IEC WP Asset Management:2015-10(en) Strategic Asset Management Of Power .

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White Paper Strategic asset managementof power networks

Cover photo: Richard Kail/Science Photo Library

Executive summaryElectricity networks around the world are facingmanagement procedures, they do not provide thea once-in-a-lifetime level of profound challenges,industry-specific guidance that is needed givenranging from the massive uptake of distributedthe operational methods and challenges of thegenerationelectricity transmission and distribution industry.devices,suchasrooftopsolarThe current situation means that:generation, through to significant changes in thecontrol and communications equipment used in§the network itself. Power networks in developeddifferent metrics to measure and report onnations are struggling with an equipment basethe performance of their network. Withoutnearing the end of its lifetime, whilst those ina commonly-accepted definition of ways todeveloping nations wrestle with trying to identifycalculate (for example) failure rates, it is verybest-practice examples on which to model theirdifficult to benchmark across organizations oroperations. Compounding these challenges, therejurisdictions.is ever-increasing regulatory and funding pressure§being placed on electricity network businesses tothe health of a particular item of equipment todecisions.prioritizing various asset management options.Amidst these challenges, there is great variationThisaround the world on how electricity networkcommunicationdeveloping their own methods to address aand operation of a large network of electricaloftenstakeholdernetwork businesses waste time and resourcesnumber one challenge – the design, maintenancecompaniesmakesdifficult (see below), and means many electricitycompanies approach what are arguably theirNetworkThere is a lack of consensus on what are bestpractice methods for everything from testingjustify their management actions and expenditureequipment.Network businesses around the world useparticular problem. This situation is particularlytakeexacerbated in developing nations or in thequite different approaches in testing equipment,context of relatively small organizations, whocalculating the lifetime and financial costs ofcould benefit greatly by simply adopting best-various equipment maintenance options, and evenpractice methods developed by others.reporting on the performance of their system. The§variety here is hardly intentional – it stems from aWithout worldwide standards on measuringand reporting on electricity network assetlack of internationally accepted global standards ormanagement procedures and performance,guidelines on how to practice asset managementbroader stakeholder engagement is veryin the electricity network sector.difficult. When a network business cannotThis current lack of international standards orbenchmark its performance against peers,guidelines on asset management for electricalor demonstrate that it is following industry-networks will have a significant impact on therecognized best practice, stakeholders suchreliability and future viability of the electricityas regulators or funding bodies can strugglesector.to trust the network business’s managementWhilst standards such as the ISO 55000 seriesdecisions or appreciate the full depth ofprovide general guidance on best-practice assetchallenges ahead.3

Executive summaryThe present White Paper explores this issuecurrent status of their assets (the equipment mix,inage, etc.), and how they currently approach thedepth,examiningthepracticeofassetmanagement in the electricity power networkmanagement of these elements.sector and identifying areas of asset managementElectricity networks in many developed nationspractice that could benefit from internationalface the very significant challenge of an aging assetstandards. These include:§base. In many nations, electricity network rolloutIf common standards for reporting on theproceeded apace throughout the 1940s to 1980sage and condition of assets existed, networkbut has slowed in recent years. Many significantbusinesses around the world could gainitems of equipment are now operating close to, ortheeven beyond, their expected retirement age.confidenceandtrustofregulators,governments, and the public when stakingIn many developed nations, the age of the assetfunding applications based on the age andbase and the current slow rate of replacementclaimed upgrades of their ouldmean it would take hundreds of years to renew allforsignificantlyassetassets. This has significant reliability implications.increaseThe aging equipment problem is not just onethe trust and transparency around assetmanagementandinvestmentof equipment wear – it also constitutes adecisionshuman resources issue, as in many cases thefor all stakeholders in the electricity powerpeople with the skills and expertise to completenetwork industry, as everyone could refer tomaintenance, or the experience needed to makeindependently established guidelines for best-asset management decisions regarding this olderpractice asset management.§§equipment, have retired from the industry. With anHaving standards for asset managementequipment fleet nearing the end of its life and awould allow network businesses to benchmarkshortage of parts or people to maintain it, therethemselves against other organizations inare very significant implications for the reliability ofdifferent jurisdictions or geographies.electricity networks in many developed nations.Standards for asset management could beWhilst aging equipment may not represent suchused as a communication and education toola challenge in developing nations, or in othersto understand and explain the best-practicewith more recently installed networks, simplymethods in asset management, in bothunderstanding the optimal path forward amidstdeveloped and developing nations.a plethora of technologies, management optionsThis White Paper was prepared following extensiveand an often challenging regulatory or fundingindustryenvironment can be very difficult.consultation,with3internationalworkshops being held around the world, attendedTesting and maintenance proceduresby electricity network businesses, equipmentmanufacturers, research institutions and otherThe first area in which international standards canstandardsworkshopsmake a contribution is that of deciding what testingfocussed on identifying current asset managementand subsequent maintenance practices a networkpractices in the electricity power network sectorbusiness should follow in managing its network.and asking key industry representatives whereNetwork businesses around the world take a varietythey thought standards could make a contribution.of approaches with regard (for example) to testingIn addition, 2 questionnaires were sent out tothe health of a transformer, all the way through toelectricity network businesses, examining thedeciding which maintenance strategy (for exampleorganizations.These4

