Joe Inniss Asset Management Industry perspective
I had the pleasure of attending the Institute of Asset Management UK Chapter 2026 Annual Conference. It was a fantastic few days, with lots of learning and networking.
I was privileged to have some really interesting and insightful conversations with lots of awesome asset management professionals. I’ve pulled my reflections together to share. Where useful I’ve done some research to support (or disprove) these insights. I’ve also anonymised these findings to be respectful of confidences. I don’t think anything should be too controversial. That said, all opinions are my own and do not reflect the views of anyone else or any organisation. If you do disagree with any of this, please do let me know – constructive feedback is always welcome. Lastly, the best compliment you could give me would be to share this report with someone else who you think would like it…
In a nutshell:
Technology is changing how asset management services are delivered.
Demographic pressures are challenging traditional approaches to workforce development.
Commercial relationships are being tested by commoditisation.
Regulators are interested in doubling down on asset management to reinforcing the importance of professional competence.
The asset management profession has an opportunity to broaden its influence across the UK economy.
Summary
The Institute of Asset Management (The IAM) UK Chapter Conference 2026, held in Glasgow on 3–4 November, brought together approximately 360 delegates. Under the theme Advancing the Profession – How Asset Management is Meeting the Challenges and Grasping the Opportunities, the conference explored the evolving role of asset management in addressing complex organisational, technological, environmental and economic challenges.
The event reflected a profession that continues to develop in maturity, influence and diversity. The discussions highlighted several important transitions that will fundamentally reshape the asset management landscape over the coming decade.
Five themes stood out.
1. The continued growing importance of asset management to wider society. The geographical distribution of infrastructure investment, the resilience of public services and the creation of long-term economic and social value are increasingly important considerations. Asset management must be understood as more than an organisational discipline concerned with optimising infrastructure expenditure.
2. Changing technology is in turn changing the economics of asset management. Developments in applied computer science, including artificial intelligence, are increasing the availability of information and reducing the cost of many analytical activities. The principal challenge is shifting from acquiring and processing asset data towards interpreting and connecting asset data. Information is data put into context that can support effective asset decision making.
3. Workforce demographics are in a critical transition. The retirement of experienced professionals, combined with the potential automation of traditional entry-level activities, raises deep questions about how organisations will develop and deploy the next generation of asset management expertise. Many engineering and asset management tasks are becoming commodified and automated.
4. The relationship between asset owners and suppliers is changing. As technical capabilities become easier to commoditise, infrastructure owners face opportunities to reduce costs. The risk with commodification is overly transaction procurement (with a race to the bottom in terms of quality). This increases the importance of organisational culture, trusted partnerships and long-term strategic relationships, and creates important questions about whether procurement approaches adequately recognise the value these capabilities provide, or whether we have the right KPIs and measures for the most valuable services.
5. The profession has opportunities to expand its influence. Greater state and regulatory interest in asset management competence, alongside increasing participation from sectors such as defence and housing, presents an opportunity for the IAM to continue to broaden participation within the asset management communities.
Taken together, these developments suggest that the next stage in the evolution of asset management will be characterised not simply by improvements in technical practice, but by the profession's growing influence over organisational strategy, commercial relationships, economic regulation and public policy.
The central opportunity is to reposition asset management as a discipline concerned with the creation and preservation of long-term value for society, rather than simply the efficient management of physical assets.
1. The state of the profession: Strong engagement and growing relevance
A successful conference demonstrates the strength of the professional community
The success of the Glasgow conference provided an encouraging indication of the health and engagement of the UK asset management community.
With approximately 360 delegates attending the UK Chapter Awards & Dinner, zero speaker withdrawals and generally strong participation in the conference's networking activities, the event demonstrated the continued appetite for professional collaboration and knowledge exchange.
The substantial number of delegates staying at the conference hotel also contributed to a particularly positive atmosphere, creating opportunities for informal discussions and the development of professional relationships beyond the formal programme.
These interactions are an important component of professional development, and indeed the development of the profession.
[intergalactic]
Asset management is fundamentally interdisciplinary. It requires organisations and individuals to integrate technical, financial, operational, environmental and organisational considerations across whole asset lifecycles. Consequently, the opportunity to exchange experience across industries and professional disciplines is useful. The conference provided an encouraging demonstration of The IAM's continuing excellence as a platform to facilitate these connections.
