1

Best Practices of Distribution Networks Asset

Management in view of PAS55 Framework
Al-Batayneh, Sharif M. (Member IEEE), and Al-Mehairi, Matar S. (Member IAM)
Dubai Electricity & Water Authority (DEWA), Asset Management Department

Abstract--“In the race for excellence there is no finish line [1]”, and from the Utilities Operators/Managers view point the race for
excellence is solely a race for an optimum Asset Life-Cycle Management. Especially for Distribution network operators/managers,
having an intensive portfolio of assets, with all the related costs, risks & performance involved in the whole life cycle management
process. Nowadays, Asset Management teams are facing an uphill challenge, with continual (on daily basis) increase in an already
huge asset portfolio, and with the recent economic crisis adding yet another stone to hurdle the efforts of the Asset Management
approach adopted by many utilities worldwide. Challenges, led by the ageing infrastructure and the increase in their failures, are two
of the most arguable and debatable topics. Theft of copper is yet a new risk which is to be either controlled or eliminated as per the
organizations strategy, and this is another task for the Asset Management team. Invisible assets, such as cables are a critical part of
the infrastructure which needs to be addressed & condition monitored under the RCM philosophy. Asset Management is to optimize
the three pillars of the whole life cycle activities of assets: risk, cost & performance, and this can be done within the guidelines of the
PAS 55. This paper will highlight the best practice model of the Distribution Power Asset Management under the Dubai Electricity &
Water Authority in view of PAS 55.
Index Terms-- Asset Management, Condition Monitoring, Crisis Management, Failure Investigation, Life-Cycle, Publically Available
Specification (PAS), Risk Management.

I. INTRODUCTION Distribution Asset Management in DEWA was established

in 2009 upon an extensive urge for the assignment of an
D ISTRIBUTION Network operators/managers worldwide
face a continuous challenge for the sake of achieving the
optimum balance of the whole-life-cycle of their assets, and
independent body under the Distribution Power Division to
take-over the responsibility of managing the existing portfolio
here we mean physical assets. As per PAS 55, “Physical assets of physical assets and regularizes the practices of Operations
represent only one of the five broad categories of asset types & Maintenance to be in-line with internationally adopted best-
[2]”. All the asset types should be managed intrinsically to practices. The assets of Distribution Network of DEWA are
achieve the total business objectives, however, the focus of outlined in table-1 & 2 below:
our discussion and as well the scope of PAS 55 is focused TABLE 1
objectively on the physical assets. Figure-1 highlights the Distribution substations & capacities as on 2011
correlation of physical assets to other asset types as defined in Voltage
Sub level
No. Of Capacity
the PAS 55 [2]. level Substations In MVA
132kV 2 -
132kV* 132/33kV 17 3,795
132/11kV 147 22,770
33kV 3 -
33kV 33/11kV 37 1,235
33/6.6kV 95 3,035
11-6.6kV - 25,656 34,228.75

Within a quick look on the above table, one understands

the sum of Assets/Asset systems underlying these figures; of
which requires systematic & well-coordinated practices to
optimally manage them.
TABLE 2
Length of Distribution Cable & OHL network
Voltage level Type Length (km)
Fig. 1. Critical interdependencies between assets [2]
OHL 721
11-6.6kV
In any utility, Assets might have two extremely opposing Underground 23,978
impacts on the business, either drive business (i.e. not OHL 113
manageable) or serve business (i.e. managed to serve business 33kV
Underground 1,985
goals). Any Asset Owner/Manager would like to have the
________________________________
latter case; wherein they can manage their assets optimally to * Distribution ownership of assets under the 132/33kV & 132/11kV
deliver the planned business goals. substations is only for 33kV & 11kV switchgears, respectively.

