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The strategic level planning activities within a organisation should produce a documentedOSP. TheOSPshould present a long-term plan that encapsulates the vision, mission, values, objectives, policies, stakeholder requirements and risk management of an organisation. Having a well-defined OSP provides the

organisation with a clear understanding of their current situation and even more importantly where they are heading. Understanding where the organisa- tion is in terms of AM capability and what the areas of improvement are can be achieved through a maturity assessment. The maturity assessment will help the organisation understand how well the AMS conforms to the requirements of the ISO 55001 standard. The results of the maturity assessments and the improvement roadmap can be an integral part of the OSP.

4.4.2.1 Organisational Strategic Plan – 1.2.1

The strategic level planning of an organisation should produce a documented

OSP, that should be informed by the stakeholder requirements as identified in section 4.4.1. The process of establishing the basis of an OSP can be seen in figure 4.8. The process outlined in figure 4.8 is based on concepts covered in sections 2.1.3 and 2.1.4. The organisation needs to develop a OSP which is the long-term plan that encapsulates the vision, mission, values, objectives, strategies, policies, stakeholder requirements and risk management principles of an organisation.

These elements serve to promote internal and external communication and motivation and assert leadership and relate to the Asset Management Lead- ership AM subject as per appendix A section A.1.5.1. These statements are strategic and descriptive of the identity of an organisation, outlining why an organisation is in business and what it seeks to accomplish. Providing clear and understandable vision, mission and values helps members of an organisa- tion to understand who they are, where they are heading, and how they will get there. The vision, mission and values also need to be clearly defined, with the mission directed to achieving the vision with the values playing a key role in how the organisation operates.

The vision, mission and values also provide direction for AM activities of the organisation which are driven by the objectives and context of the busi- ness. The organisation needs to clearly define and document its objectives and strategies which need to be SMART and cover all assets within theAMS and be well communicated. In theSA RE context organisational objectives can be to provide reliable power, ensure project profitability or have zero HSE inci- dents. Strategic initiatives could include developing an HSE system, pursuing ISO 55000 compliance, developing a competency management framework, and can consider KPIs such as power plant availability and performance ratio (so- lar PV). Departmental and individual responsibilities need to be aligned to the overall organisational objectives, strategies and a Key Performance Mea-

Organisational Strategic Plan (OSP)

Mission, Vision, Values

Organisational Policies

Risk Management

Organisational Objectives and Strategies

(AM Objectives and Strategies needs to be aligned) Vision clear, mission

directed to achieve vision, values influences how the organisation operates?

Are the organisational objectives and KPIs SMART, cover

the assets within the AMS and well communicated? Policies workable, fair

and easily understood?

Have the organisational risks been identified and documented? Yes No No Yes No Yes Yes No Asset portfolio  Wind project 1, 2,...  Solar project 1,2,... OSP Objectives (examples)

1. Provide return on investment 2. Generated cash

3. Meet ED/SED obligations 4. No HSE incidents

Strategies (examples)

5. ISO 55000 certification

6. Competency management framework 7. Centralisation

KPIs (examples)

8. Power plant availability

9. Solar power plant performance ratio 10. Electrical balance of plant availability

Risks

 Asset criticality  Scare skills/competency  Grid code compliance  HSE  Technology lifecycle  Labour unrest  Government policy  Eskom liquidity Criticality  Wind turbine  Inverters  Transformers  Control systems Continue Phase 1: AM Framework Establishment

Start Business Process Element:

Organisational Strategic Plan and AM Maturity - Phase 1.2

Organisational Strategic Plan - 1.2.1 Legend Process managed centrally at head office level Step in process Start/ Continuation/ End of phase Asset Management Maturity - 1.2.2

Figure 4.8: Organisational strategic plan – 1.2.1

Once the organisational objectives and strategies andKPIshave been estab- lished the organisational policies which support these organisational objectives and strategies and KPIshave to be developed and deployed within the organ-

isation. The deployment of policies in conjunction with nurturing a shared vision and mission can help develop focus within an organisation and support reaching strategic goals. This process also helps to unify divergent stakeholder requirements and overarching business objectives, while the overall business objectives need to be defined in such a manner that they uphold the val- ues and stakeholders’ requirements. Furthermore, the process can sometimes result in conflicting objectives and this variability needs to be managed by translating organisational objectives into very concise and effectively commu- nicated functions. TheAM policy will form part of the organisational policies and needs to carry the same importance as all other organisational policies (refer to section 2.1.3.5). The organisation should also ensure that policies are workable, fair, communicated and understood by all relevant stakeholders.

