Asset Management Policy - Network Rail
AssetManagementPolicyJanuary 2018
IntroductionOur Asset Management Policy was last published in 2014. It is beingupdated to reflect our commitment to regularly review and improveall of our Asset Management documentation. It should thereforebe considered in context with other asset management documentsincluding the latest version of the Asset Management Systemhandbook.We have made continued progress in our asset management capabilitysince 2014. Benchmarked comparisons show we have consolidated ourposition as an example of best practice amongst European railways andUK utilities in our strategic planning. Emerging best practice is evidentin the areas of competency, asset management planning and life cyclecosting analysis. Work continues on improving our asset information,our approaches to sustainable development and adapting to climatechange, and furthering the analysis to move towards eliminate, predictand prevent maintenance routines. Embedding the progress andcreating an asset management focused culture is vital, if we are tocontinue to realise further benefits.This document supports devolution within Network Rail, in particularthe transfer of accountability for implementing an effective AssetManagement System from the central organisation, to the RouteBusinesses. This is a fundamental requirement as the Route Businessescommit to align their asset management activities with ISO55001.PurposeThis Asset Management Policy defines the key principles andrequirements which we will apply to the assets. Through this we willmake sure that the assets are managed in a way that contributestowards a better railway by delivering the outputs expected safely,sustainably, and efficiently.The policy plays a key role in creating an overall ‘Line of Sight’ betweenour asset interventions and the overall Network Rail objectives.Specifically, it provides the Asset Management Framework and thedocument hierarchy used to disseminate our overall output and fundingspecification into both an effective asset management plan, and theassociated interventions on the assets.Good practice alignmentThis document has been developed based on good practice guidancefrom internationally recognised sources. It has been developed tocomply with the requirements of the ISO55000 series of standards.The extent of the discipline of asset management has been definedto adopt the 39 subjects within the Asset Management Landscapedeveloped by the Global Forum for Maintenance and AssetManagement (GFMAM) and the Institute of Asset Management (IAM).
Asset management definition and aimWe have adopted the definition of asset management as included in the international suite of standards, BS ISO55000 series (2014):The coordinated activity of an organisation to realise value from physical assetsAsset management is therefore about aligning the way we manage our assets with our corporate objectives. Inthe case of Network Rail our principle aim is the delivery of our outputs in a safe and sustainable way, balancinglife cycle costing with initial affordability. Our decision making always considers whole system and lifecyclecosts and is subject to continual refinement from our experience. We recognise that improvements from assetmanagement arise through long term concerted effort.Our aim is to meet our obligations in a manner that is demonstrably world class, with capabilities appropriatelymatched with the needs of ourselves and our industry partners. We recognise that the principles of the disciplineof asset management will help us deliver these. This policy defines how we will develop our overall approach toasset management.We have set targets to guide our work: By April 2019 we will provide a benchmark against which organisations throughout the worldassess their own asset management capabilities and will hold high quality asset information,readily available and system wide to support the operation of the network. By 2024 we intend to extend our use of asset management to achieve industry-wide systemsand processes.Network Rail’s vision is to be a trusted leader in the rail industry. Asset management underpins our ability torealise our key purpose to generate outstanding value for taxpayers and customers. It is also fundamental inenabling the delivery of our longer term vision for the railway.Our purpose(Why we exist)To generate outstanding value for taxpayers and customersOur role(What we do)A better railway for a better BritainOur vision(What we want to do)Our strategy(How we’re going to do it)Our behaviours(How we need to work)To be a trusted leader in the rail industryTo work with our partners and use our full potential to improve safety,reliability, capacity and value for customers and tax ativeTo support the wider Purpose, Role and Vision, Network Rail has also published a transformational plan, knowninternally as the 5Cs. These are organisational characteristics designed to aid the transformation of Network Railinto a public sector body that behaves like a private sector business. To achieve this aim, asset management needsto support this transformation to make sure we as a business: Achieve a relentless Customer focusEnsure we are Cost competitive and efficientBecome more Commercial, to attract third party investmentInstill a Culture that embraces diversity, continuous improvement, efficiency and safetyFind solutions to the biggest problem facing the railways, ‘the lack of Capacity to meet growingpassenger demand’