Fig. 2. Growth of 11-6.6kV Cable system in DEWA
As seen in Fig. 2 above, the MV cable network (for 11-
6.6kV) have seen a vast growth in between 2005 and 2011.
The rate of expansion seen was approximately 150%.
The results of an optimized life-cycle Asset Management
can be outlined by the below:
 Increased customer satisfaction.
 Better occupational, health & safety practices.
 Increased ROI.
 Achieving sustainability.
 Improved risk management.
 Controlled & systematic processes.
 Staff empowerment.
II. ASSET MANAGEMENT & PAS 55
Asset Management in its essence is not simply a
department or section that is established in any utility, but
rather is an organization culture. A culture which is adopted at
all levels of the organization ensuring the buy-in from all
concerned stakeholders for the successful adoption of Asset
Management. Figure 3 highlights the different levels of assets
& their management [2].
Fig. 3. Levels of Assets and their management [2]
At each level we can outline the requirements as below:
 “Managing Assets” level (operational level): Optimize
life-cycle activities, such as; acquisition, utilization,
maintenance & disposal of assets.
 “Managing Asset Systems” level: In this level our
concern is to ensure the performance is sustained and the
cost/risk are optimized.
2
 “Managing Asset Portfolio” level: CAPEX optimization
and planning for sustainability.
 “Corporate/Organization Management” level:
Organizational Strategic Planning level, which is beyond
the boundary of PAS55 framework.
When looking at ageing infrastructure, we take normally
replacement decisions (at expected end of life of equipment-
refer figure 4 below) and while taking that decision we might
fall under two extremes, either:
 We replace too early; thus, incurring extra costs on the
non-utilized life of replaced equipment; or
 We replace too late; upon encountering too many failures,
again incurring extra costs on repairs, spare parts, or loss
of revenue due to shutdowns, etc.
Fig. 4. Asset expected-life curve
There is a threshold point on the curve (named “P”) upon
which many decisions can be taken; this point is to be defined
by Asset Managers for each of their assets. This potential to
failure point, if properly defined, can extend the life cycle of
equipments and thus improve on asset utilization. It is a
challenge to any Asset Manager, but the outcomes are
rewarding.
To decide on this point it is essential to have an established
and reliable data for the utilization of the assets, namely,
Maintenance records, failures records, condition history, or
other relevant data depending on the business of the
organization.
A correlation of all the above data will be necessary to
analyze any trends, probabilities, or repeated failures and the
scope of works that can anticipate for them in order to get an
approximation of the above point (“P”).
In another perspective, there are many factors to manage
assets of which can be outlined by the followings:
 Benefits/goals outreached: short term vs. Long term.
 Cost savings: expenditures vs. Performance levels.
 Availability: Planned vs. Unplanned.
 Financial: Capital costs vs. Operating expenditures.
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 Asset Levels: Discrete equipment vs. Complex functional

