Institute of Water Magazine - Winter Edition 2014 by Institute of Water

WINTER2014 ISSUE184

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CONTENTS

INTRODUCTION

15 sanitation and hygiene issues worldwide. Water and sanitation underpin health, education and livelihoods, and yet millions of people live without these basic human rights - one in ten of the world’s population does not have access to safe water. In March 2015 I will be trekking across Ethiopia to witness firsthand how WaterAid is transforming the lives of people in a country where over half of the population don’t have access to clean water. Over the last 12 months I have organised various fundraising activities to support my trip such as the Tough Mudder, face painting and coffee and cake mornings. My latest fundraising event is an Evening of Gatsby, Fizz, Food & Live Music on Wednesday 26th November. I’ve teamed up with the Boys of Brass, a sophisticated five piece brass group, who will deliver a spectacular show with vocals from Daymon Britton and Alex Scott.

I was overjoyed to be asked to write the introduction for the Winter Edition of the Institute of Water Journal. As Member Engagement Manager at the Institute of Water, my role is to oversee the many regional events our Area Committees organise for our Members. I am also heavily involved in our National Drilling & Tapping Competition and work closely with our Marketing Manager, Dan Barton, regarding all things Annual Conference.

I was truly inspired when I attended the recent WaterAid Annual Supporters meeting in London and I hope that with continued support everyone, everywhere will have access to clean water by 2030. I hope that my journey will inspire and motivate others to get involved and support WaterAid.

Since joining the Institute of Water in January 2013, I have had the pleasure of watching our organisation grow and develop significantly to create the best possible experience for our Members. The past 18 months have seen the launch of our brand new website as well as a licence, awarded by the Science Council, to recognise Charted Scientists through an accredited status. We also achieved record delegate numbers at our Annual Conference in Bristol and for the first time our Membership has grown to over 2,000 members.

My journey so far has been documented on my personal blog: francescawateraidblog.wordpress.com

It’s an honour to work for an organisation which is so dedicated to personal and professional development whilst maintaining a strong sense of community. Our charity partner is WaterAid and as such I have become a great supporter of their activities.

Francesca Madden

I would like to thank you all for your ongoing support which has been one of the main contributing factors to our development and growth over the past year. I hope you enjoy reading this edition of the Journal and I look forward to seeing you all in Cambridge in 2015 for what should be another outstanding conference!

Member Engagement Manager Institute of Water francesca@instituteofwater.org.uk

4 89

Features 18-27 34-41 42-65 66-69 78-83

Water Quality Pipeline Tech AMP6 Preview Leadership Wastewater

Regulars 4-5 6 7 8-12 14-15 87-98

Members Update Engineering News Environment News Science News WaterAid Area News

WaterAid is an organisation that transforms lives and enables communities to take their first essential steps out of poverty. Over the last 30 years they have become one of the most respected organisations dealing with water,

Institute of Water HQ: 4 Carlton Court, Team Valley, Gateshead, Tyne & Wear NE11 0AZ Website: www.instituteofwater.org.uk President: Heidi Mottram Chairperson: Dermot Devaney 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@distinctivegroup.co.uk Designed and produced by: Distinctive Publishing Tel: 0845 884 2383 Email: production@distinctivegroup.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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Ben Tam takes the stage at IWA World Water Congress IWA World Water Congress: Young Water Professionals Perspective The IWA World Water Congress in Lisbon was a huge event that brought together more than 5000 water professionals from all over the globe. There was a programme stretching over 5 days, 350 exhibition stands and social activities every evening. It would be impossible to participate in it all, although the conference was designed to enable delegates to tailor their time as the programme was split into themes of specialist topics that were covered in-depth. In addition there were six Leadership Forums that focused on tackling key issues bringing together current trends, to discuss current research, strategies and leading practice.

What was it like to attend the IWA Congress? Every morning opened with a plenary session; each speaker gave an exciting and thought provoking talk that set the theme for the day. The World Water Congress excelled at bringing leaders in the Water Sector to the stage to share their views. Following the plenary the crowd diverged and attended specific presentations. As a Young Water Professional I had been offered the opportunity to be a rapporteur at the Forums, these specialist sessions are for likeminded delegates to debate, exchange knowledge and present ideas on a wide range of topics. On the second day it was the Utility Leaders Forum; over 250 CEOs and executives met to discuss the threats, challenges and opportunities facing the future water sector. Luke Dennis (NWL), Ben Kirley (AW) and I were given the challenging task of condensing debate and discussion during this session for inclusion within the IWA conference journal. In one discussion the Utility Leaders were challenged by the chair of the session, Rolf Olsen (Leidar), to imagine what a 'fit for purpose' water/wastewater utility could look like in 2030 and consider the challenges of getting there. Through round table discussions the Utility Leaders debated: the necessity of regulation, the impacts of climate change on driving innovation and ways in which IWA could increase influence on formation of global water policy. One of the notable ideas raised during the conference was the need to engage and inspire people to work in the Water Sector by making water and wastewater treatment part of the education curriculum. On the last day I had been asked to be a panel presenter on a session about the skills shortage in the Water Sector which

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again raised debate around eduction. Being a panel presenter was a fantastic opportunity to participate in a global debate on how the Water Sector can ensure that people obtain the skills and experience needed to succeed and be competent in their role. It was evident that this is a concern across the globe and the session acted as a platform for me to share the work that the Institute of Water is doing to promote professional development in the UK water sector. At the end of each day after the concluding plenary session there was the time for more relaxed networking and informal, yet lively discussions to continue. Throughout the conference I generally found it was easy to meet new people interested and working in similar area. The main strengths of the conference that it draws together a diverse range of water professionals from around the world and makes them realise that they are all working towards similar goals. The Young Water Professionals Network (YWPN) had its own area at the conference that was especially good for networking. I have stayed in contact with people I met with the aims of sharing work ideas and possibly collaborating on some projects in the future. There were many UK academic institutions presenting technical papers and posters; however there were very few UK water utilities represented at the Congress. This might be due to the traditional assumptions that the IWA is only for scientific and technical presentations, but in reality technical content is only one aspect of the conference and there are actually many

opportunities for personal development and networking. In conclusion there are huge benefits to be gained from participating in wider global debate that the biannual IWA World Water Congress is perfectly set up to facilitate.

2015 YWP Conference As reported in the Autumn edition, the IWA Young Water Professionals' Chapter in the UK is going from strength to strength as reflected in the number of delegates attending the flagship annual conference. This growth is expected to continue in 2015 as the conference heads to The University of Strathclyde in Glasgow. The Glasgow conference promises to be the largest gathering of Young Water Professionals in Western Europe, offering young professionals the opportunity to showcase the latest in innovation stemming from all aspects of the water industry. The 2015 programme will be the most ambitious yet, including the return of the popular careers forum, tailored site visits, a drinks reception at the world famous City Chambers, a gala dinner in Glasgow's bustling West End, as well as numerous other networking events. The YWP conference will take place between the 15th -18th April 2015. For further information please contact IWA UK YWP representative Luke Dennis (luke.dennis@nwl.co.uk). (Thanks to Luke Dennis for his help recollecting the rapporteuring)

MEMBERSUPDATE

WELCOME NEW COMPANY MEMBERS MABBETT Mabbett is a leading independent international environmental, engineering, health and safety, and sustainability consultancy. The water and effluent management team at Mabbett draws together a wide range of engineering disciplines to include: chemical, mechanical, electrical and geo-environmental engineers to allow Mabbett to provide an integrated service to our clients. Key services include: legal compliance; water efficiency surveys; water mass balance development; alternative water feasibility studies; water and effluent management support, including implementation; and training.

SPEEDY RECOVERY

Water and effluent management experience includes: development of over 800 site-specific water efficiency action plans across a diverse range of private and public sector clients; providing water and effluent management support on behalf of a variety of government agencies and water retailers in the U.K.; implementation support to over 300 businesses; and delivery of over 20 water efficiency training workshops for commercial, industrial and public sector clients. For more information contact, Michael Lynch, Manager, Process Engineering – T: +44 (0)141 227 2310 or E: lynch@mabbett.eu

Using our suite of portable ultrasonic flow meters, composite samplers and other monitoring equipment, Mabbett are able to collect robust data which can be used to provide tailored solutions to our clients.

Best wishes to Institute of Water Board Member Bob Mills who will be out of action for a while after a recent fall. We wish you a speedy recovery Bob!

FELLOW MEMBERSHIP

CHIEF EXECUTIVE ATTENDS WATERAID EVENT “For the second year running I attended the AGM and Annual Supporters Meeting – this time accompanied by Fran, who will be trekking in Ethiopia next spring for WaterAid. I find this an uplifting but at the same time a humbling experience and I like to hear “voices from the field”, telling us from first-hand experience what a difference WaterAid is making. I also enjoy hearing from UK primary school children who have learned about WaterAid and are already committed supporters. This year it was the winners of the WaterAid Children’s poetry competition and they were joined on stage by Martin Kiszko, “The Green Poet”, who performed some of the poems on water. This event also includes plenty of networking opportunities and is a great way to recognise and celebrate the ongoing work of WaterAid. I hope to see some of our members there next year” Lynn Cooper Chief Executive, Institute of Water

Now you can apply!

FIWater

FIWater FIWater FIWater FIWater FIWater There are now two routes to becoming a Fellow Member of the Institute of Water. Traditionally Fellow Membership has only been open to those who have been nominated by Area Committees or Board Members but we have recently opened this prestigious level of membership open to applications. For more information visit the Institute of Water website or contact us on 0191 422 0088.

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ENGINEERINGNEWS

INTRODUCING OUR LATEST REGISTRANTS... Matthew Glennon IEng, roject Manager (Energy Improvements Program), Scottish Water “I have been working in the engineering industry for the last 20 years, with the last 10 of these within the water industry. I have managed to work myself up to a position of some seniority yet my academic engineering qualifications (HNC Electrical / Electronic Engineering) did not really reflect that. Gaining professional recognition as an Incorporated Engineer enabled me to be assessed based on my career skills: how competent am I as an engineer; at solving problems; at producing designs; at managing

projects and how competent are my personal and communication skills? “My application was based upon a technical report and a professional review interview. I particularly enjoyed the technical report as it enabled me to showcase my competences against the required standards. When providing evidence to support my claims, it filled me with great confidence to see that I had been meeting and fulfilling these requirements for a number of years now. Similarly, I gained further confidence from being able to discuss further my skills during the professional review interview.” I would certainly recommend people to apply for Incorporated Engineer status. You are assessed by you professional peers and are recognised for the standard of work you actually produce, across a range of competencies.

JAMES WILLIAMS JOINS IOW'S ENGINEERING PANEL Following the appeal in the last Journal for an Engineering Technician to join our Engineering Panel we are pleased to announce that James Williams has volunteered for the role. James is an Automation Engineer with Dwr Cymru Welsh Water and is Secretary of our Welsh Area. In addition to his Panel responsibilities on Engineering Registration we are looking to James to become our Technicians and Apprentices Champion. His first exposure to this will be when he attends the Engineering Apprenticeship and Technicians’ Qualifications Forum on 1st December. More from James in the next Journal...

ENGINEERING COUNCIL GRANTS LICENCE RENEWAL The Engineering Council has renewed our licence to award EngTech, IEng and CEng for a further five years. The Review Panel received a file of information ranging from audited accounts to application and assessment procedures then visited HQ on 23rd September to examine a sample of Engineering applications. The Panel also saw copies of Journals featuring our latest Registrants, our promotional leaflets and the series of emails sent during Engineering Month. They concluded that all the licensing requirements had been met and singled out our

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promotion of the benefits of CPD as an example of good practice which has been referred to at other reviews and in Engineering Council workshops. Thanks to all the volunteers involved in the Registration process, including mentors, assessors, Panel members and the Membership & Standards Committee.

Jonathan Houston EngTech, Pipeline Designer, Dwr Cymru Welsh Water “I have been working in the water industry for 14 years and have always strived to better myself. Since gaining my HNC and Degree in Civil Engineering through part time study I have been looking for ways to enhance my career. EngTech complements what I have achieved to date in the water industry as well as my academic qualifications. “By gaining this status I hope that it will lead recognition within the water industry as well as further career opportunities within Welsh Water. I would recommend for any new applicants thinking of registering to do so, as it will give you a sense of achievement as well as focussing your mind on how you want your career to move forward in future years. “I feel gaining Engineering Technician has give me a good platform to the next level of achieving Incorporated Engineer status and eventually long term become a Chartered Engineer.”

Richard Roberts EngTech, Project Co-ordinator (Capital Delivery), Dwr Cymru Welsh Water “I have been working in the water industry for 11 years and am very proud to have gained my first professional recognition. With the help and advice I received from the Institute the process was straightforward and very rewarding. To be able to achieve accreditation which reflects your experience, knowledge, competency and skills without having to return to education when trying to achieve a healthy work/life balance is invaluable. “I am looking forward to the future and hoping that through the Institute I will continue to develop both professionally and personally, broadening my knowledge and skills, enabling me to carry out my role to the best of my ability.”

ENVIRONMENTNEWS

SocEnv licence renewal On 23rd September we had a joint Society for the Environment (SocEnv)/ Engineering Council five-year licence review. We were found to be fully compliant in all areas and the SocEnv Review Team recommended renewing our licence for a further 5 years. Our members are involved in some of the most significant environmental activities anywhere in the UK and we estimate there is potential to double our current number of Chartered Environmentalists. Here are some of the latest members to attain CEnv...

Shamoon Hussain

Nick Stubbs

Water Recycling Duty Manager, Anglian Water

Partner, Stubbs Rich Architects

“This recognition of professional environmental competency will be particularly beneficial to experienced water industry managers who are looking for demonstrable credibility within the industry. It provides peers, colleagues and external stakeholders with confidence in commitment to environmental sustainability and best practice.

“As an architect, I found that people did not readily expect me to be an expert on carbon and energy too. And yet I have spent the past 15 years researching the cost of carbon. As a result of my research I now know that most of the green ‘bling’ architects add to buildings is eye-wateringly expensive (if you would like to find out why, see my cartoon: http://www.stubbsrich.com/onefiftyonethousand).

“Throughout the application process I found the competency assessment against environmental ethical dilemmas particularly relevant in the current climate. Increased wholesale competition, AMP6 preparations and regulatory focus on delivering greater value to customers all present demanding commercial challenges. I will be proud to meet these business needs whilst also demonstrating principle and integrity in upholding the environmental context at all times.”

Dusi Thomas Sustainable Development and Climate Change Manager, Dwr Cymru Welsh Water “I think it is not always easy for an individual to see the level of their own professional achievements particularly when they feel their professional development is a part of their day-to-day job. The process to become a Chartered Environmentalist, for me, helps highlight my achievements and what I have done to contribute to environmental debates and to benefit others, professionally and in everyday life. So, in that sense, regardless of the Chartered Environmentalist status, the application and assessment process itself has been valuable for me. “Achieving the status at the end was like a reward to me: it confirms my professional competence. It certainly adds to the confidence in my ability and knowledge. Professionally, it increases credibility, not only of myself but also the credibility of the team I am working in and the organisation I am working for. “Credibility is a valuable factor if you work in the field that involves working with others to achieve a common goal, which is the case for the field of environment and sustainable development.”

“My research led me to understand that green generation can be much more cost-effective and therefore to initiate an AD plant near Keynsham, Bristol, which will provide very low cost green gas for 5,000 homes. In time, my aim is that the AD plant will be the catalyst for local ‘smart grid’ where local energy production matches local energy consumption and people take care to emit less carbon while still happily using energy for their needs. After all, energy is a ‘good’: it is only carbon which is a ‘bad’. CEnv demonstrates that others have tested that I know what I am talking about!" “Achieving environmental chartership status has been a great personal achievement for me. It has helped me focus on continued personal development and furthered my confidence in meeting my environmental responsibilities.

Mick Cox Supply Asset Manager, Anglian Water “In my current role I am a key stakeholder in all capital delivery and schemes within a large area, looking after over 250 sites and supplying up to 800 Ml/d of clean, safe drinking water. I drive the sustainability of schemes and make sure the carbon footprint is inbuilt in the decision process. I truly believe that everything I do directly or indirectly has an effect on the environment. “I enjoy leading and developing my team and representing Anglian Water, at various levels, to both internal and external customers. My role allows me to continue to develop and promote my beliefs and influence the business to make environmental considerations the ‘norm’ for all work.”

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December is Science Month! As we continue to promote science and scientific development across the Institute of Water, our Areas have been hard at work organising science-themed events. Several areas will be holding these events in December to celebrate our first ever Science Month.

It’s been an exciting couple of months on the science front. We now have 32 Chartered Scientists within the Institute of Water with (at the time of writing) a further nine applications ‘in the pipeline’. By Robin Price, Vice President – Science Our Chartered Scientists come from ten different water companies, contractors and regulators, and there’s considerable interest from quite a few more! With my Diversity hat on, it’s also great to be able to report that almost half of our Chartered Scientists are women. It’s also fantastic to see our newest Registrations up and running, and our first applications for Registered Scientist have started to come through. As an Institute we are also continuing to strengthen our links with the Science Council, not just through our work on diversity, equality and inclusion,

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but also through Claire Pollard, Deputy Chief Inspector at the DWI and Institute of Water Chartered Scientist, who has recently been appointed as Chair of their Registration Assessment Committee. I’m really looking forward to our Science Month in December, and it’s great to see how many different science events are being organised across the Areas. Thanks to those of you out there championing the professional development of scientists across our industry – you’re doing a great job, and the word is spreading!

Here’s a summary of what’s happening:

Energy & Carbon in the South West South West Water is hosting talks around energy and carbon issues facing the South West region. There will be a small exhibition of energy specialist suppliers and consultants focussed in the region, as well as speakers covering topics ranging from a long term look at carbon reduction strategy out to 2050, the latest position on renewable energy deployment in the South West and also hearing from a small community energy cooperative in Cornwall who are trying to do something different, for the benefit of local residents.

SCIENCENEWS Chemical Investigations in the East In December the Institute of Water is holding a science event on the Chemical Investigation Programme (CIP), which is a large scale investigation into the management of trace contaminants in the water cycle. There is a number of speakers planned, with the first part of the day covering the regulatory background to CIP, what it is and why we have it, and the catchment management aspects of the project; and the second part of the day covering the development of new technologies in the treatment of waste water to treat these trace contaminants and the development of new methodologies in the laboratory to analyse them. The event will be held at Anglian Water’s Central Laboratory, Huntingdon and so for those that wish to there will also be an opportunity to have a tour around the trace organics laboratory which is heavily involved in producing this large scale data set!

Laboratory Tour in Scotland During Science Month the Scottish Area has organised a technical visit to Scottish Water’s laboratory in Edinburgh, following on from a joint Science and Environment technical visit to Veolia Water’s Thermal Hydrolysis plant at Seafield Wastewater Treatment Works in October.

Catchment Management in Wales The Institute of Water Welsh Area recently organised a science event showcasing Dwr Cymru Welsh Water’s approach to catchment management in the Alwen Reservoir catchment. The event was organised by Jennifer Williamson and colleagues, and forms part of Jennifer’s professional development towards her Chartered Scientist status. Jennifer describes, (in panel right,) the recent event, which highlights the power of collaboration across organisations to deliver water quality benefits. You can find out more about what events are coming up in December on our website.

In-stream monitors measuring water colour and dissolved organic carbon concentration at Llyn Conwy

From source to tap Dwr Cymru Welsh Water (DCWW)’s approach to Catchment Management Jennifer Williamson, Catchment Scientist: Dwr Cymru Welsh Water We know that managing our catchments is essential. It allows us to adapt to future changes through building sustainable, resilient ecosystems. Catchment Management should be viewed as the first point of drinking water treatment ensuring that the water quality entering a works is of the highest possible quality and ultimately helps us work towards our company vision of earning the trust of our customers every day through providing a safe, acceptable and reliable supply of drinking water. We believe that our catchment management needs to be evidence based and quantifiable. One of the challenges we face is that we don’t own most of the land in our catchments, so direct changes to land management can be challenging. We have found that the best solution for us is working in partnership with landowners, land managers, Government Organisations, and local and national charities to increase the scope of catchment management; providing multi-disciplinary benefits beyond water quality improvements. One of our flagship catchment management projects is on the North Wales Moors where we have been instrumental in developing an innovative and transformational partnership with a range of stakeholders; including Natural Resources Wales, RSPB, Snowdonia National Park Authority and the National Trust. This partnership bought together a range of expertise resulting in a project funded by a £165,000 grant from the Welsh Government’s Resilient Ecosystems Fund to restore peatland ecosystems. This area comprises 2 distinct peatlands, Mynydd Hiraethog and the Migneint, that have historically been drained for grazing and grouse management. We have two reservoirs in this area, Alwen Reservoir and Llyn Conwy, both with high concentrations of colour and dissolved organic carbon (DOC) because of the surrounding peat. DOC concentrations have doubled in the reservoirs over the past 30 years. Prior to any catchment intervention, we carried out a detailed investigation of DOC concentrations in the reservoirs’ incoming streams and at the abstraction point.

Explaining the effects of catchment management on water quality on the peatland surrounding the Alwen Reservoir. At Llyn Conwy, an innovative system of instream continuous analysers measured colour and DOC, allowing us to compare changes over a daily, weekly, and seasonal timescale. The results of this monitoring showed that DOC concentrations and water colour were much lower at the reservoir abstraction point compared to the incoming streams, indicating that water quality changes through the reservoir. A sub-section of the grant allowed the RSPB to block historic drainage ditches to raise the water table in peatland around the Alwen Reservoir. This encourages the growth of Sphagnum mosses, and helps to provide the conditions necessary for a healthy, functioning peatland. We have been monitoring water quality in the streams draining the peatland and at the reservoir abstraction point; comparing changes in water quality before and after ditch blocking. Water quality monitoring shows a shortterm reduction in DOC concentrations in the streams draining the restored peatland at the Alwen Reservoir and we will continue to monitor the water in the streams and at the point of abstraction to quantify the benefits of the work. This will provide an evidence base for future catchment schemes as catchment management has to be monitored both on site and at the point of abstraction to fully understand the impact of the work. The partnership work at the Alwen Reservoir was the focus of a recent Institute of Water Open Day, where 27 delegates from a number of companies visited the peatland restoration site. The RSPB told the group about how the peatland restoration was implemented and described the benefits for habitat restoration and wildlife conservation. We explained the benefits to water quality that we hope to see as a result of the work on the North Wales Moors. The Open Day gave us the opportunity to showcase our approach to the work we are doing to protect our water supplies and our environment for our customers.

