabi l i ti esand operati onaldocumentationof
the assetmanagementsystem,provi deval uean d
i mproveorgani zati onal al i gnment.Thi sapproa ch
can be particularlyconvenientand effectiveif an
organi zati onal readyhasan establ i shed
managementsystemin place,in order to describe
the interrelationships betweenthe existingsystem
and the requi rements of P A S55-1.
managementsystemfor w hi ch P A S55-1speci f ically
reqi.rires explicitdocumentaryevidence.These
i ncl ude:
r an assetmanagementpol i cy;
. an assetmanagementstrategy;
r assetmanagementpl an(s);
. rol es,responsi bi l i ti es
and authori ti es;
. how outsourcedpartsof managementsystem
w i l l be control l edand i ntegratedi nto the
organizations'assetmanagementsystem
(see4.4.2);
. records(see4.6.5).
- 25
PAS55-2:2008
e) PAS55-1requiresan organizationto establishand
maintainfurther documentationif its absencecould
lead to failure to:
. achieveits assetmanagementpolicy,asset
managementstrategy,assetmanagement
objectives;
. control identifiedassetmanagementrisks;
' efficiently and cost effectively implement its asset
m anagem e n pt l a n (s ).
In other words,the degreeof documentationshould
considerthe potential need and usage- it is not
sufficientto adopt a policyof standardization
wherebythe samelevelof detail is applied in all
circumstances. The organizationshouldconsider
"what if?" in determiningthe levelof documentary
coveragethat is appropriatein eacharea or activity.
f) Eachorganizationshoulddeterminethe extent of
documentationrequiredand the mediato be used.
In addition to those identified in d) above,PAS55-1
makesreferenceto a limited number of types of
documentationwhich can be usedwithin an asset
m anagem e nst y s te m.T h e s ei n c l u d efu n c ti o nal
policies,strategies,procedures.standardsand
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
typesof documentationsuchas technical
specifications, technicalinstructions,work
instructionsor guidancenotesto control asset
managementactivities.
g) Assetmanagementfunctional policies,supporting
the overallassetmanagementpolicy,providea
framework for the control of a specificasset
managementrelatedactivities(suchas capital
investment,purchasing,operations,customer
service,maintenance,contracting,safetyand
environmentalmanagement- see4.4.5i).
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
an organization,and can be describedusing
different namesin different contexts.lt is essential
that suchdocumentscomplywith policiesadopted
by the organizationwhich define at high levelthe
organization'sprinciplesand requirements(these
includethe assetmanagementpolicy).Functional
policiesshould also be consistentand guided by the
assetmanagementstrategywhere they relate to
the managementof activitieswithin the asset
managementsystem.
h) Functionalpoliciesprovidethe workforcewith
clarityfor what is expectedof them and the
boundariesfor any permissibledeviance.They assist
managersto implementstatedassetmanagement
objectivesand plans,and they shouldalsoconstrain
them within carefullydefined boundaries.When
formulatingfunctionalpolicies,careshould be taken
26
not to conflictwith other such ooliciesor restrict
managersto the extent that they are unable to
take appropriateaction for the optimal life cycle
managementof the assets.Similarly,the functional
policiesshould be appropriateto the criticalityand
value of the assetsand activitiesto which thev
apply.
Organizationscan have a number of asset
managementfunctional policies,functional
strategiesand functional plans.Typicallythese
can i ncl ude:
o assetaccountingand activitycosting;
o maintenance,inspection,condition and
performancemonitoring;
. assetoperationor utilization;
' pl anni ngand budgeti ng;
. capitalinvestmentand life cyclecosting;
. conti ngencypl anni ngand emergenci es;
. data, information and knowledge management;
. demand managementand customerexpectation
policy;
. energyefficiencyand environmentalaspects,
e.g. renewableresources,recycling,waste
management,air purity, hygiene;
. human resources,skillsdevelopmentand
competencies;
. i nnovati onand changemanagement;
o assetmodifications,replacement.disposal,
recycling;
. risk assessmentand management;
. safety,health and environmentalmanagement;
. spares,materialsand purchasing;
. contractorand suppliermanagement;
. interfacingwith regulatorybodies.
