History bears witness to the emergence of civilizations along banks of water where access was available either for consumption, agriculture or trade. Unarguably, water is our planet’s most valuable resource; we should not only protect it but also take care of the infrastructure that conveys this water.

Most water infrastructure systems across the globe are reaching a point where significant investments need to be made to maintain or improve the levels of service they deliver. Declining tax revenues, coupled with climate change concerns and a retiring workforce make this an interesting challenge for our generation.

Water utility organizations are in the business of ensuring the distribution of safe drinking water to their customers and treating sanitary and stormwater to safe effluent levels per local regulations. They rely on tangible and intangible assets, data, processes and practices, technology and most importantly, people, to ensure they’re delivering the service that their customers expect and regulators require of them. Asset management is the coordination of activities that an organization such as a water utility undertakes to derive value from its assets. Water utilities can look to ISO 55000 suite of standards for guidance on establishing an asset management system and if desirable, certifying against a requirement standard – ISO 55001.

Asset management shines a new light on everything an organization does, calling into question traditional ways of doing tasks and addressing problems. Introducing asset management can create uncomfortable experiences for people as they’re asked to stop focusing on a narrow, siloed approach in their day-to-day operations and adopt a broader perspective. An enterprise approach to asset management includes a focus on business processes, organizational transformation and technology upgrades. This could mean taking a hard look at a utility’s workforce to see how department leaders and workers are doing their jobs. It requires a proactive approach to improving efficiencies and workflow, rather than purely reacting when assets fail.

Culture is as crucial to asset management success as implementing an asset management program. Increasingly, utilities understand that culture affects plans and processes throughout an organization. So, it should be no surprise that changing a utility’s culture should be part of implementing an effective asset management program. A utility can have the Cadillac® version of asset management software and best-in-class processes and practices and management systems, but if they don’t train and properly equip the people who use the system, asset management will fail.

When new software and processes are implemented, employees sometimes find ways to work around these updates and will revert to old ways of doing tasks. If leaders espouse the benefits of the new processes but aren’t actively engaged in them, workers will see the new processes as formalities and wonder why they’re being asked to do things differently. Also, when switching from a paper-based records system to an electronic one, a common perception is that employees are being monitored. Organizations can benefit from identifying internal champions to support and engage at every level.

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The information provided by Virtua Research cited herein is provided “as is” and “as available” without warranty of any kind. Use of any Virtua Research data is at a user’s own risk and Virtua Research disclaims any liability for use of the Virtua Research data. Although the information is obtained or compiled from reliable sources Virtua Research neither can nor does guarantee or make any representation or warranty, either express or implied, as to the accuracy, validity, sequence, timeliness, completeness or continued availability of any information or data, including third-party content, made available herein. In no event shall Virtua Research be liable for any decision made or action or inaction taken in reliance on any information or data, including third-party content. Virtua Research further explicitly disclaims, to the fullest extent permitted by applicable law, any warranty of any kind, whether express or implied, including warranties of merchantability, fitness for a particular purpose and non-infringement.

The consensus estimate provided by Virtua Research is based on estimates, forecasts and predictions made by third party financial analysts, as described above. It is not prepared based on information provided by AtkinsRéalis and can only be seen as a consensus view on AtkinsRéalis' possible future results from an outside perspective. AtkinsRéalis has not provided input on these forecasts, except by referring to past publicly disclosed information. AtkinsRéalis does not accept any responsibility for the quality or accuracy of any individual or average of forecasts or estimates. This web page contains forward-looking statements based on current assumptions and forecasts made by third parties. Various known and unknown risks, uncertainties and other factors could lead to material differences between AtkinsRéalis' actual future results, financial situation, development or performance, and the estimates given here.