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PROMOTING SCIENCE IN NORTHERN IRELAND! The Institute of Water arranged a Lunch & Learn session for those interested in pursuing Chartered Scientist Registration at Northern Ireland Water’s Gelvin Grange office on 10th September. The event was an opportunity for candidates to learn a bit more about the process and hear about the personal experience of recently qualified Chartered Scientist, Thomas Kelly (Kelda Water Services). A brief presentation was delivered, with the opportunity to discuss what the main challenges where at each stage of Registration, as well as the different routes to achieving the qualification. Good CPD practise was also discussed, as well as the online CPD tracking feature on the Institute of Water website. The session (and lunch!) was well received, and provided a first step for the interested attendees towards gaining the accolade. The benefits of the RSci and RSciTech were also imparted and attendees were encouraged to share this information with colleagues. Everyone who attended the event was already keen to pursue Chartered Scientist Registration and hopefully the session will have provided them with

some help, and encouragement to apply for it. Feedback from the event was overwhelmingly positive, and huge thanks go to Thomas Kelly for

organising it. Thomas is a great ambassador for the Institute of Water and for Chartered Scientists everywhere!

OUR LATEST CHARTERED SCIENTIST My name is Bob Windmill and I recently gained Chartered Scientist status something that I would never have considered possible when I was learning my trade by washing up test tubes as a trainee laboratory technician for Anglian Water! What I didn’t understand back then was that I was being introduced to the tools of the laboratory trade before going on to learn about how and, more importantly, why they were used. On the back of a sound, practical grounding in water analysis and treatment, backed up by an HNC for the local college, I set off on a scientific journey which led to me taking on the charge of one of Anglian’s most complex treatment works. Sadly along the way I had, like many people before me, to give up science for management. Equally like many organisations before Anglian initially lost a good scientist and gained at best an average manager. However, given the lack of senior opportunities in water science, I had little option but to make a sensible fist of being a manager if I wanted to progress. Several promotions and a couple high profile secondments later suggest that I did eventually get to grips with it! I believe that some of my success was down to adopting a scientific approach to learning and applying the tools and techniques of effective management, preferring

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to focus on evidence and outcomes rather than opinions and preconceptions. Post Anglian I did a contract job on the Isle of Man, helping their Water Authority replace five old direct filtration plant with two shiny new DAF plants before joining Energy and Utility Skills, the Sector Skills Council with responsibility for the water industry. I started my own consultancy business in 2011, just at the start of one of the deepest recessions in memory. After was is best described as a patchy start, the business turned a corner when I gained a rolling contract to offer water quality advice to an inset water supply company, Independent Water Networks Ltd (IWNL). Being back in the world of water science I was increasingly aware of how quickly the industry was changing and the central role that science played in delivering high quality water and wastewater services. While well-equipped technically with both a Cranfield Water MSc and an MBA I knew that I needed a way of keeping up to date with new developments and demonstrating my scientific credentials.

A chance conversation with a colleague led me to attend the Institute of Water conference where I learned about their Chartered Scientist programme. When an email from Robin Price promoting the scheme dropped into my inbox, IWNL readily agreed to sponsor my application. The process itself was thorough but fair, with an initial screening application, a detailed full application containing evidence of past achievements and a commitment to ongoing CPD, and a professional interview. While scary sounding the process was actually quite straightforward, helped no end by Louise Wright at the Institute’s Head Office who gave plenty of sound advice and guidance. Happily I got through with some nice feedback from my assessors and now have my CSci certificate. More importantly, to both me and IWNL, I have an independent validation of my past learning and experience and a clear CPD route to show ongoing competence. Not bad for someone who started out washing up test tubes!

SCIENCENEWS

Our first Registered Scientist Applications! Our first applications for Registered Scientist have arrived! Here we meet Samantha Harris and Martyn Lowe, both from Anglian Water, who tell us why they are applying to become Registered Scientists, and what it will mean to them. Martyn Lowe

Samantha Harris

I have been working for Anglian Water for around 15 years in various departments and am currently working as a Parasitology Technician within the Life sciences department. I have become a member of the Institute Of Water and am currently putting together an application to become a Registered Scientist.

Over the last two and a half years I have been working within the Regional Quality Team at Anglian Water as a Water Quality Liaison Scientist. My role involves communicating with customers on a day to day basis and addressing their concerns about the quality of the water they’re supplied with. Sometimes I arranged for an onsite investigation to take place and for samples to be taken if they are required. I follow up with any sample failures associated with jobs I have dealt with, ensuring that the customers are kept informed throughout the investigation stages. I also deal with other teams within the business in order to agree the best solution to a customer’s specific issue.

I believe given that I have many years of experience it would be nice to acquire something that shows some recognition for the breadth of experience I have gained working in the laboratory and the water industry. I think once I have achieved this goal it will provide me with a great deal of satisfaction that my skills and knowledge will have been recognised professionally. It also not only takes into account my experience but also my qualifications prior to being an employee. I also believe that it is a transferable qualification that could be recognised by other employers in different sectors of the company and outside the company also. The process allows applicants to create a professional pathway within Science that perhaps has not been previously available to everyone. I have chosen to go down the route of application within the Institute Of Water rather than another body as I believe it has much to offer in terms of being related to the industry in which I am employed. Another bonus of applying through the Institute of Water is that there is an online CPD option which allows members to maintain their ongoing CPD work which in turns helps towards maintaining future recognition regarding professional registration. All in all its quite exciting to be able to have something that allows me and my employers to recognise and expand on the skills and knowledge that I have gained over the years.

I liaise with the Environmental Health Officers at the local councils and Health Professionals within Public Heath England in order to liaise with them about significant events and specific issues that may pose a health concern to customers, agreeing a restriction of use notice as and when required. In addition to my day job I am involved with the water quality and hygiene of alternative supplies and also with encouraging our customers to ‘Keep Water Healthy’ in their homes. By becoming a Registered Scientist, I feel it will enable me to gain recognition for the development I’ve attained within my work and help me towards gaining full Chartered Scientist status in the future. On the route to becoming Registered, I’ve become a lot more conscious of how everyday aspects of my life, both in and out of work, can help me develop my career. The skills that I’ve developed whilst working towards Registration benefit me within my home life too and inspire me to get involved with new activities or do more research into things that interest me. This in turn allows me to gain even more new skills and knowledge, aiding my future progression.

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SCIENCENEWS

HOW MANY DIFFERENT TYPES OF SCIENTIST DO WE HAVE IN THE INSTITUTE OF WATER? Earlier this year, the Science Council published its list of the 100 leading practising scientists in the UK. As part of this, and the continuing drive to encourage more young people to take up scientific careers, Diana Garnham, Chief Executive of the Science Council identified ten different types of scientist, namely ‘Explorer’, ‘Investigator’, ‘Developer/Translational’, ‘Service Provider/ Operational’, ‘Monitor/Regulator’, ‘Entrepreneur’, ‘Communicator’, ‘Teacher’, ‘Business/ Marketing’ and ‘Policy Maker’. In the first of a series of articles to promote the different types of scientist we have in the Institute of Water, we meet Claire Pollard, Deputy Chief Inspector, Science & Strategy with the Drinking Water Inspectorate (DWI). As well as holding this crucial scientific role in the water industry, Claire is Chair of the Science Council Registration Assessment Committee and a member of the Institute of Water Science Panel.

What does your current role involve? My current role is very wider ranging but overall I am responsible for the delivery of the Drinking Water Inspectorate’s policy and strategy to ensure that consumers receive a safe, clean drinking water supply from their water supplier. In this respect, one of my key responsibilities is to ensure that European legislation, mainly the EC Drinking Water Directive, is correctly implemented in national legislation for drinking water quality. This involves regular liaison with the European Commission and representatives from other

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European Member States through the DWD Expert Group and various working groups and also being an active member of the European network of drinking water quality regulators where best practices are shared. Related to this work, I am responsible for review and development of guidance to the water industry on the implementation of drinking water quality legislation for both public and private water supplies. My other work areas include the management of the Government’s Drinking Water Quality and Health research programme to establish the scientific evidence base for the DWI’s regulatory activity, overseeing the reporting of drinking water quality data to Government and to the EC, and the DWI’s communications and business services.

How long have you worked in the water industry and what sort of scientific roles have you had? I have worked in the water industry for 22 years, 6 years of which were with a water company in the laboratories carrying out chemical and microbiological analysis of waste and treated water. I joined the Drinking Water Inspectorate in 1990 as an Inspector soon after it was first established following privatisation of the water industry, became a Principal Inspector in 2004 and Deputy Chief Inspector of the Science and Policy Team in 2010. So I have experienced all aspects of the DWI’s work from auditing to assessment of events to delivery of drinking water quality programme of work leading for the DWI on the 2009 Price Review process. I have a BSc in Marine and Freshwater Biology, an MSc in Microbiology and a LLB degree in Law.

What do you like to do when you’re not being a scientist? When I am not being a scientist, I like to keep fit by running and going to the gym or just relaxing by reading a good book.

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WaterAid’s Big History Project Create a big stink about the great stink Following the “Great Stink” of 1858 when the overwhelming smell from untreated sewage in the River Thames forced MPs to leave the Houses of Parliament, it took just 18 days to pass an act to clean up the river. It’s amazing what can happen with the right political will!

development priorities for the next 15 years.

In the years that followed, Sir Joseph Bazalgette designed a new sewerage system for London and in 1865 the first pumping station opened at Crossness. Deadly diseases like cholera that had plagued the city for centuries began to disappear, public health improved and child mortality rates dropped dramatically.

How you can help

2015 marks 150 years since these life-changing developments took place and WaterAid is using this key anniversary to explore what happened next. How did taps and toilets become things you’d never imagine finding a house in Britain without? And how did our lives change as a result? Through the Big History Project we are asking

We want to show that with the right political will change is possible and that with a concerted effort we can achieve clean water and safe toilets for everyone, everywhere by 2030.

the UK public to explore the history of taps and toilets in their local area, and help us piece together the story of how and when the UK came to have universal access to water and sanitation.

Why 2015? When the Millennium Development Goals end in December 2015, sanitation is expected to be the most off-track of all these global poverty reduction targets. After the General Election in May 2015, the newly elected Government will play a key role in agreeing the global

WaterAid’s Big History Project is a great opportunity to delve into your company archives and encourage your staff and customers to explore the history of taps and toilets in the local area. Unearth old company records and photos and find out what prompted local politicians to make changes to water and sewerage services in your area; discover the people who championed change and uncover stories about early employees and customers who lived through these changes. For more information about the project and resources to help with local research, visit www.wateraid.org/uk/BigHistoryProject.

Iye’s story 150 years after the first sewer helped to eliminate water-related illnesses in the UK, communities around the world are still living with these diseases. Iye, raising her family in Nyeama, a remote village in Sierra Leone, has seen first-hand the devastating impact a lack of clean water and safe toilets can have on a community. She had to collect water from the Wanjal River and use it for drinking, washing, cooking – and all her family's needs. “It made the town filthy. People complained of having stomach upsets, high fever and dysentery.” Thanks to the generosity of our supporters, we were able to install a pump and toilets in her community and Iye, her family and the entire community are now much healthier. “Children don't fall sick like they used to. Our husbands are so strong they do our farming work on time, because they are healthy.” Iye is now part of the Water, Sanitation and Hygiene committee and dedicates part of her time to looking after the new water pump. Through the Big History Project, we want to get the UK public thinking about what life was like 150 years ago and how millions of people like Iye are still living without safe drinking water or access to a toilet.

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Iye holds her granddaughter, Jilo, at home in the village of Nyeama

WATERAID

Ernest Randriarimalala, WaterAid’s Voices from the Field Officer in Madagascar talking at the WaterAid Annual Supporters Meeting

WATERAID’S ANNUAL SUPPORTERS' MEETING A big thank you to everyone who came along to the WaterAid annual supporters' meeting in October. The event is a great opportunity to welcome our supporters from across the industry and to share the activities and achievements from the previous year made possible by your support. Speakers this year included Ernest Randriarimalala, WaterAid’s Voices from the Field Officer in Madagascar, who spoke about his experience growing up without access to safe water and the impact of WaterAid’s work on the communities he visits as part of his role: Paul Polman, CEO of Unilever, talked

about the importance of sustainable business; and journalist Rose George gave an inspiring account of her recent trip to Nepal and what she learned about the myths and taboos surrounding menstrual hygiene. Congratulations to Dave McGlinchey from

Yorkshire Water and Andy Pymer from Wessex Water who were both presented with a WaterAid President’s Award for their long-standing support. We look forward to seeing you at next year’s meeting.

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SCHNEIDER ELECTRIC

THE MODERN WATER CHALLENGE: MAINTAINING A SAFE, AFFORDABLE SUPPLY IN THE FACE OF SOARING ENERGY AND REGULATORY PRESSURES Dave Sutton, Schneider Electric discusses the mounting challenges faced by UK water suppliers and considers how a technology focus can provide relief As a resident of the UK, clean water is something we are privileged enough to enjoy at the turn of a tap. The average household uses over 1000 gallons of fresh water every day. With green fields and reservoirs all around us, rain often pouring down, and clean water readily available, as a nation we give very little thought to the provision of our water supply. However water suppliers are under very real pressure, from rising demand soaring energy costs and increased regulatory compliance. Maintaining a regular supply of safe, clean water is a hugely energy intensive process. Vast amounts of energy are required to process, aerate and pump water at the correct level and speed. So much so that the water industry is said to use up to three per cent of the total energy consumed in the UK. But, while Ofwat closely controls the cost of water, energy prices are soaring. UBS research predicted that energy prices would rise by 46 per cent in the seven years to 2020. With prices so tightly controlled water operators are faced with a huge challenge, to do more to achieve greater energy efficiencies. Recognising the need to carefully manage energy consumption, many UK operators have already taken steps to curb their use. Basic energy saving measures, closer recording and monitoring of usage and leakage has brought about some savings for these companies. But this will not be enough to cope with the steadily surging demand. Along with managing energy costs, all water suppliers will have targets for improving plant and production efficiency while reducing engineering, operations and maintenance costs. However, a number of operators are faced with the challenges of an aging infrastructure. For most legacy systems are struggling to cope with the mounting volumes of data fed to control systems, by a growing network of intelligent devices. The intelligent devices being deployed in water plants and supply networks is resulting in a wave of useful operational intelligence. But unfortunately, pre-existing control systems are not equipped to cope with this deluge of information. This data can provide valuable insight into the performance of critical assets, highlight energy drift and water leakage as well as flag preventative maintenance requirements. Whilst water companies using intelligent devices are faced with data challenges, those who are not are still relying on non-intelligent equipment

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that requires manual, on-site attendance. This significantly increases the drain on expenditures with some plants spending up to 50 per cent of the maintenance budget on asset maintenance. For plant managers to cope with the multiple pressures bearing down on them they require a more sophisticated control system. This system needs to be easy to engineer, simple to maintain and offer a clear picture of what is happening with all processes throughout the plant. Modern ePAC solutions, with system backbone based on open industrial ethernet standards are providing unsurpassed levels of data transparency and throughput, so give plant managers the ability to measure energy and process data as well as monitor and manage key assets from a single environment to drive efficiencies up and energy costs down. Transparency is just one of the many benefits of open industrial standards. Water plant managers can future proof infrastructure by deploying open industry technologies to deliver greater flexibility and connectivity to other proprietary protocols. Plants will benefit from economies of scale and the reassurance of Tested Validated Documented Architectures. With a collaborative system that tightly integrates plant automation and energy management, insights can be gleaned from operational intelligence gathered across the water and wastewater infrastructure. Connecting

field, process and plant level data gives those monitoring the plant a clear view across the operation. This can then help plant managers to make informed, effective decisions. Bringing together data from across the plant including information on energy usage, variable speed drives, motor starters and SCADA gives plant managers invaluable insight into the performance of demanding assets and processes across the network. The ability to obtain quick and precise information in the field or within a specific pumping process not only drives operational efficiency but enables plant managers to quickly identify potential issues and avoid costly downtime. With remote connectivity, plant managers can enjoy further efficiency gains as travel to remote sites for reactive troubleshooting is minimised. Connected ePAC solutions support popular Android and iOS devices offering the ability to control multiple processes remotely, improving response times and enabling more efficient failure recovery. Additionally, remote access allows for much closer management and analysis to help improve efficiency across operations and energy consumption. The water supply industry will always be an energy hungry one. But by implementing a collaborative and integrated automation architecture, plant managers will be best placed to achieve budgetary and efficiency goals, without reaching boiling point.

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Anglian Water at DWI Following on from the first two water industry staff to enter the DWI on a secondment basis (October – March 2013), two more eager secondees embarked on their secondments in February 2014 with Amy Ryan and Ray Butler from Anglian Water spending six and seven months respectively at the Inspectorate. Following an initial induction period they started working as Inspectors, becoming involved with all areas of the Inspectorate’s work, from compliance and event assessments to water company liaison meetings and on-site technical audits. The aim was to get as much out of the secondment as possible in terms of breadth of skills and experiences. However, the secondment process must also be beneficial both in a professional sense for the individuals and also to the Inspectorate in their work. Speaking of their experiences as Inspectors at the DWI, Amy said “The opportunity of a secondment at the Drinking Water Inspectorate was one I embraced with anticipation and enthusiasm and it really did not disappoint. I have gained an incredible amount from the experience, both professionally and personally, which I will be able to use straight away. It is something I would

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thoroughly recommend to fellow water quality professionals and I will be returning to the Industry with a renewed focus and enthusiasm. I also look forward to using the experience to inform my Scientific Chartership application.“ Fellow secondee Ray said ” When I was given the opportunity to complete a secondment with the Drinking Water Inspectorate, I accepted without hesitation. I had heard positive feedback from previous secondees, and was keen to widen my knowledge of the industry and benefit from CPD and networking opportunities. My expectations, to become involved with all aspects of the Inspectorates’ work in as much detail as possible (including social activities!), were reached and in many cases exceeded. Throughout the secondment I felt I was treated as a fully-fledged Inspector, and I have benefitted enormously from the experience.”

Part-way through Amy and Ray’s secondment a further secondee – Krishna Morker from Yorkshire Water, also joined the Inspectorate. With further detail given on the benefits of the secondment process by the Chief Inspector at the launch of the Annual Report, plus the clear links with professional development of Scientists, there are signs that more companies are now interested in participating in the scheme. Keith Smith, Principal Inspector (Audits) defined the aim of the secondment process as fully integrating water company personnel into the DWI Inspector role, to give them a thorough understanding of our aims and objectives, and to highlight some of the challenges faced in enforcing the Regulations. This must be a two way process whereby the water companies benefit from seeing an overview of how other companies interface with the Inspectorate so the secondess can then

FEATURE: WATER QUALITY integrate best practice when they return. The DWI also benefit from having the extra resource plus a critical review at the end of the secondment which suggests where we could improve or adopt smarter ways of working. This provides a valuable opportunity for us to sense check our policies and procedures, and helps maintain the Inspectors’ continuous professional development. It does rely on the secondees having a self start approach and being willing to integrate across a wide range of DWI activities, which has been clear to see with secondments so far. The Inspectorate run regular ‘workshops’ for their staff, where training is given or external speakers present on items in more detail than would be possible in a team meeting, allowing key issues to be explored in depth. At one of these workshops, Amy and Ray arranged for two colleagues from Anglian Water to visit and demonstrate the company’s e-learning training package. Extracts of this can be seen below. The package includes modules in many areas of water treatment, and is used within Anglian Water for new starters in all key operational areas, as well as for refresher training. Demonstration of a selection of these modules to the Inspectorate was met with positive feedback from all in attendance, including the Senior Management Team, who were keen to explore opportunities for the package to be adopted as part of the induction process for new starters. Over time this was arranged and, as six new Inspectors have recently joined the Inspectorate, it is anticipated they will all complete this training. The training gained by the new staff members will benefit the Inspectorate, and feedback provided to Anglian Water will allow ongoing improvement of the package. Keith Smith, Principal Inspector (Audits) said “We hope that further training modules will continue to be developed, hopefully in close liaison between the DWI and Anglian Water. This will clearly be an example of how the two way interaction of the secondment process can benefit both the water company and DWI. This focus on training was echoed by Marcus Rink, Deputy Chief Inspector (Operations) who said ”Progressive Regulation encourages forward looking companies and Regulators alike to share, develop and encourage training as a core principle of better regulation. This exchange has not only sought to develop those within the industry to improve self-regulation, but also for the Regulators to remain current in an advancing industry. This round of secondments was a milestone for the Inspectorate in collaborative training and development and the challenge remains for the industry on how they would like to engage and improve themselves and their Regulator in the future.” Finally, Professor Jeni Colbourne, Chief Inspector of Drinking Water said “ I am delighted that our Inspector secondment scheme for the Industry has already yielded many of the anticipated benefits for both the individuals and organisations involved: my challenge to those water companies who have not yet engaged is why would you not come on board?”

"The opportunity of a secondment at the Drinking Water Inspectorate was one I embraced with anticipation and enthusiasm and it really did not disappoint." Amy Ryan

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IDEXX

Protecting water supplies for future generations Knowledge of exactly what is in a water network is crucial to its healthy existence. Ensuring reliability Sensitivity and specificity are also important considerations when screening for microbiological contamination. Greater sensitivity leads to faster detection and facilitates a more timely response by water utility operators. High specificity eliminates the need to carry out time consuming, labour intensive confirmation steps using oxidase testing and gram staining. “Some microbes that behave like coliforms on certain culture media, can be tricky and labour intensive to identify accurately, leading to further uncertainty.” says Fricker.

Long term use Delivering precise results rapidly has long term value for water network operators. The ability to detect coliforms quickly and accurately reduces the prospect of sporadic contamination events caused by the undetected spread of biofilm through systems. Published data shows that long-term adoption of detection methods with high sensitivity and appropriate follow-up action can result in an 80 percent reduction in coliform contamination events at the tap and at service reservoirs. Failure to spot microbial contamination and thus having to take reputation-damaging follow up action can be extremely costly; likewise false alarms can waste valuable time and resources. This month, we have asked Professor Colin Fricker to shed light on how operators could be unaware of the hidden dangers spreading undetected in their networks.

Eradicating inaccuracies Accurate testing will drastically help companies to maintain a clean network. A lack of knowledge about the presence of coliforms can lead to the emergence of undetected biofilm in the water supply which has the potential to spread far and wide, possibly resulting in extremely expensive clean-up operations, both in terms of finance and public reputation. Not to mention the threat to public health. According to Professor Fricker, “once established, biofilm can be incredibly difficult to eradicate, even with high levels of chlorine and can become a permanent feature.” Boil water notices and having to flush out systems are actions seen by customers as a sign

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of mismanagement and wastefulness, making the ability to spot contaminants early of paramount importance. Professor Colin Fricker, highly regarded around the world and a thought leader in water microbiology, warns that it is extremely important not to miss early signs of contamination in the water system. Independent studies have shown that some techniques which are widely used for detection of coliforms and E.coli can miss these vital early signs. “Any methodology with a 10 percent false negative rate translates to one in 10 coliforms not being picked up. It is vital to detect coliforms because they are indicators of potential ingress into the water system and signs of contamination by more serious pathogens which are damaging to public health”. Another costly consequence of inaccurate testing comes in the form of false positives, which with some methodologies can be as high as 20 percent. “False positive results, even at a level of 5 percent, can lead to unnecessary inconvenience and expensive re-sampling of consumer taps and other points in the network, thus creating an air of uncertainty,” Professor Fricker added.