The significance of Glasgow: Asset management and regional economic development
The choice of Glasgow as the host city also deserves recognition. The strong attendance, despite the conference being held away from London and the South East, demonstrates the benefits of maintaining a genuinely national professional community.
This is particularly important for a discipline concerned with the management of infrastructure and the wider built environment. The geographical distribution of economic activity across the United Kingdom remains highly uneven.
While the language continuous to evolve, the need for “levelling up” is well recognised. The Office for National Statistics (2026) reports that gross disposable household income per head in London reached £36,487 in 2024, compared with £20,562 in the North East of England. These figures illustrate the continued regional differences in economic circumstances.
The concentration of economic activity around London is reinforcing, with privileged access to capital, employment opportunities, international markets and specialised services. However, this concentration contributes to pressures on housing, transport and social infrastructure.
Outside of the London Bubble, communities face different challenges: Lower average earnings, limited economic opportunities and weaker investment can constrain regional growth. Many of the goods and services consumed nationally are also priced through national markets that do not reflect differences in regional earnings.
Infrastructure assets are an important enabler of economic activity. Transport connectivity, digital infrastructure, energy networks, educational facilities and public services all influence the attractiveness and productive capacity of different locations.
Asset management therefore has an important role in shaping the geographical distribution of economic opportunity.
This requires decisions about infrastructure investment, maintenance, renewal and enhancement to consider wider economic and social outcomes.
In the same way that asset management professionals seek to deliver the best return on investment across a portfolio of assets, we can apply that same thinking to infrastructure investment across the UK. Optimisation of investment plans. Where an opportunity to invest regionally may appear economically marginal when considered as an isolated infrastructure intervention, may deliver considerable value when assessed against its contribution to regional productivity, community resilience or access to essential services.
Conversely, continued investment in already concentrated economic centres may reinforce existing geographical inequalities, with individual projects demonstrating diminishing economic and social returns. We explored this concept at The Centre of Asset Studies, in out paper on Peak Infrastructure.
And from the perspective of The IAM, a profession that seeks to understand how infrastructure serves society should maintain a strong presence across the communities and regions that infrastructure supports. Holding the UK Chapter Conference in Glasgow was an encouraging expression of this principle.
2. Technology is changing the economics of asset management
From information scarcity to information abundance
One of the most consistent themes throughout the conference was the increasing influence of technology on asset management organisations.
Much of this discussion was framed around artificial intelligence. However, the underlying transformation is broader and reflects a longer-term development in applied computer science.
It was interesting to observe the number of presentations that had the instantly recognisable formatting of being AI generated. Although I’m personally not a fan, I don’t think it is inherently bad. My comment would just be that the real value of the conference (to me at least) is to hear the human experiences and perspectives of asset management professionals. If AI is a tool that helps someone articulate their story that’s great. If the content is just AI slop then I could get that at home!
[To enjoy this Jazz you’ve got to listen to the notes he’s not playing. I could do that at home!]
Point being - advances in computational capability, data collection, statistical analysis, software development and automation have progressively altered the ways organisations manage infrastructure. Regardless of the sustainability of the current AI boom, recent developments in AI represent a further acceleration of this underlying trend.
Historically, asset management has often been constrained by the availability and cost of reliable information. Understanding the condition, performance and deterioration of assets frequently required expensive surveys, inspections and technical analysis.
Developments in sensing technologies, remote monitoring, automated inspection and digital information systems are changing these economics.
Organisations can increasingly acquire and process substantial quantities of information at lower unit costs, (although the economics vary significantly between asset classes and applications).
At the same time, the proliferation of software development tools, including low-code and no-code platforms, is reducing the technical barriers to creating new applications.
The resulting expansion of available technologies creates considerable opportunities to increase the surety and context to which asset decisions are made.
However, it this also MASSIVELY increases complexity. In the Centre for Asset Studies we’ve been looking at a Simple Infrastructure concept centred finding the right level of complexity for the decision and context. Overly simplistic thinking can miss important context, underestimate risk and can lead to poor decisions and unintended consequences. Likewise, overly complex thinking leads to unnecessary layers of analysis, governance and process, increasing cost, delay and inertia, and reducing value (which is the direction of travel with current technology trends). The ideal is to provides enough context and rigour to make better, more robust decisions and deliver higher value, without overcomplicating things. (We expect to release a paper on this imminently).