The discussion in section 2.1.4.6 highlights that risk management plays a key role within the AMS which it addresses through the Risk Assessment and Management AM subject in appendix A sectionA.1.6.1. The underlying risks faced by modern businesses are no longer merely financial and regulatory but complex and inclusive of dimensions such as the environment and social aspects. The current operating environment introduces some key challenges within the process of developing and establishing governance frameworks and management principles due to these new risk factors which are important, especially within a complex operating environment like the SA RE sector. Effective control and governance of assets by organisations is essential to realise value through managing risk and opportunity, in order to achieve the desired balance of cost, risk and performance. Organisations also need to document the manner in which they manage risk as part of the requirements of the ISO 55000 series and can consist of risk registers or other mechanisms for the management of risk. Risk assessment and management assist the organisation to deliver on the OSP and extract as much value from the assets as possible. Risk management should provide the organisation with a consistent methodology for assessing and managing uncertainty so as to optimise AMdecision making. The organisation needs to understand how risk related to assets and AM can be combined within a corporate governance framework. Establishing a view on asset criticality informs the AM strategy and decision-making processes followed by the organisation. Critically assignment of an asset requires the organisation to assess the potential impact failure would have and is influenced by the vision, mission, values as well as other business policies, key stakeholder requirements, goals and risk management criteria. A criticality ranking of assets can be performed using a probability and consequence ranking as seen in appendix F.

The organisation needs to document risk information in a usable format that will enable easy analysis. Potential risks within the SA REcontext could include the ability of Eskom to pay for electricity, grid code compliance, skills

shortages, technology and lack of information sharing, with asset criticality ranging from wind turbines and specific wind turbine systems or solar PV

systems to transformers. The ISO 31000, Risk Management Principles and Guidance, provides guidance on good practice approaches to Risk Assessment and Management. Furthermore, the portfolio of assets that are relevant to the vision, mission, values as well as other business policies, key stakeholder requirements, goals and risk should be clearly defined.

4.4.2.2 Asset Management Maturity – 1.2.2

AM maturity and the process of understanding the organisational AM matu- rity is outlined in figure 4.9 and is discussed in detail in section2.1.3.8.

A capability maturity model can be defined as a way of assessing the various stages of business process development within an organisation and a framework that can be used to improve processes using a pre-defined set of levels.

This step requires that a maturity framework assessment should be used to understand the existing capability, strengths and weaknesses while determining gaps for improvement as discussed in section 2.1.3.8. The maturity framework should be a collection of the best practices that can guide organisations to improve their effectiveness, efficiency and quality. The maturity framework should be a set of structured levels that describe how effectively various pro- cesses within an organisation can sustainably achieve desired outcomes (refer to section 2.1.3.8).

Complete AM maturity assessment Documented results from the AM

maturity analysis that can be used to gauge the current state of the organisation and track progress

Continue Phase 1:

AM Framework Establishment

End Business Process Element:

Organisational Strategic Plan and AM Maturity - Phase 1.2

Asset Management Maturity - 1.2.2 Legend

Process managed centrally at head office level Step in process

Start/ Continuation/

End of phase

Figure 4.9: Asset management maturity – 1.2.2

AM maturity assessments can support the improvement of AM capabilities that use maturity guidelines as a means of driving improvement within its

guide target trajectories, improvement programmes for AM capabilities and monitor the progress over time.

The AM maturity guide developed by the IAM (2015b) could be used as a guide to the subject ofAMmaturity and the manner in which it can be defined, scaled and recognised against the ISO 55001 standard. This could provide a consistent way of measuring capability and maturity by which organisations can identify their areas of strengths and weaknesses.

Using the AM maturity scale can also be useful to diagnose and prioritise the development of new capabilities, benchmarking, demonstrating progress or competency and fostering continuous improvement.

The IAM (2015b, 4) maturity 6 level scale and guidance for AM considers both the maturity of the AMS (how it conforms to the requirements of ISO 55001) and the maturity of the AM practices (covering the 39 subjects).

The organisation should also understand that displayingAMmaturity tran- scends simply conforming with the ISO 55001, and in certain cases organi- sations would choose to develop AM capability beyond that required by the ISO 55001 to achieve their organisational objectives. AM as a discipline is evolving continuously and is influenced by innovation, learning and new tech- nology. The ever-changing trends continuously challenge what is regarded as best practice.

Organisations can choose to asses the conformance of theirAMSagainst the ISO 55001 standard. The conformance or AMmaturity assessments should be undertaken by external third-party assessors. Using accredited assessors will deliver the most value to the certification process (IAM, 2015a, 35).

Developing capability maturity models for the SA RE industry will be im- portant to understand the existing capability, strengths and weaknesses while determining gaps for improvement within the realm ofAMrelated to managing REPPs.