“Early detection is vital because the findings can be indicators of contamination by more serious pathogens including Cryptosporidium, Giardia, Campylobacter, Salmonella, Shigella and viruses,” Professor Fricker added. “Failure to detect coliform ingress into a distribution network can result in contamination of entire systems.” Cost and time implications can be extremely serious, especially if remedies such as hyperchlorination of distribution systems, cleaning up biofilm and even replacing pipes are forced upon network operators.

About Colin Fricker PhD FRSPH FSB Colin Fricker is Adjunct Professor of Environmental Studies at Queen's University, Kingston, Ontario and has a long and distinguished career involved in water microbiology. He has published more than seventy peer reviewed papers, edited five books and presented over 200 papers at international conferences. He is also consultant to water utilities as far away as New Zealand, where he is on call to troubleshoot and give advice at a moment’s notice.

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Catchment Management – can it deliver? For the growing numbers of those actively involved in catchment management this is the $64,000 question and recent results from one of South West Water’s Upstream Thinking projects could go a long way towards providing an answer. Through the ‘Working Wetlands’ project, Devon Wildlife Trust is helping to reverse the decline in Culm grassland by encouraging and supporting landowners to carry out targeted habitat management, creation and restoration works. Working closely with a sister project, the North Devon Nature Improvement Area (NIA), close working relationships have been established with over 400 landowners in the headwaters of the rivers Exe, Tamar and Taw. The need to quantify the effects of this landscape restoration on water storage and release, water quality and the potential for downstream flood mitigation was recognised at an early stage in the project and comprehensive monitoring programmes were established by a team from the University of Exeter working closely with the Environment Agency. The University of Exeter has recently finalised its Culm grasslands, Proof of Concept Report – developing an understanding of the hydrology, water quality and soil resources of unimproved grasslands. Since 1900, the area covered by Culm grasslands in the south west UK has reduced from approximately 40,000 to under 4,000 ha. Modelling work undertaken by Professor Brazier’s group from the University of Exeter has shown that if this landscape were re-created, replacing

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highly compacted and intensively managed grasslands with unimproved pastures, over 750 % more water could be stored in Culm grasslands, much of which would then contribute to enhanced base flows during summer months. 1

This water is stored in the deeper richer soils of the Culm. At one of the study sites at Meshaw Moor, the Culm soil was 47 cm deep compared with only 27 cm in the immediately adjacent silage field. The more compacted silage field also had much denser soil (double the bulk density) than the Culm grassland which contained far more organic matter, and therefore had much greater capacity to hold soil moisture. These particular Culm grassland soils were shown to store a massive 277 litres of water per m² compared with the adjacent intensively managed silage field which was only holding 61 litres per m². The Culm soils here (in purple) hold water-levels higher and for longer during storm events than their improved grassland (orange) counterparts, much of which is then available for gradual release during dry periods. 3 In the Culm, huge volumes of extra water can be stored on and in the land during the wetter periods of the year. As well as being stored in the deeper, less compacted soils, this extra water is stored above the soil surface within and between the tussocks of purple moor grass. Wading through water in all but the driest

summer months is a common experience in Culm grasslands. A fairly flat landscape with a rough, tussocky surface, and relatively few drainage ditches means that much surplus water simply does not reach the river network for a long time, and so sits on the surface during prolonged wet periods. This low hydrological connectivity is a common feature of large areas of Culm grassland such as those being studied at Stowford Moor, and at Bursdon Moor. Such a landscape does not suffer from the surface run-off problems so common in more intensively managed sub-catchments where overland flow carries sediments, pesticides and nutrients into the watercourses . A landscape with extensive semi-natural habitats is clearly not receiving these additional inputs that are applied to intensive grasslands. In fact, Professor Brazier’s research has shown that significantly less diffuse pollution enters water bodies downstream of Culm grasslands, when compared to their intensively managed counterparts. Loads of sediment, nitrogen and phosphorus into surface waters are all negligible from Culm grasslands, whereas they often exceed EU water quality guidelines in surface waters fed by intensively managed grasslands. 4 In addition, modelling scenarios, based on the data collected, suggest that, compared to Culm grasslands, 11 times more water rapidly leaves intensively managed grasslands during storms, significantly increasing the risk of flooding

FEATURE: WATER QUALITY downstream, and acting as the main pathway for pesticides and other pollutants to reach the watercourses. 5

The Tamar catchment One discrete area where detailed historic land-use data are available is the Upper Wolf sub-catchment (upstream of Roadford Reservoir) where 1947 aerial photos have been analysed, together with more recent imagery from 2008. This catchment supplies the reservoir with an estimated 3,000 Ml (million litres) of water per year.

A map of north Cornwall and north Devon, ilustrating the spatial extent of unimproved, or Culm grasslands in 2014

Mean water table levels at Meshaw Moor plotted as Depth Below Surface (DBS in m) and rainfall (mm hr-1) for 2013/2014. The purple line illustrates the high water tables in the Culm grasslands, where standing surface water is common and the orange line illustrates the drawn-down water tables in the adjacent silage field

Standing water at a typical Culm grassland site

Predicted volumes of water (Millions of litres) stored in Culm grasslands in 2014, 1990 and in 1900, when Culm grasslands covered 40,000 ha of the south west UK

6 If the area of Culm grassland was restored back to 1947 levels from the current coverage, then the predicted, average amount of water stored in this upper catchment over the course of an average year would be increased by approximately 400Ml (15%). Critically all of this storage increase would occur in the wetter months of the year, reducing the risk of flooding, and increasing the volume of water released during dry periods thus maitaining higher river base-flows feeding the reservoir during the summer months. Within the River Wolf sub-catchment it is estimated that soil erosion results in 230 tonnes of sediment entering Roadford Reservoir annually. If Culm grassland was restored to 1947 levels it is predicted that there would be an average reduction of sediment entering the reservoir of circa 30 tonnes (i.e. a 16 % reduction from the current level) over the year. Over time such a reduction in sediment deposition would have a beneficial impact of reducing sedimentation accumulation and assisting to maintain the live (useable) storage volume of the reservoir. Much of this sediment will have nutrients bound to the particles; so reducing these inputs would reduce the risk of eutrophication and consequently the cost of water treatment in the reservoir. Thus, recreation of Culm grasslands on catchment scales is shown to be beneficial as a strategic, soft-engineering management strategy, reducing the risk of flooding whilst simultaneously increasing the sustainability of our water supply.

Parameter

Culm grassland

Intensively Managed grassland

DOC mg/l

4-26

9-248

Total P ug/l

0-398

90-5,870

Suspended Solids mg/l

6-410

20-925

Water quality comparison of run-off from Culm and IMG after storm events

These maps of the Upper Wolf catchment show the extent of culm grassland in 1947 (left) which equaled 435 ha, and in 2008 (right) which now totals only 132 ha

The results from this research were summarised in a ‘Policy briefing’ statement – “The Restoration Game” – which Exeter MP Ben Bradshaw cited in a parliamentary debate earlier this year. For further information on the research undertaken here please contact Prof. Richard Brazier r.e.brazier@ex.ac.uk at the University of Exeter or Mark Elliott melliott@ devonwildlifetrust.org at the Devon Wildlife Trust. This research was funded by the University of Exeter, HEFCE, Environment Agency and Devon Wildlife Trust. The Working Wetlands Project is funded by South West Water through their Upstream Thinking Programme, as well as a number of other organisations…

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FEATURE: WATER QUALITY

Catchment collaboration – Anglian Water The East of England has a vibrant economy with a thriving agricultural sector and tourism industry as well as nationally important wildlife environments. All of these things, plus population growth and climate change, put pressure on water resources. To protect water resources and vital industries, like agriculture and our coastal economy, in a way that is also best for the environment, keeps customers’ water bills down and ensures we have sustainable water and food supplies, we need to find more joined-up ways to manage the land, rivers and aquifers that society is reliant upon. Prevention rather than cure is a far more sustainable way of doing this and Anglian Water is focussing on preventing pollutants getting into watercourses in the first place through their Catchment Management Programme. Catchment Management, which concentrates on addressing pollution at its source rather than through ‘end of pipe’ treatment solutions, is a sustainable way of protecting and improving the water quality of rivers and water bodies for the benefit of everyone. It’s a wide reaching approach and includes aspects from flood risk and water quality through to wildlife and the communities who live and work alongside the water. Anglian Water is especially interested in the impacts of nitrates and pesticides which enter raw waters by percolating through soil into ground water or as a result of being washed off the land by rainfall into rivers and reservoirs. Of all the pesticides essential to agriculture in the region, metaldehyde – which is a widely used and an effective control against slugs – is of particular focus as it is an extremely difficult chemical to remove through the drinking water treatment process. Lucinda Gilfoyle, Catchment and Coastal Strategy Manager for Anglian Water, says: “In England, we enjoy drinking water that is amongst the best in the world. It is treated to extremely high standards and tested to make sure that it is in pristine condition and clean and safe to drink. “The standards set out under the Drinking Water Directive are extremely stringent. Only 0.1 part of

any one pesticide in every billion parts of water is allowed. That’s equivalent to three grains of salt in an Olympic size swimming pool. “So, although the amounts of pesticide detected in raw water are miniscule and do not pose any risk to human health or aquatic life, metaldehyde can exceed these near-zero values in the samples we take.” In addition to the permissible concentration levels for pesticides in drinking water set out under the Drinking Water Directive, legislation called the Water Framework Directive is also of critical importance. The Water Framework Directive stipulates that additional water treatment – which is expensive and has a big carbon footprint – should not be used as a ‘silver bullet’ to improve water quality. In short, it expects stakeholders to work together to find more sustainable ways to achieve improvements before treatment is required. Another key area of interest for Anglian Water is Phosphorous which is found in domestic detergents and household cleaning products. Lu continues: ”Although new legislation to reduce the amount of phosphorous in detergents is coming into force, it won’t be sufficient to bring about the required improvements we need to see. An excess of phosphorous can lead to eutrophication with a subsequent loss of biodiversity and while at Anglian Water we have invested heavily in ‘P removal’ technology at our largest sites, under the Water Framework Directive, this type of additional treatment isn’t going to be feasible in future to address water quality deterioration. The solution here is to work with communities, to raise awareness of where the phosphorous comes from in the first place and to encourage people to use less phosphate-based products in the home and workplace.”

And it’s not just water intended for human consumption that is included in Anglian’s catchment approach. Bathing and estuarine waters are part of the strategy too. Paul Gibbs, Director of Water Recycling adds; “As a region we have one of the longest coastlines in the UK and have met European requirements for the quality of our bathing waters since records began. Whilst targeted investment has undoubtedly played a major part, working closely with others such as Local Authorities, the Environment Agency, coastal landowners, businesses and homeowners - to identify and rectify localised sources of pollution such as the impacts of roosting bird populations, vermin and private sewerage misconnections - has been of real importance. Under the tighter standards of the revised Bathing Water Directive - effective from 2015 this type of joined-up, proactive approach is even more key.” Collaboration with a wide range of stakeholders is therefore at the heart of the Anglian Water Catchment Management Strategy. “The consequences of not taking action right now, on our own (farmers, communities, industry and water company’s) terms by working in partnership to determine a joint strategy for water are wide reaching,” Lu says. “If we don't collaborate to fix the issues now then the UK may well fail the Water Framework Directive. ‘UK Plc’ collectively may well face financial penalties, levied by the EU. And these could amount to six figure sums, per day, until it’s resolved. It’s likely that this action could lead to subsequent savage regulation, with which we will need to comply, and which would no doubt come at a cost to us all. “This isn't an unrealistic, far-off possibility or some sort of scaremongering. It’s a real risk and requires serious consideration. We can avoid it, but only if we pull together immediately”.

"In England, we enjoy drinking water that is amongst the best in the world. It is treated to extremely high standards and tested to make sure that it is in pristine condition and clean and safe to drink." Lucinda Gilfoyle

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Valve / Waste Don’tServices replace–aWater seized valve – no dig when ittechnology can be operated Hydrosave’s clever valve release process could save you time, money and your reputationclever with customers. Hydrosave’s valve release process could save you

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HYDROK

SOUTH WEST WATER UTILISE HYDROK SOLUTIONS FOR THEIR BATHING WATER PROJECTS South West Water is investing up to £20 million to improve bathing water quality before 2015, ahead of new legislation, and Hydrok were one of three suppliers selected to provide screening solutions for the Bathing Water Projects. Working closely with the South West Water Capital Delivery Team (H5O) comprising South West Water, Balfour Beatty, Interserve, Pell Frischmann and Hyder Consulting, Hydrok will deliver solutions for storm water screening, flow control and storm tank cleansing to offer an efficient, cost-effective and holistic approach to each scheme’s requirements. Across 8 sites (Ivybridge, Modbury, Combe Martin, Liskeard, Teignmouth, Torquay, Holberton and Looe) Hydrok have supplied 14 Hydrok MecMex CSO screens, 2 HydroSelf flushing systems, 9 Hydrok CWF non-powered storm tank flushing systems plus 7 Electroslide flow controls. Hydrok manufacture and supply direct from their factory in Cornwall, and these schemes are an example of how a totally integrated solution can be provided and managed from a centralised manufacturing base. A combination of 'offsite' manufacturing, full installation by the Hydrok team, and working closely with H5O offers solutions for the South West Water Bathing Water Projects to meet the new legislation and requirements of the Environment Agency. For more information on any of the products visit the website, www.hydrok.co.uk or to discuss how Hydrok can help with an integrated solution contact Dave Armstrong on 01726 861900, dave.armstrong@hydrok.co.uk IoW Vol 183 1_2 pg Ad:IoW Half pg 01/08/2014 13:18 Page 1

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DIAGNOSE FAILURE. DELIVER QUALITY. THE PROACTIVE INFRASTRUCTURE MANAGEMENT (PIM) SOLUTION By collecting and transmitting water quality and quantity status data from within hydrant chambers - and in near real time - the PIM solution allows current network management strategies to be better guided. The number of unknowns regarding water quality and quantity variation/failure can be reduced; thus, providing you with more confidence when allocating resources. PIM solution data may be used to formulate proactive water quality management strategies. This can be achieved by allowing the condition of the network to be monitored through time and in space allowing maintenance intervention to be employed prior to customer grievance. www.evoquawater.co.uk © 2014 Evoqua Water Technologies Ltd

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VEOLIA

IFAS upgrade at Marquette-lez-Lille Derek Allen of Veolia Water Technologies talks about the world’s largest Integrated Fixed Film Activated Sludge plant

One hundred years after Ardern and Locket’s pioneering work, the activated sludge process is still the first choice for large scale sewage treatment works but, these days it needs a bit of help to meet the nutrient removal standards for good ecological status set by the EU Water Framework Directive. The Marquette-lez-Lille wastewater treatment plant was constructed in 1969 as a conventional activated sludge system, and is the oldest and most important facility in the Nord Department of France with a design capacity of 700Ml/day including 458Ml/day of storm water. But it was failing to meet the nutrient removal standards and an upgrade was necessary. The contract for the refurbishment project was let to Veolia Water, who also operated the new plant during the construction phase and will continue to do so for the 18 months following the 2013 completion date. The upgraded 242Ml/day treatment process is designed for a suspended solids load of 60tpd, COD 92.6tpd, total nitrogen 7.9tpd and total phosphorus 1tpd. Treatment, after screening, consists of primary treatment using Multiflo™ lamella clarifiers and biological treatment using HYBAS™ as a retrofit into the existing aeration basins. HYBAS™ is a hybrid Integrated Fixed Film Activated Sludge (IFAS) process which combines the advantages of conventional activated sludge process with Moving Bed Bioreactor (MBBR) technology, a fixed film process developed by AnoxKaldnes, a Veolia Water company, in the 1980s. HYBAS™ employs a plastic MBBR media within an activated sludge aeration basin to increase the concentration of biomass, thus allowing an increased loading. The specially designed high protected area, plastic media carriers are added to a part of the existing aeration tank and can move freely within it. The resulting process has both fixed film and suspended growth biomass, with nitrification taking place mainly on the fixed film media and BOD removal, together with denitrification mainly in the suspended growth

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activated sludge. This means that the activated sludge age at which nitrification can be achieved is significantly reduced, allowing existing activated sludge plants to be upgraded for nitrification with minimal impact. A short sludge age has the added benefit of higher specific carbonaceous activity whilst minimising growth of filamentous organisms and thereby reducing the risk of sludge carry-over in the treated effluent. The micro-organisms repartition between free and fixed biomass giving good nitrification even at low temperatures. Downstream of the aeration basins are six final settling tanks from which activated sludge is returned to the aeration basins. Surplus sludge is treated by Exelys™, a new thermal hydrolysis technology which reduces the quantity of sludge produced by 20-40% and increases the production of biogas by 15-30% compared to a standard digestion. Sludge digestion is followed by dewatering by centrifugation and thermal drying using BioCon™ technology. Dried sludge is subsequently recovered for agriculture or for incineration in cement kilns. Tertiary treatment of the effluent prior to discharge is by 8 Veolia Water Hydrotech™ Discfilters. The flow of 458Ml/day of stormwater is treated in a new stream designed to handle loadings of 84.3tpd suspended solids, 115tpd COD,

6.3tpd total N and 1tpd total P. Pre-treatment, consisting of screening and grit removal by a Mectan™ induced vortex degritter, is followed by chemically assisted settlement using an Actiflo® high rate clarifier with sludge concentration by Actidyn™ tube settling modules. As the Marquette-lez-Lille plant is in a densely populated urban area, particular care has been taken to deal with odours. Odour control combines two deodorisation processes: a physico-chemical (Aquilair™) plant for the pre-treatment and primary sludge area, and a biological (Alizair™) system for the other areas. An additional activated carbon air filtration system is used in the sludge drying area. The upgrade at Marquette-lez-Lille, the largest IFAS installation in the world, is part of a French programme to evolve sustainable development solutions, and its carbon balance has been established with the "Carbone 4" design bureau. The balance is based on three points: reduced use of fossil fuels, energy generation and environmental commitments. HYBAS™ is key to this sustainability since it guarantees high quality final effluent in a compact footprint with low energy input and the ability to increase capacity in the future simply by adding more carrier media.

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PANTON MCLEOD

Dead Spot Sampling™ meets Flow Cytometry

Promising signs for new innovative service After working in partnership with Northumbrian Water, Panton McLeod are optimistic that a new service will offer the industry insight into how water behaves as it moves through their service reservoirs. By comparing the chlorine residual with microbiological data collected at various sample points throughout the internal area of a live system, real feedback on chemical and bacteriological activity can be analysed. Paul Henderson, the firm's Business Development Director, hopes this technique may become as standard as taking bacteriological samples (from fixed sample outlets) when investigating problematic assets.

out into supply, particularly if flows were to suddenly increase. We expected that standard measurement of free chlorine paired with bacteriological samples would give an indication of performance. In the back of our mind we always thought our clients may see further potential, and that is what has happened." Iain Weir, Panton McLeod's Chief Technical Officer is enthusiastic about additional developments which have now allowed cell analysis using Flow Cytometry. Iain said, "David Harker, NWG Water Quality Scientist, suggested the possibility of using Flow Cytometry to count the abundance and character of cells within the water. I was aware of the technology being used in medical applications and more recently for legionella testing. The technique utilises fluorescent dyes and lasers to help establish the origin and viability of microbial cells. It was very exciting to see it being applied in conjunction with our existing Dead Spot Sampling™ technology." “David, Eddie and the supporting team at NWG have been fantastic to work with, and we plan on honing the practise further on additional sites.”

Paul said, "We have always worked closely with our clients, and attend a number of innovation events to get a feel for the current challenges facing the industry. We met Eddie Wrigley, NWG's Innovation facilitator, at an Institute of Water innovation event and he became interested in our ideas for taking a range of samples across a reservoir’s layout using our Dead Spot Sampling™.” “We aim to see if design or low turnover could be producing areas of ageing water that could pose a risk to the quality of the water going

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"Dead Spot Sampling™ allows Water Companies to take previously inaccessible samples. Previously only the inlet and outlet positions could be sampled. Now with the use of our dedicated potable water ROV equipment various and numerous positions and heights within a service reservoir, contact tank or water tower can be reached. If required it could also be used to remotely dose the asset.” Eddie Wrigley, NWG Innovation Facilitator, has been pleased with the progress made in a very short time period but knows that there is still work to be done. Eddie said, "Due to their reputation for working in live potable water assets we knew we could trust Panton McLeod with one of our critical assets in a

"live and in supply" condition. This was essential as we wanted to know how the asset operated in live conditions and not in an isolated state. Without this confidence the whole project may have struggled to get off the ground.” “We focused on a reservoir that has two neighbouring cells of the same design and volume. This site offered a good chance to see if different sides of the same reservoir would show different results from samples taken throughout the flow from inlet to outlet.” “It is still early days but now that we have some data back it looks as if the technology could be a valuable tool in helping us to achieve our outcome of supplying clean, clear drinking water that tastes good." If you would like to find out more about this or any of the other Water Quality Engineering services offered across the UK and Ireland by Panton McLeod please visit their website at www.pantonmcleod.co.uk or contact Paul Henderson on 01914 274730.

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25/06/2012 10:47

R2M

The pipe material of the future R2M have already proved huge cost savings with their end restraint fittings and wide tolerance encapsulation collars. They continue to expand their reputation for innovative products to the U.K. water industry with the introduction of a new MOPVC pipe. Previously only available in small diameters and with limited pressure rating, Madrid based company MOLECOR have patented a unique manufacturing process resulting in an almost indestructible pipe material which is available for potable water or sewage applications in diameters up to 630mm and at pressure up to 25 bar. The initial interest in this excellent product has been phenomenal. Whether for repair and maintenance purposes or for new lay projects, MOPVC is surely the pipe material of the future On October 15th the northern branch of the â&#x20AC;&#x153;Pipeline Industries Guildâ&#x20AC;? invited companies to enter an innovation competition at United Utilities headquarters in Warrington. 19 companies entered the competition and presentations were limited to just 5 minutes. External Sales Manager Will Garrod stepped up for R2M and explained the benefits of MOPVC pipe. After careful consideration by the panel of judges, R2M were presented with first prize. A further endorsement of this excellent product. R2M will be invited back to carry out a more comprehensive presentation at the Guilds A.G.M. in April 2015.

