ARCADIS

OPERATE AND MAINTAIN SOLUTIONS

Unlocking hidden value
 CONTENTS
4. Unlocking hidden value

7. About Arcadis

9. Operate and maintain

11. Managing assets

13. Key trends influencing operations and maintenance

16. The pillars of successful asset management

20. Taking on the challenges ahead

22. How we deliver

32. Where we are in the world

I-20 East Collector Distributor Lane, Atlanta, Georgia, US

2 3
 UNLOCKING
For asset-intensive organizations, effectively operating and
maintaining assets is becoming more important than ever

HIDDEN VALUE
before. The operate and maintain phase is often the costliest
part of total lifecycle expenditure on for example: rail, road, civil
and hydraulic structures, water supply, waste water treatment
plants, sewers and buildings. Furthermore, external pressures
are driving the need for a greater balance of asset costs, risks
and performance. While society demands higher service
levels and more sustainable solutions, laws and regulations
are becoming more stringent and now require a high level of
operational and financial transparency. In addition, climate
change and security threats require assets to be increasingly
resilient. All of these factors pose a key question for asset
owners: How can we find an optimized balance between costs,
risks and performance?

For many asset owners, the answer lies in integrated and readily implementable
solutions. Identifying those solutions requires trusted and knowledgeable partners
who can blend strategic skills with a deep technical understanding of assets.
This combination of skills helps to ensure asset management plays a vital role in
operational environments.

At Arcadis, we work with clients every day to develop solutions that enable value
creation. Not only do we help our clients to increase efficiency of operations and
optimize maintenance, we also employ asset management to fundamentally
improve the quality of the decisions made toward the performance of assets, which
in turn reduces down time and increases cost efficiency.

Our experts in the operate and maintain domain work for public and private asset
owners and asset managers across the globe. Also they directly and indirectly
support service providers in their efforts to help asset managers achieve their
goals. The expert network we have created is well-connected and constantly
sharing knowledge and new developments on various geographies, market sectors,
processes and technologies. As a result, we bring global best-in-class knowledge and
examples of innovation to all of our clients, and are well-equipped to support them
in unlocking the hidden value of their assets.
Don Hardy
Global Solution Leader
Operate and Maintain

4 5
 ABOUT
ARCADIS
Arcadis provides consultancy, design, engineering and
management services in infrastructure, water, environment and
buildings. Established in the Netherlands in 1888, Arcadis now
operates with around 27,000 staff in 42 countries worldwide.

At Arcadis, we provide services across the
entire asset spectrum, from strategic advice,
masterplanning, design and implementation,
to operational services in maintenance and
operations. We offer our clients solutions that
are whole-life focused, viewed within the context
of their business needs. Challenges faced by
our clients are rarely met with conventional
professional design and consultancy services
alone. We deliver real results through innovative
application of services that are new to the
industry, combined with traditional skills and an
understanding of specific client needs in their
local and wider context.
and apply that expertise to local
needs. Our mission is to improve the quality of
life worldwide by creating assets of distinction
and sustainable solutions that enhance the
built environment. Sustainability is central to
everything we do, from our work with clients
to the organization of our company and our
approach to social responsibility.
We work toward a sustainable future by
strengthening our people and culture, embracing
growth and innovation, and making performance
and client focus part of our DNA.

Arcadis has a substantial worldwide footprint.

Our global network enables us to bring our
knowledge and experience of projects worldwide

Paddington Station, London, UK

6 7
 OPERATE
AND MAINTAIN
The operational phase of an asset makes up the longest period
of its lifespan by far. As a result, improving the operation and
maintenance of an existing asset has the potential to benefit
an organization in the short term and profoundly improve its
performance over time. Improving operations and maintenance
requires the alignment of all activities needed to operate and
maintain an asset, like securing the organization objectives of
quality of service, reliability, availability, maintainability, safety,
sustainability and compliance.

To maximize benefits, we work with our clients
to focus on existing challenges, as well as those
that lie ahead. In particular, we help to identify
opportunities to both optimize capital (renewal)
and operational (maintenance and operate)
expenditure. Our goal is to find the right balance
between cost, risk and performance in the
operational phase.
Time and again, we’ve seen that using an asset
management approach in optimizing the
operational phase helps organizations exceed
expectations and deliver results. Applying the
principles of the international standard on Asset
Management, ISO 55000, supports organizations
in optimizing and continuously improving their
Asset Management Quality Management system,
creating tangible value for the organization.
In parallel to offering services that improve
performance across the operation and
maintenance of existing assets, we take the
insights and knowledge gained from our work in
operating and maintaining assets and integrate
them into the planning, design, engineering
and construction of new assets. The application
of this expertise, as well as the utilization of
accurate and reliable data gathered during the
operational phase, supports innovation and
insights into the creation of new assets.