systems (e.g. utility networks).
All the above factors to be embedded in the framework of
the PAS55, which defines for each level of the organization
hierarchy the requirement of that level (refer Figure 3 above).
Accordingly, a proper SWOT analysis is recommended to be
able to decide on the factors upon which Asset Managers will
manage their assets. As many of the decisions will dictate how
well the business would perform (Strengths & Weaknesses),
and what challenges (Threats) it will encounter as well what
opportunities will open up for exploring.
Asset Management drivers comes from the criticality of the
assets/asset systems to its business core purpose. These drivers
might be one or a combination of the follows:
 Sustainability: From three perspectives; i.e. economy
(expansions, seeking alternatives, etc.), society (consumer
satisfaction, awareness, etc.) or environment (reducing
pollution, seeking environmental friendly solutions, etc.).
 Reliability & Safety (consistent with performance & risk).
 Accountability (or “do what you say”).
 Privatization: From the perspectives of achieving
appropriate service levels within a cost saving boundaries.
 Regulation.
Asset Management can be sub-divided into two main
disciplines: Fig. 5. Planning & implementation elements of asset management system [2]
A. Asset oriented: concerned with age, condition and
At the core business of Asset Management, PAS 55
performance of the physical assets. Here we apply the
outlines what to do, but not how to do it. It is more like a
Life-Cycle concepts.
check-sheet! The key elements for the preparation of the Asset
B. Service oriented: concerned with the stability of the
Management Policy, Strategy, Objectives, and Plans are
services, its cost benefit and expenditures involved (seen
outlined as below:
from the two perspectives of CAPEX and OPEX).
For Asset Management Policy:
The first discipline concentrates on the network items and
 Stipulates principles & mandated requirements for control
their maintenance policies or condition monitoring practices.
of asset management.
This is covered by following the manufacturer’s
 Derived from & consistent with Organizational Strategic
recommendations, the experience gained from operating them
Plan (OSP).
and a sound engineering judgement [3]. Eventually,
 Consistent with other Organizational Policies & Risk
maintenance cycles are produced for all equipments, and
Management framework.
periodicity of equipment condition assessments are agreed to
have an optimum life-cycle planning.  Complies with stakeholder requirements.
 Committed to continual improvement.
Nowadays, attention and importance is given to the  Provides framework for:
discipline of Services, primarily to address questions of  Development & implementation of Asset
quality, such as customer interruptions, restoration times and Management Strategy.
power quality (avoidance of voltage sags, harmonics, etc.).  Setting Asset Management Objectives.
Furthermore, the running costs of the network have also come  Documented, implemented, maintained & communicated
under the spotlight [3]. to all stakeholders.
III. ASSET MANAGEMENT SYSTEM STRUCTURE  Reviewed periodically.
From the top of the hierarchy, emphasized by the From the content perspective, Asset Management Policy
Organization Strategy down to the individual assets and their might be produced in two parts:
day-to-day activities, PAS 55 gives clear alignment between  Internal:
the Organizations’ vision/aspirations and the assets/asset  Detailed,
systems’ capabilities as depicted in figure-5 below [2].  Contains confidential parts.
 External (for stakeholders):
 Summarized,
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 Contains non-confidential parts.  Activities,

As per Figure-5 above, life cycle activities contains a term
called functional policies, which unlike the normal policy,
contains specific processes/activities and provides direction
and control. Likewise, there can be functional strategy &
functional objectives.
For Asset Management Strategy:
 Long term optimized approach, with time horizon
equivalent to OSP.
 Derived from & consistent with:
 Asset Management Policy.
 OSP.
 Considers life-cycle management requirements of assets.
 Accountable for:
 Asset related risks,
 Asset systems criticalities.
 Identify current & future function, performance &
condition of critical assets.
 Communicated & reviewed.
For Asset Management Objectives:
 Specific & measurable outcome from:
 Asset systems to implement Asset Management
Policy & Strategy.
 Asset Management Systems.
 Derived from & consistent with AM Strategy.
 Detailed & measurable level of performance of the assets.
 Considers legal, regulatory & statutory requirements.
 Accountable for:
 Stakeholder & financial expectations,
 Operational & business requirements,
 Risks.
 Improves on Asset Management practices, tools &
technologies.
 Communicated & reviewed.
For Asset Management Plans:
 A document(s) which specifies:
 Activities & Responsibilities,
 Resources & Timescales; required to implement
Asset Management Strategy & deliver Asset
Management Objectives.
 Applied on each phase of Asset life cycle planning, i.e.:
 Acquisition (construction, procurement,
modification, designing or commissioning).
 Utilization.
 Maintenance (inspection, Condition Monitoring,
testing, repairing, refurbishment and life extension).
 Disposal.
 Documented & maintained.
Asset Management enablers is yet another key terminology
utilized in PAS 55, of which can be any one of the below:
 Supportive systems,
 Procedures,
 Processes,
 Resources.
Asset Management enablers and controls ensures the
viability of Asset Management Policy & Strategy and their
consistency with the Organizational Strategic Plan. Further it
ensures that the Asset risks are identified, assessed &
controlled. Like other Asset Management documents, this
should also be communicated & maintained.
An effective, step by step, implementation of the PAS 55 is
depicted in Figure-6 below [2], in which it follows the PDCA
management framework (Plan-Do-Check-Act). This
framework was adopted by DEWA under the Integrated
Management Systems (IMS).
Fig. 6. Structure of PAS 55-1:2008 [2]
IV. CHANGE MANAGEMENT APPROACH
The approach of Change Management in any organization
is a challenging yet rewarding practice, as it will improve on
many aspects related to operational & managerial levels. From
the perspective of PAS 55, change management assesses &
considers the below [2]:
 Revising the organization holistically, including:
 Structure,
 Roles,
 Responsibilities.
 Revising the Asset Management, including:
 Policy,
 Strategy,
 Objectives,
 Plans,
 Processes/Procedures.
 Introducing:
 New Assets & Asset Systems,
 New Technology,
 New contractors & suppliers.
As mentioned above introducing new technologies are part
of change management, yet, introducing new technologies for
the sake of mentioning that one is using technology is not
sufficient to provide justification for change management.
Careful and planned integration of technology with business