Executive summarytime-based or risk-based maintenance) they wish toclassifications, electricity network businesses andfollow. Standards should not be used to mandate atheir broader stakeholders will have a commonparticular approach, as it is important that networkunderstanding of the management practices andbusinesses be able to tailor their operations to theirinvestment needed to realize these performanceown particular circumstances. However, standardsgoals.can be used to define best-practice methods forthe various testing and maintenance options.Assetmanagement–evaluationandDefining performance metrics and reliabilityWith data on the health and various maintenanceprioritizationclassificationsoptions available, another key role of assetWhilst electricity network businesses aroundmanagement is to evaluate various options, thetheperformancerisks and returns of each, and then prioritizemetrics such as the system average interruptionamong them given constraints such as financialduration index (SAIDI), a measure of the averageresources or equipment and personnel availability.outage duration per customer served, the actualUsing a risk-based evaluation method, where thecalculation of such metrics varies around thelikelihood and consequences of (for example) aworld. The situation worsens for measurementparticular item of equipment failing is a commonof non-technical impacts such as customermethod used around the world to try and prioritizesatisfaction, where vastly different indicators arebetween various asset management options.used worldwide. Without a common calculationWhilst the general approach may be common, themethod,ofapplication of this approach varies significantlydifferent electricity networks and their assetaround the world – there are a wide variety ofmanagement practices is very difficult. Standardsapproaches to calculation of the risk matrix, andcould play a direct role here, specifying a range ofthen how this is used in decision prioritizationperformance metrics, technical and non-technical,varies even more. Some of the more sophisticatedand how these should be calculated. This gtheperformanceand their various measures calculated, variesStandards could also be used to specify varioussignificantly. Standards can play a very significantreliability classifications for a network and therole here, not necessarily mandating a particularsubsequent testing and maintenance outcomesapproach, but providing references on the optionsneeded to achieve such reliability classification. Foravailable,example, standards might specify a “level 1” high-thecalculationacross businesses.facilities) and the requirements to achieve thisclassification, which may be quite different toFault databases and response optionsthose of a “level 3” lower-reliability network, whereThesome level of outage can be esses maintain comprehensive historicalspecifyingcertainstandardizingcommon language and comparison is possiblesuch as hospitals or semiconductor manufacturingachieveandmethods for each option, so that there is areliability network (for application to sensitive loadstolikelyalternatives. How these methods are implemented,various asset management practices.requirementsthefinancial impacts of the various managementelectricity network performance and the impact ofstandardsofon historical data), and calculation of the futureworldwide in the measurement and evaluation ofinternationalestimationremaining life of a piece of equipment (basedthen introduce a common language to be usedWithincludethedatabases of equipment items, and the type andreliabilitynumber of faults that have occurred in them.5

