Institute of Water Magazine - Summer Edition 2013 by Institute of Water

SPRING2013 ISSUE178

IN THIS ISSUE: annual CONFERENCE 2013 focus on wales waste water sim INSTITUTE OF WATER JOURNAL IOW 178.indd 1

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CONTENTS

Introduction

Welcome to the spring edition of the Institute of Water journal. As some of you read this you will be preparing for the National Conference being held in Edinburgh, Scotland next week. This yearâ&#x20AC;&#x2122;s theme is Water for the Future. As always the conference provides something for everyone providing great speakers, thought provoking debates as well as the opportunities to meet up with fellow water people, old and new, in a relaxed manner. For those of you not going for whatever reason, hopefully you will be able to meet up together at future conferences, or in between at some of the regional events throughout the year. At the conference I will be honoured to take up the position of the Chair of the Institute, taking over from Kathy Auld. I would like to personally thank Kathy for her efforts not only during the past year but also for her hard work serving not only the Scottish area but on the Area Forum. Her enthusiasm for the Institute will be a hard act to follow, but I am ready to take on the challenge! I recently attended an Institute Strategy Day held in London attended by the Instituteâ&#x20AC;&#x2122;s Board, Patrons and all the Area Forum representatives. It was heartening to see and listen to the passion and commitment to the Institute shown by everyone around the table. The outcome of the day will be a clear strategy of our visions and values allowing us to reach out not only to our existing members but to future members in a simple and effective way. It will also provide a framework for delivering these goals, ensuring that the Institute is an active organisation which is responsive to and meets the needs of its members and the Water Industry.

In my term of office I hope to be able to play a small part in promoting and realising the visions and goals of this strategy. I say a small part as the Institute is all about its members, the Areas and the staff who work tirelessly to ensure that everyone benefits from being a member of the Institute of Water. I feel extremely proud to be able to play a role in this and to have been fortunate enough to have been introduced to the Institute almost twenty years ago at the outset of my career in the water industry. I joined the industry as a young Engineer in 1990 working my way through various roles including Engineering, Operations and now Customer Services as Retail Services Manager for Sembcorp Bournemouth Water. Throughout this time being a member of the Institute has helped support my career progression through knowledge sharing and access to a wide network of people who have helped shape my professional development. Being an Institute member has benefited me and my career and I hope that others can benefit in a similar manner. At the heart of the Institute is its members - water people. The very fact that you are reading this journal shows you understand the benefits of membership. I encourage all of you to spread the word and actively promote the benefits to your fellow colleagues that may not yet be members. Take them along to Area events so they too can be inspired and further develop their careers and contribute to the success of your Institute. Have a great Conference and I hope to meet up with many of you either in Scotland or at Area events over the coming year.

Richard Barton

Retail Services Manager Sembcorp Bournemouth Water

Features

13-17 18-20 22-25 28-41 45-69 74-78

Focus on Wales Rising Stars Annual Conference Pipeline Technology Waste Water Sim

Regulars

4-5 6 8-9 12 82-91

News in Brief Members Update Engineering News WaterAid Area News

Institute of Water HQ: 4 Carlton Court, Team Valley, Gateshead, Tyne & Wear NE11 0AZ Website: www.instituteofwater.org.uk President: Nick Ellins Chairperson: Kathy Auld Chief Executive: Lynn Cooper Editorial, Marketing & Communications Manager: Dan Barton Tel: 0191 422 0088 Fax: 0191 422 0087 Email: dan@instituteofwater.org.uk Advertising: Martin Jamieson Tel: 0845 884 2333 Email: martin.jamieson@distinctivepublishing.co.uk Designed and produced by: Distinctive Publishing Tel: 0845 884 2385 Email: production@distinctivepublishing.co.uk

The Institute of Water is the only professional body solely concerned with the UK water industry. We can support and develop your career whoever you are and whatever you do. We do this by providing a unique learning, developing and networking framework. For details on how to join visit www.instituteofwater.org.uk today.

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Professional Ecology and Environmental Management is Changing – IEEM has become CIEEM The Institute of Ecology and Environmental Management (IEEM) has recently been granted a Royal Charter. The new Charter was enacted on 1st April 2013 from which date IEEM became the Chartered Institute of Ecology and Environmental Management (CIEEM).

Maximising Biodiversity, Minimising Cost

Members now belong to a professional body recognised for its work by HRH Queen Elizabeth II and which operates under the scrutiny of the Privy Council, ensuring the very highest of professional standards. Although they have changed their logo, their vision and mission remains the same:

Researchers at the University of Brighton have been awarded £85,000 to develop a new technique to help improve the biodiversity of freshwater ecosystems and save millions in monitoring costs by targeting the most polluted areas.

Vision – A society which values the natural environment and recognises the contribution of professional ecologists and environmental managers to its conservation. Mission – To promote the highest standards of professional practice, and to raise the profile of professional ecological and environmental management, for the benefit of nature and society.

(CEcol). CEcol will be open to all who qualify, not just CIEEM members. Chartered Environmentalist (CEnv) registration will continue to be available and together with CEcol will offer a diverse membership the relevant professional recognition for their specific area of expertise.

The research, funded by the Natural Environment Research Council (NERC) and the Environment Agency, is being led by Dr Gary Bilotta, from the University of Brighton, in collaboration with Dr Chris Extence from the Environment Agency, and Professor Richard Brazier from the University of Exeter.

Thames Water to Generate 20% of Energy from Sewage

The project, which provides funding for a PhD student, will focus on developing a new approach to monitoring and controlling particulate matter, from nano-scale colloids to sand-sized sediments. Particulate matter is one of the most common causes of reduced water quality and can have a damaging and costly effect on the health of freshwater ecosystems.

Also included within the Charter is the power to establish a new Register of Chartered Ecologists

Thames Water claims it currently produces enough renewable energy to “run a city the size of Oxford” but by installing the new THP plants, it aims to produce enough electricity to run Oxford and Woking too.

Thames Water is investing £250 million for a scheme to help the firm generate 20% of its energy from sewage. The water company will install thermal hydrolysis process (THP) plants at six of its sewage treatment facilities. The plants act as “pressure cookers” which condition sludge – the leftover solids from wastewater treatment – by heating it up to around 160 degrees. The sludge is then transferred into existing anaerobic digesters to be broken down, producing biomethane gas that is then burned to create heat and generate renewable electricity.

Lawrence Gosden, Director of Capital Delivery said: “This investment is good for the environment, our business and our customers. For as well as being environmentally friendly, generating energy from waste also reduces our running costs by protecting us from the price fluctuations of the mainstream, non-renewable energy markets, bringing savings that help to keep customers’ bills down. This investment will also help us to achieve our target to renewably self-generate 20% of our annual energy requirements by 2015.” The water company claims it saved around £15 million off its power bills by generating 14% of its annual energy usage from sewage last year. It will be installing the new THP plants at Beckton and Riverside sewage works in Essex, Crossness in Thamesmead, Longreach in Barking, Oxford and Crawley by 2015.

Dr Bilotta said: “The transport of particle matter by rivers to the oceans represents an important process of the global erosion process, an important component of global biogeochemical cycles, and is an essential constituent of freshwater ecosystems, critical to habitat heterogeneity and ecological functioning. However, when human activity causes a significant deviation in the dynamics of particulate matter from ‘natural’ or ‘reference condition’ dynamics, this can cause ecological degradation. Ultimately, this can lead to a significant decline in the associated ecosystem services, estimated to have a global value in excess of $1.7 trillion per annum. It is therefore essential that particle matter, which is one of the most commonly attributed causes of water quality impairment globally, is managed in order to minimise these impacts.”

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NEWSINBRIEF

Utilities Combine Forces To Build A Better North Four major UK utility companies are working together to boost the fortunes of two of the hardest hit regional economies through a £21billion package of network improvements over the next ten years in Yorkshire and the North East. In what will be their biggest ever combined programme of capital and operational expenditure, water and energy providers Yorkshire Water, Northumbrian Water, Northern Gas Networks and Northern Powergrid will invest more than £5.7million a day between them. The money will be spent on vital improvements to ensure their water and gas networks are best placed to cope with the fresh challenges presented by climate change and population growth and affordability. Population growth is expected to mean there will be more than a million more people living in Yorkshire and the North East by 2035. At the same time, climate projections reinforce the picture of change and uncertainty with both droughts and floods occurring in 2012, and scientists predicting that these trends will continue with longer, hotter dry spells and more extreme weather events. The Government has applauded this investment, with Chief Secretary to the Treasury Danny

Alexander praising all four companies for 'helping us take steps towards recovery’. His comments are supported by an independent report by Leeds University and Edge Analytics into the economic value of water and energy assets to the North of England, which calculates that for every £100 of capital and operational expenditure by the four utilities, a further £93 is generated within the wider northern regional economy. This means that the combined spending of £21bn by the four utility companies - which cover nearly a fifth of all the land in England (24,000 sq km) and serve a population of eight million customers - will, thanks to this supplier/employee ripple effect, create over £40bnof economic activity over the next ten years in Yorkshire and the North East. The report states that 'set against this harsh economic backdrop, the activities of industries such as water and energy infrastructure are more valuable than ever.....as its larger in scale and more regionally focused than that of most businesses’. It also determines that such investment provides an anchor point for businesses battling to stay afloat or to grow and a lifeline for communities as they attempt to replace jobs lost in others sectors with new ones. Richard Flint, Chief Executive of Yorkshire Water, comments: "As four of the biggest utilities in England, we don't just pump water and energy into our regions; we also pump millions of pounds into the local economy. "As major regional employers, we'll be investing more than £5.7 million a day in our respective regions, improving our networks and ensuring our customers continue to receive the high quality service they've come to expect from us.”

Yorkshire Water Voted Champion Utility by Customers Yorkshire Water has been named the best utility in the UK for customer satisfaction, according to the latest research by the Institute Of Customer Service. The water company came top in the utilities sector of the Institute Of Customer Service’s twice-yearly customer satisfaction index (UKCSI), scoring more than three points above the sector average and more than one full point above the company in second place. Richard Flint, Chief Executive of Yorkshire Water said: “Providing a great customer experience is a key objective for us. This latest survey reflects the high standard of our service and we’re delighted that our customers have given us this accolade.” The UKCSI asks customers to rate organisations on key attributes of customer service including professionalism, quality and efficiency, ease of doing business, problem-solving, timeliness and the way complaints are handled. Across every sector measured in the UKCSI, there are clear linkages between the levels of customer satisfaction that organisations achieve and measures of customer behaviour which are strong indicators of tangible business benefit. As well as specific elements of behavioural loyalty, the evidence from UKCSI shows that in every sector there is a clear correlation between improving satisfaction and: n reduced occurrence of reasons to complain n increased willingness to recommend n increased intention to remain a customer n increased willingness to buy more products

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MEMBERSUPDATE

WEll-EARNED RETIREMENT FOR kAy MOUlE Former National Chair, Kay moule, retired from Northern Ireland Water at the end of march, having worked there for 38 years. Kay joined the Institute of Water (or IWO as we were then) in 1999, by which time she had progressed through the ranks of Assistant Scientific Officer, Scientific Officer and Senior Scientific Officer (various Sections) to the role of Deputy Scientific manager. Kay was upgraded to Full membership after Professional Review where her assessors commented: “We consider the interviewee would be a credit to IWO” Little did they know how much of a credit Kay would be. Kay soon joined our Northern Ireland Area Committee where she has served as Secretary, Chair and Area Representative on Council. Within four years Kay was made a Fellow member in

recognition of the significant contribution she had made to recruiting new members (somewhere in the region of 75, mainly from the untapped Scientific community) and to the organisation of local seminars and conferences. Kay was elected as National Vice-Chair in 2003 and served as National Chair in 2004/05. In 2002 she joined our People Development Committee and Engineering Board, positions she held until 2007. In October 2003 Kay became one of our first Chartered Environmentalists and has since been involved in some way in most CEnv assessments in Northern Ireland. “If you want a job done well, give it to someone who is busy” undoubtedly applies to Kay. She achieved many successes in her work life including setting up a new lab for the analysis of cryptosporidium and leading the lab to achieving full DWI accreditation. Kay was always busy but never too busy to say yes and always with a smile.

Kay Moule

Kay is well-known, well-respected and well-liked across the scientific community in the UK water industry, throughout NI Water and the Institute of Water where she has many good friends. many of them braved the snow to join Kay at her retirement “do” where she is pictured with her line manager Dymphna Gallagher (Head of Quality & Compliance) and George Butler (Area President and Director of Asset management, NI Water). We wish Kay and husband Ian a long and happy retirement, with more time for their family, some of it no doubt at their place in Spain.

60 SECOND INTERvIEW LUCINDA GILFOYLE Lucinda is The Coastal Strategy Manager at Anglian Water and Chair of Institute of Water, Eastern Area. She has a PhD in Microbial Water Treatment and rejoined Anglian Water in 2004 having previously worked in their Laboratories. Since then she has held a variety of operational roles in Water, Waste Water and the Operational Management Centre. I accepted the role of Eastern Area Chair because I wanted to help others in Anglian Water to network with the wider water industry by being part of a group promoting opportunities to meet people you’d not normally get to spend time with. The best part of my role with Anglian Water is Being able to make a real difference to both our customers and the environment. The worst part of my job is Admin! If I could be anyone for a day, I would be my grandmother when she worked for Winston Churchill in the Cabinet War Rooms My most treasured possession is my dogs (my husband is quite upset about this…) My guilty pleasure is Goats. OK I know this might sound a bit weird but … I have a small and growing herd of them and

they are addictive. Forget shoes and handbags, when I want to celebrate – I go goat shopping!

I’ve learnt the hard way that There is no alternative to hard work.

My favourite tipple is Sancerre, Chablis, Chianti – or a good Pinot. Gin, rum, port…. If I’m honest, pretty much anything aside from Baileys which is disgusting!

The thing about me that not many people know is I really don’t like deep, clear water, especially if it’s in a concrete tank and you can see the bottom – not great when you work in the water industry.

My last holiday destination was London My failsafe way to de-stress is to Go horse riding – I’m very bad at it so if I get distracted thinking about work I fall off… My proudest moment was / moments were Walking out of my PhD viva knowing after all that effort I’d finally cracked it and could have weekends and evenings like normal people again.

My favourite joke is Way too rude to publish here …! I believe the biggest challenge for the water industry is All the unknowns – changes to legislation, climate change impacts, growth, competition, customer expectations … the list is long. Searching for solutions is what makes it so exciting.

I do my bit for the planet by Recycling everything I can The best advice I have ever been given is “You have two ears and one mouth and that’s a clue to the ratio in which they should be used”

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Engineering the Future Infrastructure Interdependencies Workshop n affordable mitigation of flooding and coastal erosion; n reducing waste to land fill and moving towards a zero-waste economy This approach, which integrates with changes to Government and the appointment of a new Cabinet Committee, is hugely complex but will allow objective decision-making to drive future investments which will build prosperity around an appropriate level of infrastructure.

By Nick Merrick As we deliver the water industry’s current investment plans and plan for the next periodic review we focus upon many critical aspects of our industry’s infrastructure. For example, how they interface and the level of investment appropriate to deliver sustainable, long term solutions for our stakeholders. This can be daunting but it is only part of much wider infrastructure investment in the networks which form the backbone of a modern economy. In recognition of this, the Government’s National Infrastructure Plan (NIP) 20111 sets out a new strategy for meeting the UK’s infrastructure needs. The NIP established three elements; firstly to set out a clear pipeline of 500 multi-sector infrastructure networks to maintain and improve over the medium term; secondly to mobilise the financing required to deliver these projects; and finally to ensure the infrastructure identified in the plan is delivered efficiently and on time. The areas of focus are: n improving performance, capacity, connectivity and environmental performance for the UK’s transport network (including maintaining the UK’s position as an international aviation hub); n securing diverse and reliable energy supplies that reduce carbon intensity at least cost to consumers; n increasing superfast broadband and mobile coverage; n maintaining the security and performance of water and sewerage systems while reducing their environmental impact;

Engineering the Future, an alliance of professional engineering institutions and national organisations hosted by The Royal Academy of Engineering, has created a snapshot of UK infrastructure planning across the main infrastructure areas – transport, water, energy, waste and ICT - set out in parallel timelines, as phase one outputs. The second stage of the project, led by the Institution of Civil Engineers, is to provide examples of the interdependencies between and among the timelines. To enable this Engineering the Future held a multi-sector workshop at The Royal Academy of Engineering. The event was facilitated by The Systems Centre, University of Bristol. The Institute of Water was represented by Nick Merrick, Project Director at Black & Veatch and Neil Smith, Construction Design Management Coordinator for City & County of Swansea. The main Engineering the Future sectors were represented by 25 stakeholders. The primary objective of the event was to understand interdependencies between infrastructure sectors and where planning detail or paucity offered opportunities for further benefits or identified where inadequacies may reside. The event centred on a framework being developed by The Systems Centre at the University of Bristol, The Omega Centre and The Bartlett Faculty of the Built Environment at University College London. This collaborative project was initiated by Infrastructure UK with the aim to integrate the

framework with the economic appraisal outlined in the HMT Green Book. The framework involves a matrix-based approach that maps inputs and outputs as interdependencies against a leading diagonal of factors such as the five infrastructure sectors considered. The framework adopts an open systems approach, conceiving infrastructure as a system of networks existing with multiple stakeholders within a dynamic political, social and environmental context. It is founded on the belief that a greater appreciation of infrastructure interdependencies could provide opportunities for improved innovation, investment, resilience and value. The understanding of this matrix approach was developed in a session facilitated by Bristol University’s Dr Neil Carhart and Dr Ges Rosenberg. The primary the event was to understand interdependencies between Each ofobjective the ofinterdependencies between theinfrastructure five sectors and where planning detail or paucity offered opportunities for further benefits - or identified where inadequacies may reside. sectors (transport, water, energy, waste and The eventwere centred presented on a framework being by The Systems Centre atbased the University of ICT) asdeveloped one of four types, Bristol, The Omega Centre and The Bartlett Faculty of the Built Environment at University College London. This collaborative project was initiated by Infrastructure UK with the aim2 to integrate the on an earlier classification by Rinaldi et al. ; framework with the economic appraisal outlined in the HMT Green Book. The framework involves a matrix-based approach that maps inputs and outputs as interdependencies against a leading physical, digital, geographic or organisational as diagonal of factors such as the five infrastructure sectors considered. The framework adopts an open systems approach, conceiving infrastructure as a system of networks existing with multiple outlined ina dynamic Tablepolitical, 1 - Description ofcontext. fourIt isWorkshop stakeholders within social and environmental founded on the belief that a greater appreciation of infrastructure interdependencies could provide opportunities for Interdependency/Dependency Types: Description improved innovation, investment, resilience and value. of four Workshop Interdependency/Dependency The understanding of this matrix approach was developed in a session facilitated by Bristol University’s Dr Neil Carhart and Dr Ges Rosenberg. Types. Each of the interdependencies between the five sectors (transport, water, energy, waste and ICT)

were presented one of four types, basedof on an earlier Workshop classification by Rinaldi et al. ; physical, Table 1 -asDescription four digital, geographic or organisational as outlined in Table 1 - Description of four Workshop � Interdependency/Dependency TypesTable 1: Description of four Workshop Interdependency/Dependency Types Interdependency/Dependency Types. 2

Type

Table 1 - Description of four Workshop Interdependency/Dependency Types Description x

Physical Interdependency or Dependency

Digital Interdependency or Dependency

Geographic Interdependency or Dependency

Organisational Interdependency or Dependency

x x x

A transfer of resources, the output of one element becomes the input to another. This could be further refined to capture the nature of the transfer (e.g. transfer of people). A shared physical dependency between the two elements on a third resource (e.g. both elements consume the same fuel or use the same trained staff). A cyber transfer of information. Again this could be refined to capture additional detail of the transfer. A shared dependency between the two elements on the transfer of information from a third party source.

x x

The elements are located in the same place, or within close proximity. The row and column are irrelevant, the connection here is mutual.

The elements are linked through a financial or logical mechanism with a transfer from the row to the column. The elements are organisationally linked by shared ownership, shared governance, or shared oversight. The elements are mutually dependent on the services provided by a third party organisation.

x x

Formatted: Font: +Body, 11 pt

The second session – and the time when the tutorial was put into practice – was on a sectorby-sector basis with each table having a range of professional members associated with that industry looking at the interdependencies in their areas of specialism as a series of outputs and inputs. 2

Rinaldi SM, Peerenboom JP, Kelly TK., 2001, Identifying, understanding, and analyzing critical infrastructure interdependencies, IEEE Control Systems Magazine; 21:11–25. 3

Workshop Application of a Matrix Based Approach to the Identification of Infrastructure Interdependencies Workshop Report for Engineering the Future, February 2013, DRAFT 1.1, The Systems Centre, University of Bristol

For water, the primary sub-sectors are represented in Table 2: Sub-Sectors within WaterSub-Sectors within Water. An example of a physical interdependency illustrates the approach.

HM Treasury & Infrastructure UK, 2011, National Infrastructure Plan 2011 2 Rinaldi SM, Peerenboom JP, Kelly TK., 2001, Identifying, understanding, and analyzing critical infrastructure interdependencies, IEEE Control Systems Magazine; 21:11–25.

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ENgINEERINgNEWS The second session – and the time when the tutorial was put into practice – was on a sector-bysector basis with each table having a range of professional members associated with that industry looking at the interdependencies in their areas of specialism as a series of outputs and inputs. For water, the primary sub-sectors are represented in Table 2: Sub-Sectors within WaterTable 2: Sub-Sectors within Water. An example of a physical interdependency illustrates the approach.

Table 2: Sub-Sectors within Water

Formatted: Font: +Body, 11 pt

Table 2: Sub-Sectors within Water

Outputs

Bulk supply Abstraction regime

P: Run-off, WTW inundation

Inputs

Flood protection & mitigation

Pollution measures

I was given the opportunity in 2011 to join the Institute of Water through a SWW employee development led initiative, being one of six members of staff put forward to join the Institute. From being made aware of the excellent support offered and the network of professionals, it was from here that I looked to actively progress my application for Incorporated Engineer registration with the Engineering Council through the Institute.

Demand management

The third session put the professions into mixed groups to give a more holistic view between sectors. For example a major rail development would comprise large scale embankments and the impact of this output would serve as a potential input (flooding) into water and/or energy through potential flooding of critical assets.

The third session put the professions into mixed groups to give a more holistic view between sectors. Fordocumentation, example a identified: major rail development The outputs, recorded in the draft x 92 specific dependencies/interdependencies between 22 policies and projects; would comprise large scale embankments and the x 84 dependencies/interdependencies between the Energy, ICT, Transport, Waste and Water sectors; impact of this output would serve as a potential x 47% of interdependencies identified werewater physical,and/or 14% digital, 13% geographic and 26% input (flooding) into energy organisational; through potential reveals flooding of critical x Analysis of these interdependencies the potential risks andassets. benefits they present. The outputs, recorded in the draft documentation, identified:

In addition to these observations the benefits of an integrated, collaborative approach between sectors was recognised, potentially with Government-supported governance. I found the event challenging and refreshing, understanding issues within other infrastructure sectors and using a new and innovative model to map interdependencies. The merits of understanding the inter-relationships cannot be questioned. In order for the approach to reach full potential we need a financial evaluation framework that allows any major scheme to make provision for (and inherently build investment into) the needs of another, particularly in the private arena. This will require careful consideration to succeed but should be regarded as an opportunity for the future.

n 92 specific dependencies/interdependencies between 22 policies and projects;

n 84 dependencies/interdependencies between the Energy, ICT, Transport, Waste and Water It is right that the debate happens and that it is supported by the Government through Engineering sectors; the Future and The Royal Academy of Engineering. It is also right that the Institute of Water is at the

heart of the debate and will continue to be so in the future.

n 47% of interdependencies identified were physical, 14% digital, 13% geographic and 26% organisational; n Analysis of these interdependencies reveals the potential risks and benefits they present. In addition to these observations the benefits of an integrated, collaborative approach between sectors was recognised, potentially with Government-supported governance. I found the event challenging and refreshing, understanding issues within other infrastructure sectors and using a new and innovative model to map interdependencies. The merits of understanding the inter-relationships cannot be questioned. In order for the approach to reach full potential we need a financial evaluation framework that allows any major scheme to make provision for (and inherently build investment into) the needs of another, particularly in the private arena. This will require careful consideration to succeed but should be regarded as an opportunity for the future. It is right that the debate happens and that it is supported by the Government through Engineering the Future and The Royal Academy of Engineering. It is also right that the Institute of Water is at the heart of the debate and will continue to be so in the future.

Ray Arrell iEng, MiWater I have worked for South West Water (SWW) since 2003, starting out as a Year In Industry placement student in the company’s control centre, then taking on a full time position as Energy Technician, moving on to Energy Engineer and now in my current role as Renewable Energy Engineer within SWW’s Energy and Carbon management Team, overseeing the company’s regional renewable energy generation. Although I began my career at SWW focussing on web development, converting paper based incident management procedures into web based systems, through joining the Energy Team in 2004 I was set on a path of engineering. This led me to project manage a rollout of 1000+ smart electricity meters at many of our smaller and more remote sites, as well as spearheading a companywide energy reduction campaign known as ‘Powerdown’. This energy efficiency programme has achieved c.5GWh of energy savings to date and has received environmental recognition through both the DEBI awards and Pennon Group Environmental awards. In parallel to my roles within SWW, I also completed my HNC and Foundation Degree in Engineering part time, and took a year’s sabbatical in 2007 to complete my full BSc in Electrical Engineering at Plymouth University. From graduating in 2008 with first class honours and taking on a more focussed role within the SWW Energy Team, it enabled me to work towards my ambition to complete my registered engineer status.

