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Top 10 Asset Management Business Plan Templates with Examples and Samples

Siranjeev Santhanam

A partnership between an asset manager and his client based on trust, commitment, and responsibility can allow both parties to gain rich rewards and optimize available market resources.

Asset management is managing a customer’s money and maximizing earning potential through investments. This can be done through various avenues, ranging from stocks to property, funds, and other investment channels. Asset management figures perform this service for clients, allowing them to raise their net worth over time through investments, creating better spending opportunities, and making more informed decisions on behalf of their clients.

Do you have real estate management on your mind? Click here to read our blog on the top ten real estate management templates!

Asset management is a time-tested way to bolster one’s wealth and achieve better financial prospects. However, making a successful business out of this is more complicated than it sounds. It takes years of experience in the financial domain, coupled with significant hours of labor and some extensive resources, for an asset management firm to gain the kind of reputation that makes it worth people’s time.

In this blog, we will delve into a business plan meant for asset management. We will discuss all the leading segments of the template, giving readers a nice, good look at all the major areas of the slides. Let’s begin!

Table of Contents

• Executive Summary
• Company Overview
• Industry Analysis
• Customer Analysis
• Growth Potential Analysis
• Porter’s Five Forces Analysis
• Go-to-market Analysis
• Operational Plan
• Financial Assumptions
• Graphical Representation of Financials

1) Executive summary

Our executive summary section provides you with a well-crafted and comprehensive template that empowers you to curate your asset management brand, supplying the details in a more attractive way. Integrated into the segment are some core subsections that serve to make your executive summary more engaging and impactful. These include “ about the business,” where you can present data and statistics to support your brand image and demonstrate your competitive advantage, and the quick pitch , which helps to consolidate the value proposition and convey the unique selling point of the business. Also present are the subheadings, products and services offered , key success factors , start-up business summary , and more.

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2) Company Overview

With our company overview section, you can introduce your company, underline its core work culture, expand on its history and etiquette, and much more. With the aid of this segment, you can build bridges with the audience, giving them avenues to connect with your business and understand your operations and principles. This subheading is tailor-made to suit the needs of the asset management market, presenting all vital information and reliable data in a digestible manner. Create a more authentic and presentable image of yourself, enabling partners, clients, and any specific audience to trust your business with this segment. The subheadings in the template slides include the mission and vision statement and market gaps associated with asset management start-up business .

3) Industry Analysis

An industry analysis assists a business in knowing all of the multifaceted and intricate dynamics within a specific industry. Use our industry analysis segment to understand the trends, challenges, and opportunities that shape the asset management business and boost your position in the market. Create a more profound and richer knowledge of the industry as you seek reliable partnerships and attract funding from the right sources within the industry. Some key subheadings included in this document section are market analysis , market trends analysis , growth drivers , and geopolitical analysis .

4) Customer Analysis

Use the power of practical customer analysis to identify and understand all the essential needs of your target market, honing your business caliber to serve their personal preferences. Customize the internal dynamics of your asset management business to channel existing demands in the market. Our well-organized customer analysis section can be a fine ally in getting you all the support you need from within the core demographics that make the market. The subheadings featured within this template area are target market, buyer persona, and market sizing . Use the tools of this template to sync your business capabilities with the existing customer base and generate more revenue.

5) Growth Potential Analysis

The first part of this segment is the SWOT analysis . This framework gives businesses a data-driven strategic approach to assess the strengths, weaknesses, opportunities, and threats enveloping their business. Our well-structured SWOT analysis section can enable a more thorough internal evaluation of your asset management business, enabling you to create more effective responses to the changing market situations.

6) Porter’s Five Forces Analysis

Porter’s Five Forces Analysis can be a crucial tool in evaluating the competitive environment of a business. It features five key forces that help to establish the overall productivity and lucrative nature of the industry. The five forces here are – competition within the industry, potential new entrants in the same industry, the power of suppliers, the power of customers, and lastly, the threat of substitute products or services. Use these strategic methodologies to build a more competitive asset management business where you expand your market dominance and raise profitability.

7) Go-to-Market Analysis

A marketing plan is vital to any effective business process, and our template assists you in implementing the multi-layered steps that make marketing more productive. This segment has been divided into smaller, more important segments that can build a more efficient marketing characteristic for your asset management business. Some key elements that are featured within the slides of this template include promotional strategies, go-to-market strategies, sales strategies and pricing strategies . Fully explore the intricacies of marketing and gain a competitive edge on this front by applying the tools offered by this template.

8) Operational Plan

The operational plan of this template has been segmented into two major components – the service selling plan and the operational strategies of the year. Together, they make for a consolidated and structured method that any start-up in the asset management space can use to hone its effectiveness and develop better operations. The template comes ready-made with content that firms in this space can use to advance their operations, with internal points such as ‘asset management magazines,’ ‘campaigns to support online sales,’ ‘target market appropriate media,’ and more.

9) Financial Assumptions

Use the financial segment of our template to create a more integrated and cohesive account of your financial situation, building better commerce systems within the business. This segment has been split into some primary subheadings, all of which feature their own unique characteristics. Examples to be mentioned among the subsegments of the template include a projected financial plan , projected model and sales forecast , profit and loss statement, projected cash flow statement, projected balance sheet, and DCF valuation .

10) Graphical Analysis

Use this section to highlight key financial data in a visually appealing and understandable way, and use charts and graphs to enhance the experience. Craft a more stimulating and well-received account of your internal financial situation, outlining the trends, patterns, and connections between the commercial variables. Some key graphs featured as part of the segment include revenue from asset management start-ups, net earnings of business before tax and depreciation, asset management start-up business earnings after tax, gross profit from asset management start-up businesses, and many more.

Within the pages of this template are more exhaustive and comprehensive features that can aid you in creating better opportunities for yourself within the asset management market. This blog provides you with a brief gist of the main segments of the business plan, and once you get your hands on it, you can access a more complete version of it. Fully utilize the internal details of our business plan ppt templates to make a more thorough and intensive structure for your asset management business, avoiding all of the hazards and pitfalls as you get to the top.

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12+ Asset Management Plan Templates – PDF, Word

Every business has its own set of assets. Holding assets is a part of any enterprise in the public or private sector. It’s important that business owners know what theirs are as they need to know the best ways in which they can use them. You can also like management plans in PDF . In order for them to do that, they’ll also need to come up with a simple plan that will allow them to make full use of whatever business assets they happen to have. And that’s why this article is going to teach you how to come up with an asset maintenance plan template.

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Featured Asset Management

Creating a strategic asset management plan (samp) with five handy steps.

Manaswini Rao

An asset management strategy is a high-level, strategic plan that defines the framework for accomplishing asset management objectives in an organization. It includes asset acquisition, planning, and maintenance.

An effective asset management strategy helps asset managers optimize the value and performance of tangible and intangible assets throughout the asset lifecycle .

As a result, you can reduce asset downtime, save on repair costs, increase productivity, and boost profitability.

By the end of this article, you will learn how to develop a strategic asset management plan and ways to simplify it with a computerized maintenance management system (CMMS) .

Why is an asset management strategy important?

An asset management strategy helps you create a long-term asset maintenance plan which eases asset condition assessment and optimization.

The result is a better return on asset (ROA), improved decision-making, and efficient resource allocation.

• Improved decision-making: An asset management strategy equips you with critical asset information to inform decisions like asset shutdown, turnaround, and outage (STO) to repair or replacement to operating expense (OpEx) prioritization. So, you’re better able to combine financial and non-financial strategies for decision-making and meeting the asset management objectives of the organization.
• Reduced costs: An asset management strategy also puts checks in place to track under-used, duplicate, or overused assets. This knowledge of asset utilization drives your understanding of equipment health. For example, overused assets are more likely to experience breakdowns at frequent intervals and go through costly repairs. Linking preventive maintenance with an asset management strategy helps you ensure cost savings and reduce the total cost of ownership (TCO).
• Better resource allocation: An asset management strategy helps you identify which assets cause bottlenecks, those that need upgrades or replacements, and how you can use the assets at your disposal to reach facility goals and objectives with maximum efficiency.
• What is strategic asset management?

Strategic asset management (SAM) is a top-down equipment management framework for long-term maintenance and operation planning.

This approach prioritizes long-term physical asset investments while balancing capital and operational expenditure from a total expenditure (TOTEX) standpoint.

An SAM framework provides a holistic view of current asset needs and what you’ll need 5, 10, or 20+ years down the line.

This framework gives you the data you need to make asset decisions that align with the company’s goals, instead of relying on budget and guesswork to manage assets.

Read  More: Integrate asset and energy management for real-time building performance

• What does an asset management strategy include?

SAM dives deep into the following areas to help you maximize the return on every dollar you spend.

Asset inventory

Understanding the assets you own, their state, energy utilization, useful life, and whereabouts helps you create a single source of truth for all decisions.

If you’ve been using pen-and-paper inventory or spreadsheets to assign unique ID numbers and maintain asset records, it’s time to migrate to an asset management system.

An infrastructure asset management system simplifies the upkeep of asset information. Plus, it helps you form a basis for maintenance planning, resource allocation, and continuous assessment.

Asset prioritization

Assessing assets and how critical they are for smooth business operations is vital to asset management success. To rank assets, you need to answer two questions:

• What are the chances of any asset experiencing failure?
• What are the consequences of asset failure?

Set parameters to define the probability and consequences of an asset's failure. This will allow you to establish risk tolerance levels and rank assets by criticality. Also, concentrate on the most critical assets to get the most out of your investment.

Maintenance plans

Create maintenance schedules for each asset based on manufacturer recommendations, location, condition, and impact on operations.

For example, production assets running infrequently will benefit from corrective maintenance , whereas highly critical assets need total productive maintenance to stay in good shape.

Life cycle management

Prioritize maintenance for assets based on risk, energy consumption, cost of replacement, or whichever factor matters most to you.

This eases day-to-day resource management and reliability engineering for assets. Additionally, it helps you figure out the capital budget for asset upkeep as per operation and maintenance (O&M) manuals .

Performance monitoring

Your SAMP should also include a reliability-centered maintenance process that monitors asset conditions.

ISO 55000, the international asset management standard, requires you to report on asset performance and the effectiveness of the asset management system.

The best way to meet this requirement is to leverage both reactive and proactive monitoring.

• Reactive monitoring uses periodic audits to spot existing nonconformities in an asset management system and find asset deterioration, or failures.
• Proactive monitoring incorporates procedures in your asset monitoring process to find what’s affecting asset performance and reliability.

You can also use leading and lagging metrics, like energy usage per unit or labor hours per unit, to understand what needs breakdown maintenance or how to reduce failure-centric deficiencies.

SAMP is essential to determine which goals are realistic, or if you’ll have sufficient funds to maintain assets for the desired level of service.

Maintaining an asset register with asset-related transactions also helps you tackle fixed asset depreciation and asset revaluation for fiscal reporting.

Risk management

Define a risk tolerance policy to measure safety and environmental risks to inform contingency plans to address specific risks.

These elements help you consistently meet service levels, manage utilities without service interruptions, and generate predictable revenues.

Is your CMMS doing enough to keep your assets in excellent shape? 

Your legacy cmms is probably costing you time, productivity, and money..

• What are the pillars of an asset management strategy?

A good asset management strategy relies on five key pillars to boost asset productivity while minimizing asset costs.

• Asset classification involves registering and sorting assets systematically based on their properties and attributes for easy asset management.
• Centralized asset information means you have all important asset data in one place. Companies using spreadsheets to manage asset information often struggle with data redundancy. Using an enterprise asset management system improves your asset management efficiency.
• Asset indicators offer real-time insights into asset performance. Common maintenance KPIs include mean time to repair, mean time between failures, availability, and downtime. They tell you which assets are more reliable and which have the longest downtimes.
• Maintenance plan usually combines preventive, corrective, and predictive maintenance techniques.

You can leverage a CMMS to plan and automate key maintenance tasks like:

• Preventive maintenance scheduling
• Unplanned and planned maintenance management
• Work order management
• Asset inventory tracking
• Real-time asset performance monitoring
• Energy consumption tracking
• Maintenance reporting
• Asset calibration involves scheduling, planning, executing, and analyzing equipment calibrations. Consider setting and meeting due dates for internal and external calibrations.

Now that you know the what , let's focus on the how .

• 5 steps to develop an asset management strategy

As you build or refine your asset management strategy, use these steps to reduce expenses and maximize asset performance.

1. Review the organization’s structure

Start by understanding how your organization operates or makes investment decisions. Then, you can focus on creating asset management goals that align with business objectives. Consider presenting strategic ideas to management and staff to win their confidence and support.

2. Conduct an asset condition assessment

Periodic asset monitoring gives you crucial data on the condition of each asset in your facility. This data tells you if the asset needs preventive maintenance to reach its expected useful life.

3. Prepare and implement an asset management action plan

These asset management initiatives altogether help you create an action plan. This implementation plan must support the current business cycle.

4. Review and monitor your progress

With an asset management system, you can capture data about asset performance and use it to optimize investment decisions.

Progress monitoring also reveals critical areas that you should prioritize in the next enterprise asset management strategy planning cycle.

5. Get feedback from all stakeholders

Conduct panels and focus groups with staff to hear their thoughts on existing asset management processes. This feedback lets you develop more effective solutions to meet organizational expectations.

Creating, enforcing, and m0nitoring the effectiveness of your strategic asset management plan is simple with a CMMS software .

Leverage a CMMS to streamline and automate 360° asset lifecycle management

A CMMS centralizes asset maintenance and performance data so you can easily track asset utilization, improve ROA, and stay compliant.

Modern maintenance management software like Facilio’s Connected CMMS also use IoT and machine learning to understand asset health and performance, and proactively maintain them to keep them performing at their peak, and prolong useful life.

Further, it simplifies asset condition assessment and digitizes compliance to realize improved asset value. It also gives data-driven insights for optimizing performance, health, and energy efficiency for different assets.

Overtime, using machine learning algorithms, it understands the faults and failures an asset is prone to, and determines failure modes to help you proactively tend to its maintenance needs.

The mockup shows how, by analyzing root cause of failure and automatically creating work orders, Facilio helps you eliminate unplanned equipment downtimes.

If you’d like to learn more about how Facilio’s Connected CMMS can help your organization switch from reactive to proactive maintenance, and keep your assets healthy and productive, our product experts are only a click away!

• Keeping your assets humming along is simple with Facilio.
• Is your CMMS doing enough to keep your assets in excellent shape? 

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How To Create an Effective Asset Management Plan in 2024

Struggling with disorganized assets, unexpected downtime, and inefficient resource allocation can significantly hinder your organization's performance. These issues often stem from a lack of a cohesive asset management plan.

By establishing a well-structured asset management plan, you can mitigate these problems, ensuring that your assets are optimally managed and utilized. This guide will lead you through the critical steps and best practices for creating an effective asset management plan in 2024, helping you set clear objectives, adopt best practices, and integrate the latest technology into your strategy.

Ready to transform your asset management approach? Dive into this guide to learn how to create an effective asset management plan that drives success.

Main Takeaways From This Article:

• Effective asset management plans are essential for optimizing the systematic process, asset utilization, lifecycle management, reducing costs, and enhancing decision-making.
• Integrating advanced technologies like IoT and AI can significantly improve the efficiency of asset planning, tracking, monitoring, life cycle costs, and proactive management.
• An effective, cost-effective management plan involves clear goal setting, a comprehensive asset inventory of physical assets, infrastructure assets, and various other assets, and well-defined policies and procedures.
• Regular performance monitoring, staff training, and the use of specialized software are critical for maintaining and improving asset management plans.
• RedBeam offers cutting-edge solutions that incorporate technologies, ensuring a future-proof and scalable strategy.

What Is an Asset Management Plan (AMP)?

An Asset Management Plan (AMP) is a strategic blueprint designed to effectively manage a company’s assets. It involves monitoring, maintaining, upgrading, and replacing assets cost-effectively. By setting clear objectives and utilizing advanced technologies like IoT and AI, an AMP ensures optimal asset utilization, enhances decision-making, and aligns with business growth and technological advancements.