Basedon the documentationcriterion in e) above,
one of the more significantdocumentation
requirementscan be for an organizationto establish
documentedprocedures.The term "procedure" is
often usedin managementsystemstandardsand
there can be confusionas to what a procedureis
and how it relatesto a process.In simpleterms,
a processis an activity,and a procedureis the
formalizationof the process,stating how the
processshould be performed(seePAS99). A
proceduremay be documented,but does not
haveto be (seePAs55-1,3.27).
k) lt is for an organizationto determinewhether it
needsto documenta procedurein order to provide
assurance as describedin e) above. Examplesof
documentedprocedureswhich an organization
decidesit needsto establishto control its asset
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.
Furtherinformationon documentationis identifiedin
4.4.5and recordsin 4.6.6.
Organizationsseekingto implementthe requirements
of PAS55-'l on informationmanagement,should
considerthe following recommendationsand
guidanc e:
a) O r ganiz at io nssh o u l di d e n ti fyth e i n fo rma ti on
essentialto meetingthe requirementsof PAS55-1.
An organizationshouldconsiderthe levelof
accuracyand completeness for different information
itemsthat are necessary to supportthe deliveryof
its assetmanagementstrategy,objectivesand plan.
Assetmanagementinformationshouldbe capable
of enablinga n o rg a n i z a ti o nto :
. optimizeits assetmanagementstrategyand
optimize/prioritizeits assetmanagementplan(s);
I assess
the financialbenefitsof planned
improvementactivities;
. det er m ineth e o p e ra ti o n aal n d fi n a n c i a il mpact
of as s etun a v a i l a b i l i ty
o r fa i l u re ;
. make life cyclecostcomparisons of alternative
capitalinvestments;
. identifyexpiryof warranty period and warranty;
. determinethe end of economiclife of assets/asset
systems, e.g. the point in time when the asset
relatedexoenditureexceedsthe associated
I nc om e;
r determinethe cost of specificactivities(activity
basedcosting),e.g.the total costof maintaining
a specificasset(s)/assetsystem;
. obtain/calculate assetreplacementvalues;
. 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
and expenditure;
. obtain/calculate the financialand resource
impactof deviatingfrom plansthat might result
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
(e.9.what is the financialimpactof deferring
the maintenanceof a specificgeneratorby
six months);
. assess its overallfinancialperformance;
. undertakethe ongoing identification,assessment
and control of assetrelatedrisks;
. complywith statutoryand regulatoryobligations.
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
at the lowestcomponentlevelof an assetor
assetsystemthat requiresdiscretereplacement
or m aint en a n c ae c ti o n sF . o r e x a mp l ei,f th e
organization'smaintenancestrategywere alwaysto
run a particularpump to failure and then replaceit,
28
there would be little point in recordinginformation
(and procedures) for replacingthe componentpump
seal.The normal levelof detail required,therefore.
is at the maintainableunit level(sometimesthis is
referredto as a "Maintenance-Significant ltem").
However,informationattributed at a lower
componentdetail may be worthwhile for the
identificationof failure modesand the diagnosis
of failure root causes.
The organizationshouldcomparethe cost of
establishing, collecting and maintaining asset
informationwith the value derivedfrom analysing
and using it, i.e. its criticalityto businessdecisions
and granularity,precisionor levelof detail that is
needed.Fai l ureadequatel yto consi derthese
compromises can resultin poorly and inconsistently
populatedinformationsystemsand degraded
informationquality.Thisdegradedquality can
damagethe credibilityof the information provided
and it can also leadto unnecessary costsbeing
incurred.
In establishingits assetinformation management
system(s). the organizationshouldconsiderthe
identificationand definition of itemsof information
that will be managedduring the assetlife cycle,and
for a defined period beyondthe disposalof assets,
in accordance with the organization'srequirements
includinglegal,regulatory,statutoryand other asset
managementrequirementsthat are applicableto it.