Executive summaryHowever, such databases vary significantly in the“manufacturers”depth and breadth of content. Further, it is rare thatthroughout the rest of this Executive summary) ofnetwork businesses have access to informationmajor electricity network assets face many assetfrom outside their business, and many smallermanagement challenges of their own. They mustorganizations may not have a sufficient amount ofkeep up with rapidly changing technology, whilstequipment to glean statistically valid informationmaintaining the equipment and personnel neededfrom their own database.to support legacy equipment that is sometimesA centralized international database of electricitymany decades old, and must additionally ensureapplytobothcategoriesthat equipment is available to the end user,equipment failures and historical performanceeven though purchasing patterns in the powerrecords would bring massive benefit to allnetwork sector can be very peaky. Furthermore,stakeholders.manufacturers must accomplish all of this whileSuch a historical database could facilitate thetrying to operate a successful private business.long-term tracking of faults, allowing industryKey to addressing these challenges is closeto identify fault trends in particular items ofcommunication between manufacturers and theirequipment or particular usage scenarios. Similarcustomers, so that manufacturers can forecastdatabases have been used in the airline industryfuture demand and plan their own businessto identify systemic issues in a specific piecepractices cognizant of industry needs.of equipment and prevent further catastrophicfailures. Standards can play a key role here, byStandardsspecifying which historical records should be keptguidelines can help manufacturers of electricaland how.power network assets by ensuring a anagement patterns, failure rates and historicalexemplars of the range of responses to a particularequipment performance.equipment failure. With changing technologyor innovative new approaches to equipmentThe scope of new standardsmaintenance, many options may be available toThroughouta network business that they have not previouslyproject,considered. By identifying common issues and nufacturersand other electricity industry stakeholders wererange of best-practice approaches to addressingenthusiastic in supporting the preparation ofthem, standards can ensure that electricityadditional standards on asset management, butnetwork businesses are aware of their options,also expressed caution regarding the scope ofand can help them demonstrate to their broadersuch standards. Electricity networks around thestakeholders that they are following best practice.world vary significantly, both in their operations,and in the performance standards expected ofStakeholders for new standardsthem. In this case network businesses made clearNew asset management standards will be ofthat standards should not be overly prescriptive –significant benefit to a range of organizationsnetwork businesses should be free to choose therelated to the electricity power network industry.operations that suit their own situation.Whilst network businesses and their associatedfunding and regulatory organizations will beStandards should not mandate one particularkey beneficiaries, major equipment vendors willpracticealsobenefitmanagement. Rather, standards or kassetshould provide network businesses with a range ofto6

Executive summarywell-defined options and allow them to choose therange of asset management practices currentlyones that best match their own circumstances andin place varies significantly across geography andrequirements.jurisdiction. Nonetheless, significant gains can bemade here, and the IEC is encouraged to initiateOverall, there is a wide range of potential newthis process as soon as possible.standards or guidelines that could be preparedregarding asset management in the electricalpower network industry. Areas covered by suchAcknowledgmentsstandards include:§This White Paper has been prepared by theInspection and diagnosis methods and criteriaStrategic asset management of power networksfor major equipment§§project team, under the IEC Market StrategyMeasurement and reporting of fault andBoard. The project team included representativesequipment failure datafrom Analysis methods, and common deterioration modes or faults for major equipment Best-practice examples of remedial actions for major equipment, ranging fromreplacement to partial replacement or arch institutes and equipment vendors fromaround the world. To seek broader input from arange of stakeholders, the IEC ran 3 workshopsdedicated to this White Paper, in Tokyo (December2014), Washington DC (February 2015) and Paris(April 2015). These workshops were attendedby electricity network businesses, equipmentMethods for lifetime estimation and reportingmanufacturers,for major equipmentstandards organizations, who were invited to detail§Life cycle cost calculation§Risk evaluation ndhow they currently approach asset managementand where they thought standards or guides forelectricity network asset management, couldindicesforbenefit their business. Lastly, the IEC projectmajorteam ran 2 international surveys as part of thisequipmentproject, one asking electricity network companies§Prioritization methods for asset management§System performance indices (CAIDI, SAIDI,asset base and the other soliciting informationSAIFI, etc.)from them on how they currently approach assetfrom around the world for data on their existingmanagement.The electrical power network sector is undergoingaperiodofprofoundchange,andassetWorkshop presenters and panelistsmanagement remains the number one challengefor most network businesses around the world.Ms. Edmea Adell, President, ASSETSMAN,There are very few international standards thatRepresentative of ISO, Francedefine a common language and metrics aroundMr. Eric Andreini, Asset Management SeniorassetmanagementintheelectricalpowerAdvisor, RTE, Francenetwork industry, or provide examples of bestMr. Jim Dieter, Head of US Delegation topractice to guide network businesses and theirISO PC/251 for ISO 55000, USbroader stakeholders worldwide. Creation of newstandards in the range of areas suggested aboveMr. Derrick Dunkley, New Technology Specialist,will be a long and challenging exercise, as theNational Grid, UK7