Asset owners face an increasingly fragmented market of software products, analytical services, digital platforms and data providers. The challenge is no longer simply whether information or technology can be made available. It is determining which information is valuable, which technologies are appropriate and how they should be integrated into organisational decision-making.
In a world of abundance, value moves towards discovery. Individual tools have become commodified. The value is in not in the solutions but in the solution architecture.
Similarly, when we look within specific technical solutions, additional software functionality does not necessarily improve organisational performance. It can introduce duplication, integration challenges, increased operating costs and unnecessary dependence on particular technologies or suppliers.
The critical distinction is between generating information and improving decisions.
Effective asset management requires organisations to establish a clear line of sight (AKA golden thread), a clear connection between the corporate strategic objectives, the decisions that need to be made and the information required to support those decisions.
The development of ISO 55001:2024 reinforces this principle through its increased emphasis on asset management decision-making, value, organisational knowledge and alignment between strategy and operational activities.
These developments suggest that the future value of asset management expertise will increasingly depend on the ability to translate information into effective decisions and organisational action.
Successful asset managers will shift from the ability to produce analysis towards the ability to understand its implications and implement meaningful change.
This distinction has important consequences for the workforce and commercial relationships of the industry. Speaking of which…
3. Workforce transformation: A potential structural challenge
The convergence of demographic change and automation
Workforce capability was another prominent subject throughout the conference.
Two developments are creating potentially significant challenges for infrastructure owners and the wider asset management profession.
The first concerns the retirement of experienced professionals. Many infrastructure organisations rely on individuals who have accumulated considerable technical expertise, operational experience and institutional knowledge over many decades.
As these individuals retire, organisations face the challenge of preserving knowledge and maintaining sufficient professional capability. This is in the context of a profession that is still dependant on tacit knowledge and engineering judgement within most asset decisions – including investment planning, as well as operational and maintenance policies, and engineering and quality standards.
Someone used the expression “the coming silver tsunami” to describe this demographic transition.
Although the scale of the challenge varies between organisations and sectors, it is an established concern for many infrastructure employers.
The second development concerns automation and the decrease in available entry level jobs.
Artificial intelligence and other computational technologies are increasingly capable of undertaking activities traditionally assigned to junior professionals. These include routine data processing, technical documentation, standardised analysis and elements of report preparation.
I remember towards the beginning of my career, a huge part of my job as a graduate was taking minutes of meetings. This relatively mundane task gave me access to boardrooms, client meetings, design reviews, and generally helped me build an understanding of the whole web of engineering and construction. While AI does a good job of automating note taking, it is certainly changing how we remember things. I’m not saying this is bad, or good, but it is a change. It’s a bit like how I often blindly follow google maps rather than plan car journeys with a map. I usually get to where I want to be, but I have minimal understanding of how I got to where I was going.
During the conference, several discussions raised concerns that uncertainty about the future role of junior staff may be contributing to recruitment caution in some organisations.
This should not be interpreted as evidence of a universal reduction in entry-level recruitment. However, it raises an important question about the future development of professional competence.
The risk of removing the first stage of professional development
Professional expertise is rarely developed through formal education alone.
As mentioned above, it is also accumulated through practical experience, exposure to operational challenges and progressively greater responsibility.
Many experienced asset management professionals developed their understanding by undertaking relatively routine activities early in their careers. Assisting more senior staff and deputising for them was how we learn. These activities provided opportunities to understand systems, interpret information, develop technical judgement and learn from more experienced colleagues.
Automating such work can improve “productivity”, but it may also remove activities that historically supported professional development.
Organisations may be losing experienced professionals through retirement while simultaneously reducing the opportunities through which their successors would traditionally acquire expertise.
The short-term financial benefits of automation are likely to be adding to longer-term capability risks. As a side note, I’ve not really seen much evidence to show actual savings from the use of AI. If anyone has seen any solid analysis on this, I’d really like to see it.
To be clear, this is not an argument for or against automation. The point is just that technological transformation must be accompanied by deliberate changes to how we do professional development.
New approaches to developing capability
And the conference provided some encouraging examples of how the asset management community is responding.
Apprenticeships featured prominently in discussions about recruitment and skills development. I had some really brilliant conversations with Teesside University about their programmes and apprenticeships
The IAM's NxtGen community also made a particularly valuable contribution by exploring the skills and capabilities that newer entrants consider important. Their perspectives highlighted the value of involving emerging professionals in defining the future requirements of the discipline.