Examplesof informationto be consideredinclude
the following:
. descriptions of assets,their functionsand the asset
systemthey serve;
. unique assetidentificationnumbers;
. locationsof the assets,possiblyusingspatial
referencingor geographicalinformationsystems;
. the criticalityof assetsto the organization;
r detailsof ownershipand maintenance
demarcationwhere assetsinterface acrossa system
or network of assets;
. engineeringdata, designparameters,and
engi neeri ngdraw i ngs;
. detailsof assetdependencies and
interdependencies;
. vendor data (detailsof the organizationthat
suppliedthe asset);
. commissioning datesand data;
. the conditionand duty of assets;
r conditionand performancetargetsor standards;
. key performanceindicators;
I assetrelatedstandards,process(es)
and
procedure(s);
2008
B5l September
 PAS55-2:2008

r accessplanning and work schedules; . performancereportingsystems;

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

@ BSI Seotember 2008 29

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
r equir em e n ts ;
. 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
or defined ci rc u ms ta n c e s ;
. 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
inf or m at io nfo, r e x a m p l efo r th e p u rp o s eof
r et ainingau d i t re c o rd sa n d k n o w l e d g e
preservation;
. 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,
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
and pr iv ac yre q u i re me n ts ;
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
and m aint ai na p ro c e s s (easn) d /o ra p ro c e dure(s)
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
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
retrievableand protectedfrom deterioration.
Cr it ic alas s e tma n a g e me nre t c o rd ss h o u l db e
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
or los sas app ro p ri a teo, r a s re q u i re db y l a w.
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
r ec or dse. , g, l e g a lc o n s tra i n tss,to ra g eme d i a
obsolescence. access controls.
30
4.4.7Riskmanagement
4.4.7.1Riskmanagement process(es)
The organi zati onshal lestabl i sh,
i mpl ement
and mai ntai ndocumentedprocess(es) and/or
procedure(s) for the ongoi ngi denti fi cati on
and assessment of asset-related and asset
management-rel ated ri sks,and the i denti fi cation
and i mpl ementati onof necessary control
measures throughoutthe l i fe cycl esof the asse t s.
an i mportantfoundati onfor
proacti veassetmanagement.l ts overal lpurposei s t o
understandthe cause,effectand l i kel i hoodof adver se
for eventsoccurri ng,to opti mal l ymanagesuchri sksto an
l evel ,and to provi dean audi t trai l for the
managementof ri sks.Thi si s achi evedby:
. identifyingpotential risksassociated with the assets,
and maki ngan esti mateof the associ ated ri sk l e vels,
on the basi sof exi sti ngor proposedri skcontrol s;
r determi ni ngw hethertheseri sksare tol erabl e;
. determi ni ngw hetherfurther anal ysi si s requi redt o
establ i sh
w hetherthe ri sksare,or are not, tol erable;
. 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.
-- - @ B S I sep'e'nbe'l C 08

4.4.7.2 Risk management methodology
The organization'smethodologyfor risk
m anagem en ts h a l l :
a) be proportionateto the level of risk under
consideration;
b) be defined with respectto its scope,nature
and timing to ensureit is proactiverather
than reactive;
c) include,where appropriate,the assessment
of how riskschangeor can changeover time
and us age ;
d) provide for the classification of risksand
identificationof those risksthat are to be
av oided,e l i m i n a te do r c o n tro l l e db y a s set
managementobjectivesand plans(see4.3.2
and 4. 3. 3) ;
e) be consistentwith the organization's
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
of risk control measuresemployed;
f) provide for the monitoring of requiredactions
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).
4.4.7.3 Processsfeps
The methodology requirementsof PAS55-1can be met
largely by ensuringthat a step by step,systematic
approachis adopted to the managementof assetrisks:
. classifyassetsand define scope: prepare a list of asset
systemsand their constituentassets.and gather
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 control activitieswhich affect the assets'
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
individualassetrisk assessments;
. identify credible risks:create a table of potential
eventsand their causes;
. identify the risk controls that exist (or are proposed
for planned assetsand planned activities);
. determine level of risk:estimatethe likelihood and
consequences for each potential event, assuming
that planned or existingcontrolsare in place.The
effectiveness of any existingrisk controls,and the
lik elihoodand c o n s e q u e n c eosf th e i r fa i l u re ,shoul d
als o be c ons id e re d ;
. determine the tolerability of the rrsks:decide
whether planned or existingcontrols(if any) are
sufficientto keep the risksunder control and to meet
any legal,statutory and other assetmanagement
requirements.
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
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 -
PAS55-2:2008
managementsystem,together with the necessary
governanceand assurance to ensurethat risk controls
are effectivelyimplementedand monitored.
It i s an i mportantpri nci pl eembeddedi n P A S55- 1t hat
a whole life cycleapproachis adopted.Therefore,
ri sk managementof physi calassetsshoul di ncl ud e
considerationof risksacrossthe whole assetlife cycle.