Advantages of Asset Management Plans

Here are the advantages of asset management plans:

• Optimizes Asset Utilization : Businesses can achieve optimal asset utilization by leveraging IoT technology, enabling monitoring and identification of underused resources. This helps defer capital investments and maximizes efficiency, ensuring every asset is used to its fullest potential without downtime.
• Reduces Operational Costs : By incorporating IoT-driven asset management, businesses can significantly cut operational expenses. The ability to monitor assets reduces the need for on-site inspections and maintenance visits, lowering labor costs. Furthermore, preventing asset theft and misplacement ensures resources are used efficiently and cost-effectively.
• Improves Decision Making: Accurate data from your assets makes decisions more informed and strategic, leading to optimized asset allocation and utilization. Advanced technologies like AI and IoT provide accurate insights, allowing for proactive adjustments and improved long-term planning, enhancing overall organizational efficiency and effectiveness.
• Enhances Compliance: An effective asset management plan ensures compliance with regulatory requirements and industry standards. Keeping accurate records and maintaining scheduled inspections minimizes legal risks and avoids costly fines. Enhancing compliance protects your organization and builds trust with stakeholders and clients.
• Increases Asset Lifespan: Regular maintenance and timely upgrades extend the useful life of assets. Proactively addressing wear and tear issues can avoid premature replacements and downtime, ultimately saving costs. Incorporating advanced technologies like predictive maintenance helps identify potential failures before they occur, maximizing asset efficiency and longevity.
• Facilitates Risk Management: Proactively managing risks associated with assets helps mitigate potential losses and disruptions. An effective AMP identifies and addresses vulnerabilities, prepares contingencies, and ensures compliance with safety standards, securing the organization against unexpected challenges. This fosters resilience and enhances operational stability, which is critical for sustaining long-term growth.
• Streamlines Processes: An effective AMP eliminates inefficiencies and reduces redundancies by automating and standardizing operations. This ensures smoother processes and faster response times. Streamlined procedures maximize productivity and align every component of the asset lifecycle , leading to better overall performance and a more agile organization.
• Supports Financial Planning: Gaining a holistic view of all assets, valuations, and lifecycles offers a solid foundation for financial planning. It helps budget, forecast, and align financial strategies with long-term business goals. This clarity ensures more informed financial decisions, enhancing overall fiscal health.

How To Build an Effective Asset Management Plan Step-By-Step

Building an effective Asset Management Plan (AMP) requires methodical steps to ensure accurate tracking , optimal utilization, and risk management. 

Here, we break down each step, from defining objectives to utilizing advanced software to streamline processes and enhance efficiencies.

1. Define Asset Management Objectives and Goals

Setting clear objectives and goals for your asset management plan (AMP) is fundamental to success. By understanding your aim, you can effectively tailor your strategies to meet these needs. Consider the following: 

• Identify Key Assets: Determine which assets are most critical to your operations.
• Set Performance Benchmarks: Establish metrics to gauge asset performance.
• Align with Business Goals: Ensure your AMP supports overall company objectives.
• Focus on Sustainability: Incorporate long-term sustainability into your goals.

2. Conduct a Complete Asset Inventory Audit

A thorough asset inventory audit is essential for understanding your organization's assets and current status. This step involves identifying and documenting all physical and digital assets, ensuring nothing is overlooked. Here are some key steps: 

• Document Assets: Record details like make, model, and serial numbers.
• Classify Assets: Categorize assets based on type, location, and usage.
• Verify Ownership: Confirm which departments or individuals are responsible.
• Assess Condition: Evaluate the current state and functionality. 

3. Develop Asset Management Policies and Procedures

Developing comprehensive asset management policies and procedures is critical in ensuring efficient and effective utilization of your assets. These guidelines provide a solid framework for consistently managing assets across the organization and serve as an essential reference for your team. Here's how:

• Define Clear Asset Policies: Establish clear policies that outline each asset's ownership, accountability, and use to avoid ambiguity.
• Standardize Procedures: Develop standardized asset tracking, maintenance, and disposal procedures to ensure uniformity across all departments.
• Implement Compliance Measures: Ensure your policies align with regulatory requirements and industry standards to maintain compliance.
• Regularly Update and Review: Review your asset management policies to incorporate new technologies and evolving business needs.
• Document All Processes: Maintain comprehensive documentation of all asset management processes to facilitate new employee training and onboarding.

4. Implement Asset Tracking and Monitoring Systems

Implementing asset tracking and monitoring systems gives you an accurate view of your assets' locations, conditions, and utilization rates. Leveraging advanced technologies like IoT and AI will provide precise data that enhances operational efficiency and decision-making. Here's how:

• Choose The Right Technology: Assess your specific needs to select appropriate IoT devices and tracking methods that suit your organizational requirements.
• Integrate with Existing Systems: Ensure your asset tracking system seamlessly integrates with your existing infrastructure and software solutions for unified data management.
• Enhance Data Accuracy: Utilize automated data capturing to minimize errors associated with manual entry, thus boosting the reliability of your asset information.
• Accurate Monitoring: Implement monitoring systems to continuously monitor asset conditions and locations, allowing prompt response to anomalies or issues.
• Facilitate Easy Access: Deploy user-friendly platforms that provide stakeholders with accessible and comprehensible data, ensuring effective asset management.
• Security Measures: Establish robust cybersecurity protocols to protect sensitive asset tracking and monitoring data.
• Scalability: Choose a scalable system that can grow with your business needs, accommodating additional assets and functionalities as required.

5. Assign Roles and Responsibilities

Assigning roles and responsibilities is critical in ensuring your asset management plan operates smoothly. Clear delineation of tasks helps prevent overlap, reduces confusion, and enhances accountability among team members. Here's how:

• Define Key Roles: Identify essential positions such as Asset Manager, Maintenance Supervisor, and IT Support.
• Allocate Responsibilities: Assign specific duties to each role, ensuring everyone understands their tasks and objectives.
• Encourage Collaboration: Promote teamwork among departments to foster efficient communication and problem-solving.
• Set Performance Metrics: Establish clear criteria to measure the effectiveness and efficiency of each role.

6. Develop a Maintenance and Inspection Schedule

Regular and preventative maintenance and routine inspections are paramount to prolonging the life and performance of your assets. By developing a well-structured schedule, you can preemptively address potential issues and ensure continuous operational efficiency. Here's how:

• Preventive Maintenance: Schedule regular checks to address wear and tear preemptively.
• Inspection Frequency: Define how often each asset type should be inspected based on its criticality and usage.
• Documentation: Keep meticulous records of all inspections and maintenance activities.
• Responsibility Assignment: Clearly assign tasks to specific personnel to avoid ambiguity.

7. Establish a Budget and Financial Plan

Establishing a budget and financial plan is vital for effective asset management. This ensures you have the necessary funds to acquire, maintain, and optimize your assets. 

Here's how you can create a good financial plan:

• Determine Required Budget: Identify the funds needed for asset acquisition, maintenance, and upgrades.
• Allocate Resources: Distribute your financial resources effectively across various asset categories.
• Plan for Contingencies: Set aside funds for emergency repairs or unforeseen costs.
• Review and Adjust: Regularly review your budget to ensure it meets the evolving needs of your organization.

8. Implement a Risk Management Strategy

Integrating a comprehensive risk management strategy into your asset management plan is crucial. This ensures you can anticipate potential issues and mitigate them effectively. 

Here are the steps you should follow: 

• Identify Risks: Assess all risks associated with your assets, from natural disasters to technological failures.
• Analyze Impact: Determine the potential impact of each identified risk on your operations and finances.
• Develop Mitigation Plans: Create strategies to reduce the likelihood and impact of each risk.
• Monitor and Review: Regularly update the risk management plan to reflect new threats and mitigation strategies.

9. Train Staff and Promote Awareness

Ensuring your team is well-informed and trained on asset management practices is essential for the smooth implementation of your AMP. Regular training and awareness campaigns can significantly enhance efficiency and compliance. 

Here's how:

• Conduct Regular Training Sessions: Schedule periodic sessions to keep the workforce updated.
• Encourage Innovation: Promote individual innovation and ownership of new processes.
• Focus on IoT Skills: Consistently upskill staff to handle IoT technologies effectively.
• Promote Preventive Maintenance: Encourage practices that improve efficiency and asset lifespan.

10. Monitor Performance and Review the Plan Regularly

An effective asset management plan is dynamic and requires continual monitoring and regular reviews to stay relevant and beneficial. Constantly assessing the plan's performance helps identify areas for improvement and adapt to changing circumstances, technologies, and business needs. 

• Track Performance Metrics: Regularly measure key performance indicators (KPIs) related to asset utilization, maintenance costs, downtime, and return on investment (ROI).
• Conduct Regular Audits: Periodic audits help identify discrepancies in asset records, ensuring all assets are accurately accounted for and managed.
• Gather Feedback: Collect input from staff and stakeholders to understand their challenges and identify opportunities for process improvement.
• Update the Plan: Revise your asset management plan to reflect new goals, technological advancements, and business adjustments.
• Review Compliance: Ensure all regulatory requirements and industry standards are continually met by reassessing compliance regularly.
• Analyze Data: Use data analytics to uncover trends, predict future asset needs, and optimize resource allocation.
• Benchmark Performance: Compare your performance metrics against industry standards and best practices to identify areas where you can improve.

11. Utilize Asset Management Software

Modern asset management requires leveraging advanced software solutions to track, monitor, and manage assets effectively. Implementing robust asset management software can streamline operations and provide insights. 

Here's why asset management software is indispensable for your strategy: 

• Accurate Monitoring: You will gain instant access to all assets' current status and location, ensuring accurate and timely data.
• Error Reduction: Eliminate manual entry errors and inaccuracies commonly associated with traditional tracking methods.
• Predictive Maintenance: Using data-driven insights to anticipate maintenance needs reduces downtime and enhances asset reliability.
• Cost Efficiency: Identify underutilized assets and optimize their deployment, potentially deferring capital investments.
• Integration with IoT: Leverage IoT technology to capture and analyze vast amounts of data, facilitating smarter asset management decisions.
• Enhanced Compliance: Ensure adherence to regulatory standards and improve audit readiness with comprehensive documentation and reporting features.
• Scalability: You can easily scale your asset management plan as your business grows, seamlessly accommodating new assets and expanding operations.

Maximize Asset Management Efficiency With RedBeam

Developing an effective asset management plan is crucial for maintaining control over your resources and ensuring optimal performance across your organization. By following the steps outlined in this guide, you can create a comprehensive strategy that addresses your asset management needs and leverages the latest technologies to enhance efficiency and reduce costs.

RedBeam provides the perfect solution to support your asset management plan. With its intuitive interface and robust features like fixed inventory tracking, asset tagging, and detailed history recording, RedBeam simplifies the process of managing and monitoring your assets. This powerful tool ensures you have complete visibility and control over your resources, helping you achieve your asset management goals.

Don't let disorganized assets and inefficient processes hold you back. Experience the benefits of a streamlined asset management system with RedBeam. Try RedBeam today and take the first step towards a more efficient and effective asset management plan.

Try it now or schedule a demo to experience the benefits firsthand.

• [email protected]
• Call (866) 670-7483

• Equipment Financing
• Posted on December 31, 2022
• Kortney Murray

The first step in asset planning is, of course, to create the plan . An asset management plan will serve as a road map for you and your company to carry out your asset management strategy.  Not sure how to get started?

In this article, we will lay out five essential steps to building an asset management plan for your organization. 

What is an Asset Management Plan (AMP)?

But first, what exactly is an asset management plan (AMP)? An AMP is an organizational plan that defines the actions that will be taken to develop, operate, maintain, upgrade, and dispose of company assets. It will also define what resources will be applied to carry out these objectives.

All of this will be done most cost-effectively through the analysis of all the costs, risks, and performance attributes associated with the assets.  An AMP can be created for an individual asset, a portfolio of assets, a group of assets, or a class of assets.

It should keep in mind all timelines of each asset to extract as much value from each.  In simple terms, with an AMP, you will summarize the goals of each asset’s life cycle, then break down weekly, monthly, and yearly tasks to help achieve those goals.

So why should you create an AMP? Well, not only does it act as a guide for important decision-making processes, but you will also find there are many benefits to your business. 

Benefits of Asset Management

Here are some of the most common benefits companies will experience when undergoing asset management processes: 

• Reduction of customer complaints
• Increases customer value
• Improves efficiency
• Helps create a budget for the future
• Ensures compliance with regulations and industry standards
• Assets are well-maintained
• Reduces loss
• Prevents theft

Sounds good? Great! But what if you don’t have the organizational skills to come up with an AMP? You can consult an asset management firm to help you. These experts can provide you with more information to help organize and manage your assets. 

But if you are ready to dive in yourself, check out the following 5 steps to building an asset management plan for your business. 

1. Come Up With A Strategy

If your organization does not already have one in place, you will first want to come up with an asset management strategy. To do so, you will need to:

• Assess stakeholder needs: Identify and prioritize the people who will be affected by your AMP. Then do a stakeholder analysis to assess how stakeholder interests should be addressed in your plan. 
• Do a SWOT analysis/risk assessment: Analyze SWOT (strengths, weaknesses, opportunities, and threats) in your organization. This will help you identify and analyze the factors that can shape current and future operations. 

After these assessments, you can go about creating the following:

• Policy and Objectives: These should outline how your company will value, support, use, and implement asset management activities. Make sure the owner/most senior staff member signs off on this document!
• Strategic Asset Management Plan (SAMP): This organizational strategy document will highlight the objectives you want to achieve in your asset management strategy . Outline the tactics your organization will take to convert organizational objectives into asset management objectives. In the SAMP, focus on identifying your assets, defining stakeholders’ needs, and connecting these things to other plans or standards. 

2. Analyze and Record Current Assets

As you are completing your SAMP, you will also want to do a complete asset inventory of your current assets. This will bring an awareness of what exactly you’ll be managing. Your asset inventory should include the following information:

• Asset description
• Asset location
• Current asset value
• Purchase date
• Estimated useful life

Complete an asset register recording all your current assets. The asset register should outline how and what asset data should be collected throughout its lifecycle.  It is most helpful to input the register into an Enterprise Asset Management (EAM) system, or a Computerized Maintenance Management System (CMMS).

Having asset management software to keep track of your assets will save lots of time, keep you organized, and prevent errors from occurring.  As you record your assets, make sure to assess the condition of each item and how critical they are in implementing the company’s needs.

Having a grasp on the current state of your assets will allow you to schedule maintenance as needed. It can also help you specify how much you want to invest in each asset for the needs of your organization.  For instance, ask yourself how long you will allow the depreciation of your equipment until you renew or replace it.

If possible, circle back on an annual basis to best optimize each critical asset’s maintenance plan. This will help ensure the asset is getting the exact care and maintenance it needs to reach organizational objectives. And you’ll save some money in the long run. 

It is also helpful to be aware of how important each asset is. What would happen if it failed to perform its function? If it would upset the workflow of the whole business, you will need to prioritize it above other less important assets. 

3. Calculate Asset Costs

To figure out an asset’s value, not only will you need the asset’s purchase price, but you will also need to assess other asset life-cycle costs. This is a part of lifecycle management. Getting as accurate as possible with your asset costs will directly relate to an effective and efficient AMP. 

To calculate total asset costs, you will need to know things like:

• Maintenance costs
• If the asset is a capital asset or an expense
• Condition and performance modeling
• Disposal costs

From there, you can determine the cost, quality, quantity, efficiency, reliability, function, capacity, and safety of the services you will provide your assets. It is important that your AMP is able to match the level of service that assets provide to the customers’ expectations. You will need to find the balance between the cost to deliver the asset and the level required.

Think about the following: 

• How do the business’s goals impact the asset’s service levels?
• How do regulatory requirements impact service levels?
• What level of service is the asset currently getting?
• Does the service level meet the needs and expectations of the asset’s users?
• If that level of service could change, how, and if there is enough funding for it?
• How much does it cost to service the asset annually?

Once you’ve determined the levels of service you want to achieve, use a lifecycle modeling tool to help you come up with a financial plan for maintenance, renewal, or replacement for each asset.  Factor in any forecasted growth.

Is the demand for the assets expected to increase or decrease? What investments will you need in the future to reach the expected demand? Also, prepare for any possible contingencies.  With all of this information, create a five-year plan, a 10-year plan, or even a 20-year plan.

Include the following: 

• Background information: Include the asset’s age, size, capacity, condition, performance, current value, and previous management summaries. 
• Risk management plan: List any possible risks that can affect the service delivered by the asset. Do the risks threaten any of the business’s objectives? How will the risk be identified and evaluated? What measures will be taken to mitigate those risks?
• Operating plan: Define the strategies to maintain the required service levels, determine which operational tasks will be a priority, and summarize any possible future costs of operation. 
• Asset maintenance plans: Define the maintenance strategies necessary to maintain the required service levels, determine which maintenance tasks are a priority, and summarize any possible future costs of planned maintenance. Include any expenditures that will be for the restoration, replacement, or renewal of an existing to be restored to its original capacity. 
• Capital planning: Name any possible new investments that will create a new asset or upgrade or improve an existing one to a higher potential. If you need help with this section, you may want to consult an investment advisory service with registered investment advisors on staff.
• Disposal plan: Figure out in which ways you will want to dispose of an asset that has reached the end of its useful life. Will it be sold, demolished, or relocated? Consider when you will be disposing of these assets and how much it will cost to dispose of them. 

Make sure to keep this data up-to-date by reviewing and updating it quarterly. Then track any changes that have occurred every year. 

4. Implement Proactive Asset Management

Using the data collected from the previous steps, come up with an asset management plan that is the most cost-effective and proactive. Plan when to do preventative maintenance or repairs for each critical asset. Also, plan when to dispose of and replace the asset after its estimated life cycle is over.

Having a plan in place will inevitably increase asset performance long term. The Annual Works Plan will give you a short-term plan for those assets that need preventative maintenance. Make sure that you are following the guidelines of the manufacturer to ensure you follow the timeline of expected repairs.

