Background

Situation

CTR is an inter-municipal district heating company owned by five municipalities in the Copenhagen metropolitan area. The company operates the capital’s district heating transmission network and is responsible for operations, maintenance, expansion, and investments in new facilities. As parts of the infrastructure approach the end of their technical lifespan, CTR faces significant reinvestment needs and therefore sought a more structured approach through asset management.

Challenge

CTR lacked a comprehensive, systematic, and risk-based decision-making framework for managing its assets. The company had limited internal capacity and experience with asset management systems and therefore required external consulting. The shift from operations to a more proactive, documented, and methodical approach required new understanding, prioritization of time, and a general cultural change.

Objective

The project aimed to ensure that CTR obtained a robust, documented, and auditable asset management system with full ISO 55001 certification. The goal was to establish a common direction, standardized workflows, and more risk-based and data-driven management of their assets—thereby strengthening CTR’s long-term ability to plan, prioritize, and execute reinvestments in the facility.

Approach & Results

A-2 employed a top-down approach, in which strategic goals and the vision were established in close collaboration with management. The system was then built layer by layer, with a high degree of employee involvement. This ensured both organizational ownership and practical implementation. The focus was on ensuring that the system would create value and be immediately practical—not merely a documentation exercise. A-2 supported the entire process with methodological expertise, facilitation, and documentation.

Results and Impact

CTR achieved ISO 55001 certification without any written non-conformities and with a fully implemented asset management system. The company now has a clear link between strategy, operations, maintenance, and a strengthened basis for decision-making regarding reinvestments. Workflows have become more systematic, and employees have taken on new roles with greater responsibility and insight into asset management. CTR has established a foundation for the further development of its asset management practices and a new culture where a risk-based and data-driven approach underpins its decisions.