For exampl e,the desi gnprocessshoul di ncl udeth e
i denti fi cati onand managementof ri sksthroughout
the life of the asset,taking accountof the operating
condi ti onsand cri ti cal i tyof the assetuti l i zati on.
W hen determi ni ngri skcontrol s,or consi deri ng
changesto exi sti ngcontrol s,consi derati on
should
be given to reducingthe risksaccordingto the
fol l ow i ng hi erarchy:
1) el i mi nati on;
2) substitution;
3) physicalcontrols;
4) signage/warni n gs a nd/or adm i n istrative/procedu
raI
controls.
4.4.7.4 Risk registers
Riskregistersare a common and effectivemechanism
for recordi ngand managi ngri sksw i thi n the
organization.At a corporatelevelthis may comprisea
l i st of si gni fi cantri sksdefi ned i n termsof l i kel i hood
and consequence, together with existingmitigation,
pl annedacti onsand responsi bi l i ti es. Theseshould
i ncl udesi gni fi cantassetrel atedri sks.The type of r isk
shoul dal sobe recordedto enabl ecl earcl assi fi cat ion
and auditabilityof safetyand other types of risk.
The moni tori ngand managementof thi s ri sk regist er
i ncl udesseni ormanagementrevi eWtogether w it h
clear processes and accountabilities for supporting
processingand deliveryof planned mitigation (for
further detail on managing risk for corporate
governancesee PD 6668:2000). The processof
mai ntai ni ng.updati ngand audi ti ngthe ri sk regist er
is one of the key assetmanagementprocesses. and
should be referencedin the assetmanagement
strategy.In order to ensurethat appropriatepriority
is placedon risksof different types,a common
assessment methodologyshould be adopted,enabling
risksof a different nature to be consideredand
managed.
4.4.7.5Management of asset-relatedrisks
The managementof assetrisksshould be carriedout
using processes that are consistentwith any corporate
risk register;enablingassetrelated risksto be escalated
to the corporaterisk registerwhere they are of
sufficientmagnitude.Asset-relatedrisksneed to be
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
Guide 73). Riskidentificationand assessment needs
to recognizeand includeconsiderationof both these
factors.The complexityof modelling and risk controls
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
that risk assessment is applied coherentlyand
consistentlythroughout the organization.ldeally,risk
assessment should be basedon a common approach
and methodologywith a common calibratedscalefor
quantification,but if this is not practicable,then care
should be taken that the way risk is treated for
different types or scalesof risk is compatible.
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
asset-relatedrisks,with varying levelsof complexity,
exist in different businesssectors.Someof these are
identified below and referencesto more general
methods and techniquesare provided in the AlRMlC,
A LA RM ,I RM .
. R el i abi l i tyC entredMai ntenance(R C M);
. RiskBasedInspection(RBl);
. lnstrumentProtectiveFunction(lPF).
Theseare not exhaustivelists,and organizations
shoul dconsi deradopti ngcombi nati onsof techniques
as appropriateto the assetcriticalitiesand diversityof
risktypes.In addition to these generalmethodsand
techniques,there are a variety of decisionsupport
tools and proprietarydatabaseproductswhich can
be employedto support risk assessment, auditing
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
determi ni ngappropri atei nspecti onand mai ntenance
strategies,and cosUriskoptimizationof suchstrategies.
Organi zati ons shoul dconsi derthei r i ndi vi dual
requi rements, i ncl udi ngthe natureand scal eof
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
The organizationshallensurethat the resultsof
risk assessments and the effectsof risk control
measuresare consideredand, as appropriate,
pr ov ideinpu t i n to :
a) the assetmanagementstrategy;
b) the assetmanagementobjectives;
c) the assetmanagementplan(s);
d) the identificationof adequateresources
includingstaffing levels;
e) the identificationof training and competency
needs(see4.4.3);
fl the determinationof controlsfor assets'life
cycleactivities,and the implementationof
assetmanagementplan(s)(see4.5);
g) t he or gan i z a ti o n 'osv e ra l lri s kma n a g e ment
framework.
T he or ganiz a ti o ns h a l lk e e pth e re s u l tso f
identificationof risks,risk assessments and
determinedcontrolsup-to-date,and document
thesewhere not doing so could affect the
deliveryof the assetmanagementobjectives
and the assetmanagementstrategy.