Another interesting theme concerned second careers. Asset management draws upon capabilities that are widely applicable across industries, including strategic planning, risk management, systems thinking, commercial management, organisational change and leadership.
We know that professionals from other sectors possess substantial transferable experience. Currently barriers can arise because different industries use different terminology to describe similar activities.
An individual with extensive experience in estate planning, equipment reliability or service transformation may already possess many of the capabilities required for asset management, without necessarily recognising their relevance. And equally, employers may underestimate experience acquired outside established asset management career pathways.
This suggests an opportunity to broaden recruitment and strengthen professional development by recognising relevant competence wherever it has been acquired.
4. Changing supply chain dynamics: The commercial question facing asset management
The increasing commoditisation of technical services
Technological developments are also changing the relationship between infrastructure owners and their suppliers. As information becomes more accessible and computational capabilities become more widely available, some services that previously required specialist expertise can increasingly be standardised or automated.
This creates opportunities for infrastructure owners to procure certain activities more efficiently. It also increases competitive pressure on suppliers.
Services that can be clearly specified and measured as discrete outputs are particularly susceptible to price-based competition.
In these circumstances, suppliers may respond through automation, standardisation, offshoring or alternative delivery models.
These developments are not inherently undesirable. Where activities are repetitive, well-defined and relatively low risk, greater efficiency can deliver meaningful value.
However, problems arise when the emphasis on reducing the cost of producing outputs becomes disconnected from the broader organisational outcomes those outputs are intended to support.
The limits of transactional procurement
Infrastructure owners increasingly have access to tools that help them take more ownership of decisions as ‘intelligent clients’. This can make them more capable and informed purchasers.
However, greater access to information does not necessarily mean that organisations require less support with decision-making, implementation or organisational transformation. Indeed, the opposite may be true.
As technical options proliferate, organisations face increasingly complicated decisions about how to prioritise investment, manage competing objectives and coordinate change.
So where a transactional approach to procurement can be effective where the scope, required output and risks are clearly understood – where the main benefit of outsourcing is to provide temporary capability that is not permanently required within the client organisation.
A transactional approach is less suited to circumstances where the desired value depends on sustained collaboration, evolving organisational requirements or the integration of multiple disciplines.
A report or technical assessment may be delivered efficiently and meet its contractual requirements while achieving relatively little organisational impact.
Conversely, a sustained partnership that develops organisational competence, improves decision-making and supports implementation may create value considerably greater than the cost of its individual deliverables.
The distinction is between purchasing an output and developing an outcome.
The increasing importance of human relationships
One of the most notable observations from Glasgow was the prominence of discussions concerning organisational culture, leadership, partnerships and business change.
Despite the considerable attention given to technology, many delegates emphasised the importance of human relationships in delivering successful asset management.
These capabilities are difficult, if not impossible, to automate. They require contextual understanding, judgement, trust and the ability to influence organisational behaviour.
The implication is that as routine technical activities become easier to commoditise, the relative value of these human capabilities may increase.
However, notable by it’s absence, the conference exposed a question that deserves greater attention.
The commercial elephant in the room
While there was extensive discussion about technology, workforce transformation and the importance of collaboration, the broader implications for commercial relationships were less prominent in the discussions I attended.
It is extremely difficult to procure outcomes and capability improvement.
There were positive examples of procurement-related innovation. Indeed, the 2026 IAM UK Chapter Awards recognised City of Glasgow College for its work on embedding collaboration in procurement and asset management. Nevertheless, a wider question remains.
If the greatest value increasingly resides in long-term relationships, organisational transformation and professional judgement, how should infrastructure owners procure these capabilities?
There is an important distinction between procuring technical outputs and procuring the conditions necessary for organisational improvement.
Outputs can often be specified, measured and competitively priced. Whereas outcomes may depend on trust, continuity, shared objectives and sustained engagement.
Existing commercial approaches, including strategic partnerships, alliancing and collaborative contracting, offer potential mechanisms for addressing these challenges. However, their suitability depends on the nature of the services being procured, the risks involved and the organisational context.
I’m not sure that I’m saying current commercial models are universally inadequate. More that this was absent from my experiences at the conference and there may well be a case for examining whether procurement strategies are evolving sufficiently to reflect changes in the relative value of technical production, professional judgement and organisational collaboration.
This is an important discussion for both infrastructure owners and the supply chain. The objective should not be to protect existing commercial arrangements from technological disruption. Rather, it should be to ensure that commercial arrangements support the capabilities and behaviours most likely to deliver long-term value.