There may also be some statutory requirements for the asset that you must follow.  You can, however, modify the expected plans in case it benefits your business in some way.  Once your Annual Works Plan is completed, you can establish work orders to carry out the scheduled maintenance.

This can be done on a daily or weekly basis, or as needed. It will be helpful to have some kind of planner or scheduler or staff member to keep up with these work orders.  After implementing your plan, take a step back to see if it is helping you achieve the outcomes you were looking for from your AMP.

Look closely to see if the plan helped shaved off any extra costs or avoided any risk. Are you getting the most efficiency and effectiveness possible out of your resources? It can help if you can establish a good working relationship with your contractor and procurement teams.

Ensure you are getting the best resources for each maintenance job. Be communicative about the work being done to improve the chances of it being done most effectively and efficiently.  To increase the ability of workers and staff to plan, assign, and carry out maintenance, use a mobile work order application .

If all members have the same application, this will be a far less hassle than sourcing data from completed jobs, then manually entering them into your current system. 

5. Make A Long-term Financial Plan

Having your asset management systems in place will help you plan your business’s finances long-term. With all the information accurate and organized, now is the time to look further down the line.

With a long-term financial plan, you will be able to speculate whether your current asset management objectives are feasible. Then you can make adjustments as needed. 

In your long-term financial plan: 

• Include and summarize all the financial requirements to manage assets
• Include cash flow forecasts for the next one to five years
• Provide in detail how assets should be treated in the long-term scenario (as capital or expense)
• Determine the best funding strategies and when to implement them 

If necessary, contact a financial advisor to help determine when and if you may need additional funding. They can also help you tweak your plan to have a more accessible financial flow. Need more financing ? Here at Coastal Kapital, we can help.

Road Map to Success

Asset planning may sound complicated. But if you break down the five steps we’ve laid out, you will find that once you’ve got a process in place, your company will turn into a well-oiled machine. Having a strategy will allow a unified vision for your staff to work from.

Then defining your assets in detail, calculating their life-cycle costs, and planning proactive management will ensure each asset is getting the level of care to perform at its best. And finally, completing the long-term financial plan will give you an idea of any roadblocks you may encounter along the way, allowing a clear road map to success (and profit !). 

The Top 5 Strategy Templates For Asset Managers

Asset Management strategy is about aligning investments, managing risks, and optimizing asset distribution to meet the financial goals of an organization. It's a critical task that requires precision, foresight, and the right tools to stay ahead. Get ready to explore the top free templates that will transform strategy planning from a complex challenge into a structured, manageable process. Each template is designed to streamline efforts, ensuring you're not just keeping pace, but setting the pace in a competitive landscape.

Managing An Asset Management Strategy

Managing an Asset Management strategy is crucial for achieving long-term financial stability and growth. Precision in aligning investments and managing risks ensures that the distribution of assets effectively meets the organization's financial objectives. The right strategy not only safeguards assets but also identifies opportunities for portfolio expansion and diversification.

A well-crafted strategy is indispensable. It offers a clear roadmap for decision-making and helps in navigating the complexities of the financial markets. With a robust strategy, Asset Managers can anticipate market changes, respond swiftly to economic fluctuations, and maintain a competitive edge.

The significance of an excellent business strategy for Asset Managers cannot be overstated. It's the difference between reactive management and proactive leadership. A superior strategy allows for the optimization of asset allocation, enhancing performance against benchmarks and peers.

Effective strategy execution is as vital as the strategy itself. This execution hinges on having a structured approach to strategic planning.

The upcoming sections delve into the top free Asset Management templates. These resources are designed to simplify the strategic planning process, offering clarity and structure. They are the tools that will help you not just compete, but lead in the world of asset management. Ready to elevate your strategy? The next templates are your stepping stone to strategic excellence.

Integrated Master Plan Template

Asset Managers need a comprehensive plan that captures the full scope of their strategy, from the big picture down to the minutiae. The Integrated Master Plan Template serves this very purpose, providing a structured approach to align project management with financial objectives.

What's included in this template:

• Focus areas: The template outlines key areas such as streamlining project management processes, which help Asset Managers maintain control over their strategic direction.
• Objectives: It sets specific, measurable goals like enhancing quality or reducing waste, enabling Asset Managers to track and achieve desired outcomes effectively.
• KPIs: By establishing measurable targets, Asset Managers can quantify their progress and adjust their strategies to ensure peak efficiency and productivity.

This free template is for project managers and teams looking to create a thorough plan that covers every angle of their projects. It is a tool for those who aim to define goals, track progress, and steer their projects towards successful outcomes with precision.

Using the Integrated Master Plan Template gives you a clear advantage in strategy execution. Don't just manage your assets—optimize and excel in your strategic objectives with a plan that is both comprehensive and easy to implement.

👉 Use this free template

Business Strategic Plan Template

Asset Managers require a strategic plan that is not only clear and comprehensive but also adaptable to the fluid dynamics of financial markets. The Business Strategic Plan Template is essential for structuring a strategy that aligns with the organization's financial goals, providing a tangible framework to navigate market complexities and optimize asset distribution.

• Focus areas: This template includes various focus areas such as operational efficiency, brand awareness, and employee retention which are crucial for Asset Managers.
• Objectives: The template outlines specific objectives under each focus area, ensuring they are achievable, measurable, and directly tied to the overarching goals.
• KPIs: Key Performance Indicators are provided to set measurable targets for each objective, allowing Asset Managers to track progress accurately and make informed decisions.

This free template is tailored for strategy leaders and operations teams within the asset management sector, looking to crystallize their strategic vision into a structured plan. It helps Asset Managers stay focused, measure success, and adjust their strategies as needed to remain competitive and achieve long-term growth.

Now is the time to refine your strategic planning process. With this free template, you can set your focus areas, objectives, and KPIs to ensure a comprehensive strategy that drives your asset management forward. Don't let complexity hold you back. Harness the power of structure and clarity today.

2 Year Strategic Roadmap Template

Asset Managers face a dynamic financial landscape where strategic agility is key. The 2 Year Strategic Roadmap Template is tailored to help Asset Managers systematically approach their strategic planning. It provides structure and clarity, enabling you to set a solid course for asset allocation, risk management, and investment opportunities over a two-year period.

• Focus areas: The template includes focus areas such as automation and digital transformation, which are critical to staying competitive in the asset management industry.
• Objectives: It outlines objectives to increase operational efficiency and reduce costs, which are essential for optimizing asset distribution and performance.
• KPIs: Key performance indicators are provided to measure progress, like decreasing manual process time, ensuring targets are met effectively.

This free template is for leaders who aim to steer their organizations toward clear financial goals with precision. It's for those who value a systematic approach to strategizing and understand the importance of a cohesive, well-communicated plan. Using this roadmap, teams can unite under shared objectives and collaborate effectively to achieve strategic outcomes.

The 2 Year Strategic Roadmap Template is a powerful tool that can propel your strategy forward. It's designed to help you set clear goals and measure success in tangible ways. In a fast-paced financial environment, having a structured plan is essential.

10 Year Strategic Roadmap Template

Asset Managers know that long-term vision is crucial for sustained success. The 10 Year Strategic Roadmap Template is a powerful tool for visualizing and plotting a course over the next decade. It ensures that long-term financial goals align with strategic initiatives and keeps the organization's trajectory clear and focused.

• Focus areas: The template includes focus areas like developing product innovation, enhancing marketing strategies, and boosting production efficiency.
• Objectives: Objectives are clearly defined, with examples like creating new products, increasing customer satisfaction, and improving customer loyalty.
• KPIs: The template contains measurable KPIs tailored to each objective to ensure progress can be tracked and goals met.

This free template is perfect for organizations aiming to build a solid foundation for the future. It helps Asset Managers ensure their strategies are comprehensive, with clear objectives and measurable outcomes. It's not just about setting goals but about creating a structured path to achieve them.

The product helps Asset Managers stay on course, making it easier to adjust strategies and react to market changes quickly. It's a must-have for anyone serious about long-term strategic success.

Strategic Management Process Template

Asset Managers need a structured approach to navigate the complexities of investment landscapes and achieve targeted outcomes. The Strategic Management Process Template offers a comprehensive framework to align strategy with actionable goals, ensuring a competitive edge in the dynamic market.

• Focus areas: This template includes three key focus areas to concentrate your strategic efforts and maintain a competitive edge.
• Objectives: Six specific and measurable objectives are provided for each focus area to guide your strategy toward its goals.
• KPIs: The template features six KPIs to help you measure the success of your strategies and ensure you're on track to meet your objectives.

This free template is a strategic ally for Asset Managers who aim to optimize their strategic management processes. It helps to clarify goals, streamline strategy formulation, and enhance performance evaluation, making it ideal for organizations committed to excellence in asset management.

The Strategic Management Process Template is a valuable tool for any Asset Manager looking to refine their strategy execution. It simplifies complex planning and fosters an environment of continuous improvement.

Best Practices For Your Asset Management Strategy

Optimizing asset management strategy is more than just a good practice—it's a necessity in today's market. With the right approach, Asset Managers can ensure their strategies are resilient, adaptable, and capable of driving sustained growth. Success hinges on the ability to translate strategic vision into tangible action, where every decision is informed by a deep understanding of market trends and organizational capacities.

For Asset Managers, precision is key. Every strategic plan must be meticulously crafted with a focus on the alignment of assets, risk management, and distribution strategies to achieve financial targets. The best practices in strategy execution demand a rigorous analysis of internal and external factors, combined with a steadfast commitment to the organization's core objectives.

Asset Managers must embrace innovation and digital transformation as part of their strategy to stay ahead. This includes adopting tools like a PMO software that offers real-time insights and facilitates agile responses to changing market conditions. Leveraging data analytics is essential for making informed decisions that optimize asset performance.

Collaboration across departments also plays a pivotal role in effective strategy implementation. Clear communication and shared objectives ensure that every team member is aligned with the strategy's goals, fostering a culture of unity and purpose.

Finally, continuous monitoring and evaluation of strategy performance are vital. Asset Managers need to establish robust KPIs and regular review processes to measure progress, adapt strategies, and celebrate successes. This proactive approach allows for course corrections and ensures that the strategy remains aligned with the dynamic financial landscape.

With these best practices, Asset Managers can build a strategy that not only withstands the test of time but also propels the organization towards its financial aspirations. For an in-depth analysis of common pitfalls in strategy execution and how to overcome them, Asset Managers can benefit from insights provided in the Cascade Strategy Report for 2022 .

It's Time To Make Your Asset Management Strategy Shine

Asset management demands precision, and the templates discussed offer the structure required for strategic clarity and execution. They are the foundation for Asset Managers to streamline their processes, from setting clear objectives to tracking progress with actionable KPIs. With these tools, strategy transitions from a daunting task to an achievable, systematic process.

The Integrated Master Plan, Business Strategic Plan, and the varied Strategic Roadmap Templates are specifically designed to align with your organization's goals. They provide a clear path forward, helping to navigate the complexities of asset allocation, risk management, and market responsiveness. Utilizing these templates ensures that your strategies are not only well-planned but also adaptable and resilient.

It's clear that the right tools make all the difference. They empower Asset Managers to not just compete but lead in their industry. As you look to enhance your strategic approach, consider the power of a centralized platform where all these elements come together seamlessly. Learn more about how Cascade, the world's #1 Strategy Execution Platform , can centralize your strategy and help your team adapt faster than ever.

Ready to see how it all works? Take the next step and uncover the full potential of your Asset Management strategy. Book a demo with Cascade today and bring your strategy into focus, ensuring that every aspect of your asset management is streamlined and effective. Start your journey to strategic excellence.

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How to Develop a Strategic Asset Management Plan

Last Updated: August 24, 2023 Approved

This article was co-authored by Jill Newman, CPA . Jill Newman is a Certified Public Accountant (CPA) in Ohio with over 20 years of accounting experience. She has experience working as an accountant in public accounting firms, nonprofits, and educational institutions, and has also honed her communication skills via an MA in English, writing jobs, and as a teacher. She received her CPA from the Accountancy Board of Ohio in 1994 and has a BS in Business Administration/Accounting. wikiHow marks an article as reader-approved once it receives enough positive feedback. In this case, 95% of readers who voted found the article helpful, earning it our reader-approved status. This article has been viewed 107,400 times.

Developing and implementing a strategic asset management plan (SAMP) will allow for a detailed understanding of what physical assets are currently held, their value, future value, and costs associated with maintaining them or disposing of them. These plans are often created as part of a more comprehensive disaster plan, which can include intangible assets such as reputation, brand, and patents. We'll help you through the planning phase so you can manage your company's assets and meet your organizational objectives.

Preparing Strategic Asset Management Plans

• A strategic asset management plan will allow you to understand how effective your assets are being utilized.
• The value over the entire lifecycle of an asset can be determined and planned for.
• You can dispose of costly assets that are not deemed necessary and generate funding from their sale.

• Collect information about which assets your organization currently holds. This information should be available from company accounting records. Confirm the records with a physical audit of the tangible assets.
• Think of how well your assets are serving the goals of your organization or individual department. Consider your company's short-term and long-term goals and then use this information to help you determine how the assets may be assisting or hindering your organization.
• Take into account projected costs for any asset to learn what steps you need to take now.

• Some assets may be necessary to hold but may require upgrades.
• Certain assets may be deemed non-essential or extraneous and may not require further holding by your organization.
• For example, your organization may own a manufacturing plant or lease a building for operations or administration. The value to cost ratio of this plant will need to be assessed to fully determine just how important it is to your organization's goals. Be sure to separate individual assets within a building based upon cost, contribution, frequency of use, and importance. You will likely need to work closely with other departments to fully understand their procedures.

• Acquisitions (including leases or rentals).
• Operations.
• Maintenance.
• Risk assessment and management.

Creating a Strategy For Assets

• This phase may also include replacement assets.
• Cost to benefit analysis should be calculated before acquiring or leasing an asset.
• Only assets that have already been evaluated as being necessary should be acquired.
• For example, your organization might want to expand and acquiring a new facility could be part of your acquisitions planning phase.

• Any operational costs should be considered during this phase.
• If any training is required in relation to the asset it should be factored into this phase of the strategy.
• For example, an industrial water filter will have a certain cost attached to its function over time. Including this operational cost will let you compare it to other costs in order to make a good strategy for its management.

• Keep in mind that all of a company's assets are important for carrying out the strategic plan. The physical assets that your organization owns will all require some type of maintenance to improve your chances of success.
• Details of planned future maintenance operations should be included in this phase.
• Include projected costs of maintenance over time.
• For example your company may own an older facility. It can be expected than that maintenance costs will likely continue to rise. These rising costs will factor into the organization's decision regarding the future of the facility.

• Include the reasons for disposal.
• List the methods of disposal.
• If the asset is being sold list the value that it could generate.
• All assets should have a disposal plan that details when they are to be disposed of and when.
• For example, your organization might have recently acquired a new shipping vessel. Even though it is new, you should have a planned retire date for the ship based on projected operational and maintenance costs compared to how critical the ship is to your company's functions.

• Consider the cost of the asset over its entire lifetime.
• Consider costs of disposal as well as any funds generated from the sale of disposed assets.

• Keep in mind that all of a company's assets, whether they are physical, financial, human, information or intangible, will have different risks associated with each of them. You will need to address all of these risks.
• Funding should be made available for the replacement of essential assets in case of an emergency.
• Plans to quickly acquire key assets in the event of their loss can be included in your risk assessment.
• For example, there may be a low risk that your company's generator will stop working as long as it is properly maintained. However, should it fail to be maintained, having a plan in place can help minimize loss.

Using the ISO 55000

• The ISO 55000 will take you through the entire process of creating your strategic asset management plan.
• The ISO 55000 can help you meet regulatory laws and requirements that might be demanded from your organization.
• The ISO 55000 meets international standards including the American National Standards Institute and ASTM International standards. [1] X Research source
• The ISO 55000 is becoming a necessary standard when working with clients, insurers or investors.

• Assets are things of value that a company owns or is responsible for.
• Asset systems are groups of assets that must function together.

• Mission statement and introduction.
• Information about your organization including the state of your business, needs of clients, and an asset portfolio.
• A section that details the planning process that went into your strategic asset management plan.
• Objectives for your asset management program.
• Strategic plans that include targets, time-frames, priorities and who is responsible.
• Lastly your strategic asset management plan should detail risks and end with a conclusion.

• A planning process that is backed up by strong strategies suited to your organization.
• Your plan should include both assets and asset systems.
• Any objectives presented need to be included clearly and plainly.

Expert Q&A

• Plans should be arranged in order of asset priority. Thanks Helpful 0 Not Helpful 0
• Breaking the plan down into smaller departmental plans can help make the plans more effective. Thanks Helpful 0 Not Helpful 0
• Each asset will have a six part plan. Thanks Helpful 0 Not Helpful 0

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• ↑ http://www.slideshare.net/FAL1/iso-55000-where-are-your-key-assets
• ↑ http://www.assetmanagementstandards.com/iso-55000-standards-for-asset-management/

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How to Develop and Write an Asset Management Strategy

An asset management strategy is a document that outlines where your current asset management efforts stand, assesses changes that need to be made within the next 3–5 years, and outlines the high-level actions you need to take to get there. 

