Background

Situation

Novafos is one of Denmark's largest utility companies. Novafos has been implementing Asset Management (AM) since 2019. Despite good progress in getting employees and managers to work with AM, a design to implement the principles of the ISO 55001 standard across the organization was lacking. To strengthen this implementation, Novafos decided to seek external support to create a more systematic approach to implementation. 

The challenge

Novafos faced the challenge of maintaining momentum in the AM program among both employees and management. New perspectives and expertise were needed to facilitate further implementation. In addition, a new strategy needed to be taken into account that was closely linked to the AM approach, which required closer temporal and organizational alignment.

Purpose

The aim of the project was to support Novafos in implementing Asset Management across all utility areas. The goal was to help realize their AM vision for 2026 by creating a closer link between the AM approach and the company's overall strategy, based on a previous GAP analysis.

Approach & Results

A-2 took Novafos' existing work with Asset Management and tailored a systematic approach to ensure an effective implementation of Asset Management. Based on A-2's understanding of Asset Management techniques and organizational development, full-day workshops were held with the program group, where specific themes were addressed. Ongoing sparring with the program manager and interviews and workshops with senior management ensured that the entire organization was involved and engaged. A-2 drew on experience from other utilities and used the ISO 55000 standard's framework tools to create a clear methodological approach. Close collaboration between A-2 and Novafos' program team was essential to ensure that all deliverables were evaluated and adapted along the way. Through continuous dialog with all stakeholders, a common understanding of the project direction and needs was achieved.

Results & impact

As a result of the project, a new Asset Management policy and Asset Management strategy was developed that supported Novafos' overall business strategy. This provided a clear direction for AM efforts, with roles and responsibilities clearly defined and processes formulated. The collaboration with Novafos' program group was central to the success of the project. The close dialog and joint evaluation of deliverables in workshops made it possible to create effective and tailored solutions. By following a systematic and methodical approach, both management and employees achieved greater progress than expected. The project showed that the combined efforts of structure and close collaboration created results faster than planned.