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Tim Vangsgaard Hansen

The Asset Management Journey of Copenhagen Airports

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The Asset Management Journey of Copenhagen Airports

”

“the coordinated activity of an organisation to realize value from assets”

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Asset Management what have we achieved so far…

Commissioning (Cx) Implemented new Cx approach to securing more precise project deliveries according to design criteria's. Improve the cooperation with the project department.

Right Maintenance Balance Implemented a balanced maintenance approach for all assets, based on Reliability Centered Maintenance and multi-skilled staff.

Asset Management Policy & SAMP Established a framework for asset management defining the responsibility for Assets, the organization, the roles and Asset objectives.

Asset Risk Management Designed and implemented a new process to prioritize the Asset portfolio investments, process linked with Corporate Risk Management & Reliability Centered Maintenance process.

Energy Optimization Implemented energy savings initiatives to manage growth and climate change. Keeps the electricity consumption at low levels in the future.

Technical Masterplan In corporation with Master Planning, advisor and Stakeholders designed and implemented a common Technical Masterplan. Currently on version 4.0

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“the coordinated activity of an organization to realize value from assets”

So are we good at Asset Mangement now?

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Anatomy of the Asset Management strategy

Asset Management

Strategy

Ambition

WHC 2.0

Custom

er orientated FAM

Innovative processes and tools

Work Streams for the Asset Management Strategy

2018 initiatives

Winning Team

Effective Processes

Digital Airport

Orchestration

Customer focus

Culture 2019 initiatives

2020 initiatives

2021 initiatives

2022 initiatives

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Responsible energy

management

Effective Assets

More Value for Customers

Attractive place to work

Comparable organization

(benchmarking)

Balanced, Risk Mitigation &

Cost Work Streams

Objectives

Customer orientated FAM

We will establish a robust link between our customers needs and our services. Its important for us that its clear for our customers who their FAM partner is. We want to strengthen our communication with our customers and eventually be able react proactively.

Winning culture

We will map the competences within the business, and evolve into the organizations of the future and the competences needed. We want to know what a winning team is and there plan to get here.

Transparent organization

We will create a transparent organization, where the link between our past and future is strong and clear for all colleagues and partners. We will plan for the future, while we are navigating in today`s operating challenges while in growth.

Innovative processes & tools.

We will create effective tools and processes based on today`s needs. We will bring in relevant new technology(e.g IOT, AI, Block chain) that can help us improve performance and process effectiveness.

Ambition “Facility & Asset Management enables Copenhagen Airports, to become an Airport which is not seen before. We will achieve our ambition, by creating a winning culture that include our customers, colleagues and Stakeholders. The organization is fueled by transparency, innovative tools, and our ability to balance Service Level, Risk and Cost”

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Transparent Organization

Customer Orientated

Family

Innovative processes and tools

Winning Culture

FAM Strategy

Work Streams

Objectives

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• Don’t get lost in the Technology, tools and processes

focus on the people.

• Implement AM in accordance to your Corporate Strategy & Objectives.

• Change takes time double the expected. • Quote: HR partner Thomas

• ”2/3 of the energy goes in to the implementation of the change.

• Communicate double the expected.

• The value of AM is not the plan, framework or tools but

in a cross-organizational state of mind.

Conclusions / Learnings