ScopeThe framework we use to define the scope of activities has drawn heavily from the ISO 55000 guidance, ascovered by this policy is shown in Figure 3:Figure 3, Network Rail’s Asset Management FrameworkThis policy applies to all assets that constitute the operational railway, including those associated with: tracksignallingcivils (structures and earthworks)buildings (stations and depots)electrical powerdrainagetelecommunicationsand mobile plant fleet1It does not cover non-operational assets such as offices, road fleet or IT equipment.It also applies to all asset-related activities including inspection, maintenance and renewal of existing assets,design and installation of new assets to enhance the capability and reliability of the network, and the assetdata requirements associated with these activities. Finally, the scope of asset management includes relevantinfrastructure activities such as capacity planning, and railway operational control and timetabling.The policy applies to all Network Rail personnel involved in asset management activities, and all relevant suppliersof services.Asset managed nationally by Route Services. All policy statements and principles apply, and are supported by the equivalent strategic andasset management plans.1
Corporate outputs are determined as part of the periodic review process. Specific asset condition, capability androute reliability targets, funding and output measures are included in the individual Route Strategic Plans.The Asset Management Policy, its relationship with other key documents and processes, and key questions/outcomes at each stage are shown in table 1:Accountablebusiness unitKeysupportingdocumentsEstablishing the right objectivesand how these relate to specificroutesExecutiveCommitteeStrategicBusiness PlanWhat protocols have we establishedfrom experience and future foresight?The principles and mandatedrequirements applicable to ourasset management systemSTEAssetManagementPolicyWhich asset interventions deliver therequired performance at lowest wholelifecycle cost?Best practice advice to guideasset management planningSTEDisciplinespecific AssetPolicies4 - Route Strategic What do we need to do in outline?PlanWhat funding do we need?What outputs should we expect?What capability do we need toachieve it?The medium term funding andoverall activity levels required toachieve the objectivesRoute BusinessRouteStrategic Plan5 - Annual delivery What assets? What condition is it in?planWhat do we need it to do and when?How much will it cost?Have we got enough access to theassets and the right resources?Specific activity and projectplans over 1, 3 and 5 yearsRoute BusinessRoute AssetManagementPlan6 - Detaileddelivery schedulesHow will we get it done?What is the detailed designrequirement?Have we secured resources?The annual work programmes- defined maintenance andproject plansRoute Business7 - Execution ofworkIs the work proceeding as planned?Has new information varied the task?Delivering the annualprogramme of work successfullyRoute Business8 - Performancemeasurement,analysis,assurance andimprovementHow will we make sure we deliver theright outputs and outcomes?How do we deal with emergencies?How will we get better?Evaluating what we areachieving to derive learningand support entFrameworkOrganisationand peoplecompetencymanagementWhat overarching skills do ourpeople need to operate the assetmanagement system?How can we configure theorganisation to ensure assetmanagement objectives are delivered?Everyone understandsthe boundaries of theirresponsibilitiesIndividuals know what partthey play in the AMS, and theydeliver to a high standardSTECompetencyframeworkEnableriiData collation,management andsharingWhat mechanisms do we need tocollate accurate, high quality data?How can we share this in such a waythat is both effective and efficient?Agreed approach to definingdata standardsSystems that work for the user,both intuitively and completelySTEEnableriiiProcurementand supply chainmanagementHow can we ensure alignmentbetween our procurement systemsand our AMS?What do we mandate on our suppliersto better deliver against our assetmanagement targets?The development of maturecapabilities and efficiencies.Transparent relationshipbetween supplier performance,and asset value.STEEnablerivExpert analyticsHow can we better analyse complexsystem problems?How can digital technology facilitatethe collection to support real-timedecision making?Complex problems are fullyanalysed and solutions putforward are relevant.Data is collected efficiently, andconverted into information thatbrings real benefit.STEPlanDoReviewEnableriFrameworkstageKey questionsOutcome1 - OrganisationalStrategy andObjectivesWhat do we want to achieve?Why are we trying to achieve it?What is our funding availability?2 - Corporatepolicies3 - Rules andstandardsLearninghierarchyTable 1, Network Rail’s Asset Management Framework and its relationship with other key processesAssetInformationStrategyWhole LifeCost Manual