COST RATIO PER LIFE CYCLE PHASE

O p e a i nt
M
rat ain

Create Operate
eS S

Plan Redefine
v
er

e r i ce s
vi a n
ce
s d

Disclaimer: Based on Arcadis research. Ratio can differ depending on asset type, expected asset life time and asset
ownership (public / private)
8 9
 MANAGING
ASSETS
Over the past few decades, knowledge and capabilities
around optimized asset management have developed rapidly.
Before the field of asset management was professionalized,
organizations were managing their assets through maintenance
management. This approach originated as asset-centric,
focusing first on the asset itself and then keeping it operational
to its maximum extent.

Over the years, maintenance management
evolved into a more functional practice,
although it was still focused on the asset. Classic
maintenance management approaches like
Reliability Centered Maintenance (RCM) were
developed during this time.
Around 1989, the more business-centric field of
asset management was first introduced. This
approach assumed the asset’s performance and
risk were aligned and interlinked with business
strategy, plan and processes throughout every
phase. In an effort to balance cost, risks and
performance, it aimed to achieve business
objectives through a view of total expenditure
(Totex), a combination of capital and operational
expenditure.
Today, we are in the midst of the latest revolution:
data-centric. This approach encompasses a fact-
driven asset management decision process based
on Big Data and advanced analytic techniques.
It helps organizations add a higher level of
predictability, consistency and transparency to
managing assets during their operational life.
It makes asset managers more effective and
efficient in optimizing the value of operations and
in turn, optimizes the business and its strategy
throughout the whole asset life cycle.

Asset centric (1.0) Data oriented Data centric (3.0)

• Value and risk led approach • Focusses on data-driven decision-
to optimize the spend to making by the use of
achieve the Asset (quantitative) advanced data
Management Strategy
Business oriented models or analytics

Function
oriented

Object
oriented

Business / ISO 55000 centric (2.0)

• Business change focus on operating
models, supply chain arrangements,
process, information management and
people focused transformation
• Alignment of Asset Management with
ISO 55000 quality management
requirements

10 11
 KEY TRENDS
INFLUENCING
OPERATIONS
AND MAINTENANCE
During operations, managing and operating an asset poses many
challenges. At Arcadis, we see the following as the most critical.

FINANCIAL CONSTRAINTS exposed to considerable risk due to their age.

A lot of these assets were built around the
The economic crisis at the beginning of the 21st
same time following the Second World War and
century forced governments and companies
have suffered both the end of their expected
around the world to postpone or re-evaluate
technical life span and a decrease in government
their investments and market positions, and
investment. Because of changing regulatory
consequently cut their costs.
requirements, as well as increased usage and
social dependency, many of these assets have
Although business is picking up again, cost
to perform far beyond the limitations of their
efficiency is still topping most agendas, and
original design.
staying competitive continues to equate to
keeping prices low. Resource and funding
In other regions, we see rapid population
constraints are further driving the need for cost
growth and high migration levels, resulting
efficiency across production and the supply chain.
in considerable stress on existing water,
infrastructure and building assets. The owners of
In some sectors, changing regulation is
these assets increasingly are required to improve
driving organizations to benchmark costs and
customer experience, while renewing aging
performance. Many organizations are reducing
networks. Because of external pressures like
costs as part of their license to operate or facing
depressed oil prices or restricted access to other
budget reductions from regulatory authorities.
natural resources, greater focus has been placed
on extending the value of existing assets rather
AGING ASSETS than rebuilding them.
In some regions of the world, civil structures
and other infrastructure and water assets are

Sydney Harbour Bridge, Australia

12 13
 DIGITALIZATION
Information Technology (IT) and automation
have taken on vital roles in the management of
assets. Equally important, IT has become part of
every organization’s operational core. Collecting
and understanding asset data, modeling its
behavior, and enabling predictive management
requires a data-driven process and further
digitalization. The increasing speed of digitization
can also cause uncertainty, as organizations
grapple with how to stay flexible for future
technology, handle changes and keep up with
cyber security demands. All of these issues have
an impact on the strategy, organization and
management of key processes like information
management.
AGING WORKFORCE
People who helped to build and operate
asset-intensive organizations will soon leave
the workforce, and recently trained workers
are more likely to move around. As a result,
many organizations are facing the impending
loss of in-house experience and knowledge of
operations and asset maintenance. For many
organizations, the impact of an aging workforce
poses questions about how current operations,
increasing complexity and future strategy can
be interwoven into a future-proofed business
framework.
14
STAKEHOLDER DEMANDS
People around the world are more connected to
each other and to vast amounts of information
than ever before. The resulting increased
demand on activities, services and products is
straining current public and private assets, built
and natural. In the private sector, competitive
advantage is vital for survival, and in the
public sector, public scrutiny is on the rise.
Pollution penalties, physical security, human
health concerns, extreme weather, and cyber-
security: each increases risks for the owners and
managers of assets. Knowing how to mitigate
these risks while delivering reliable and resilient
assets is vital to both protecting organizations
from unexpected costs and delivering the best
possible outcomes.
All of the above challenges demonstrate that the
management of assets is becoming more and
more complex. What can organizations do to
face this?
Haga Hospital, The Hague, The Netherlands
15
 THE PILLARS
OF SUCCESSFUL
ASSET MANAGEMENT
Tackling the many issues facing an organization can seem challenging; but the fact of the
matter is that organizations now have an unprecedented opportunity to reap the many
benefits offered by implementing effective and robust asset management into their
operations and maintenance. Preparing themselves for the challenges ahead requires
reducing costs and improving performance over the lifecycle of their assets. In order to
achieve these objectives, well-performing organizations have put in place some critical
and proven measures of success.