Executive summaryDr. Hisatoshi Ikeda, Chairman of IEC ACTAD,JapanProject team membersMr. Toshiro Takebe, Project Leader, IEC MSBMember, TEPCOMr. Bernd Keller, Head of Solution Management,SAP AG, GermanyDr. Glenn Platt, Project Partner, N.OGEEConsultantsMr. Rob Manning, Vice President Transmission,EPRI, USMr. Peter Lanctot, Secretary, IECMr. Hirofumi Matsumura, Senior Director, SAPJapan Co., JapanMr. Yoshiro Asami, TEPCODr. Per Lund Christer, DNV GLMr. John McDonald, Director, GE Digital Energy,IEEE Fellow, USMr. Achim Krueger, SAPMr. Michael Moy, Director, Asset Performance andInvesting Strategy, Commonwealth Edison, USDr. Bess Yi Fung Ng, DNV GLDr. Tatsuki Okamoto, Executive ResearchSpecialist, CRIEPI, JapanMr. Hiroki Shigetsugu, TEPCOMr. Zoltan Nochta, SAPMr. Alan Southall, SAPMr. Gerald Sanchis, French member of CIGREWG C1.25, RTE, FranceMr. Yoshimitsu Umahashi, TEPCODr. Yasuyuki Tada, Hitachi, JapanMr. Kyoichi Uehara, Chief Specialist, T&D SystemsDiv., Toshiba, JapanMr. Mark Waldron, Chairman of TechnicalCommittee, CIGRE, UKContributors (responded to the surveys,gave comments to early draft report)CLP Power, Hong KongDuke Energy, USEDF, FranceThe Federation of Electric Power Companiesof JapanFingrid, FinlandFirst Energy Corp, USPortland General Electric, USThe Salt River Project, USTenneT, Germany and NetherlandTerna, Italy8

Table of contentsList of abbreviations11Glossary13Section 1Introduction15Section 2Current status192.1 Overview of the market192.2 Lifetime considerations222.3 Financial considerations242.4 Key asset management challenges242.5 Traditional asset management and asset management in the future25Section 3Asset management metrics273.1 Asset monitoring and maintenance283.2 Faults and deterioration modes313.2.1Definition of service life323.2.2Formulation of countermeasures343.3 Life cycle cost and economic analysis353.4 Equipment and fault accident data recording35Section 4Risk analysis and prioritization4.1 Risk analysis37374.1.1Risk matrix (evaluation of impact)404.1.2Risk matrix (frequency analysis)424.2 Health index434.3 Network analysis434.4 Prioritization444.4.1Prioritization using a health index454.4.2Prioritization using a risk matrix454.4.3Prioritization using a risk scoring454.4.4Prioritization and standards454.5 Mid- to long-term strategies and other analyses469

Table of contentsSection 5Asset owner decisions495.1 Reliability indicators495.2 Financial indicators515.3 Safety515.4 Customer impact525.5 Employee impact525.6 Asset management standards for the asset supply chain53Section 6Existing standards and guidelines556.1 ISO 55000 series and PAS 55556.2 Other standards556.3 Standardization – what to leave out56Section 7Conclusion and recommendations7.1 Key recommendations5758Annexes61Annex A – Monitoring and maintenance procedures and intervals61Annex B – Deterioration modes for electrical power network equipment71Annex C – Failures and failure rates for common electrical network assets75Annex D – Health index parameters for electrical network equipment assets79References8310