This guide will e xplain the difference between an asset management policy and a strategy and share the information you will need to write your strategy with real-life examples.

Where does the asset management strategy sit in the document hierarchy?

Businesses use an asset management strategy to describe the high-level goals they need to achieve in order to meet the company’s asset ownership, use, and care requirements. The document usually includes a business case showing the potential benefits the company can achieve by following the outlined strategy.

The image below illustrates where the asset management strategy sits in the asset management document hierarchy.

Here are quick explanations to help differentiate between a policy, strategy, and plan:

• Asset Management Policy : The policy outlines the company’s objectives and requirements for asset ownership, use, and care. It provides guiding principles for asset management, including applicability, responsibility, high-level procedures, and a clear statement of the company’s overall approach to maintenance. 
• Asset Management Strategy: A strategy document takes the company objectives and requirements from the policy, and turns them into specific focus areas for the next three to five years. It outlines the current state of asset management within the company and its goals for improvement. It often includes a business case that predicts potential benefits of pursuing the strategy.
• Asset Management Plans : A plan takes the high-level aspirations and goals in the strategy document and turns them into shorter-term, actionable tasks. One strategy document will result in many plans, usually one for each department or business unit.

Now that we know its purpose, let’s see what it takes to create a proper asset management strategy.

The Essential Guide to CMMS

The steps for developing your asset management strategy

There are clearly many details and considerations that go into creating an effective asset management strategy. So how does an organization create one? 

By taking the following steps, you’ll end up with an asset management strategy that captures all the necessary details, fits the needs of your company, and sets the stage for effective asset management that supports your business plan.

Step #1: Identify a project sponsor

Creating an intricate, strategic approach to improving your asset management processes is a waste of time if nobody acknowledges or follows the guidelines. 

Appointing a senior manager as a project sponsor provides several benefits:

• Their involvement gives authority to the strategy production and provides line of sight to its impact across departments.
• Active involvement by the sponsor removes organizational roadblocks and helps with work prioritization — which keeps the strategy on track.
• A member of senior management will facilitate buy-in and decision-making from other leaders and ensure accountability for the strategy.

Step #2: Identify the project leader

The project leader manages the development of the asset management strategy. In this role, they are responsible for:

• Ensuring the process gets completed within time and budget constraints. 
• Liaising with the project sponsor to brief them on progress.
• Considering all relevant data and other company information necessary for a thorough and thoughtful outcome. 

In a small company, the project leader may also perform the data collection and writing of the strategy document. Larger companies may use a small team, which the project leader will manage.

Step #3: Assemble and analyze all data and documents

This is a time-intensive step that often requires data from multiple departments including engineering, maintenance, finance, procurement, and production. 

You will analyze this data to evaluate the effectiveness of your current asset management strategy and how well it meets business objectives. We will discuss more details of data analysis in a later section.

Data collection and analysis is considerably easier if your company uses a centralized database like an asset management software, a computerized maintenance management system (CMMS) , or an enterprise resource planning system (ERP).

Step #4: Outline the strategy

After analyzing the data, you should have clear insights into your current asset management practices, their effectiveness, and their efficiency. The data will point you to:

• Current activities and processes that deliver less than desirable results.
• High-level changes and initiatives to include in your strategy to work toward improvement.
• Potential benefits of pursuing those high-level changes and shifts in strategy.

During this process, the project sponsor will be a key resource providing guidance, insight, and support from management and other departments.

Step #5: Write the strategy

At this stage, you should have all the necessary pieces to formalize the strategy. 

The writing process should present a narrative explaining the current state of asset management in your company and the benefits of making a change. It should also outline general actions, deadlines, and targets. 

This can sound a little abstract. In the following sections, we will look at a few real-life examples, show you how to structure the document, and review what to include.

Step #6: Get approval from top management

Top management must review and accept the proposed language for your new asset management strategy to ensure it aligns with business objectives. Approval from decision-makers means it is ready for implementation and employees will be held accountable for carrying it out.

Enter the document into your quality system for revision and amendment control. Any major changes should require resubmission for further approval. 

Step #7: Implement the strategy

Sending out the document and expecting compliance will not work. There is an education component to implementation. Ensure all employee groups are trained and fully understand the goal of the strategy and their role in achieving it.

While they might have helped you gather data in previous steps, this is probably the first time they’re seeing the final strategy. They need to buy into the final product and believe it will be an improvement if you want it to be fully embraced and followed.

The data collection process

The data you collect in step four will be used for a gap analysis. This analysis will show the “gap” between how efficient your assets are today, and how efficient they could be at their best. It will also shed light on the operational and capital costs they incur. 

There are two components to consider for the gap analysis: current performance and theoretical maximum efficiency.

Benchmarking current performance

Find out what key performance indicators (KPI) your production team uses to measure their efficiency and effectiveness. Examples include equipment downtime (or uptime) and setup time.

Many of these measures will be in percentages. However, we recommend translating them into actual, data-driven outputs — whether the numbers of products, frequency of stock turns, or the count of non-conforming products. 

Remember, raw data is easier to relate to!

Identifying theoretical maximums

What could your plant achieve if everything ran like clockwork? 

To answer that question, gather original equipment manufacturer data or the asset performance results from similar plants that are an example of best practice. 

For example, if the KPI you are using is OEE (overall equipment effectiveness) , an often-quoted best OEE rating for a pure manufacturing plant is 85%. That would require equipment availability, performance, and quality metrics to be in the mid to high 90-percent range. 

If your OEE rate is 68%, you know the performance management gap you need to close through asset strategy management.

Capturing operational and capital costs

By capturing data on the cost of your current performance, you have a baseline against which you can compare future costs. Comparing these over time will show you the financial impact of the changes you implemented as part of your updated strategy.

Consider operational budgets — like engineering, maintenance, and spares turnover. Capital costs for asset replacements may also be important, as poor asset life cycles or frequent modifications require more capital spending, and thus can reduce profitability. 

Revenues, cost savings, and operating costs will be key to measuring production efficiency.

Developing your asset management strategy

With the gap analysis done, you must define the strategies that will close the gap between current and desired performance. These will become the basis for your strategy document.

Articulate an operational vision

Define a clear production goal for the business. It should be a stretch goal with measurable targets on a five to ten-year horizon.

For example, you may choose to:

• Reduce maintenance costs by V%
• Improve cycle time by W%
• Increase production capacity to X units
• Increase equipment reliability to 93%
• Move the factory to total productive maintenance (TPM)

Define the required high-level actions

Identify the broad practices the organization must change or implement to achieve the goals. These action plans should span three to five years due to the impact on employee workload, the available resources, and the budget.

Stay away from operational details and optimization . Leave that to the people writing the asset management plans .

Establish a business case

The effect of the changes on costs and production will have to be explained in order to justify the strategy. The business case you present should lay out the financial and operational justification and the expected change in key performance indicators .

Structuring your asset management strategy document

While the layout of such documents varies widely across industries and countries, the following list provides a basic key components that you may want to include in yours.

The summary should come first in the document to allow senior management to review the document’s findings without wading through all the details. It must be concise, highlighting the strategy’s key points, costs, benefits, and outcomes.

2. Purpose and scope

Describing the purpose and scope in-depth establishes strategic alignment with business needs. 

Describe why an asset management strategy is required and what it seeks to achieve. The strategy’s scope should explain the affected business areas and the time period — in years — to which the document applies.

3. Current assessment

This chapter summarizes the outcomes of the data analysis. Show how a world-class production environment in your industry performs in terms of output, delivery, or cost. Then describe how your business compares, based on your findings. 

Cover maintenance and reliability comparisons, including: 

• Overall equipment effectiveness (OEE) rates
• Reliability performance
• Cost per unit produced 

This chapter should also clarify why effective asset management is important, why changes are required, and how far the business has to go to achieve best-in-class operations.

4. Vision for future operations

When crafting the vision, describe what the business could look like in five or ten years. Be sure to focus on more than just production and maintenance metrics. Illustrate: 

• How the company culture may have changed
• What the organizational structure may have evolved into
• How roles and responsibilities will have altered
• Any physical changes or modifications that may have occurred to the structure of the business.

Avoid making unbelievable statements. 

If your business is in the third or fourth quartile for industry benchmarks, promising world-class performance in three years undermines the document and the analysis that supports it. You’ll struggle to gain buy-in, and your strategy is likely to fail. 

What creates support are realistic, continuous improvement targets, and a real business case that acknowledges the difficulty of the journey .

5. Strategic focus

Outline the key areas the organization needs to focus on over the timeframe covered by the strategy document. You had hundreds of areas for improvement to choose from. Yet, you selected only six to eight of them. Explain why.

Having clarified the focus, describe the expected outcomes. These must logically align with and help close the gaps between actual and theoretical performance. 

Finally, outline the processes to follow. 

For example, assume you have identified OEE as one focus area. Explain that the targets for improvement are equipment availability and performance, and the processes to be implemented will include reliability-centered maintenance and root cause analysis techniques .

6. Business case

This is the part of the document where you’ll need to make assumptions about the year-over-year improvements, the costs required to implement the changes, and the resulting benefits. 

Remember to include financial costs and benefits, as well as cultural, political, environmental, or technological gains. 

The business case is a justification for the strategy based on what the company expects to earn from improved production efficiency .

This section is your project plan. It outlines major milestones and timelines, indicating the required resources and the expected deliverables. It becomes the guideline for managers tasked with writing asset management plans.

8. Responsibilities and KPIs

The company’s asset management strategy will affect a wide cross-section of the organization. Therefore, the stakeholders and roles that are pivotal to the plan’s success must have clearly defined responsibilities.

It should also include key metrics, describing what will be measured, how to calculate KPIs, and the results expected over the strategy’s life.

Examples of public asset management strategies

Most privately owned companies do not publish their asset management strategies, given the confidential information they contain. But many public entities like councils or government organizations must publish theirs. 

Here are three examples,  along with some notes on what they do right.

• South Australian Government : This asset management strategy works at the right level, without dipping into unnecessary detail. It describes areas of focus and gives guidance on things to consider when individual agencies formulate their plans. Great examples are the life-cycle costing and asset register chapters on page nine.  
• Eastleigh Borough Council : This council’s strategy has a good example of a forward plan , describing key strategic objectives. 
• Kent County Council : This comprehensive plan has a good introduction, context, and purpose section. The vision and mission descriptions are first-class, and the strategy breakdown into thematic chapters is a great example of clear communication.

Start sooner rather than later

An asset management strategy drives improvements by comparing actual with ideal performance. By highlighting this performance gap and identifying priorities, best practices, and problem areas, the strategy sets goalposts for maintenance and other middle managers. 

It provides a clear case for change and sets expectations on timelines and results, providing a map for the organization to follow in the next three to five years. 

When done well, it supports constant incremental improvement for businesses that are intent on maintaining competitiveness through best-practice asset utilization.

To learn more about asset management and maintenance, keep browsing the Limble blog .

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Asset management template

Every large company is filled with valuable assets—from your most trusted team members to things you don’t think about (e.g. the bathroom plumbing). And each one needs to be managed properly. Keep tabs on company assets by tracking, overseeing, and managing them with an asset management template.

Sign up to create your own template.

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Many of us think of finances when we hear the word “asset.” But assets can be any object (large or small) that your company possesses, such as your office space or the raw audio file of your latest podcast episode. Your company likely has many different types of assets at any given moment. Managing all these business assets can get complicated—if you don’t have the right tools and systems in place to support you. 

That’s where an asset management template comes in.

What is asset management?

Because it involves many different components, asset management is usually cross-functional work that happens across role levels, departments, and teams. For example, it’s not unusual for the CFO, a team lead, and an individual contributor to all be involved in the same financial asset management project.

Types of asset management

Financial asset management is just one type of asset management, here are the others: 

Digital asset management: Managing digital files, services, or products—such as media files or a company blog.  

Fixed asset management: Managing fixed company assets (assets that can’t be quickly converted into cash), such as the plumbing inside your office space.

IT asset management: Managing company hardware and software, such as Microsoft software subscriptions and cloud storage.

Enterprise asset management: Managing physical infrastructure, such as machinery  or company vehicle maintenance. 

Financial asset management: Managing financial assets, such as stocks and real estate investments.

What is an asset management template?

An asset management template is an outline of your asset management workflow . This provides a clear set of asset management steps for team members and colleagues to follow, which reduces confusion and produces more consistent results. 

For example, let’s say you’re in charge of tracking company car usage each month. To start, a key step to your asset management process is to review the metrics for how often an employee signs out a car in any given month. You can save this (and other crucial steps) in your template. This way, even if someone else is managing the assets when you’re out of office, they know exactly what steps to take.

The benefits of using an asset management template

Whether you’re a small business, startup, or large enterprise company, creating an asset management template will help you keep your assets (and the teams responsible for them) organized. That’s because your asset management template:

Optimizes asset tracking: If you know what you have and where it lives, it’s harder to lose track of your assets.

Coordinates cross-functional efforts: Using a template ensures that all teams and departments are managing assets in the same way.

Provides visibility: Stakeholders can see how you’re managing assets, which is especially helpful for C-suite executives or if you work with clients.

Note that not all asset management templates are created equal. If you build your template in a project management tool , it becomes dynamic. You can easily update, share, and reproduce information as needed. This gives you more capabilities than if you use a simple Excel spreadsheet template, which you have to manually update each time your asset’s value changes or you acquire a new asset.

Who uses asset management templates?

While anyone can build and use an asset management template, certain companies, teams, and industries will benefit more than others. 

Here are some industries or departments that would greatly benefit from templatizing their asset management process, plus example use cases:

IT teams: When co-workers request products or services from IT departments, use a digital asset management template to triage and fulfill those requests. For example, if you’re distributing software licenses, you can save an asset management template that automatically receives new requests, assigns them to a team member to distribute, and sends the new software license out to the requester.

Manufacturing: Use your template to streamline your asset management system, including tracking your asset inventory and coordinating asset production across departments.

Human resources: Similar to IT, an HR team can use a digital asset management template to coordinate professional services for employees.

How to use an asset management template

There’s no strict playbook for managing assets. Assets can be many different things, and your company will likely have its own preferences for managing them. That means you’ll want a template that’s flexible and easy to use—or more than likely, you’ll want to create multiple templates.

But how do you create, save, and use a template for all these different functions? What if you need different templates for managing digital, fixed, and IT assets? Answer: Use work management software to build your asset management template. Once you build your digital template, you can use it to coordinate all your related asset materials—connect risk management plans, integrate with your resource management systems, and create clear roadmaps for how to use and boost your assets’ value.

You can create different types of asset management templates, including:

Asset tracking templates

Asset inventory templates

Asset management process templates

Asset management templates for specific types of assets (For example, digital, enterprise, or financial asset management templates)

Regardless of the type of asset management template you create, here are some helpful sections to include:

Dates: List the purchase date, production date, or date of distribution. This helps with tracking your asset.

Assignee: Who’s responsible for this asset? This is the person to go to for questions or updates on the asset.

Asset type: If your company or team manages different types of assets, you can segment them here. Certain assets read the same (e.g. a software subscription could seem like an IT asset or a digital asset). Clarifying the asset type in your template reduces this confusion.

Priority: How important is it that you manage this asset? This shows stakeholders and team members which assets are a higher priority to the business. 

Status: Is this asset currently being managed by a team member? Let stakeholders see the status of each asset, so they don’t worry about whether or not you’re managing assets properly.

Specific asset details: Depending on the type of asset, you might want to include additional details. For example, if the asset is your real estate holdings, you can include the purchase price, any revenue you’ve generated, and potential profits.

Integrations and apps to use with your template

Asana offers a host of features and app integrations to use with your asset management template.

Integrated features

List View . List View is a grid-style view that makes it easy to see all of your project’s information at a glance. Like a to-do list or a spreadsheet, List View displays all of your tasks at once so you can not only see task titles and due dates, but also view any relevant custom fields like Priority, Status, or more. Unlock effortless collaboration by giving your entire team visibility into who’s doing what by when.

Board View . Board View is a Kanban board-style view that displays your project’s information in columns. Columns are typically organized by work status (like To Do, Doing, and Done) but you can adjust column titles depending on your project needs. Within each column, tasks are displayed as cards, with a variety of associated information including task title, due date, and custom fields. Track work as it moves through stages and get at-a-glance insight into where your project stands.

Custom fields . Custom fields are the best way to tag, sort, and filter work. Create unique custom fields for any information you need to track—from priority and status to email or phone number. Use custom fields to sort and schedule your to-dos so you know what to work on first. Plus, share custom fields across tasks and projects to ensure consistency across your organization. 

Approvals . Sometimes you don’t just need to complete a task—you need to know if a deliverable is approved or not. Approvals are a special type of task in Asana with options to “Approve,” “Request changes,” or “Reject” the task. That way, task owners get clear instructions on what actions they should take and whether their work has been approved or not. 