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
proceduresthroughout the assetmanagementsystem
and preferablyassetrelatedrisksshouldbe addressed
as part of the organization'scorporaterisk
managementframework.
Risksshould be identifiedand managedas part of
all assetmanagementactivitiesconsideringrisks
throughout the life cycleof assets.For example,the
designprocessshouldincludethe identificationof
risksduring the operationand maintenancephase
of the asset,includingits eventualdecommissioning
and disposaland taking accountof the operating
conditionsand criticalityof the asset.
34
4.4.8 Legal and other requirements
The organi zati onshal lestabl i sh,
i mpl ementan d
maintain process(es)and/or procedure(s) for
identifyingand accessing the legal,regulatory,
statutoryand other applicableasset
managementrequirements.
The organizationshallensurethat the applicable
legal and other externalobligationsor
requirementsare identifiedand incorporated
into the correspondingelementsof its asset
managementsystem.
The organizationshallkeep this information
up-to-date.The organizationshallcommunicate
informationon legal and other requirementsto
al l rel evantstakehol ders.
Organi zati ons
seeki ngto i mpl ementthe requi rement s
of PAS55-1on compliancewith legal and other
requi rements,shoul dconsi derthe fol l ow i ng
recommendati ons and gui dance:
a) The organizationshould be aware of, and
understand,how its activitiesare, or will be,
affectedby applicablelegal and other requirements,
and communicatethis informationto relevant
personnel .
NOTETherequirementof 4.4.8 of PAS55-l is intended
to promote awarenessand understandingof legal
responsibiltties
lt is not intended to imposean obligation
on the organizationto establishlibrariesof legalor other
documentsthat arerarelyreferencedor used
b) The organizationshould operate a systemthrough
which it can identify the legislation,statutesand
regulationsapplicableto its activities,and through
which it can monitor forthcomingchangesin such
l egi sl ati on.
Thi sshoul di ncl udearrangements to
disseminate this informationto affected partiesand
ensurethat the hecessary action is taken to achieve
or mai ntai nl dgaland regul atorycompl i ance.
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.
@ 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
During the utilizationof assets,considerationshould
be given to how operatingcriteriaare defined,
doc um ent edand c o mmu n i c a te da,s w e l l a s h o w
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
the useof temporaryspeedrestrictionsin a railway
network,the specificationand monitoring of optimal
temperatureand pressurerangesin a chemicalprocess,
or t he am bientli g h ti n ga n d te m p e ra tu rec o n d iti ons
for office buildings,
It is importantthat the operationalparametersand
controlsare consideredand managedin conjunction
with maintenancearrangements(becauseof the
' potential impactof utilizationupon assetdegradation
characteristics, failure risksand assetlife cycles).
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
maint ainedon a s c h e d u l el i n k e dto th e n u m b e rsof
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
regime need to be reflectedinto the maintenance
programmeso that relevantmaintenanceactions
and r es our c es
c a n b e s u i ta b l ya d j u s te d .
4.5.1.5 Maintenanceof assets
Controlsfor maintenanceof assetsshould be consistent
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
policy,assetmanagementstrategyand asset
managementobjectives,and take accountof asset
o per at ingpar ame te rs .
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
for ensuringthat:
r staff are competentat the point of work;
o operating parametersare understood;
. appropriaterecordsare kept.
Maintenancemanagementsystemsare often usedto
coordinatemaintenanceactivities.Thesesystemsmay
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
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
and utilizedappropriatelyand effectivelyfor the
coordinationand managementof different typesof
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
preventivemaintenance,function testing and
correctivemaintenance). Work proceduresor
instructions,standardsand systemsfor supervision,
checkingor approvals(for example,"permit to work"
systems) shouldbe designedto ensureadequate
controlof quality,consistency and control of risk in
the deliveryof maintenanceactivities.
40
The controlof maintenanceactivitiesshould alsoreflect
the criticalityand urgencyof the tasks(includingtiming
criticality),the dynamicnature of condition-basedwork
(wherethe scopeof work dependsupon the condition
of the assetfound during inspection),work bundling
opportunitiesand resourceconstraints.