processes and activities help drive performance improvement
[4], thus, leading to proper change management practices.
Change management cycle is elaborated in the below
figure (figure-7) in which adoption should start from the
senior management as to adopt the Asset Management
practice [5] or to transform their existing practices to be in line
with PAS55.
Fig. 7. Change Management – A major enabler [5]
V. PERFORMANCE & CONDITION MONITORING
Asset Management is concerned primarily with Monitoring
of performance related parameters & condition related
parameters, of which they apply separately for:
a) Performance Monitoring relates to the Asset
Management Systems (i.e. to highlight non-
conformities), while;
b) Condition Monitoring relates to physical Assets (i.e.
to highlight defects, deterioration, failures).
Improvement feedbacks on Condition Monitoring practices
will come from failure/defect investigations (refer Section VII
below), to concentrate on the parameters or the
equipments/part of equipments that are vulnerable to failure.
Accordingly, several diagnostic methodologies are adopted for
this purpose, in order to evaluate the healthiness of assets,
like:
 Partial Discharge detection,
 Off-line Partial Discharge & tan delta (for Cables),
 Ultra-Sonic Discharge detection,
 Temperature/Thermal trending,
The above might be incorporated for early detection of
deterioration/defect, and trending the parameters obtained to
analyze the existence of any abnormal patterns that indicates
failure, thus preventing/reducing their chances. Trending
studies and building a consistent criterion for condition
assessment is a vital task for Asset Managers.
Condition Monitoring practices once adopted can improve
on the clearance of most critical defects and can assist in the
avoidance of critical asset failures. Seeking new technologies
in this aspect will help many Asset Managers in the positive
improvement of Asset condition & performance. The figure
5
below (figure-8) highlights one of the Condition Monitoring
practices done through thermal imaging.
(a)
(b)
Fig. 8. (a) Normal image of 11kV Oil type Distribution Transformer, (b)
Infrared Thermal image of the same
To monitor any parameter we have to have KPIs (Key
Performance Indicators), and these might be:
 Leading Performance Indicators (+): Wherein it can give
us early alarm for non-compliance of monitored
parameter.
 Lagging Performance Indicators (-): Wherein it indicates
the actual achievement (i.e. number of incidents/failures-
AIR, number of consumers affected, duration to restore
supply-CML, duration of repair work-MTTR, etc.).
Leading Performance Indicators assist us in taking
proactive measures (preventive in nature), and Lagging
Performance Indicators assist us in taking reactive measures
(corrective in nature). It is thus of great importance to measure
these KPIs, and record them to measure actual performance
against plan [6]. This is required for future analysis and to be
able to follow-up all corrective and preventive measures
which eventually serves for the continual improvement
initiatives.
VI. RISK MANAGEMENT
For any organization it is essential to identify the risks and
assess them according to their core business objectives. After
this they should establish a proper risk management
framework in which it will outline the methodology to tackle
them.
At the identification/assessment stage we shall be able to

