Level 4 -
Work in a range of industries that manage physical assets.
Reference: OCC0861
Status:
SOC 2020 sub unit groups:
AMCL, Anglian Water, Arups, BMT Consulting, Cadent Gas, Enviroment Agency, Jacobs, Manchester Aiports Group (MAG), Mott Mac Donald, National Grid, Network Rail, Northern Gas Networks, NWG (Northumbrian Water), RWE Generation UK plc, Severn Trent, The Woodhouse Partnership, UK Power Networks
Asset manager practitioners work in a range of industries that manage physical assets. This includes energy and utilities, manufacturing, mining, petrochemical, buildings and transport. They may be employed by asset owning companies, outsourced services companies or asset management consultants. Companies may range in size from small to large.
Physical assets are defined as an item, thing or entity that has value to a business or service. Examples include buildings, bridges, digital hardware, flood defences, gas fiscal metering, pipelines, plant , rail track, reservoirs, roads, retail space, runways and wind turbines. ISO 55000 defines asset management as ‘the co-ordinated activity of an organisation to realise value from assets'.
Asset manager practitioners contribute to the asset management function within an organisation. They help to ensure physical assets are managed in a way to achieve the organisation’s objectives and provide an appropriate level of service. They assess the performance, condition, root cause of failure, consequence of failure and risk of physical assets, asset systems and the service they provide. They identify asset investment needs, interventions and mitigations for asset failure, and produce business cases to address asset investment needs. They participate in the management of asset data, supplier selection and management, and support stakeholder engagement. They also promote and champion asset management within the organisation. They will work both in the office and at asset locations. They do not conduct physical ‘hands on’ operation or maintenance of assets.
In their daily work, they interact with the wider business and senior managers in the organisation to whom they will report. In order to support their work, they will liaise with internal stakeholders. These could include maintenance and operations personnel, investment groups, policy teams and capital delivery. Plus customer services to ensure the asset management function aligns with customer, stakeholder and organisational requirements. They may also come into contact with representatives from other organisations or external bodies such as clients, funding agencies, regulators and suppliers.
They are responsible for ensuring asset management complies with legal frameworks and legislation, including public health, health and safety, economic and environmental. They need to keep up to date with asset management requirements and best practice. They typically work to deadlines with minimal supervision, operating within a set framework and budget. They may be responsible for leading a project team but are not usually responsible for line management.
AMCL, Anglian Water, Arups, BMT Consulting, Cadent Gas, Enviroment Agency, Jacobs, Manchester Aiports Group (MAG), Mott Mac Donald, National Grid, Network Rail, Northern Gas Networks, NWG (Northumbrian Water), RWE Generation UK plc, Severn Trent, The Woodhouse Partnership, UK Power Networks
Contribute to the development of asset strategies to meet organisational goals.
Inform the information management approach, specifications and rules. For example, how to collect data on condition assessment, age profiles and asset failures.
Collate, process and evaluate data and information for assets and asset systems.
Conduct assessments of asset systems. Identify current and future risk of the asset and consequential service failure. For example, reviewing the performance of assets, loss of service, failure of legal compliance, asset failure/breakage.
Analyse the root cause of asset failure and the impact upon service.
Identify intervention and mitigation options for the failure of assets. For example, preventative/reactive maintenance, new build, refurbishment, replacement, change in operation, rapid response.
Identify and prioritise the asset needs using for example, whole life cost, cost-benefit analysis, cost effectiveness analysis, multi-criteria decision making and options comparisons.
Develop business cases to address investment needs and/or to inform asset management decision making.
Categorise assets according to common features, consistent with the organisation’s asset management system.
Develop impact and contingency plans for asset and/or service failure in consultation with subject matter experts.
Contribute to reports, for example, internal performance reports, asset management plans, reports to sector specific regulators and certifying bodies.
Undertake assurance to challenge data quality, interpretations and assumptions across asset management.
Engage with stakeholders to support the asset management process. For example, internal colleagues, customers, technical, economic, and environmental regulators.
Identify opportunities for continuous improvement of asset management systems.
Support the selection of external suppliers, the setting of objectives for suppliers and performance measurement of suppliers within the context of the organisation’s asset management approach.
Champion the asset management approach, including implementation of the resource and competence strategy, within the organisation to support clear and consistent decision making.
This occupational progression map shows technical occupations that have transferable knowledge and skills.
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Engineering and manufacturing