Will Garrod, UK External Sales Manager, being given the award for best innovation at the Pipeline Industries Guild innovation day, by Mike Flynn, chairman of the Northern Branch

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R2M are delighted to introduce "Molecor," the most advanced pipeline material available to todays water industry. Molecors unique manufacturing process has resulterd in a product that is:• LIGHTWEIGHT – making it easier to handler and safer to use. • ROBUST – Almost indestructible • RELIABLE – Installations in other countries have shown 100% success rate. • COST EFFECTIVE – Prices compare favourably with other pipe materials. Other savings such as transportation costs and installation time make MOPVC a real winner. • SUPPLIED IN SIZES - from 90mm to 630mm • SIMPLE TO CONNECT – with joints that are 100% water-tight • RESISTANT TO WATER HAMMER – with significantly lower celerity than with other pipe materials. • PRESSURE RATED at 12.5 bar; 16 bar; 20 bar or 25 bar. • D.W.I. certificated • WRAS approved So if your business is in the laying of new pipelines or in the repair and maintenance of the existing network, MOPVC pipe can: SAVE YOU MONEY – SPEED UP THE INSTALLATION PROCESS – IMPROVE HEALTH AND SAFETY ON SITE – HELP THE ENVIRONMENT – ELIMINATE THE LIKELIHOOD OF INSTALLATION ERRORS Don`t get left behind. Other Water companies and associated contractors are already benefitting from the use of this excellent product. Contact your exclusive U.K. supplier: R2M Ltd

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THE PRESSURE IS ON AT UPPER RISSINGTON Late last year, 800 feet high in the Cotswolds, the Gloucestershire village community of Upper Rissington was faced with low water pressure and supply problems. With a bright new neighbourhood development underway at Victory Fields, former home of ‘Little Rissy’ Royal Air Force base, the ageing water supply system and pumping equipment was not able to cope with the increased demand and combined with the extreme weather at the time led to periods of water restrictions for the residents. Albion Water recognised the need for a complete overhaul and upgrade of the water supply pipe network and pumping system and instructed DT Civils, Civil Engineering and Pipeline Specialists, to supply and coordinate the necessary improvements, in particular the water boosting equipment needed to pump the additional requirements for water to the village. John Jones of DT Civils said, “time was of the essence and we required a single solution for the water pumps, electrical, pipes and connections all under one roof. We chose KGN Pillinger as we knew they would be able to assemble all the components and supply a complete booster set and kiosk to specification and within the time frame required” With a collaborative working association between Albion Water, DT Civils and KGN Pillinger, the residents of Upper Rissington can once again enjoy a constant and reliable supply of water.

NEW WATER PORTAL FOR BUSINESS, POLICYMAKERS AND REGULATORS The Water Security Knowledge Exchange Portal (WSKEPortal) is designed for users of water research and water data. It provides a fast introduction to national datasets, includes 60 case studies that demonstrate the efficacy of high-quality research, and puts you in touch with people, facilities and networks involved in water research. WaterData brings together data collated and stored by different organisations. It provides an overview of national-scale waterrelated datasets, both spatial and time-series, that are available in the UK. WaterR2B delivers media-rich case studies which demonstrate the benefits to industry of highquality water research. WaterRUK takes you to the water research and expertise you need. The directory contains more than 1,000 individuals active in water research in the UK, and contains details of large-scale facilities and networks. The Portal brings together data, case studies and information on researchers, facilities and networks that are collected and stored by different organisations – making them all quickly accessible in one place. The site is designed to help businesses, policymakers, regulators and others see how the water-related challenges that they face have been addressed, and to assist them in finding the data and researchers that can help them address the water-related challenges of the future. The WSKE Portal was developed by the Water Security Knowledge Exchange Programme, a long-term initiative that was funded by the Natural Environment Research Council. It is maintained by the Centre for Ecology & Hydrology. It supports the objectives of the UK Water Research and Innovation Partnership - a collaboration between the water industry, policy and research communities and it is supported by UK Trade and Investment. For further information please visit www.wskep.net or contact Kay Heuser kaus@ceh.ac.uk, Outreach Programme Manager at the Centre for Ecology and Hydrology.

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The UK is a world-leader when it comes to innovation in the water industry, however, over the coming years the sector will be facing new challenges that will threaten the biozilla 180x130mm 140319.1.indd 1 sustainability of these critical services. The combined effects of climate change and the growth of the population will mean increasing pressure on our water network.

laid today, taking into account the currently observed pace of investment, needs to last for around 150 years. The durability of ductile iron has been acknowledged for several decades and in many hydraulic systems, ductile iron pipes that are 150 years old and beyond are still in perfectly good working order. Beyond the inherent qualities offered by ductile

iron, its service life is clearly dependent on the biozinalium.uk.pam@saint-gobain.com quality of its external coating system against

The ability to better manage water supplies is becoming more important as demand for water continues to escalate. However, safeguarding against future shortages is not just about producing enough water to meet demand. Equally as important is the need to control the amount of water that is lost in transit between the point of production and the end user.

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research that up to an estimated 84% of the service life of a pipe is determined by its external coating*. The added enhancement of the copper enables the bactericidal properties of this metal to be leveraged to reduce the potential risk of localised bio-corrosion. It therefore provides a brand new way of reducing this risk and thus impacting positively on the durability of the pipes by reducing the total cost of ownership.

the aggressiveness of soil. With this in mind, Saint-Gobain’s investment on research and development focusses on continuously enhancing the coating systems of its pipes.

This protection system is suitable for over 90% of soils in the UK without the need for any further protection. An estimated saving of a minimum of 3% has been identified when compared to alternative external coating systems.

supply network running at around 3,000 megalitres a day in 2015, improvements in leakage rates need to be addressed and changes made sooner rather than later.

Saint-Gobain has developed BioZinalium®, an enhanced protection system that retains the active properties of the existing Zinalium® (Zn-Al 85/15) alloy, which has now been enriched with copper, an antibacterial agent to reduce the potential risk of localised bio-corrosion.

In an industry where there are increased pressures to achieve low leakage levels and to guarantee a durable infrastructure network, BioZinalium® is Saint-Gobain’s practical response to the genuine concerns of water network investors, operators and managers.

The average rate at which drinking water pipelines are renewed is around 0.6-0.7 per cent per year. This means that a pipeline

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biozilla 180x130mm 140319.1.indd 1 With expected water loss from the industry’s

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GPS PE PIPE SYSTEMS

NEW PROTECTA-LINE CONTINUES GPS’S BLACK CORE INNOVATION GPS, the UK pioneer of black core polyethylene pipes, has continued to invest in product development with the launch of ‘New Protecta-Line’, a durable, co-extruded PE barrier pipe with a black core. The move follows the successful launch of New Blue by GPS in 2012, the first co-extruded PE pipe with a black core to be manufactured for the UK market. The arrival of ‘New Yellow’ from GPS earlier this year, continued the company’s strategy of developing functional, black core pipes with lower embedded carbon and development of New Protecta-Line is aligned to that strategy, providing a full range of specification options for drinking water installations.

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Comments Dominic O’Sullivan from GPS: “Our ‘New Blue’ range of pipes for the water industry is now fully embedded in numerous utilities improvement schemes throughout the UK and we wanted to ensure that the same level of offering was available for installations where there is a possibility of contamination. “Protecta-Line was the first barrier pipe system to be launched in the UK and our focus on developing co-extruded black core pipes for a diverse range of applications continues GPS’s tradition of innovation. It will also help the water industry reduce its carbon footprint, streamline the supply chain and manage raw material consumption more effectively.” Production of black core pipe generates less waste than comparable systems and uses a lower carbon manufacturing process, helping to reduce the environmental impact of the overall project. With the sector now preparing for the next round of infrastructure projects when AMP6 begins in 2015, the latest GPS black core pipe

will answer demand for lower embedded carbon across all aspects of a scheme. Dominic O’Sullivan continues: “PE is a flexible and durable material with a service life of at least 100 years. The black core enhances that sustainability still further and New Protecta-Line will aid viability of drinking water installations, even on heavily contaminated former industrial sites.” New Protecta-Line is available in PE100 in all standard sizes ranging from 90mm to 630mm. Protecta-Line PE80 pipes in sizes ranging from 25mm to 63mm will continue to be manufactured with a blue core as a means of distinguishing between the two material specifications.

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AMP 6 PREVIEW

“It’s a brave new world - enabling says Jeremy Mitchinson, Programme Leader, MWH

The move to a Total Expenditure approach against long-term, customer-focused outcomes will drive companies to consider expenditure in a more holistic way. This will mean moving away from perceived preferences for Capex solutions over possible cheaper and better operating solutions. The distinctions between Capex and Opex will be removed allowing different approaches to be traded in the management of assets and delivery of customer-valued services. The existing Capital Incentive Scheme has driven Capex efficiency. For example through our work with many UK Water Companies, MWH has developed significant areas of innovation that have returned substantial savings. But as yet the new world of AMP6 and its associated dynamics of change is largely uncharted territory. Water companies and the industry supply chain are just starting to map out the Totex challenge and getting to grips with how to deliver the outcomes of Totex in a practical and beneficial way. In my view those most likely to succeed will integrate the thinking from different parties (including various stakeholders and other industries), pilot new ways of working and then build on momentum to drive the wider changes needed.

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Moving towards a Totex delivery model requires changes to current processes and behaviours in terms of how we develop solutions to meet a defined need. In AMP6 we need to move beyond the default Capex bias, to ‘system wide’ solutions. To realise the full Totex benefit, the processes for developing and implementing these solutions will need to be redefined. To address this, MWH has developed a Totex Solution Hierarchy; Eliminate, Collaborate, Operate, Invigorate, Fabricate.

A Totex based Solution Hierarchy encourages solutions without boundaries The MWH Totex Solution Hierarchy is a challenge ‘filter’ which can be applied to any identified and

verified need. This filter is used, for example, to test and identify if operational or educational solutions could be applied to eliminate the root cause, therefore reducing or completely negating the need for a build solution. This hierarchy approach encourages the development of solutions without boundaries, many potentially being developed with a wider set of stakeholders and creating solutions which benefit all parties. The foundation for the hierarchy has been evolving within MWH over a number of years as we have continually sought to explore different ways of resolving the issues that our Water clients experience. We continue to drive this culture shift through MWH by embedding the Totex Solution Hierarchy approach as business-as-usual.

MWH

a Totex efficient approach” A step change in operational data management is essential to driving a risk based TOTEX model.

Aligning incentives to efficiencies drives innovation, increases value to customers and reduces ‘Cost to Serve’

Risk management is the backbone of the Totex model, underpinning decisions that will be made about interventions to resolve needs. Operational performance and cost data is fundamental to this risk framework and successful implementation of the Totex hierarchy.

Once a decision has been made to develop an intervention, the delivery Team (client/solutions partner/delivery partner) can work together to deliver Totex efficiency through the application of ‘efficiency levers’, proven high impact assessment criteria and areas of potential innovation to achieve elevated levels of efficiency. The programme of solutions can be tested against the appropriate efficiency levers to increase Totex value and/or reduce the cost to serve, and at each stage of the project lifecycle.

The drive to make capital efficiencies has led to significantly improved capture and determination of accurate ‘unit cost to build’. However, a proactive mission is required to capture operational performance and cost data at an appropriate level of detail, for example, based at catchment, site, process unit and component level. This will enable us to develop a ‘unit cost to collect, treat and dispose’ and establish the true cost of asset ownership now and throughout the life of an asset. Static and real time data capture will also allow operational efficiency to be determined, predicted, monitored and realised. We will be able to answer questions such as: “How efficient is my plant?”; “How efficient should my plant be?” and “How efficient could my plant be?” Enabling the full potential of both treatment plants and networks within the defined risk profile of the Water company and the infrastructure itself, will go a long way to implementing a Totex hierarchy derived solution. It will also provide increased confidence in day-to-day performance delivery and regulatory compliance.

A focus on delivering Customer promises and Totex outperformance prioritises solutions and realises benefits The new world of AMP6 is likely to mean taking some very difficult and different decisions. The question posed may not be; “How do we deal with this issue?” but “Do we need to deal with this issue?” Another dimension of the Totex hierarchy decision framework is being able to clearly demonstrate a link between a proposed intervention and an outcome (whether it is customer promises or company strategic objectives). If there is no clear line of sight to an outcome with a defined and verifiable benefit, then proposed interventions (or outputs) may be halted at the first gate. Breaking down outcomes into layers of sub-outcomes provides a framework for prioritising the approach to solution selection. The application of clear linkage is likely to result in some very interesting discussions whilst we move from “build” mentality to a “resolve in any other way possible first” approach.

Efficiency levers could include; programme optimisation; clustering, data management and analytics; asset standards, asset operation; and so on. For each lever the current level of performance is established along with key milestone levels of effectiveness towards the ultimate goal. This can be accelerated by forming Task and Finish groups containing the appropriate mix of individuals from the client and supply chain organisations to focus on one of the efficiency levers and drive common approaches, innovation and best practice across the entire delivery programme.

Empowered Governance Panels ensure continued benefits assessment and delivery of Outcomes Out-performance and outcome delivery in a Totex focused environment is realised through an effective and accountable governance process throughout the programme lifecycle ensuring: The selection of the right solution is based on achieving the customer outcome and maximising Totex performance. The benefits associated with selecting the right solution are actually realised through delivery and ongoing operational performance. This process engages the right stakeholders efficiently at the right time, through empowered governance panels across the delivery lifecycle. These panels are populated by key stakeholders who make the relevant decisions at each stage of the delivery process. This gives the opportunity to pull strategic involvement of Operations staff and the Contractor Delivery Partners further upstream in the delivery process enabling them to contribute to key themes such as innovation, use of new technologies, R&D, programme visibility and readiness for offsite fabrication. A fundamental principle of this governance approach is the ability to place schemes on

‘delivery runways’ based on their level of scope definition and complexity, allowing certain stages of development to be bypassed [as practised at MWH since AMP3]. This has the benefit of increasing flow and speed of programme delivery with associated reductions in cost to serve. The final Governance Panel gives the opportunity to embed the key Totex principles into the operational phase. The operating regimes and costs associated with the delivered solutions will be validated and optimised, with appropriate training, up-skilling and monitoring.

Embrace transformational change to deliver Totex success Totex means embracing wider issues, like the balancing of maintenance, operational and replacement options, source control catchmentbased approaches and behavioural change programmes. It presents a great opportunity to create and deliver pioneering solutions and will in turn create happier customers. A change in risk appetite at both operational and catchment level, founded on improved available and accurate data, will enable us to run assets closer to their maximum operating capacity. In many cases, such as in the adoption of real time control in activated sludge plants, this will come with a greater control of variable load conditions and increased certainty of regulatory compliance. Delivering Totex success will require everyone in the industry, whether operators or suppliers, to embrace the challenge through a transformational change in culture and ways of working.

Jeremy Mitchinson, Programme Leader, MWH Jeremy Mitchinson can be contacted at jeremy.mitchinson@mwhglobal.com or more information about MWH is available at www.mwhglobal.com

MWH Global engineers, consultants and construction professionals help solve complex infrastructure and environmental challenges in water and natural resources. Globally, MWH employs more than 7,000 experts who are Building a Better World.

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AMP 6 PREVIEW

MOVING FROM A DISTRIBUTED BUSINESS TO A HIGH PERFORMING CONNECTED ORGANISATION It’s been tough. That’s not going to change, but organisations do need to change. The utilities industry has had a tough recession. Organisations have been under huge pressure to manage prices and to drive down costs, meet rising customer demands, juggle the conflicting needs of stakeholders and plan for and invest in the renewal, extension and revamp of an aged infrastructure. All this while maintaining a sharp focus on safety and keeping the water flowing. The recession may be retreating, but its legacy remains: the operating environment we have just described is here to stay. Not only that, by removing cost from the bottom line to survive the recession, many organisations are now finding themselves without the resources to drive growth. That means they are having to re-organise themselves in order to support their growth ambitions. Those growth ambitions are not just about doing more of the same, but about working differently to meet changing customer demand in a world which is constantly and rapidly changing. Our clients are starting in the future and working backwards to identify what needs to change now to meet customer needs 10/20 years ahead. That’s not an easy task: who knew, for example, 10 years ago in 2004, that by 2014 customers could be using their iPads (not yet invented) to switch on their hot water remotely? We should expect the next 10 years to produce change at an even faster rate. Today’s customers are more demanding, more vocal and soon will be able to choose who they would like their water provider to be. No organisation can take their customers for granted.

The management dilemmas aren’t new, but they are magnified So, what does that mean in practical terms? Well the issues aren’t new, but they are magnified in this context of constant and rapid change. Leaders will still be struggling with issues such as: How can we reduce cost and increase service? How can we ensure we maintain focus and the customer remains at the heart of what we do? How can we respond to declining profitability? How can we increase volumes and reliability? How can we optimise the cost base of our operations? How can we improve continuously and sustainably? How can we react quickly and mobilise all four corners of the business? How can we do all of this together?

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Distributed businesses need to become connected organisations Those last three dilemmas are especially hard, when you consider that the majority of utility organisations are distributed businesses. To face up to these dilemmas in the challenging environment which we described earlier, utilities organisations need their employees to be focused on clear common goals and leaders who need to capture the full potential from each and every corner of the business. That’s obviously harder when your employees are distributed across different locations. It’s easier in a distributed organisation for teams and functions to carve out their own way of working and to maintain discrete silos, albeit perhaps unintentionally.

The term – distributed – seems to imply the sense of being removed from head office and scattered further afield. Replace ‘distributed’ with ‘connected’ and a very different picture emerges; one of the different parts of a whole, all interconnected and working together. The challenge for leaders today is how they move from a distributed organisation to a connected organisation, to help them to resolve their challenges and achieve their strategic goals.

Six steps to become a high performing connected organisation The best antidote for complexity is clarity of focus and getting the basics right. In big businesses, growth and survival are synonymous and many

EGREMONT executives readily admit that the obstacle preventing their growth is not a shortage of opportunities. Rather, the hurdle is internal complexity.

values and beliefs and is seen in traditions and norms – it’s ‘why we do things the way we do’. The climate of an organisation, however, is more about the ‘what is expected and the way in which we do things’ and is made up of a number of factors that can be relatively easily measured and influenced.

In working with market leading organisations, across a range of sectors from retail to utilities and banking, we have identified six common steps that can be taken to address that complexity and turn the distributed businesses into high performing connected organisations: 1. Have a clear strategy – and focus Good well executed strategy reduces complexity. The starting point of any good strategy is making choices about what you want your customers to value you for: operational excellence, product leadership or customer intimacy. The Tracey model, on which this strategic approach is based, argues that you have to be competent in all three, but to be a market leader, you must excel in one. That requires making choices, which in turn means managing the trade-offs that come with that choice. 2. Identify and remove the drivers of internal complexity If it’s internal complexity that prevents growth then we need to find new ways of identifying and dealing with those complexities. One of the first hurdles to overcome is breaking down the barriers that come with organisational silos, symptomatic of a distributed business. Creating a cross-functional management system, supported by metrics which will drive improved operations across an entire end-to-end process is an obvious solution. It’s often the interdependencies or knock-on impacts of decisions that are missed in silo working. For example, if a plant has reached capacity then the logistics department have to pick up the tab for moving products or materials to the next available site. Given there are two separate budget holders, the reduction in productivity and increase in spend often falls through the gaps. Taking an end-to-end view enables one person or a connected group of managers to assess and manage the trade-offs of having reached processing capacity in one site. Changing the way we look at the business also allows us allocate resources based on business need rather than structure or historical reasons. 3. Review and restructure the distributed business If we are going to change the way we look at our business and deal with these strategic tradeoffs, then we also need to be prepared to review the structure of the distributed business. When working with senior executives to define the optimal organisation design we encourage them to think beyond what responsibilities should sit in the centre versus the field. Based on their strategy we ask them to consider the structure of the organisation in terms of: i) Should the decisions be made centrally or locally? ii) What level of functional integration is required to support these decisions?

iii) What roles and responsibilities are required to make the organisation work as desired? 4. Optimising the cost base of the distributed business The approach most often resorted to during difficult economic times is to scale back the size of the organisation, but the effects of this can be limited in achieving a sustainable reduction in costs. We have worked successfully with organisations to develop strategic resourcing models that allow them to match the dynamic workloads (peaks and troughs) of the business to their use of full-time and part-time staff. Managing staff flexibly in this way allows companies to establish the most efficient way of making staff available to the customer or for production, whilst avoiding periods of either under or overstaffing. The best of both worlds: better customer service and lower cost. 5. Learning how to become operationally excellent and embrace continuous change Core to any approach for being operationally excellent should be how to deliver customer value without waste. We would recommend a simple four step approach: i) Define who the customers are and what they value ii) Really understand the scale of what has to change to deliver customer value iii) Recreate an environment to develop, test and refine solutions and iv) Scale up the organisation’s capabilities to sustain the benefits 6. Creating a climate within the organisation where colleagues are engaged and mobilised Within an organisation its culture is something that is steeped in its history and made up of

Leadership is the single most important determinant of organisational climate. Today’s most successful leaders spend as much time strategizing about how to compete as they do about how to mobilise and engage their organisation. Organisational structure is also a key factor in creating the climate. Put very simply, how a company organises itself is a direct reflection of what it considers critical to success. How individuals take responsibility and are held accountable for what they do (performance) and how they do it (behaviours) demonstrate the organisation’s standards of accountability. Two-way communication, feedback and rewards reinforce what is expected and is acceptable. In our experience of high performing organisations, they have highly engaged workforces, and are defined by the extent to which its leaders live and breathe these factors.

High performing organisations that are connected and change continuously will win the race To create a high performing connected business we ultimately need an organisation that is comfortable with, and able to make, constant change and evolution part of its DNA. As George Bernard Shaw famously wrote, “progress is impossible without change, and those who cannot change their minds cannot change anything.” We have worked with clients whose sustained, focused, well organised and bold approach to transformation has brought some staggering results. In a very short space of time, high performing connected business can achieve 2025% gains in productivity and profitability, and even more dramatic improvements in the bottom line. They were not able to do that without connecting up every corner of their organisation to work together, regardless of location or function. Those organisations who embrace the challenges they face and cut through the complexity will undoubtedly win the race for post-recession recovery. Those that don’t, will inevitably end up as the ‘also-rans’.

Giles Hay

Programme Manager Egremont Group

The Egremont Group is a management consultancy specialising in business transformation. For more information please visit www.egremontgroup.com

gileshay@egremontgroup.com Telephone: 020 7298 7878

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Less is

more The Brightwater HSAFÂŽ provides nitrification treatment or suspended solids removal taking the stress out of meeting your compliance consent on a temporary hire or permanent basis, and giving you more time to manage the rest of your plant.

