Q&A
Feb 11, 2025
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Water management in the U.K. is a fast-growing, complex industry with numerous stakeholders and significant funding demands. The U.K. water industry plans to invest $128 billion (£104 billion) in water supply and treatment between 2025 and 2030 — a four-fold increase over five years. Additionally, the U.K. Government has allocated $6.57 billion (£5.2 billion) for flood and coastal defenses in England from 2021-2027.
With such substantial investments, innovative solutions are critical for scaling new construction and enhancing maintenance practices to extend the life of existing assets. Achieving this ensures a higher return on investment, reduces waste and minimizes environmental impact. Failure to act can lead to faster asset deterioration, program inefficiencies and higher long-term costs.
Recruiting big-picture thinkers who excel at navigating complex, climate-critical infrastructure projects is essential.
Edward (Ed) Morris is one of them. With over two decades of experience, including 10 years at the U.K.’s Environment Agency, Ed now serves as Major Program Delivery Director. His strategic thinking, combined expertise in digital insights and high-performance frameworks, has driven the industry forward. As the leader within TEAM2100, Ed spearheaded the first-ever ISO55001 certified programmatic asset management plan, revolutionizing flood defense management.
TEAM2100 oversees the inspection, refurbishment and improvement of flood defenses along 330 kilometers of the River Thames, safeguarding 1.4 million people, 4,000 different assets and over $396 billion (£321 billion) worth of property. It's part of the Thames Estuary 2100 Plan (TE2100), which aims to adapt the riverside infrastructure to rising sea levels over the next century.
Here, Ed shares key asset management lessons from TEAM2100’s success.
Ed, tell us why it’s so important to programmatically manage critical assets for our clients.
Programmatic asset management is critical for delivering maximum benefits to clients and communities in the most efficient way possible. This approach clarifies why investments are being made, identifies where they are most needed, determines optimal timing, and enhances overall visibility into investment plans.
A significant reason for adopting this strategy is the ability to leverage multifunctional assets. For example, on the TE2100 Plan, investments in flood risk protection also created additional benefits such as recreational spaces in West London and freshwater marshes to keep out salt water near the Isle of Grain. This dual-purpose strategy aligns with the U.K. Government’s Transforming Infrastructure Performance (TIP) Roadmap, which focuses on delivering economic infrastructure that benefits people and nature and supports place-based regeneration.
Understanding ‘where’ to invest involves analyzing economic and strategic priorities. Meanwhile, ‘when’ to invest — as evidenced by TEAM2100’s success — relies on optimized maintenance to prevent costly rebuilds. For instance, repairing a 10-meter- flood protection asset in London might cost $1.3 million (£1 million) compared to $18 million (£15 million) to replace the asset in full. These savings are driven by knowing when it’s the right time to step in. This increased visibility also allows the wider supply chain to suggest a more efficient way of delivering that investment.
This long-term systems-based approach gains traction as projects progress. For example, as we enter the Thames Estuary’s next planning horizon, we’re realizing the many benefits of TEAM2100’s work and constantly identifying further efficiencies. Aggregating individual schemes creates economies of scale, incentivizing suppliers to innovate and collaborate on efficient delivery models.
Lifecycle Program Planning: A decision framework for asset and program management from TEAM2100
What are the key lessons you’ve learned in managing large asset programs?
First, encourage the entire infrastructure management ecosystem to deliver what they do best. Longer-term planning — a 10-year vision, for instance — drives cost savings, enables scalability, and fosters supply chain investment in skills, equipment and processes. This includes developing a delivery model that enables suppliers to help clients achieve their vision, overcome challenges and ultimately secure long-term program benefits.
TEAM2100 is an excellent example. The TE2100 Plan identified a range of climate adaptation approaches throughout the Thames Estuary to be delivered through optimized asset maintenance, repair and replacement.
In developing the delivery approach for the initial 10-year strategy, the Environment Agency identified the need to procure suppliers who could support the development of an asset management system capable of delivering the TE2100 Plan objectives while also ensuring efficient capital delivery. For asset management, the incentivization focused on co-developing an industry-leading asset management system. Success was measured through rigorous audits and benchmarking, including ISO55001 certification, to demonstrate investment decisions were made in the best interests of the TE2100 Plan.
For the capital delivery element, suppliers were incentivized to deliver schemes more cost-effectively. The operation of the assets, particularly large complex assets like the iconic Thames Barrier, were already a strength of the Environment Agency and thus remained in-house, with limited continuous improvement support from suppliers when requested.
Second, the management and delivery organization (including suppliers) should have a strong improvement mindset with a focus on collaboration and integration, not just between different suppliers and organizations but also across different disciplines. This requires the development of both an asset management office and a program management office (PMO) to oversee and advocate for their sometimes-competing objectives. To this end, programs integrating asset and program management should be designed like a business to manage this increased complexity rather than simply scaling up project management models.
How do you set up major programs for success?
Culture is key. Establishing a culture of collaboration, with open communications, is fundamental to the success of major programs. Inspiring talent by creating clarity and encouraging teamwork across the program is essential. Continuous training and upskilling should be integrated into contracts for all partners.
Don’t lose sight of the primary benefits. Our purpose is to provide assets that benefit wider society. While technology enhances the delivery and management of infrastructure, the ultimate goal is to provide high-quality assets on time and within budget.
The value isn’t purely financial. Economic benefits, while crucial, should be balanced with considerations for health, safety and wellbeing, social value, environmental impact and resource efficiency. TEAM2100 demonstrates how a programmatic asset management approach can redefine industry standards.
By aligning strategy with execution, fostering collaboration, and focusing on long-term efficiency, it safeguards communities, protects critical assets and delivers enduring value.
About the interviewee
Ed is a civil engineer and asset manager with more than 20 years experience, including 10 years of operational experience with the U.K.’s Environment Agency. As Major Program Delivery Director, Ed leads the implementation of a portfolio management approach to enhance the performance of all Jacobs' major projects and programs. Previously, as the Asset Management Lead for TEAM2100, he was responsible for establishing, implementing and successfully obtaining ISO55001 certification within the first two years of program initiation.