February 2011

Asset Management Policy

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Asset management policy

Our vision for the railway l a workforce that is motivated, driven by

customers’ needs and takes evident pride in
The railway in Britain is a success. We want to what it does every day of the year;
build on this success and provide a railway of
which Britain can be proud, acclaimed as one of l a railway that sets the standard in terms of its
the leading rail systems in Europe and delivered by environmental impact, and offers even better
people who take evident pride in what they do, day- carbon savings against car, lorry and air than it
in, day-out. Our passenger and freight customers does today; and
are at the heart of our vision, and we aim to meet l giving passengers and freight customers the
their needs safely, reliably and efficiently. This assurance that should things go wrong the rail
encompasses: industry will take responsibility and put things right.
l a continued focus on safety, further reducing risk to The delivery of this vision requires infrastructure that
passengers, the workforce and the public generally; meets the needs of our customers and funders, in
l delivering punctuality even better than at present; terms of safety, capacity, capability, reliability and
cost. This document sets out our overall policy for
l a major increase in passenger and freight the sustainable management of our operational
capacity, doubling over 30 years and tripling in infrastructure and identifies the core principles that
the longer term; underpin the delivery and implementation of this
policy. Its relationship with other key documents
l a network that is seamlessly integrated with the
related to asset management is shown in the
rest of the transport system;
attached appendix. The System, Process and
l a railway that is open for business when its Monitoring document referred to identifies how
customers need it; compliance with BSI PAS 55 is achieved.
l a railway that continues to reduce costs and This policy will be shared with our stakeholders and
offer better value; published on our website.

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 Asset Management Policy February 2011

Policy
We are one of the largest asset management that are demonstrably comparable with best
organisations in Britain, with a diverse portfolio practice elsewhere in Britain. Over the following
of assets, including: 40,000 bridges and tunnels, five years we are committed to improving our
around 2,500 stations and over 20,000 miles of business capabilities further, so that we provide the
track. The effective management of these assets benchmark against which organisations throughout
requires a robust understanding of their behaviour the world assess their own asset management
and the most appropriate actions to mitigate asset capabilities.
degradation or failure. This understanding must The environmental benefits of rail travel are well
be supported by reliable information, effective understood and we are committed to the continued
processes and delivered by competent people. management of our assets in a sustainable
Our aim is to meet our asset management manner. Our approach to this task is based on
obligations in a manner that is demonstrably the Brundtland Commission (1987) definition of
world class, with asset management capabilities sustainability “development that meets the needs
appropriately matched with the needs of ourselves of the present, without compromising the ability of
and our industry partners. Our capability future generations to meet their own needs”. We
improvement programme has been developed to address sustainability by the consideration of three
meet this aspiration. By the end of the current distinct and inter-related areas: social sustainability;
control period (March 2014) our commitment is to economic sustainability and environmental
have developed capabilities in asset management sustainability.