Less Totex costs Less carbon footprint Less time on site Less compliance failure To find out why less is more visit: www.fliwater.com

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ADVANCING CHEMICAL ENGINEERING WORLDWIDE

PULSAR PROCESS MEASUREMENT

INSTRUMENTATION IN AMP6 – CAPEX + OPEX = TOTEX, BUT MONITORING IS KEY The new AMP6 period continues the shift in emphasis from Capital Expenditure, after the massive investments of the past AMP periods that have exceeded £100 billion, to include the on-going management and maintenance of new and existing assets, and the optimisation of total lifetime costs. Ofwat are now considering the debt-funded capital projects (CAPEX) alongside the revenue funded operational expense (OPEX), to give a total lifetime cost of an asset (TOTEX), creating new metrics for Companies to consider, while the recently introduced SIM system changes the way that individual system failures are dealt with, based on the impact on the consumer. There has been a natural focus on cost through the Capex programmes, with suppliers pressurised to reduce up-front costs. While it is obviously important that costs are controlled, the more recent emphasis on total lifetime costs, made explicit in AMP6, provides opportunities for true partnerships to develop through the supply chain. Those partnerships are based on asset management, Compliance and maintenance to deliver efficient operation and minimise adverse customer impacts. While that may make perfect sense, it presents a headache in practice, because there is a clear requirement for intelligent control, measurement and monitoring. While it may well be true that ‘planned’ maintenance is significantly less expensive than ‘reactive’ maintenance, reactive maintenance is usually as a direct result of a breakdown, which may have wider repercussions in terms of environmental and consumer impact.

Planned maintenance, working to a schedule, reduces the problems arising from breakdowns but, if we can receive advance warning of an inefficient operation, then we can move to an even better model; ‘Predictive’ maintenance, where maintenance can be effectively managed in response to a measured trend rather than either an emergency, or a schedule that may include maintenance that is not required at that time. Developments in measurement and instrumentation lead directly to closer control, improvements in efficiency and Compliance, and ultimately lower costs. Pulsar is a manufacturer, primarily, of non-contacting, non-invasive measurement and monitoring systems, based on our acoustic signal analysis expertise: noncontacting ultrasonic or level and flow; sonar based sludge interface monitoring and noninvasive pipe flow measurement. Increasingly, our customers have demanded greater levels of sophistication in the way that our systems operate, so that the latest pumping station controllers offer a level of control that is way beyond where they were only a few years ago.

Take the Pulsar Ultimate Controller as an example of the latest generation of pump station controllers; Ultimate links well-understood non-contacting ultrasonic level control with Flow Pulse non-invasive flow monitors and pump power monitors, so that flow rate, changes in level and pump operating statistics can be integrated to give a full picture of the performance and efficiency of individual pumps within the station. That information builds into a history of the performance of the pumps so that Planned and Predictive maintenance can be undertaken on the basis of accurate and relevant information. Additionally, an optional infrared camera gives a direct view into the sump itself, so that operators can react to issues, but more importantly, can choose not to react when there is no requirement for a response. The further benefit is that the pump performance can be demonstrated so, for example, a Compliance issue may be defended if it can be shown that pumps were working at full efficiency when a storm condition overwhelmed a pumping station. All of that information is available remotely over IP, effectively a dedicated web page, or via the WITS DNP3 Protocol, providing remote operators with full, live, information on the pumping station performance. Another good example is in sludge level measurement, where automation of the sludge process based on accurate interface level measurement is allowing WWTW’s to improve control at various points in the settlement process. That can result in an increase of the quality of sludge produced, for example to drive on-site electricity generation, or to aid Compliance in final settlement, providing the measurement that helps to maintain final settlement at a healthy level, and minimising the costs of maintenance and monitoring by providing the measurements that allow bellmouth or other recirculating valve control.

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Safeguarding a vital supply Morgan Sindall is a major provider of multi-disciplined projects to the water industry – collaboratively bringing together the strengths of the customer, community, supply chain and ourselves to successfully deliver a sustainable water infrastructure through: • • • • • •

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AMEY

Looking to the future at Amey It’s all about looking to the future for Amey as it seeks to rise to the challenges presented by AMP 6, which runs from 2015-2020.

The company is not only looking to use predictive technology to predict problems such as blockages and bursts before they happen, thereby minimising disruption to customers, but is also taking on the next generation of skilled workers to bridge the skills gap Amey has enthusiastically aligned itself to the key challenges of AMP6 - customer service, efficiency and innovation - and is working collaboratively with clients and their supply chain to review every aspect of the way it operates. The idea of innovation is enshrined in every aspect of the way the company operates, according to Campbell Crawford – Account Director, in the company’s Utilities and Defence division. He said: “Innovation is a big opportunity for us and we are addressing it at all levels from grass roots upwards. One of the ways we do this is through our network of Contract Improvement Groups, which encourage everyone on the contract to come up with new ideas which we then put to the test. It‘s all about being as effective as possible.” Another area of focus is predictive technologies. John Jordan – Associate Director, Utilities Professional Services said: “We’re looking at how we can use technology and data to anticipate issues such as blockages and bursts so we can deal with them before they become a problem. As well as meeting the innovation challenge this also improves customer service, which is a key driver in AMP 6. “We know that disruption caused by roads being dug up annoys people, so we are looking at ways of carrying out repairs and maintenance using

robotic devices which can identify problems in pipes long before they become leaks or blockages that need fixing.” Campbell added: “We have also driven improvements in communication to make sure that we keep the public fully informed so that we don’t just turn up and dig a hole but that we ensure customers know when we are coming and what we are going to do. “On top of the predictive technology being implemented, we’re also using new repair and maintenance technologies that minimise, or remove completely, the need to excavate. These are exciting because they could allow us to carry out work without any disruption at all – to be a real ‘silent service’. “Our eventual aim is to be so far ahead of any problems that when we contact a customer and ask if they were happy with the way it was resolved, they hadn’t even been aware of it.” To strengthen its customer service and efficiency, the company has also set up a network of Customer Experience Leaders, which enables them to share best practice across all their contracts. This approach is paying dividends as the company consistently delivers strong performance and high customer satisfaction scores.

or installing a meter at a customer’s property, our approach to safety, customer service, maintaining and enhancing our clients’ brand and image remains consistent.” Amey is also looking to the future when it comes to recruitment and is working within the Energy and Efficiency Industrial Partnership scheme to create operational roles for young unemployed and military service leavers. It is also taking on graduates and apprentices. John said: “We recognise that our people are our business, and we therefore prioritise investment in our employees. “We know that as our older workers retire, it is important to fill the skills gap that they leave behind so we run a programme encouraging younger workers. “I have around 60 water engineers in our department, 17 of whom are young graduates on a career development programme. We are proud to have such talented people at Amey.”

Amey’s range of AMP6 offering to clients extends across the full spectrum of the water and waste water industry and there is a strong focus on getting it right. Campbell said: “Amey strongly believe in consistency in delivery. Wherever we work in the country, whether building major capital schemes,

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RADIO DATA NETWORKS LIMITED

Radio Telemetry for AMP6 Of all the utility sectors, the Water Industry is by far the most technically challenged when it comes to the remote monitoring of its assets. Not only are the assets remote but the vast majority of them are buried underground hidden below manhole covers, without access to power.

With the industries switch to TOTEX, the challenge increases further! Not only will each asset’s initial cost be measured, but so will its reliability, serviceability and running cost over its life. This has started to trigger worries in the industry both in the UK and US over the Water Industry’s dependence on the cellular networks when there is now a clear divergence in the aspirations of the Asset Managers in our Industry and the Cellular Operators as they accelerate the migration from 2G and 3G to 4G and 5G technology. If the confusion in the cellular market was not enough for the Water Industry to contend with, there is also the issue of continued interference from portable traffic lights that have been jamming communications on the licence free 458MHz allocations, to which has been added the threat of the band being withdrawn during the forthcoming Ofcom UHF 420MHz to 470MHz Strategic Review. Hence, to meet the TOTEX challenge head on, we have pioneered a new approach whereby longevity is assured by opting for operation on an exclusive

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Ofcom Band II licenced channel spanning the whole of the UK and Channel Islands. Band II radio gives us good penetration through forests and urban environments and is power efficient. To help exploit the band we have developed a number of telemetry platforms and a novel battery powered “Booster” for extracting data from below ground. Links can be point to point or broadcast format, whereby multiple receivers respond to a single message, or star-hub where multiple sensors talk to a single central receiving location linked to virtually anything from SCADA to remote BIG data web servers.

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AMP 6 PREVIEW

Asset Optimisation for AMP6 Adoption of new technologies will be instrumental in meeting AMP 6 targets, Jeremy Shinton – Business Solutions Manager at Mitsubishi Electric explains. With the water utilities spending in excess of £25B in AMP5 the time has come to sweat the assets and gain maximum efficiency from every part of the water delivery process and the services that surround them.

many differences between a water treatment plant and a food or automotive manufacturing business but there is the same driver and that is to eliminate waste and reduce not just processing costs but overall business costs.

Growing costs of energy, transport, and other “Raw” materials to the water process business mean that water companies have to look deeper into their souls to gain “margin” to pay investor dividends.

If we consider the 7 manufacturing wastes (as defined by Ohno in the Toyota Production System) they are, over production, waiting (by operators and machines), transportation of materials, unnecessary or over complicated processes, excess stock or materials, excess movement by operators and defective products. There are some areas in which the water companies could benefit by stringent analysis of procedures and production to get the absolute best out of the plant assets.

Add to that the constraints applied by the regulators mean that prices can’t be increased beyond those agreed on an individual basis with OFWAT, except by applying the “K” factor which allows the water companies to increase their prices by an agreed percentage over and above the determination value, however this cannot be applied every year. During the last 5 years water industries have been busy with the implementation of the capital projects that were agreed as part of their OFWAT submissions. AMP5 has been mainly around the development of new high efficiency water and waste water treatment plants and new methods of producing energy from the process as a by-product. This has seen the water companies build various energy plants such as Bio Gas, Thermal Hydrolysis and Sludge Incineration plants. Many of the water companies are beginning to treat the process like that of a large factory enterprise, with OEE or lean thinking in mind, there are

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If we take “transportation of materials” as an example we could apply this to utilisation of tanker transportation which could result in significant cost reduction in fuel bills for the business. There are many other areas in which lean principles can be applied, such as sludge treatment and optimisation of energy production, intelligent use of maintenance and predictive maintenance, with inks to ERP and asset job cards creating a holistic approach to the business needs. Utilising technology to implement lean strategies will be crucial to generate effective savings. Although a great deal of hype surrounds the terms “Internet of things”, “M2M” and “big data”, they will be instrumental technologies

MITSUBISHI ELECTRIC About Mitsubishi Electric With over 90 years of experience in providing reliable, high-quality products to both corporate clients and general consumers all over the world, Mitsubishi Electric Corporation is a recognized world leader in the manufacture, marketing and sales of electrical and electronic equipment used in information processing and communications, space development and satellite communications, consumer electronics, industrial technology, as well as in products for the energy sector, water and waste water, transportation and building equipment. With around 124.000 employees the company recorded consolidated group sales of 39.3 billion US Dollar* in the fiscal year ended March 31, 2014. Our sales offices, research & development centres and manufacturing plants are located in over 30 countries. Mitsubishi Electric Europe, Industrial Automation â&#x20AC;&#x201C; UK Branch is located in Hatfield, United Kingdom. It is a part of the European Factory Automation Business Group based in Ratingen, Germany which in turn is part of Mitsubishi Electric Europe B.V., a wholly owned subsidiary of Mitsubishi Electric Corporation, Japan. The role of Industrial Automation â&#x20AC;&#x201C; UK Branch is to manage sales, service and support across its network of local branches and distributors throughout United Kingdom. *Exchange rate 103 Yen = 1 US Dollar, Stand 31.3.2014 (Source: Tokyo Foreign Exchange Market)

Further Information: Website: http://gb3a.mitsubishielectric.com/ Website: www.mitsubishielectric.com Email: automation@meuk.mee.com Facebook: www.facebook.com/MEUKAutomation Twitter: twitter.com/MEUKAutomation YouTube: www.youtube.com/user/MitsubishiFAEU LinkedIn: www.linkedin.com Mitsubishi Electric Automation Systems UK that all businesses will have to embrace including water and waste water. The ease of data flow that these technologies will bring will revolutionise the information available to managers and operators enabling them to model the response of the process network to the weather conditions and the demand requirements. The water companies are extremely tightly regulated and must provide the government with statistics on how well they are operating from extraction of raw water to final delivery to the tap and on collection of waste water through treatment and back to the rivers and reservoirs. This necessitates the need for them to use all of the processes mentioned above, especially as AMP6 will require the water companies to undertake activities that will extend the life of their plants and apply a TOTEX methodology.

Company Contact Mitsubishi Electric Europe B.V. Automation Systems Division Chris Evans Marketing & Operations Group Manager Tel: +44 (0) 1707 288769 Fax: +44 (0) 1707 278695 Email: automation@meuk.mee.com

Mitsubishi Electric is leading the way with this by assisting Water Companies in improving their operational efficiency by implementing systems to collect operational data that will transform their maintenance strategies. It is also assisting businesses to ensure that their plant operates within its optimum parameters and provides the maximum amount of energy possible in the case of sludge plants for example; this provides them with a much improved ROI ratio and a longer lasting plant, therefore reducing the TOTEX costs.

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KSB

New electric motors save three million kWh

1 1

Inside view of the rotor of a synchronous reluctance motor (©KSB AG)

SuPremE motor production in the KSB factory, Halle an der Saale, Germany (©KSB AG)

Daniel Gontermann, responsible for highefficiency drives at KSB (©KSB AG)

Being awarded by the German corporate initiative DENEFF for developing the SuPremE synchronous reluctance motor was a good opportunity for the pump and valve manufacturer KSB to once more underline the massive savings IE4 motors can make compared with today’s most commonly used IE2 asynchronous motors. Daniel Gontermann, who is responsible for highefficiency drives at KSB, illustrates this with an example calculation: The efficiency of a 7.5 kW SuPremE motor operated at full speed and full load already exceeds that of an equivalent IE2 motor by up to 4%. At a quarter of the speed, and consequentially 25% of the flow rate, this advantage can be as high as 24% (see table).

As the pump manufacturer sells the IE4 motor up to 18.5 kW in combination with its Etaline pump without a surcharge, investing in a SuPremE motor pays from day one. The additional savings made by variable speed compared with fixed speed pumps have not been taken into account in the above calculations. The 7.5 kW motor is a good example as it is close to the mean values of the type series overall; it is presently also the most popular motor at 19% of the quantity sold. If we were to calculate the savings of all IE4 motors manufactured by KSB so far, we would look at about 3 million kWh. This equals a reduction in CO2 emissions of 1,600 tonnes.

Flow rate

100%

75%

50%

25%

Efficiency IE2 motor(**)

88.1%

85.2%

77.5%

39.2%

Efficiency SuPremE(*)

92.1%*

91.2%*

87.8%

63.2%

*(To RAL Standard UZ 105 "Blue Angel" for circulators, applicable from February 2007)

Time in%

15%

35%

44%

** The comparison shown is based on an approximation model using measured data. It compares synchronous reluctance motors of the KSB SuPremE series with common asynchronous motors. The efficiency classes mentioned are in accordance with IEC 60034-30. The efficiency tolerance at the nominal operating point is in accordance with IEC 60034-1. At all other operating points, the tolerance equals +/- 10 % of the nominal value. These data are only valid for operation controlled by a KSB PumpDrive (S) variable speed system in moderate thermal conditions. Losses in the motor caused by frequency inverter control have already been taken into account in the efficiencies indicated. The control concept for the synchronous motor is a vector-oriented concept with active flow control; that of the asynchronous motor is a U/f² control concept optimised for quadratic loads. The carrier frequency is assumed to be constant at 4 kHz.

Using a single motor of this rating will save circulator operators 1,380 kWh per year, for example. At the same time, the pump set will emit 815 kg less CO2 per year than a variable speed pump with IE2 asynchronous motor. The calculation of operating time percentages is based on the typical load profile for this

application in accordance with the “Blue Angel” environmental requirements. At an energy price of 15 cent/kWh the annual savings per motor equal €207.

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Standardised

Customised

Systems-based

You choose. We supply. Our wide range of standard pumps and valves provides plenty of scope for individual demands. You can select the materials, hydraulic systems and drives. When you’re facing complex tasks, we’re with you from Day One – whether you want planning guidance, specially designed components or help with commissioning. But see for yourself. Test our products for quality and versatility and discover why KSB is so often first choice. www.ourtechnology.yoursuccess.ksb.com

KSB Limited • 2 Cotton Way • Loughborough • Leicestershire • LE11 5TF • 01509 231872 • www.ksb.co.uk

Our technology. Your success. Pumps • Valves • Service

One provider

ENVIROMONTEL – PROOF THAT DIVERSIFICATION NEEDN’T WATER DOWN EFFICIENCY In the short space of just over ten years Enviromontel has made great strides as an independent asset investigation and flow monitoring company, but it’s arguably a series of carefully plotted baby steps and a desire to innovate which is now seeing all their hard work come to fruition. As the pioneers of independent flow monitoring services, Enviromontel plugged a void in the market place by filling their operations centre with not just one, but several different specifications of flow monitor. This flexibility, to mix and match data logging technology, not only underpins Enviromontel’s impartial approach to solution finding, but now also strengthens their capacity to punch above their weight when it comes to Totex driven projects. The company looks ahead to AMP6 with a fresh pair of eyes and believes that their expanded proposition is now better than ever. Whilst the focus remains still on the delivery of proven, reliable and imaginative solutions for their framework Clients; water authorities, contractors and consultants alike, with deregulation now coming into sight over an approaching horizon, Enviromontel are planning for a new era of competition by developing innovative ideas today,

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that will help address their clients’ customer led issues of tomorrow. Enviromontel are investing heavily in R&D and are working on a pro-bono basis with a number of private sector clients in order to protect collaborative initiative from the constraints of a ‘buyer’ - ‘seller’ relationship. Already the company has played a major role in piloting a successful sewer blockage alarm scheme in the South of England, where their newly formed Special Projects division were trusted with the dual remit of installing the sewer monitors whilst also handling customer liaison and the fitting of their in-home alarm early warning system.

Safe in the City Once submerged within the flow monitoring business, the Special Projects division was allowed to surface and in 2013 became incorporated

as the second force in Enviromontel’s growing fleet of businesses. Shaped by the specialist installation and oftentimes hazardous workspace requirements of their flow monitoring clients, this highly skilled force were put together as a dedicated team of confined space entry, safety and rescue specialists. Undertaking high risk installations, water quality sampling and providing safety and rescue back up, the Special Projects team are Enviromontel’s confined space and waterside rescue experts. One of the long term projects which has seen Enviromontel involved in multifaceted asset investigation is a major new sewer works programme in London. Since 2009 the company has been involved in providing real time telemetered water quality data from auto-sampling equipment installed at over 15 strategic CSO and pumping station locations along the River Thames.

ENVIROMONTEL The Enviromontel Special Projects team have also fitted and maintained over 60 depth monitors across large sections of London’s trunk sewer network to monitor the effects of rainfall on sewer levels. The other major construction works Enviromontel have been working on is the Crossrail Project. For over four years the organisation have been assisting Bam Nutall / Kier JV with a number of solutions to alleviate intrinsic safety issues around the project’s contiguous works on the sewer infrastructure. The initial work began with upstream CSO and downstream sewer level monitoring surveys which gathered time-to-event data differentials to help model and design a robust methodology for working safely in the sewer network. It was at this stage of the project that Enviromontel grasped the opportunity to fulfil the wider Safety Rescue remit and the newly formed Special Projects team began to provide BA Confined Space Rescue crews and underground safety support.

Three of the Montel Group companies have in some way been involved with London sewer asset investigations for two of the largest construction projects Europe will have ever seen… workspace environments had highlighted simply too many issues with the depth of both theoretical and practical learning for the company to leave to chance. With the realisation that the knowledge, skills and expertise already existed within the business, Enviromontel set about the task of building their own approved City and Guilds Training Centre. With remarkable speed, the company sailed through the process of gaining City and Guilds accreditation for confined space training and other safety at work based courses within a matter of just months.

Industry Standard for adequacy, Enviromontel Training for Excellence The new Training Centre, set up in May of 2014 has a purpose built confined space training pod and classroom facilities for up to 30 students. With each division of Enviromontel being immersed to some degree in confined space work, it followed that this area of training would be core to the Centre’s curriculum. With a motto of “Industry Standard for Adequacy, Enviromontel Training for Excellence”, it was clearly signposted from day one that the company was never simply going to be in the business of providing ‘off the shelf’ training programmes. Their refreshing insistence on tailoring courses wherever possible to suit the specific hazards and challenges of each workplace environment is just one of the ways in which Enviromontel training are looking to set new standards in the accuracy and application of learning relevance. Image by James Collings - Geocisa

By adapting equipment sourced from their arsenal of data loggers and building a simple but robust alarm signal box, it wasn’t long before Enviromontel’s innovative prototype, which would form the basis of a traffic light early warning system, was trialled and later installed.

The company has already secured several large contracts outside the water industry and is currently in the process of delivering a bespoke First Aid with Trauma training programme to over 60 first aiders working out of Saint Gobain’s British Gypsum mines in the UK. The training business also provides safety and rescue consultancy services in support of the Special Projects team and has been troubleshooting changes and configurations of fall arrest harnesses with British Standards Inspectors and some of the stakeholder organisations involved in one of the two largest construction projects currently ongoing in the City.

The third, though possibly not final addition to the company’s portfolio, was Enviromontel Training. The process of outsourcing preparation and training of the Special Projects Division for their many and several duties in high-risk

Enviromontel have been cautious not to over extend their skills and knowledge base by diversifying naturally into other closely related areas. An elemental DNA still ties each company within the group together and is founded on an

With crews on standby at C435 and C501 where flow surveys were also being conducted, the next location tasked the Enviromontel Special Projects team with the design of an alarm to give notice of high level flow events upstream of Wick Lane C305.

Another of Enviromontel’s Alarm prototypes comprised an inverted depth monitor pointed at a plate attached to the top of a sewer pump. The solution on this occasion was refined to provide an early warning system signalling pump event times and durations; the severity of which would also trigger a traffic light parameter alarm.

ethos of continually improving their ability to add value to a growing client base. The triumvirate of businesses share best practice, collaborate daily on client projects and matters of innovation, whilst collectively working to protect a common vested interest by marshalling each other’s performance.