identify risks related to:
 Physical Assets failures (i.e. functional failures, ageing,
damage, terrorism acts, etc.),
 Operational related risks (i.e. level of control, human
actions, performance monitoring, safety, etc.),
 Environmental related risks (i.e. wind storm, earthquake,
flood, etc.)
 Scarcity of external supplies/services (e.g. spare parts.
 Stakeholder requirements (e.g. regulatory).
 Life-Cycle related risks (e.g. maintenance vs. replacement
decisions).
At the methodology stage, we shall consider the below in
the formulation of the framework:
 To be proportionate with the risks identified.
 Be defined (i.e. scope, nature, criticality, timing), and thus
allow for proactive measures rather than reactive ones.
 Assessed properly for identifying any changes or
cascading of the risk.
 Risks to be classified in such way that we identify which
risks we need to, either; control, eliminate or avoid in the
first place.
 Risks handled should be up to the level of our
capabilities.
 The methodology should be monitored for its three key
elements: implementation, effectiveness, and timeliness.
An outcome of proper application of Risk Management is a
contingency plan, wherein an organization will identify the
risks and come up with most applicable scenarios of crisis that
they might encounter and put an equivalent contingency plan
to mitigate them, and control the consequences as much as
possible. For that, any organization should have:
 An established plan/procedure to be implemented in case
of crisis.
 Segregation between Assets related risks from activities
related risks.
 Segregation between actions related to mitigation of crisis
to those related to response to crisis.
 Competent & trained personnel in contingency planning
& crisis management.
 List of stakeholders affected or required for response on
crisis.
 Contacts of relevant personnel, services, external
agencies, etc. required for action.
 Resources location & availability.
 Communication hierarchy.
 A recording/reporting team.
VII. INVESTIGATION
Any Asset is vulnerable to failure during the utilization
period of the life cycle or at its expected end-of-life, and thus
comes the importance of having an investigation process or
procedure in place to take proactive actions to mitigate any
failure or incident or non-conformity. Root-Cause Analysis
6
(RCA) is essential to tackle the above situations, in which it
will highlight all preventive measures that will be taken and
consider the recommendations that are most relevant to
control & improve Asset conditions and the Asset
Management Systems in practice.
In an asset intensive organizations, such as electrical
utilities, RCA is required to provide on-time and credible
remedial & preventive measures that will serve the decision
making / improvements in favor of providing reliable and
uninterrupted supply of electricity through proper asset life
cycle management.
RCA is done based on good judgment of the facts collected
from site of failure, system sequence of events, protection
data, etc. If confidence is high on the RCA results, then most
of the preventive & corrective measures produced from these
studies will be beneficial in reduction of failures or non-
conformities. System performance and KPIs will indicate the
improvements seen in the above as a measure. The figure
below highlights one of the consequences of cable termination
related failures where an extensive damage is seen in the cable
compartment and total shutdown of the whole bus bar was a
cascading-effect, leading to an interruption of 300 consumers.
Fig. 9. Failure of 11kV Cable termination
Investigation findings should be communicated to all
relevant stakeholders with the findings and the preventive &
Corrective actions taken/to-be-taken. Most importantly is the
feedback cycle of the investigation findings towards the
improvement of the Condition Monitoring tasks (refer Section
“V” above). As it will serve to highlight the failure root-cause,
thus assisting the Condition Monitoring groups to focus or
improve on the detection of such causes (or parts of the
equipment).
Based on failure investigations, many opt-to-fail assets
were safeguarded and proactive measures were taken to avoid
the extensive damages that might be incurred if failure took
place. Figure-10 below highlights one case of 11kV cable
termination in which it was Condition Monitored at an earlier
stage and shutdown was taken for only one panel for
rectifying the defect observed. Unless this was done, a
possible failure would have taken place, and the consequences
or cascading effects might be more devastating.