The process was challenging and had me going through past initiatives and project work to complete my CPD log and competency report, but the support I received from the Institute was first class and enabled me to put together a firm initial application and later my full competency evidence submission. In late October 2012 I attended my professional review interview, meeting with two of my application assessors. I found this session to be extremely rewarding and interesting, discussing various aspects surrounding my career, the evidence I included in my report and general engineering topics and areas of interest. my two assessors were very knowledgeable and engaging and although the session was challenging, there was a very open and engaging atmosphere. The interview was an opportunity to talk about some of my achievements and ambitions and I left the session with a very rewarding impression of the whole process. This was reinforced when I received the news shortly afterwards, that my assessors had formally recommended me for registration as Incorporated Engineer with the Engineering Council. I would echo my thanks at the time to everyone at the Institute for their support, guidance and recommendations throughout the application process, with special thanks to my assessors for their time and effort to review my evidence report and for making my PRI session such an interesting one. my IEng registration firmly consolidated my progression into a new role as SWW’s Renewable Energy Engineer, looking to accelerate the rollout of SWW’s renewable energy generation out to 2020 and beyond. It has enabled me to achieve a personal and professional ambition, whilst also pushing me to widen my experience and development further.

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PANTON MCLEOD

Value of Institute of Water Company Membership Panton McLeod has recently increased its involvement with the Institute of Water by taking up Company Membership and is excited to be working with recently appointed Marketing and Communications Manager, Dan Barton, on exciting new initiatives. Attracted by the opportunity to broaden the firm’s knowledge and development within the water sector, its expectations of how the membership could be a powerful asset to the firm have definitely been met and exceeded. Knowledge and development is vital in any working environment but it’s essential within the water industry because it’s continuously on the move. Changes are constantly arising in areas including the influence of customers, the environment, climate change and technology. Paul Henderson, Sales and Marketing Director at Panton McLeod, said: ““The Institute of Water is the only professional body that is dedicated to the careers of those in the water industry and we’ve seen the development of our staff grow from strength to strength, both professionally and personally. “It’s important in any membership to feel valued and I really do feel the Institute of Water strives to create the best experience for Members by making you feel part of one unified team, a network of individuals who really care about the industry. “This opinion is shared by all Panton McLeod employees as they’ve embraced opportunities to better their careers whilst giving something

back to support the Institute through activities including helping to organise events and bringing in new members. “The Institute of Water quarterly journal is an excellent source for keeping all members upto-date with developments within the industry through which we’d recommend as an essential read. “Membership contribution to the journal is an opportunity we’ve taken great advantage of. We’ve submitted articles on our progression within the industry, our range of services, developments in technology, amongst others, which we hope have been of real interest to other readers.” One of the key benefits of membership is the opportunity to access a range of events on water industry topics which comes with the chance to meet and network with top people from inside and outside the industry. The Annual Conference is one which is highly praised by attendees and 2012 was no different as the event held in London was described as being the ‘best ever’. Jim Panton, CEO at Panton McLeod, added: “The Annual Conference last year was my first real experience of the Institute and an absolute pleasure to attended, it was interesting, educational, engaging, rewarding and above all very enjoyable. “It really opened my eyes as to how we’re all responsible for influencing and shaping our future and how this relies on constant review and action

in all areas within the industry. “Networking opportunities go hand in hand with events like the Annual Conference and give us a unique opportunity to interact with Members of the Institute who come from all divisions within the water sector. “It’s a more relaxed environment which makes it easier and more enjoyable to form relationships, learn about what’s going on in different areas, showcase the range of products and services we offer and potentially win new business.” A new initiative included as part of Company Membership is the inclusion of branded vinyl stickers for company vehicles to highlight their association with the Institute of Water. Paul added: “The vehicle branding initiative is one of Dan Barton’s ideas and for Panton McLeod’s profile it is an invaluable opportunity as the company will be instantly recognised as being associated with such an influential body within the industry. “We’re looking forward to working with Dan on other exciting membership opportunities especially in regards to staff development. Our employees are at the centre of our success and we expect all current and future employees will embrace having such a proactive professional support network to hand.” For further information regarding Institute of Water Company Membership, please contact Dan Barton on 0191 422 0088.

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WATER AID

Everyone, everywhere by 2030 World Water Day is a great opportunity to celebrate something that we too often take for granted but that we all love – water. WaterAid believes that everyone, everywhere should have access to safe, clean water. We have launched a new report, calling on governments around the world to make a clear commitment to ensure that there is universal access to safe water and sanitation by 2030.

http://bit.ly/ everyone2030Uk

In 2000, the millennium Development Goals (mDGs) set out a shared global vision for international development through to 2015. This included halving the proportion of people without sustainable access to safe drinking water and sanitation.

Noeline Alakamisy, Madagascar (Photo credit WaterAid/Anna Kari)

n Focus on reducing inequalities and improving sustainability

their stories firsthand. www.wateraid.org/ welcome-to-alakamisy

Globally, the mDG target for water has been met, but the sanitation target has not, and several regions of the world are seriously off-track for both. 783 million people still lack safe water and, taking population growth into account, there are almost as many people without access to sanitation worldwide as there were 20 years ago.

Join WaterAid in telling decision-makers that water is just the beginning, by sharing our new report. Email or visit your mP and ask them to urge David Cameron to read WaterAid’s report.

Noeline has lived in Alakamisy for 19 years. She has seen many changes in her family’s health, wellbeing and economic situation since WaterAid helped to install water points across the village.

“Visiting your mP is not scary, really easy and your impact feels very cool.” Charley Day - Supporter Development Team manager, WaterAid

Right now, a panel of world leaders, including David Cameron, is in the process of developing a new framework to guide development efforts beyond 2015. Water, sanitation and hygiene must be given priority if we are to transform the lives of the poorest and most marginalised people.

If you would like a briefing pack to visit your mP to talk about Everyone, Everywhere, just email Rebecca Owen at campaigns@wateraid.org

“Water is a precious benefit for the whole village,” Noeline says. “People used to suffer a lot from the lack of water but now it’s a good time for us. Everything has changed in the village – now it’s clean. my children are cleaner and healthier, as there is not so much sickness. They can go to school every day – no problems. People are healthy, even the financial aspect has changed for the whole village.”

In the Everyone, everywhere report, WaterAid recommends that the post-2015 framework should: n Include a goal on universal access to water and sanitation n Set a target date of 2030 for achieving universal access globally

This year, for the 20th World Water Day, WaterAid highlighted 20 ways that access to safe, clean water transforms people’s lives: from health to education, economic stability to gender equality?: when all these changes happen together the transformation is amazing. There are more ways WaterAid and access to water transforms lives on our website. www.wateraid.org/wwd Experience how safe water has transformed the village and the people of Alakamisy, madagascar. Take a journey to meet the residents and hear

The Institute of Water recently gave a generous donation of £250 to support the work of WaterAid. WaterAid’s vision is of a world where everyone has access to safe water and sanitation. The international organisation works in 27 countries across Africa, Asia and the Pacific region to transform lives by improving access to safe water, hygiene and sanitation in some of

Alakamisy is only one community, one in ten people still don’t have access to safe water – WaterAid won’t rest until the health and happiness of the people of Alakamisy is shared by everyone, everywhere. Thank you for your support – together we can transform the lives of some of the world’s poorest people with access to safe water & sanitation.

the world’s poorest communities. Since 1981, WaterAid has reached 17.5 million people with safe water and, since 2004, 12.9 million people with sanitation. For more information, visit www.wateraid. org, follow @wateraid on Twitter or visit Facebook at www.facebook.com/wateraid.

(L-R) institute Of Water President for Northern ireland, george Butler from the Belmont area presents Celine Rodgers Ni Water & Ni WaterAid Secretary - also from the Belmont area with a £250 donation to support the work of WaterAid.

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FEATURE:WALES

Glas Cymru and Dwr Cymru Welsh Water Since the implementation of the Glas Cymru model in 2001, Dwr Cymru has seen some exciting times and changes. The most significant of which have been the insourcing of our Operations teams and the recent opening of two new in house laboratories at Bretton and Newport, providing state of the art analytical services. The model has delivered significant benefits for the business, the water industry in Wales and our customers.

An overview of our unique model Glas Cymru • Glas Cymru is a single purpose company formed to own, finance and manage Dwr Cymru Welsh Water. • The company is ‘limited by guarantee’ and it secured ownership of Welsh Water in 2001. • Glas Cymru is a ‘not-for-profit’ company and is unique in both the UK water industry and the wider utilities sector. • With no shareholders, profits are reinvested to improve services and keep customer bills low. • Under Glas Cymru’s ownership, Welsh Water cannot diversify into new and riskier business activities and therefore its only concerns are its responsibilities as a water and sewerage company.

Dwr Cymru Welsh Water • Serves 1.4 million household and business customers in Wales and the border regions of England • Is the 6th largest of the 23 regulated water companies in England and Wales • Operates around 27,000km of water mains and over 30,000km of wastewater pipes • Has responsibility to operate, maintain and upgrade assets to ensure a safe and reliable drinking water supply and to deal effectively with waste water to protect the environment

The Glas Cymru business model in more detail

billion. This is equivalent to more than £1,000 for every household customer.

Instead of shareholders, the company has independent Members who do not receive dividends and whose only interest is a selfless one of overseeing the performance of Welsh Water against the objectives set for the business and in holding the Board to account.

Welsh Water has also been able to ensure an unparalleled range of support for disadvantaged customers and is helping around 48,000 customers at a cost of £5m each year – this is more than any other water company.

This business model aims to reduce Welsh Water’s financing cost, which is the industry’s single biggest cost. Glas Cymru finances Welsh Water’s extensive network of long lived assets and its ongoing capital investment programme through long term, low risk bonds and retained financial reserves. The company’s financial reserves now stand at £1.5 billion, having grown ten-fold since Glas Cymru acquired Welsh Water in 2001. Glas Cymru now has the best credit ratings in the water sector. The Company’s financial gearing ratio (net borrowings expressed as a percentage of regulated capital value) is now down to 64% from 93% in 2001.

What this model has delivered: Investment • Investing £1.5billion between 2010 – 2015 on network improvements in the water and wastewater service and delivering environmental benefits. • Significant contribution to local economy and supporting over 10% of the construction industry in the region. • Water leakage driven to an all time low.

What this financial position means for customers… This strong financial position has allowed Welsh Water to do much more for customers than would otherwise have been possible.

• An example of one investment area which has featured prominently through its customer impact has beenthe Water Treatment Works investment programme.

In the past Welsh Water paid annual customer dividends, which totalled £150 million, to limit the impact of rising customer bills. With Welsh Water’s household customer bills projected to fall by 6% on average in real terms between 2010 and 2015, it was decided that customers’ interests would be best served by accelerating future planned investment to improve the reliability and quality of the essential public service that customers rely on, in particular safeguarding the quality and reliability of drinking water services. The Glas Cymru model has allowed Welsh Water to accelerate some £250 million of investment taking the total investment spend in the current five year regulatory period 2010-2015 to £1.5

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WATER TREATMENT WORkS INvESTMENT PROgRAMME 2010-2015 The current AMP period is set to leave a legacy water treatment estate for future generations across the Welsh Water operating area.

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The investment plan submitted to Ofwat included the delivery of new treatment processes at 22 water treatment works to provide additional protection against cryptosporidium and to minimise the risk of deteriorating raw water quality. This programme of investment was fully supported by the Drinking Water Inspectorate (DWI) and included the installation of ultraviolet and first-time coagulation treatment processes. A further programme of major capital investment at 18 water treatment works was also proposed to provide enhanced and/or more robust treatment processes including additional stages of filtration or improvements to existing coagulation processes.

Meeting the challenges Delivering this level of investment within the strict timescales necessary to achieve regulatory signoff has been challenging. Partnering with Black and Veatch has allowed the consistency in approach, standardisation in procurement with a competent and experienced workforce. It has been the external factors which have proved the most difficult challenges to this work. We have endured the harsh

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Welsh Water’s biggest responsibility is to provide a safe and reliable water supply to our customers at all times. Following the cryptosporidiosis outbreak in 2005 at Cwellyn Water Treatment Works, the company put forward an investment plan for AmP5 of £0.7 billion to improve the water infrastructure and deliver this commitment. Of this, £250m was allocated to improve the water treatment asset base.

going the extra mile

AMP5 Water Treatment Works Investment Programme

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AMP5 WTW Quality Investment

UV Installed

AMP5 WTW Enhanced Maintenance

UV Abandonment

National Park

winters of 2010 and 2011, together with the wet summers but the biggest challenges have been the location of the existing assets themselves. much of the investment has been targeted in North Wales, an area of outstanding natural beauty and within the Snowdonia National Park. Whilst we experienced the usual constraints of building in rural landscapes with limited access and tourism, the biggest impact has been the planning approval and the required finishes to buildings, including their height, to ensure they blend in with the environment resulting in increased costs for the business. Surprisingly another issue arose from the archaeological surveys undertaken – the number of ancient burial grounds within the area resulted in design layout changes as land became unavailable for development. However the company has delivered the majority of the investment on time with 28 schemes delivered to date and within budget.

Developing our customer call handling facilities for our Welsh speaking customers

For over 15 years Dwr Cymru Welsh Water has been committed to meeting customer expectation, not only through the services we deliver but also by offering bilingual communication across our services.

Earlier this year, Welsh Water featured in the ‘mae gen ti ddewis’ (You have a choice) campaign which was run by the Welsh Language Board and was aimed at encouraging people to use Welsh language services offered by companies in Wales

Welsh Water also endeavours to provide a fully bilingual service for our customers in Wales and in 1997 we published a voluntary Welsh Language Scheme. We offer a dedicated Welsh Language telephone line for customers wishing to make enquiries about their bills through the medium of Welsh. It is standard practice for material published for the public to be produced bilingually, such as leaflets, booklets and appointment cards.

We currently have 5,685 customers registered to receive Welsh only bills. The table below provides an overview of the use of our Welsh language service in 2012. Welsh language Overall Received Telephone calls Written correspondence

Due to the model and financial structuring of Welsh Water, there are additional opportunities and benefits open to us, including our borrowing capability. As a result the company has invested a further £70m in the water treatment asset base to not only deliver our commitment to providing safe and wholesome water but also to ensure the assets are fit for purpose in terms of the condition of the buildings and facilities offered. This has included the building of a new treatment works with state of the art technology at Llyn Conwy, rather than upgrading the existing site.

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This AmP period has probably seen the biggest level of investment that Welsh Water has undertaken in its water treatment asset base but the legacy of safe and reliable water delivered to our customers will continue for generations. In the meantime the company is planning for the next 25 years, reviewing the technologies for chemical free treatment and adaption for climate change.

Customers • The 2013 bill increase will be below the rate of inflation for 4th year running. • Welsh Water’s increase in 2013 is less than half the average increase across the whole industry. • The average household bill will be lower by 6% in real terms by 2015 compared to in 2010. • Ranked amongst best companies in Ofwat league table for customer satisfaction. • Record high 94% satisfaction rate secured amongst household customers in 2012 research • 48,000 customers benefi tting from our social tariffs - more than any other water company.

Environment • Invested more than £1billion in improving bathing water quality. • 43 beaches awarded Blue Flags in 2012. Represents more than third of total flags awarded in UK - significant achievement considering Wales only has 15% of the British coastline. • Generating sustainable energy – includes advanced anaerobic digestion plant at Cardiff Wastewater Treatment Works aimed at saving over 40,000 tonnes of CO2 emissions each year, saving money for Welsh Water and for our customers.

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FEATURE:WAlES

RAINSCAPE

– a different approach to managing surface water run-off Since 2007 Welsh Water has been developing its approach to deal with the negative impact of rainwater in its sewers, an approach that has become known as “RainScape”. With predictions of more frequent and intense rainfall events, combined with the threat of temperature change and drought, the water industry is considered to be highly vulnerable to the effects of climate change. Despite uncertainty over the rate of change to our climate it is clear that the potential impact on our wastewater systems could be significant. In 2007 Welsh Water began a process aimed at helping the organisation to adapt to these challenges by managing surface water more effectively in our wastewater systems. Surface water is rainwater that runs from our roofs, the paving around our homes and from our roads. In many areas this rainwater drains into our sewerage systems, where it often mixes with foul sewage. When intense rainfall overloads these sewers our homes, gardens and roads can be flooded, with further risks of pollution to our rivers and the sea. Even following normal rainfall the increased flows in our sewers contribute to high energy use associated with pumping and treating the rainwater.

What can be done? Welsh Water is not alone in this challenge, which is brought about by a combination of the wastewater systems that we inherited and our current climatic conditions. However, whilst we can’t control our climate, we believe that local drainage arrangements can be adjusted as part of longer term strategies. Building bigger sewers to deal with increasing flows is no longer the preferred solution. That solution lies in raising awareness of the issues and bringing together the organisations and the people who can work together to find then best long term approaches to the management of rainwater flows, both in our urban and rural catchments. Unless there is a huge change in the way that we manage rainwater and unless we take a collective ownership of the problem, the current issues of flooding, pollution, high energy consumption and associated carbon impact will continue to grow for future generations.

How can RainScape help? Our RainScape programme aims to: • Disconnect roofs and paved areas from the public sewerage system, wherever it is practical, sustainable and makes financial sense to do so; • Consider surface water management as part of every Welsh Water wastewater project by 2015; • Work in collaboration with other agencies, developers and key stakeholders to encourage sustainable drainage systems for all new development and, where opportunities arise, to retrofit them in existing developed areas; • Provide information and guidance to domestic and commercial property owners on how they can manage surface water runoff from their own property in the most sustainable way.

What has RainScape achieved so far? We have integrated its budgets for sewer flooding and surface water reduction schemes to ensure that the disconnection of rainwater is considered as part of all flood alleviation projects within the current investment period (20102015). This has enabled a number of surface water separation schemes to be constructed, through which the company is refining its approaches and the techniques that will allow the escalation of this work beyond 2015.

Sustainable Surface water plan A key element in this future strategy is also to consider appropriate surface water management in long-term (25-40 year) catchment planning – Welsh Water’s Sustainable Drainage Plans – which accept that, to bring about wide-scale changes in the way we all deal with our rainwater will take decades to achieve. These long-term plans aim to look at more effective use of rainwater in our environment, for amenity and biodiversity, for reduction in potable water usage, for reduced energy demands and a lower carbon footprint.

What next? To deliver a successful long-term approach to managing rainwater in our communities we need to move away from the “out of sight, out of mind” approach that many of us have towards water and wastewater, by raising awareness of the challenges we are likely to face over the coming decades. The success of the entire strategy hinges on a shared vision and a common stance to meet these challenges and Welsh Water cannot do this alone. The ongoing support of the Welsh Government, the Environment Agency, local authorities and many other organisations has made these initial steps possible on what will be a long journey towards truly integrated and sustainable water management.

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Our Work Force To ensure continued delivery of such benefits and to plan for the future the most vital component are our staff. From the call centres, to network and operations teams, to the administrative and financial support requires a skilled and dedicated workforce. Investing and developing staff for the future is paramount to the success of Welsh Water. The graduate programme is already delivering success and this year we have seen the implementation of an apprentice scheme – both of which are highly competitive. One way of developing our young employees is through the Institute of Water Rising Stars programme.

Rising ...and Falling .... Stars for the Welsh Area For two years running the Welsh Area of the Institute has been fortunate to have two Rising Stars representing the company and the institute in Wales. The programme has provided an ample platform for young talent, a programme that continues to grow. It’s not always easy for young members of staff

to be recognised or even have the occasion of networking at the highest level within an organisation. The Institute of Water and Utility Week’s initiative of inviting young members of the Institute of Water to be Rising Stars is an opportunity not to be missed and seldom seen in other organisations. The Welsh Area has been fortunate again to have two members selected for the Rising Stars 2013 programme, Richard Jones and Benjamin Redwood, having been nominated through the Welsh Area of the Institute of Water. Their nomination was no easy task – the Area was surprised at the number and the high quality of the applications received for 2013’s programme having been alerted to the invite to apply from Steve Wilson, the Welsh Area President.

The Welsh Area nominations As an area we took the task of selecting our nominees very seriously and applied the same principles of assessing the applications made to National as we do for the Innovations Award. It included scoring of each submission by a number of committee members, a review of all the scores to shortlist a number of applicants for interview. The interview then consisted of a question and answer session along with a short presentation. Having been involved in the selection process, both Richard Jones and Ben Redwood epitomise what this Institute embodies and they beat some very strong competition to be selected to represent the Welsh Area. On being selected for the programme Ben said; “It’s a great privilege to be recognised by such a prestigious Professional Body for my work to date and my potential for the future. The Rising Star

programme will provide me with an invaluable platform to be able to continue to develop my career with a balanced and informed opinion. Exposure to other areas of the UK sector through opportunities with key industry leaders will provide inspiration and stimulus allowing me to make better informed decisions day to day. To truly achieve our ambitions and objectives in our roles I believe that it is essential to understand the entire sector and how we each interact and rely on one another – The Rising Star Programme will allow me to do this.” Richard agreed adding, “The Rising Stars Programme is fantastic for me at this stage in my career as it brings about numerous opportunities which would otherwise not be open to me. The programme will allow me to meet people from across the water industry, broaden my experience and gain a greater understanding of the water industry from a national perspective. The exposure and credibility associated with being a Rising Star will be a great boost to my career in the future. I look forward to learning new things, challenging myself and developing new skills through all that will be on offer in the coming year.”

Showcasing talent across the industry Their first engagement on the programme was the prestigious Utility Industry Achievement Awards Dinner held on the 10th December at the Grosvenor House Hotel in London. The dinner was the Rising Stars’ first chance to get to know one another, and also a great opportunity to meet senior figures from across the water industry. The

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FEATURE:WAlES Rising Stars’ were hosted by Roger Harrington (Sembcorp Bournemouth Water) and marcus Rink (Drinking Water Inspectorate), two key leading professionals in the UK Water Sector. The awards ceremony itself was presented by miles Jupp (comedian) whose speech had guests in stitches of laughter. Congratulations must go to those who won awards on the night, dominated by London Olympics 2012 projects! The charity casino, supporting Water Aid, saw the Rising Stars trying their hand at Blackjack and Roulette with varying degrees of success! Ben and Richard thoroughly enjoyed the evening, although they decline to give a full breakdown of the night, and were able to make good use of the opportunities it offered. Both are eagerly anticipating future activities associated with the programme. They would like to thank all those at the Institute of Water for their support, as well as Roger Harrington and marcus Rink for an enjoyable evening at the Utility Awards Dinner.

Reﬂecting on the Rising Stars Programme To give our current Rising Stars, and future candidates, an insight into what they could expect from the programme we asked the “Falling Stars” of 2012 for their reflections on the last 12 months. Ashley moule’s feedback was very enthusiastic, commenting “my year as one of the Institute’s Rising Stars has gone quickly, but it has been an exciting opportunity to be a part of something different that has certainly proven beneficial in terms of Continuous Professional Development (CPD). Attending the annual Utility Achievement Awards set the scene, and the programme continued to deliver throughout the year. Overall, it has provided me with a unique opportunity to see different parts of the water industry that I would not otherwise have encountered during the day job. There have been highlights aplenty, but of particular benefit was the opportunity to meet with our Regulators. Regulation is not an area

Rising Stars

that I have had any previous experience, thus the insight into how our business is regulated has provided me with an alternative angle which challenged some perceptions I had previously. It is always good to understand the business’ challenges from different perspectives and the opportunity to personally meet the Directors of the three Regulators, is something that I may not have the opportunity to do in future. They were all open and frank during the discussions, and on each occasion it was apparent how determined they all are to ensure the needs of our customers are met. I was inspired by their commitment to the industry and their visions for the future. Whilst my participation on the Rising Stars programme has come to an end, in many other ways it is merely the start.” Cigolene Nguyen, also reflected similar thoughts, commenting “Being nominated as a Rising Star last year was a surprise and an invaluable experience. I attended events about what challenges utilities will face in the future and was able to exchange ideas and point of views with people from across the whole of the industry – Regulators, consultants, delivery partners and water companies. I was also invited to attend the Utility Week Awards as well as the Welsh Innovation Awards – which gave me an insight into innovation and the positive progress going on in the water Industry. meeting with Industry Leaders has opened my eyes to the wider picture. I am grateful they took the time to talk to me and shared their excellent work ethic and their vision for improvements. I hope that we were able to share this learning with the Institute of Water Journal readers through the “meet the Regulators” feature. This experience not only brought me peer recognition and motivated me to go the extra mile to further myself in the industry; it also opened the door to unique experiences and allowed me to develop my skills. For all this I cannot thank the Institute of Water and Utility Week enough as well as every individual who committed time to meet with the Rising Stars.” The programme has certainly gained the attention of our members with requests for additional information on the programme and how they can become a part of it in future years. The Welsh Area fully supports this initiative and hope it continues to give our young members a life changing opportunity. One thing we know as a committee is that we have to ensure that they get the support and visibility within our area by setting challenges. One of these challenges will be to interview Nigel Annett as mD of Welsh Water and Professor Peter matthews, Chairman of Natural Resources Wales (NRW) on the impact of the newly formed NRW. The NRW is the merger of the Environment Agency Wales, Countryside Commission Wales and the Forestry Commission. I’m sure we’ll also think of some other “different” challenges. Our best wishes go to all Rising Stars for 2013 and in particular Richard and Ben of the Welsh Area.

New Challenges The water industry never stands still and every day poses new challenges for the sector.