Don’t just go with the flow For AMP6 Enviromontel will be getting the show on the road early. The flow monitoring team, Special Projects and consultancy arm of Enviromontel Training are all joining forces to present a series of ‘Don’t just Go with the Flow’ Lunch and Learn sessions to consultants, contractors and agencies alike. Their aim is to not just to demonstrate the range and capabilities of their data logging technology, but to share and promote innovative ways in which they can be used to provide a multitude of solutions for application in modelling, intervention, mitigation and investigation. For more information contact Enviromontel on 0800 999 4955. www.enviromontel.co.uk

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AMP 6 PREVIEW

PROTECT ASSETS FROM CORROSION REGARDLESS OF SHAPE, MOVEMENT OR COMPLEX DESIGN

Corrosion is, within most engineers divisions, a perpetual problem which is fundamentally, a losing fight with no end other than expense. These problems are dramatically increased within the water industries, as population increases, the demand for water and the necessary removal of waste are of paramount importance to the availability of water for fire treatment and pollutants. Unfortunately, corrosion and the predatory degradation of vital components is every water engineerâ&#x20AC;&#x2122;s problem and nightmare and the cost of dealing with this relentless issue ends up swallowing up large portions of budgetary constraints, that should be set aside for development, forward momentum and investment. From seized gate valves to galvanic instigated corrosion on flanges and piping joints, corrosion is every water network employees problem and unlike the oil and gas giants or the DNOâ&#x20AC;&#x2122;s and energy companies, that haphazardly throw money around at problems and have the ability to deal with reactive maintenance as and when required, the water companies within the whole of the UK must try to plan and protect their assets in order to try to ensure re-investment in the future. With continual fire-fighting against corrosion, corroded assets, stuck valves and

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leaking pipe joints, annual budgets set aside for development are cut by 36% instantly as to deal with the repairs and ensure the network does not fail. What if there was a way to protect assets from corrosion regardless of shape, movement or complex design? What if there was a way to coat and forget assets and not worry about them for 20+ years? What if there was a way to plan for the future and safeguard funds for development, for jobs and for the future? If there were a way to apply a simple coating to assets, to complete valve units, to flanges and pipe supports, that offers 20+ years of fit and forget solution and if there were a way to arrest any degradation / further degradation of aging assets that still function with NO surface preparation or to protect new installations and

guarantee that in 20 yearsâ&#x20AC;&#x2122; time they will still look and function like new, would you take it? Would you invest in a method that is proven to work, that will slash maintenance and contractor fees? Can the water companies in the UK in this current era afford not to? There is a solution that provides all of the above and more; there is a solution used within the mining industry, the oil and gas production industry, food production industry and in the civil engineering industry that has the ability to save millions of pounds to the supplier and pound for pound is a pittance compared to costly maintenance, repair and replacement, all with a simple Planned Preventative Maintenance (PPM) schedule and that product is Oxifree. Oxifree is a corrosion prevention systems, that forms exactly to the substrate, with a built in

OXIFREE UK LTD

corrosion inhibiting agent, that does not adhere, does not leave a sticky or messy residue and that WILL preserve the life of assets for over 20 years. This encapsulation method is pure and as simply as it seems; it is a plastic polymer that is heated to melting point via a purposely designed hopper, then pump fed through a heated hose and through a heated gun directly onto the substrate

as a jet of liquid. This liquid cools instantly and forms directly around any shape and form to create a naturally impervious cocoon around the substrate. The plastic has an inhibitor oil within the compound, which is designed to bleed onto the surface of the substrate actively creating a barrier to prevent any capillary action of moisture and electrolytic particles, thus actively preventing

corrosion rather than delay it. Being an oil secreting polymer, these plasticised methods do not adhere to the substrate and can easily be removed, better still, the formed plastic coating can simply be cut and pulled away and re-melted for reuse, Oxifree IS recyclable and re-useable, Oxifree is the way to safeguard assets and IS THE asset life extension solution.

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Z-TECH

Z-Tech’s upgrade of legacy PLC-5 systems Allen-Bradley PLC-5’s are now subject to limited availability, leaving plant and systems at risk of potential failure. Rockwell Automation have developed a simple upgrade solution which can utilise the majority of the original PLC-5 IO and facilitate the upgrade of the PLC-5 to the latest ControlLogix platform of controllers, with the added benefit of increased functionality. With careful planning and good systems integration teams, the Jason Hutchings

Rockwell Automation said: “Using Rockwell Automation’s PLC-5 Migration Solution, Z-Tech have the extensive technical knowledge and experience to migrate legacy PLC5 equipment in an extremely efficient manner. Z-Tech are increasingly undertaking complex PLC-5 migration projects and we are looking forward to working closely with them in the future.”

Mark Daniels

Market Development Manager EMEA at Rockwell Automation said: “Water utilities must continually manage the risk and cost of maintaining older technologies within their asset base. For example the AllenBradley PLC-5 system has provided over 28 years of service to the water industry, but no technology, regardless of how innovative, can last forever. Therefore it is now time for utilities to look to upgrade to a contemporary control platform. As a forward thinking supplier, Rockwell Automation has provided migration tools to allow customers to migrate easily to the latest Logix based Control systems. This in turn helps provide an Ethernet enabled backbone of a “connected enterprise”. Utilities are then able to share actionable information in a simple and secure way, facilitating tangible gains in productivity and sustainability.”

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whole process can be completed in a short time frame, ensuring plant is back up-andrunning. Z-Tech is a Systems Integrator with a wealth of knowledge relating to Rockwell Automation (Allen Bradley) systems and has undertaken an increasing amount of PLC-5 changes in the last few months, all delivered by Z-Tech’s skilled Systems Engineers and recognised as a company to rely on in the supply chain.

MICHAEL SWINHOE, Z-TECH’S MANAGING DIRECTOR, REPORTS ON A MASSIVE PLC CHANGE AT THAMES WATER’S BECKTON SLUDGE POWERED GENERATOR The job was carefully planned over several months, with Z-Tech technical teams working with Rob Ford, Systems Engineer of Thames Water who designed the new system.

Wiremen to Systems Engineer, all available and working together to ensure the change was done smoothly and to the delight of the customer.

Beckton SPG produces 10MW of power from waste, providing green electricity for the grid. Its smooth running is essential for Thames Water.

Rob Ford

The original multi-level control system consisted of seven Allen Bradley PLC 5’s controlling one stream. They were close to end of life and therefore unable to provide optimal levels of control with delayed communications using legacy DH+ protocol. The project saw replacement with a super quick ControlLogix L73, which consolidated the seven legacy units into one and provided the opportunity for process optimisation with reduced maintenance costs. The ControlLogix L73 is running enhanced redundancy, this means that there is high availability CPU’s and a fast redundant Ethernet ring for the IO. We upgraded the communications network to Ethernet prior to the planned stream outage, and on the changeover day, a massive seven, seventeen slot racks (that’s over 800 digital and 400 analogue I/O) were changed over by the Z-Tech team. There was no room for error! This was only possible due to the wide variety of skills within Z-Tech, from Panel

Thames Water said: “This was an important day for Beckton SPG; it was a culmination of several months of working closely with the Z-Tech team to ensure all went well on the day.”

Michael Swinhoe

Z-Tech's Managing Director said: “I was really impressed with this PLC change. The system that Rockwell Automation have designed to upgrade the PLC-5 to ControlLogix is a really clever bit of kit that reuses the majority of the original I/O terminations: this makes the process of upgrading PLC5s much quicker and eliminates risk of incorrect termination of I/O On-site on the ‘big day’ was amazing. It was great to see all the different parts of Z-Tech working together is such a seamless manner. It’s fascinating to see the new PLC in operation, scan time is a fraction of what it used to be and the numerous PID control loops are tuned to perfection - giving a level of control that was just not possible before.”

Complete solutions for large and small water network projects. Our teams and equipment are tailored to your individual needs.

Problem Solvers www.z-tech.co.uk

Tel: 01223 653500 Fax: 01223 653501 engineers@z-tech.co.uk

SAFE TRUSTED RESPONSIVE & PROFESSIONAL

ASSET INTERNATIONAL LTD

LARGE WEHOLITE MODULAR TANK BUILT AS PART OF CAMBRIDGE SEWAGE TREATMENT UPGRADES Asset International has just delivered the largest Weholite Modular tank ever built to Anglian Water’s Cambridge Water Recycling Centre, to form part of the inter-process pumping for the plant's ongoing £21 million upgrade.

Ahead of the initiation of the AMP6 period in April 2015, Anglian Water is investing £21 million to increase the treatment capacity of the sewage treatment works in Cambridge. Asset International were commissioned by Anglian Water's @one Alliance to deliver a Weholite Modular tank for the project, which would be utilised as a pumping chamber, in order to transfer sewage to the new treatment units. The dimensions required on site meant that the size of the Weholite Modular tank was larger than anything that had been built before at the South Wales factory. At 15 metres long, 4.5 metres wide and 5 metres high, the tank has a capacity of approximately 340m3, which translates to 340,000 litres of sewage.

Once the Weholite Modular tank left South Wales it was installed on site in Cambridge by the following morning, an impressive feat of engineering that would have seen a similar project undertaken in concrete taking up to 13 weeks to install. Speaking about the project, Shaun Kalies, Sales Director at Asset, commented; “Due to its sheer size a lot of complex design work went into the development of this Weholite Modular tank. We’re really proud of the finished result, which is a testament to the innovative practices we employ in every project that we undertake.”

Modular can be used to construct CSO control chambers, pumping stations, flow control chambers, ventilation chambers, detention tanks and other strategic water management products. Asset can customise the individual chambers according to customer specifications to include hatches, pipe supports, ladders and more, all the while taking into account traffic loads, groundwater pressure and soil loads. For more information about Weholite call Asset International Ltd 01633 273081 or visit www.weholite.co.uk

Weholite Modular is a new product from Asset International which is more commonly associated with its large diameter plastic pipes. Weholite

"Due to its sheer size a lot of complex design work went into the development of this Weholite Modular tank. We’re really proud of the finished result, which is a testament to the innovative practices we employ in every project that we undertake."

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Windmill Insight Solutions Tailored Training, Real Results

Knowing vs Doing

Tailored Training for the Water Industry

How often can water industry incidents be traced to a nominally well trained individual not doing the right thing?

• Personalised for your people

At Windmill Insight Solutions we believe that It’s not what your people know, it’s what they do with what they know.

• Discounts for ongoing contracts

We focus on the individual, ensuring that each one gets the time and attention they need to properly understand: • What they need to do

• Relaxed but thorough training • On site delivery

National Water Hygiene • For water staff and contractors • Tailored for each group • No “one-size fits all”

Utility SHEA (Water and Waste) • CSCS aligned – allows construction site entry • Builds wide ranging HSE competence • Engaging delivery of a potentially dry subject

• When they need to do it • Why they need to do

Professional Development Training

The standard is the same for, whether I’m doing a standard NWH/SHEA course or a bespoke management programme

• Managing for compliance • Real-world project management • Other bespoke, ILM and CMI courses available

You made what can be a dry subject interesting. I now understand why we have to do these things

Thank you for all your hard work this year, you’ve been a great tutor and really made the course a joy to attend

– Brookfield Utility trainee

– Sembcorp Water trainee

Teaching vs Learning

What we offer

At Windmill Insight Solutions we do not teach people, we help them learn what they need to know.

Windmill Insight Solutions is dedicated to helping organisation develop their people to meet existing and new challenges

We have all sat through mind numbingly tedious training days, coming away at best with a mind full of “stuff” but no real understanding of how or why it should be applied.

Based on 30 years’ experience, two Masters Degrees and Chartered status my courses focus on the practical application of learning.

To counter this, my courses are based on the idea that people remember what they do, not what they see and hear.

Using industry standard and bespoke courses I help your people understand what is required, why it is required and how they can best do what is expected of them in a changing industry.

I focus on giving underpinning information in an interesting and interactive way but embed the learning using a mix of group exercises, tests and assignments.

Not yet sure how we can help your people get the training that they need? Please ring or email. I’m always happy to chat about possibilities, options and how we can build a solution within your budget.

Email: bob@windmillinsights.co.uk

Mobile: 07554 994855

www.utility.windmillinsights.co.uk

Douglas Millican Chief Executive, Scottish Water Who do you lead? I’m proud to lead 3,600 dedicated employees, who work around the clock to deliver the best possible water and waste water services to our customers around Scotland. Our teams specialise in diverse areas including asset management, operations, scientific services, public health, communications, legal services, regulation and finance, to name but a few. Everyone has played their part in making Scottish Water a very successful business – transforming performance and efficiency while, crucially, earning the trust of our customers. Drinking water quality in Scotland is at its highest ever level, while in the last year we’ve achieved record levels of environmental compliance and customer satisfaction.

How did you become a leader? A long journey where I was encouraged and entrusted to take bolder steps. My first big step came in my mid twenties when I was asked to become Financial Controller for an Australian subsidiary of Tyco. In my mid thirties, it came when I was offered the opportunity to become Commercial Director of the former East of Scotland Water, followed quickly by becoming Finance Director of Scottish Water. Over the first ten years of Scottish Water (2002-2012), I learned so much from people at all levels – from Board colleagues to operational team leaders – about the keys to success in leadership.

Do you have a particular leadership style and if so, what is it? There are many dimensions to my approach, which can be dialled-up or down as the situation requires. Some of these key elements are about listening – particularly to the views of customers, employees and stakeholders, asking questions, and encouraging. Asking questions and listening are key to developing vision and direction. Encouraging, and where necessary being firm and resolute, are essential to successful execution. A continual question for me is about how to bring out the best in people? So that’s about building a strong and diverse leadership team that takes collective responsibility, and it’s about developing and inspiring the future generations of leaders, as well as our full workforce, to deliver the best possible service for our customers.

What or who had an influence on your leadership style? It’s essential for me to keep reflecting on the strengths and limitations of my leadership approach so that I can focus my own development accordingly, and ensure that my leadership team has the fully rounded capability to lead Scottish Water effectively. Within the water sector, I learned a great deal from Scottish Water’s first Chief Executive, Dr Jon Hargreaves. I’ve also picked up many insights from our non-executives (past and present), business leaders in other sectors, and from leaders in diverse areas ranging from government to the church. Above all else, I’ve grown to realise that leadership is all about inspiring and supporting your people to realise their full potential, and deliver the best possible service for their customers. We are currently holding a series of thirteen all employee events around Scotland where our people can meet together to discuss our plans for the future and think about ways in which we can build on the progress made in recent years. It’s great to have the chance to hear people’s ideas and I’m really impressed and encouraged by their energy and enthusiasm.

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How do you measure good leadership? Ultimately leadership is only effective if it is delivering sustained high performance over many years. Along the way, leaders need to keep adapting and flexing to new situations and opportunities to secure sustained high performance. To do this, many diverse leadership attributes must be developed to enable individuals and teams to succeed in a variety of circumstances.

What makes a good leader? There are many core qualities, including – a willingness to listen, an enquiring mind, the ability to harness views and set direction, to inspire and encourage, great resilience and determination to work through the challenges, and a flexible approach that can adapt to changes and opportunities. Every leadership role lasts only for a period so leaders, at all levels, must be looking to identify and develop their successors.

How important is effective leadership? Essential. A business will only succeed over the long term if its leaders are working effectively and collaboratively.

Do you have any tips for the leaders of tomorrow? Firstly, you must deliver what’s expected of you in your current role, looking for opportunities to out-perform both in what you do and the way in which you deliver. Take every opportunity to learn – find out your strengths and development opportunities from others – and learn from as wide a spectrum of leaders as possible. Push yourself beyond your comfort zone – take some risks by volunteering for new challenges, offering ideas, and working constructively with colleagues internally or externally, as appropriate. Seize opportunities to take part in structured or more informal leadership development opportunities. Enjoy it – your enthusiasm will inspire those around you.

FEATURE: LEADERSHIP Scott Bulloch Managing Director, ATA Recruitment Ltd Who do you lead? A specialist UK recruitment business focussed on engineering, technical and commercial recruitment supporting Infrastructure, Manufacturing and Construction Sectors. I have 8 direct management reports which sit above a workforce of 70 engineering technical recruitment professionals across 6 UK offices.

How did you become a leader? Finished university and joined ATA Recruitment where I progressed into leadership within 2 years having become a good performing recruiter in that time and demonstrated a desire and aptitude to manage and lead others. The organisation positively encouraged development of leadership skills from a very junior level and equipped me well with knowledge about leadership models and theories and how to coach and develop competence in others. I had to work very hard at my personal gaps which were identified with my manager and curb some bad habits and develop new ones, which was very challenging but rewarding as you understand who you are and how you are perceived as person and potential leader.

Do you have a particular leadership style and if so, what is it? My natural style is more trust and participation where I can give people room to experience and be exposed to learning experiences with support and feedback. My philosophy is the people who work for me want to succeed and constantly achieve more and therefore the role of leader becomes more guidance and mentoring to encourage and help remove obstacles for them to do so with an occasional harsh word if required. I have always taken the failure of a person around me a failure on myself and tend to be my harshest critic.

How important is effective leadership? I think it is essential. The key thing about effective leadership is getting the style right for the situation. A highly directive leader will fail if he or she uses that style with very competent experienced staff and a very non-direct leader will likewise fail to get a team of rookies performing. Effective leadership must relate to the situation the leader finds themselves in and have the right balance of direction and support.

Do you have any tips for the leaders of tomorrow? Leadership is as much a science that can be learnt as it is inherent in an individual. I don’t believe we are all born leaders, if you want it and are prepared to work hard on your personal gaps then I think leadership traits are within most people.

What or who had an influence on your leadership style? It is the managers that I have worked for and with over the years, some very good (who I borrowed lots of ideas, styles and traits) and some bad (who I work hard not to emulate). I have always been fortunate to have a very strong CEO from the moment I was first recruited in to ATA and at all steps on my career path through the business. I have had a lot of experience of setting up and building and developing teams through good times and then on the flipside dealt with difficult economic times making the tough and unpopular decisions to let people go. I have learnt more about myself as a leader in the difficult times than the good times and think that it was the tough patches that ultimately have made me more rounded and resilient.

How do you measure good leadership? Good leadership is about creating a sense of purpose and the right culture and expectation that supports it which will ultimately deliver the performance results. I measure the focus and morale in each of the offices, the staff retention their personal performance and gather their feedback about their clarity about the organisation goals and how they see their goals linked to them. I can walk into an office and tell within a few minutes if it is well lead without looking at sales numbers just by the way it feels. That comes from experience and knowing what a good office feels like.

What makes a good leader? The ability to understand a situation which involves an ability to listen, communicate effectively the purpose or message and ultimately inspire people to follow. You have to care about the business, the outcome and the people that you lead and when you get it wrong don’t be afraid to admit it and don’t be an island when it comes to support.

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67 67

Alan Roberts Managing Director, C&A Pumps Who do you lead? A specialist engineering and pumps firm based in the North East which boasts a range of clients from the transport, defence, chemical, local authority, water and energy sectors. The business currently employs a team of 12 full-time staff, as well as a number of sub-contractors.

How did you become a leader? I set up the business in the midst of the recession, being made redundant after 24 years with the same company. When I left I faced a crossroads, I could either apply for a job and begin working for another company again or set up on my own. I decided to challenge myself, setting up the company was daunting and I had to tackle a range of different problems but that was all part of the challenge.

Do you have a particular leadership style and if so, what is it? Being a leader you need to be assertive in what you do but also flexible. My style although I may appear laid-back is always to be quick thinking and one-step ahead. In our industry clients come to you in emergency or when things go wrong so it’s important as a leader to stay calm and collected.

What or who had an influence on your leadership style? Over my years in the industry I have come across many leaders good and bad and have learnt how to act and how not to act from every single one. If I see a leader performing effectively, I take points from what they’re doing. Likewise, with someone who is not leading well, I want to know what’s not working and learn from it.

How do you measure good leadership? To gauge good leadership I think you have to manage the company’s success. Is it delivering what it promises and can it handle any problems or mistakes? One thing I look for is the quality of contracts and the relationship a company has with its customers. Do they have clients who are continually coming back to them or referring people through to them? This is something that works very well for us. We also use an excellent PR firm, who continually get us coverage in newspapers and magazines as well as looking after our presence on the internet. Yet, through positive word of mouth and client referrals more and more doors are opening for us.

What makes a good leader? A good leader should be able to perform any task in their business from simple jobs to specialist projects. I would never ask a member of my team to do something that I wouldn’t be able to complete myself. It’s crucial to have that extra experience and knowledge so that if there’s ever a problem you can respond quickly and correctly and lead others in doing so.

How important is effective leadership? Effective leadership is extremely important. A company needs effective leadership to ensure the full team are moving forward and working together especially in our industry. When you’re having to act quickly in a situation your staff need to look to a leader who will be able to make intelligent decisions which draw on knowledge and experience.

Do you have any tips for the leaders of tomorrow? If you say you’re going to do something, do it! There’s nothing worse than a leader promising something and then not delivering. But in all everything draws on experience, leading is a learning process and you have to be prepared to keep on learning.

"A good leader should be able to perform any task in their business from simple jobs to specialist projects. I would never ask a member of my team to do something that I wouldn’t be able to complete myself."

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FEATURE: LEADERSHIP Barbara Frost Chief Executive, WaterAid How did you become a leader? I have been leading organisations or teams for more years than I like to admit. It’s hard to say exactly how I became a leader – but I do know I took risks and opportunities as they came my way, working in different sectors and countries from Australia to Mozambique. I have now been Chief Executive at WaterAid for nine years.

Do you have a particular leadership style and if so, what is it? I believe in the ‘servant leadership’ approach, and being open and visible. At WaterAid we have staff teams in 30 offices around the world and so one of our key challenges is to ensure everyone feels part of the same organisation. I spend a lot of time travelling to meet teams, getting to know how they work and learning more about the local challenges and opportunities that they face - “walking in their shoes”. When I am in the London office, I go along to our Monday morning allstaff meetings. It’s such a great way for me to keep in touch with what’s happening and I find the creativity and commitment of our staff team really motivating – a great way to start the week!

What or who had an influence on your leadership style? I favour an empowering approach to leadership as this is consistent with WaterAid’s work to help communities to be empowered to hold others to account and to take responsibility. I often quote the Chinese philosopher, Lao Tzu who said “A leader is best when people barely know they exists, when their work is done, their aim fulfilled, the people will say: we did it ourselves”.

How do you measure good leadership? For me, two key measures of good leadership are organisational performance and employee engagement. WaterAid has performed very well against our plans and our Global Strategy and we also benchmark our performance against other organisations to ensure we are competitive. Last year, through our work with local partner organisations in 26 developing countries, 2 million more people gained access to water and 3 million to improved toilets. Every two years we survey staff to get feedback on all aspects of the organisation, including leadership and direction. We know from these surveys we have good staff engagement and there is a commitment to our mission across the organisation. Our staff engagement group also meets throughout the year to ensure we get regular feedback and input from all staff.

What makes a good leader? I believe a good leader is committed to a clear vision and set of values. I talk a lot about our organisational values – to be accountable, courageous, collaborative, inspiring, inclusive and always learning – and I try hard to demonstrate them in my behaviour and to be clear of what I expect of others.

We have a clear vision to contribute to the new UN Sustainable Development Goals that aim to eradicate extreme poverty by 2030, which means universal access to safe drinking water, sanitation and hygiene is vital. We are committed to reaching marginalised people and those that often get forgotten.

How important is effective leadership? I believe an organisation’s success depends on influential and committed leaders and an engaged staff team. Training all of our senior leaders to be as effective as possible in terms of influencing and inspiring others has helped us maintain a culture of optimism and action. Given the numbers of people still living without the basics of life - the 768 million without water and the 2.5 billion without sanitation - we want to do everything we can to make a difference and influence change. As we prepare to launch our new five-year global strategy, it is more important than ever to empower our organisation’s leaders, motivating them to work towards our goal of clean water and toilets for everyone, everywhere.