List of abbreviationsTechnical andscientific termsOrganizations,institutions andcompaniesACRMalignment, capability, resources, motivationAPCavailability percentageCAIDIcustomer average interruption duration indexCBMcondition-based maintenanceCIMcommon information modelCMcorrective maintenanceEBITDAearnings before interest, taxes, depreciation, and amortizationFMEAfailure mode and effects analysisIROLinterconnection reliability operating limitNELnon-entry levelOHLoverhead linePASpublicly available specificationPCBpolychlorinated biphenylRCMreliability-centred maintenanceSAIDIsystem average interruption duration indexSAIFIsystem average interruption frequency indexSOLsystem operating limitTBtechnical brochureTBMtime-based maintenanceXLPEcross-linked polyethyleneBCTCBritish Columbia Transmission CorporationCEERCouncil of European Energy RegulatorsCIGREConseil International des Grands Réseaux Electriques(International Council on Large Electric Systems)ComEdCommonwealth Edison11

List of abbreviationsEDFElectricité de FranceGFMAMGlobal Forum on Maintenance and Asset ManagementIAMInstitute of Asset ManagementIECInternational Electrotechnical CommissionIEEEInstitute of Electrical and Electronics EngineersISOInternational Organization for StandardizationKEMAKeuring van Elektrotechnische Materialen te ArnhemMSBMarket Strategy Board (of the IEC)NGETNational Grid Electricity Transmission, Great BritainOFGEMOffice of Gas and Electricity Markets, Great BritainSMRPSociety for Maintenance and Reliability Professionals12

Glossaryassetlines, cables, transformers and circuit breakerslinking electrical generators and loads such ashouses, buildings and factoriesa major item of electrical network equipment, suchas a circuit breaker, overhead line, transformer orunderground cablehigh voltagecableany voltage between 69 kV and 230 kV or having avalue above a conventionally adopted limita high capacity electrical conductor, buried underground and used as an alternative to overheadlines for electricity transmission or distributionNOTE An example of high voltage is the set ofupper voltage values used in bulk power systems.circuit breakernetworkan automatically operated electrical switch thatprotects a segment of the electrical network fromdamage caused by electrical faultssee electrical networknetwork businessnetwork companynetwork operatorNOTE Common types of circuit breaker are air,oil or gas circuit breakers, all being identical withthe same ultimate function, but varying in howthey go about interrupting the flow of electricity.organization that is responsible for the maintenanceand operation of an electrical networkconductoroutagea wire that carries electricity along its lengthperiod when an electricity generator, transmissionnetwork or related resource is out of servicedistributed generationoverhead lineelectricity generation, often relatively small, locatedclose to the particular load to which it suppliespowerstructure used to carry electrical energy largedistances, consisting of electrical conductorssuspended by large towers or polesdistributionphotovoltaicsPVexcept when the standard dictionary smission supply points (typically substations)and individual customerstechnology that converts energy from the sundirectly into electricitypower systempower networkelectrical networkan interconnection of electrical components. In thecontext of this White Paper, the electrical networkis the system of components such as overheadsee electrical network13

Glossaryswitchgeargeneric term for devices such as circuit breakerstransformera device that reduces or increases the voltage ofelectricity in an electrical networktransmissiontransfer of high-voltage electricity from where it isgenerated to the point at which it is transformedinto a lower voltage for distribution or consumersupplyutilitysee network operatorvoltageone of the key characteristics of an electricaldevice. A measure of its electric potentialdifference to some reference14