OneDrive . Attach files directly to tasks in Asana with the Microsoft OneDrive file chooser, which is built into the Asana task pane. Easily attach files from Word, Excel, PowerPoint, and more.

Adobe Creative Cloud . Creative teams do their best work when they can focus on designing. With the Asana for Adobe Creative Cloud integration, creative and design teams can easily access the information they need to kick off work, get feedback from reviewers and approvers, and deliver final assets without leaving Photoshop, Illustrator, or InDesign. See new tasks, share designs, embed XD share links, and incorporate feedback delivered in Asana—all in Adobe Creative Cloud.

Google Workplace . Attach files directly to tasks in Asana with the Google Workplace file chooser, which is built into the Asana task pane. Easily attach any My Drive file with just a few clicks.

Dropbox . Attach files directly to tasks in Asana with the Dropbox file chooser, which is built into the Asana task pane.

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Asset management templates act as an outline for how you manage your assets. For example, you can create an asset management template that acts as a step-by-step guide for how to take inventory, track, and maintain your assets. This helps you establish a routine that anyone can follow. Some assets are extremely valuable, and using a template ensures that even when you outsource their management, all assets will be handled with the same care as if you were overseeing them yourself.

What does the term asset management refer to?

Asset management is how you organize, store, and oversee your assets. This process is crucial to ensuring that all assets are accounted for and properly handled. To organize and maintain a high standard for your asset management, you can use project management software to create and use a template that standardizes your process.

What is an example of asset management?

A common example of asset management is how a financial advisor oversees your investment portfolio. The advisor is responsible for managing the assets (like stocks, bonds, business, or real estate investments), knowing their past and current value, and maintaining your portfolio by adding or removing assets as needed.

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Knowledge Library

Developing and maintaining a Strategic Asset Management Plan

This publication provides practical advice for the development of a Strategic Asset Management Plan (SAMP). It explains the process of strategic planning and how this applies to:

• assets and their optimal, whole life cycle management
• improvements in the asset management capabilities of an organisation

The guidance is intended to complement the   ISO 55000 standards , providing insight into the role and suitable content for a Strategic Asset Management Plan (SAMP), and how it should be developed. 

The SAMP is a planning tool to clarify intentions, priorities and practices to be adopted. It takes a long-term view and considers the combination of organisation needs, stakeholder expectations and the realities of existing assets and asset management capabilities.

Using Developing and maintaining a Strategic Asset Management Plan (SAMP)

It is recommended that readers be familiar with:

• definitions and requirements for a SAMP set out in ISO 55000:2014
• ISO 55002:2018 Annex A - The Strategic Asset Management Plan (SAMP)
• BSI PAS 55:2008 specification for an Asset Management Strategy 

The trend towards more specialist roles and the sophisticated management of increasingly large and complex systems means it is harder for individuals within large organisations to see the whole picture. Explicit guidance outlining strategies, objectives and timescales is necessary, and this is the role of a SAMP.

ISO 55000 provides the following definition of a SAMP:

"Strategic Asset Management Plan: documented information that specifies how organisational objectives are to be converted into asset management objectives, the approach for developing asset management plans, and the role of the asset management system in supporting achievements of the asset management objectives." ISO 55000 definition 3.3.2

The definition alone does not adequately convey the intended documentation of strategic activities and outcomes. Developing and maintaining a Strategic Asset Management Plan (SAMP) was therefore produced to provide a planning tool for putting together a SAMP.

Buy Developing and maintaining a Strategic Asset Management Plan (SAMP)

The SAMP guidance publication is available to purchase as a PDF or printed publication, with a discount for IAM members.

Preview This Publication By Clicking Here

With thanks to our sponsors of this organisation. 

Related Knowledge

• Business Templates
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15+ Asset Management Plan Samples in PDF | DOC

Asset management  means the management of investments in the name of others. The aim is to grow a client’s portfolio over time while diminishing risk. Asset management is a system offered by financial institutions serving high net-worth individuals, government bodies, corporate sectors, and financial mediators. An asset management plan is a strategic plan for handling an organization’s capital equipments and other assets to deliver an agreed basic kind of service. Check out the various asset management analysis samples provided below.

Asset Management Plan

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An asset management plan refers to the activities that will be utilized and the resources that will be put to meet the asset management goals and as a result the organizational objectives. An asset management plan gives the direction to and the expectations for and individual asset, group of assets. Asset management plan s should be modified to specific time horizons for the organization.

Size: 115.8 KB

To create an asset management plan, it is important to keep in mind to input the section’s name and the description of contents. It will manage your organization’s infrastructure and other assets. Check the file in the template and use the details to help you create your own asset management plan.

Size: 3.6 MB

Get the full reference on the city asset management plan in the given sample which can help you to develop your plan if you go through the following key elements: introduction, summary of all assets details, funding requirements, individual asset information, 10-year budget information, and infrastructure asset management analysis report. Download it now to make your work hasslefree.

Size: 1.4 MB

To make your work easy, we have provided an infrastructure asset management plan sample where you will learn about its background, levels of service, future demand, life cycle management, plan improvement & monitoring and reference. If you consider these as important, download the  management sample  file and go through it properly. You will definitely gain a lot.

Size: 928.8 KB

Municipal asset management is the procedure of noting the lists, assessing, reporting, auditing, of municipal assets and, in a few cases, state properties as part of the decision making the procedure of local governments. If you want to create a plan for the municipal asset management, take help from the above study which will enable you with more detailed information and its procedures.

Size: 1.7 MB

Check the asset management improvement strategy study given in the template to upgrade your plan without much of a hassle. The objective of this strategy is to set out in a structured way. Follow the steps and processes to get assistance and make your task a lot easier. Take a look at it and grab the file now.

Size: 67.9 KB

Use the example from school to help you create your asset management plan. It will help in managing a school’s infrastructure and other assets to deliver agreed basics of service. You can check the file to absorb more information so that you can create your plan perfectly.

Size: 471.9 KB

The property asset management plan furnished in the sample sets out the council’s proposed framework for the management of the property assets over the next ten years. It has been produced in accordance with national guidance and recognizes good practices to support the delivery of their corporate priorities. The plan recognizes the outcomes of the corporate plan and the delivering better outcomes consultation and, in particular, the importance that is placed upon ensuring our property assets are managed in a sustainable manner. Refer to this plan and consider your work to be absolutely perfect.

Size: 4.6 MB

The process of dealing with the prevention of physical assets of an organization throughout each asset’s lifecycle is required by the enterprise asset management. It is used to plan, get the most out of it, implement, and track the needed conservation activities with the related priorities, skills, materials, tools, and details. To create a plan you should take professional guidance from this template which consists of diagrams as well.

The principal objectives of transportation asset management plan are to make sure the safety and security of transportation customers, minimize damage to infrastructure from vehicles, achieve and maintain a state of good repair for transportation assets, and reduce the vulnerability and increase the resilience of critical infrastructure to the impacts of extreme weather and events. Read the whole document to make sure that you are well aware of all the basic details and gain the ones which you have no idea about. Download now.

Size: 8.8 MB

Size: 586.2 KB

The goals of the strategic asset management plan are to establish common policy principles and objectives that are relevant to all assets such that expectations related to the management of these assets are consistent, and understood between the Town Manager and Department staff. And secondly, to establish a time-based action plan outlining activities associated with the implementation of the Department’s asset management system. Download the template to make a better plan.

Size: 231.6 KB

The purpose of asset management is to maximize the value of an asset over its life cycle.  It is an organization-wide responsibility requiring the alignment of customer expectations, business processes, technology, and organizational culture. If you are looking for ways to create a strategic asset management plan, you can simply click the download option of the above PDF file.

Size: 2.4 MB

A sample of the asset management plan will help you to build one of your own without any problem. You can download the file now to go through it once and decide if it suits your purpose or not. It is assumed that you will learn a lot more about the plan and so download it now.

Size: 1.1 MB

In this template, you will get the details on the effective use of assets which is a key factor in delivering the objectives and priorities of the Council. This Plan sets the agenda for them to achieve that by adopting the following guiding aim: “To ensure that the opportunity cost of financial resources tied up in land and buildings is minimized, and that capital and revenue expenditure on the portfolio is directed efficiently and productively to give value for money.” To know more about it download it now.

Size: 710.1 KB

Get the example of an asset management plan in this sample and gain the ideas of the steps and procedures so that your organization can follow the better version of the plan and execute it accordingly. So you should not waste any more time and get it.

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Nuclear Decommissioning Authority: Business Plan 2024 to 2027

Nuclear Decommissioning Authority

Sellafield Ltd

Nuclear Waste Services

Nuclear Restoration Services

Published 17 April 2024

© Crown copyright 2024

This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected] .

Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.

This publication is available at https://www.gov.uk/government/publications/nuclear-decommissioning-authority-business-plan-2024-to-2027/nuclear-decommissioning-authority-business-plan-2024-to-2027

Response to the consultation

Introduction.

In December 2023 the NDA published its draft Business Plan 2024-2027.

Our consultation on the Plan ran for eight weeks, from 4 December 2023 to 29 January 2024. We are conscious that the timing of our annual Business Plan consultation may cause difficulties for some stakeholders wanting to respond, but we are constrained to the current planned period due to the timing of seeking consultation responses and following the required approvals process. We will continue to review and improve the consultation process within the current constraints. 

Consultees were able to respond by email or post. The consultation ran in accordance with the criteria set out in the Cabinet Office’s Consultation principles guidelines: www.gov.uk/government/publications/consultation-principles-guidance

Our findings

We received 18 formal responses from a range of individuals, local authorities, regulators, stakeholder groups and the supply chain. A summary of the general points raised are covered below.

We have considered the feedback and made appropriate changes to amend the draft document. Where stakeholders have requested or have asked for a level of information that is not appropriate for this document we will follow up with further engagement through our stakeholder engagement team.

If respondents feel that their feedback has not been adequately addressed, please email: [email protected]

Activities and requests for more information on targets

A number of respondents asked for more detailed targets to be included in the Plan. The Plan’s purpose is to provide a summary of activities and expected progress for our 17 nuclear sites over the next three years, in line with the funding agreed with HM Treasury and the Department for Energy Security and Net Zero.

All the NDA group operating companies engage in their own operational planning which includes detailed targets, budgets, and key deliverables. These individual plans are subject to appropriate governance within the operating companies and are consolidated at a group level for reporting and measuring performance.

We continue to improve how we tell our story and how our mission flows into delivery on the ground. Pages 24-26 are where we have outlined our first four strategic themes, known as driving themes, which can be broken down into 47 outcomes. Our critical enablers’ pages also describe the importance of these activities to our mission. We commit to publish an annual Mission Progress Report which demonstrates delivery of our strategic themes and outcomes as explained in our Strategy.

Engaging with our stakeholders

During the consultation we received feedback that some stakeholders would like to be engaged earlier to take advantage of any opportunities for site level activities to align with local strategies. We welcome this feedback and are committed to further improving the flexibility of our interactions to encourage more diverse discussions through ongoing engagement and consultations.

Engaging openly and transparently with all our stakeholders is crucial to building the support, confidence and trust we need to deliver our mission.

A number of respondents asked for a more detailed split in expenditure. The intent of including expenditure figures is to outline planned allocations of available funding. The NDA operates a portfolio funding approach across the group and retains flexibility in final allocations through the year. This allows us to focus on our highest hazards and high risk areas, while maximising value for money. This means that it is not always appropriate to provide a more detailed split of the expenditure.

Sustainability/Net Zero

There was interest in this area from a number of respondents. We have a legal, moral, and ethical responsibility to deliver our mission sustainably, with care for our people, communities, and the environment. We are committed to supporting the UK and Welsh government target of carbon net zero by 2050 and the target of 2045 set by Scottish Government. During 2022, we published our Sustainability Strategy which sets out at a high level how we intend to ensure that the outcomes we deliver and the way in which we deliver them are sustainable. The Strategy document can be found on our website and more information on our approach to sustainability can be found on page 28.

Socio economics

There was continued interest in the NDA’s work in this area and how it allocated budget for these activities. In November 2023, we published our draft Social Impact and Communities Strategy for consultation, which outlines our approach to socio-economics and includes a consolidated view of various improvements and amendments that have been made over the past few years. The NDA group has grant giving powers which are administered in collaboration with each of our operating companies. Grants are available for projects which support the delivery of the strategy in communities near to our sites and we work in partnership with others to increase the impact of our funding. More information on our grant programme can be found on gov.uk.

Accelerated decommissioning of NRS sites

Following a review of the Magnox reactor decommissioning strategy (strategic outcome 42), the NDA endorsed a site-specific approach to Magnox reactor decommissioning which will involve a mix of decommissioning strategies. The intention is that the site-specific strategies will result in a rolling programme of activity as the NRS sites are decommissioned. We have included the current best estimates for end state dates in this plan which reflect the work done to date on near term and medium term plans. These estimates are subject to change as we develop our plans and take account of contributing factors, including HMG priorities, funding and approvals. The overall strategy and site-specific details will be published when appropriate governance and stakeholder engagement is complete.

Transfer of AGR sites

A number of respondents were interested in the UK Government’s decision to entrust the NDA group with a new, nationally important UK decommissioning programme. Once defueling and fuel free verification are complete, the ownership of seven EDF Energy advanced gas-cooled reactor (AGR) sites will transfer to the NDA over the next decade for future decommissioning. NRS and EDF Energy are working together to create implementable decommissioning plans, at the point of transfer, recognising that these plans will be matured further as they are integrated into NRS business. Post-transfer the AGR work will be funded by the Nuclear Liabilities Fund. We recognise the importance of engaging with our stakeholders during the process to take ownership of these sites, in particular the site stakeholder groups and local authorities in host communities.

Other minor changes in the Plan

Some respondents asked us to include more detailed information on a number of topics in the Business Plan. The vast majority of this information is available on our website and we have included signposts to these throughout the Business Plan and on the useful links and documents page. Examples of these are our Value Framework, Social Impact and Communities Strategy and grant funding guidance.

The NDA group is responsible for one of the most important environmental programmes in the world, protecting people and the planet. We are a government-funded body responsible for safely and securely decommissioning the UK’s former nuclear sites and overcoming the challenges of managing and disposing of nuclear waste. With a workforce of 17,000 across 17 sites, our employees make up one of the most knowledgeable and experienced nuclear workforces in the world. How we go about our work is very important to us and we are committed to delivering our mission safely, sustainably and responsibly, with care for communities and the environment, ensuring our actions and decisions continue to deliver a positive and long-lasting legacy for future generations.

Engaging openly and transparently on our work is important to us. This Business Plan is one of several publications which we create and consult on every year. In line with Energy Act (2004) requirements, it sets out the activities that will take place over the next three years to advance our important clean-up and decommissioning work and operate our facilities safely and securely. It shows anticipated funding for each of the businesses for 2024/25. We show how the activities are helping to deliver our mission by aligning them to the 47 Strategic Outcomes identified in our Strategy and Mission Progress Report. We also include key work across our range of critical enablers vital to the delivery of the mission.

How we communicate our strategy and report progress

Engage with our stakeholders, nda strategy .

Twelve week public consultation every five years.

Describes how we will deliver our mission, ensuring that the UK’s nuclear legacy sites are decommissioned and cleaned up safely, securely, cost-effectively and in ways that protect people and the environment.

Energy Act (2004) requirement. Covers 100+ years. Published every five years.

Report progress

Mission progress report .

Provides our stakeholders with a clear and concise story of NDA mission progress since 2005, that demonstrates delivery of our strategic themes and outcomes as explained in our Strategy.

Covers 100+ years. Published every year.

NDA Business Plan 

Eight week public consultation every year.

Describes key activities across the group over the next three years that align to our strategic outcomes and details the funding available for the next year.

Energy Act (2004) requirement. Covers three years (the first year in more detail). Published every year.

NDA Mid-Year Performance Report 

Provides a progress update against Business Plan activities and incorporates the NDA group targets.

Published every year.

NDA Annual Report and Accounts 

Describes achievements and spending. Reports against Business Plan activities and contains an overall progress update against our mission.

A message from our Chief Executive David Peattie

Welcome to the NDA’s Business Plan, setting out proposed activity for 2024 to 2027.

Group structure

Last year we completed a restructure to create a simpler, stronger NDA group, made up of the NDA and four operating companies - Sellafield, Nuclear Waste Services (NWS), Nuclear Transport Solutions (NTS) and Nuclear Restoration Services (NRS). Magnox and Dounreay joined together in April to create the final operating company and that business is now known as NRS.

Magnox and Dounreay both have proud histories but it’s right to build a new brand that’s inclusive and represents the company it’s going to be as it prepares for new missions such as decommissioning the advanced gas-cooled reactors (AGRs). We’ve been particularly mindful to consider value for money when updating materials to reflect the new brand and so updates will be phased over two years.

We’re already seeing the benefits of streamlined governance and reduced complexity from these structural changes and, in the period covered by this plan, we’re aiming for more.

Reducing hazards

We recently published our Mission Progress Report capturing the steps taken over the last year towards completing our 47 strategic outcomes. We’ve seen significant hazard reduction including at Sellafield where, for the first time, waste is being retrieved from all four legacy ponds and silos.