Paddington Station, London, UK

AN IMPROVED OPERATING MODEL
Galvanizing people around a vision and
providing them with skills and clarity around
roles and responsibilities are the keys to
operating successfully. Typically, three roles are
necessary - Asset Owner, Asset Manager and
Service Provider - and each comes with distinct
responsibilities and capabilities. Separating out
these functions creates more efficient processes
in an organization.
16
CREATING A CLEAR PROCESS FRAMEWORK
Today’s effective asset management frameworks
create a “line of sight” and link the organizational
objectives to the activities carried out in the field.
When a gap exists between the strategy and
the day-to-day priorities of staff working to keep
services operating efficiently, organizations miss
opportunities to improve long-term outcomes.
Bringing operations and maintenance experience
into design and engineering creates a total cost-
of-ownership perspective.
VALUE-BASED DECISION-MAKING optimizing the project portfolio accordingly is
what creates business value.
Creating value starts by having a clear definition
of the overall asset management strategy
Certain constraints, often financial or resource-
and the associated value drivers linked to the
related, drive decisions around capital and
organization strategy. Based on current over-
operational expenditure (Totex). Implementing
and under-performance, as well as desired
a holistic portfolio optimization process that
performance, the risks and opportunities for the
enables balancing cost, risk and performance
business are the key drivers to define mitigating
gives real insight to the added value of every coin
measures (projects) to create business value.
spent. Throughout this process, decisions should
Ultimately, understanding the relationship
always be challenged on the value they add.
between cost, risk and performance and
17
 IMPROVED ASSET INFORMATION
MANAGEMENT
Data is the lifeblood of an asset manager.
Collecting, managing and using growing
amounts of data is a key factor for successful
asset management. A big challenge is to improve
the quality of existing data, and identifying and
gathering additional relevant data. Organizations
that invest in Asset Information Management
(AIM) across their assets enable a lean execution
of asset management processes. Once the data
is collected, validated and made accessible, asset
analytics can be applied to unlock potential value.
COST AND RISK AWARE CULTURE
Organizing people around a strong cost and risk
culture will mobilize the organization towards
continuous improvement. A strong technical
foundation is important and has to stay part of
the organization’s core, but it should be framed
in a cost and risk aware setting. For many
organizations, this approach represents a big
shift in thinking. The asset management way of
working has to be supported by all staff involved,
and asset management-based operations have to
become part of an organization’s DNA. Change
management is crucial to making this process a
success.
18
INTEGRATION OF BEST INDUSTRY
PRACTICES AND STANDARDS
Asset management frameworks are generally
built on established systems, standards and
mandates like ISO 55000. These frameworks help
to integrate a holistic approach to operations
and managing assets, unlocking their relevance
in the organization by redefining their role
and optimizing their processes. As a result,
organizations are empowered to make choices
that affect their portfolio, risk management,
contracting, outsourcing and training strategy.
After realigning their processes according to
these widely applied standards, organizations
identify the possibility of benchmarking their
ventures on various aspects. This important step
gives organizations insight into potential new
fields of optimization and allows them to enter a
cycle of continuous improvement.
Newtown Creek Digesters, New York, USA
19
 TAKING ON THE
CHALLENGES AHEAD
International projects in our operate-and-
maintain field of expertise form a foundation
that enables us to truly understand our
clients’ challenges. Asset Owners, Asset
Managers and Service Providers face
numerous obstacles. Helping them by
providing an integrated, differentiating and
meaningful solution is what sets Arcadis
apart from our competitors.
When meeting people in the field, we
look to find common ground. We work
towards practical solutions and oversee
the strategic, operational and technical
aspects of the businesses we help. Arcadis
is uniquely positioned in the field of natural
and built assets to provide capabilities
INSIGHT THROUGH OUTSOURCING
CONTRACTS
We have attained many insights by taking
on performance-based contracts in a variety
of fields. As a result, we are a design and
consultancy partner that has taken hands-on
measures toward guaranteeing the availability
of assets. This experience doesn’t just improve
our understanding towards asset owners; it also
improves our understanding of the companies
providing services. Service providers and
contractors often encounter a high-end tactical
framework that isn’t applicable into their own
operations. Bridging that gap and optimizing their
service means we are supporting sustainable
improvements in the way businesses are run.
20
in consultancy, technical advisory and
operational management throughout the
asset lifecycle. This expertise relies in part on
our experience in operational management
services through asset performance level
rewarding contracts, which means we accept
certain financial risks linked with asset
parameters like reliability and availability.
Consultants in our company understand
how asset-intensive businesses work,
and our experts and advisors provide the
critical depth of asset expertise to develop
pragmatic and realistic solutions.
Across operations, working together with
suppliers and end-clients in a network of
highly integrated processes is essential.
INVESTING IN PEOPLE, SKILLS AND TOOLS
Investing in data skills and tools that give our
clients an edge is important. Across every project
we do, we leverage data collection to enable our
clients’ asset management. We help our clients
understand the condition and performance of
their existing assets and produce analytics that
benefit their strategies, improve availability
and drive optimization. We don’t just urge our
clients to employ metrics to ensure constant
improvement; we also do it ourselves. Because
we work together and collaborate in diverse and
dynamic ways, we are driven to continuously
improve existing services and processes.
Analyzing these processes helps to
optimize an organization’s activities.
Taking the information of third parties
into account opens the route to supply
chain optimization. This step improves
the predictability of input and output
availability and makes it possible to loop
information back into the supply chain. It
even opens the possibility to manage the
stock from suppliers that the organization
needs, for instance to make repairs. With
the right technical insights and knowledge
of operations, the supply chain of an
organization’s asset management process
can be automated to reduce costs and
downtime in a sophisticated way.
WORLDWIDE KNOWLEDGE SOURCING We work across the entire lifecycle of built and
natural assets, from design through operations
Around the world, we’ve worked with clients to
to disposal all over the world. This perspective
deliver quantifiable results. Our clients benefit
affords us the ability to understand how the
from these relationships because they enable us
decisions taken at various points affect outcomes
to benchmark and share best practice across the
at other points in the cycle. For our clients, we
industry.
bring strategic, tactical and practical approaches
to their assets, ensuring that they improve their
Across our global design and consultancy, we
lines of sight.
often reach out to our colleagues in different
countries to adopt concepts and ideas relevant to
our clients. At Arcadis, our culture of knowledge-
sharing and innovation ensures we are always
aware of where in business best practice sits.
21
 HOW WE
DELIVER 1  Consultancy
Our seasoned consultants
What sets Arcadis apart is the complete and distinctive support our clients by helping
range of services we can offer organizations, from business
them improve operational
consultancy to operational management services, technical
advisory and even executing performance-based contracts. models, processes, information
At the core of everything we do are the needs and wishes
management and capabilities
of our public and private clients and the consultancy,
technical and engineering skills we have cultivated for and culture. Our goal is to
decades. The organizations we work for experience this
become the partner that our
expertise through the strong relationships we build with
them, and our highly tailored blend of consulting, clients trust to improve their
technical advisory and operational
businesses.
management expertise.