All change in the Welsh environment – Natural Resources Wales On 1 April 2013 a new organisation will formally take over the combined functions of three of the largest environmental bodies in Wales to become “Natural Resources Wales” Here in Wales we’re undergoing a major upheaval that is set to have a profound effect on the future regulation of our aquatic environment and on the flora and fauna it supports. As long ago as September 2010, the Welsh Government signalled its intention to integrate Environment Agency Wales, Countryside Council for Wales and Forestry Commission Wales. Since then, this broad aspiration has gradually evolved into detailed proposals and new Welsh laws have recently been passed formally bringing the three bodies together to form “Natural Resources Wales” or “Cyfoeth Naturiol Cymru”. The Board and management team of Natural Resources Wales have been in place for some months, preparing for the big day - 1 April 2013 - when the new body formally assumed its functions. It will need to “hit the ground running” too. We are, for example, at a critical stage in preparing for the second cycle of Water Framework Directive implementation and the water industry’s next five year plans for 20152020. Everyone in the Welsh Branch of Institute of Water wishes Natural Resources Wales well in its new and important role. The Welsh Water model provides a unique opportunity for us to work alongside other agencies with a singular focus, that of delivering the best possible services for our customers and our environment. marc Davies, Head of Production and Vice President of the Institute of Water Wales Area said: “Having worked for Welsh Water for 27 years in its various ownership models I can honestly say that there has never been a better focus than there is now in delivering a first class service to our customers at the lowest operating costs ever. As Head of Water Production the reinvestment of our profits to secure water quality standards from our water treatment works assets, combined with the motivation and commitment of our staff in working for a purely customer first organisation, has helped deliver best ever water quality performance in 2012.” Our drive towards ongoing investment, our focus on meeting customer needs, our recognition that we must work together to find solutions to the most difficult of challenges puts our staff at the heart of the way forward – staff who we must continue to support and develop to deliver the needs of our next generations.

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Rising Stars Our Rising Stars have been busy during 2013 thus far; attending conferences and meeting leaders of the UK water industry. You can find out how they got on here:

WATER INDUSTRy INNOvATION CONFERENCE Capitalising on new technologies and approaches By Ben tam The conference brought together innovation leaders from water utilities, technology providers, investors and wider supply chain to address the challenges and opportunities for improved efficiency. The four sessions explored the regulatory, investment and operational aspects of this journey. The day was chaired by Professor Tom Stephenson, Head of School Applied Sciences, Cranfield University

Session One: The role of regulation and other utilities in driving innovation in the water industry The opening presentation was given by Chris Preston, Head of Water Resources management and Infrastructure, Defra. Chris gave an overview of the draft water bill which, subject to approval by government will provide the legislative framework for a water sector that is innovative and efficient. This was followed by an insight into Southern Waters approach to maintain an innovative environment. Stressing the need for strong leadership and combining initiatives such as metering and efficiency at the same time. Southern Water also shared how it has benchmarked its innovative environment with other industries. Rounding up this session the delegates were particularly to keen to hear from John Davies, Head of I&C Development, npower, and the journey that energy companies have undertaken as a result of competition. John drew the similarities and also differences between water and energy utilities. He thinks the key points that will set a company apart from its competitors are customer services, administrative

efficiency, resource management expertise and service innovation.

Session Two: Opportunities and challenges in innovation for the water industry This session firstly highlighted the small investment made by the industry in innovation, especially as a proportion of annual revenue. Fiona Griffith, managing Director, Isle Utilities used the statistic that the combined Water and Sewerage companies in England and Wales had a total revenue of £10 billion in 2011/2012, only £12.7 million of this was spent on innovation. This amounts to tiny 0.13% average across the industry. Fiona offered two reasons for this low investment. Firstly the regulatory cycle which makes it difficult for companies to adopt something new without justifying a return within 5 years. Secondly, justifying any activity without a definitive output is difficult for companies and OFWAT. Fiona went on to point out the changes on the horizon that may help overcome these challenges and theses were adopting a TOTEX model, increased competition and absolute focus on the customer. Ian Walker, Innovation Director, WRc, shared a vision of the future and showed some of the current collaborative projects and opportunities in the industry. He urged the industry to accept

no excuses and move forwards achieve the changes needed. David Essex, General manger Water Strategy, Severn Trent Water, gave a “big water picture” by showing how Severn Trent is influencing urban design to ensure cities of the future are flood and drought resistant whilst minimising impact on the down stream catchment. A pioneering “Big Water Plan” has brought together a range of like minded groups to prove it; to build real, practical exemplars to demonstrate how it can be done.

Session Three: Investment and implementation considerations The overall outlook for this session was shaped by an initial presentation by the Technology Strategy Board (TSB), delivered by Richard miller, Head of Sustainability, whose vision is for the UK to be a global leader in innovation. Richard pointed out the reasons for investment in water industry innovation and also explained that this will mean reduced investment in other worthy sectors by The TSB. The TSB believe one way that UK companies can innovate and develop the technology to solve the issues of water resources is by assisting them to work in water scarce countries. By doing this they have the potential to become world leaders and ready to solve the issues as they arise in the UK.

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RISING STARS Both Frances Wright, managing director, Turquoise International Limited and Nick Lyth, Managing Director, IRRI delivered talks that gave the perspective of the investor. They both alluded to the opportunities and challenges faced by investment in early stage technology. Nick was particularly emphatic that there should be a new paradigm for the water sector, which is entrepreneurial rather than public utility. The final talk by Steve Kaye, Head of Innovation Anglian Water, focussed on balancing risk with implementing new technology. Anglian Water in conjunction with UKCEED have set up the Water Innovation Network (WIN). By engaging with the supply chain they have used an open innovation approach to increase the number ideas generated to solve current issues. With an increase in ideas there is a higher possibility of a final implemented innovation.

Session Four: Case studies Innovation in practice The final well attended session of the day connected four separate innovation case studies in the water industry. Mohan Gunaratnam, Water Practice Head, Wipro, explained how the consultancy uses a holistic approach to energy management to provide sustainable savings. Rupert Kruger, Head of Innovation, Thames Water, spoke about how the land bank available for the current sludge waste dispersal is being decreased partly through competition by composts. This is a key driver for the industry to innovate with new technologies to reduce the amount of waste and generate energy and recover nutrients. David Essex returned for this session to present an innovative approach to reducing burst of mains. By developing a 100m test main and investigating the effect of pressure transients they have been able to visualise the effects of valve operations. Using the knowledge they have trained technicians to minimise the impact on the main and quoted a 10% reduction in bursts. The day was finished with tales of operational innovation by Eddie Wrigley, Innovation Facilitator, Northumbrian Water. Eddie gave examples off how simple ideas and innovative solutions can have a big impact on how companies operate. One that stood out was a simple solution to visualise whether a pump chamber was flooded and there by reducing the need for two men to lift the cover. In summary the delegates were given a clear view of the drivers for innovation in the water industry and also left with a strong sentiment that innovation is a necessity to set companies apart in the face of competition. The biggest challenge for water companies is to innovate successfully within the regulatory framework and there are some changes on the horizon to assist them. The presentations by government organisations showed the intent to stimulate innovation and it cannot go unnoticed that it is one of the current hot themes of the industry. However it will be up to the individual companies to be bold and take on the risk of innovating; but also profit the rewards when it is successfully achieved.

City Conference 2013 Water UK was able to offer Richard Jones, an Institute of Water Rising Star, a place at its City Conference 2013 in London. The conference brought together senior water industry figures, regulators and investors to open up dialogue on the future of the industry from a financial perspective. Richard Reported: The water industry is currently facing a number of challenges. Notably DEFRA’s Draft Water Bill and the OFWAT proposals for retail competition in the short-term and wholesale “upstream” competition in the longer term have created uncertainty amongst investors which could threaten to increase the cost of capital for water companies. Coupled with this are the challenges the water industry faces from climate change and population growth, meaning that significant further investment will be required over the coming years to ensure the sustainability and quality of water and waste water services in the UK. The need for bills to remain affordable has rarely been greater, with the tough economic situation affecting many customers and the number of those considered to be under water poverty on the rise. For many companies the ability to access cheap investment is essential to staving off bill increases. Against this backdrop there was much for delegates to discuss. The speakers on the day were outstanding. Highlights for me included Richard Benyon MP, Parliamentary Under-Secretary for Natural Environment,

Water and Rural Affairs. He emphasised that he wished to see evolutionary reform within the sector and that, come 2019, he would like to see a water sector offering a more tailored service to its customers, new entrants to the wholesale market, connectivity and collaboration between companies and continued affordable water bills. Neil Griffiths-Lambeth, Senior Analyst for Moody’s, predicted that PR14 would be largely ratings-neutral; however, any continued uncertainty around sector reforms could harm the outlook for the industry. Richard Flint, CEO Yorkshire Water, painted a positive picture of the industry as one with the will and the capability to succeed in the face of the future challenges and Alan Sutherland, CEO Water Industry Commission for Scotland, gave details of the successful implementation of retail competition in Scotland. Panel sessions chaired by Heidi Mottram, CEO Northumbrian Water, Nigel Annett, Managing Director, Dwr Cymru Welsh Water and Chris Bolt CB - and featuring a variety of prominent figures – helped unpack some of the topics of the day. The conference day was split by a delicious sit-down networking lunch which was enjoyed by all. For me the conference was a fantastic opportunity to learn more about the financial side of the industry. I now have a much better understanding of how companies raise their capital, the importance of industry to investors and the challenges that are faced as a result of the ongoing reform within it.

Richard Benyon MP, Parliamentary Under-Secretary for Natural Environment, Water and Rural Affairs, speaking at last years conference

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RISING STARS

Rising Stars dinner with Martin Baggs, CEO, Thames Water In March, the 2013 Institute of Water Rising Stars were lucky enough to have the opportunity to dine with Martin Baggs (CEO, Thames Water) and Nick Ellins (President, Institute of Water) in the prestigious Oak Room in London to find out a bit about what it takes to lead a UK water company. Martin began the evening by impressing the Rising Stars with his knowledge of the history of the room. The dinner took place in the Oak Room, built in the late seventeenth century as the boardroom and dining room of the New River Company, responsible for managing the 64km aqueduct completed almost 400 years ago to bring water from Hertfordshire for the capital’s growing population. The room has long been admired for its ornate carvings and elaborate gilded ceiling; described by the Architectural Review in 1906 as “one of the most remarkable specimens of a late Renaissance room to be found in England”. Such is its value that the room was taken apart in 1941, panel by panel, and stored underground at Queen Mary Reservoir to the west of London as a precaution against damage by enemy action. The site is still at the heart of London’s water supply, incorporating a shaft of the 80km Thames Water Ring Main which allows water to be moved around the city from treatment works to the north and west. With access to the Oak Room limited to only a few occasions each year, this was a rare opportunity to dine in an impressive and unusual venue that is steeped in the history of London’s water supply. Martin Baggs has been in the Water Industry nearly all of his professional life, starting at Southern Water, then South East Water. He joined Thames Water Utilities as a non-executive director in 2006 and was appointed Chief Executive Officer in March 2010 having served as Interim CEO from December 2009. Both Martin and Nick agreed that the Water Industry, although having similarities to other utilities and infrastructure industries, was unique in terms of its importance to quality of life and normal daily activities that one would normally take for granted. The discussion began with the importance of the work we do and the pride water industry employees take in their work. The Rising Stars went on to ask Martin some questions about his wealth of experience in the water industry and beyond: What advice would you give to someone early on in their water industry career? Keep as many options open as possible, cast your net wide. Don’t be afraid of taking risks at this stage in your career and have in mind your 5 year career plan. If this is too challenging then consider your 3 year or even your 1 year plan. Take the challenging route and put yourself in tough roles. If you ever get the choice between the easy way and the hard way – always take the hard way as it’s the best way to develop quickly. What advice would you give to someone keen to progress in the water industry? I’m a great believer in making your own luck and making the best of every opportunity, especially early on in your career. You should always be aware of the shadow you cast, the higher up the tree you climb the larger your shadow is. Always be aware of your behaviour and the example you are setting to others.

Rising Stars with Martin Baggs and Nick Ellins

What was your experience of the Olympics? The Olympics was a particularly challenging time for Thames and there were a number of intense moments, especially when a large water main burst just before the Games started. The Olympics required a huge programme of work undertaken by many staff at Thames Water, including just-in-time deliveries of parts specially flown to obscure airfields and emergency help to carry out night time road patching on Bradley Wiggins’ gold medal cycle route. There was a lot of super human efforts from Thames staff on the run up to and during the Olympics which was largely unseen by the general public. It was a very positive time and everyone in Thames pulled together and exceeded expectations. We delivered schemes in timescales which would have seemed impossible in any other circumstances. It was a great time to be in London. What’s your view on collaboration between UK water companies? With increasing competition it seems likely that different companies may become more reticent in sharing knowledge and expertise due to potential conflict of interests and commercial implications. However, nationwide incidents such as last year’s droughts have demonstrated the importance of a “united front”. When acting on their own, water companies would have not only been exposed in maintaining supplies to customers, but when working together they could develop strategies and deliver a consistent message to the public showing that collaboration is key to success. What’s your view on innovation in the water industry? I believe that we still need to tackle the question of how to keep innovative ideas going once the impetus has been lost and avoid slipping back into old comfortable ways. We must take innovative approaches in order to maintain good value for our customers. Nick and Martin both emphasised that it is not a bad thing to have a fairly wide 5 year career plan. Whereas 10 years ago this may have been odd, nowadays this is a good thing, but advised having a 3 year or even a 1 year goal was necessary to drive career progression. It is also vital to seize every opportunity and always take the “hard option” which will allow you to stretch and develop yourself more. They recognised that finding a work-life balance is very difficult and that although being a director is often an “always on call” job, you need to keep a balance and don’t forget the people that support you. They enforced that we should all take pride in working for the water industry as we provide essential services which ensure good quality of life in the UK. Make the best of all the opportunities the water industry has to offer as it’s an exciting and ever changing industry. Wise words!

Can you tell us what your biggest success in your career has been? Getting onto the Board of Southern Water at the age of 36 has a high point in my career. I was fortunate to work for a great MD at the time who gave me great opportunities. I was also very proud to return to the industry as CEO of Thames Water after working in Investment Banking for a while. How do you maintain a good work / life balance? It is difficult, I try hard and I do not always get it right. Make good use of your time and give your family the importance they deserve.

There’s plenty more to come from our Rising Stars throughout 2013 and we look forward to hearing their reports from the Water Risk and Finance Conference, the Water UK Innovation Hub and the W&WT Wastewater Conference in the next edition of the Journal.

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Annual Conference As the final preparations are made for the Institute of Water Annual Conference 2013 we’d like to take this opportunity to introduce you to our first class line up of speakers:

kEyNOTE SPEAkERS Nicola Sturgeon

Deputy First Minister of Scotland Nicola studied law at the University of Glasgow, where she graduated with LLB (Hons) and Diploma in Legal Practice. Before entering the Scottish Parliament she worked as a solicitor in the Drumchapel Law and money Advice Centre in Glasgow. She was elected mSP for Glasgow in 1999, and is now mSP for Govan. Before being appointed Deputy First minister and Cabinet Secretary for Health and Wellbeing after the may 2007 election she had been Shadow minister for Education, Health & Community Care and Justice. She is currently Deputy First minister and Cabinet Secretary for Infrastructure, Investment and Cities.

Jonson Cox

Chairman, Ofwat Jonson has more than 30 years’ business experience across a range of sectors and extensive experience of senior management within the water industry. He was managing Director of Yorkshire Water from 1996 to 2000 and Group CEO of AWG plc (later Anglian Water Group) from 2004 to 2010. In 2005, he was invited to be a founder member of the Prince of Wales’ Corporate Leaders Group, a panel of CEOs advising the UK Government on climate change. Since late 2010, he has been Chairman of Coalfield Resources plc (formerly UK Coal).

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ANNUAl CONFERENCE

RESIlIENCE Lord Chris Smith

Chairman, Environment Agency Chris was educated in Edinburgh and then Pembroke College, Cambridge, achieving a double first in English (and later a PhD on Wordsworth and Coleridge) and was also a Kennedy Scholar at Harvard. Chris began his political career as a Labour Councillor for Islington Borough, becoming mP for Islington South and Finsbury in 1983, serving on the Environment Select Committee until 1986. In 1992 he joined the Shadow Cabinet as Shadow Secretary of State for Environmental Protection, and two years later moved to Heritage, then Social Security and Health. When Labour came to power in 1997 he became Secretary of State for Culture, media and Sport. He returned to the back benches in 2001, played a leading role in opposing the Iraq war, standing down in 2005. Immediately afterwards he was made a life peer, taking his seat in the House of Lords in July 2005. He currently sits on the crossbenches as an independent Peer. He has chaired the Environment Agency since July 2008, leading the development of its new Corporate Strategy, appointing its Chief Executive, and emphasising its commitment to partnership working in order to achieve environmental objectives.

Peter Simpson

Managing Director, Anglian Water and Chair of WateruK Peter’s 25 year international career in the water industry has covered eight countries across three continents, including Regional Director for Europe and South America based in the Czech Republic, and Senior VP (Operations) based in the USA. He has been mD of Anglian Water since January 2010, and was previously Chief Operating Officer from 2004. He has been Chairman of Water UK since April 2012. Peter is a Chartered Water and Environmental manager, and a Chartered Environmentalist. He holds an mBA from Warwick Business School.

tony Wray

Chief Executive, Severn trent Tony joined the board of Severn Trent in march 2005. He was appointed Chief Executive on 2 October 2007. Prior to that, he was Director of Networks at Eircom, the Republic of Ireland’s telephone operator. He joined British Gas in 1983 and held various managerial positions. With the establishment of the gas transportation business, Transco, he became Director of Asset management, then National Operations Director, before being appointed to implement the merger integration of Lattice (Transco) and National Grid Group into National Grid Transco. Tony is a Non-Executive Director of Grainger plc.

PEOPlE FOR THE FUTURE Professor Jeni Colbourne Chief inspector, DWi

Jeni has a PhD and BSc (Hons) microbiology. She is a Chartered Biologist, Fellow of the Institute of Biomedical Sciences and Fellow of the Institute of Environmental management. She was awarded the mBE for services to Public Health and Water Industry in New Year 2000 honours list. Prior to her appointment as Chief Inspector in 2003, Jeni had 30 years experience of working in the water industry in the UK and overseas. She is Visiting Professor to the Centre for Environmental Health Engineering at the University of Surrey.

Professor Chris Jefferies, Abertay university

Chris is a world leader in the design and planning of sustainable urban drainage systems (SUDS). With collaborators, he has coauthored much of the SUDS guidance used in the UK, including the seminal design manual from CIRIA, ‘The SUDS Design manual’ and he has published widely in the field. He has undertaken research in association with construction companies, materials suppliers and with governmental/ regulator organisations. He works very closely with local authorities and Water Companies in Scotland and various European countries on the implementation of the technical standards which apply to SUDS. He has become a key thinker in the maximisation of the gains to be achieved from water management projects. He was a partner in the EU FP6 research programme SWITCH and delivered the SWITCH Transition manual. Chris has now retired and is working on a part time basis. He retains his academic interests through two European projects - the EU LIFE+ Project Aquaval which is concerned with implementing SUDS in Spain, and investigations into energy issues associated with SUDS in six countries around the mediterranean.

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Dr Robin Sloan, Abertay university

Robin is a Lecturer in Game Art and Design at the University of Abertay Dundee, based in the Institute of Arts, media and Computer Games. His research specialisation is in virtual characters for games, in particular the design and critique of animation within game characters and the development of emotional performances. more broadly, Dr Sloan is also interested in the design of games, art production for games, and computer arts practice.

Matthew Wright,

Chief Executive, Southern Water matthew was appointed Chief Executive Officer at Southern Water on 28th February 2011. He joined the company from United Utilities where he was managing Director, Asset management & Delivery. Prior to that, he was managing Director, Operations. He has over 25 years’ experience of utility management in both UK and international markets. He joined United Utilities in 2007 from ScottishPower’s US operation, where he was executive vice president of PacifiCorp’s transmission, distribution and customer service division. He has also held senior management positions in operations, regulation, corporate strategy and commercial utility functions.

Suzie golics,

South West Water (Young Speaker) Susie is an Employee Development Consultant at South West Water. She is also the regional representative for WaterAid in Devon and Cornwall. She graduated from the University of Exeter in 2009 with a First Class Honours degree in Business and management; she also received the Dean’s commendation award. Susie began her professional career as manager of a youth training and development charity before joining South West Water in 2010. As an internal Employee Development Consultant Susie now coordinates award-winning talent initiatives, including South West Water’s apprenticeship scheme. Susie is passionate about WaterAid, and last year she was selected for the Water Industry Supporters Trip to Zambia. She dedicates much of her spare time to driving the support for WaterAid in the South West.

WATER INDUSTRy EvOlUTION Steve Mogford,

Chief Executive, united utilities Steve qualified from London University in 1977 with a first class honours in Astrophysics, mathematics and Physics, before joining British Aerospace at its North West based military aircraft business. Steve became Chief Operating Officer and a member of the BAE Systems plc board between 2000-2007. In 2007 Steve became Chief Executive of SELEC Galileo; a subsidiary of Finmeccania, Iatly’s principal defence and security company. Steve was appointed Chief Executive of United Utilities PLC in march 2011. Steve is also a non-executive director with Carillion plc and Vice-President of Liverpool John moore’s University.

Douglas Millican,

Chief Executive, Scottish Water Douglas was appointed as Chief Executive on 1st February 2013 following a period as Interim Chief Executive from October 2012. Douglas had previously been Finance and Regulation Director since Scottish Water was formed in April 2002. He was formerly with East of Scotland Water, initially as Financial Controller and latterly as Commercial Director. Prior to this, he worked with Price Waterhouse and Tyco. He is a Chartered Accountant with a BCom from the University of Edinburgh and is an Associate member of the Association of Corporate Treasurers.

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ANNUAl CONFERENCE Ben tam,

Anglian Water (Young Speaker) Ben is one of this yearâ&#x20AC;&#x2122;s Institute of Water Rising Stars and an innovative and ambitious water professional. He is currently working for Anglian Water as an Operational Development Scientist; responsible for creating and implementing cost saving projects whilst mitigating water quality risks. Ben started at Anglian Water in 2009 on the Scientific Graduate management training scheme after completing his PhD at the Faculty of medicine at the University of Liverpool. Ben is particularly interested in new technologies, innovative approaches to overcome challenges in the water industry and collaborative knowledge sharing.

CUSTOMER ExPECTATIONS FOR THE FUTURE tony Smith,

Chief Executive, Consumer Council for Water Tony joined the Consumer Council for Water in December 2005 as Chief Executive. His early career was in strategy and marketing, implementing business turnarounds in oil, aerospace, automotive and fast moving consumer goods businesses. Later Tony joined the utility sector where he has worked at senior level in electricity and as a director in the water industry and the rail sector. During his career in the utilities, he has led corporate strategy, corporate services and stakeholder relations, customer service, investment programme and PFI procurement and delivery and competitive market business development. His last job was with Ofwat, as Director of Competition and Consumer Affairs, where he was responsible for consumer issues in the lead up to and through the 2004 price review.

Alan Sutherland,

Chief Executive, Water industry Commission for Scotland Alan has been Chief Executive of the Water Industry Commission since its establishment in 2005. Before then he was the Water Industry Commissioner, a role he took up in 1999. Over the past decade the water industry in Scotland has become much more efficient and performance standards have improved markedly. Retail competition was introduced in 2008, and this is now delivering substantial benefits for customers and the environment. Alan has extensive experience in management consultancy and in the investment banking industry. He was formerly a management consultant with Bain and Company and before that a manager with Robert Fleming and Co. more recently he was managing Director of Wolverine CIS Ltd. Alan has an mBA and mA from Pennsylvania University and an mA (Hons) from St Andrews University.

Richard Barton,

Retail Services Manager, Sembcorp Bournemouth Water Richard has worked in the water Industry and for Sembcorp Bournemouth Water for 22 years. His roles have included Project Engineering, Network maintenance manager, Operations manager, and currently Customer Services manager. He is also Operations Director for Avon Valley Water, a sister company which is a licensed retail water supplier. Richard has been a member of the Institute of Water for 21 years serving on the South West Area Committee for the last 16 years. Richard has undertaken the roles of Area Secretary, Treasurer, Chairman and Area Forum member. Richard joined the Board at the AGm in may 2012 and will be installed as National Chair at the AGm on 15th may 2013.

HOT OFF THE PRESS The Institute of Water 2014 Annual Conference will be held in Bristol, more to follow.

kEEP yOUR EyES PEElED For the first ever Annual Conference Review which will give you a rundown of what happened at the 2013 Annual Conference .