Fig. 10. Early detected cable termination abnormality
VIII. CONCLUSION
Imagine a case of an Asset which fails at a certain point of
time, at which you as an Asset Owner/Manager/Operator
discover that it was missed from your asset register, or was
never Condition Monitored! This implies that Asset
Management is an essential component of the structure of any
organization. PAS 55 is a check-sheet for the optimum Asset
Management practices, giving organizations guidelines on
balancing Asset Life cycle in view of cost, performance &
risk. Figure-11 below depicts the urging need for having an
optimized life cycle planning for our assets in an equiangular
triangle, in case we will have a sharp edge (acute angle)
towards any one of the ends (whether cost, risk or
performance) then we will be either:
1. Over-spending on maintaining or replacing our assets
(cost pillar), or
2. Over-stressing our assets with overloads, failures, and
risking in OH&S (risk pillar), or
3. Exceeding performance expectations to satisfy
stakeholders blindly (performance pillar).
Fig. 11. Optimization of cost, risk and performance to get a balanced life-
cycle
ISO 55,000 is an upcoming standard, which is being out-
7
looked now for the optimized Asset Management which is
planned for publication by February 2014. This shall be a
continuation to the PAS55 with a highlight on how to get
things done in view of Asset Management best practices.
I. ACKNOWLEDGMENT
The authors gratefully acknowledge the contributions and
efforts of the Asset Management team which assisted in
enlightening the way forward in the preparation of this paper.
Further would like to extend the appreciation to higher
management represented by our leader and role model Mr.
Saeed Al-Tayer (MD&CEO) and Mr. Mohammed Al-Suwaidi
(Vice President of Distribution Maintenance).
The above work wouldn’t have been accomplished without
blessings from Allah the most graceful and the support of our
families and their patience on the delayed working hours and
missing many weekends from being attached to them.
II. REFERENCES
[1] His Highness Sheikh Mohammed Bin Rashid Al-Maktoum, My Vision -
Challenges in the Race for Excellence, Dubai: Motivate Publishing,
2006.
[2] PAS 55-1: Asset Management, Part 1: Specification for the optimized
management of physical assets: British Standards Institution, 2008.
[3] R.P Hoskins, A.T. Brint, and G. Strbac, "A structured approach to Asset
Management within the electricity industry," Nov. 1998.
[4] S. Scott, “Asset Management: Measuring Best Practices, Performance,”
Electric Light and Power; Jul/Aug 2009; 87, 4; ProQuest.
[5] Amit Anand, “Enterprise wide Asset Management transformation in the
Middle East,” presented at the 1st Government Asset Management
Conference. Dubai, UAE, 2012.
[6] Martin Osborn, "Practical Application of PAS55 in the water sector and
lessons for other sectors," presented at the 1st Government Asset
Management Conference. Dubai, UAE, 2012.
III. BIOGRAPHIES
Matar Al-Mehairi, a member of IAM, UK. He is
holding a Higher Diploma in Mechanical Eng. from
HCT-Dubai, Bachelor of Engineering Management
from HCT-Dubai, Master in Public Administration
from DSG-Dubai in cooperation with Harvard
Kennedy School, Gov. Leader of Sheikh
Mohammad Bin Rashed Leadership Program and
currently pursuing EMBA from HCT-Dubai.
His employment experience includes Distribution
Operation & Maintenance fields in Electric utility
(Dubai Electricity & Water Authority), joined DEWA in 1999 and presently
working as a Sr. Manager Asset Management Department under Distribution
Power Division with wide range of experience in the Electrical & Mechanical
fields as well as Management & Leadership Skills. His skills include Strategic
Thinking & Analysis, Knowledge Management, etc. He already initiated to
bring all DM Department activities in compliance with PAS55, then entire
Distribution Power Division. (Email: matar.almehairi@dewa.gov.ae).
Sharif Al-Batayneh, a member of the Institute of
Electrical and Electronics Engineers (IEEE). He is
holding a B.Sc. in Electrical & Electronics Engineering
from the American University of Sharjah (Fall 2003).
His employment experience included Distribution
Operation & Maintenance fields in Electric utility
(Dubai Electricity & Water Authority) as he joined first
in 2004 as an Engineer in Distribution Operation
Planning, then moved to Distribution Operation Studies
in 2006 as a Senior Engineer. Since 2009 he was
appointed as an Assistant Manager in Asset Management Department under
Distribution Power Division and looking mainly after the failures of the
Distribution Network Assets. (Email: sharif.albatayneh@dewa.gov.ae).