Asset Management Policy statementsThis Asset Management Policy is based on a set of policy statements aligned to corporate objectives that reflectcompany role, purpose and vision;1. We will reduce safety risks for passengers, the public and our workforce2. Activity on our assets will be carried out in compliance with relevant legislative and statutoryrequirements3. The management of asset related risk will be undertaken in accordance with the corporateRisk Management Policy; and controlled through Network Rail’s standards and ‘BusinessCritical Rules’4. Assets, systems and networks will be managed in accordance with sustainable developmentprinciples including due consideration of long-term financial, societal and environmentalimpacts5. The asset management approach will be supported by the Network Rail Technology Strategy.This defines Network Rail’s contribution to the wider Rail Technical Strategy6. The asset management approach will be appropriate to the scale and relative importance ofthe assets and asset systems to achieving the overall organisational objectives7. We will proactively seek structured continuous improvement of our asset managementcapabilities and activities and assure value for money for customers and stakeholdersAsset Management PrinciplesIn order to deliver these policy statements, Network Rail will apply an asset management system approach,consistent with the requirements of ISO55001 that will form part of a wider Integrated Management System forNetwork Rail. The Asset Management System will encompass the following principles. We will:1. Ensure that the safe continued operation of all assets is paramount in any decision-makingprocess, and that all infrastructure is managed in a safe manner and within critical limits.2. Undertake asset management in a consistent way working to align organisational andfunctional approaches to develop a truly integrated approach with a clear ‘Line of Sight’linking activities to organisational objectives.3. Manage our assets in a systematic way and one which is in line with the approved assetmanagement system. We will apply this Route, ‘asset system’ and on an individual assetbasis. This management system will adopt the control framework as defined by the TechnicalAuthority in Safety, Technical Engineering.4. Strike the appropriate balance between stakeholder expectations regarding systemreliability, risk and cost which will be determined reflecting reasonable requirementsof operators and funders including regulated outputs set out in our plans and othercommitments. All critical assets will be risk assessed, and records will be kept up to date.Additionally, any risks to operations and maintenance plans introduced as a consequence ofother intervention works will be assessed, and controlled appropriately.5. Align all asset management interventions to the principles defined in our asset policies forall operational assets, that set out the major requirements and decision making criteria forthe work we do to deliver the required network and route outputs for the funding available;these policies will be continuously improved to:
Be based on whole life, whole system costs and underpinned by appropriate facts fromenhanced asset informationDefine and have plans in place to detail and record the most appropriate approach to assetmaintenance, inspection and renewal, supported by reliability, availability, maintainabilityand safety requirementsDefine a risk-based approach to determining intervention requirements to specified levels ofreliability for specified assetsDefine resilience requirements as a specified range of weather conditions, taking account ofemerging knowledge of climate change6. Develop technology, tools and methods to support fact-based whole life cycle decisions onmaintaining, renewing and enhancing the infrastructure and improving our capability forpredicting and preventing failures. These tools will include forecasts of the outputs thatare expected as a result of the decisions, including documenting all assumptions made andbenefits anticipated.7. Balance the trade-off between efficiency of work through longer possessions with access tothe network for the delivery of the timetable.8. Create an environment where our asset management teams are motivated, drivenby customer needs, and proud of their work; this will be supported by investment toprofessionalise our competency in asset management.9. Develop the asset management capabilities of the organisation and our supply chain toan appropriate level of maturity, in order to deliver efficient outcomes for customers andstakeholders including a commitment to share best practice, on lowest first cost solutions.10. Undertake benchmarking to establish best practice and adopt relevant findings through ourAsset Management System.11. Provide an annual statement of the outcomes delivered through our asset management, andhow these relate to sustainable development.CommunicationCommunication to relevant internal and external stakeholders, service providers and other relevant parties whorequire knowledge of the Asset Management Policy is via the following mechanisms: Available to external stakeholders by inclusion on Network Rail’s public siteAvailable to our staff through the Network Rail intranetReferenced and used as part of asset management training and development programmesImplementationThe overall Asset Management Framework is defined and controlled by the Asset Management TechnicalAuthority, part of the Safety, Technical and Engineering (STE) Directorate under the leadership of the Safety,Technical and Engineering Director.The Technical Authority provides guidance on the mechanisms, accountabilities and responsibilities for how thispolicy will be implemented across the entire network. It also leads on any review process, which will be undertakenin line with established business protocols.Accountability for the implementation of this Asset Management Policy and related documents rests at RouteBusiness level. The Route Businesses are accountable for implementing a specific and effective Asset ManagementSystem, itself based on the generic Network Rail Asset Management Framework. Route Businesses are alsoaccountable for ‘sponsorship’ of projects to enhance or renew the railway.