5. Regulatory assurance: A renewed opportunity for the profession
Asset management and the regulation of natural monopolies
Another important conference theme concerned the relationship between asset management, economic regulation and government.
The presence of Ofwat and the Environment Agency, together with the IAM's continuing engagement with Ofgem, highlighted the growing relevance of asset management principles to regulatory assurance.
To appreciate the significance of this development, it is useful to consider the historical relationship between asset management and infrastructure regulation.
The management of assets predates the privatisation of UK infrastructure. The restructuring and privatisation of infrastructure industries during the 1980s and 1990s contributed to the demand for more systematic approaches to demonstrating asset stewardship: Asset Management.
Utilities such as water and electricity distribution networks can be considered natural monopolies. In these industries, conventional market competition cannot provide the same mechanisms for determining price, service quality and investment efficiency that exist in more competitive markets. (You can’t exactly change which water pipe connects to your house). Economic regulators therefore have an important responsibility to protect consumers and ensure that infrastructure owners make appropriate investment and operational decisions.
This creates a fundamental challenge. How can a regulator establish that an infrastructure organisation is making competent, efficient and sustainable decisions about its assets?
Asset management provides part of the answer.
The development of PAS 55 in 2004, followed by the publication of the ISO 55000 family of standards in 2014, contributed to the establishment of internationally recognised frameworks for managing assets systematically. These frameworks support organisations in demonstrating that they have appropriate processes, capabilities and governance arrangements for making decisions throughout the asset lifecycle.
They do not guarantee good outcomes, but they provide a structured basis for assessing organisational competence and identifying improvement opportunities.
The water sector: A significant regulatory development
The challenges facing the UK water industry provide a particularly relevant example.
Water companies are under considerable pressure to improve environmental performance, maintain infrastructure reliability, manage costs and demonstrate that their investment decisions deliver appropriate value.
Against this background, Ofwat has been developing more explicit requirements concerning asset management competence. In May 2026, Ofwat consulted on introducing a new licence condition requiring water companies to demonstrate the competence of their asset management systems.
The proposed requirements emphasise understanding asset condition, criticality and performance; managing risks to services and the environment; developing justified investment plans; and delivering appropriate short- and long-term outcomes.
Ofwat has indicated that ISO 55001:2024 certification can provide a route to demonstrating competence, while allowing proportionate alternative approaches involving independent assessment.
The new licence condition is expected to come into force in 2028, subject to the relevant regulatory process and transition arrangements. This represents an important development in the regulatory application of asset management.
It reflects an increasing emphasis on assessing the underlying competence of organisations to manage their assets, rather than relying exclusively on the assessment of expenditure plans and performance indicators.
Energy regulation: An established application of asset risk
Likewise, Ofgem already apply asset management principles within its approach to regulating electricity and gas networks.
Its Network Asset Risk Metric provides a mechanism for assessing the risk reduction delivered through asset management interventions. The framework links elements of network company funding to the delivery of defined risk-reduction outcomes. It therefore provides a means of assessing whether investment delivers the intended benefits, rather than simply measuring whether expenditure has occurred.
The approaches adopted by Ofwat and Ofgem differ, but both demonstrate the relevance of systematic asset management to regulatory assurance.
They also reinforce the importance of aligning investment decisions with long-term service performance, resilience and consumer outcomes.
Implications for the IAM
These developments create two complementary opportunities.
First, the IAM can continue to contribute to the development of regulatory frameworks by helping regulators understand what competent asset management looks like and how it can be assessed.
Second, it can support regulated organisations in developing and demonstrating the systems, governance arrangements and professional capabilities needed to manage assets responsibly.
The IAM's cross-sector perspective and neutral position is massively valuable in this context.
Regulators and infrastructure owners can benefit from lessons developed in other industries, potentially avoiding unnecessary duplication and accelerating improvements in practice.
The publication of ISO 55011:2024, which provides guidance on the development of public policy to enable asset management, further reinforces the relevance of the discipline to government and regulatory decision-making.
There is an opportunity for asset management to become an increasingly important component of how society assesses the competence of organisations entrusted with essential infrastructure.
6. Expanding the boundaries of the asset management profession
Connecting established and emerging professional communities
The continued diversification of the conference audience was another particularly encouraging development.
Over the past decade, defence has developed into an increasingly prominent community within the IAM. Likewise, the growing participation of housing professionals provides another example of how the profession is extending its reach.