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25/06/2012 10:47

0:47

PANTON MCLEOD

Custom Built Robot Provides Hartlepool Water with Cleaning Solution A market-leading water engineering firm has gone above and beyond in order to complete a milestone project for one of its oldest clients. Panton McLeod, one of the UK’s foremost water engineering companies, has re-designed its innovative water cleaning robot, in order to carry out time and money saving work for Hartlepool Water. After inspecting Hartlepool Water’s Throston tanks with a remotely operated mini submarine ‘ROV’, the firm realised the hatches were too small for access with the VR600 so it re-designed a smaller version of its innovative water cleaning machine, the VR480. Paul Henderson, Sales & Marketing Director with Panton McLeod, said: “We have a long history of supporting Hartlepool Water through our traditional confined space entry cleaning services but in 2009 we carried out a programme of ROV inspections on the tanks they could not easily remove from supply. “During these inspections we found that our existing cleaning robots would not be able to pass into the tank due to restrictions at the hatches. We have always strived to be innovative and this challenge spurred us on to develop a new member of our robotic division. “Providing the VR480 to Hartlepool Water allowed the tanks to be cleaned while they were still full and ‘in service’. This prevented disruption to the water supply as well as utilising time and resources more effectively. “Our existing robotic cleaners help us clean and collect invaluable information on the condition of tanks in a cost efficient way, therefore we went

back to our original design and modified it in order to create a smaller but equally effective version that could be used for Hartlepool Water. “Although we have used the VR480 for cleaning other tanks since it was developed, it is heartening to see it service such a longstanding client for whom it was designed especially.” Panton McLeod uses its robotic fleet to allow engineers remote access to storage tanks, not only allowing them to clean but also providing visual images of the insides which lets them identify, schedule and budget for any repair or refurbishments works prior to the tanks being drained. This reduces 'out of service' time and reduces the risk to the client, ultimately ensuring the optimum level of service to the public as the end user. The works accomplished for Hartlepool Water were carried out by a Panton McLeod team working out of the firm’s most local base which is located in South Shields. Kevin Friedl who lead the team onsite said: “Its great to see this project come full circle, being involved in the initial inspections back in 2009 and now finally completing the works has given the team great satisfaction and a real sense of accomplishment. Chris Wingrove, Engineer at Hartlepool Water, said: “We have been delighted with the service provided to us by Panton McLeod, in particular through the use of the VR480”

Not only did they create the VR480 specifically to fit into the narrower opening of two of our water storage tanks, they also managed to create a cleaning option that meets the strict water quality standards for potable water including turbidity Although we were originally wary of the use of robots for cleaning and inspecting tanks, our experience with Panton McLeod alleviated our concerns and we would not hesitate to use this technology in the future It is great to know that there are service providers who take the time and effort to provide the highest level of service possible, even if it means going back to the drawing board and developing a new tool specifically.” Having recently won a framework agreement with Anglian Water, owner of Hartlepool Water, the team at Panton McLeod were keen to demonstrate the high level of cleaning and data collection they could provide using both the original and newly designed technology. More information about the machines and Panton McLeod’s other services for the UK water sector can be found at the website www.pantonmcleod.co.uk

Log onto www.pantonmcleod.co.uk to see the new website or contact us on 01896 663330.

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GPS

Setting the standard for contaminant-free supply Oxana Latypova of GPS PE Pipe Systems discusses the UK standards for PE barrier pipe. PE barrier pipe is now so ubiquitous as a potable water pipeline solution for contaminated land that it’s difficult to believe this technology has been available for less than two decades. Combining the flexibility and durability of polyethylene with an effective barrier system against all specified contaminants, PE barrier pipes are now specified as standard for contaminated sites by many water companies and developers.

Business Critical Specification One of the key reasons that PE barrier pipe has become so popular is that, unlike traditional metallic pipes, it is suitable for all ground conditions, including corrosive ones. When you consider that the alternative to specifying a pipe system that is suited to all ground conditions is to conduct time consuming and expensive soil corrosivity testing (to check conductivity, pH and Redox conditions), the financial and project delivery time benefits of PE barrier pipes soon become clear. Drinking water quality regulations require that the pipe material must not adversely affect water quality and set out strict guidelines regarding the acceptable level of contaminants in drinking water, prompting regular sampling by the water companies and checks by the DWI (Drinking Water Inspectorate). There are also health and safety guidelines set out in WRAS and UKWIR guidance. The UKWIR guidance states specific threshold values above which the performance of the pipe or the quality of the water may be compromised. Although there are safety margins on these threshold levels, not adhering to the guidance can have disastrous consequences, including the high likelihood of legal action, which makes barrier pipe specification business critical.

System Integrity While there is currently no International or European standard for PE barrier pipe, the UK is leading this with the introduction of WIS 4-32-19 and as such, water companies can be confident that PE barrier systems will successfully prevent the ingress of contaminants. Originally published in 2003 and most recently updated in 2009, this WIS specification has recently undergone some proposed revisions to clarify mechanical performance and testing requirements. A key element of the specification is the permeation test which is designed to test the effectiveness of the pipe, fittings and joints in combination as a complete system. The methodology for these vital tests involves soaking the PE barrier pipe system in a bath of petroleum for a period of 60 days. A synthetic petroleum is used to ensure that a consistent formulation is used for all tests and the tests must be carried out in batches by an accredited third party. The test methodology outlined in the WIS also stipulates the depth to which the pipe system must be submerged and prescribes how odour and flavour testing for water carried within the pipe must be carried out. Tests must be carried out using the smallest diameter of pipe suitable for use with each jointing component as the most vulnerable joints are those with the greatest surface area to volume of water ratio. For example, to test a jointing system suitable for pipes of a diameter between 90 and 180mm, a 90mm pipe would be utilised. Testing the pipe in combination with the jointing system is critical: no matter how effective the pipe, in isolation, is as a barrier against contaminants, if the pipe and fittings system in combination are not equally effective, the finished installation will remain vulnerable to contamination. The current proposed changes to WIS 4-32-19 have been drafted in response to concerns that some products were failing the tests because the methodology wasn’t being followed properly.

While clarification of the required testing method will largely address this, from the specifier’s point of view the key imperative remains the same. Like Protecta-Line, the whole pipe, fittings and jointing system should be fully approved, as the use of pipe and fittings combinations that have not been tested and approved in combination can cause failures with potential severe health, financial and business continuity consequences.

World Class While compliance of a PE barrier pipe system to WIS 4-32-19 is not mandatory, it is an essential recognised safeguard for the UK water industry and UK consumers that sets the bar high in terms of the safety and quality of drinking water. This has to be a good for consumers. There is no current programme to create a united European Standard for PE barrier pipes, though there is much talk of this being inevitable eventually as part of the public procurement directive. Whatever the future holds, PE barrier systems are now firmly established in the UK water industry and have proved their value. Whether it’s slip-lining existing pipelines, replacing corroded metal pipes or laying new mains, PE barrier pipe systems offer a reliable, flexible solution that enables water companies to take advantage of trenchless installation methods and developers to economically maximise the potential of brownfield land. Find out more at: www.gpsuk.com/protecta-line

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Achieve legislative compliance without the risk of penalties

HIGH CAPACITY TRAILERS CUT COSTS & REDUCE FOOTprint

ABB Measurement Products can help you comply with the latest potable water and effluent quality legislation, MCERTS and other standards. To find out more about our comprehensive portfolio including flowmeters, water analysers, and data logging devices, plus our verification services, visit www.abb.com/measurement email moreinstrumentation@gb.abb.com ref. ‘compliance’ or scan the QR code below.

One of the 18 90/500 trailers’ on site in Tavistock, inserting 75mm PE Having taken delivery of 18 new high capacity pipe coil trailers manufactured by Steve Vick International, Wales & West Utilities (WWU) report that they are already achieving the anticipated 13% cost savings on PE pipe usage after just six months. What is more, the company are delighted to find that use of the trailers is reducing their carbon footprint by over 400 tonnes per annum – enough carbon to drive a family car two million miles! “Using Department of Energy & Climate Change calculations, that is equivalent to a financial carbon value of around £22,000 a year. Over the ten-year life of the trailers, that equates to over £220,000”, says Chris Clarke, WWU’s Director of Asset Management and HS&E. Chris goes on to explain that 20% of WWU’s business operating carbon footprint is made up of PE purchase. By using the new high capacity trailers, the company is now cutting pipe wastage by 50% resulting in the substantial reduction in their carbon footprint.

Trailer holds 500 metre coil of 90mm PE The 90/500 trailers, which WWU helped to design, are the first of their type in the UK to transport and dispense 500 metre coils of PE with diameters from 63mm to 90mm. The company was keen to reduce its pipe wastage from a rate of 20% per year, which is average for the industry. They decided that using coils of PE much longer than the traditional 120m coils would bring about significant savings. Wastage of PE pipe, particularly in the diameters 63mm, 75mm and 90mm, is the result of unused sections of pipe at the end of the coil being discarded as they are not long enough for the next project. Being able to use 500 metre coils has enabled WWU to reduce pipe wastage from 20% to 7%. Chris continues to talk about WWU’s achievement in reducing PE wastage, “We have seen savings on PE coming from various aspects of using the high capacity trailers. Not only are we wasting less because of the more efficient use of PE over several insertion projects, but also less time is required in butt fusing lengths together for longer pushes. And we are saving time and money by digging less connection pits.” For more information visit www.stevevick.com

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fastflow ad artwork:Layout 1

8/4/13

Fastflow Pipeline Services Limited A new direction in water networks

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When it comes to water infrastructure services, there are plenty of fish in the sea. But are they all swimming in the right direction? R

Fastflow Pipeline Services is a dynamic, innovative independent utility infrastructure service provider offering customers an alternative to going with the flow. Our recently secured two year framework contract extension with Northumbrian Water is further evidence that we represent a new direction for water networks. Every day we deliver excellent water management through the use of trenchless technology, a fully computerised work management system and an award winning trunk mains cleaning process which requires fewer excavations and uses just a fraction of the water consumed by conventional spray cleaning methods – saving time and money while reducing risk and environmental impact. Services include:

• Investigation • Planning • Design • Installation • Infrastructure maintenance • Mains cleaning and rehabilitation • Leakage control • Reinstatement • New connections • Metering and repairs We also recently re-launched Fastflow Energy Services, an approved provider of construction services for the UK’s on-shore, medium to high pressure gas transmission system. For further proof that this is no fishy tale, visit

EMS 538557

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FS 25951

www.fastflow.co.uk or call us on +44 (0) 191 415 7744 29/4/13 15:21:04

Instrumentation for water distribution management Eureka3 E In Innovative correlator, incorporating a high definition touch screen. d

Xstream X R Real-time flow and pressure data for step testing and other applications to monitor the te network’s response to operational events. n

XiLogEco X X XiLogEco is a data logger powered from the upstream and downstream pressure th differential across a PRV. d

PrimeLog+ P P PrimeLog+ is an advanced data logger for a wide range of applications. w

PrimeFlo-T P C Compact transit-time flowmeter with integral d data logger for water network surveys. Primayer Limited Primayer House, Parklands Business Park Denmead, Hampshire PO7 6XP, United Kingdom T +44 (0)2392 252228 F +44 (0)2392 252235 E sales@primayer.com technology for network management and leakage control

www.primayer.com

Specialist Engineers win Framework Contract with UU PMP are specialist engineers working in confined spaces, which has distinguished PMP’s success in inspection, maintenance and repairs for the water industry for 30 years, have won a 5 year Framework Contract in 3 disciplines, Headworks, Mechanical and On-Site Services over 13 geographical areas. The company has a well earned reputation for fast response to emergency call-outs and for carrying out work safely, on-time and with a ‘can do’ attitude. PMP are widely known within the water industry for the installation of the AMEX-10 seal system, which is a low profile mechanical seal specially designed for internal repair of leaking pipelines (600mm to 3000mm Ø). AMEX-10 has WRAS approval and an independently verified life expectancy of more than 50 years and work on a ‘no seal no pay’ scheme. PMP were awarded a 5 year Framework contract by United Utilities commencing November 2011 for the installation of the AMEX-10 seal. The company also has excellent credentials for working on rope access above and below ground, their Confined Space Rescue Team, survey work, frequently carried out on aqueduct pipelines, reservoir draw-off systems, sewers and culverts. In addition to engineering, penstocks, valves actuators and headstock control gear, in-house workshops allow PMP to undertake bespoke projects. www.pmp-ltd.co.uk

Steel Pipes Chosen for Mitcheldean Resilience Project FT Pipeline Systems (FTPS) has recently been involved in the supply of 7kms of 600mm diameter steel water pipe for the Mitcheldean Resilience Project in Gloucestershire. Different materials were considered for this scheme, but due to the high level of contamination at various areas along the route, steel was the preferred option. Specifically, three layer polyethylene coated, welded steel pipes with seal coated cement linings were successfully installed. The over-riding benefit of the pipes supplied by FTPS for this scheme lies in the superior corrosion protection provided by three layer polyethylene according to DIN 30670. In accordance with this standard, the selection of the coating material is governed by the effects of mechanical, thermal or chemical stresses involved in this application. Within the framework of the application areas mentioned in DIN 30670, polyethylene coating is suitable for all classes of soil, rendering extensive soil tests unnecessary. The PE coating used by FT Pipeline Systems is a 3-layer system designated ACS-III (Anti- Corrosion System). The 3 layers are comprised of a fusion bonded epoxy to 150 microns, adhesive to 100 microns and 2-3mm heat bonded, seamless, polyethylene depending on the pipe diameter. The exceptional properties of the 3 layer coating is based on the adhesion between the 3 layers.

jointing method. The sleeves are quick to install as there is no need to prime or profile the pipe, making them extremely cost effective.

In addition to this, welded steel removes the need for thrust blocks or other restraint on the 25 bar rated main. Fittings, with any degree of bend, tee, pup or any end configuration, were supplied as required.

As with the previous works for the Gloucester Security of Supply, also supplied via FT Pipeline Systems and Morgan Sindall (26km 600mm), the main is to be cathodically protected due to the low resistivity soils present in the area. Welded steel pipes, being electrically connected, are very simply and cheaply protected by sacrificial anode or other cathodic protection systems.

The pipe joints were protected with Canusa heat shrink sleeves. Canusa polyethylene sleeves are the highest quality pipe joint protection available. They are heat activated / PE wraps for corrosion protection of all types of

The design and supply of coated and lined steel pipe, backed up with cathodic protection represents a belt and braces approach to a strategically vital pipeline for Severn Trent Water.

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AVK - the first manufacturer to offer a complete range of British Standard resilient seated gate valves Compatible with all pipe types, quicker and easier to install Water and waste water applications, versatile installations WRAS approved, reduced stock holding, full service offer available

Contact our sales office for more information +44 (0)1604 601188 IOW 178.indd 32

AVK UK LTD 8 Rushmills, Northampton, NN4 7YB,England, UK. Tel.:+44 (0) 1604 601188 Fax:+44 (0) 1604 604818 E-mail: enquiries@avkuk.co.uk www.avkuk.co.uk

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Avk Graham Charnley, Market Sector Manager for clean water at AVK UK, introduces new versions of the companyâ&#x20AC;&#x2122;s resilient seated gate valves that simplify the task of connecting them into the distribution network.

Contractors working in the UK water industry, which has an ageing network, can encounter all kinds of complications and challenges, many of which arise from the variety of outside diameters and material of the pipes being connected to. Up until now, as far as the valve replacements within the pipeline are concerned, the contractor has had to grapple with these challenges with a traditional combination of double flange valves, flange adaptors, couplings, and other fittings.

the connection. This option gives the installer advantages of speed of installation with minimum amount of equipment and also gives the customer purchase ledger efficiency savings and a reduction in the number of stock lines that are required to be held. The Series 36/89 PE tailed valve allows direct connection to the PE pipe, eliminating any mechanical connections or flanges. The valve is supplied with options of SDR11 or SDR17 pipe tails that are suitable for electro-fusion or butt fusion connection. By eliminating the need for mechanical joints, these valves provide our customers with the opportunity to reduce the number of potential leak paths. Off site fabrication can be adapted in conjunction with PE tees and fittings, removing the requirement to install products in difficult on-site conditions. A variation on this concept is the Series 38/89 transitional valve. The valve incorporates a PE tail, with the benefits of the Series 36/89 and a NP16 flange for bolted connection to other standard fittings.

AVK, through our progressive innovation programme, can now offer our customers help in addressing these challenges. AVK in the UK is now able to offer a range of resilient seated gate valves that are specifically designed for their application. The new AVK Series 01/79 with integral end load resistant adaptors, and the new AVK Series 36/89 with integral PE tails, have been successfully used extensively throughout Europe for many years and have now been adapted to comply with British Standard requirements. These products have raised the levels of performance and options available to the water industry designers and installers.

Series 01/79

For example, the Series 01/79 for use with PE pipe has full end load resistant adaptors integral to the valve body in place of conventional flanges. Utilising this valve configuration, allows the engineer to simplify the process of installation to allow for alignment of the PE pipes to the valve and tightening the adaptor bolts to achieve

And these are not the only new valves options that AVK are now launching to our customers in the UK (for more details please refer to our website www.avkuk.co.uk)

The entire range is available for sizes DN50 â&#x20AC;&#x201C; 300 (90 to 315 for PE tail) and is BS 5163-compatible. All the components are WRAS-listed for use with potable water, and incorporate

all of the quality benefits associated with AVKs standard flanged range of resilient seated gate valves including superior wedge performance, replaceable stem seals and a holiday free, fusion bonded, epoxy coating. The most obvious advantage of these new valves is that they can be installed faster because there are fewer connections to make and material to source; and with every connection being a potential leak path, future leaks are removed from the network. Beyond the efficiency savings in terms of faster installation times, reduced parts and potential reduction in non revenue water there are also health and safety benefits that these products can provide. Working within a trench, often with restricted room for manoeuvre, must always carry an element of risk so, whether electro-fusing or bolting up (as many as 16 bolts in the case of a DN300 valve), the less time the operation takes the better. Finally but by no means least, these new products also offer our customers the opportunity for a carbon footprint reduction compared to the traditional valve-and-fittings arrangement; fewer products to manufacture and simpler logistics in the first place. Early indications are that our customers are very interested in this new range of products which will provide them with many advantages in tackling a number of their installation challenges. If you require more information please contact your local Account manager (contact details available on our website) or drop us an email; enquiries@avkuk.co.uk to request a brochure on our new range.

www.avkuk.co.uk Sales Office: +44 (0)1604 601188

Series 36/89

these products have raised the levels of performance and options available to the water industry designers and installers.

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Low cost remote datalogging with no strings attached Wireless technology leader HWM has launched an innovative network monitoring system that uses battery-powered radio transmitters to collect data without any wires, mains power or expensive communication charges. The OmniColl system is a wireless infrastructure network for remote sensors and dataloggers, linked to a sophisticated online viewing platform that offers more and costs substantially less than a conventional data logging system. In order to manage water and energy consumption effectively, it is necessary to monitor what, where and how resources are being used; it is only by accurately measuring and monitoring usage that efficiencies can be identified and savings made. In addition, recognising and reacting to potential network events such as leakage or overflow as quickly as possible allows issues to be addressed before they become major incidents. The OmniColl system efficiently collects, orders and presents data for quick and easy analysis,

enabling potential cost savings and network events to be identified almost immediately. It uses a modular, radio-based communications platform to provide rapid data transfer at minimal cost, with the ability to integrate many different measurement parameters. The system can automatically collect data from thousands of monitoring points every fifteen minutes for up to ten years, without any wired connections or even mains power. Its unique infrastructure design eliminates many of the costs traditionally associated with a communications network, such as installation, wiring and ongoing data transmission charges. This makes it a highly cost effective and convenient platform which maximizes the userâ&#x20AC;&#x2122;s return on investment of time, effort and expense. OmniColl is suitable for all currently available sensors, allowing for a huge range of versatility. For example, the same system can be used to monitor usage in a District Metered Area (DMA), identify leakage, control pressure, read meters,

analyse building performance, provide energy efficiency modelling and track rising or falling water levels. Collected readings are sent securely by GPRS, SMS, Wi-Fi or Ethernet to HWMâ&#x20AC;&#x2122;s DataGate portal, where they can be forwarded directly to a third party software system, or viewed from any internet-enabled device using the secure HWM Online graphing, reporting and alert management website. Amongst the wide range of data management tools available, users can view, compare, chart and create custom fleet reports. Automatic alarms can also be configured to send alerts to specified phone numbers and email addresses when pre-set alarm conditions are met. The OmniColl system is designed to give businesses a near real-time view of their resources without the shadow of hidden costs. No wiring, no mains power, and no data fees enable customers to log more for longer for less, making this HWMâ&#x20AC;&#x2122;s most cost-effective remote monitoring and datalogging platform to date.

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712690 PMP WSW advert 180x127mm OL_Layout 1 20/03/2013 09:02 Page 1

GF Plastic Piping Systems ELECTROFUSION SOLUTIONS

ELGEF PE

WRAS Approved FM Approved

www.georgefischer.co.uk ELGEF ADVERT.indd 1

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Innovative ideas from Saint Gobain “If you always do what you always did, you will always get what you always got.” Albert Einstein

Blutop is an innovative ductile iron pipe system dedicated to small diameter potable water distribution which combines the strength of ductile iron with the lightness of plastic.

www.blutop.co.uk

email innovations.uk.pam@saint-gobain.com SG Blutop Press Ads 115x180 130327.indd 1

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SIMPLY THE

BEST

BARRIER PIPE AND FITTINGS SYSTEM

Specially developed for drinking water transportation through contaminated land, Protecta-Line has been the UK’s leading barrier system for over 15 years. And there are definite reasons why: Proven defence against all recognised brownfield contaminants Second-to-none approval status and Kitemark to WIS 4-32-19 for the entire system The most complete range of fully integrated pipes and fittings IWEX Innovation Award winner Suitable for corrosive conditions – avoid expensive soil reports Find out more at: www.gpsuk.com/protecta-line

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Pipeline Inspection Technology • Hydrosave provides a range of non-disruptive inspection techniques to provide a cost effective testing, structural or internal assessment service. • We use a combination of methods including accurate measurement, NDT and under pressure CCTV with access from excavation or hydrant. • Services are suited to risk and feasibility studies either prior or post rehabilitation, pipe cleaning or swabbing.

We offer a complete range of services: • Soil and Water Quality Analysis

To complete our pipeline investigation services we provide comprehensive soil and water analysis services.

• Pipe Sample Analysis

In addition to our non disruptive services we also offer traditional destructive pipe sample analysis.

• Specialist Camera Inspections • Non Destructive Testing (NDT):

A pipeline can be scanned to measure internal and external corrosion to provide a remaining life.

• Critical Valve Assessment:

Using under pressure CCTV and other inspection tools the internal conditions such as bore loss, lining type and condition can be assessed. Sediment can be inspected and a water profile analysis can be undertaken. Specialist cameras are also used for investigations and locating apparatus such as valves, blockages and connections.

We utilise specialist equipment to assess valve operability and torque as part of a valve audit and inspection programme. The assessment equipment can also be used for high torque valve operations and assessing the scope for the release of seized valves.

• Under Pressure Drilling Services

Under Pressure drilling is a side product of our inspection service with an average of over 5000 drillings per year, ranging from distribution to trunk mains and any size coupon.

Call us today on 0121 521 2801 Email : pca@hydrosave.co.uk

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The Strategic Alliance for Water Loss Reduction www.waterlossreduction.com The Strategic Alliance for water loss reduction is a cooperation project with the objective of supporting water utilities to reduce water losses. The project is spearheaded by giz under the patronage of the German Federal Ministry for Economic Cooperation and Development and the industry partners VAG, SEWERIN and Hamburg Wasser. The current project phase builds on earlier achievements of the alliance, especially the guidebook and training material.

Guidelines for water loss reduction - a focus on pressure management The guidelines are meant to provide authorities from the water sector, water utilities and professional associations with all information required to understand the origin, nature and impact of water losses, to develop and implement a customized counter-strategy and to choose the most efficient methods and instruments for water loss reduction. The guidelines are addressed to decision makers and stakeholders of water supply networks, planning and design department and the operational level of water utilities and are hence composed of three documents: Summary for decision makers, technical manual for engineers and supplementary material for the practical guidance of technicians. All materials can be downloaded free of charge on the project’s website www.waterlossreduction.com

Strategic Alliance Training on water loss reduction The Strategic Alliance’s training in English, French and Spanish language is based on the Guidelines for Water Loss Reduction. Over the last 3 years a multitude of trainings has been conducted in Germany and a variety of emerging and developing countries. The training is geared towards staff of water utilities, whose field of work is related to water loss reduction. It is focused around practical exercises for participants to complete in teams. The elaborated solutions are presented to share and discuss the results with other participants. This allows for an extensive exchange between participants and trainers for a qualified experiences with the methods and tools applied. The training program consists of three modules:

n Module 1: Understanding water losses: this module imparts basic knowledge concerning water loss management, the different types of water losses, their causes and impacts. These basics are applied in the exercise to calculate a water balance according to the IWA standard and to calculate performance indicators as a basis for the development of a technical strategy for water loss reduction. n Module 2: Information systems and hydraulic modelling for water loss management: this module deals with the data prerequisites for water loss management and introduces the most important information systems available to aid in data management. The design of district metered areas using hydraulic modelling is presented and trained in a practical exercise. n Module 3: Methods and instruments for water loss reduction: this module imparts the knowledge about the four principal intervention methods applied to reduce real water losses. A focus on any of the four methods is selected according to the participant’s preference (expressed at pre-registration) and elaborated in detail by the respective experts.

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VAG VALVES

VAG Valves in Pressure Management – A whole life cost approach

VAG PICO As one of the four key interventions to reduce real water losses, Pressure Management is used by all the water companies throughout the UK. The high number of valves and associated equipment for PM comes with considerable costs for maintenance and replacement. Thereby all aspects of quality, such as material specifications, manufacturing processes, product design and correct selection for the respective application, determine the necessity for maintenance and replacement cycles. Life cycle cost thinking has not yet captured all potentials for the reduction of OPEX in the UK water industry.

VAG RIKO As a valve manufacturer with a history of more than 140 years, VAG has prevailed in providing the most durable valves to water companies for the whole spectrum of water and waste water application. All of the control valves applied in Pressure Management are exclusively manufactured in VAG’s headquarters in Germany, a commitment to highest quality standards that have prevailed with the company over its history. This selection of control valves suitable for PM comprises VAG’s PICO® Pilot Operated Control Valve and the RIKO® Plunger Valve also known as Needle Valve.

wn VAG PICO® Pilot Operated Control Valve

Autopilot This control valve is fully autonomous, meaning that it doesn’t need electricity, is aseptic and has a long service life. It is used in water supply systems in which, for example, pressure needs to be reduced - it is reliable and precise! Ask your representative or visit our website at

Durable corrosion protection on the control unit connection (CORFIX) Adjustable to operating conditions thanks to different control cylinders Wear-resistant seat through high alloy weld overlay www.vag-group.com

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FASTFLOW

Contract extension keeps utility work flowing Utility infrastructure services provider Fastflow has secured an extension of its framework contract with Northumbrian Water (NWL) to March 2015. Graham Neave, Operations Director with Northumbrian Water, added: “Fastflow has continued to win work with Northumbrian Water on the back of competitive pricing and reliable delivery. Our long partnership continues to bring additional benefits through innovation and Fastflow’s ability to respond quickly to peaks in workload.” The work carried out by Fastflow Pipeline Services (FPS) under the extended contract includes mains rehabilitation and renewal, repairs and maintenance, new connections, metering reinstatement and incident support. Short cycle works are currently largely focused on meter installation through the peak spring period – a service for which Fastflow helped NWL to achieve its best ever results in 2012/13.