Section 1IntroductionThe management of disparate, complex anddistributed assets is one of the main rtunately, asset management practicesaround the world vary significantly in theirapproach as well as in the language and metricsused. This causes similar variation in the qualityof asset management practices and the benefitsthese practices bring to the business.§Informed asset investment decisions§Managed risk§Improved services and outputs§Demonstrated social responsibility§Demonstrated compliance§Improved organizational sustainability§Improved efficiency and effectiveness§§According to ISO 55000:2014, benefits from assetmanagement include:Improved financial performanceEnhanced reputationWhen surveyed by the IEC, electricity networkbusinesses listed the benefits of asset management to their business as including:Given the current variability in asset managementapproaches, there is a significant opportunityfor standardization activities to improve theapproach and results of electricity network assetmanagement. International standards put in placeby organizations such as the ISO or IEC can ensurethat multiple entities, from businesses to companyexecutives and engineers use the same languageand metrics when discussing asset managementpractice. Standards can also be used to detail thestate of the art in particular asset managementapproaches, assisting those new to the areaand easing the relative comparison of practicesbetween organizations.§§Operational–Better asset knowledge–Guided long term investment planning–Long term resource needs are identified–Targeted performance goals more reachable–Allows the preparation of asset submissionsaremore–More planned costs – less reactive costs–Better scenario planning decision transparencyFigure 1-1 shows a conceptual model of assetmanagement [1]. Asset management strategy andplanning and asset management decision making(in the middle of Figure 1-1) are the core practicesof asset management, utilizing input from theorganizational strategic plan and asset knowledgesystems.15

IntroductionFigure 1-1 Asset management conceptual model [1]StandardsorindustryguidescanplayanThis White Paper draws on information fromimportant role in all of the asset managementa range of sources. In addition to existingpractice steps shown in Figure 1-1. The presentIEC and ISO International Standards on assetWhite Paper explores this issue, examining wheremanagement, the White Paper also referencesstandards or industry guides can benefit electricitya range of technical brochures from CIGRE, thenetworks in how they approach and execute assetInternational Council on Large Electric Systems.management in their business. Section 2 describesTo seek input from stakeholders around the world,the current asset situation of electricity networks,the IEC ran 3 workshops dedicated to this Whiteand some of the significant risks these networksPaper in Tokyo (December 2014), Washingtoncurrently face. Sections 3 to 5 describe currentDC (February 2015) and Paris (April 2015). Theseelectricity network asset management practicesworkshops were attended by electricity networkand explore where standards may assist. Sectionbusinesses, equipment manufacturers, research6 considers where IEC International Standards onorganizations and standards organizations fromasset management may fit among other existingaround the world, who were asked to presentstandards, and Section 7 presents conclusionsdetails on how they currently approach assetand recommendations.management and where they thought standards or16

Introductionguides for electricity network asset managementcould benefit their business. Lastly, the IEC projectteam also ran 2 international surveys as part of thisproject, one asking electricity network companiesfrom around the world for data on their existingasset base, and the other soliciting informationfrom them on how they currently approach assetmanagement. These surveys, and their results, aredetailed throughout this White Paper.17

Section 2Current status2.1Overview of the marketFigure 2-1 details the age distribution of variousofelectricity network assets as described in CIGREthroughoutTechnical Brochure TB 176 [2] in 2000. It cancentury, matching a continual growth inbe seen that the amount of equipment installeddemand and spread of electrification. Today, inin 1998 (time “0-5” in the figure) was half thatInmanyelectricitythe dlymany of these developed nations, demand growthinstalled 20 to 35 years before (constructed in thehas slowed dramatically or stopped, and traditionalelectricitynetworkbusinesses,orperiod 1963–1978).businesspractices, face significant challenges involvingMore recently, in the early 21st century, somea variety of pressures ranging from new types ofmarkets have grown again, due less to demanddistributed generation, such as solar photovoltaics,growth than to changes in the generation mix into increasingly peaky loads and regulatory pressurethese markets and the need for new transmissionon reducing expenditure. These changing forcesare having a profound impact on the makeup of theand distribution infrastructures associated withelectricity network assets.new generators.Figure 2-1 Age distribution of various substation facilities [2]19

Current statusFigure 2-2 [3] shows that electricity demand gro

practice asset management. § Having standards for asset management would allow network businesses to benchmark themselves against other organizations in different jurisdictions or geographies. § Standards for asset management could be used as a communication and education tool to understand and explain the best-practice methods in asset .

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