Measurement of asset management capabilityWe will continue to measure our corporate asset management capability through the use of recognised businessexcellence models. This includes wider benchmarking work with leading rail and other sector organisationsthroughout the world.Furthermore, as part of our commitment to achieving our corporate asset management and wider businessaims, we will utilise in-house expertise to assess individual routes’ asset management performance. In order tobuild improvement plans and frame any structured continual improvement initiatives, the Business PerformanceManagement Framework will be used to derive learning and to ensure consistency of future approach.We will develop and maintain all documents required to operate our Asset Management System adoptingstandard terminology and definitions. The Asset Management System will be used to: Document the processes by which our asset management responsibilities are deliveredIdentify key roles and accountabilitiesIdentify the mandated asset management competences required for these roles and seek toensure that our teams meet these capability requirementsIdentify compliance with recognised infrastructure asset management standards, includingthe ISO55000 suite of documentsContinuous review and improvementThe Safety, Technical and Engineering Director will arrange for the Asset Management Policy to be reviewed withthe Network Rail Executive Committee at least once every two years, or when the committee identifies a need todo so.Each review will include due consideration of: Alignment with Network Rail Vision,Strategic Business Plan, wider policies andthe risk management frameworkCompliance of Asset Policies with allrelevant regulations, laws and acceptedbest practiceThe ‘Line of Sight’ created by the AssetManagement Policy and the AssetManagement System, verified throughappropriate assurance reviewOpportunities for improvements in format,communication and implementation of theAsset Management Policy itselfThe rate of progress achieved towards ourgoal to provide a benchmark against whichorganisations throughout the world assesstheir own asset management capabilitiesOpportunities for continual improvementwithin the Asset Management SystemAlignment with established best practiceguidelines, including the ISO55000 suite ofdocumentsRepresentatives appointed by the AssetManagement Technical Authority will undertakea formal annual review of the Network Rail AssetManagement System.
Definition of termsThe following items are extracted from the ISO55000 suite of documents and have been complemented by thespecific addition of Network Rail documents.Asset(s): Plant, machinery, property, buildings, vehicles and other items that have a distinct value to theorganisationAsset Information Strategy: the activities Network Rail is undertaking to ensure that our definition,collection and use of asset information meets current and future requirementsAsset management: coordinated activities of an organisation to realise value from physical assetsAsset Management Competency Framework: defin
Asset management is therefore about aligning the way we manage our assets with our corporate objectives. In the case of Network Rail our principle aim is the delivery of our outputs in a safe and sustainable way, balancing life cycle costing with initial affordability. Our decision making always considers whole system and lifecycle costs and is subject to continual refinement from our .
Management Structure of NBF NBF's asset management is entrusted to the asset management company. The asset management company conducts asset management of NBF based on the Asset Management Entrustment Agreement concluded with NBF. (i) Organizational Structure for Operation of Duties of the Asset Management Company
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asset management (AM) building blocks that underpin a well-governed asset management system: An asset management policy An asset management strategy, including a framework An asset management governance structure These AM building blocks help strengthen infrastructure planning and
The objective of this report is to develop a Rail Asset Management Business Plan MoDOT can use as a blueprint to develop a rail asset management program and enhance MoDOT's current asset management practices. The following approach will be utilized to accomplish this: 1.
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