Fastflow at work on behalf of Northumbrian Water

In terms of long cycle works there are plans to work on 73 kilometres of pipeline in 2013/4, including 25 kilometres of iron compliance works. In addition phase two of the railway bridge diversion works in Thompson Street Darlington, being carried out in conjunction with Birse Rail, are scheduled for completion and a diversion scheme for Sunderland City Council at St. Mary’s Boulevard is planned.

The deal, worth an estimated £30 million, secures the jobs of 200 workers with the Pipeline Services division of the Washington based Fastflow Group.

Throughout the goal will be to improve customer satisfaction and eliminate or minimise interruptions to supplies.

Neil Armstrong, Chief Executive Officer, said: “We are delighted to have secured a further two years of work with Northumbrian Water. This contract extension gives the business a much higher valued future order book and continuity of workload, which is extremely important to us in these challenging economic times.

This year the combined turnover of Fastflow’s pipeline and energy divisions is expected to exceed £30 million.

“Fastflow has worked directly for Northumbrian Water for more than 20 years now and we are very pleased to continue that strong working relationship."

Meanwhile, FPS continues to progress lining works at Greenock and Ardrossan, working in partnership with George Leslie and will shortly start some larger schemes for Scottish Water at Carnock in Fife and Carse of Gowrie in Perth, as well as a number of smaller works spread across Scotland.

Safety award for pipeline specialist Fastflow Pipeline Services (FPS) has secured a British Safety Council International Safety Award. The Washington based company, which maintains much of the North East’s clean water network, was examined on 12 key areas of its health and safety policies and practices by highly qualified health and safety adjudicators, before being added to the 550 organisations across the UK to have achieved the accreditation to date. The Washington based business carries out installation and repair work in an area covering over 1,000 square kilometres of the region on behalf of Northumbrian Water. Neil Armstrong, FPS owner and Chief Executive Officer, said: “We have invested a great deal of effort in health and safety in recent years so it is pleasing to see that this has been recognised by such a highly respected organisation as the British Safety Council.

“The safety of our people and those living in the communities in which we carry out work is our top priority. A good safety record means we are operating correctly and efficiently which, at the end of the day, is good for business.”

Neil Armstrong

The International Safety Awards are open to members and non-members of the council, allowing organisations to benchmark their performance and gain external endorsement of their health, safety and environmental management.

Alex Botha, Chief Executive of the British Safety Council said, in a letter to Fastflow: “This award clearly demonstrates your commitment to the health, safety and wellbeing of your workforce. We congratulate you on this fantastic achievement.”

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R2M

Nova Siria connector

Largest end restraint coupling for UK At one of Bristol Water sites there was a need to replace an existing 55" steel pipeline with a new 1400mm steel main, with welded joints. The new 1400mm main runs through a flowmeter chamber, allowing telemetric information to be monitored and recorded, before flowing into a ‘flow splitting chamber’ which separates the flows. The construction of the pipework in the flow dividing chamber included the use of a 1.4 metre diameter end restraint coupling. The largest ever installed in the U.K. The item was selected for two reasons. Firstly the coupling is able to act in a similar way to a dismantling joint, facilitating construction in tight environments as well as assisting in future maintenance of the main when items need to be removed. Secondly, as the pipework was installed post chamber construction, the wide tolerances offered by the item enabled chamber misalignments to be accommodated. The Nova Siria fittings were supplied by their U.K. agents R2M ltd. Based in Accrington Lancs. They supply all regions of the U.K. with end restraint couplings and flange adaptors which in most cases negate the need for concrete thrust blocks. Apart from saving on excavation and installation costs there are obvious benefits to the environment. The pipeline was pressure tested and became operational in October 2012. Nol Vincent – Bristol Water Senior Project Manager said “Although this may not have been the cheapest option to purchase, when coupled with the time saving on installation and reduced number of fittings needed, it proved the correct choice for this scheme. Many Thanks to Carl and the team at R2M for the support”

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FEATURE:WASTE WATER

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Private Sewer Transfer – 18 months on in Welsh Water’s Area For the majority of people, sewerage is something that they prefer to be kept out of sight, and therefore out of mind. This attitude towards drainage systems, however, has resulted in a degree of ignorance about the responsibilities of property owners and other agencies over such a critical component of our urban infrastructure. In Welsh Water’s area, the third piece of a four phased transfer of private drainage systems has now been completed.

property, beneath neighbouring land and even into public highways. Many property owners were unaware of their responsibilities for the drainage around their homes or businesses and in July 2011 the Governments of England and Wales introduced legislation to transfer the responsibility for private sewers (pipes serving two or more properties) and lateral drains (pipes serving a single property but outside the boundary) automatically to the Water and Sewerage Companies (WaSC’s). However, the legislation has left property owners with responsibility for the pipes serving their own property and lying inside their boundary.

Private Sewer Transfer Background Historically, developers had a choice in terms of the standard of drainage that was appropriate for their development. These two standards have recently been referred to as the Sewers for Adoption standard and the Building Regulations standard. The first option was a higher standard, but one which would lead to the adoption of the sewers on the development site by the Water and Sewerage Company (public sewers). The second was a slightly lower standard where the developer or property owners retained responsibility for the drainage system (private sewers). In most areas this system had been in place since 1937, resulting in a considerable network of private drainage being constructed. Often these private drainage systems extended well beyond the boundary of the individual

The October 2011 transfer On 1 October 2011 the transfer of private sewers and lateral drains handed responsibility for the ownership and future maintenance of these assets to the WaSC’s in England and Wales. The aim of the transfer was to reduce the responsibility on customers - many of whom were unaware of the private sewers serving their property. The transfer also enabled the WaSC’s to take a holistic management of the drainage network. The transfer only applied to sewers and lateral drains that were connected with the public sewer network, which the WaSC’s were already

responsible for, on or before 1 July 2011. In Welsh Water’s area, the transfer is believed to have resulted in approximately 17,000km of private sewer and lateral drain transferring to the company on 1 October 2011 – almost doubling the length of sewer network overnight.

Where are these sewers? Because there was no duty on developers or property owners to map their drainage systems before the transfer took place, there are a limited number of records which show the location of the transferred pipes. Prior to the transfer, Welsh Water approached local authorities and housing associations across their operating area seeking information on the location of these drainage systems from development control plans, building regulations, environmental health and landlord records. The company continues to build on these limited records as part of daily activities by plotting the position of the drainage systems that are encountered during maintenance activities on the transferred network. Despite all the hard work to date, it will still be some time before a comprehensive map of the transferred network is developed. Whilst customers were often unaware of their responsibilities for private drainage systems, there was an assumption that communications sent out by the WaSC’s in 2011 in advance of the transfer would significantly increase public awareness. Whilst this awareness hasn’t increased as expected, the workload resulting from the transfer has approximately doubled in Welsh Water’s area. WaSC’s have now been operating the transferred sewers for around 18 months and are gradually building an understanding of their condition. This is now helping with the development of strategies and investment priorities for these assets in the AMP 6 period (2015-20).

Welsh Ministers’ Standards The 2011 transfer of existing private sewers did nothing to stop the construction of new private drainage systems.

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FEATURE:WASTE WATER On 1 October 2012, the Welsh Government introduced legislation which would ensure the mandatory adoption of sewers and lateral drains across Welsh Water’s operating area - an area which also extends into the border regions of England.

What changes has this legislation brought about? The legislation introduced significant changes to the sewer adoption process, moving from the traditional voluntary adoption arrangements to new mandatory requirements for all new foul sewers and lateral drains which communicate with the public sewerage network. Section 42 of the Flood & Water management Act 2010 contains provisions which amended Section 106 Water Industry Act 1991 (the section of the Act which deals with communications/ connections with the public sewerage system). This introduced a new provision Section 106B – “the requirement to enter into an adoption agreement prior to construction” This fundamental change establishes a new legal requirement for all new sewers and lateral drains, which are intended to communicate with the public sewerage system, to be constructed as part of a sewer adoption agreement with Welsh Water. This agreement is also required to be in place before construction commences. This has led to a significant change in the proportion of development sites that demand Welsh Water’s involvement, from single property infill developments to large phased developments, many of which would not have opted to enter agreements in the past. Once a customer, usually a developer or groundwork contractor, enters into a sewer adoption agreement with Welsh Water, the company is obliged to adopt the sewer either at the time of an agreed trigger event or upon failure of the adoption agreement. Examples of such a failure are where the developer does not complete the construction of the sewerage network, fails to adequately maintain it or ceases trading. Section 42 of the Flood & Water management Act 2010 also enabled Welsh ministers to specify the standards to which the assets must be constructed. The Welsh Minsters’ Standards for gravity foul sewers and lateral drains were developed to “bridge the gap” between the two previous construction standards in use for sewer and lateral drain construction – the Building Regulations and the Water Industry Sewers for Adoption Standards. The ministers’ Standards were then fully incorporated within the new Sewers for Adoption 7th Edition standard, which was published in September 2012.

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What do the standards mean for surface water drainage? The title of the “Welsh ministers standards for new gravity foul sewers and lateral drains” introduces its own degree of confusion which warrants an explanation. Whist the standards only relate to gravity foul sewers and laterals, the mandatory requirement to enter into a sewer adoption agreement (Section 106B) extends to all sewers and lateral drains which communicate with the public sewer network i.e. combined drainage (foul and surface water in one pipe), pumped, surface water sewers and other associated assets. Surface water sewers which are intended to communicate with a watercourse are not included within either the mandatory adoption requirement or the ministers’ Standards.

However, the Welsh Government is in the process of considering further legislative changes which will change the way that the adoption of surface water drainage is managed in the future. In the intervening period Welsh Water will continue to accept and process surface water sewer adoption applications for sewers which do not communicate with the public sewer network, albeit on a voluntary basis.

Supplementary Transfer

network between 1 July 2011 and the introduction of the ministers’ Standards on 1 October 2012. These ministers’ Standards mean that foul sewers and laterals constructed after this date in Welsh Water’s operating area will need to meet the mandatory standards and will be adopted by Welsh Water. However, those sewers and laterals constructed between the two dates were transferred to Welsh Water automatically in a Supplementary Transfer on 1 April 2013. The Supplementary Transfer is believed to have affected around 5,300 properties across the Welsh Water operating area, where recent connections were made to the sewer network.

Private sewers and lateral drains continued to be constructed and connected to the public sewer

By Dominic Scott Private Sewer Transfer Implementation Lead, Dwr Cymru Welsh Water

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FEATURE:WASTE WATER Pumping Station Transfers In locations where developers choose to develop low lying land or where development sites are remote from the nearest gravity sewer network, it is common to find a pumped drainage system to lift the effluent from a development to the nearest sewer network. The Governments of England and Wales both committed to the transfer of privately owned and maintained pumping stations to the WaSC’s by 1 October 2016. On larger sites the gravity sewers and lateral drains upstream of the pumping station are likely to have transferred to the WaSC’s on 1 October 2011. In these cases the private pumping stations will be eligible for transfer in 2016. Where the pumping station sits within the boundary of a single curtilage (one property or a singly owned/ managed site) and only serves that curtilage the station itself will not be eligible, yet the pressurised pipe leading from the curtilage boundary to the public sewer will transfer (the lateral part of this pressurised pipe).

With three and a half years remaining until the transfer date, Welsh Water has already proactively begun surveying the private pumping stations which have been identified. It is currently anticipated that around 800 stations will be eligible for transfer and the results of the survey programme will confirm the ownership of each site, the condition of each station and the improvement works required to bring the stations to a suitable condition for Welsh Water to operate them, on or before October 2016. The biggest uncertainty that remains with the private pumping station transfer is how many stations may be eligible. What is certain is that the Welsh Water’s current list of pumping stations does not contain all sites that will be eligible for transfer. To achieve a more comprehensive list customers are being asked to continue to inform Welsh Water about stations that they are aware of, to allow the company to plan for their handover.

What Next? With the implementation phases of the transfer well underway in Welsh Water’s area the focus of the company has now moved towards planning the work needed to maintain, operate and rehabilitate the transferred assets during the next AMP period. To date, the WaSC’s in England and Wales have not been funded through customer bills for the financial impact of the transfer. Nevertheless, it is inevitable that the costs of managing, what for many companies is believed to be a doubling of their gravity sewer network, will ultimately be reflected in customer bills over the next few years. The challenge for all WaSC’s will now be to deliver an appropriate programme of maintenance and repair for the transferred assets, which recognises the need for investment in them, but at a rate and cost which customers can afford.

Welsh Water have produced a web form for this purpose and provide further information about the transfer on their website

– www.dwrcymru.com

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HUBER

DAIRy CREST DAvIDSTOW CREAMERy IN CORNWAll The Dairy Crest Creamery in Davidstow is the largest producer of mature cheddar and the most advanced cheese making creamery in Europe. When an upgrade of the sludge handling facility was required, Dairy Crest turned to several suppliers of dewatering equipment to dewater their sludgeâ&#x20AC;&#x2122;s. Four different sludge streams arise from their modern effluent plant and it was initially thought they might behave differently with regards to polymer requirements and dewatering potential so bench trials with each sludge were undertaken and various combinations that may occur were tested. The four streams comprised of; DAF flotate, activated sludge, settled sludge and back-wash sludge and they varied in quantity, % dry solids content, pH and colour. After bench tests, Huber installed their trial plant to get some full scale results and attempt to reproduces the results from the laboratory work. The trial plant is supplied as a complete package and incorporates; the dewaterer itself, the polyelectrolyte (poly) dosing unit, the sludge feed pump, the flocculation reactor and the control panel. The container also comes with a conveyor that is positioned under the discharge point from the dewaterer and allows cake to be deposited outside the container.

Various combinations of feed were trialed. With the DAF sludge achieving a high throughput of 7 m3/h at 3.3% feed solids and a good solids capture ratio whereas the biological sludgeâ&#x20AC;&#x2122;s gave a wetter cake from a 1-2% DS feed. In all cases, the volume reduction was 4 to 6 times the feed volume thus reducing transport and disposal costs. The resultant cake is storable and spreadable by muck spreader and considerably easier to handle. The RoS3 screw press is totally enclosed, and showed a vast improvement over the existing belt press in cleanliness and performance. The screw press operates at 1 to 6 RPm and requires 14% of the power for a centrifuge with none of the high wear, speed, noise and vibration associated with the centrifuge.

trial plant

After successful Trials Huber have been pleased to accept an order from Dairy Crest for 2 off Screwpress units and associated polymer dosing equipment. For further information contact: Tony Clutten Huber Process Sales Manager Tel: 01249765050 Mobile: 07525224521 Email: tc@huber.co.uk

18%+ DS cake produced from the mainly DAF sludge with the Atana polymer

HUBER TECHNOLOGY Industrial Waste Water Solutions Diverse product range available for industrial waste water treatment. Proven, reliable cost effective solutions. High quality product range to achieve stringent discharge consents. Reduced disposal costs. Industrial sludge thickening and dewatering. Grit treatment to enable recycling of material. Large reference list available eg: Food processing.

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Pumps as Turbines KSB 50 Years of generating kW With Pumps as Turbines (PaT), KSB offers an innovative solution for capturing hydro energy and especially for lower energy fields (<100kW). Indeed, standards pumps used as turbines, instead of conventional turbines, offers low investment costs with high returns. They can also be used in combination to match closely feed flow variation. Maximise your return on investment with KSB PaT. KSB Limited t $PUUPO 8BZ t -PVHICPSPVHI t -FJDFTUFSTIJSF t -& 5' t XXX LTC DP VL

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KSB

Pumps used as turbines Rising energy prices and limited energy resources call for alternative solutions that save money and are environmentally friendly. KSB have supplied pumps as turbines (PaTs for short) for many years, so it is a well-known concept in the pumping industry. It offers huge advantages such as low investment, service and maintenance costs, with the added benefit of being more straightforward to operate and maintain than conventional turbines. The principle of a pump as a turbine is to pass water the “wrong way” through a pump, allowing the head (pressure) in the flow to act on the impeller blades, running it in reverse and providing a torque on the output shaft which can be used to drive something. Most commonly, that “something” is an asynchronous generator (a standard induction motor driven in reverse) converting the mechanical energy to electricity, which can be consumed on site and/or fed into the local grid (sold to the local power supply company). But that “something” could equally be another piece of machinery, even a pump. KSB PaTs can be seen at their best where there is a relatively constant water supply with suitable available head (typically greater than 10m) but where the local electricity supplies are inadequate or unreliable. An example of this is Brazil, where it is almost impossible to find a location that does not feature a small waterway or rapids. At

the same time, the country’s geography makes it difficult to supply remote settlements with electricity. It therefore makes sense to use these widely available hydropower sources to produce electricity locally rather than relying on diesel generators for which fuel has to be purchased and with their attendant environmental risks. PaTs also have their role in locations where power is both available and reliable. The need for cleaner, renewable energy that is cost effective means that PaTs open up the opportunity for water utility companies to look at exploiting smaller flows, previously considered uneconomical, as well as replacing existing conventional hydro turbines. Typical examples of this are compensation flows and spill flows from dams, but other flows such as final effluent from sewage treatment works can be considered. The lower procurement costs of PaTs coupled with high (and increasing) energy prices means that the payback period of KSB PaT systems are usually between 3 and 5 years. The power generated by these PaTs offsets the overall costs of the infrastructure and puts power back into the grid. KSB’s PaT’s have been successfully installed in the UK in a number of projects, including Meldon Dam, Morwellham Quay and Avon Dam near Buckfastleigh in Devon. In this case, KSB supplied two PaTs, one for generating power 24/7 from the compensation flow and a larger unit for generating from the spill flow, mainly in the winter months. This KSB PaT offered 80% efficiency and compared exceptionally well against other turbine suppliers, exceeding expectations in power generation versus asset cost. KSB worked alongside May Gurney to put forward the most cost effective solution whilst

ensuring maximum power generation and revenue for the end user, South West Water. PaTs can also be used with fluctuating water flows by using several different sized units, bringing them into and out of service according to changing demand. This requires only minimal control, so PaTs are starting to create significant interest in the current economic climate, where reducing energy costs are becoming a top priority. The fact that the turbine and the generator are both widely used pieces of equipment, so can be operated and maintained by existing staff without the need for any specialist training, adds to their attraction. Many types of pumps - end suction, axially split case and multistage ring section, for example - can be used as PaT’s, both in horizontal and vertical configurations, so there is flexibility in adapting this technology to suit specific flows, heads, site conditions and space constraints. Couple this to that fact that PaT’s can be used to generate from as little as 1kW up to hundreds of kilowatts, even megawatts, only serves to underline the usefulness of the technology. KSB have found there is also scope to use our PaTs in pumped storage schemes, where low cost energy is used outside peak hours to use the units as pumps, lifting flows to a higher level, where it is stored to be used to generate electricity at times of high demand by returning the flow through the same units. This concept is also being considered as a way of dealing with energy generated from renewable sources such as wind power, where the power is not necessarily generated when demand exists.

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Water Industry moves to less data, more information Regulators are driving the water industry to adopt Whole Life Asset Management, as the best way to ensure overall efficiency, keep prices down and quality up. This has created a need, not for more data but for better information, so the recent ‘Driving Innovations in the Water Industry Conference’ hosted by Mitsubishi Electric looked at how some companies are embracing the new regime. Stephen Hawking’s next best seller is unlikely to be called ‘A brief history of data in the water industry’ but such a study could in fact illustrate some important issues. Go back just a few decades and the water industry was not automated at all, but as technology has progressed so has the adoption of automation technology in the sector. This created a focus on efficiency – a drive to improve delivery, quality, and reliability while reducing costs and containing head count. By the 1990s many medium to large treatment works and pumping stations had installed SCADA (supervisory control and data acquisition) systems and there was a definite increase in efficiency. However, engineers realised that there was still a lot of work to do and spent the noughties networking the various SCADA systems together. Huge amounts of data were being collected and transmitted to the head office computer systems but for some reason, this did not create the step change in efficiency that many expected. It took some head scratching but it was eventually realised that head office was not actually using much of this extra data. Further analysis divided the data into two: that which was not particularly relevant to head office and that which while useful was not in a format that head office would find easily understandable. For instance a data streamshowing that a pump in a remote station had been switching on and off regularly for the last six months, may lead a head office middle manager to think: ‘It ain’t broke, so

best not fix it. Where as a field engineer with a bit more affinity for machinery would probably know to check the pump. Had this data been processed before the middle manager saw it, he may have understood the asset utilisation or energy consumption ramifications, issues of which he would certainly have had an understanding. So now, approaching the terrible teens of the new millennium, a new concept is emerging. The idea is to let the users develop their own sub-systems and thus create an architecture that builds capability rather than warehouses data. Mark Narbrough of systems specialist Gromtimj UK explains: ‘We ask people what they do at work and what data would help them make decisions. Often the data is actually available on their system but it needs re-packaging into a format with which they are comfortable. Once they are using the data we can look at options for improving what they do, expanding their role and communicating better with a wide range of colleagues.” The industry regulators are now looking at this issue very seriously, and it is worth noting that in the last price review they had the power and willingness to levy penalties of literally hundreds of millions of pounds on water companies that could not support investment plans with data packaged in the formats they want. They are also pushing the industry towards a Whole Life Asset Management philosophy, or Totex – the combining of asset and capital expenditure accounting.

Joined up thinking “In fact the water industry is ahead of many other sectors in the way it joins up its management functions. It should not feel that it is lagging behind other industries; it is actually blazing a trail that others will later follow.” Narbrough goes on to explain that when designing a system, each user must be asked what data they need, how often they need updates, how they process the information and what actions they initiate. They also need to explain their overall rationale - how their activities fit into the bigger company-wide system. “We only collect data that is going to be converted into usable information, and we tend to report by exception rather than event – which is often the difference between data and information.” One company that is putting this into practise is Scottish Water, which is in the process of rolling out a new system across the Highland and Islands. Expressed in the simplest terms, field engineers who visit very remote sites are filing records on tablet PCs rather than on paper but the deeper strategy is building a digital platform that will eventually network the whole organisation and all of its functions. “We have run a pilot at over 100+ sites and we are now rolling out the project across Scottish Water,” says Sheila Campbell-Lloyd, Waste Water Operations Manager for the North region and one of the driving forces behind the adoption of the

"We have a number of installations in the field that typically started as a small system of say five or six sites but which have been expanded to many times their original size. It is a technology tailor-made to help the water sector move to Whole Life Asset Management." Jeremy Shinton of Mitsubishi Electric

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MITSUBISHI

technology. “With the old paper system, central records could be months out of date. Currently the graphics on the tablet PCs are similar to the old charts and everybody has really taken to them. They are collecting the same data and the software is producing reports on process results, task schedules, routine and non-routine maintenance, energy, health & safety and environmental parameters.” If everything seems OK, the reports are archived but if there are indicators of potential issues a pre-emptive instruction is sent to either the engineer or to the centralised Intelligent Control Centre (ICC) as appropriate. Significantly, the tablets are ‘intelligent’ and will alert the engineer if data is out of expected limits. Better use is already being made of data and later in the project the data collection will become more detailed, leading to a further improvement in management efficiency. “The guys are already taking ownership of their sites and becoming custodians rather than meter readers. Scottish Water recognises this project as a game-changer. The digital platform will eventually cover all sites and the entire network infrastructure – and will interface directly with the business systems, so that the whole company has unified and intelligently managed information.”