Across the United Kingdom, many professionals are responsible for planning, operating, maintaining, renewing and enhancing assets to support organisational objectives. However, they may not identify themselves as asset management professionals.
Instead, they work within established communities associated with their discipline or field. Many of these communities already have sophisticated approaches to asset management, supported by their own professional standards, qualifications and institutions.
The opportunity is therefore not necessarily to introduce asset management as an unfamiliar discipline. Instead, it is to identify common principles, recognise transferable capabilities and encourage greater collaboration between professional communities.
The IAM already supports Sector Insights Groups covering aviation, energy, facilities management, municipal assets, process industries, transport and water. However, these broad classifications do not necessarily reflect the full diversity of professional communities engaged in managing assets. Furthermore, as these groups are global they might be less immediately practical for adjacent professional communities within the UK.
Growing the membership is a fundamental part of The IAM’s remit, and I know there are lots of activities ongoing in this space.
Conclusion: From managing assets to shaping social outcomes
The IAM UK Chapter Conference 2026 provided an encouraging demonstration of the strength, maturity and diversity of the asset management profession. The quality of engagement, the contribution of emerging professionals and the increasing participation of practitioners from different sectors were particularly positive.
The conference highlighted several important opportunities.
Technology, where information and analytical capabilities are accessible, changing the economics of professional services and raising questions about how future expertise will be developed.
Procurement, where Infrastructure owners and suppliers face important decisions about the balance between transactional efficiency and long-term collaboration.
Regulators, who are increasingly interested in the demonstrable competence of infrastructure organisations to manage their assets responsibly, potentially strengthening the role of asset management in public assurance.
Expanding participation ongoing inclusion of more professionals from different industries, demonstrating the considerable potential to expand collaboration beyond traditional sector boundaries.
These developments are connected by a common theme.
The value of asset management lies not in the assets themselves, but in the economic, environmental and social outcomes those assets enable.
This requires the profession to look beyond technical efficiency and short-term financial performance. It demands greater attention to organisational capability, the distribution of economic opportunity, the resilience of essential services and the long-term consequences of infrastructure decisions.
The challenges facing the United Kingdom are substantial. The National Audit Office estimated in January 2025 that the government faced at least £49 billion of maintenance backlog across its public-service facilities, highlighting the scale of the challenge associated with sustaining existing infrastructure. The UK Government Infrastructure & Projects Authority estimates almost £800bn of planned and projected investment will be required over the next 10 years.
Beyond investment, the opportunity is for asset organisations to make better decisions about the assets they already own, recognise the wider consequences of those decisions and develop the capabilities necessary to deliver sustainable outcomes.
The asset management profession has a fundamental contribution to make. Doing so will require us to broaden our perspective, strengthen collaboration with adjacent disciplines and engage more directly with the economic and social questions that infrastructure exists to address.
The Glasgow conference provided a timely reminder of the strength of our professional community and the opportunities that lie ahead. The next frontier for asset management is not simply managing assets more efficiently. It is increasing the value that our assets, infrastructure and built environment create for society.
Thanks for Reading!
If you made it this far, can you do me a favour and share this article with someone else who might find it interesting? Please do get in touch if you have comments, or constructive feedback.
And just to emphasise that this article is my independent professional reflection informed by the conference and external research, rather than a formal assessment commissioned by the IAM.
Observations concerning conference attendance, speaker participation, workforce discussions and commercial themes are based on the my experience and should not be interpreted as independently verified industry-wide findings.
References / Bibliography
All online references were accessed on 6 November 2026.
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Ofwat (2026) Consultation under sections 13 and 12A of the Water Industry Act 1991 on proposed licence modifications to introduce asset management competence for all water companies. 20 May. Birmingham: Water Services Regulation Authority. Available at: https://www.ofwat.gov.uk/consultation/consultation-under-sections-13-and-12a-of-the-water-industry-act-1991-on-proposed-licence-modifications-to-introduce-asset-management-competence-for-all-water-companies/
Royal Institution of Chartered Surveyors (RICS) (2022/2023) Planned preventative maintenance of commercial and residential property. 1st edn. London: RICS. Reissued as a professional standard in April 2023. Available at: https://www.rics.org/profession-standards/rics-standards-and-guidance/sector-standards/building-surveying-standards/planned-preventative-maintenance-of-commercial-and-residential-property
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