Do you have any tips for the leaders of tomorrow? Take opportunities and risks, work across countries and cultures and surround yourself with the right people. At WaterAid we spend a lot of time on recruitment when appointing people to senior management posts. We want to understand people and how they can contribute to our organisation. Recognise and invest in the talent around you and promote diversity and inclusion - a team is always more effective than an individual. Take responsibility for your actions and decisions. Be ambitious, focused and courageous and believe in what you do.

instituteofwater.org.uk

SUPPLY UK

Water networks – keep calm and carry on First course ever to be accredited by Institute of Water 600 Thames Water networks operators already trained E-training course taken up by Amey A training course designed to help reduce surge effect in water networks has received a Certificate of Accreditation from the Institute of Water - a first for the Institute. Recent research shows that human error in how hydrants, valves and pumps are operated is a major cause of surge effects in water supply networks. Surge is a major cause of leaks and bursts in pipe infrastructure. The good news is that much of this harm can be avoided by modifying the way the network is operated. This can be achieved by ensuring operators are thoroughly trained, which utilities must do under their duty of care. Supply UK’s Calmer Networks Training, which can now be delivered on-site or online, ensures that candidates achieve an understanding of the causes of transient surge in the water network. It also provides training and assessment of acceptable levels of competence when operating a range of valve technologies found in the water network. A licensed network operator itself, Supply UK is currently delivering 40 training sessions for approximately 600 employees of Thames Water and its partner companies. A permanent test rig has been set up at the utility’s facility at Kempton Park, Middlesex. Fire authorities too have been keen to take advantage of Calm Network training. Poorly managed emergency use of standpipes can create bursts that cost millions to utilities and risk outing water supplies during critical fire incidents. The benefits of this training go far beyond reducing surges though, they include: Increased lifespan of existing infrastructure Reduced leakage and water wastage Fewer incidents of discolouration and contamination of the water supply caused by ingress Fewer customer complaints about leakage, water quality and supply interruptions Reduced risk of pollution from burst main runoff to water courses Reduced traffic disruption caused by leak repair Significant cost reductions

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Calm networks training taking place on the Thames Water rig at Kempton Park Roman Boryslawskyj, a former operations manager in water supply and networks, is now working with Supply UK on a consultancy basis to help deliver their training packages. He says, “It’s about protecting the network by operating in a calm environment; then you don’t disrupt customers. In Yorkshire Water, we saw up to a 50% reduction in bursts due to the serviceability initiative of which pressure reduction and calm networks training were key elements.” “Each burst attracts an average of 35 complaints and costs £1,000 a time – and that’s just an average cost,” Boryslawskyj pointed out. Richard Coffey, managing director of Supply UK, said, “Utilities are facing considerable pressure to improve their customer SIM [service incentive mechanism] scores by meeting the DG3 regulation on supply interruptions, while simultaneously keeping bills low. This means ensuring better care and maintenance of existing infrastructure. “Calmer Networks Training is a win-win for utilities and their customers – reducing leakage, improving water quality, preserving pipework and cutting costs. The benefit is on-going too, with best practice becoming embedded in those utilities that invest in routine training of standpipe operations staff.”

He added, “At Supply UK, we hire standpipes out and maintain them for the utilities and other users, so we feel we have a duty of care to ensure they know what they’re doing with this kit. Used inappropriately, it can damage the network.” On successful completion of the Calmer Network Training course, operators receive a photo identification card and certificate. Their details are registered on a central database for three years, after which point a refresher course is required to keep their skills up-to-date. An online training course for occasional users, which can be taken for free, has just been launched and immediately taken up by contractor Amey, the first major contractor to see and experience the course. Supply UK Water Services can develop bespoke e-training calm networks packages for organisations with specific in-house requirements. James Lawton from Amey commented, “The e-training calm networks training package is a great way of educating our workforce and showing how we are effectively managing our clients’ networks.” Richard Coffey said, “Amey instantly understood the reason and logic behind the initiative. We are delighted to be working with them for the benefit of their water industry clients.”

Introducing Think Space

By Nadene Barnard, Anglian Water

With social media having a growing presence in today’s society, shaping the way people communicate and how information is shared. Crowd sourcing is an effective way of getting employees to engage with their business in the same way they do socially. Recognising the power of crowd sourcing, the Innovation team at Anglian Water has been collaborating with Wazoku, a leading idea management software company, to develop Think Space. Steve Kaye, head of innovation at Anglian Water explained the background behind the development of Think Space; ‘The innovation team at Anglian Water were looking for a way to engage people both internally and externally and crowd sourcing was the answer to this. Wazoku matched our main objective to develop a tool that focused on engagement and as a result Think Space was launched. Think Space is a challenge lead social platform enabling Anglian Water to draw upon its employee’s different skill sets to tackle business challenges and arrive at innovative solutions. The Think Space governance group within Anglian Water set monthly business challenge and employees submit ideas on how these challenges can be tackled. These ideas are then reviewed, business cases proposed and action plans implemented.’ Anglian Water is aiming to develop new innovative ideas through Think Space to work towards their business goals and reinforce their Love Every Drop aspirations. These ideas will deliver financial efficiencies and improve public relations and reputation.

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One of the most profound aims of Think Space for Anglian Water is to increase levels of engagement. The impact of Think Space on Anglian Water employees is set to create an innovation community and help them become an employer of choice. Kylie Jones, a biodiversity surveyor who sits on the Think Space governance group explains ‘Think Space allows people to have a voice, where their ideas are valued and direct recognition can be given. Colleagues can collaborate to develop ideas and everyone has ownership of the process.’ Anglian Water is one of the first water companies to use crowd sourcing to improve communication business wide. David Hassall, one of Asset Management’s graduates said; ‘ Think Space gives Anglian Water employees an opportunity to work with people from right across the company and have an impact on the high priority challenges faced by the business’ Think Space take up by employees has increased significantly in a short period of time. With 176 employees now active members of Think Space, the Innovation Team hope to take Think Space one step further with the engagement of external companies and customers. Steve Kaye explains; ‘By future collaboration with the Water Innovation Network (WIN) external companies coming to Anglian Water from the supply chain

can share their ideas. Eventually, the inclusion of customers will allow Anglian Water to broaden its innovation capacity still further. In line with Anglian Water’s zero waste business goal, the first ‘Zero Waste Challenge’ launched in July received a large response. An example of one of the ideas that will be taken forwards from this process was to increase the use of electronic storage of data thereby saving on paper and archive space in the laboratory. Plans to reduce paper archiving through use of digital alternatives are now underway. Amid the launch of a new interface in October, which is designed to be more user friendly and informative, Anglian Waters CEO Peter Simpson explains his outlook on the importance of Think Space: ‘Think Space is a great way to bring together three important themes for our business; Firstly, how to stimulate innovation, where an initial idea can be built on and adapted. Secondly, to facilitate broader collaboration, this is crucial to our success. Finally, using an approach which appeals and engages Generation Y something I’m keen we do more of as a business.’ The development of Think Space is set to be a huge success across Anglian Water and help revolutionise the future of the industry.

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Huber Technology upgrades the inlet works at Duncrue Street, Belfast A Wastewater Case Study Huber Technology have recently completed a large £1.2 million project at Duncrue Street, Belfast. The project consisted of supply of equipment, mechanical installation and commissioning at the inlet works. Huber Technology collaborated extremely closely with the main contractor GRAHAM Construction and Northern Ireland Water to ensure the project was delivered successfully.

Project Profile The successful delivery of any wastewater project, large or small, doesn’t just happen, and typically involves people from many different disciplines and who are highly experienced, and very importantly have good local site knowledge. The upgrade of Duncrue Street, Belfast, was an example of the considerable collaborative effort needed from the outset to ensure a successful outcome which exceeded all parties’ specifications and site requirements. From the initial enquiry, around 3 years ago, regular dialogue took place between Northern Ireland water, the design consultant, contractor and Huber Technology. A thorough understanding of the hydraulic conditions of the site where of the utmost importance. The elevated works, which occupy a compact footprint, fed by 5-off large screw pumps presented its challenges, and any failure in the fundamental design could have caused extensive damage to the surrounding area. The existing 6-off coarse and 6-off fine screens on site, along with their associated dedicated (very long) screw conveyors and handling equipment, were continually causing issues with carryover of screenings, leading to reliability problems and requiring high maintenance. This compounded with the high peaks of loadings in respect of flow and rags meant that the operation of the works involved large amount of manpower and monitoring to take place. Huber Technology were tasked to take into account the very specific site hydraulics and control philosophy requirements for this site along with the right selection of equipment and its associated sizing. The coarse screens chosen were used to protect and reduce the solids loading onto the 6mm escalator screens, which have one of the highest screenings capture ratios on the market today of 84%. This would ensure that pump blockages and rags were not carried over into the works. Additionally Huber Technology suggested that a launder system be utilized to eliminate the need for the very complicated and maintenance intensive screw conveyors and duty/ standby change over systems.

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As with all projects of this scale, good communication was essential, and regular projects meetings at all stages of the contract, ensured that all parties were informed and agreements about the most important decision were made collectively. The well-known 5-P’s acronym (proper, planning, prevents, poor, performance) was particularly relevant in this case.

Scope of supply Huber Technology supplied; 6 x EscaMax Screen 5000 x 2252 with 6mm perforated plate 6 x RakeMax Screen 4300 x 2250 with 50mm bar spacing 4 x WAP-SL BG12 All launder channels DN350 knifegate valves Equipment: EscaMax Screen throughput 2100 l/s peak flow per screen (5-off duty screens and 1 standby) RakeMax Screen throughput 2100 l/s peak flow per screen (5-off duty screens and 1 standby) WAP SL max throughput of 15m3/hour per unit (Duty / Standby – Coarse Screens and Duty / Standby Fine Screens) Launder Channels for a flow rate of 25 l/s

Objective To keep the existing works active, a phased installation of new equipment was essential, and

the equipment had to also fit within the existing very tight sites hydraulic constraints.

Solution The equipment was delivered directly to site, where Huber Technology’s regional office, based in Portadown, took over the mechanical installation and commissioning. The use of local resource proved invaluable and ensured that the project moved forward and any issues were quickly resolved. In October 2013, the equipment was successfully commissioned after a 28 day testing. “Having a strong local presence with a dedicated team and skilled technicians able to deliver this to a consistent high standard of workmanship ensures the project is delivered on time with the highest quality to the client. Huber Technology is a global company with a local presence, the client has a local contact and this means project delivery of any size or complexity can be delivered with minimal fuss. Duncrue Street, Belfast will be supported throughout its lifetime by the local regional team with prompt response and support to the end user” commented Kieran Hagan, Regional Field Manager for Huber Technology, Ireland Fred Neumann, Regional Sales Manager for Huber Technology also explained “The complexities of this major project were successfully minimized and overcome, due to early engagement with NIW operations project manager, consultants, main contractor and their subcontractor. Installation phasing and commissioning problems had minimum impact on the project delivery. This was down to the integrity and commitment of the local Huber Technology installation team.”

HUBER Customer Testimonial “In January 2013 Huber Technology were appointed as a subcontractor to GRAHAM Construction to supply and install 6 No new course and fine screens at Belfast WwTW under the IWWF Phase 2 Base Maintenance scheme. Works commenced on site in July 2013 and were successfully handed over to NI Water in May 2014. The quality of product, workmanship and co-operation provided by Huber for this scheme was of a very high standard.” explained Gerard Mc Keever, Project Manager for GRAHAM Construction Peter Neeson, Operations Manager from Northern Ireland Water explained how well he felt the project was carried out and the improvements they are seeing: “The reliability of the Huber equipment has been excellent giving just minor teething problems which have been addressed and sorted effectively by both Huber Technology and the main contractor GRAHAM Construction The screening capture rate, by both the coarse and fine sets of screens is excellent, evident now by how quickly the skips fill, and the significant reduction in sewage related debris downstream of the screens. This has meant less pumping and treatment process problems for myself and break downs for Northern Ireland Water M&E.

Prior to the new Huber screening system being installed the old one used to pass forward into the works large amounts of sewage debris which often settled out with the sludges .This issue drew complaints of pump blockages etc. from the sludge incinerator team (previously NIW now Veolia water) and NIW M&E. Pump blockages are rarely an issue now on site. Screening handing has been vastly improved by the installation of the Huber WAPs and launder trough system. It replaced a screw conveyor and compaction units which were housed in a purpose built building, this made the maintenance of the old units a dirty and sometimes dangerous job because of space and lighting issues. The WAP’s seem to be well capable of dealing with plug flows of screenings that occur from time to time. Belfast WWTW catchment is fairly flat, so in wet weather screenings can arrive at the works on mass after a dry spell. The new WAP’s seem to be very good at dealing with this”.

Product Profile EscaMax – Belt Screen versatile inlet screen Excellent separation efficiency due to its perforations

Very compact system with minimum space requirements Easy to retro fit into existing channels RakeMax – Multi Rake bar Screen Very high screenings discharge capacity Low headloss Low installation height above ground level even in deep channels Control independent safety system WAP-SL– Superior launder Wash Press Volume, weight and disposal cost reduction of up to 85% Compaction up to 50% DR High washed screenings quality of < 20mg BOD 5/g DR Feeding through a launder channel or directly from a screen or conveyor For more information please contact Rachael Harvey 01249 765052, email rh@huber.co.uk or visit our website www.huber.co.uk

Reliable cleaning of the perforated plates with a rotating brush

High quality solutions for all municipal and industrial waste water needs. Large and diverse product range which includes inlet screens, screenings handling, storm screens, sludge thickening and dewatering, grit removal and washing, tertiary treatment plus many more. Customised solutions including design, manufacture, installation, commissioning and after sales service.

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CSTS

UNIQUE TRAINING FACILITY DELIVERS SUSTAINABLE WATER INDUSTRY EXPERTISE WHEN AND WHERE YOU WANT IT Innovative programme means the training now comes to you. Health and Safety Training managers in the water industry are often faced with difficult challenges. One such challenge is to ensure employees are correctly trained and compliant with industry regulations. Critical questions need to be asked such as, who will deliver the training? How do we ensure training content is relevant? Then considerations have to be made about the biggest issue facing our industry in the next 5 years; cost. The training course location, travel expenses, accommodation charges and additional man hours lost during training all add up, sometimes out weighing the cost of the training. But what if a course, directly relevant to your business and delivered with a unique practical mobile training unit could come direct to your location?

Water specialists deliver bespoke course at your location Understanding the water industry and its unique challenges and environments is something CSTS are well versed in. The confined spaces specialist has been providing training, consultancy and rescue teams to the water industry for over 25 years. So perhaps it wasn’t too much of a surprise to learn that the latest mobile training unit, added to CSTS growing mobile training fleet, was designed and built in house. Brian Grunes Training and Education Manager at CSTS explained: “We work heavily in the water industry, so we decided to design our latest training unit by talking direct to water industry customers and taking into account the various geographic challenges the water industry faces. The new unit simulates water industry environments that employees are often exposed to. We even constructed the module from components and materials used in construction projects in the water industry to ensure the realism of training is maximised. The new mobile unit allows for a safe kinaesthetic training environment with flexibility to adapt to specific client based scenarios.” The new unit itself has a traverse capability in excess of 30 continuous metres, consisting of 3 independent 10 metre lengths of various internal diameters with vertical unobstructed entry into various sections in excess of 3.1 metres depth. However the new mobile training unit is only one factor in the continued growth of CSTS as a company. The years of industry experience and specialist knowledge of the water industry has

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CSTS custom made their latest confined spaces mobile training unit with the water industry in mind enabled the business to deliver course content specific to the client requirements. Brian Continued “We like to ensure course content is directly relevant for our delegates. For this reason we can provide bespoke training that addresses real issues our delegates are actually facing. Importantly, the course content is delivered by experienced trainers who understand first hand health and safety issues that occur within the water environment”

AMP changes could result in changes to training investment Gordon Lyon, Managing Director of CSTS believes the contractual changes to the AMP programme could in fact place a greater emphasis on quality training delivered in a more sustainable way. Consequently, companies will seek more innovative and cost effective ways of training their employees. “I believe that the shift from Capex to Totex within AMP6 will encourage a drive towards long term investment in the workforce. Evidencing competency in an up-skilled workforce, capable of a wider variety of tasks will make for more adaptable employees. If we can assist companies by delivering relevant training on or near to their place of work, we can help reduce overall training costs, whilst focusing on quality of delivery. Considering the current demographics of the workforce, we need those new competencies to fill the skills gaps”

As well as offering training direct at the customers’ place of work, CSTS continues to develop its large UK wide network of training centres. “Clearly, not all companies will want to or could have training delivered at their place of work. For this reason we have set up numerous training centres across the UK, so customers are never far away from a CSTS course and mobile training unit.” CSTS are currently delivering courses all across the UK, with new centres now being particularly active in both Cumbria and Sussex, ideally located near to the motorway network. For more information about CSTS Mobile Training Solutions or Centres please contact Tracy on 01925 244144 or visit www.csts.co.uk

“If we can’t come to you, we’ll make it easy to come to us.” – Gordon Lyon, Managing Director

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CDENVIRO

INSTITUTION OF MECHANICAL ENGINEERS’ PRESIDENT ELECT VISITS CDENVIRO

The President Elect of the Institution of Mechanical Engineers, Richard Folkson recently visited the CDEnviro offices in Northern Ireland as the company launches its latest graduate recruitment drive. Mr Folkson was part of a delegation from the Institution that included Farah Baksh, Business Development Manager (NI) and David Burns, Vice Chairman and Education Officer (NI). During the visit they met with members of the senior management team at CDEnviro as well as several engineers currently enrolled on the MPDS scheme and working towards Incorporated Engineer (IEng) and Chartered Engineer (CEng) accreditation. CDEnviro have held the Institution of Mechanical Engineers accreditation since 2009 and according to Brian McCullough, Head of Talent & Organisational Development at CDEnviro and a Fellow of IMechE, this has been a very important part of ensuring that the company is able to attract and retain the best new engineering talent available. “The growth we have enjoyed in recent years has required that we continue to grow our engineering team across technical, project design and product development” explains Mr. McCullough. “The accreditation from the Institution of Mechanical Engineers for our development process ensures that we are able to attract the high performance people that we need

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as we continue to expand our global coverage and our product range.” During the visit Mr Folkson also met with Tony Convery, Chairman and Founder of CDEnviro and a Fellow of the Institution. Speaking about the visit Mr Convery said “The recognition of our professional development systems by the Institution of Mechanical Engineers is evidence of our commitment to our people and our customers. It is only by continually investing in our people and helping them to be the very best that they can be that we are able to deliver processing systems of unrivalled efficiency for our customers.” CDE has created more than 50 high value manufacturing jobs in Northern Ireland in the last 2 years and over the next 12 months the company expects to create a further 20 new jobs. While the majority of these will be based in Northern Ireland, the company is also recruiting internationally as they build regional teams in target export markets. “A key focus for us in the years ahead will be develop our business in markets across Europe as well as in Australia, Africa, North America and

Latin America. “The international recognition of the Institution is definitely an advantage in our recruitment efforts” says Brian McCullough. “The Institution of Mechanical Engineers commands a huge amount of respect and our association with the Institution helps us to get noticed when we’re looking for new people.” Speaking about his visit to CDE Richard Folkson said “It is very encouraging for UK plc to see dynamic companies like CDE are enjoying export success by manufacturing in the UK. It is proof that significant value can be added to the UK economy through supporting the growth of indigenous manufacturing companies with a focus on high value engineering.” The CDE Graduate Recruitment drive has seen the company attend a number of events at Queen’s University Belfast and the University of Ulster in recent weeks as well as a number of international Universities and graduate recruitment programmes. Information on all the new positions now open for application is available on the CDE Global website.

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Malvern, Worcs WR14 1JJ, UK Tel: +44 (0) 1684 891 371 info@pulsar-pm.com

HANOVIA OPENS UV CENTRE IN CHINA New R&D centre of excellence for emerging UV applications Ultraviolet (UV) treatment specialist Hanovia has launched a new UV Application Centre in Shanghai, China. Serving as an R&D centre of excellence for research into the science of UV for new and emerging applications worldwide, the centre will directly support existing and future requirements in Hanovia’s traditional markets for food & beverage, pharmaceutical and high purity water. Working in collaboration with leading universities from around the world, such as Imperial College in London and Karlsruhe Institute of Technology in Germany, as well as some of the leading global brands in the pharmaceutical, food and beverage industry, the centre is already enhancing our understanding of UV efficiency in the control and destruction of inorganic compounds. “The centre is completely customer-driven and is set up with a very clear mission: to develop UV application science that our customers actually need and to answer those searching questions that only empirical test work can answer,” comments Hanovia’s Technical Director Dr. Mark Aston. “This means working as a partner with our customers to push the boundaries of UV science and align our product range with their existing and future needs. This will directly help them achieve their primary goal of meeting all necessary quality standards with ever increasing efficiency and security.” The centre’s Principal Engineer, Dr Elaine Feng, added: “Why speculate about UV performance for a new application when a series of targeted experiments will bring certainty to UV performance and efficiency? We believe our investment in the science will allow our customers to enjoy scientific rigour in their process development, gaining the peace of mind that comes with the hands on experience of moving from bench top to pilot to full scale”.

The Wilo Way: Intelligent and efficient solutions you can count on.

Testing a Hanovia UV system at the UV Application Centre Since 1924 Hanovia has been dedicated to improving UV technology to aid industry in helping life sciences. 90 years of research development has made the company a world leader in the field, from manufacturing UV lamps to complete systems. The application centre is another example of Hanovia’s commitment to providing customers with a dedicated, non-chemical option in treating applications with UV light.

About Hanovia Based in the United Kingdom, with a worldwide distributor network, Hanovia is a world leader in UV disinfection technology for high purity applications such as pharmaceutical, food, beverage and electronics manufacturing. The company is also celebrating its 90th anniversary this year. From its early days manufacturing UV lamps to treat skin conditions to today’s validated, performance qualified UV water treatment systems, Hanovia has always been a technology leader and at the at the forefront of UV innovation. The company is a subsidiary of Halma plc.