Hardware Ten years ago this level of systems integration would have been little short of science fiction but with today’s plug-and-go technology it

is perfectly achievable, as Jeremy Shinton of Mitsubishi Electric explained at the recent water industry conference. “Manufacturing Enterprise Systems connect real time technical data into high level business systems and they are simple to implement using state of the art modular PLCs, such as Mitsubishi’s Q Series. These have a central processor unit plus a rack onto which you simply mount speciality modules, to create a bespoke controller for each situation.” At a remote pumping station, for example, you might want to monitor the temperature of three different bearings, a motor’s load and its run time, the flow rate and turbidity. Retrieving this data can be achieved by simply adding the appropriate data logging hardware and one or more communications options. Standard off the shelf analytical software tools or dedicated solutions from Mitsubishi, can then convert the raw data into reports, each formatted appropriately for the intended user. For instance a maintenance engineer would look at current temperatures and total run times; a process engineer would focus on flow rates and volume, while an environmental scientist would check the turbidity.

to seamlessly connect process systems with enterprise systems,” explains Shinton. It is a PLC module that can deliver real time data directlyfrom a remote station to the head office business systems, such as SAP. Process data can thus be easily monitored and analysed, helping to increase plant visibility and boost productivity. For engineers the C-Connector is intuitively operable, while for commercial managers the information is presented in a manner which is readily usable and understandable. It allows direct, bi-directional exchange of data between a PLC and the business level systems, eliminating the need for intermediate PC based IT systems. “The water industry across Europe has been quick to realise the potential of the C-Connector and Q-series combination,” says Shinton. “We have a number of installations in the field that typically started as a small system of say five or six sites but which have been expanded to many times their original size,” says Shinton. “It is a technology tailor-made to help the water sector move to Whole Life Asset Management.” For further information Call: 01707 288780 Email: automation@meuk.mee.com Visit: www.automation.mitsubishielectric.co.uk

Once the data is transferred to head office, it is integrated with data from other pumping stations to produce management level reports. Head office would also want the data to update its business systems and again Mitsubishi has an integrated solution for this. “Our C-Connector solution is specifically designed

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ETATRON gB

ETATRON'S lATEST ADDITION TO ExTENSIvE RANgE Etatron GB is pleased to introduce the new eOne Solenoid Dosing Pump, the latest addition to their extensive range of Chemical Dosing Equipment. The eOne features the new Underload and Overload control which helps to protect the dosing system by detecting and stopping if the dosing system is underdosing or if there is a blockage. Additionally the eOne is capable of a variety of functions including: 4-20 mA Control; Pulse Input; PPm Control; Alarm Output; Flow Sensor Control; pH, RX, Cl, CD Control; Proportional Dosing. The pump features a new PVDF pump head as standard with double ceramic ball valves. The eOne also features minimal energy consumption with a variable power supply input (100 to 250 V, 50/60 Hz). The eOne pump will complement Etatronâ&#x20AC;&#x2122;s existing range of Chemical Dosing Equipment which includes the DLX and PKX Solenoid Driven Pumps as well as motor Driven Dosing Pumps. The DLX Solenoid Dosing Pump range is suitable for almost any dosing system with a wide range of models and functionality. The DLX range can provide optional: 4-20 mA Control; Pulse Input; PPm Control; Alarm Output; Flow Sensor Control; pH, RX, Cl, CD Control; Proportional Dosing. The DLX range can also be fitted with Autobleed Ceramic Ball Valve pump heads to guarantee their suitability for a variety of Chemical Dosing situations. Etatronâ&#x20AC;&#x2122;s motor pumps are a heavy duty Dosing Pump with flow rates available from 10 to 1027 L/H and operating pressures from 2.5 to 20 Bar. The motor Pumps are available as either Diaphragm or Piston Driven and feature several material configurations to ensure compatibility with a wide range of chemicals. Etatron GB can also provide Chemical Holding Tanks and mixers as a part of an extensive range of accessories allowing Etatron to provide the complete package for your Chemical Dosing needs.

eOne Solenoid Driven Pump

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Berson UV Systems Comply with IUVA, AWWA and DVGW Guidelines for Municipal Water Users avoid expensive modifications to bring systems in line with current guidelines The International Ultraviolet Association (IUVA) and the American Water Works Association (AWWA) working group has released a new communication related to low wavelength, medium pressure disinfection. Current users of Berson UV systems have found that their equipment is already in compliance, while other installations have selected Berson to help them avoid the uncertainty factors to account for low UV wavelengths. According to the document, legislators and engineers are now recommending the application of a correction factor for municipal drinking water medium-pressure UV systems to compensate for the effects of wavelengths less than 240nm. Pathogen surrogates used for testing have proven to react differently than actual target pathogens to these low wavelengths. Therefore, previous validation testing and modelling may have overestimated inactivation of harmful target pathogens.

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Odour prevention

• Framework agreements Supplier to all UK wastewater companies

While Berson systems have always blocked wavelengths less than 240nm with the use of type-240 quartz sleeves, users of similar medium pressure systems not in compliance will be required to re-evaluate system sizing and possibly make costly modifications or purchase new equipment. Berson’s 240-type quartz sleeves also comply with DVGW (Germany) standards requiring low wavelength blockage to prevent nitrite formation. Since the Low Wavelength Document was published, Berson has won a number of new medium pressure UV system projects where owners are adding UV treatment for disinfection of cryptosporidium and giardia. Berson’s type-240 quartz sleeves are used in the company’s InLine+ medium pressure, closed vessel UV disinfection system. The InLine+ is simple to install and features virtually maintenance-free operation with a standard automatic quartz sleeve wiping system and variable power ballast output. It is 3rd party–validated and conforms to the DVGW standards, the USEPA drinking water guidelines, the NWRI reuse guidelines and has also has NSF approval.

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CDENvIRO

Continued success for the MSU:10 Portable Sludge Screen CDEnviro has announced a further installation of the mSU:10 portable sludge screen for waste management company Billy Bowie Special Projects. In 2012 Billy Bowie Special Projects took delivery of their first mSU:10 which has since had a significant impact on the productivity of their operations. Based in Ayrshire, Billy Bowie specialise in the provision of tanker hire, drain clearance, septic tank emptying and liquid waste disposal services The mSU:10 sludge screen has been designed to facilitate liquid and solid separation from a variety of applications including screenings removal from sludge, grit removal from sludge, pre-screening for removal of larger debris/ screenings prior to further processing . The flexibility of the mSU:10 screen allows it to adapt to varying waste streams on location at

customer sites, allowing the customer to choose how to use or reprocess materials. The unit has allowed Billy Bowie to deal with rag contaminated sludge more effectively than they could with their previous technology, by removing rag with the mSU:10 their landfill costs have been considerably reduced. To date, Billy Bowie has used their mSU:10 unit for screening wastes such as tank cleaning wastes and sewage cleaning operations. Due to its portable nature the sludge screen can also be moved to and from sites easily allowing Billy Bowie to utilise their fleet more effectively. The mSU:10 unit has been designed to allow for transportation by a standard six yard skip vehicle removing the need for expensive crane lifts, lift specific risk assessments and method statements which reduces transportation costs and ensures a quick set up on location.

The mSU:10 also allows operating costs to be kept to a minimum with a generator of no more than 40Kva required to run the unit. As with the larger models in the CDEnviro S:max range, the unit is supplied pre-wired and fitted with its own control panel, isolator and electrical sockets for easy connection to a power source. Commenting on the success of the addition of the mSU:10 to the S:max range, General manager matt Bunting said â&#x20AC;&#x153; The mSU:10 is the first of its kind in the industry and we are delighted with its success to date. We aim to continue to provide our customers with our sludge handling systems that essentially maximise productivity while minimising cost and downtimeâ&#x20AC;? For more information on the S:max range and all products from CDEnviro visits www.cdenviro. com or follow us on twitter @CDEnviro

Mobile sludge screen Maximum screenings removal from sludge Maximum grit removal from sludge Pre-Screener for removal of larger debris/screenings CDEnviro Ltd. T: +44 28 8676 7900 E: info@cdenviro.com www.cdenviro.com IOW half page April13.indd 1

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Visit us at Facilities Show Hall 2, Stand 2B56

Drink, cook, bathe, irrigate, clean - and drink it again. Siemens solutions ensure that the water quality is always suitable for intended use. Water and wastewater Industry

Water is essential for life â&#x20AC;&#x201C; for domestic, industrial, commercial and other purposes. Less than one percent of the freshwater is readily accessible and demand for clean water continues to grow. Across the entire water cycle, from drinking water to industrial wastewater, we have the answers for your

current and future business needs. Our extensive portfolio includes energy management, water and waste water treatment, automation, control and instrumentation asset management, smart metering, leak detection and infrastructure development. Siemens also offers full service, support, and financial services.

www.siemens.co.uk/water

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WE UNDERSTAND WATER & WASTEWATER TREATMENT

Severn Trent Services understands water. That’s why our proven water and wastewater solutions are based on innovative disinfection and filtration technologies. These solutions help water companies, consultants and contractors achieve energy efficiency improvements, reduction in CapEX and OpEX costs and strict standards.

Our traditional and alternative water purification technologies include: – Dual Parallel Lateral Underdrains – Secondary Biological Treatment – Tertiary Wastewater Filtration – Membrane Filtration – Arsenic and Inorganic Removal – Ultraviolet Disinfection – Gas Feed and Chlorine Dioxide Systems – On-site Sodium Hypochlorite Generators – Analysers, Controllers and Gas Detectors For more information on water purification email marketing@severntrentservices.co.uk or call +44 (0)1827 266 000

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HYDROK

Hydrok showcase their IFAS system at Armthorpe STW Severn Trent Water kindly allowed the Hydrok team to demonstrate an operational application of their Integrated Fixed-film Activated Sludge system (IFAS) system at their Armthorpe STW. Representatives of several of the UK’s Water Companies, including Thames, Anglian, Northumbrian, Wessex, Welsh, Yorkshire and United Utilities attended the showcase day along with Consultant companies and NMC Nomenca who were the delivery engineers for the Armthorpe STW project. The day included a site tour and background presentation prior to the practical demonstration of the operational 20 stage IFAS cages. The frontend (cell 1) was lifted and offered for close up inspection with attendees being impressed at the ease of removal of the integrated IFAS & FBDA (Fine Bubble Diffused Aeration) cage, from a live process stream. The final (cell 20) cage was then lifted, inviting comparisons with cell 1. The finer nature of biomass met with expectations of the prevalence of nitrifiers at the end of the stream, verses the prevalence of carbonaceous bacteria early on.

in energy and ‘Notional Carbon Footprint’ measures. Working closely with Severn Trent Water and NMC Nomenca, the Hydrok solution for improving summer/winter ammonia levels to 3mg/l all year, offered an alternative retrofit of the existing facility in preference to a new build and extension of the STW. A conventional approach would have required:n purchase of additional surrounding land, n the construction of a new process stream with a further 11 ASP pockets of similar volume, n a final settlement tank, n an inter-stage pump station to pump between the separate process streams. The Hydrok IFAS approach was to retrofit the existing tanks with the removal of existing surface aerators in favour of high efficiency FBDA in conjunction with curtains of fixed bed media, plus new baffles to create a serpentine plug flow stream, resulting in: n Notional Embedded Carbon Footprint: 360 tons of CO2 *Saving – 53%

n Notional operational Carbon Footprint: 400 Armthorpe STW was the first large scale of CO2/year installation the Hydrok IFASAd technology in the 3:40 pmtons Page IOW Volof178 1/2pg 14/3/13 1 *Saving – 57% *Savings compared to the conventional route UK and has demonstrated significant reductions

The scheme now discharges effluent typically <1mg/l ammonia concentration, and with significant improvements in effluent settleability. Lewis O’Brien, Technical Manager, who is jointly presenting a paper with NMC Nomenca at IChemE re the Armthorpe project, commented “The project has been a great success, not only demonstrating the performance of our IFAS technology, but also exceptional team working and the enthusiastic approach to innovation adopted by both NMC Nomenca and Severn Trent Water” Hydrok thank Severn Trent Water for allowing them to hold the demonstration at Armthorpe STW.

WASTEWATER T REATMENT P ROCESSES : • High Efficiency Fine Bubble Aeration Systems - Aquaconsult AEROSTRIP ® Diffusers Diffusers

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Fernco Environmental

undergone major design development in line with BSEN 13564-1 2002 6.3 Special requirements for Type 3 Anti-Flood Devices. The new version of the product uses two optical probes, one to trigger the macerator pump, the other to activate the fully automated, mechanically locking backwater flap. Unlike the first model this flap is in the open position under normal conditions, providing unrestricted flow through the smooth body of the unit at not less than 90% of the cross sectional area of the incoming pipe. Closure occurs when backwater reaches a depth of 92mm from the base of the unit and is complete within 60 seconds.

Managing flood risk during sewer surcharge As many water companies plan for AMP6, the number of properties on the DG5 Flood Risk Register is very much on the increase, explains Dave Whalley, Technical Sales Manager at Fernco Environmental. It means there’s a call for a keenly priced system which prevents internal backwater flooding coming up through the domestic waste system. It is this increase in urgency that has led to many consultants, architects, and water utility companies turning to the Pumpfix F Komfort, supplied by Fernco Environmental and manufactured by KESSEL. Allow me to explain how it works… This fully automated compact macerating pump and non-return valve is capable of dealing with most forms of household waste water and sewerage. It allows the occupants to continue using their facilities whilst under backwater conditions, alleviating & mitigating the risk of flooding from a surcharged public sewer. Fernco Environmental are the technical experts for the whole KESSEL range in the UK, and when specified correctly for the disposal of waste water and sewerage the Pumpfix F Komfort offers a viable solution at a fraction of the costs presently being spent on the traditional cut and pump approach. It also provides water companies and contractors with a solution that is expected to meet OFWAT criteria for removing properties

The second probe then activates the pump when waste from upstream reaches 180mm, again from the base. The pump intakes waste water, mills the solids, and reliably over pumps the flap and discharges against the backwater pressure up to a head of 8 metres. From the option of use on an exposed pipe or under a slab floor, to its self-diagnostic testing system, there are a range of further benefits that the Kessel Pumpfix F Komfort brings. The system has a lot to offer. It’s designed to help prevent the horrendous scenes of lounges, kitchens, basements and livelihoods being flooded beyond repair – and people who have worked with it regard it is the most effective system of its kind. You’re also receiving innovation and reliability through its German engineering, coupled with full technical support and the highest level of customer service from Fernco Environmental. It is our intention to build partnerships within the water industry and familiarise the marketplace with this unique system. So whether a detailed product presentation or some specific design/ technical assistance, I would be delighted to talk about any aspect of the system. I also always enjoy a good discussion about preparations for AMP6! Dave Whalley can be contacted directly on

from the DG5 in the coming months. Project by project assessment is already underway and it is anticipated that compliance will be announced very soon. The KESSEL Pumpfix F is not a new system - thousands of units have been installed throughout the UK over the last 15 years, proving it to be a reliable solution for many. They quietly go about their business, in some cases without people being aware that they are that at all.

07747 488612 or emailed at david.whalley@ferncoenvironmental.com You can also contact the office on

01226 340 222 or visit www.ferncoenvironmental.com

It is the new Pumpfix F Komfort that has

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FLOODING IN OUR HOMES DUE TO BACKWATER FLOW RUINS PROPERTIES AND DISRUPTS PEOPLEâ&#x20AC;&#x2122;S LIVES.

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It is also becoming more common, and so prevention is more urgent than ever.

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Fernco Enviromental supply several solutions already in use throughout the UK. For example, the Kessel Pumpfix range successfully pumps against backwater flow. Wastewater is never allowed to build up, even in the presence of backwater from outside the property.

www.fernenvironmental.com TO FIND OUT MORE: 01226 340 222 E: contact@fernenvironmental.com

Pumping to the highest level

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www.ttpumps.com

t:+44 (0) 1283 523000 www.wilo.co.uk H VDOHV#ZLOR FR XN I

Tel: 01630 647200

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11/04/2013 16:14

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PUMP HIRE, SALES & SERVICE No1 UKâ&#x20AC;&#x2122;s

ire Pump H ist Special

Pumps From 50mm To 300mm Auto Self-Priming Pumps Super Silent From 58db(A) Hydraulic Submersibles Electric Submersibles 24/7 Callout Branches Nationwide Selwood has been manufacturing, hiring and selling pumps for over 60 years. Please call for expert advice on all pumping applications.

08450 733835

www.selwoodpumps.co.uk

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SElWOOD

Selwood offers full installation service Selwood recognises that the pump hire industry is changing and that it is necessary to adapt in order for it to remain the UK’s number one pump hirer. What differentiates Selwood from its competitors is the ability to adapt, respond and provide bespoke solutions to its customers pumping requirements quickly, safely and efficiently. Selwood is now able to offer a professional, specialist installation service on a national basis backed up with a 24 hour, 7 days a week service. The Selwood team provides full site management of its installations and also has agreements in place with a number of contractors that can supply fully qualified and trained personnel to complement its own teams as and when required. 2012 was a record year for Selwood which saw the company carry out over 1500 installations across the UK. Selwood offers tailor made solutions for any pumping application along with free site surveys and recommend the best and most cost effective and environmentally friendly solution. Selwood is able to utilise its cutting edge hire fleet technology with fully trained technical sales, operational and installations teams, whose qualifications range from NVQ Level 3 supervisor to slinger banksmen and NICEIC approved electricians. As a leading pump hire and sales company, Selwood is particularly conscious of its responsibility to the environment and takes every opportunity to review its environmental aspects. This is more easily attainable with the company’s own manufactured range of pumps. Selwood has introduced a new generation of super silent pumps recognised as the quietest pumps on the market today. These have been specially designed for applications in noise sensitive areas and, with noise levels as low as 58db(A) at full speed

and load, are the most environmentally friendly pumps available. The units come with bunded fuel tanks as standard. Selwood pumps also incorporate the company’s own unique Selprime self-priming system utilising a water tolerant diaphragm air pump. An environmentally friendly design that has none of the problems of oil vapour emissions and oil emulsification associated with other priming systems. All the diesel pump engine emissions are compliant to the latest regulations and Selwood has introduced Telemetry and Auto Start systems to its super silent range utilising both floats and ultrasonic level devices that have greatly reduced the consumption of fuel at many sites. The benefit is that the pumps only work when the flows require it and they do not need attendance as they start automatically on demand. Equally so, Selwood offers a number of environmental products to be used in conjunction with its pumps. These include Fuel Cubes that can be fitted with auxiliary bulk fuel connections

for convenience and efficient operation and are fully compliant to ADR and UN requirements. Also available are Dirtbags, a quick, simple and cost effective solution to removing suspended solids from pumped water; built in Drip Trays can be supplied with some pumps and all super silent models are fully bunded and also Settlement Tanks that are designed for applications when a requirement to separate fines and solids exist. Recently introduced are Silt Trays, the perfect solution to remove and break down sediments such as silt and sludge thus avoiding water and land contamination. Today, the company addresses the needs of many industries including construction, marine, environmental and pollution control, mining and industrial effluent management. This broad spectrum demands that a wide range of materials may be handled from water, solids in suspension and sewage to bentonite, oil, slurries and sludge. All of Selwood’s branches across the country are fully accredited to the quality, safety and environmental standards ISO 9001, ISO 14001 and BS OHSAS 18001.

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Maximum screenings removal Discharge directly from tankers without buffering Fully automatic operation Eliminates blockages by effective rag removal

www.cdenviro.com CDEnviro Ltd, Ballyreagh Industrial Estate, Sandholes Road, Cookstown, BT80 9DG T: +44 28 8676 7900 F: +44 28 8676 7900 E: info@cdenviro.com IOW 178.indd 66 60D[ 7HPSODWH LQGG

29/4/13 15:24:03 30

DRAIN CENTER

ANOTHER FEATHER IN THE CAPPER FOR DRAIN CENTER Drain Center has announced the relaunch of Capper Plastics, which will front the company’s new industrial products range. Originally established more than 25 years ago, Capper Plastics was acquired by Wolseley UK and integrated into the Drain Center brand in 2003. The decision to relaunch the Capper Plastics brand demonstrates the company’s increased focus on industrial plastics and its considerable heritage within the market. Adam Pitt, national contracts manager for Drain Center, explains: “People often look to the past for brands that are tried, tested and trustworthy, and Capper Plastics ticks all these boxes. A well-known name within the industry, Capper Plastics is a brand with a wealth of knowledge and expertise that is still synonymous with delivering high-quality products to customers. “Although the Capper Plastics name was superseded by Drain Center, the strength of the brand has always stayed strong. We have never lost our enthusiasm for selling industrial plastics, and bringing back Capper Plastics as part of Drain Center means we can continue to build on our reputation within the industry.”

student residences. The redevelopment respects Cambridge’s architectural heritage by preserving the listed railway building and an original flour mill, while the new buildings have been designed to integrate with the current surroundings.

A recent success story that highlights Capper Plastics expertise involves a project with Rolec mechanical Services in Cambridge. Just as Capper Plastics calls on its extensive heritage to offer cutting-edge industrial plastic solutions, the development in Cambridge aims to capture the city’s past while helping to create its future. The CB1 project is an urban multi-use development in the heart of Cambridge city centre. It involves the regeneration of the station road area of the city, including a state of the art transport interchange, premium residential, retail and hotel space and purpose build

they have the specialist product and service offering we need on large projects like this.”

As part of the development, Hill Partnerships is restoring Fosters mill, built in 1896, to its former glory and converting it into apartments and residential pavilion buildings for affordable housing. As main contractor, Hill Partnerships chose Rolec to install all mechanical and electrical services for the residential development. Rolec selected supply partner Drain Center to provide all of the Durapipe metric ABS and HTA pipe and fittings for the cold water supply to all 169 new and refurbished homes being built during the project. mark Tuffnell, CB1 project manager at Rolec mechanical Services, explains: “We chose Drain Center in Stevenage as supply partner for this project because we have a good relationship with the branch and know they deliver good service and competitive pricing. We have used them to supply industrial plastics in the past, and we’re confident

Adam Pitt concludes: “It is fitting that this regeneration project is our first contract under the re-launched Capper Plastics division at Drain Center. The CB1 project preserves important buildings from the past and combines them with new design to transform the city centre. At Drain Center, we are also trying to preserve some of the past by bringing back Capper Plastics, a vintage brand that is well known in the industry and combining it with new levels of service and a wider product offering to give our customers a specialist industrial plastics division.” The CB1 project is expected to be completed by summer 2013. Working with the leading manufacturers from within the sector, such as Durapipe and George Fischer, Capper Plastics offers a comprehensive range of industrial pipes and fittings through 18 Drain Center branches nationwide. For more details, visit www.draincenter.co.uk

"People often look to the past for brands that are tried, tested and trustworthy, and Capper Plastics ticks all these boxes." Adam Pitt, national contracts manager for Drain Center

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PAlINTEST

PAlINTEST PARTNERS UP WITH DURHAM WIlDlIFE TRUST FOR ENvIRONMENTAl MONITORINg PROjECT Palintest Ltd, the leader in water analysis, is delighted to support the Durham Wildlife Trust’s Living Waterways Project with its portable water chemistry analysis equipment. The project is an Environment Agency initiative that aims to find sustainable solutions to the problems caused by urban diffuse pollution in our local rivers. A major part of the project requires the analysis of water chemistry at a number of project sites. To facilitate this, Palintest Ltd has loaned a macro 900 WQS to the Wildlife Trust, enabling project staff to carry out easy, accurate and reliable testing of key parameters such as Dissolved Oxygen and pH level. The company has also supplied a set of additional visual test kits for the project. Living Waterways Project Officer, michael Rogers, states that the data gathered in the field “is invaluable, as it provides a base from which all our work will be monitored in the future, to see and show the real difference we are making!” The study aims to help improve the ecological status of urban water bodies across the North East. This is done through wildlife habitat creation coupled with efforts to raise community awareness and interest in local streams and waterways. Reliable, accurate and easy-to-use on-site testing is crucial to the education process and on-going environmental upkeep.

Carrier Rental Systems – creating the perfect temperature for your business

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Cooling & Heating Chillers: We have a large fleet of chillers and portable air conditioning units either for hire or sale available for all types of environment and industry sectors. We have a wide selection of energy efficient Carrier chillers with the latest technologies that are used in different applications and environments from air conditioning to process cooling. Our chillers range from 10kW to 1200kW.

Heating: We have a large fleet of portable heaters either for hire or sale available for all types of environment and industry sectors. Our heaters are selected to provide high efficiency with low running costs and are built to withstand the needs of all commercial and industrial uses. They range from 1kW to 500kW and can be coupled together to increase capacity.

Pumps & Power Pumps:

SLD Pumps & Power are the UK’s leading pump and generator company. Our highly invested fleet of equipment ranges from submersible, hydraulic submersible, air pumps and standard versatile diesel pumps, to extreme specialist high head diesel pumps. Pumps available in Atex Rated and DNV frames Power: SLD Pumps & Power we don’t just hire out generators. Many years of research and

development has gone into the assembly of SLD’s diverse fleet of equipment for hire in the UK. The sheer size of the fleet and knowledge from over 60 years of experience is your guarantee that you will always get the correct solution for any of your applications.

SLD Pumps & Power – supplying the perfect solution for your business

0800 146 763 Turn to the rental experts

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ABB

Water companies put effort into saving energy UK water companies are most often in the spotlight for their performance in the area of water quality. However, in common with other areas of industry, UK water operators are also major energy users and are making big efforts to keep energy consumption under control, says Tony Hoyle of ABB. When it comes to energy use, the UK’s water and wastewater treatment industry is a hungry beast. Taking into account the abstraction, treatment, storage, supply, discharge and recycling of water, the UK’s water companies collectively use a staggering 9,016GWh per year of electricity, making the industry responsible for one percent of the country’s annual carbon dioxide emissions. Faced with steadily rising energy prices on the one hand, and the need to reduce carbon emissions on the other, these companies are ever more aware of the need to measure and control energy consumption as closely as possible. For this reason, growing attention is being paid to assessing not just obvious areas such as pumping throughout the distribution network, but also the efficiency of individual treatment processes, which, if managed effectively, can make significant contributions to overall energy savings.

Aerobic exercise A good starting point for energy savings is the aeration plant. Pumping air to aeration tanks can account for over 70 percent of the energy consumption on a typical sewage treatment plant. Regulated dissolved oxygen levels optimise the rate of tank aeration and reduce pumping requirements. They also provide a stable environment for the micro-organisms that process the wastewater, which reduces sludge production and chemical usage. Aeration can be achieved by mechanical agitation or by the use of diffusers to feed air bubbles into the mass of sewage. The object is to keep dissolved oxygen levels just above the critical 2mgl-1 needed to keep micro-organisms working at their peak. Raising oxygen levels beyond this wastes energy, so keeping a close check on dissolved oxygen levels using dissolved oxygen analysis equipment is a vital part of any energy efficiency initiative. Information from this equipment can then be used to control variable speed drives on motors regulating the aeration tank air feed pumps or to control the speed of an agitator. Where the source of the oxygen is compressed air, over-aeration can prove even more expensive. This is because compressors turn around 90 percent of the energy they use into waste heat, which effectively makes compressed air ten times as expensive as electricity. Keeping track of compressed air usage is therefore paramount to controlling energy consumption. One way to measure compressed air consumption is to use thermal mass meters. These types of meters

directly measure mass flow, presenting a lower cost, simpler alternative to volumetric methods. They also offer a turndown ratio of 150:1, providing excellent measurement accuracy. Alternatively, where installation space is at a premium, swirl meters may offer the best solution.