2  Technical Advice
Our technical capabilities lie in
our longstanding experience
in the broadest range of asset
types. Our expertise ranges
from natural to built assets in
water, infrastructure, buildings
and environment.

3  Operational Management
We offer operational asset
management as a service
provider or in partnership with
contractors. As part of
operational management, we
act as managing agent as well.

Atlanta, USA

22 23
 CASE STUDY OUR CLIENT’S CHALLENGE
Asset Rail, a subsidiary rail contractor of
Arcadis is providing performance based
OPTIMIZING RAIL maintenance for 1400 km of the Dutch
INFRASTRUCTURE railway network. Performance-based
maintenance contracts rely on the contractor
MAINTENANCE to make the right decisions in terms of costs,
risks and performance in maintenance.
WITH DATA Accurate information on assets is essential
for Asset Rail to support its decision making
ANALYTICS processes. Asset Rail recognized their
asset monitoring systems generated huge
Project: Predictive amounts of data that could hold valuable
maintenance using data additional information but was unable to sift
analytics tangible information from it.
Client: Asset Rail OUR APPROACH
Combining our deep global knowledge of the
rail sector and its assets with our extensive
experience in quantitative data analysis and
risk management to support decision making
processes, we were able to provide Asset Rail
with tangible information to optimize their
asset management strategy. Connecting
the different sets of data using quantitative
modelling provided insight in the underlying
relationships and dependencies of the assets,
including their use and performance. This
information made it possible to predict what
assets would require maintenance first and
prioritize maintenance activities to assets
most at risk.
24
OUTCOMES FOR OUR CLIENT
The insights we provided Asset Rail with
helped them determine the most suitable
Asset Management strategy by generating
optimal insight from massive amounts of
data. It meant a transition from relying
on technical case experts to working in a
solely data driven environment during the
decision making process, resulting in more
reliable and effective decisions. This in turn
resulted in significant annual cost savings and
increased performance of their assets.
CASE STUDY
IMPROVING ASSET
MANAGEMENT
PERFORMANCE FOR
CITY OF COLUMBUS
DEPARTMENT OF
PUBLIC UTILITIES
Project: Asset Management OUR APPROACH
Program Development As a key member of the consulting team
Client: City of Columbus
Department of Public
Utilities (DPU)
OUR CLIENT’S CHALLENGE
This client supplies the residents of Columbus
with water, wastewater, storm water and
power services. Their asset base ranges from
water supply and treatment plants, sewers
to power related infrastructure. They wanted
to develop an asset management program
to accurately forecast required future
capital and operational expenditures of their
assets, moving from corrective to preventive
maintenance in order to reduce costs,
improve asset performance and thereby
asset availability.
supporting DPU’s ongoing asset
management program. Our team performed
several tasks for DPU’s Asset Management
Office (AMO). to streamline operations and
increase performance. These tasks included
enhancing DPU’s computerized maintenance
management system (CMMS), development
of a risk-based capital improvement
program, and development of a performance
management program. We developed
processes, procedures and enhancements
to fully leverage DPU’s CMMS. Arcadis
developed condition and risk methodologies
including standard procedures to determine
asset condition, criticality and risk of both
vertical and linear assets.
Once the risk evaluation process was
completed we implemented business case
evaluation tools to support capital planning.
Finally, Arcadis developed and implemented
a performance management program to
identify key level of service measures to help
drive the asset management program and
track the programs performance.
OUTCOMES FOR OUR CLIENT
Setting up the AMO and asset management
program resulted in significant organization
and culture change across DPU’s lines of
business. Business cases are now being
developed and analyzed for most major
projects, with multi million dollar savings
identified through these efforts. In addition,
DPU maintenance staff are improving
utilization and reporting through their
software application, providing more
effective analysis tools for the AMO. Service
levels are being effectively tracked and
reported to senior management and other
stakeholders. Development of operational
performance metrics are underway.
25