EDF Energy has removed fuel for the final time from the first of its two reactors at Hunterston B in Scotland. This represents a great effort from the site team, as well as NTS who safely moved the fuel by rail to Sellafield, where the material is now stored. Defueling of the second reactor is now underway, while NRS continues preparations for the site to transfer to its ownership for decommissioning during the period covered by this plan. This is an important example of us being trusted to do more, alongside an expectation that the NDA will decommission the Ministry of Defence’s Vulcan facility, adjacent to Dounreay.

NWS continues its work to find a suitable site and willing community to host a Geological Disposal Facility (GDF) to dispose of higher activity waste in England and Wales. A different policy exists in Scotland. This year, the decision was taken not to take Allerdale further in the siting process, with investigations showing limited suitable geology, and I’d like to thank those who engaged in the process. There is a positive legacy, with around £2 million invested in local projects, and engagement continues with three other communities, while the door remains open for others to join the process.

During the last year, the UK Government and devolved administrations consulted on proposals for managing radioactive substances and nuclear decommissioning. It’s been 25 years since the overall policy was updated with new challenges, responsibilities and technological advances to consider. An outcome is expected during 2024, with the resulting policy influencing future strategies and plans.

In 2023 we also hosted a series of stakeholder events showcasing the investments we’re making in technology and innovation, spending around £100 million on projects annually. This has the potential to offer significant value to taxpayers and we’re seeing positive results, including the deployment of a robot in an area of Dounreay that had been inaccessible for decades. I’m confident this pioneering work can make a difference during this Business Plan period and beyond, leading the way in innovative decommissioning approaches in the UK and internationally.

Supporting communities and the environment

How we go about our work is important, achieving results safely and sustainably. We exist to deliver commitments in the Energy Act (2004) and, as well as reducing hazards, we have an obligation to leave a positive and long-lasting legacy.

The First Minister of Wales recently opened a substation linked to the Morlais tidal energy project on Anglesey. This follows more than £1 million invested by us, helping leverage almost £50 million of other funding for the project. Further north we’ve seen construction of Sutherland Spaceport begin not far from Dounreay, the first vertical spaceport to be built on the UK mainland. We will invest £3 million, potentially unlocking 700 jobs and boosting the Highlands and Islands economy, with the spaceport aiming to be a world-leader with its carbon-neutral ambitions.

Creating great places to work

The NDA group is home to one of the most knowledgeable and experienced nuclear workforces in the world. UK and global nuclear ambitions are creating significant opportunities, but also providing challenges with skills in high demand.

I was thrilled to welcome 60 graduates as the first intake to our new NDA group graduate programme this year. I’m particularly proud we not only attracted record applications, but exceeded diversity goals including 47% being female, 26% identifying as an ethnic minority, 18% as LGBTQ and 13% reporting being a person with a disability.

We’ll continue to build on this and plan to double the graduate opportunities available next year. We’ve also announced plans to make at least £750,000 available for PhD bursary sponsorships in 2024. We currently support more than 50 PhD students and three post-doctoral researchers to encourage future pioneers.

Our Inclusion Strategy is focused on ensuring that we create great places to work and employee-led networks are playing a leading role. Our Meno Hub is one example, receiving worthy recognition by being highly commended for the Best Support Group Award at the Menopause Friendly Employer Awards 2023.

On a personal note, I was honoured to receive a Fellowship of the Royal Academy of Engineering. I see this as recognition for each of the 17,000 people in our group and the excellent work they deliver each day.

Supporting the UK Government’s civil nuclear roadmap

As a UK Government body, we’re committed to making our skills, expertise, and land available to support wider government priorities including those outlined in the recently published civil nuclear roadmap. Some senior individuals have been seconded to help establish Great British Nuclear as the delivery body for new nuclear, and our subsidiary NTS is delighted to have received funding to develop a new transport package which could support the next generation of nuclear reactors.

Looking forward

This plan sets out a challenging programme to continue delivery of our mission, create great places to work and be trusted to do more. We’ll see our mission progressed on a broad number of fronts, reducing hazards at our sites including painstaking work to retrieve radioactive waste from ageing facilities, while aiming to get even more benefits from working as a group with approaches such as integrated transport and waste management programmes. We’ll also take forward some of our most significant projects, including work to identify a site that could host a GDF.

This three-year period will include some of the biggest changes since the creation of the NDA, as we take responsibility for decommissioning the first AGR site. Our team will also work with stakeholders to develop and implement our next Strategy, due for publication in 2026.

Above all, we’ll retain focus on ensuring that work is undertaken safely, sustainably and cost effectively. I remain acutely aware of the difficult financial environment in which we are living and the impact that inflation is having on the cost of work. With most of our funding coming from public money, we constantly review plans and are firmly committed to ensuring that every pound we spend matters.

I’m proud of the work our team does and remain grateful for the support of stakeholders as we take forward such an important mission on behalf of the nation. 

David Peattie FREng HonFNucl  NDA Group Chief Executive Officer

The NDA and our mission

We’re responsible for keeping the UK’s former nuclear sites and facilities, once at the heart of supporting national defence and generating nuclear power for electricity, safe and secure, as we decommission them and overcome the challenges of managing nuclear waste. It’s one of the most important environmental programmes in the world, protecting people and the planet.

Our 17,000 colleagues, supported by a large supply chain, work hard on behalf of the UK, using innovation and technology to overcome the challenges of identifying and removing nuclear waste from ageing facilities, so we can store it safely and permanently dispose of it. The work is complex and challenging. Dealing with all the waste, dismantling hundreds of buildings and facilities, and building a GDF, to dispose of the most radioactive nuclear waste, will take decades. However, by investing today in the challenges left over from the UK’s proud nuclear history, we can remove the burden for future generations and continue to deliver social and environmental benefits through our jobs, knowledge, skills, technology and social investment.

Our team is working with partners in research and industry to drive innovation, using cutting-edge technology to reduce hazards and risks, so that over time the sites can be used again for worthwhile purposes.

Our history

The UK is a pioneer of nuclear technologies, which have been part of our lives since the 1950s. Our sites and facilities have been at the heart of delivering nuclear benefits for the UK, including national defence programmes and supplying safe, low-carbon power to UK homes, businesses, schools and hospitals, for decades.

Unlike modern day equivalents however, our old nuclear plants and facilities weren’t designed for managing the nuclear waste they created, or for decommissioning. There are limited historical records on what, or how much, nuclear waste was left on some of the sites during their working lives.

Generating nuclear power today will not leave future generations with the challenges we’re trying to overcome. Nuclear waste produced today is carefully managed, and following in the footsteps of other countries, a GDF will provide us with a safe way of disposing of higher active waste, permanently in England and Wales. Scotland has a distinct policy for higher activity radioactive waste which sets out a near site, near surface approach.

How we work

How we go about our work is very important to us and we must deliver results safely, sustainably and responsibly. Our commitment to creating environmental and social benefits builds on our long history of providing value for the UK and we want to ensure that our actions and decisions continue to have a lasting, positive impact.

For more information on how we assess investment decisions see the NDA value framework.

Trusted to do more

As we look forward, our work will be expanding. We have been asked to use our specialist expertise and skills, to decommission newer reactors as they reach the end of their power-generating lives. Arrangements have been agreed by the UK Government, Scottish Government and EDF Energy for the NDA group to decommission Britain’s seven advanced gas-cooled reactor (AGR) stations.

The AGRs will reach the end of their operational lives over the next 10 years and, after defueling, with the fuel being transferred to Sellafield for interim storage, will transfer to NRS for decommissioning.

The NDA group

Our group is made up of the Nuclear Decommissioning Authority (NDA) and four key component parts: Sellafield, Nuclear Restoration Services, Nuclear Waste Services and Nuclear Transport Solutions.

The NDA is an executive non-departmental public body, created through the Energy Act (2004), sponsored and funded by the Department for Energy Security and Net Zero (DESNZ). UK Government Investments also provides strategic oversight of corporate governance and performance. We have just over 380 permanent staff and are accountable to UK Government and Scottish Government ministers for delivery of our mission through our subsidiary companies.

Sellafield is responsible for decommissioning the UK’s most complex and challenging nuclear site. The site houses around 85 per cent of all the UK’s nuclear waste, on an area of less than two square miles. The Sellafield workforce is taking waste out of buildings as old as the site itself, looking after fuel so that nuclear power stations can continue to operate, and repackaging the country’s stockpile of nuclear materials. Today great steps are being taken towards creating a clean and sustainable future.

Nuclear Restoration Services is responsible for safely decommissioning the first generation nuclear and research sites across the UK. It brings together Dounreay and the sites previously branded as Magnox, as part of our work to simplify the way the NDA group is structured, taking opportunities to get best value from working together as one team. NRS also operates a hydro-electric plant and is preparing to welcome the seven AGRs, currently managed by EDF Energy, for decommissioning, as well as other future missions.

Nuclear Waste Services is the UK’s leading nuclear waste management organisation, focused on managing the UK’s nuclear waste, safely and securely, for generations to come. Its work includes the programme to deliver a GDF, operation of the Low Level Repository Site in Cumbria and oversight of the NDA group’s Integrated Waste Management Programme.

Nuclear Transport Solutions is our leading global provider of safe, secure and reliable nuclear transport solutions. It uses its specialist transport and logistics expertise to support our nuclear decommissioning mission and help customers and partners around the world solve their own complex challenges.

Other NDA group companies include NDA Archives Ltd, NDA Properties Ltd, Rutherford Indemnity Ltd and Energus.

Deliver our mission together safely, securely and more creatively, transparently and efficiently

Create great places to work and take pride in what we do

Trusted to do more in the UK and globally

Our funding

We are publicly funded through the Department for Energy Security and Net Zero (DESNZ). Our total planned expenditure is voted upon annually by Parliament in line with the Spending Review.

Funding framework

UK Government has shown continued support for the NDA mission over recent years with increased grant funding offsetting the decline in commercial revenue. Spending Review 2021 (SR21) set funding for three financial years from 2022/23 to 2024/25. Funding for the second and third years of this business plan (2025/26 and 2026/27) has not yet been established and will be set as part of a future Spending Review process, expected in 2024.

Commercial income

We maximise revenue from our existing assets and operations to help fund decommissioning and clean up, in order to reduce the level of public funding needed to meet the scope of our plans and delivery of the NDA mission.

Our commercial operations are primarily spent fuel and nuclear materials management with additional opportunities identified in providing transportation services.

We will pursue all commercial opportunities using our existing assets, operations and people where they do not materially impact on our core mission or increase our liabilities.

Prioritisation and allocation of funding

Within affordability constraints, we will seek to maintain progress and maximise value for money through the effective implementation of our strategy. This means focusing on reducing our highest hazards and risks, while ensuring that our high standards of safety, security and environmental protection for site operations are maintained.

Planned income and expenditure in 2024/25

This Business Plan sets out our anticipated income and expenditure for 2024/25. High inflation has continued to place additional cost pressure on many areas of our spend but has also resulted in increases to certain areas of our income.

Our total planned expenditure for 2024/25 is £4.098 billion, of which £2.940 billion will be funded by UK Government and £1.158 billion from commercially generated revenue.

Planned expenditure on-site programmes will be £3.931 billion, while non-site expenditure is expected to be £0.167 billion.

£4.098bn total planned expenditure 2024/25

£2.940bn funded by UK Government 2024/25

£3.931bn planned site expenditure 2024/25

£0.167bn planned non-site expenditure 2024/25

Numbers may not cast due to rounding

Final Annual Site Funding Limits issued in March 2024 may be adjusted to reflect efficiency, performance and portfolio pressures.

The NDA reserves the right to reallocate funding to meet prioritised programme needs.

Summary of NDA funding 2024/25 onward

2024/25 breakdown of non-site expenditure

2024/25 breakdown of planned income by category

Current plans indicate it will take 100+ years to complete our core mission of nuclear decommissioning and waste management.

Our strategic approach and themes

We use five strategic themes to describe all the activities needed to deliver the NDA’s mission.

Our strategic themes

The first four strategic themes, Spent Fuels, Nuclear Materials, Integrated Waste Management and Site Decommissioning and Remediation, relate directly to decommissioning work and are known as driving themes.

The fifth theme describes the important activities needed to support the delivery of our mission and is known as Critical Enablers. The diagram below demonstrates how they interact.

Integration of our strategies

Currently, the most urgent tasks are dealing with our sites’ highest-hazard materials, spent fuel, nuclear materials and highly-radioactive wastes. Once the inventory has been removed and either securely stored or disposed of, the redundant nuclear facilities can be dismantled and demolished.

Our themes and strategic outcomes

Across our four driving themes, we break our mission down into 47 strategic outcomes. These outcomes represent the significant pieces of work that must be achieved to deliver our mission.

In March 2021 we published our new Strategy. As a consequence, we have revised some of the detail around a number of outcomes to ensure they continue to align with our strategic approach.

Increasingly, we’re building a more accurate picture of the work that has been completed across our 47 outcomes and that which is still left to do.

Spent Fuels

Our strategy defines our approach to managing the diverse range of spent fuels for which we are responsible, which are divided into Magnox, Oxide and Exotic. Once spent fuel is removed from a reactor, it is stored in a pond or dry store until it can be dispatched to Sellafield. For more information on the types of spent fuels we manage, see our Strategy document.

The NDA’s strategy has been to bring the reprocessing programme to an end. The THORP reprocessing plant and the Magnox reprocessing plant have now closed. All remaining spent fuel will be safely stored until a permanent solution for disposal is available. The strategy for all remaining spent fuels is to place them in an interim store pending a future decision on whether to classify them as waste for disposal in a GDF. For planning purposes, we assume that all the remaining spent fuels will be disposed of in a GDF.

Nuclear Materials

Our strategy defines our approach to dealing with the inventory of uranics and plutonium currently stored on some of our sites. These nuclear materials are by-products from different phases of the fuel cycle, either manufacturing or reprocessing. All nuclear materials must be managed safely and securely, by either converting them into new fuel or immobilising and storing them until a permanent UK disposal facility is available.

All of our plutonium is stored at Sellafield. Our uranium is located at a number of our sites and we are continuing to consolidate it at sites which we consider are best suited to its management. For more information on the types of nuclear materials we manage, see our Strategy document.

Integrated Waste Management

Our strategy considers how we manage all forms of waste arising from operating and decommissioning our sites, including waste retrieved from legacy facilities.Managing the large quantities of radioactive waste from electricity generation, research, the early defence programme and decommissioning is one of the NDA’s biggest challenges. Some of this radioactive waste is in a raw (untreated) form, some has been treated and is being interim stored and, in the case of low level waste, some has already been permanently disposed of.

Retrieving, treating and interim storing the radioactive waste from Sellafield’s four legacy ponds and silo facilities is the NDA’s highest priority. For more information on the types of waste we manage, see our Strategy document.

Site Decommissioning and Remediation

Our strategy defines our approach to decommissioning redundant facilities and managing land quality in order that each site can be released for its next planned use.

After the buildings on our sites have been decommissioned, decontaminated and dismantled, the land will be cleaned up to allow it to be released for other uses. At that point, its ownership would transfer to the new user of the land.

The NDA is currently assessing alternatives for the final stages of decommissioning that could lead to earlier release of land, continued employment and opportunities to reuse the land.

Critical Enablers

Our fifth strategic theme, critical enablers, covers the important activities needed to support the overall delivery of our mission. See pages 25 to 31 for more detail.

Work featuring in 2024-2027

The next few pages present in more detail examples of some of the important work that will either be completed or advanced in the next three years. These near-term activities are mapped against our strategic themes and specifically to the 47 outcomes* that make up our mission. All dates reflect the latest information and are subject to change. 

The case studies also show how our work is contributing to the United Nations Sustainable Development Goals (SDG), which are a blueprint for peace and prosperity, now and into the future. Much of our work can be related to one or more of the SDGs, and we are continuing to work to maximise these outcomes.

*Our 47 outcomes cover all our strategic themes except ‘critical enablers’.

As the data range matures over the next 120+ years, along with the reduction of uncertainty of the inventory, progression in the lifecycle and strategy development, it may well be subject to change. The dates for each strategic outcome  contained within this plan are correct up to 31 March 2023. For more information see NDA Mission Progress Report 2023.

Spent Fuels 2024-2027

Spent magnox fuel.

Spent Oxide Fuel

Spent Exotic Fuel

Case study - DFR defueling and consolidation to Sellafield

UN goal numbers 9 and 12

Some breeder fuel elements remain within the Dounreay Fast Reactor (DFR) and are still to be removed. Historically, DFR fuel was reprocessed at the Sellafield site, but technical challenges removing some elements and the 2022 end of reprocessing has meant that an alternative strategy was needed for what remains.

This revised approach sees the remaining fuel removed and brought to Sellafield over the next three years and placed in long-term storage, allowing timely decommissioning of the Dounreay site.

Consolidating the fuel at Sellafield, which already manages a much larger fuel inventory, helps deliver a more efficient approach to UK spent fuel management.