4.5.1.6 Decommissioningand/or disposalof assefs
At decommissioning, the safe managementand
di sposalof any redundantequi pmentshoul dfol l ow
appropri atepol i ci es,i ncl udi ngenvi ronmental
management.From an assetmanagementperspective,
decommi ssi oni ng shoul dal soi ncl udeconsi derati on
of the long-termmanagementof similarassets,and
controlledretention if appropriate(for example,spare
parts).lt is also essentialthat recordsand asset
informationare correctlyupdated - it is good practice
to w ri te thi s i nto decommi ssi oni ng procedures and
i ncl udesuchobl i gati onsi n contractualrequi rement s.
D ecommi ssi oni ng shoul densurethat equi pmenti s
removedas pl anned,and that remai ni ngequi pment
i s l eft i n the requi redsafecondi ti onand that any
relevantsignsand noticesare updated.
4.5.1.7 Other operational controls
The following list providesexamplesof the range of
operationalcontrolsthat might be employedby the
organi zati oni n managi ngi ts assets.
a) Control of imported risks
. assessment and approvalof the designfor new
pl ant or equi pment;
. procedures ensuri ngthe avai l abi l i tyof
documentati onfor the safehandl i ng,operati on
and mai ntenance of new machi nery, equi pment ,
materialsor substances;
. evaluation,and periodicre-evaluation,of the
competenceof contractors;
of contracts.
b) Controlson specific tasks
r pre-determinationand approvalof working
methods;
r pre-qualificationof personnelfor
hazardouVcritical tasks;
o permit-to-worksystems,and procedures
controllingthe entry and exit of personnelto
hazardousareasor those containinocritical
equipment;
. proceduresfor tacticalplanning,development,
projectmanagement,schedulingand resource
management.
@ 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
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
maintain process(es) and/or procedure(s) for
ins t igat ing:
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
of observedpoor performanceand
nonconformitiesidentified from investigations,
ev aluat ionso f c o m p l i a n c ea n d a u d i tsto a voi d
their recurrence;
b) preventiveaction(s)for eliminatingthe
potential causesof nonconformitiesor poor
performance.
Any correctiveor preventiveactionstaken and
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
risk(s)encountered.
Where a correctiveor preventiveaction identifies
new or changedrisks,or the need for new or
changedprocess(es),procedure(s)or other
arrangementsto control assetlife cycleactivities,
the proposedactionsshall be risk assessedprior
to implementation(see4.4.7).
The organizationshall keep recordsof the
correctiveand preventiveactions(see4.6.6)taken
and communicatethese to relevantstakeholders.
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
changesarisingfrom correctiveand/or preventive
actionsare made to the assetmanagementsystem.
4.6.5.1.1 Correctiveaction
Correctiveactionsare actionstaken to addressthe root
cause(s) of identified non-conformances, or incidents,
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
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:
. ident if ic at ionan d i mp l e m e n ta ti o no f c o rre c ti ve
measuresboth for the short-termas well as long-
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
employeeswith assetmanagementexpertise);
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 assessment results(and any need to update risk
identification,assessment and control report(s));
. 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
resultingfrom the correctiveaction or risk
identification,assessment and control,and
i m plem ent at io n
o f th e s ec h a n g e s .
50
4.6.5.1.2Preventive action
Preventiveactionsare those taken to addressthe root
cause(s) of potential non-conformances or incidents,
as a proactivemeasure,before such incidentsoccur.
Exampleso{ elementsto be consideredin establishing
and maintainingpreventiveaction proceduresinclude:
. use of appropriatesourcesof information,e.g. trends
in assetperformanceindicatingimminent risk of
failure, failure ratesacrossa population of assets,
revisedrisk assessments, data on environmental
changes;
. i denti fi cati onof any potenti alprobl emsrequi ri n g
preventiveaction;
. use of an appropriatemethodologyto selecta
suitableand sufficientpreventiveaction;
. i ni ti ati onand i mpl ementati onof preventi veacti on;
. recordingof any changesin proceduresresulting
from the preventiveaction.
-
4.6.5.1.3Follow up
Correctiveor preventiveaction taken should be as
permanentand effestiveas practicable.Checksshould
be made on the effectivenessof corrective/preventive
action taken. Checksshouldalso be made to ensure
that any temporarycontainmentmeasureshave been
removeo.
Outstanding/overdue actionsshould be escalatedas
appropri atevi a management.