Infographic

Peter Drucker, the management guru’s phrase that “Culture eats strategy for breakfast” is ripe for an upgrade—asset management culture IS strategy and should be at the core of an organization’s asset management program. Although ISO 55000 set of standards doesn’t make direct reference to “culture” or “culture as an asset management strategy,” it’s our experience that how an organization approaches the setting up of an asset management culture is critical to attaining and sustaining success. We’ve guided utilities using a variety of approaches to changing management and culture. A typical change management plan includes:

  1. Identifying leadership and stakeholder actions
  2. Developing a monitoring process to measure progress
  3. Developing an organizational change management dashboard to report progress
  4. Administering benchmarking surveys
  5. Building and engaging a change liaison network
  6. Conducting roadshows
  7. Developing and disseminating posters, flyers and testimonial videos
  8. Delivering end-user training
  9. Facilitating AM training and certification approved by the IAM
  10. Documenting an execution strategy for the organizational change management plan

The culture change and accompanying asset management program will help ensure that customers receive the high standard of public service that water utility agencies work hard to provide.

Want more?

Listen to the Water Asset Management episode of the Built + Beyond podcast featuring Shiv Iyer, Bill Irvine and Jeff Wright.

DISCLAIMER

Please note that you are now leaving the AtkinsRéalis website (legal name: AtkinsRéalis Group inc.) and entering a website maintained by a third party (the "External Website") and that you do so at your own risk.

AtkinsRéalis has no control over the External Website, any data or other content contained therein or any additional linked websites. The link to the External Website is provided for convenience purposes only. By clicking "Accept" you acknowledge and agree that AtkinsRéalis is not responsible, and does not accept or assume any responsibility or liability whatsoever for the data protection policy, the content, the data or the technical operation of the External Website and/or any linked websites and that AtkinsRéalis is not liable for the terms and conditions (or terms of use) of the External Website. Further, you acknowledge and agree that you assume all risks resulting from entering and/or using the External Website and/or any linked websites.

BY ENTERING THE EXTERNAL WEBSITE, YOU ALSO ACKNOWLEDGE AND AGREE THAT YOU COMPLETELY AND IRREVOCABLY WAIVE ANY AND ALL RIGHTS AND CLAIMS AGAINST ATKINSRÉALIS, AND RELEASE, DISCHARGE, INDEMNIFY AND HOLD HARMLESS ATKINSRÉALIS, ITS OFFICERS, EMPLOYEES, DIRECTORS AND AGENTS FROM ANY AND ALL LIABILITY INCLUDING BUT NOT LIMITED TO LIABILITY FOR LOSS, DAMAGES, EXPENSES AND COSTS ARISING OUT OF OR IN CONNECTION WITH ENTERING AND/OR USING THE EXTERNAL WEBSITE AND/OR ANY LINKED WEBSITES AND ANY DATA AND/OR CONTENT CONTAINED THEREIN.

Such waiver and release specifically includes, without limitation, any and all rights and claims pertaining to reliance on the data or content of the External Website, or claims pertaining to the processing of personal data, including but not limited to any rights under any applicable data protection statute. You also recognize by clicking “Accept” that the terms of this disclaimer are reasonable.

The information provided by Virtua Research cited herein is provided “as is” and “as available” without warranty of any kind. Use of any Virtua Research data is at a user’s own risk and Virtua Research disclaims any liability for use of the Virtua Research data. Although the information is obtained or compiled from reliable sources Virtua Research neither can nor does guarantee or make any representation or warranty, either express or implied, as to the accuracy, validity, sequence, timeliness, completeness or continued availability of any information or data, including third-party content, made available herein. In no event shall Virtua Research be liable for any decision made or action or inaction taken in reliance on any information or data, including third-party content. Virtua Research further explicitly disclaims, to the fullest extent permitted by applicable law, any warranty of any kind, whether express or implied, including warranties of merchantability, fitness for a particular purpose and non-infringement.

The consensus estimate provided by Virtua Research is based on estimates, forecasts and predictions made by third party financial analysts, as described above. It is not prepared based on information provided by AtkinsRéalis and can only be seen as a consensus view on AtkinsRéalis' possible future results from an outside perspective. AtkinsRéalis has not provided input on these forecasts, except by referring to past publicly disclosed information. AtkinsRéalis does not accept any responsibility for the quality or accuracy of any individual or average of forecasts or estimates. This web page contains forward-looking statements based on current assumptions and forecasts made by third parties. Various known and unknown risks, uncertainties and other factors could lead to material differences between AtkinsRéalis' actual future results, financial situation, development or performance, and the estimates given here.



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