 CASE STUDY OUR CLIENT’S CHALLENGE
Southern Water Services delivers water
and waste water services for Kent, Sussex,
DATA LED ASSET Hampshire and the Isle of Wight in the UK,
RISK ASSESSMENT providing water to one million properties
and taking wastewater from 1,7 million
REDUCES RISKS households. Their assets consist of supply
plants, treatment plants and pipe networks.
AND IMPROVES To improve efficiency of their asset
maintenance plan Southern Water wanted to
EFFICIENCY have a better insight in their assets’ condition
Project: Asset failure and identify which assets were at risk and
required priority maintenance.
mode effects and criticality
analysiss OUR APPROACH
To help Southern Water better understand
Client: Southern Water
their assets we verified their top down
Services business plan against a bottom up
assessment of site and asset criticality, with
intervention options to reduce risk and find
efficiencies.
We performed a comprehensive assessment
of failure, mode, effects and criticality
(FMECA) across Southern Water’s asset
base; analyzing over 250 sites to identify
those with the highest proportion of critical
assets which were then inspected by an
expert team of Arcadis and Southern Water
engineers working in collaboration. Arcadis
led the project, combining extensive asset
management capability with a Business
Advisory driven focus on asset capital
investment profiles.
26
From a sample of high criticality assets across
each asset class, we were able to apply data
analytics to map out risks of failure across the
entire class; gaining a clear understanding
of the cost implications for varying degrees
of risk and develop a revised approach to
maintaining them, ensuring to deliver the
outcomes required by the company.
OUTCOMES FOR OUR CLIENT
We found that 26% of originally budgeted
costs attributed to the first 20 sites inspected
could be re-allocated, providing tangible
bottom line savings to the client. We
helped Southern Water establish capital
maintenance savings against their original
business plan, in addition to building a clearer
picture of asset risk. This will enable them to
better understand the impact of investment
on the risk profile of assets; allowing them to
target investment on high priority assets with
highest criticality.
CASE STUDY OUR CLIENT’S CHALLENGE
Heathrow Airport is one of the busiest
airports in the world, handling more than
DEVELOPMENT OF 200.000 passengers a day. It consists of rail,
HEATHROW’S ASSET subway, bus, highway and aviation operating
business with over 100.000 daily workers.
MANAGEMENT The airport’s aging $20 billion asset base is
operating at 99% capacity at the same time
CAPABILITY as competitive pressures are demanding both
an unprecedented reduction in costs and an
Project: Asset Management improvement in passenger experience.
Program
In response to these needs and demands the
Client: Heathrow Airport Asset Management Program was set up to
maximize the $2 billion annual expenditures
by changing the way the organization
shared information, collaborated and made
decisions.
OUR APPROACH
We were the lead partner for this Asset
Management Program, developing and
running the program for 3 years. In this role
we drove the creation of a benefits led $4
billion Strategic Asset Management Plan
which incorporated portfolio and program
management tools and methods.
Aligning the whole business was a key
element and required a program approach
with clear business to asset objectives and
metrics combined with a “mind-set” change
approach using innovative communications,
engagement and training. A redesign of
the business processes and governance to
embed a transparent line of sight and change
the nature of the questions being asked
throughout the organization and the supply
chains was also performed.
We initiated ISO 55000 accreditation and
completed an independent assessment of
capability. An investment in new IT capability
was required for on-going improvements in
decision making.
The technical standards function was
redesigned to act as the guardian of the asset
strategy with the creation of new roles and
skills requirements.
Delivering the change with tangible
outcomes, using a practical approach and
adopting proven techniques to deliver:
maintenance, investment, performance and
risk improvements, in a planned succession
of quick wins together with Heathrow’s cross
functional and department teams.
OUTCOMES FOR OUR CLIENT
With our approach we helped Heathrow’s
asset management organization build the
knowledge and capability to independent
and self-sustaining. The new Strategic Asset
Management Plan is resulting in combined
Capex and Opex (Totex) savings of over $100