4.5.5.1.4Non-conformance,
and incident analysis
ldentifiedcausesof non-conformances and incidents
shoul dbe cl assi fi ed
and anal ysedon a regul arbasis.
Frequencyand severityratingsshould be calculatedin
accordancewith acceptedindustrypracticefor
compaflsonpurposes.
V al i dconcl usi ons
shoul dbe draw n and correcti ve
acti ontaken.A t l eastannual l y,thi s anal ysi sshoul dbe
ci rcul atedto top managementand i ncl udedi n the
managementreview (see4.7).
4.6.5.1.5Monitoring and communicating results
The effectiveness of assetmanagementinvestigations
and reporting should be assessed. The assessment
shoul dbe obj ecti ve,and shoul dyi el d a quanti tati ve
resul ti f oossi bl e.
The organi zati on,havi ngl earntfrom the i nvesti gat ion,
shoul d:
' identify the root causesof deficienciesin the asset
managementsystemand generalmanagementof
the organi zati on,w here appl i cabl e;
-^ @ 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


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
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
s hallinc lud ea s s e s s i nth g e n e e d fo r c h a n gesto
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
m anagem e n p t olicya , s s e tma n a g e me nst trategy
and as s etm a n a g e m e n o t b j e c ti v e s .
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:
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
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
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 ;
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
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
stakeholders(see4.4.4);
c ) r elev antco mmu n i c a ti o n (s fro
) m e x te rn al
s t ak eho l d e rsi n, c l u d i n gc o mp l a i n ts ;
d) r ec or dso r re p o rtso n th e a s s e tm a n a g e ment
per f or ma n c eo f th e o rg a n i z a ti o n ;
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;
f ) per f or ma n c ei n a d d re s s i n g
incident
investigations, correctiveactionsand
pr ev ent i v ea c ti o n s ;
g) f ollow- u pa c ti o n sfro m p re v i o u sm a n a g ement
revrewS;
h) c hangin gc i rc u m s ta n c eisn,c l u d i n g
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
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
t ec hnolo g y .
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
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
outsourcedto a contractedserviceorovider.
T he out put sfro m m a n a g e m e n re t views,
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
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
and ac t ion sfo r p o s s i b l ec h a n g e sto :
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
objectives;
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
PAS55- 2 :2008
consi derati onIn revi ew sof the oroani zati onal
R ecords of managementrevi ew sshal lbe reta ined
and i nformati onrel evantto speci fi cempl oyees,
contractedserviceorovidersor other stakeholders
made avai l abl efor communi cati onourooses
(see4.4.4).
Organi zati ons seeki ngto i mpl ementthe requi re m ent s
of P A S55-1on managementrevi ew ,shoul dcons ider
the fol l ow i ng recommendati ons and gui dance.
a) Top managementshoul drevi ewthe operati onof
the assetmanagementsystemto assess w hether
i t i s bei ng ful l y i mpl ementedand remai nssui t able
for achi evi ngthe organi zati on'stated
s asset
managementpolicy,strategy.objectives,targets
and pl ans.
b) The revi ewshoul dal soconsi derw hetherthe asset
managementpol i cyconti nuesto be appropriat e.lt
shoul destabl i shnew or updatedassetmanag em ent
obj ecti ves
for conti nuali mprovement,approp r iat e
to the comi ngperi od,and consi derw hetherc hanges
are neededto any el ementsof the asset
managementsystem
c) R evi ew sshoul dbe carri edout by top managem ent
on a regul arbasi s,e.g.annual l y.The revi ewsh ould
focuson the overal loerformanceof the asse t
managementsystemand not on speci {i cdeta ils,
si ncetheseshoul dbe handl edby the normalmeans
w i thi n the assetmanagementsystem.
d) l t i s essenti al
that any defi ci enci es
and/or
opportuni ti esfor i mprovementi denti fi ed as a r esult
of the managementrevi eware addressed and t he
assetmanagementsystemamendedaccordi ngly
e) The resul tsof the managementrevi ewi ncl uding
any recommendati ons for changesto the asset
managementsystemshoul dbe communi cate tdo
appropri atestakehol ders.
f) The resul tsof the managementrevi ewshoul d
be documentedand w i l l form oart of the asset
managementsystemdocumentati on(see4.4. 5) .
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

@ B S I S e p t e m b e20
r 08 55
PA S5 5 - 2 . 2 0 08

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