Asset management framework

utilisation,
Route
t & funding
outpu
specification

As Stan
&
se
rev g
and itorin

t P dards
iew

olic
Mon

ies

Enablers:
Asset information
Analysis tools
Competencies
Processes
s
pla n
Wor

em sset
e nt
ag te a
k
ex

a n ou
ec
ut

n
io

m
Ro u t e
delivery plans

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Asset management policy

Scope
The diagram below identifies the framework we use l when making decisions, whether about our
to define the scope of activities covered by this policy. strategy for the network or about work we are
carrying out locally, we will use established risk
This policy applies to all assets that constitute the
management principles to identify and manage
operational railway, for example track, signalling,
threats;
bridges, stations and depots. It does not cover non-
operational assets such as offices and IT equipment. l we will optimise the trade-off between efficiency
All asset related activities are covered (wherever of work through longer possessions with access
carried out in the organisation), including inspection, to the network for the delivery of the timetable;
maintenance and renewal of existing assets and the
design and installation of new assets to enhance l we will maintain an environment where our asset
the capability of the network. The policy applies management teams are be motivated, driven by
to all Network Rail personnel involved in asset customer needs, and proud of their work;
management activities and all relevant suppliers of l all activity on our assets will be carried out
asset management services. in compliance with relevant legislative and
Corporate outputs are determined as part of the statutory requirements; and
periodic review process. Specific asset condition, l we will regularly monitor this policy to ensure
capability and reliability targets are set as part that the objectives are achieved. It will be
of this process, together with the level of funding reviewed on a biennial basis.
available for asset management activities to deliver
these outputs. Implementation
Core principles We will develop and maintain an asset management
strategy that provides details of how this policy will
The delivery of this asset management policy is be implemented, identifying key milestones and
based on a set of core principles that reflect our deliverables.
overall company objectives and values:
We will document the processes by which our
l we will prevent an increase in the overall risk to asset management responsibilities are delivered,
passengers, workers and members of the public identifying key roles and accountabilities. We
from the degradation or failure of infrastructure will identify the asset management competences
and will reduce it where reasonably practicable; required for these roles and seek to ensure that our
l we will develop and maintain strategies for teams meet these capability requirements.
all operational assets, that set out the major We will benchmark our asset management
decisions on the work we do to deliver the capability with leading organisations throughout
required network and route outputs for the the world in both rail and other sectors.
funding available;
Key documentation associated with this policy will
l these strategies will be based on minimising be shared with stakeholders as appropriate.
whole life, whole system costs and will define
the most appropriate approach to asset Peter Henderson
maintenance, inspection and renewal, and will Director, Asset Management
identify the outputs that are expected as a result 29th September 2010
of their implementation;
l enhancements to infrastructure capacity/
capability will also be based on minimising
whole life, whole system costs;
l we will develop technology and methods to
support fact based decisions on maintaining,
renewing and enhancing the infrastructure and
improving our capability for predicting and
preventing failures;
l we will manage our infrastructure in
a sustainable manner, minimising our
consumption and wastage of natural resources
as far as reasonably and economically
practicable;

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Asset Management Policy February 2011

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Appendix 1

Asset management document hierarchy

Network Rail’s Commitments:

• Regulatory Network of Aims Promise and Principles
• Contractual
• Legislative

Asset management policy

Asset management strategy

Asset Asset System, Process Competency

group information and Monitoring
framework
strategies strategy framework

Route asset management plans

Network Rail’s annual Delivery Plan

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 Asset Management Policy February 2011

Network of Aims

To increaseproductivity and improve the quality of life

and the environment within the UK

To deliver an affordable and sustainable rail service, as part of

an intergrated transport system fit for the 21st century
National

Network Rail
To provide the leadership and direction necessary to develop
a healthy, viable railindustry

To earn and retain a mandate

to lead the GB rail system

Our suppliers
Our customers Our stakeholders Our people
Rail Users To create proffessional and
To provide outstanding To earn and maintain the mutually beneficial To inspire and excite our
To satisfy and delight
service and value to TOCs, trust and respect of funders relationships with our people and to attract and
passengers and freight users
FOCs and other customers and other stakeholders supply base retain the right people

The “WHAT” The “HOW”

A safe, efficient, reliable and To be responsive, flexible, innovative,
environmentally sustainable rail service transparent and decisive

Promise and Principles

Everybody’s time is important to us, whoever they are, whatever they do and wherever
they travel. The timetable is our promise. When we promise a train can run, it will run
safely, punctually and reliably. And we promise that more trains are able to run next year.

• I will always put safety first

• I will respect the principle that everybody’s time is important
• I will always get a clear agreement about what is to be done before starting
• I will do what I said I agreed to do and by the time I said it woud be done
• I will always seek smarter and faster ways to do my job and learn from my mistakes
• I will work with others to help them achieve their goals
• I will be honest about the challenges I face in doing what I said I would do
• Everything I say to be true will be true
• I will take personal accountability for the output of my team
• I will lead by example, living these principles and the Network Rail values, everyday

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 Network Rail
Kings Place
90 York Way
February 2011

London N1 9AG

Tel: 020 3356 9595

www.networkrail.co.uk