Case study - AGR defueling

UN goal numbers 9, 12 and 17

Preparations have continued for the NDA and NRS to decommission the UK’s Advanced-Gas Cooled Reactors (AGR).

Hunterston B will be the first site to transfer and in September defueling of its first reactor was completed. NRS and EDF Energy are working together to create implementable decommissioning plans, at the point of transfer, recognising that these plans will be matured further as they are integrated into NRS business. Post-transfer the AGR work will be funded by the Nuclear Liabilities Fund.

EDF Energy worked closely with Sellafield to ensure defueling was completed on time and on budget. The aim is to have the second reactor defueled and all spent fuel sent to Sellafield by mid-2025, prior to transfer of site ownership to the NDA in 2026. NRS will manage the decommissioning of all seven AGRs, after they stop generating nuclear power and are defuelled. The sites will progressively move to the NDA group over the next ten years.

Nuclear Materials 2024-2027

Case study - Accelerating hazard reduction at Sellafield

UN goal numbers 9 and 17

The NDA is working with Sellafield, NWS and regulators to re-classify a small quantity of plutonium bearing residues to allow their future disposition as a waste product using existing capabilities at Sellafield. Processing the materials in this way accelerates risk and hazard reduction and avoids future processing in the Sellafield Product and Residue Store Retreatment (SRP) plant.

Although the quantities proposed are modest it would be a significant step forward in proving this route for the future.

Case study - Reducing risks from plutonium storage

UN goal number 9

Work is underway to repackage plutonium so that it remains safe and suitable for extended storage in line with our strategy. Packages will also be moved from the oldest stores to more modern facilities, reducing risks and enabling redundant buildings to be closed. The amount of plutonium being stored is also expected to reduce, by treating and appropriately disposing of some low plutonium content materials that are residues from historical processing activities.

Construction and installation work continues on the Sellafield Product and Residue Store Retreatment Plant, which will ultimately be used for the repackaging and retreatment of plutonium.

Integrated Waste Management 2024-2027

Low level waste.

Intermediate Level Waste

High Level Waste

Case study - Waste retrieval at Sellafield

UN goal numbers 12, 14 and 15

Decommissioning of the Sellafield site has taken a significant step forward with the first removal of waste from the Pile Fuel Cladding Silo in August 2023.

This means that for the first time ever Sellafield is retrieving waste from all four legacy ponds and silos which represent some of the most complex and difficult decommissioning challenges in the world. It will take many years for these projects to be completed.

In March a team of specialist nuclear divers entered the Pile Fuel Storage Pond, the first time anyone had entered the pond since 1958, to carry out vital clean-up and decommissioning work.

Over the next three years retrievals will continue from all of these facilities with new supporting capabilities being brought on line to support delivery.

Case study - Winfrith TRS drums to LLW Repository site

UN goal number 12

The Treated Radwaste Store (TRS) was constructed in the late 1980s to store encapsulated waste from the Steam Generating Heavy Water Reactor (SGHWR) at Winfrith, and held 1,068 500-litre drums of encapsulated sludge. From 2016, NWS staff worked with Winfrith to explore alternatives to managing the waste more effectively, adopting a one NDA approach. As a result, it was confirmed that the TRS drums could be disposed of at the repository in the gaps that could not be filled by other disposal containers. It has also led to lower uncertainty and risk profile, alongside a higher lifecycle maturity and cost certainty.

• The previous completion date for this strategic outcome was 2125, but this has been extended due to the differing policy in Scotland for disposing of radioactive waste – the date represents extended long term storage in Scotland.

Site Decommissioning and Remediation 2024-2027 

Operational and planned.

Decommissioning and demolition

Case study - Development phase of reactor dismantling at Trawsfynydd

Building on conceptual phase work completed between 2020-2022, a four-year programme of work has been sanctioned to further develop reactor dismantling designs and plans for the site.  Work has commenced in the following key areas:

five dismantling scheme design packages that will deliver greater technical clarity on how to deliver dismantling

characterisation and waste strategy development to underpin estimates of reactor inventory and ensure that all wastes generated have appropriate routes available

to develop an appropriate commercial model for long-term delivery. 

This work will provide the technical, commercial and programme underpinning necessary to demonstrate that the benefits of the business case are achievable, and the programme represents overall value for money.

Case study - Berkeley blower house demolition

In May 2023, work began to demolish four ‘blower house’ superstructures that surround Berkeley site’s two reactor buildings.

Once responsible for circulating gas through the reactors to transfer heat into 310 tonne boilers, creating steam to turn the turbines, the buildings will be emptied of the residual low-level waste, undergo a full asbestos clean and be demolished.

One of the largest decommissioning projects seen at the site for several years, the project, originally planned for 2070’s, has been brought forward by five decades and will take eight years to complete.

Critical Enablers 2024-2027

Our fifth strategic theme, critical enablers, covers the important activities needed to support the overall delivery of our mission.

Critical enabler number 1 - Health, safety, environment and wellbeing

Safety is, and always will be, our number one priority. Our focus is to reduce the highest hazards and risks, while ensuring our high standards of safety, security and environmental protection for operations at our sites. It’s our duty to carry out this highly complex mission safely and efficiently while ensuring people and the environment are safeguarded at all times.

We aim to be recognised as a leading environmental remediation organisation. Our environment strategy is maturing and we are working towards a low carbon future and improved environmental outcomes to ensure that our mission outcomes are delivered in an environmentally sustainable manner.

Our strategy for health and wellbeing is to provide a supportive working environment across the NDA group by actively promoting and working with our employees and trade unions (see People) to develop and implement policies and standards with employee health and wellbeing at the forefront.

Critical enabler number 2 - Sustainability

Sustainability is one of the NDA’s critical enablers, added for the first time as part of our 2021-2026 Strategy published in 2021, with the objective to ensure that mission outcomes and the journey to deliver them are sustainable.

Therefore, sustainability entails a broad commitment to the way our work is delivered, aligned with the 17 United Nations Sustainable Development Goals. Extensive engagement has been undertaken to understand the impact of our work and the factors that influence it, which has resulted in the identification of four sustainability legacies – decommissioning, environment, socio-economics and culture. The NDA supports Government aspirations to be carbon net zero by 2050, and 2045 in Scotland. For more information see our Sustainability Strategy.

Critical enabler number 3 -  Security and resilience

Security is a fundamental element of all civil nuclear operations. We are committed to providing proportionate security and resilience solutions throughout the decommissioning lifecycle.

We recognise the many threats that face the NDA and its supply chain and have appropriate mitigations in place for a range of internal and external threats.

Our strategy brings the NDA operating companies together, taking a group-wide approach to security and resilience in order to improve collaborative working and, where appropriate, implement a shared approach to security arrangements.

Critical enabler number 4 - Cyber security

Our cyber security strategy is well established and well supported by all the operating companies within the NDA group.

The nature of the threat continues to evolve and is so prevalent that we have established a Group Industrial Cyber Capability to ensure that we become an increasingly harder target for those who seek to do harm to our businesses or our sites.

We will ensure that we can collectively protect ourselves, detect cyber incidents early and have mature response and recovery plans to minimise disruption to our core mission of nuclear clean-up and environmental restoration.

Critical enabler number 5 - Research, development and innovation

Research, development and innovation are essential in transforming how we deliver our mission and grow skills for the future.

We require fresh thinking and novel approaches to address our diverse challenges and help us deliver safe, secure and sustainable solutions. Collaboration, with our UK supply chain, other sectors and abroad, is a core part of our strategy to deliver value for money. Our areas of research interest and five year research and development plan can be found on gov.uk.

Critical enabler number 6 - People

We strive to create great and diverse places to work so that we can retain our people, maintain our skills base and recruit into our businesses.

Our people strategy has three main focus areas: ensuring we have the right people at the right time to deliver the mission; creating the culture in which our people can thrive; and working in partnership with our recognised trade unions and the broader stakeholder community. For more information see our Nuclear Decommissioning: attracting and retaining skills brochure.

Critical enabler number 7 - Asset management

The NDA group has assets in all stages of the asset management lifecycle and we have a responsibility to secure sustainable asset management across the group which is cost-effective and provides the necessary safety, security and environment protection demands on it.

Our strategy continues to address the enduring risk that poor asset performance adversely impacts our mission. We have matured through-life asset management planning for legacy assets and look to integrate this into new assets.

To ensure our assets and support processes achieve this objective, we need to accelerate formal and scientific continuous improvement practices informed by good practice that focuses on value for money mission delivery across all aspects of our business.

Critical enabler number 8 - Supply chain

A diverse, ethical, innovative, and resilient supply chain is essential to delivering the NDA mission and supports environmental, social and economic value for stakeholders, with a key consideration to value for money for the UK taxpayer. 

With our one NDA way of working, we are now uniquely placed to identify synergies across the group and develop further collaborative procurement activities. We continue to broaden the routes to market and our supply base for the NDA group.

A more diverse and sustainable range of suppliers with nuclear experience will provide greater resilience and access to innovative solutions for safe, secure and cost-effective decommissioning.

Critical enabler number 9 - Information governance

The NDA owns most of the information and data produced and managed by the NDA group. We collaborate with and support all businesses within the group in order to comply with statutory and regulatory obligations and realise the value of these assets to enable delivery of the NDA mission.

We have embedded a number of group-wide strategies, policies, procedures and guidance and deliver key centralised services including an archive and long-term records management facility (Nucleus) and a secure collaboration platform (the NDA Hub).

Critical enabler number 10 - Socio-economics

We have a statutory responsibility to support the maintenance of sustainable local economies for communities living near NDA sites and, where possible, contribute to regional economic growth.

The NDA group’s socio-economic strategy is built upon supporting sustainable incomes, resilient economies and thriving communities.

Our approach is to work locally. This means working in partnership with local authorities, constituency MPs and organisations to better understand local needs. In supporting our local communities, our primary strategy is to ensure that decisions that direct the delivery of our decommissioning mission support local sustainable and inclusive economic growth and greater social value wherever possible.

To ensure our local communities can attract future economic activity, we prioritise support and funds for projects which are consistent with our responsibilities to the UK taxpayer. We work in partnership with others to increase the impact of our funding.

For more information see our Social Impact and Communities Strategy.

Critical enabler number 11 - Public and stakeholder engagement

Open and transparent engagement is key to building support, confidence and trust, and the relationships we have built with communities and local authorities close to our nuclear sites have been instrumental in our mission progress.

We continue to explore different ways to build a better understanding of our work, among the public and our stakeholders, and encourage open and honest discussion on all matters including those issues that are difficult and complex.

We are committed to exploring a diverse range of views from across the full breadth of the stakeholder landscape and using that insight to drive and influence our strategic direction and the way we deliver the NDA’s mission.

Critical enabler number 12 - Transport and logistics

The effective delivery of the NDA mission relies on our ability to transport radioactive materials (for example, spent fuel, radioactive waste, contaminated items) and bulk materials (for example, spoil, concrete, raw materials) to, from and between our sites. Our subsidiary Nuclear Transport Solutions (NTS) is the leading global provider of safe, secure and reliable nuclear transport solutions which support the NDA group and provide value beyond the NDA mission, both in the UK and overseas.

Critical enabler number 13 - International relations

The NDA’s operating environment is inherently international and the risks we manage transcend national boundaries.

The materials in our inventory have safety and security considerations on a global scale, and the policy framework in which our strategy is developed is underpinned by international standards and guidance.

The nuclear decommissioning market is growing globally and we will continue to use our experience and relationships to enhance the reputation of the UK nuclear industry, sharing our experience and skills, accessing peer reviews, and conducting joint technology development projects.

To find out more about our critical enablers please refer to our Strategy which can be found at NDA Strategy

Cyber Security

UN Goal number 4

Case study - Cumbria Crak event

In October, the NDA hosted Cumbria’s first ever cyber security “Capture the Flag” competition for secondary schools across the county to encourage pupils to consider a career in cyber security by taking part in a variety of cyber activities and competitions. The event, which took place during Cyber Awareness Month, allowed students to also hear from cyber experts at the NDA and the Group Industrial Cyberspace Centre, as well as engage with former apprentices and graduates who started their careers in cyber in the NDA group and could talk about their own experience getting into the industry.

Security and Resilience

UN Goal numbers 9 and 17

The Challenge: security and resilience

The NDA is always seeking innovative ways to ensure our sites remain safe and secure in a resource constrained environment, whilst delivering proportionate security in line with the site risk reduction curve during the decommissioning process.

Currently, all NDA sites have high-level security measures in place designed to protect nuclear material and other radiological material, in line with associated risk reduction.

In 2022/23, the security and resilience team in conjunction with our technology and innovation team conducted a collaborative innovation competition with Defence Science and Technology Laboratory (DSTL) and Defence and Security Accelerator (DASA) to explore the potential for future security systems.

This competition to provide appropriate, efficient and cost-effective solutions concluded in July 2023 including a showcase of potential solutions for diverse stakeholders from the NDA group and beyond. Subsequent innovation trials are planned to launch later in 2023/24 for an 18 month live trial on an NDA site thereafter.

Stakeholder Relations

UN Goal numbers 3, 10 and 11

Case study - GDF and Community Partnerships: Community Investment Funding

The formation of Community Partnerships as part of the GDF programme will have unlocked around £7 million of Community Investment Funding by the end of 2023, supporting over 120 projects from community youth schemes to mental health initiatives, and driving real positive change in those places. 

This shows that there are clear benefits for communities participating in the process, making a real difference to local people. All are in areas which have formed Community Partnerships to engage in a dialogue about what hosting a GDF would mean for them.

The funding, awarded over the previous two years, has helped a variety of community ventures in Mid Copeland, South Copeland and Allerdale in Cumberland access £2 million each and Theddlethorpe in Lincolnshire, £1 million. A key feature of the funding is that the organisations chosen to receive grants are decided by members of the Community Partnerships, not NWS.

Skills/People

UN Goal numbers 4, 8 and 10

Case study - Largest and most diverse cohort of graduates joins NDA group

Graduates and apprentices took centre stage at a Nuclear Week in Parliament reception hosted by the Nuclear Industry Association and sponsored by the NDA. Attendees shared first-hand experience about how the next generation of nuclear decommissioning workforce is being developed.

It comes as the NDA welcomes its largest and most diverse cohort of graduates following the launch of the NDA group graduate programme in 2022. Around 60 graduates have joined and the scheme has exceeded aspirations for diversity goals due to be achieved by 2025, with 47% of graduates being female, 26% identifying as an ethnic minority, 18% as LGBTQ and 13% reporting being a person with a disability. The number of graduate opportunities is set to double next year.

Health, Safety, Environment and Wellbeing

UN Goal number 3

Case study - Health and wellbeing

In 2024, the NDA group will launch a Wellbeing Centre of Excellence. Underpinned with a new six year, two phase strategy that will guide our organisation to the recognised excellence of ISO45003:2021 certification. This will unpack each stage of the ISO 45003 journey in the context of the group, setting out the planning and milestones that are necessary for the completion of each stage.

An online wellbeing hub will be developed as an effective, meaningful, and accessible resource that can benefit the entire group workforce. A range of leadership training and competency programmes will be launched.

Transport and Logistics

UN Goal numbers 7 and 9

Case study - Government support to develop new transport package

Nuclear Transport Solutions (NTS) secured over £1 million funding from the UK Government in July 2023 to lead on the development of an innovative package which will transport High-Assay Low-Enriched Uranium (HALEU) fuel to new nuclear reactors.

Funded via the Nuclear Fuel Fund, the new package will be versatile to allow NTS to transport HALEU in multiple forms, such as powder or fuel elements.

Research, Development and Innovation

UN Goal numbers 3 and 9

Case study - Robotics and Artificial Intelligence Collaboration (RAICo)

RAICo is a collaboration between the NDA, Sellafield, UK Atomic Energy Authority (UKAEA) and the University of Manchester looking at addressing common challenges between nuclear fission and fusion. 

The partnership will pioneer the deployment of robotics and artificial intelligence to deliver sustainable decommissioning more effectively, efficiently, and for less cost to the taxpayer.

The partners have invested £28m in transformative technologies and capabilities that can be utilised across the whole NDA group. Early successes have seen robots deployed at Sellafield to access hazardous and hard to reach areas for waste chararacterisation and management – with learning shared across NDA sites to deliver benefits group-wide.

Asset Management

UN Goal number 12

Case study - Lean manufacturing of the Sellafield AGR dismantler

The Sellafield AGR Fuel Dismantling Plant was identified as a bottleneck in AGR defueling, so the NDA and Sellafield mapped and analysed data, engaging the workforce and working together identified and implement opportunities for improvement. This led to embedment of lean manufacturing tools, techniques and behaviours within the facility to improve and sustain fuel processing through the dismantler. This was a significant step up with new ways of working introduced, with the techniques and activities are now being shared with other plants.