Driving success Possibly the biggest potential for energy savings in any water network lies in the drives that control pumping operations throughout the network. Typically, reducing the speed of a pump from 100% to 80% can cut energy consumption by up to 50%. But every kW of energy consumption that is saved has a number of benefits, including operational cost, maintenance and environmental impact. The best way to realise these potential savings is to use the latest variable speed drive technology. A modern drive will cause substantially lower energy losses in a motor than an older unit, so the whole system needs to be considered.

which enable leaks and other problems to be immediately traced and rectified.

Energy audit The starting point for any successful energy saving plan is to determine just where energy can be saved. Using instrumentation to measure process effectiveness is one key way of achieving this. Where pumps, motors and drives are concerned, regular energy audits present a good solution. Typically, such audits should look at all aspects of operation, including the condition, age, efficiency, performance, usage habits and other parameters of the installed equipment. This information can then be used to identify potential areas for improved efficiency and performance.

The greater part of the electricity used in industry, approximately two-thirds, is used by electric motors. With hundreds of motors being used throughout the UK water network, taking steps to manage the performance of motor equipment is essential in any attempts to save energy.

The information from an energy audit can also be useful in assessing the potential payback that can be achieved by adopting the latest technology. This is particularly important as operators increasingly begin to embrace the idea of total cost of ownership. One reason for this is the growing trend toward companies outsourcing responsibility for both supplying and running equipment to contractors, which must ensure they opt for the solutions offering best value for money over the long term.

The lion’s share of energy is used in simply pumping the water, waste water and sewage around a network. Thames Water, for example, has recently cut its energy use by 5.4GWh simply by improving pumping at various points throughout its water distribution and sewage treatment networks.

A site-wide energy audit may also assess the fuel sources being used and propose alternatives where appropriate. Some audits even address the possibility of installing renewable energy technologies, such as solar panels and wind turbines, or the use of biomass, increasingly relevant in sewage treatment plants.

Manage through measurement

Auditors also consider financial benefits in addition to actual energy savings. For example, the auditor may suggest operational changes that could potentially change the tariff paid by the company. This may be as simple as not using certain non-essential equipment during periods of peak demand. Depending on the energy pricing structure, implementing such changes can result in significant economic savings.

It’s also universally true that you can’t control what you can’t measure, so it follows that accurate flowmeters are a type of instrument that water companies should be committing a lot more investment to, if they seriously intend to keep pumping costs down. After all, why waste energy pumping water out of leaky pipes? Leakage reduction and control initiatives are often only considered as water saving measures or as a response to public pressures. However, there is a substantial energy saving to be made by reducing leakage. Even if networks are gravity fed, water will have been pumped somewhere in the cycle. Pressure is being applied to water companies by Ofwat to more accurately identify and address leaks throughout their supply networks. This has already led some to employ new technologies providing more accurate monitoring and featuring additional capabilities, such as remote GSM communication,

Water and waste treatment operators face significant challenges. For some, increasing demands make it difficult to keep energy costs under control. However, in common with the rest of industry, rising prices and the need to minimise environmental impact mean that it’s more important than ever to get to grips with energy. For more information, visit www.edie.net/abb/energy or email moreinstrumentation@gb.abb.com ref. ‘energy’

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ATg Uv TECHNOlOgy – THE NExT gENERATION OF AMAlgAM Uv SySTEMS atg UV Technology have launched their new range of 800 Watt, low pressure amalgam UV systems utilising the very latest in amalgam UV lamp technology. The UVLW range will be the first commercially available 800 Watt UV system on the market, and is aimed the municipal industry for disinfection of both drinking water and waste water. The atg UV Technology UVLW design will offer the electrical and disinfection efficiencies of current low pressure systems, with the advantages of medium pressure, such as the ability to treat large flows, poor quality water and a much smaller installation footprint. The amalgam lamp technology will be incorporated into closed vessel UV reactors from 6 inches to over 30 inches and will be targeted for use in a wide range of applications including drinking water, waste water, water re-use, advanced oxidation and industrial process water. In addition, the UVLW will be tested to the new NWRI (California Title 22) Validation Standards. This significant advancement in product development will allow atg UV Technology to offer an energy efficient, high output system that will use the lowest number of lamps within the most compact, small foot print system available on the market in relation to UV output. For further information on any aspect of Ultraviolet treatment, please contact atg UV Technology on: +44 (0)1942 216161, or visit www.atguv.com

UV DISINFECTION A HIGHLY EFFECTIVE & CHEMICAL FREE SOLUTION FOR WATER TREATMENT FOR DRINKING WATER, WASTE WATER, REUSE & INDUSTRIAL WATER TREATMENT

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Chemical Free, Green Solution High Disinfection Efﬁciency 1 - 5 Log Reduction Fully Automatic Cannot be Overdosed Capacities from 1.0 - 5,000 m3/hr

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VEOLIA WATER

Veolia implements Virtual Control Centre Veolia Water is leading the way in the evolution of intelligent networks as it utilises a ground-breaking cloud-based technology to manage its water and wastewater services in the Tidworth and Perham Down areas of Wiltshire.

Until recently the water and wastewater assets at Tidworth were monitored by a conventional telemetry system which required a 24-hour manned control room. But now a new cloud-based platform has replaced the control centre and is paving the way for Veolia's Integrated Intelligent Operations system - ViiO.

in Tidworth. It has been working successfully since November 2012.

for investment in expensive bespoke hardware and software.

The new software has provided a real-time solution that integrates operational and fixed asset data to create a virtual control centre, which provides clear alerts and control capability with no need for human monitoring and assessment.

Veolia Water’s Service Delivery Manager Dave Nicholl, said: “We had a pressing need to implement a new monitoring and control system. Aquamatix understood and interpreted our needs so, together, we could create a cost-effective and tailored solution that is right for us. It has not only replaced the control centre, it has improved our visibility of on the ground operations, allowing us to make more informed decisions about our asset operations.”

Laurie Reynolds, Managing Director of Aquamatix, said: “WaterWorX™ delivers a performance orientated, real-time monitoring solution that extends beyond the capability of conventional SCADA systems by enabling the integration of data with other operational systems, such as asset management and GIS. The implementation at Tidworth replaces and enhances the existing telemetry alarm reporting system and is a step change towards real-time operations.”

Software company Aquamatix helped deliver the solution known as WaterWorX™, which not only monitors, but allows informed decisions to be made to improve the water and sewerage services

The new system will reduce Veolia’s development time and cost for new installations and simplify asset automation, monitoring and control. It connects water industry assets without the need

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KIJLSTRA

Kijlstra adds huge tank to its armoury With any construction project, time is money. The quicker you can get on site and the less time you spend there, the lower the cost.

This was one of the main reasons why NMC Nomenca, the main contractor on Severn Trent Water’s £2.8 million sewage tertiary treatment works project at Crankley Point in Newark, Nottinghamshire, built the facility’s new activated sludge plant using precast concrete sections. The tank is a large, complex concrete structure, located below ground and designed to treat sewage effluent. Measuring almost 60m in length, 15m in width and approximately 6m in depth, the tank will incorporate two mixers and a series of lanes and cubicles when completed. “Although we have supplied NMC Nomenca with CSOs and other small precast units in the past, this is the first major structure we’ve designed for them” says Steve Righton, director with Kijlstra, the Stratford upon Avon-based precast concrete manufacturer which supplied the tank. On the strength of previous successes with not only Kijlstra’s products but also its design capability, NMC Nomenca asked Kijlstra UK to propose a precast solution for the Crankley Point installation. “Precast is so much easier to work with, especially on a scheme like this” explains Mr Righton. “A lot of water industry projects are located near watercourses and on poor ground which is where the speed of precast really helps”. Constructing an insitu concrete tank below ground often requires extensive sheet piling and propping to support the excavation, and often involves a considerable amount of time within the excavation to erect formwork, fix steelwork,

pour concrete and strip the formwork afterwards. There is also the additional delivery and storage of plant, equipment, fasteners and materials to site, that an of-site precast solution avoids the need for.

precast – it’s been a success. It’s accelerated the programme, given us greater control over quality and reduced risks due to things like working at height, working in confined spaces and exposure to hazardous substances like wet concrete.”

At Crankley Point, the ground was relatively stable, but the water table was high being sited directly next to the River Trent. “De-watering and working in deep excavations for long periods of time can present real problems with traditional approaches” says Kijlstra’s Mr Righton “But with precast you’re usually in and out quickly and you’re handling less materials.

“It’s also helped us reduce our carbon footprint by drastically cutting the number of vehicle movements to and from the site” he adds.

The Crankley Point tank was designed and manufactured so that each component could be delivered to site and lifted into position without delay and reduced site labour. Installation of the tank began in October 2012 and was almost finished when flooding halted site operations during the last week of November. “The job will have taken about 40 working days. And although it’s quicker than using insitu concrete, we think it could have been even quicker still” said Mr. Righton Kijlstra’s £670,000.00 NEC3 subcontract has provided valuable lessons for both Kijlstra and the main contractor, which will be taken forward onto future contracts. While installation took longer than was anticipated quality and site safety benefited considerably, according to NMC Nomenca’s supply chain manager Matthew Barney: “We’re pleased with the decision to choose

James Kay, NMC Nomenca’s project manager at Crankley Point, says that the Kijlstra system made site work safer and easier. “Installation was debris-free and the site was a lot tidier than it would have been using insitu concrete. There was far less risk of slips, trips and falls. “The structure was like a big jigsaw and the concrete finish was excellent. It’s ideal for intricate structures (there were about 180 panels on this job) which would be very fiddly if you were having to erect formwork and fix reinforcing steel.” After erection of the precast panels, the finished tank must undergo tests to ensure that there are no leaks and that the structure has sufficient strength. This involves filling the tank with water to full depth before the excavation is back-filled. Hence the tank has to be self-supporting and to ensure that it is, a reinforced concrete ring-beam is stitched and bolted around the entire perimeter edge. Successful testing was carried out on the structure during February 2013. This was carried out to CESWI specification and involved water testing prior to backfill.

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The Service Incentive Mechanism – more pressure required? The Consumer Council for Water (CCWater) plays a crucial role in representing the vision of water customers and pressing water companies across England Wales to continually improve their customer service. When CCWater was set up in 2005 we were faced with rapidly rising numbers of customers complaining to their water companies. In order to bring about change we worked closely with the industry and put a lot of pressure on individual water companies, particularly the worst performers, to get service improvements for water customers. We also negotiated with Ofwat and the industry to get the old regulatory compliance regime - the Overall Performance Assessment replaced with a new one the Service Incentive Mechanism (SIM) with sharper incentives for the industry. Our pressure on water companies worked, the introduction of SIM has undoubtedly helped. The numbers of customers writing to complain to their water companies has come down by 40% since 2007/08. CCWater investigations into complaints about water companies are reducing, and overall, customers seem to be getting a better service and are more satisfied as a result. However, we believe that the water companies still need even stronger incentives to get them, and their boards, focussing relentlessly on satisfying their customers and fixing problems for customers, and SIM as a basis for this has some flaws. There are certainly some basic weaknesses in the quantitative component of the SIM. There is evidence that some companies, perversely, are reluctant to communicate with their customers in case it increases customer contact and as a result affects their SIM score negatively. Another

weakness of SIM has been the inconsistency in the way companies report customer contacts, making valid data comparisons across the industry difficult, and potentially unfair penalties being imposed. Perhaps even more importantly, in the view of CCWater the current financial incentives and penalties associated with SIM (+0.5% to -1.0% of revenue) are insufficient. We believe that bigger financial incentives and penalties would encourage all water companies to work even harder to sort problems out in a way that is satisfactory for customers who have to complain. Certainly the bigger impact on the bottom line the more company Boards sit up and pay attention. CCWater firmly believes that a stronger incentive on SIM would reinforce the need for companies to satisfy complainants and communicate well with customers. If this was put in place then the quantitative element, with its shortcomings, could arguably be scrapped all together. Beyond complaints, the industry is facing a range of long-term challenges. In order to maintain legitimacy, if prices rise over the next twenty years, as they have over the last twenty, to pay for further improvement to the system, water companies need to improve their overall customer perception. Many customers tell us through our annual customer research and complaints work, that they are still not satisfied with the value for money from their water company, even though they may be more satisfied with the service.

Dame Yve Buckland

The water industry cannot ignore these underlying views if it’s going to avoid the sort of customer, media and political concerns that have been evident in South West England as a result of its comparatively higher water bills. Also, recent public and political disquiet over rising energy charges demonstrates what happens when an industry loses ‘legitimacy’, even in a competitive market. So the regulatory incentive mechanism needs not only to strengthen SIM, but also to supplement SIM with a strong, separate incentive, one that is focused on keeping the generality of water company customers, not just those that have cause to complain, on side. Moreover, regulation needs to drive and focus the water industry on satisfying its customers through a variety of approaches in addition to and alongside the development of competition.

Our pressure on water companies worked, the introduction of SIM has undoubtedly helped. The numbers of customers writing to complain to their water companies has come down by 40% since 2007/08. CCWater investigations into complaints about water companies are reducing, and overall, customers seem to be getting a better service and are more satisfied as a result.

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FEATURE:SIM

The SIM and driving customer focus By Keith Mason

Senior Director of Finance and Networks, Ofwat

Water and sewerage is different to most sectors. Customers can’t shop around for the best deal, so it’s our job to make sure they are getting a fair deal. Back in 1989, when water and sewerage was privatised, the sector faced many challenges. These included crumbling infrastructure, widespread environmental pollution, and far too many basic customer service failures.

who are leading the pack will see a potential financial benefit in 2015. Those who are lagging behind won’t.

Our approach since privatisation has achieved a lot. Our Overall Performance Assessment (OPA) was introduced in 1996, and was one key incentive to drive improvements. Complaint handling improved, and service is significantly better. Back in the early 90s you were more than five times as likely to be at risk of an unplanned supply interruption; eight times more likely to be at risk of having your house flooding by sewage; and well over 100 times more likely to be at risk of low water pressure.

looking beyond SIM

Yet by 2009 it had become clear that while the OPA had resulted in improvements, it had reached its limits. Companies’ OPA scores were bunching together at the top end. Rather than companies concentrating their energies on regulatory targets, with diminishing returns, we wanted them to become more focused on the customer experience.

Change from the OPA There were no easy off-the-peg solutions. We had to innovate and took the lead in developing the Service Incentive mechanism (SIm) – the first such regulatory tool of its kind. It moved away from a tick-box approach to putting the customer experience at the heart of the incentive. The direct experience of the customer is a much more powerful indicator of good service than whether a phone is picked up after a certain number of rings. It is still early days, but the initial signs are positive. The SIm has been a good step forward in making sure companies focus on what customers, not regulators, want. And performance looks to have improved. The SIm has been well received by consumer groups and companies. Of course, some companies are doing better than others. Those

Yet it is no time for complacency, and there is a bigger picture here. We are at a crossroads. We are proposing to carry on using the SIm at the next price review, but it is not a silver bullet, and there is still significant scope for improvement in customer service. When you look at customers’ experience in competitive sectors, such as the mobile phone market, water companies still have a way to go. We come across too many examples where customers – both business and household - are being let down. From lack of business account managers or no 24 hour hotlines for large users to companies sending out bills without even an acknowledgment – yet alone explanation – that the bill had gone up; a 1,400 site business customer receiving 4,000 paper bills a year to a pensioner being faced with a £17,000 bill due to a leak on a pipe. Some companies are better than others, but there is still a monopoly culture. One which still says, “The regulator told us we can”, or “legally we can do this”, rather than thinking: what does my customer need? What does good customer service look like? What would I do to keep this customer in a competitive environment?

Opening up markets Regulation will always be second best to the market in driving customer-focused performance. The government’s commitment to increasing competition in the business sector is very welcome; a look at Scotland shows the benefits. There, a third of customers have tendered their water contracts, almost 60% of customers have secured price discounts and many customers are receiving new and enhanced services, in particular helping them to save water.

Yet opening up markets cannot be the only answer. most clearly, household customers can’t shop around, so we need to make sure they are protected.

Increasing the customer focus Customer focus is a much bigger issue than just the SIm – it should be integral to everything a company does. So, in keeping with our SIm approach, we are looking to change the way we regulate, so that companies become more customer-focused in their business planning. Our proposals for the 2014 price review, which will set price limits for 2015 – 20, are looking to drive better engagement by companies with their customers. We want companies to better understand customers’ priorities, and be more accountable for delivering what they want over the long term. We are making sure customers have a greater voice. We have overseen the creation of independent Customer Challenge Groups for each company. These are there to make sure companies are engaging properly with their customers and reflecting their views in companies’ business plans for 2015 – 20. This represents a change in culture for us all – not just companies, but for us as a regulator. Yet we all need to make that change if the sector is to remain legitimate in the eyes of customers, and develop answers for the tough questions we face. Household budgets are under increasing pressure, yet it is getting harder to manage our precious water supplies in the face of a growing population and more unpredictable weather. We are acutely aware that households won’t want to see any change in bills that is not absolutely necessary, while they will expect continued improvement in the level of service they receive. Our changes will empower companies to rise to that challenge.

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The Service Incentive Mechanism – Working for Customers? By Richard Barton,

Customer Services Manager, Sembcorp Bournemouth Water

In a competitive market consumers can make choices based on price, levels of service, recommendations and brand loyalty. Unlike other sectors the water industry is not subject to this kind of competition. In 1999 Ofwat introduced the Overall Performance Assessment (OPA) as a way of incentivising Water

Companies to improve their performance against specific measures defined by the Regulator. The measure served the Industry well for a number of years However, over time, companies improved their technical performance and OPA scores bunched together near the maximum achievable resulting in its effectiveness being diminished. It was also felt by the Regulator that the OPA did not encourage Water companies to find out what customers actually wanted. As a result and after consultation with companies and other stakeholders the Service Incentive Mechanism (SIM) was introduced by Ofwat in April 2010 as a replacement for the OPA score. The first year (2010/11) was a trial reporting year with no financial incentives applied to the score. However from 2011/12 all companies will have a financial adjustment applied to their turnover based on their SIM score and their relative position compared with all the companies. The range of the incentive is expected to be within the range +0.5% (for the best performers) to -1.0% of the company’s price limits for the worst performer. So has the SIM delivered benefits for water

customers in a monopolistic industry? Well on the face of it, it has certainly concentrated the mind of the water companies and the customer agenda has moved to the forefront of the companies thinking. At every industry conference, SIM and customer choice and expectations get a prominent mention. This clearly wasn’t always the case and the introduction of the SIM has forced the Industry to become more customer focussed. In a recent lecture at the Royal Academy of Engineering, Ofwat’s Chairman, Jonson Cox, reflected his views on six main themes following discussions with key water sector stakeholders. The first theme was all about customers before gritty issues such as water resources, financing, reform and PR14 to name a few. This might not have been the case previously. Has focussing on the customer improved anything though? The SIM scores reported by the companies and in particular the qualitative measure obtained from independent telephone surveys of water customers suggest that the Industry’s has improved since the SIM has been introduced. Although the year 2012/13 has not been reported at the time of writing this article,

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FEATURE:SIM country and spent large amounts of time on hold to these companies, often being unable to get satisfactory nor swift responses to our enquiries. Personally I don’t get this feeling from the geographically local water companies in the UK. However, it would seem that customers do not necessarily see things the same way, especially in terms of value. In the latest Value for Money report, CCW report that there is a 20% difference between Water Customers satisfaction with service and their satisfaction with value for money. Clearly what we do in terms of service is good but as an Industry we are not communicating well enough the value of our product in terms of price (and possibly benefits) compared to other utilities – even when our bills are generally cheaper than other utility bills.

it seems that further improvements by companies have been made - based on the customer satisfaction scores for the first three independent surveys of this current year. The garden is not entirely rosy though. In their annual complaints report 2011/12, The Consumer Council for Water (CCW) reported that for the fourth year in a row total customer complaints to Water Companies had reduced. There was a word of warning however that some customers are still being let down by companies and some customers are having to make too many repeat calls about the same issue. I firmly believe the water companies do deliver good customer service (or at least from my knowledge of them as both a consumer and an employee). The industry supplies a reliable, fairly priced, safe and very important product for the health and well being of all our customers which can often be taken for granted until it is not there. Responses to emergencies and queries are generally dealt with quickly and efficiently by local people who are generally customers of that very same water company. I am not aware of any water companies in the UK with major call centres outsourced overseas as are some of the other utility companies in other sectors. We will have all spoken to inpersonal advisors not based in this

As to the future, Ofwat may well apply rewards and penalties at PR14, and is currently proposing to continue with the SIM during the next AMP period. The Industry needs to continue to listen to their customers, keep them informed about what they are doing about any problems, and make the experience of dealing with us even better in the future At the heart of the Draft Water Bill published in July 2012 are measures to give all businesses and other non-household customers in England more choice by allowing them to switch suppliers. The basis for this legislation may be down to the fact that some major businesses have lobbied the government and the regulators stating the level of customer service they receive from the water companies is simply not good enough. This may well have been the case pre SIM but things have improved since the introduction of the measure, and will continue to get better if companies continue to really listen to their customers. Possibly had the Industry been further down their

current customer agenda the lobbying may have been less robust. Consultation has started on the best way to introduce competition but it would appear that when this does happen these customers could potentially be removed from coverage of the SIM as they would be participating in a fully competitive market. The full implications of this Bill are still to be resolved but I do have some personal concerns. Whilst the benefits are clear for the major water users or those with multiple sites throughout the country, smaller non household customers may not get the real benefits offered by competition especially in terms of price. The view that competition also offers better customer service may be correct in some instances but some retailers may wish not to have certain low revenue customers or high risk customers (in terms of revenue collecting), instead leaving them by default with incumbent suppliers. Will being out of the SIM mechanism leave these customers out on a limb – I hope not, but the SIM is an incentive measure and not being part of it could potentially leave these particular non household customers in no-mans-land. Overall I believe SIM has improved customer service. It has made us concentrate on the customer experience as well as the provision of a wholesome, reliable safe product. It has also made us realise we need to communicate and listen more, telling our customers about what we do and what they get and listening to their concerns and responding quickly and substantially to them. The introduction of SIM has certainly helped the pace of change in this regard and although the threat of the incentive mechanism or competition shouldn’t have been the catalyst for this change it has probably been the main driver for some. The foundation of course for SIM has been the amount of work and investment in previous AMP periods which underpins the safe, secure supply of water to our customers. Without this important element true high customer service could not be met.

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Internally we have three major aspirations – 1. We’re easy to deal with 2. We’ll fix it first time or keep customers informed if we can’t 3. We are friendly and helpful These values run throughout Yorkshire Water, but also through our contract partners. We emphasise how important these values are by using a text system which asks customers to rate their experience of us or our contractors immediately after they’ve had contact. This gives us real-time data on which to act, as well as a really accurate handle on how the customers we’ve interacted with are feeling. We use the negative responses to make changes and the positive ones to provide praise to our colleagues.

Treat customers well and SIM will follow At the heart of Yorkshire Water is a desire to be a leader in customer service. While SIM hasn’t created that desire, it has certainly amplified the need for it and helped colleagues understand the link between how we treat our customers and how we’re viewed by our regulator. Being held to account publically in the way that SIm does ensures that customer service is high up on the agenda, and this is no bad thing. Treat customers well and good SIm scores will follow. However, we find that the qualitative measures within SIm are far more accurate than the quantitative ones. For example, customers are more likely to contact their water company if they receive both clean water and sewerage services from it. In some areas of the country people have a different company for each of these, meaning simple number-counting of contacts is effectively

comparing apples with oranges. That’s why we welcome the findings of the research by UK Water Industry Research and the Consumer Council for Water which suggest that a heavier weighting for qualitative measures would be a more effective way to assess the customer service we provide.

It seems we’re doing a good job too. Recent independent research by the UK Customer Service Institute ranked us top of the utility sector for customer service. And that’s a key point. When customers form a view on their water company they probably aren’t benchmarking us against other water companies. They’re thinking about other service providers – utilities, supermarkets and other retailers. In the age of ordering something at 9.30pm and it being delivered the next day, customer expectations of all organisations have never been higher. Our customers have many interactions with us – by walking around our reservoirs, playing on Yorkshire’s beaches or benefitting from one of our community projects. We recognise that all of these opportunities to form a view of us matter, not just the ones which result in a phone call, email or letter. For these reasons we would support moving to a qualitative-only SIm, based on a broader suite of satisfaction measures. This will help to drive companies to be more innovative in their relationships with their customers.