million. We were recognized as Finalist in
Management Consultancies Association 2015
Awards for Change in Private Sector.
27
 CASE STUDY OUR CLIENT’S CHALLENGE
Rijkswaterstaat is responsible for the
design, construction, management and
PERFORMANCE maintenance of the national road network,
BASED waterway network and water systems in
The Netherlands. The closed off inland
MAINTENANCE bay IJsselmeer is part our client’s work
area. The IJsselmeer counts numerous
CONTRACTS floodgates, locks and bridges. Ensuring the
availability, operations and safety of these
TO ENSURE assets is of great importance to large parts
of The Netherlands. With less public funds
AVAILABILITY, available Rijkswaterstaat was looking for new
innovative risk controlled ways to organize its
OPERATIONS maintenance without compromising on asset
AND SAFETY OF performance.
OUR APPROACH
FLOODGATES,
We recognized our client’s preference
LOCKS AND BRIDGES to focus more on their strategic asset
management and to outsource the service
AROUND THE providing role based on a different risks and
responsibilities model.
IJSSELMEER, THE Together with the client we developed this
NETHERLANDS model to organize its maintenance on a
risk-controlled basis, introducing a Reliability
Project: Service provider - Centered Maintenance-management
contract, based on our analytic capabilities
SHERPA
and our construction and asset expertise.
Client: Rijkswaterstaat, We teamed up with Croonwolter&dros
The Netherlands (MEP contractor) in a joint venture called
Sherpa to offer multidisciplinary and
integrated services. As service provider,
Sherpa is responsible for the maintenance
28
and upgrading of floodgates, locks and
bridges around the IJsselmeer. During the
contract period the electrical and mechanical
installations will be refurbished and civil
engineering damages will be repaired. The
modernization of the control and operation
centers, the overhaul of the swing bridges,
locks, floodgates, the renewal of the buffers
and sluices are also part of Sherpa’s program.
OUTCOMES FOR OUR CLIENT
Through the introduction of performance
based maintenance we have been able
to deliver a high return on investment to
our client. Moreover end-user satisfaction
has risen with 80%, the number of delays
has reduced with 25% and overall asset
availability has increased with 20%. The
client recognizes the strength of Reliability
Centered Maintenance and is openly
advocating the Sherpa approach.
CASE STUDY OUR CLIENT’S CHALLENGE within contracts that allows for ‘monetizing’
To achieve world-class performance, the gains.
refineries aspire to achieve maintenance
MAXIMIZING costs below 1.4% of the plant replacement
OUTCOMES FOR OUR CLIENT
Implementing standard methodologies to
MAINTENANCE- value and mechanical availability above
measure productivity provides our client with
96.7%, with a productivity level of 60 - 65%.
CREW However, in most facilities, productivity levels a baseline for developing a plan to improve
productivity and with the ability to track
on maintenance activities reach only 30 -
PRODUCTIVITY 40%. This means maintenance crews typically progress against improvement targets. By
spend only 17 hours in a 40-hour working doing so our client has been able to realize a
THROUGHOUT week actually performing maintenance, so- significant increase in ‘time on tools’. Another
called ‘time on tools’. Our client was looking positive outcome of accurate measures is
CLIENT’S GLOBAL for ways to maximize its maintenance crew’s that it allowed our client to make it easier
productivity while realizing Opex savings. to incentivize contractors to improve their
DOWNSTREAM productivity. Further benefits include the
OUR APPROACH reduction in Health, Safety, Security and
BUSINESS Environment exposure and promoting
We performed a performance benchmarking
first time right behavior.
Project: Maintenance study and Opex review to identify the
Productivity Enhancement principal opportunities for improvement and
Opex savings. For this benchmark we used
Client: Confidential our unique Arcadis ‘Time on Tools’ process to
international oil company measure productivity, a proprietary process
which enables us to benchmark maintenance
productivity against approximately fifty
refineries and petrochemical complexes
worldwide. We measured productivity
across our client’s refineries globally,
highlighting best and worst practice. With
these insights we provided our client with
recommendations to improve productivity:
removing waste activities and improving
wrench time, introducing standard
methodologies for measuring in-site
productivity and ensuring a methodology
29