Supply Chain

UN Goal numbers 8,9 and 12

Case study - Small and medium enterprises and supply chain diversity

At the highest level, our aim has been around a third of our supply chain expenditure (circa £2 billion) with small and medium sized businesses. This was to promote broader supply chain diversity, build longer term supply chain resilience and help stimulate enhanced economic growth in line with Government policy. In 2022/23, and following excellent collaboration between NDA and Sellafield in particular, the NDA group achieved it’s highest ever position, 39%. This places NDA as one of the highest performing bodies in this space, particularly when considering the complexity of our supply chain requirements. Sustaining this level of excellent performance remains a key focus for the group commercial functions over the coming years.

Socio Economics

Case study - sutherland spaceport investment.

The NDA has committed £3 million toward the development of the £30 million Sutherland Spaceport, the first vertical launch spaceport on UK mainland. It’s expected to create over 700 new employment opportunities in the Highlands and Islands over the lifetime of the programme and boost the local economy by £56 million per year by the end of the decade. It is also intended to become the first carbon-neutral spaceport in the world.

International Relations

UN Goal number 17

Case study - Collaborating across borders

The NDA’s Chief Strategist for Integrated Waste Management has been selected as chair of an International Atomic Energy Agency (IAEA) technical working group on radioactive waste management and technologies.

Dr James McKinney represents the UK on the group alongside representatives from around 20 other nations and will act as chair for a four-year term until 2026. The group aims to provides advice to the IAEA on technical areas relating to radioactive waste including policies and strategies, technologies and processes for sustainable management of  radioactive waste, stakeholder involvement, information sharing and international collaboration. It’s one of many ways the NDA plays a leading role representing the UK on the international stage.

Information Governance

UN Goal number 11

Case study - Heritage strategy implemented

A hertiage strategy has been created in collaboration with NDA group heritage specialists and in consultation with others from the heritage sector, to maximise our ability to identify, safeguard and celebrate the history and cultural heritage of the nuclear industry.

There are many benefits of preserving, safeguarding, and celebrating nuclear heritage, ranging from learning lessons of the past so we can support decommissioning and future nuclear developments, to realising significant social value potential by connecting with local communities and stakeholders.

Capturing the legacy of the nuclear industry will enrich the NDA mission and help us deliver our outcomes more effectively.

NDA group key activities

The NDA group’s key activities for the next three years are set out on the following pages. These near-term activities are mapped against our strategic themes and specifically to our 47 strategic outcomes that make up our mission.

All activities and dates represent the latest emerging information and are subject to change.

Where we expect an activity to complete during the Business Plan period, this is clearly stated. All other activities will continue into the following year.

Planned expenditure for 2024/25  - £32 million

Sellafield Limited

Sellafield Ltd is an NDA subsidiary, responsible for delivering the NDA mission, through operating and decommissioning Europe’s largest and most complex nuclear site. This includes cleaning up nuclear facilities and safeguarding nuclear fuel, materials, and waste - creating a clean and safe environment for future generations.

Planned expenditure for 2024/25 - £2,800 million

Site in Cumbria 

276 hectares 

Hectares dedesignated

0 hectares 

All 276 hectares remain covered by the nuclear site licence.

The portfolio of work is balanced around the following priorities:

Safely guarding and keeping secure Special Nuclear Material

Reducing risk and hazard in high hazard areas

Keeping the nation’s lights on through management of AGR fuel and facilitating the effective defueling of reactors

Ensuring the infrastructure is resilient

Keeping enabling activities off the critical path

Progressing risk and hazard reduction in other site areas

Supporting the NDA group material consolidation

Important milestones 2024-2027

Continue to receive and dismantle AGR fuel from EDF Energy

Progress analytical services capability

Continued roll out of asset management plans and continuous improvements

Sustained retrievals from the legacy ponds and silos

Continue to support the NDA Alpha Resilience Capability (ARC) Programme

Continued focus on supporting a low carbon future

Site progress (achieved and expected)

All buildings decommissioned - TBD

All land remediated - 2125

All land dedesignated - 2125

TBD is shown when the date for completing the strategic outcome is not sufficiently clear for a specific date to be given at this time.

Nuclear Restoration Services (NRS) was launched in October 2023 as the new brand for Magnox Ltd. This operating company is structured into two delivery businesses - the sites delivery business, which includes the 12 sites previously known as Magnox, and the Dounreay delivery business.

NRS is responsible for the safe delivery of value for money decommissioning and restoration of nuclear sites ensuring all our futures are safe, secure and sustainable.

NRS Dounreay Delivery Business

Dounreay is Scotland’s largest decommissioning project, located in the north of Scotland.

For more than 50 years it was known as the centre of the UK’s fast reactor research and development and now the team is aiming to be recognised as a centre of excellence for nuclear decommissioning.

NRS Dounreay Delivery Business is responsible for decommissioning the Dounreay site. It also operates a Low Level Waste (LLW) disposal facility to deal with waste from the site. The Lifetime Plan for decommissioning the site is currently under review.

Planned expenditure for 2024/25 - £225 million

Site in northern scotland.

60 hectares  (plus 12 hectares designated for LLW facility) in Caithness.

60 hectares remain covered by the nuclear site licence, the 12 for the LLW facility are designated but not licensed.

Our interim end point (IEP) relates to achieving the following phases of work:

All buildings no longer required to be demolished

All waste generated to be in its final packaged state and in its designated storage facility, permitted disposal location or responsibility transferred.

Site land and services remediated to an optimised state

The interim end point (IEP) is to ensure the site’s condition is suitable for its future land use; higher activity waste can be retrieved for disposal and the site has implemented the required ongoing security arrangements.

Highlights 2024-2027

Natural and depleted uranium, 100% offsite (completed 2024)

Fuel Cycle Area (FCA) raffinate immobilised

Drum Cementation Plant (DCP) store extension II operational

Dounreay Fast Reactor (DFR) defueled

Free from spent fuel - TBD

Free from nuclear materials - TBD

All radioactive waste disposed - TBD

All buildings decommissioned or relicensed - TBD

All land demonstrated as suitable for reuse - TBD

All land dedesignated or reused - TBD

Key activities

NRS Sites Delivery Business

NRS Sites Delivery Business is responsible for decommissioning, restoring, and remediating the ex Magnox sites, and the former research sites at Harwell and Winfrith. This business unit also has one hydro-electric power station, Maentwrog.

The original strategy for the sites was to remediate the hazard to implement a low-cost care and maintenance period from the 2030s. Following the quiescence period, the final structures would be removed. We now have greater experience, better understanding, and up-to-date knowledge.

A change in decommissioning strategy to Site Specific Strategies (SSS) is being developed which considers all contributing factors for that site as well as the strategic and funding pressures on the NRS portfolio. This will support the Rolling Programme of Decommissioning (RPD) strategy, which approaches decommissioning in a phased way, aims to reduce the overall cost, duration, and uncertainty of the company mission, enabling further beneficial re-use of some of our land for other purposes.

We endeavour to support economic growth and job creation by continuing to drive progress against a short-term plan with clear milestones. Each site will also have long-term options identified and decision points on both the decommissioning strategy and the end state. This will allow us to consider opportunities for more innovative approaches, based on the technology and external factors of the time, and provide a basis for ongoing engagement and consultation on our strategies for site decommissioning. To recognise the uncertainties in the long term, we have chosen to set out approximate dates that our best estimates of the earliest available options encompass rather than setting out specific dates for our milestones. The current best estimates for end state dates have been included in the 2024-2027 NDA Business Plan and reflect the work done to date on near-term plans and medium-term plans. These estimates are subject to change as we develop our plans and take account of contributing factors including HMG priorities, funding and approvals.

For example, further changes, as we develop our RPD plans, are liable to arise as we seek to integrate and optimise the Sites Delivery Business plans with those of the AGRs and indeed any other future missions which NRS may be asked to support in due course. We know that as we evolve our RPD plans, these will increasingly need to consider incorporating the AGR sites as and when they are handed-over post de-fueling.

Planned expenditure for 2024/25 - £540 million

Site in Gloucestershire 

27 hectares 

Hectares dedesignated 

11 hectares - 16 hectares remain covered by the nuclear site licence.

Free from spent fuel - Achieved

Free from nuclear materials - Achieved

All land in end state - all planned physical work complete - c.2060s*

*This is our best estimate of the earliest date to achieve milestones but is based on a number of dependences, assumptions, risks and exclusions and is subject to site specific strategy development and approval.

in care and maintenance

Site in Essex 

20 hectares

0 hectares - All 20 hectares remain covered by the nuclear site licence.

All land in end state - all planned physical work complete - c.2080s*

Chapelcross

Site in Dumfries and Galloway 

96 hectares 

0 hectares - All 96 hectares remain covered by the nuclear site licence.

Dungeness A

Site in Kent 

20 hectares 

All land in end state - all planned physical work complete - c.2050s*

Site in Oxfordshire 

107 hectares 

23 hectares - 84 hectares remain covered by the nuclear site licence.

Free from nuclear materials - 2026

Hinkley Point A

Site in Somerset 

19 hectares 

0 hectares - All 19 hectares remain covered by the nuclear site licence.

Hunterston A

Site in Ayrshire 

15 hectares 

0 hectares - All 15 hectares remain covered by the nuclear site licence.

Site in South Gloucestershire 

47 hectares 

32 hectares - 15 hectares remain covered by the nuclear site licence.

Site in East Suffolk 

14 hectares

0 hectares - All 14 hectares remain covered by the nuclear site licence.

All land in end state - all planned physical work complete - c.2070s*

Trawsfynydd

Our lead and learn site for rolling decommissioning

Site in North Wales 

15 hectares

Site in Dorset 

81 hectares 

10 hectares - 71 hectares remain covered by the nuclear site licence.

All land in end state - all planned physical work complete - c.2036*

Site in Anglesey 

21 hectares

0 hectares - All 21 hectares remain covered by the nuclear site licence.

Nuclear Waste Services’ (NWS) vision and mission is vitally important to the UK today and for future generations. It’s here to make nuclear waste permanently safe, sooner, and its mission is to become the ‘one-stop shop’ for the management of nuclear waste in the UK.

The creation of NWS in January 2022 brought together the expertise of LLW Repository Ltd (LLWR), Radioactive Waste Management (RWM), and the NDA group’s Integrated Waste Management Programme (IWMP). With a view of the full waste management cycle, its skilled workforce is developing new treatment technologies and services to overcome the challenges of managing and disposing of nuclear waste safely and securely.  

Planned expenditure for 2024/25 - £247 million

100 hectares

Hectares Dedesignated 

0 hectares - All 100 hectares remain covered by the nuclear site licence.

Our strategic objectives are:

Be leaders in the application of the nuclear waste hierarchy to ensure that the right waste is placed in the right package and is disposed of at the right facility.

Support accelerated decommissioning through innovation with waste streams managed in the most sustainable and efficient way, supported by technology development and expertise, setting worldwide standards, and delivering value for money for the UK taxpayer. 

Important milestones

Optimise the business, delivering efficiency commitments by 2024/25

Establish a group wide waste characterisation service by 2024/25

Mobilisation and commencement of the next phase of capping operations at our LLWR site in 2024/25*

• Introduce a standard container catalogue by 2025/26

Decision on first community to progress to deep borehole drilling, to be submitted to the Secretary of State for approval by 2026/27

Submission of the LLWR site Environmental Safety Case to the Environmental Agency by 2026/27*

(*) indicates activities related to specific work at NWS Low Level Waste Repository site

All land dedesignated or reused - 2135 (*)

Nuclear Transport Solutions

Established in 2021, Nuclear Transport Solutions (NTS) is a centre of excellence and a strategic UK capability for the transport of radioactive and other critical materials.

Delivering our mission relies on being able to transport radioactive materials and other freight safely and sustainably. NTS supports this by transporting spent nuclear fuel from UK power stations to Sellafield, returning reprocessed products to customers overseas, and providing packaging and licensing solutions to the NDA group.

It also generates revenue through commercial opportunities in the UK and overseas – offsetting the cost of delivering decommissioning and clean-up work at the UK’s oldest nuclear sites.

NTS operates Direct Rail Services (DRS) and Pacific Nuclear Transport Ltd (PNTL) to deliver rail and shipping services for customers, building on decades of experience of providing safe, secure and reliable transport solutions.

Planned expenditure for 2024/25 - £84 million

NDA Archives Limited

NDA Archives is an NDA subsidiary, responsible for Nucleus (the Nuclear and Caithness Archives) and related operational activities across the NDA group. The Nucleus facility is currently operated by a commercial partner and provides the centre of excellence for long-term records management, archive services, digital preservation and heritage management.

NDA Properties Limited

NDA Properties Ltd is an NDA subsidiary, holding and managing the majority of the non-nuclear property assets within the NDA group.

Rutherford Indemnity Limited 

Rutherford Indemnity Limited provides insurance cover for the NDA group. The company is a wholly-owned subsidiary, managed for the NDA by Marsh Management Services Guernsey Limited, and has no direct employees.

Energus is an NDA subsidiary offering conference and events facilities and a range of training, education and business support services geared to providing and enhancing skills within both the local and national nuclear workforce.

Springfields

Planned expenditure for 2024/254 - £18 million

81 hectare site in Lancashire. 

All 81 hectares remain covered by the nuclear site licence. 

Springfields Fuels Ltd (SFL) is owned by Westinghouse Electric UK Holdings Ltd

Springfields is a nuclear fuel manufacturing site and is located near Preston in Lancashire. The site is operated by SFL and is used to manufacture a range of fuel products for UK and international customers, the processing of historic uranic residues and decommissioning of redundant facilities.

From April 2010, the NDA permanently transferred ownership of the company to Westinghouse Electric including the ability to invest for the future under the terms of a new 150-year lease. SFL is contracted to provide decommissioning and clean-up services to the NDA to address historic liabilities.

Planned expenditure for 2024/25  - £17 million

30 hectare site in Cheshire 

17 hectares have been dedesignated 

Modification of Designating Direction signed by the Minister in May 2010 and July 2012.

Remaining 13 hectares are covered by the nuclear site licence.

Urenco Nuclear Stewardship (UNS) is owned by URENCO.

The NDA Capenhurst site is located near Ellesmere Port in Cheshire.

In 2012, the site was transferred to URENCO, owners of the adjacent licenced site, and was amalgamated into a single nuclear licensed site.  As part of this transfer, URENCO established UNS, formerly known as Capenhurst Nuclear Services (CNS), to provide management of uranic materials and carry out remediation work on behalf of the NDA.

UNS manages a large proportion of the NDA’s uranic inventory and provides broader decommissioning and demolition works for redundant facilities, in order to reduce liability and optimise space utilisation on site.

Delivery of our mission up to 2042 - Spent Fuels and Nuclear Materials

Delivery of our mission up to 2042 - Integrated Waste Management and Site Decommissioning and Remediation

Useful links

Department for Energy Security and Net Zero

Springfields Fuels Ltd

Useful documentation

NDA Strategy - March 2021

NDA Mission Progress Report 2023

NDA Mid-Year Performance Report 2023 to 2024

NDA Annual Report and Accounts 2022 to 2023

NDA Business Plan 2022 to 2025 and NDA Business Plan 2023 to 2026

NDA Research and Development 5 year plan: 2019 to 2024

Nuclear Decommissioning: attracting and retaining skills (brochure) Nov 2016

NDA group gender pay gap report: 2021 to 2022

NDA: working with our communities

NDA areas of research interest

The NDA group Sustainability Strategy 2022

NDA Value Framework: how we make decisions

NDA Social Impact and Communities Strategy

NDA group local, social and economic impact practitioners’ guidance: grant funding

AGR - Advanced Gas-Cooled Reactor

BEIS - Department for Business, Energy and Industrial Strategy

BOS - Balance of Site

DESNZ - Department for Energy Security and Net Zero

CAPEX - Capital expenditure

DCP - Dounreay Cementation Plant

DFR - Dounreay Fast Reactor

DRS - Direct Rail Services Ltd

EDFE - EDF Energy

ED&I - Equality, Diversity and Inclusion

FCA - Fuel Cycle Area

FGMSP - First Generation Magnox Storage Pond

FHP - Fuel Handling Plant

GDF - Geological Disposal Facility

HAL - Highly Active Liquor

ILW - Intermediate Level Waste

INS - International Nuclear Services Ltd

LETP - Liquid Effluent Treatment Plant

LLW - Low Level Waste

LLWR - Low Level Waste Repository

MOD - Ministry of Defence

MOX - Mixed Oxide Fuel

MSSS - Magnox Swarf Storage Silo

NDA - Nuclear Decommissioning Authority

NDAPL - NDA Properties Ltd

NRS - Nuclear Restoration Services

NTS - Nuclear Transport Solutions

NWS - Nuclear Waste Services

POCO - Post Operational Clean Out

PFR - Prototype Fast Reactor

PFSP - Pile Fuel Storage Pond

PPP - Programme and Project Partners

RD&I - Research, Development and Innovation

RWM - Radioactive Waste Management Ltd

SDG - United Nations Sustainable Development Goals

SGHWR - Steam Generating Heavy Water Reactor

SLC - Site Licence Company

SME - Small and Medium Enterprise

THORP - Thermal Oxide Reprocessing Plant

UKGI - UK Government Investments

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