Our aspirations SIm is a useful evaluation mechanism, but by no means the only one we have in our toolkit.

it seems we’re doing a good job too. Recent independent research by the uK Customer Service institute ranked us top of the utility sector for customer service. And that’s a key point. By Richard Flint, Chief Executive, Yorkshire Water

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NORTHERNAREANEWS

â&#x20AC;&#x153;Scope and cost in a few clicks of a mouseâ&#x20AC;? On the 28th February 25 members of the Northern Area attended an evening seminar hosted by Northumbrian Water. The subject of this seminar was a new approach to cost estimation and the speakers were John McGovern, Head of Investment Delivery and Josh Gill, Process Engineer both of Northumbrian Water. Following an excellent buffet, John opened the seminar by highlighting how good quality cost estimation is fundamental to decision making in asset management. The traditional approach to cost estimation was then detailed which typically involved ongoing and circular discussions between asset planners, engineers and cost estimators. These discussions would typically take lots of time and form filling before someone could ultimately put a price to a particular job. All of these issues are quite significant when there is a particularly high demand for cost estimates, for example when preparing for a periodic review some estimates could take upto a month to complete and cost upto ÂŁ10,000. John went on to explain the Eureka moment that saw how cost estimation and engineering could be built into the 1 cost estimation tool and be delivered through 1 single user interface. This tool has since been developed and is known

as iMOD. By entering specific asset needs and considering certain engineering specifications and costing modules, the tool allows the generation of a list of outputs that will include a bill of quantities and estimated project costs among other items. Once a project is tendered and ultimately delivered, the project out-turn costs can then be used to further refine the costing element of the tool to enhance its accuracy in future. To date, the iMOD tool has been used to generate 300 estimates within Northumbrian Water and these have been across the whole asset base including treatment works upgrades and major trunk main extensions. Productivity has also been increased significantly over and above the traditional approach with an average run-rate of 2.5 estimates per estimator per day. Additional recognised benefits include the fact that the tool allows for opex profiling of capital schemes

and the provision of very rapid engineering cost assessments to aid business decision making. Further development of the tool is also planned and this will also include an improved user interface and the provision of more models to cover a wider range of the current asset base. Following the presentation, Josh provided a full demonstration of the iMOD software and this showed how the provision of some basic asset needs could quite promptly be used to generate some project costings. Given the number of questions and feedback provided the seminar was certainly a success with a clear interest in cost estimation being taken from guests from across northern England and Scotland. Well done to both John and Josh for providing an interesting and informative presentation.

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MIDLANDSAREANEWS

Midlands Area Annual Dinner & Dance

Private Drains and Sewers – 1 Year On! On 22nd January 2013, over 60 brave souls battled the snow and ice to listen to the experiences in the Midlands of private drains and sewers since they transferred over to Water and Sewerage Companies on 1st October 2011. Bob Stear, Planning & Performance Manager from Severn Trent Water, tested the group’s knowledge of the legislation – luckily there were many correct answers! Bob then took the group through some of the assumptions behind Severn Trent Water’s thinking for AMP6 and some of the future work planned. After showing everyone an example of a private sewer repair that had taken several months and hundreds of thousands of pounds to resolve, I think the group really began to understand some of the challenges! He also amused everyone with pictures of private pumping stations that had been landscaped by green fingered home owners to become part of

their garden. Naturally this creates issues with gaining access without causing damage and increases health and safety risks as operators try to work around picket fences! Peter Walsh, General Manager for the Sewerage Commercial Model from Enterprise PLC, then took the group through some of the issues the teams were facing daily on site – everything from working space restrictions, to unknown pipe locations to dogs! Following both presentations, there was a lively question and answer session – both presentations clearly gave everyone plenty of food for thought. Thank you to both Bob and Peter for two entertaining and informative presentations.

150 Industry Professionals and their guests attended the Midlands Area Dinner and Dance in the quaint setting of Stratfordupon-Avon to celebrate the end of a successful year of events and welcome our incoming President, Simon Cocks, Waste Water Services Director from Severn Trent Water.

Guests at the black tie event were treated to a fine meal, before the hand over of the chain of Office from the outgoing President, Colin Wayper. Additionally, it was announced that Gill Wood will be stepping into the role of Treasurer this year, enabling Natalie Akroyd to take up her new position as Chair. Sarah Williams, outgoing Chair will remain on the committee. The companies represented at the evening all kindly donated some great quality prizes, which ranged from signed football memorabilia to Champagne, to handheld video recorders. Thanks to the generosity of those in attendance, we raised an incredible £1,200 for WaterAid. We were then treated to a live performance from the 10 piece ‘Big Mac’s Wholly Soul Band’. They have played internationally, supported The Commitments and played on line ups with everyone from Jools Holland to Van Morrison to Shed7, and they didn’t disappoint, filliong the dance floor by the end of their set! I would like to extend our thanks to everyone who supported this event, making it such a success.

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NORTHERNIRELANDAREANEWS Institute of Water NI Area On Wednesday 6th February 2013 we held a joint event with CIWEM in Malone House, Belfast when over 60 members and non-members from both organisations attended. The subject was “Protecting our Bathing Waters” – Benone Area Sewerage scheme’. The Officers mess in Ebrington which will be converted to a boutique hotel.

IW visit to Ebrington The IW visitors iconic Peace Bridge which joins Ebrington to the city centre

Michael Donnelly of NI Water gave an overview of the scheme which will incorporate 5 existing sewerage catchments (Benone/downhill, MOD Prison, plus 3 small hamlets) all of which are overloaded. A number of unique problems exist in the area including Sand Dunes, ASSI area, WWII Batteries and seasonal fluctuations in population as a seaside resort.

Northern Ireland Area holds site visit to Ebrington Site, Derry, UK City of Culture 2013! On Wednesday 13th March, the Northern Ireland Area organised a site visit to the Ebrington site on the banks of the River Foyle in Derry , the 2013 UK City of Culture. Fifteen members attended this visit hosted by Alan Armstrong, Site Manager, and Angela Hughes Strategy and Regeneration Manager with Ilex, the body charged with the regeneration of the site. Alan gave a great history of the site throughout the visit. Ebrington is an impressive 26 acres in size and is a former military base dating back to 1841. The centrepiece of the site is the historic Star Fort laid out on three sides around the former parade ground and overlooking the River Foyle. From 1940 Ebrington was occupied by the Navy and renamed HMS Ferret and was used as the main naval base for the Battle of the Atlantic in World War II. It was subsequently renamed HMS Sea Eagle in 1947. The site reverted back to military use and its original name of Ebrington in 1970 and was gifted to the people of Northern Ireland in 2003 as part of the peace process.

During the tour of the site Alan discussed how the buildings have been regenerated and their current and future use. When the regeneration of Ebrington is complete it will be a mixed use site for residential, commercial, arts and culture. There has been substantial conservation work to the listed buildings surrounding the former Parade Ground , which has now been renamed Ebrington Square and transformed to a high quality public realm incorporating a major concert / exhibition area. Of particular interest to the visitors was the Officers’ Mess which will be marketed as a boutique hotel , and the Cunningham building which will become a licensed restaurant. The Turner building was also of great interest , hosting the Turner prize as part of the UK City of Culture celebrations. From Ebrington , the visitors from the Institute of Water were treated to a walk over the Peace Bridge, a lightweight iconic ‘S’ shaped bridge, which brings Ebrington into an expanded city centre. NI Area Secretary George Irvine thanked Alan and Angela for their hospitality and very informative tour, which was enjoyed immensely by all who attended.

Alan Lavery of AECOM then discussed the constraints and difficulties in selecting a site and solutions. Five sites were considered but the preferred site was option 5 near the MOD Property. Existing catchments will be pumped to new Treatment Works which will have a 30 BOD 50 Suspended Solids standard. The objectives and benefits of the scheme will be to rationalise WW Treatment in the area with a modern WW treatment Works that protects local bathing waters, shell fish beds and ASSI’s. The design population was 2500 minimum to 8600 maximum. The Scheme is an £8m investment and 5 tenders selected for assessment with the contract awarded to BSG Engineering/WIS/Doran Consulting. Geoff Johnston of Doran Consulting outlined the design problems which included septicity at pumping stations/ pumping mains and this necessitated the use of Nitrate Dosing. The WW Treatment Works include 2 Primary settlement tanks, 2 Final settlement tanks and aeration tanks wrapped around the final settlement tanks. Tertiary treatment is cloth filters and UV treatment. Sludge storage is also provided. Aidan Diamond of Williams Industrial Services presented some of the problems in construction including the ASSI’s, unexploded ordnance, nature reserve, laying outfall along the beach, maintaining existing works, poor ground conditions. Liaison with stakeholders was essential, Archaeologists, 6 different government bodies, local population, schools etc. Dewatering and sheet piling had to be deployed. The Sea outfall was built on land and moved out to sea. Construction commenced in May 2012 and it is expected testing and commissioning will commence towards the end May 2013. A very lively question and answer session followed after which Fergus Kerr Chairman of CIWEM thanked the speakers for their excellent presentations and also the audience for such a good turnout.

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SOUTHEASTAREANEWS

International Event – Thursday 7 February 2013 The South East Area’s first event of 2013 was aimed to give members an insight into the challenges faced by other countries when it comes to water management, flooding and asset construction. Ameer Abro (Consultant and South East Area Committee Member) gave a presentation on the major flooding experienced in Pakistan following rising water levels from the River Indus. The first in 2010 saw an area of over 100,000 sq km cover by flood water which affected over 20 million people. There was an international response to these floods and included food deliveries, blankets and aid. The second floods occurred in 2011 and although smaller in scale than the 2010 floods still affect over 9 million people.

SE AGM – Brooklands Museum – Saturday 23 March 201 This years South East Area’s AGM was held at the Historic Brooklands Museum, home of the world’s first purpose built racing circuit. It was also the birthplace of British motorsport and aviation, home of Concorde and the site of many engineering and technological achievements throughout eight decades of the 20th century. Chairman Jim Marshall (Water UK) welcomed everybody and through his Chairman’s Report reflected on another good year for the area. The Young Persons Forum, WaterAid Challenge and the continued success of the Area’s weekend School were a few of the years highlights mentioned. It had also been a successful year in terms of membership. President Bob Collington (Thames Water) had successfully spread the word of the Institute to Thames employees and this has resulted in increased membership and also 2 new

committee members in Holly Banham and Chris Vinson. Unfortunately the committee said goodbye to Lucy Johnson who has recently moved to Sweden and the Jim put on record his thanks to Lucy for all her work whilst she was on the committee President Bob Collington then addressed the AGM noting that he had really enjoyed his year in position. He then proudly passed the chain of office over to Mel Karam (Southern Water). In his welcome words Mel noted the contribution of Bob has made on behalf of Thames in the previous year and committed to working to involve Southern Water in a similar vein in the coming year. After the AGM members explored the museum which included various aircraft, racing cars, motor bikes and an amazing collection of London Buses.

Ameer’s presentation also covered the major relief effort that took place and the mitigation that the country is now putting into place to mitigate against future floods. Dominic Molyneux (Head of Dams, Black & Veatch) then gave members an overview of the Mangla Dam in Pakistan and the major project required to raise the embankment of the dam so that it could continue to benefit the surrounding area in terms of water management, power production and flood control. Coupled to the engineering project some nearby towns also had to be re-located as part of the project and this resulted in a new city and four new towns. Michael J Hieatt (Technical Director, Black & Veatch) concluded the event with a presentation about the dams at Wadi Dayqah in Oman. The two dams were constructed around two or three years ago under an arid climate which made construction challenging under the conditions. The area is also subject to the occasional severe tropical cyclones and this was experienced at the very start of construction. This lead to a significant review of the dams design and further mitigation was introduced. Shortly after the dams were completed the area was hit by another similar cyclone which fully tested the new mitigation measures. All three presentations were well received and it was interesting to get an understanding of some of the international problems that other countries are faced with when it comes to water management. Thanks go to all three speakers for excellent presentations and to Black & Veatch for allowing us to hold the event at their Head Office in Redhill.

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SCOTTISHAREANEWS

Scottish Area AGM and President’s Dinner 2013 by Paul Maxwell and Kathy Auld

The Carlton Hotel, Prestwick, was the venue for the Scottish Area President’s Dinner and 58th AGM, on Saturday 16th March. The AGM business was concluded prior to the Presidents Dinner, with 12 members in attendance. Richard Anderson, Veolia Water, was officially welcomed to the position of Area President and Rob Mustard, Scottish Water, was introduced as the newest member of the committee as Area Vice President. Thanks was given to two retiring committee members, Ed Gunn and Willie Henderson and to Paul Sexton, outgoing Area Chair. Attention was given to the subject of Personal Development and the committee gave assurance of support in this area. Finally, thanks was given to Paul Maxwell, who has steered the Area to a very successful year, with great energy, determination and humour. He has enjoyed it so much, he has committed to taking over as Area Chair.

There was a record turnout at the Dinner/Dance of over 230 members, supporters and partners, and the night saw a packed dance floor in front of terrific local band Waterfront. The night was sponsored by CDEnviro, RZ Group and RMS, and was attended and supported by a number of companies active in the Scottish water industry, including McCrae Training, AECOM, Scottish Water Solutions, Veolia, Scottish Water, Seric Systems, Clancy Docwra, WGM Engineering, Rossshire Engineering, TATA Consultancy Services, CapGemini and EC Harris.

Paul Maxwell, the 2012/13 President, outlined the highlights of a successful year for the Institute in Scotland, including record numbers of Lunch & Learn attendees, a well attended Autumn Seminar, winning the Presidents Cup in London, and 55 new members since the last AGM. He then thanked the main organisers of the event, Kathy Auld and Caroline Jamieson (pictured), and handed over the reigns to the new President, Richard Anderson. (pictured). Richard outlined his intentions for the year, and also introduced his new Vice-President, Rob Mustard.

The event also hosted the 2nd Strictly Innovation Awards, which saw 19 entries, with the three short-listed finalists attending the dance, namely Hydrok UK (CWF Flushing System), Z-Tech (Mileage Management Software), and Technolog (GSM Electronic PRV Controller). Veolia, Strathkelvin Instruments and Scottish Water sponsored and judged the awards. Iain Washer, the Veolia judge, announced and presented the winners, Z-Tech, with their trophy. This was received by Luke Stanbridge of Z-Tech. (pictured). The Scottish Area wish Z-Tech the best of luck in the National competition, to be awarded at the National Presidents Dinner in Edinburgh in May.

Some great raffle prizes had been donated, including an iPad, Wii, Blackberry Playbook, several Hotel and luxury apartment stays, and golf outings at Turnberry, Gleneagles and Westerwood. The raffle and auctions for the golf raised an amazing total of £3,300, which is being donated to two charities, WaterAid and Butterfly Events, a local charity that has raised over £200,000 for Cancer Research. All in all, a great night was had by all, although some bleary eyes were to be seen next morning at breakfast, for those who made it in time!!

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SOUTHWESTAREANEWS

South West Area Innovation Event Six innovations went head to head in front of “the Dragons” and an South West Area audience to win the South West Area Innovations Award for 2013. Hosted by Bristol Water and sponsored by Primayer Ltd, the dragons and audience were treated to 6 excellent presentations, showing that innovation is alive and kicking in the South West.

Unfortunately in the end there could be only one winner, who will go on to represent the area at the National Conference. The winner was Ferret Technology Ltd for their Ferret leak location system.

Area President Phil mills, Bristol Water’s Operations Director Robert Brito and Incoming IOW National Chairperson Richard Barton revelled in their Dragon roles and quizzed the presenters with aplomb! They even donned the Dragons Den masks and waved their wads of money!

The Ferret leak location system is a device that delivers an innovative hydraulic solution for finding leaks in water pipes. The system significantly reduces the amount of time and number of excavations required to pinpoint and repair leaks, minimising disruption to the

customer’s property. Their patented technology provides a fast and accurate method for finding even the smallest leaks on smooth bore service pipelines made of plastic, copper and lead. Our thanks go to Frank Van der Kleij for arranging this great events, Primayer Ltd and Bristol Water for sponsoring the evening and to all the presenters and the dragons for their time and efforts. Well done to the Richard Ingham and his Ferret!

“i believe in being an innovator.” - Walt Disney

The Companies presenting their innovations were: Company

Innovation title

PAPA pumps/South West Water

Composite PAPA pump

NIVUS UK

NIVUS pipe sensor v magmeter

Exmoor mires project (South West Water, University of Exeter, Quest UAV)

Quest Earth water, using UAV technology to model upland peat land catchments, water storage and supply opportunities

WRc

Loadmon - Non contact wastewater load monitor

South West Water

Supply interruption mitigation - continuous supply

Cla-val (UK)

Energy harvesting Hydro turbines

Ferret Technology Ltd

Ferret Leak Location system

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SOUTH WEST AREA – WEEKEND SCHOOL 12-14 OCTOBER 2012 By Mandhy Senewiratne

Theme of the 2012 South West Weekend School was “Turning Water into Wine” an eye catching strap line but with a serious undertone. The WINE in this case (pardon the pun) meant the Wants, Interests, Needs and Expectations of customers going forward and how companies will understand and deliver these whilst adapting to changes from climate, legislation and significant population growth. Day one sought to raise and answer some of the questions. Colin Skellett provided an excellent and thought-provoking key note address on “Watering down the Whines”. He emphasised the need to keep customers informed through multiple channels including social media; the importance of sustainable bills through sustainable solutions; having trusted advocates and ensuring customer legitimacy – delivering what customers want in a way they understand at a price they can afford. Tony Smith from CCWater followed up with the ”Customer’s Own Wine List” – majoring on legitimacy, including satisfaction and willingness to pay; engagement, regulation and affordability, and communications to customers. Other perspectives on identifying customers’ WINES were presented by Jeremy Downer covering the UKWIR programme; Pauline Smith from EA on people, water and the environment and Tracey Legg from Sembcorp Bournemouth on their engagement process for PR14. Later sessions considered engaging customers and delivering WINES, with real life examples from Ciaran Nelson of Anglian Water on their aspirations and their Love Every Drop campaign; Jacob Tompkins of Waterwise on the customer’s role in demand reduction; Kathy Auld of Scottish Water providing the Scottish perspective and Simon Bennett of Daniel/Bristol Water covering their changed approach to customer excellence through training and creating the right impression. To avoid ‘death by PowerPoint’ the afternoon kicked off with a panel session looking at the challenges ahead for companies. Phill Mills chaired the session with Dr Stephen Bird of South West Water, Nick Ellins from Water UK, Kathy Auld and Jeremy Downer providing their insights on the challenges ahead before taking questions from the floor. Later in the afternoon Nick Ellins gave a graphic account of the drought “Building trust” and looking at the lessons learned. Dr Stephen Bird closed the day with his insight into how companies could continue to invest within customers’ willingness to pay, covering the spectrum of activity involved in developing

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the company’s strategy and business plans, that are both acceptable to customers and to stakeholders. The day was viewed as a great success by the 30 plus attendees. One commented that the programme and speaker line-up was equivalent to, if not better than, many of the expensive London conferences put on by professional conference organisers. What better positive feedback for the Institute? The Presidents dinner (as all other IoW black ties do’s) began as a well-mannered, civilized affair. It continued as tradition dictates with monies collected from all guests, for the Water-Aid raffle. However it seemed that three of our young guests from WRc (Fiona Webber, Andrea Petrolati, Colm Kelliher ) were to partake in the Swindon -Half marathon, on 14th October (straight after the weekend school) and were raising money for the Samaritans. Thus we decided to “think global and act local” and the £220 generously donated by the Weekend School delegates was passed on to the trio – who have in return promised to join IoW (or else suffer the consequences!)

The Superkids of WRc, Back Row L-R Fiona Webber, Andrea Petrolati, Jonny Butler. Front Row L-R Samantha Tank, Colm Kelliher The dinner ended unlike any other dinner before, with the gentleman folk abandoning the dance floor (no that’s not the unusual part), in favour of a football match –this author has no idea who played , or who won, but has vowed to ensure the absence of a television at the next venue she scopes for a dinner dance. “The men watching football”

One-half of the (unusually well scrubbed) SW Area committee. L-R (gents): Jason Harvey, Mark Hitchmough, Nick Ellis, Phill Mills, Julian Colingbourne. L-R (ladies): Karen Wright, Mandhy Senewiratne.

In a galaxy far far away…

L-R: Mandy Senewiratne (Halcrow), Adam Hosking (Halcrow), Nick Stubbs (Stubbs Rich LLP), Sally Sudworth (Environment Agency), Dr Russell Ford (CH2MHILL) Saturday morning dawned for Session 4: The Future Consumer and Customer Service in 2030 and the it transpired that the date was in fact 13 October 2030 (not 2012), and it seems that some 18 years had passed since many of the delegates had last seen each other – in the bar! The chair of the Session Mandhy Senewiratne, it transpired had spent the last 18 years on board the Engineering deck of the Star ship Enterprise, (as evident by the Star Trek badge…) in search of another blue planet, and had returned to Earth to understand what the water industry had been up to in the last 18 years, and how it had all gone so wrong. In the year 2030, sustainability in the water industry, or in fact any other industry had not been achieved – and the blue planet it seemed was muddied by the impacts of climate change and bloodied by relentless water wars.

SOUTHWESTAREANEWS

Adam Hoskins (Market Sector Manager for Coastal Engineering, Halcrow) stepped up to the task and explained that in the mid 90’s Forum for the Future (a not for profit sustainable development organization founded by Jonathon Porritt) had devised 5 Climate futures Scenarios, in order to enable organizations to deliver a sustainable future in a practical manner. Based on the best available scientific data at the time and consultations with more than 60 climate change experts from academia, politics, business, NGOs and the media, they devised the following 5 scenarios, as potential “Mock” futures for the planet earth: n Efficiency first -A golden age of technology and freedom, or a very shaky house of cards? n Redefining progress - Countries compete to score highest in the World Bank’s Wellbeing Index n Environmental war economy- Economies have been forcibly re-orientated to focus on dealing with climate change, a world that woke up too late to mitigate climate cnhange n Service transformation - A new type of consumerist world, with a ‘share with your neighbour’ ethos. n Protectionist world - Violent resource wars Although originally billed as worst case scenarios in the 90s and early part of 2012, the three speakers illustrated how these scenarios became reality and the decisions and mistakes that we had made along the way.

Sally Sudworth (Flood Executive, Environment Agency in 2012) in her presentation “Famine Floods and Fisticuffs” explained that despite best intentions and reams of legislation such “Making space for Water 2005 – The Governments New Strategy for Coastal and flood erosion” (nobody did), the EU Floods Directive 2007 (poorly written flood risk plans), Climate Change Act 26th November 2008 (which was ignored, and power hungry gadgets increased), the Energy Act of 2010, and Energy Bill 2011 aimed at reducing energy prices through investment in low carbon energy (energy prices soared and little investment in renewable energy) and the ill fated Flood and Water Management Act 2010, which has resulted in a world of water wars where those more privileged have access to water, and those that didn’t, die of thirst, or die fighting for it. Sally’s presentation was interrupted as she broadcast the latest update in the “water wars” and was subsequently arrested and being detained at Her Majesty’s Pleasure as a result of her recent call to action to fellow engineers which is considered subversive by the current government. (Your support in securing her release is welcome.) Whilst Sally’s fought for equal water rights, we were then joined by Nick Stubbs (architect, Nick Stubbs Llp 2012), now Lord Nick Stubbs in 2030, the world’s first green trillionaire, who had made his fortune through several wise investment in renewable energy when he realized the incredible profit government-funded feed-in-tariffs can bring. For those of that didn’t quite understand the accounting behind it all, through his own cartoon “Onefifty Onethousand” he explained that the cost of green energy was an added burden of £1000 per household bill.

proved problematic, despite the fact that proven technologies existed to solve the problem. Following the presentations the delegates then split into 5 teams (to reflect the 5 new states of the UK in the year 2030, see Figure) and update Mandhy on what the impact of all this has been on UK water industry and what the customer experience would be in the year 2030, when the UL had 110 million population, the south east was a desert, and Scotland had the upper hand. The scenarios included everything from the “Protectionist World State”, holistically sharing resources with neighbours with open arms (who were then promptly invaded by the “Environmental War State” who were desperate for resources and clean water), super intelligent slaves in Efficiency First, Scotland sitting happily on top in “Redefining Progress” but it was the “Service Transformation” (lead by Richard Barton) who won the competition with the discovery of estrogen eating algae in order to solve the endocrine pollution problem, (which in the future results in a population drop in males) and as a result ladies from remaining cites flock to York for, er services. The day rolled into night and a Ceilidh band was in attendance, and delegates “dosi-do-ed” into the night.

(His cartoon consequently helped his firm win the Environmental Business of the Year Award in 2012). Dr Russell Ford (Global service leader for Water Infrastructure, CH2MHILL) then informed of the impact of pollutants and particularly endocrine impacts (leading to many effeminate young men) had on society. As demand overtook freshwater supply, the reality of having to go the way of Water Reuse (Recycling of Treated Wastewater for Beneficial Use) and the issues faced with trying to educate the public that they are not simply drinking sewage, combined with the absence of federal regulations for the use of reclaimed water for potable or non-potable uses, all

Ceilidh dancing: Phill Mills and Charlotte Hitchmough (honorary SW Area member for her continued support in organizing partner activities for the Weekend School) show the rest of us how it’s done. The Weekend School ended with a scenic drive through the downs of Wiltshire to the Box Steam Brewery in Holt, to visit one of the key water company business customers in the area and to carry out a check on their plumbing installations. Oh, and to check their product was up to scratch.

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EASTERNAREANEWS

Understanding Organisational Politics The first Eastern Branch meeting for 2013 was held at the Anglian Water Huntingdon Laboratory. Phil Brown, head of people development at AW, presented an interactive master class to help members navigate through the politics of an organisation. Phil illustrated how whether consciously or not, everyone is affected by organisational politics and demonstrated how you can use it to your benefit through effective strategising, skilful influence and powerful leadership. The seminar was structured around three exercises which allowed members to discuss ideas and ask questions. The key areas covered were: understanding your organisations culture, managing stakeholder relationships and considering how others perceive you.

Phil Brown

The seminar delivered insightful advice and the opportunity to reflect on a topic that is relevant to everyone.

‘Last week’s seminar was an interesting and enjoyable insight into the complex world of business politics’

Some member feed back from the seminar:

The next Eastern Branch master class is the ‘Hitch Hikers Guide to PR14’ and will be held in April.

‘As a member of the health and safety committee I particularly found the section covering meetings and committees very interesting and useful, learning to always be fully prepared, not for just what you have to say, but for what you may asked in return about your subject’

"As a member of the health and safety committee i particularly found the section covering meetings and committees very interesting and useful, learning to always be fully prepared, not for just what you have to say, but for what you may asked in return about your subject"

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