OUR CLIENT’S CHALLENGE
CASE STUDY
The Dutch railway network is one of the
busiest and most complex in the world.
PERFORMANCE The rail network needs to be constantly
BASED available to accommodate a large number
of passengers. Due to the complexity of the
MAINTENANCE Dutch rail network, failures in the network
and the resulting disruptions in the train
ADDS VALUE service have far reaching consequences.
Therefore it is crucial for Asset Owner ProRail
TO RAILWAY to keep the number of disturbances and the
recovery time after a failure to a minimum.
NETWORKS However the network’s performance was
decreasing and costs were rising.
Project: Full service
provider in rail OUR APPROACH
infrastructure asset
We teamed up with the renowned contractor
management Dura Vermeer and set up a joint venture
called Asset Rail, a full service provider
Client: ProRail in rail infrastructure asset management
fully centered around performance based
maintenance. Through optimally combining
contractor knowledge, risk management
experience and quantitative analysis in
a streamlined process we were able to
implement asset management strategies by
which we could respond quicker to technical
failures and prevent failures from occurring.
30
OUTCOMES FOR OUR CLIENT
Our performance based maintenance
approach resulted in a 50% reduction
in network disturbances, a significant
reduction of the recovery time (up to 50%)
after a disturbance and an extension of
the remaining assets’ life span all whilst
reducing maintenance costs significantly.
This culminated in increased availability
and safety of the rail network. ProRail
used the positive experiences with Asset
Rail as an example to change the service
provider landscape for all other maintenance
contracts. The streamlined process we
implemented met the demands of ProRail’s
ambition to be the best European Rail
infrastructure manager.
OUR CLIENT’S CHALLENGE Our principal responsibilities included:
In recent years, rapid population growth management of data capture; identification
CASE STUDY
within Abu Dhabi resulted in a need to of technical objectives; development of
expand the Emirate’s utility infrastructure. performance regimes; incentivization;
DEVELOPMENT OF This included new sewer systems, wastewater mechanisms to drive the private sector
treatment and treated wastewater systems to deliver the required services and
A SUSTAINABLE for irrigation. The operation and maintenance performance improvements.
OPERATE AND of these systems was outsourced by ADSSC
OUTCOMES FOR OUR CLIENT
and, given the size of the Emirate, many
MAINTAIN STRATEGY different operational companies were This project provided ADSSC with a
procurement strategy and performance
appointed to help manage them. To ensure
Project: Four performance these assets were managed in a consistent based management contracts that have
manner, and that they delivered a sustainable helped to drive significant financial and
based management
contracts level of performance (both in terms of environmental benefits as part of their
environment and cost), there was a need capital improvement program. This was
Client: Abu Dhabi Sewerage to develop a best-in-class Operations and one of the first performance-based O&M
Services Company (ADSSC) Maintenance (O&M) strategy. strategies developed in the Middle East
region and has set a benchmark around how
OUR APPROACH other utility companies are now approaching
ADSSC appointed Arcadis to develop an this challenge.
O&M strategy on their behalf, to cover the
entire Emirate of Abu Dhabi. The scope of
consultancy services included O&M, asset
management, capital maintenance and other
organizational and institutional aspects. We
scoped, designed and procured a new suite
of performance based contracts to replace
the previous remeasurable contract types.
Performance based contracts are designed
to help public sector clients reap the benefits
of private sector innovation and best practice
with higher rewards being offered for
increased performance.
31
 CASE STUDY OUR CLIENT’S CHALLENGE
The metropolitan area of Atlanta in the
United States has seen an increase in
IMPROVE TRAFFIC population of more than 80% during the
OPERATIONS OF past two decades. The region’s urban sprawl
fuels congestion along all roadway facilities,
KEY COMMUTER and with limited alternatives in a mostly
radial network of arterials and interstates,
CORRIDORS applies further stress to commuter corridors.
To improve traffic operations on these
Project: Regional Traffic commuter corridors the Georgia Department
Operations Program of Transportation (GDOT) started the
Regional Traffic Operations Program (RTOP),
Client: Georgia Department a program aimed to operate and maintain an
of Transportation inventory of more than 1400 traffic signals
