Team Achievement Award finalists Gold standard We feature the organisations that were shortlisted in the IAM Excellence Awards Team Achievement category The Defence Infrastructure Asset Management Programme Team, UK The UK Ministry of Defence (MoD) is a complex central government department made up of numerous organisations, which leads to fragmented systems and processes. The Defence Infrastructure Asset Management Programme team is leading on the development and implementation of an asset management system to transform decisionmaking across the Defence estate, which will require all organisations to work together. The Asset Management Programme team increased from a few core people in 2020 to a team of more than 20. There is a key group of stakeholders that forms part of a wider asset management team, which ensures there is full representation from each organisation across the department, including armed forces colleagues. As the programme expanded, an asset management strategic partner which includes consultants from Atkins, EY and The Woodhouse Partnership was brought on board. The agreed role of the strategic partner was to share industry best practice, deliver IAM-accredited programmes and provide thought leadership that is harnessed by the Programme team. In addition, the role of facilities management providers changed from a pure maintenance focus to becoming an integral part of the wider asset management team. This all took place during the COVID-19 pandemic and the speed of the team coming together, despite not meeting face to face for more than 12 months, demonstrates its strength and effectiveness. Overall, the team has: facilitated more than 1,000 training sessions; created tools to support decision-making; undertaken a digital twin pilot; developed a bespoke Master Asset Hierarchy, which details how assets are recorded; introduced a multi capital value approach and linked asset management to climate sustainability targets; created a community of practice; and engaged with stakeholders through the various governance groups across UK Defence to deliver real change in the way the estate is managed to support delivery of military capability. Members of the team are also actively involved in several IAM committees and working groups. The team continues to deliver the programme to schedule and has received several internal accolades for its collaborative approach. The speed of the team coming together, despite not meeting face to face for more than 12 months, demonstrates its strength Watch the MoD explain more about its achievements Ministry of Transportation and Logistic Services, KSA The Ministry of Transport and Logistic Services (MoTLS) is responsible for the management of highways connecting the cities of the Kingdom of Saudi Arabia (KSA) a network of more than 75,000km of roads and 5,500 bridges. In line with Saudi Vision 2030, MoTLS developed the National Transport and Logistics Strategy (NTLS) to identify the objectives for the transport sector, including improving road quality and safety, and reducing the total cost of ownership. In order to meet the NTLS objectives, the Ministry embarked on an ambitious and sustainable transformational change to develop asset management capability within the Ministry. The leadership team established a team of experts that could lead these important transformation projects, maintain momentum, and embed change capability throughout the organisation. The team worked on developing the business case for change, based on the clear need to create a line of sight between the strategic objectives of the Ministry, Vision 2030, and operations on the ground. The business case provided the vision and sense of urgency for change, underpinning the transformation and the teams effort to adopt and implement asset management. The team also engaged various partners, who were vital to the successful transformation. These partners included Deloitte and Mott MacDonald, Aecom and the World Bank. This integrated team was able to tap into a diverse range of multi-region and multi-sector expertise to bring and embed good practice. The platform for successful change has been created, built off the collaborative efforts of the central team. The teams effort led to several strategic changes within the Ministry that helped shape how it manages its assets and delivers its objectives. The transformation has created a more optimised approach to managing assets with clear strategic objectives, key performance indicators and targets. This is now the vehicle that supports daily asset management activities within the Ministry, and it increases understanding of asset health, criticality, and life-cycle costs based on condition data, degradation models, and robust decision-making tools. This allows the Ministry to optimise the life-cycle of the assets, improve the quality and safety, and reduce the total cost of ownership. The team engaged various partners, who were vital to the successful transformation. This integrated team was able to tap into a diverse range of multi-region and multi-sector expertise to bring and embed good practice Watch MoTLS explain more about its achievements Stanford Medicine, US The Pneumatic Tube (P-Tube) Program is responsible for the P-Tube System (PTS) throughout Stanford Medicine Health Care and Childrens Hospital. The PTS is a computer-controlled system and is relied on by clinics for time-sensitive tasks and products. In many ways, the PTS is one large asset approximately 15 miles of tubing routed across five buildings, ensconced within the ceilings and walls of the hospitals it serves. Travelling through that circuitous system, at a clip of 25 feet per second, are carriers being sent by the hundreds every hour primarily containing medicine for patients or samples for the lab. Within that large asset, there are 1,245 smaller assets from blowers and transfer units to RFID readers and the stations themselves, all of which need to be organised, tracked and maintained. Prior to a system restart in November 2019, the system was frequently unreliable and often required runners to manually transport items, distracting staff from focusing on delivering quality patient care. Lost or delayed samples meant extended wait times and sometimes required obtaining a second sample from the patient, failing to meet Stanfords vision of healing humanity through science and compassion. From discovering such issues, the P-Tube Program implemented demand analysis, maintenance delivery, stakeholder engagement, annual refresher training, quarterly site visits from a factory-trained technician, and systems engineering and capital investment. The human side of the P-Tube follows a similar structure to its mechanical counterpart, so, in some ways, there is one P-Tube team a group of individuals dedicated to keeping the system well maintained to meet the needs of the hospital staff that use it. Within that large team, however, there are many smaller teams using their diverse skills to produce a positive outcome for Stanford and its patients. Daily volume has increased from an average of 8,300 in 2020 to 9,000 in mid-2021 [the time period referred to for the purposes of the award submission]. This has been accomplished not through physical changes (although those are coming), but through a systematic approach to operations and maintenance so that as the patient census grows the P-Tube remains an effective and reliable way to transport critical material throughout the hospital. In some ways, there is one P-Tube team dedicated to keeping the system well maintained. Within that large team, however, there are many smaller teams using their skills Watch more about the P-Tube VISUE, Denmark VISUE is an organisation that provides advanced IT solutions to distribution systems operators (DSOs) in Denmark. Owned by 13 utilities, VISUE delivers electricity to more than 1.5 million customers and has recently begun offering asset management services. As in many other countries, the Danish utility regulator Forsyningstilsynet does not currently prescribe a common, structured model for the management and decision-making related to the existing asset base. A group of five DSOs (TREFOR El-net, Dinel, KONSTANT, RAH and Thy-Mors Energi) began an investigation into asset management methodologies used around the world to find a more effective way to plan portfolios, improve decision-making and maximise the value of their assets. They asked VISUE to lead their endeavour to try to adjust the British Common Network Asset Indices Methodology (CNAIM) to fit the needs of the DSOs, Danish assets, and conditions in the energy sector. VISUE selected the Copperleaf Decision Analytics Solution to enable it to provide the DSOs with the ability to plan investments and manage risk in a streamlined and optimised way. The DSOs, VISUE and Copperleaf decided they would have to work together to adapt the framework. This would involve much collaboration between team members, as well as time, resources and funds from each DSO. Working together, the teams developed a five-step methodology to localise CNAIM to Danish conditions: 1. Identification of general localisation requirements 2. PoF (probability of failure) and CoF (consequence of failure) calibration 3. Model extensions and logic adjustments 4. Interventions definition 5. Model testing and refinement. Together, the DSOs have managed to adjust the CNAIM framework to the requirements of the Danish market and embed this methodology in their own decision-making processes. By working in harmony, the operators successfully built a solution to benefit the whole team and their customers. Together, the DSOs have managed to adjust the CNAIM framework to the requirements of the Danish market and embed this methodology in their own decision-making processes Watch VISUE explain more about its achievements