across 30 regionally significant corridors and
32 managing agencies in Atlanta. Arcadis is
under contract to operate and maintain over
650 of these intersections.
OUR APPROACH
Arcadis acts as the Program Manager of
RTOP, effectively managing four consultants,
four contractors, two system/software
providers, and 11 local government agency
stakeholders in multiple departments,
including public works and information
technology, to deliver improved operational
efficiencies. Milestones include: center-to-
center communication of traffic signals,
traffic signal communications from the GDOT
Traffic Management Center, video sharing
architecture across all RTOP agencies, and
implementation of an Ethernet-based shared
32
communication network across multiple
stakeholder networks. Using our deep
understanding of infrastructural assets we
perform routine and preventive maintenance
to meet the required program thresholds for
operation uptime for the various assets. We
also provide construction engineering and
inspection services on all installation and
maintenance conducted by our contractor
partners, and help review and accept work
conducted by other entities and contractors
on our project corridors.
OUTCOMES FOR OUR CLIENT
The RTOP architecture allows for a unique
regional system to communicate with the
traffic control and monitoring assets in any
of the participating agencies through a
single system housed at the GDOT Transport
Management Center. The implementation
of RTOP has resulted in improved traffic
operations not just on RTOP corridors. There
is now more bandwidth available to improve
the remaining, non-RTOP, intersections and
routes. The program has received praise from
GDOT executives and industry organizations
such as ITS America Spotlight Award, ITE,
and ITS Georgia.
CASE STUDY OUR CLIENT’S CHALLENGE an effort driven to a performance driven
The province of North-Holland is one of the contract for operations and maintenance
busiest areas of The Netherlands. The with safety and availability as key
GUARANTEEING countries capital, Amsterdam, and largest performance drivers.
SMOOTH TRAFFIC airport are located here. Accessibility is of
OUTCOMES FOR OUR CLIENT
great importance. Ensuring the safety and
FLOW THROUGH availability of traffic tunnels is crucial for By acting as managing agent using a
performance based maintenance approach
smooth traffic flow in the region. Managing
WELL-FUNCTIONING these tunnels has become increasingly in managing the tunnel assets of our client
complex due to new European and Dutch we delivered significant cost savings. Safety
AND SAFE TUNNELS legislation in maintenance and safety and availability requirements of the managed
management. Since the province of North- tunnels were met, guaranteeing smooth
Project: Managing agent Holland only manages a limited number traffic flow in the province of North-Holland
tunnels North-Holland of tunnels it cannot leverage experience while allowing the client to focus on its core
from other tunnel projects. Therefore they activities.
Client: Province of
looked for a partner to outsource its tunnel
North-Holland, maintenance activities to. By doing so the
The Netherlands province could free up resources to use in its
core activities.
OUR APPROACH
Arcadis won the 10 year contract to act as
delegated asset manager for three tunnels in
the province of North-Holland. As managing
agent we are responsible for managing the
tactical activities. Our specialists determine
the maintenance frequency of the assets,
perform reliability centered maintenance,
safety management, traffic control, staff
training and arrange working permits for
subcontractors. Through a combination
of a lean core of highly skilled people
and computerized systems and webtools
we deliver state-of-the-art maintenance
management, changing the contract from
33
 WHERE
WE ARE IN
THE WORLD
We have people and offices around the world. Our global
network enables us to bring our knowledge and experience
of projects worldwide and apply that expertise to specific
local needs and situations. We are based in:

Australia Italy Russia

Bahrain Jordan Saudi Arabia
Belgium Kazakhstan Serbia
Brazil
Brunei
Korea
Macau
Singapore
Slovakia
HEAD OFFICE
Canada Malaysia Spain Arcadis NV
Chile Mexico Switzerland ‘Symphony’
China Mozambique Taiwan Gustav Mahlerplein 97-103
Czech Republic Netherlands Thailand 1082 MS Amsterdam
Dubai Oman Turkey P.O. Box 7895
France Peru United Arab Emirates 1008 AB Amsterdam
Germany Philippines United Kingdom The Netherlands
Hong Kong Poland United States +31 (0)20 2011 011
India Qatar Vietnam info@arcardis.com
Indonesia Romania www.arcadis.com

34 35
CONTACT
Don Hardy
Global Solution Leader
Operate and Maintain
T +31 (0) 884261169
E don.hardy@arcadis.com