Water Management by Wilo – that’s more than innovative technology and long-term expertise. The Wilo Way rather means making your working life easier by providing you with one-stop solutions from a single partner. This gives you a high degree of transparency and control throughout all stages of your project. That is how we live our promise “Pioneering for You”. So how can Wilo support you? www.wilo.com/WaterManagement T:+44(0)1283 523000 E:sales@wilo.co.uk

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SELWOOD

Pump development programme continues Selwood has redesigned its S300 solids handling pump as part of its on-going strategic pump development programme that has seen the successful introduction of a family of high head dewatering pumps from 100mm to 200mm. The new 300mm pump offers superior fuel economy with a more compact footprint than the previous model with a four cylinder turbo charged after cooled stage IIIB engine replacing the previous six cylinder model. These pumps are ideal for high flow and large solids handling applications. The company is very excited about launching the S300 high head pump as it is committed to designing and manufacturing a new world class range of high and medium head pumps. The new S300 offers dramatically improved hydraulic efficiency, flow and head with excellent suction characteristics. All of Selwoodâ&#x20AC;&#x2122;s pumps are designed and built in the UK using British suppliers and the company is very pleased to be able to export quality British products around the world. Available as an open set unit or Super Silent canopy for working in noise sensitive environments, the S300 features fully bunded skids for safe operation with ease of access for maintenance. The Selwood Super Silent range of pumps are widely acknowledged as the quietest

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available in the marketplace today. All units can be fitted with automatic stop/start controls and telemetry, providing efficient operations and remote monitoring capability. Selwood is also developing a 150mm medium head solids handling pump designated as a S150M. This will complement the new family of â&#x20AC;&#x2DC;Hâ&#x20AC;&#x2122; range medium and high head pumps offering increased efficiencies that will allow the use of smaller engines and reduced fuel consumption for customers going forwards. The first of these was the H100 that was launched two years ago and has been a success in both the UK and export markets. This was followed by the H150, a heavy duty automatic self-priming pump ideal for high head dewatering in quarrying and mining as well as pipeline pressure testing and cleaning, water boosting and temporary fire protection in markets such as construction, oil and gas, marine and water and wastewater. It offers dramatically improved hydraulic efficiency, flow and head capacities and suction characteristics.

The introduction of the H200 completes the range and this is still undergoing field trials. Designed for use in large quarries and opencast mines, the H200 is powered by a Stage 111/Tier 4 Interim compliant Volvo D16 engine delivering 603hp. The engine uses a diesel particulate filter (DPF) and a diesel oxidation catalyst (DOC) in combination and selective catalytic reduction (SCR) to meet the emissions regulations. All the diesel pump engines used by Selwood are compliant to the latest emissions regulations and to combat ever increasing fuel costs, Selwood has upgraded its auto stop start control system using the latest available technology. 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.

Pump Hire, Sales & Service Pumps From 50mm To 300mm Auto Self-Priming Pumps Super Silent Pumps From 58db(A) Hydraulic Submersibles Electric Explosion Proof Submersibles Pumping Installations 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.selwood.co.uk

PO BOX 5, Birds Royd Lane, Brighouse, West Yorkshire HD6 3UD www.gavalves.co.uk

GA Valves are manufacturers and distributors of valves to the water & sewage industries. Including gates, checks, air valves & miscellaneous valves.

Manufacturers of valves and fittings for the water, waste water, gas and fire fighting industries worldwide. T: +44 (0) 1604 601188 F: +44 (0) 1604 604818

8 Rushmills, Northampton, NN4 7YB, England, UK

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UK distributors and Technical Support of Dorot Flowcontrol valves. Project1_Layout 1 25/11/2013 10:07 Page 1

Leaders in pump manufacture, installation, service and repair

Jon Nix Caprari Pumps UK Ltd Bakewell Road Peterborough PE2 6XU T: F: E: W:

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Paul Coleman ACII Kingsbridge Risk Solutions Limited Kingsbridge House, Wargrave Road Twyford, Berkshire RG10 9NY Email: paul.coleman@kibl.co.uk Telephone: 0118 960 2412 Fax: 0118 934 9764 Mobile: 07917 386207 Web: www.kibl.co.uk

feralco FERALCO (UK) LTD

Ditton Road, Widnes, Cheshire, WA8 0PH, UK T: +44 (0) 151 802 2910 F: +44 (0) 151 802 2999 M: +44 (0) 7760 174973 barry.lilley@feralco.com

Insurance and risk management advice for all businesses involved with water, waste water and environmental risks

EK Business Centre, 14 Stroud Road, East Kilbride, G75 0YA T: 01355 246235 E: info@mccraetraining.co.uk www.mccraetraining.co.uk

www.feralco.com Feralco is a leading manufacturer of high performance water treatment and process chemicals. Our product range includes both traditional inorganic coagulants and innovative products to ensure optimum treatment efficiency. Applications include the treatment of drinking water, process water, sewage and industrial effluents and paper processing. Products such as aluminium sulphate have been joined by new products derived from the synthesis of highly cationic inorganic polymers to satisfy todayâ&#x20AC;&#x2122;s demand for higher quality water and to meet tighter discharge consent limits. Feralco can provide specialist advice and technical support to ensure the most cost effective methods of treatment are employed.

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SQA approved training centre offering a range of training services:

Water Industry Registration Scheme - Training Packages Network Construction Operations (Water) SW DOMS National Water Hygiene Utility SHEA (Water & Waste Management) Safe Control of Mains Connections (Water) Career Coaching First Aid Training

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Solve your odour problems and protect your assets from corrosion Tel: 01472 889256 Email: katie.oldfield@yara.com Web: www.yara.co.uk Odour Control in Wastewater

Whieldon Road Stoke-on-Trent ST4 4JE Tel: 01782 744333 Fax: 01782 744577 email: sales@fwb.co.uk www.fwb.co.uk Delivering the very best product & technical expertise As experts in procurement with single-source capability, fwb provides an expansive range of products to suit water industry requirements

Telford House, 105 Dalton Avenue, Birchwood Park, Warrington, WA3 6YF T: 08707 558 811 F: 01925 847 976 W: rpsgroup.com

Fixed Price Servicing, Free Trial Period, Tn.I.S.P.E

RPS is an international consultancy providing advice upon: the development and management of the built and natural environment the exploration and production of energy and other natural resources

Mob: 07885 946 029 www.themanfromatlantis.co.uk

We employ 5,000 people in the UK, Ireland, the Netherlands, the United States, Canada, Brazil, Africa, the Middle East, Australia and Asia.

8 Whitebeam Close, Kemsing, Sevenoaks, Kent TN15 6DZ

SPRING EDITION â&#x20AC;&#x201C; PUBLISHED FEBRUARY Big Data

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Knowledge Management

Building your tomorrow today Doosan Enpure offers full process engineering solutions with proven design, technology and project delivery credentials throughout the municipal and industrial water and wastewater sectors

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About the Institute IWA Communicating with the Customer Regulators

IN THIS ISSUE: INNOVATION FUTURE HORIZONS FOCUS ON MIDLANDS DROUGHT

Contact Martin Jamieson on 0845 884 2333 or martin.jamieson@distinctivegroup.co.uk

INSTITUTE OF WATER JOURNAL

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Fastflow Pipeline Services Limited A new direction in water networks

When it comes to water infrastructure, your ducks may be in a row but are they heading in the right direction? Over 22 years ago, Fastflow was launched to provide innovative, efficient, customer focused water infrastructure services to the UK water sector. We took to the challenge like a duck to water. Since then the sector has witnessed increased consolidation and rationalisation but we have maintained our independence and by providing specialised, leading-edge services, given clients an alternative direction. Every day we deliver excellent infrastructure services through the use of trenchless technology. Our work management system incorporates mobile field technology that provides real time electronic data interchange with clients’ systems. Then there’s our 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

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To find out more about a new direction for water networks, visit

www.fastflow.co.uk or call us on +44 (0) 191 415 7744

WELSHAREANEWS

WELSH AREA AUTUMN FORUM

On the 25th September 2014, the Welsh Area hosted their annual Autumn Forum at the Park Inn Hotel in Cardiff City Centre. The focus for the day was ‘Managing Risks in the Water Industry’ which was addressed from a variety of angles through splitting the day into 4 sessions; Environmental Risk, Economical and Innovation Risk, a Managing Risks Workshop and Social Risk. The event was an action packed day and a question panel made up of the speakers was very popular. The quality of the presentations was excellent and the range of different topics gave an interesting insight into the variety of risks that Water and Sewage companies face. The day covered risks such as Fracking, Flooding and the Water Framework Directive implementation, it gave the Customer’s Perspective on risk, explained the issues of affordability and bad

by Sophie Straiton

debt, how DCWW built its PR14 business plan on risks; and covered issues such as Anti-Terrorism, Innovation and Reputation risk. This was very topical as we move into AMP6 and look at what risks we will be facing in the future and how best it is to manage these. Our Key Note Speaker, Dr Alireza Danesgkhah from Cranfield University provided an overview of how best to manage risks, talked about the importance of expert judgement and reviewed tools that can be used to manage risk; he set the day up nicely for the other presenters to follow. In addition the forum aspired to present an opportunity for delegates to build their Water Industry Network and the workshop on risk attitudes offered a fun and informative chance for this. During this session we filled out a Risk attitude questionnaire to determine whether

delegates were risk addicts or risk adverse, providing an interesting insight into colleagues behaviours. The workshop also looked at the journey of a risk from the root cause to the effect which ultimately ensures that the right solution is chosen to address a risk. The forum was chaired by the Welsh Area’s young members as an opportunity for personal development and we would like to thank all of the presenters for providing us with such an interesting, informative and thought provoking day. Additionally we would like to thank everyone involved in the forum’s organisation; in particular the project team, Sophie Straiton, Anna Riddick, Cathy Lunn, Katie Parish and Faye Ward. The presentations will be available to members on the Institute of Water website.

CUSTOMER SERVICE LUNCH ‘N’ LEARN Mon 29 Oct 2014, Dwr Cymru Welsh Water – Linea - Operational Contact Centre (Cardiff) Following the success of the National Conference’s theme of ‘Delivering Great Customer Service in the Water Industry’, the Welsh Area Committee decided to hold a Lunch and Learn event at Dwr Cymru Welsh Water’s Operational Contact Centre to summarise the conference to a wider audience. The target audience of members unable to attend Bristol in June and to attract non-members to the Institute from a Customer Services environment. The twenty-two attendees were greeted by members of the Welsh Area Committee and Area Secretary James Williams gave an introduction to Institute membership, the area’s current event calendar and the range of professional qualifications the Institute awards. The speakers were two of our 2014 Rising Stars, David Jarvis (Severn Trent Water) and Cerys Pope (Dwr Cymru Welsh Water). David was asked

to present his presentation to the National Conference and Cerys presented a summary of the National Conference. As there is limited availability to attend the conference, the Welsh Area thought it would be beneficial to provide a detailed account of the event to many employees who were unable to attend, especially as the conference had both an important and very relevant theme where providing great customer service is a Key Performance Indicator (KPI). Key points taken from the amazing and diverse guest speakers from the conference were presented and discussed by Cerys, giving a description of the event itself and both the fun and learning that was taken away from the Conference. David then continued the session presenting on his experiences of excellence customer service outside of the water industry and how his experiences could be incorporated into

the water industry- the basic principles of customer service are key within any industry. An enthusiastic and interactive Q&A session was then held with everything discussed from training & mentoring to the retail / wholesale separation. Following the Lunch ‘n’ Learn, the two Rising Stars then met with Phillips Atwell (Billing Contact Centre Manager, Dwr Cymru Customer Services) and Karen Wenborn (Head of Customer Services, DCWW & DCCS) who gave them a guided tour of the billing contact centre and talked to them about how they operate on a daily basis. It was clear that the customer is at the heart of everything they do, and this is reflected in both the working environment that they have created and also some of the innovative things that are being explored, including a team dedicated to trialling start up ideas to promote continuous improvement all the way through to gamification!

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Midlands Area Charity Golf Day 2014 The Midlands Area charity golf day was held at Buxton in North Derbyshire on Thursday 12th June 2014. Eighty contestants from around the country converged on Buxton & High Peaks Golf Club to participate in the annual golfing event. By Gill Wood, Midlands Area Treasurer and Golf Day Organiser The golfers began the mornings Texas Scramble event. The weather was exceptionally good and competitors feeling the sun on their backs achieved great results. The winner of the morning Texas Scramble off the 1st tee was IWS Water Hygiene with a score of 22.4 points and off the 10th tee was Lang O’Rourke with 23.6 points. The afternoon Stableford event kicked off and the main competition got under way. Competition for the individual title was very competitive and scoring was scrutinised to ensure fairplay.

Winner’s 18 – 28 handicaps: 1st place – Jim Marshall

Winner’s 0 – 18 handicaps: 1st place Steve Thomas - Instarmac Cup Winner 2nd place – Ron Clarke

Winners Of Geoff Baggaley Trophy (The Stableford Team Event) Were IWS Water Hygiene with a great score of 84, followed by runners-up Laing O’Rourke with a score of 76. It will give me great pleasure later this summer to hand over a cheque for £2,500.00 to the charity St Giles Hospice, Lichfield. St Giles Hospice is a registered charity providing high-quality medical and nursing care for local people living with cancer and other serious illnesses, as well as offering support for their families and helpers. The hospice began life at the former vicarage of St Giles Church in Whittington, Staffordshire, opening its doors for the first time on 12th April 1983. Today, St Giles is a centre of excellence and one of the best-known and most respected charities in the region, with over 400 staff, over 1,000 volunteers, 30 charity shops, the most successful hospice lottery in the UK, and over £8 million spent on providing care every year. "On behalf of everyone here at St Giles Hospice, thank you so much to the Institute of Water for

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your kind donation of £2,500.00 in respect of your recent Annual Golf Day. Please also extend our thanks to the team at Integrated Water Services of Lichfield, winners of your event, and who very kindly nominated St Giles Hospice to benefit from the donation." "To show the difference your donation will make, we give below some examples of day to day costs within our hospice services: £250 – provides 24 hours of dedicated specialist Hospice at Home care; £500 – will provide 24 hours of dedicated specialist nursing care for one patient in the Compassus Centre; £1,000.00 – will run our Day Hospice for one day enabling up to 15 patients to receive advice and support from our specialist team, help with symptom control, a well as the opportunity to take part in creative therapy and relaxation sessions."

"Our sincere thanks once again for your support of St Giles Hospice, we really do appreciate it," said Helen Relihan, Head of Fundraising. Thanks to the generosity of those contestants that remained with us through the presentations during the evening, we were able to raise a further £400 from the raffle. Our sponsors are always generous with their support, no more so this year by IWS Water Hygiene. They provided us with an iPAD Mini and with their permission; it was auctioned to the highest bidder, who was Dave Stevenson. We raised an additional £240 for our winning charity. My thanks go as always to my fellow organisers, John Williams and Dave Wood and to the management and staff at Buxton & High Peaks Golf Club for their excellent course management, hospitality and food. My thanks to the players, sponsors and friends who continue to make this day one of the Midland Areas greatest long running success stories.

MIDLANDSAREANEWS

MIDLANDS AREA PRESIDENT’S DAY

By Natalie Akroyd, Severn Trent Water The morning of Saturday 12th September dawned…grey, but fortunately dry! Over 20 highly cultured individuals (!) met in Stratford upon Avon for the Midlands Area President’s Day. The day started with a very interesting tour of the Royal Shakespeare Company. Our guides were incredibly knowledgeable and everyone learnt a great deal. After we had all gained a good

understanding of the history and journey of the Royal Shakespeare Company, we headed up the tower where you can see across to 4 different counties – well if the cloud wasn’t covering the Malvern Hills! After this, we had lunch in the RSC Rooftop Restaurant, and although many people were ready for an afternoon nap following such a delicious meal, it was time to work it off with some punting along the River Avon. Fortunately,

no one fell in, and I think several people may be considering a change of career and are heading to Venice with a Gondola they bought from e-bay as we speak! Our special thanks go to the Midlands Area President Leah Fry (seen here on the river with Noela Fitton, Vice Area President) for organising such a fantastic day.

RENEWABLE ENERGY FROM FOOD WASTE By Natalie Akroyd, Severn Trent Water On the evening of 16th September 2014, a group of people from across the Water Industry met at Severn Trent Water HQ in Coventry for a presentation on the latest renewable energy initiative in Sever Trent Water: energy generation through the anaerobic digestion of food waste. The first half of the session involved a presentation from Neil Liddell-Young , Renewable Energy Manager from Severn Trent Water, who discussed the science behind food waste energy generation, what the benefits and opportunities are, and the plans Severn Trent Water have in this area. This was then followed by a presentation from Matt Frost, Solution Manager for the food waste plant, who took the group behind some of the detail behind the design and build of the first plant, as well as the challenges and timescales. After these two fascinating presentations, there was an extensive question and answer session which really tested our speakers, and we will be following up this session with a site visit to the plant next year when it’s fully up and running, so watch this space! Our thanks to both speakers for delivering such an excellent presentation.

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INSTITUTE OF WATER NORTHERN IRELAND BRANCH AUTUMN SEMINAR 2014 The Northern Ireland Branch held their Autumn Seminar in the Templepatrick Hilton Hotel on the 10th October 2014. This year’s theme was entitled “NI Water – Procuring the Future”, with a sub heading “Suppliers – The Chain Driving the Life-Cycle of our Assets”. The event boasted a wide spectrum of suppliers including designers and procurement experts, who demonstrated the expectations from inception and design through to procurement, construction and implementation / operation. The initial two sessions were chaired by George Butler, NI Area President.

Session 1 First off the blocks was the keynote speaker, Leo Carswell – Head of Technology at WRc. Leo gave a brief history of the WRc from their initial foundation and water related ethos to their current diversification into gas and other industries. He then explained how suppliers are a vital and key part of any workstream and that together with the WRc, suppliers drive innovation with new technologies reducing costs and increasing quality. The current challenges faced are often from clients who are afraid to implement new technologies without a proven track record and that clients need to help drive innovation by working with suppliers where possible. Leo postulated that whilst the water industry badly needed innovation where possible, current levels are low and seen as a gamble by risk averse clients. Procurement departments therefore have a key role to play to enable innovative technologies and techniques to be introduced and developed. The current “safe” approach by clients is frustrating to suppliers who have ideas and products which they are unable to use or develop. This session was well received and lead nicely to the next two speakers: NI Water Procurement experts Jane Mellor – Head of Operational Procurement and Stephen Truesdale – Head of Integrated Procurement (Capital Works). Jane detailed the NIW Procurement processes including their Centre of Procurement Excellence (COPE) and ISO 9001 Quality Assurance certifications requirements including the necessity to have all staff professionally qualified in procurement legislative requirements. Jane also outlined how NIW are restricted in their procurement processes by legislation (Utility Regulations), by the Northern Ireland Central Procurement Directorate policies and by aggrieved suppliers that legally challenge tender awards. These issues make NIW more risk averse than they would like to be as the adherence to

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strict and safe procurement processes makes challenges and deviations less likely.

Session 2

Jane outlined that NIW do try and offer variant bids within the tender process to drive innovation where possible but that these prove very hard to mark and rate objectively against other bids. However after the contract award, NIW do try and encourage innovation and continuous improvement with enhanced technology and processes to cut supplier’s costs and not their margins. One such example detailed the contractor interface, an IT interface between NIW and a contractor which reduced errors, improved efficiencies and generated real savings for both the client and supplier.

Session two was subtitled “Design”. This session began with a very entertaining presentation from Mark Smith of RPS Consulting.

Stephen Truesdale then took to the stage to detail his department’s efforts to break free from the traditional procurement model and bring the suppliers in at an early stage to increase efficiency from the outset. With a focus on the whole life cost and by improving current processes and accuracy of information, Stephen hailed this new collaborative approach as ground-breaking and detailed his high hopes that it will efficiently help NIW to deliver a program of works over the next six years equivalent to £850m. With a lively question and answer period George closed the first session.

Mark highlighted that innovation has to come from people and the people are any company’s greatest asset. By investing in integrated management systems and extensive staff training, staff were encouraged to progress within the company and on a personal basis. By combining these innovative ideas were conceived and progressed. Mark talked us through the RPS approach to staff training and development (“Be the Best” campaign) and how this has also had a very positive impact on the company over the last few years by changing staff behaviour and working practices. With various awards for their service, RPS has reaped the benefits of investing in staff training via improved innovation and changing behaviours but Mark empathised, the journey they have started is continuing. The final speaker in Session 2 was Ray Arrell from South West Water, talking about Green Energy initiatives and innovation that they have employed. Ray detailed his experience in the water industry which stretches back eleven years.

NORTHERNIRELANDAREANEWS South West Water have developed a Green Energy strategy for the K6 period. Currently consuming 260GWhrs energy per annum they must fork out in the region of £26m each year to the electricity providers. Driven by basic economic and environmental concerns, and boosted by the determinations of the regulator, this figure must decrease. Ray showed that South West Water is geographically very similar to Northern Ireland Water both in size and assets. The similarity continues also in the winter with levels of populace on an even keel. However the population explodes in this area in the summer from tourists and SWW must accommodate these additional requirements. Add climate change to this and the challenges are even greater – extended dry spells require extra energy requirements from pumping stations to move clean water. Wet spells similarly increase the energy demand when dealing with storm water. SWW have introduced various methods of reducing energy consumption and costs by: Purchasing energy in bulk from the wholesale market Implementing a pump efficiency program to reduce costs and determine costs more accurately via sub metering. LED lighting and new technologies which are less energy hungry such as advanced anaerobic digestion. Investing in an ambitious renewable energy program which requires SWW to generate 20% of the energy they use by 2020 from hydroelectric, wind, sewage gas and solar power generation amongst others (including floating solar arrays). Finally Ray showed that by setting up third party strategic initiatives and community collaboration SWW have really grasped the nettle by implementing these innovative new technologies to great effect. Sessions three and four were expertly chaired by Bill Gowdy, NI Area Vice President.

Session 3 If one of the main topics for the IoW NI Autumn Seminar was Innovation then one common theme that was prevalent throughout the third session was certainly that. However, as opposed to looking at Innovative technology and inventions this session seemed to focus strongly on innovative ideas about how to use existing technology. Johnny McBride and Anthony O’Hare from Cannon Hygiene were the first speakers in this third session. Cannon Hygiene represented a company with a worldwide presence at this seminar with their main focus on the ‘Control of flow to toilet and urinal systems’ – with the main benefit being overall reduction to water production cost but also with benefits to reduction in maintenance costs and to environment.

The company’s innovative ‘Cannon Flow’ device not only uses less water but also alleviates the need to use current cleaning products meaning less pollution entering into the sewer system. One of the main boons that Cannon had coming into this presentation was that their product is already in wide scale use, including Belfast International Airport. CCP Gransden and Jim Erskine provided the final presentation before lunch focussing on ultrafiltration which looks at small scale filtration of untreated water. Jim highlighted that the technique can be used in a wide range of environments from groundwater, wastewater and on an industrial scale. In continuation the practise can be used in place of either secondary or tertiary cleaning processes or even as a standalone system in isolated regions. The procedure currently exceeds regulatory standards and can achieve 99.99% pathogen removal. The innovative aspect of this technique (as mentioned in the outset) is not an innovative step in technology but more an innovative way of using what is already at our disposal. Notwithstanding the use of a newly developed polymer skin for the cleaning tube what Jim highlights is that the system is now effectively used in reverse and that by running the dirty water up the inside of the tube and the backwash water down the outside contaminates can be washed off the membrane without the use for air scouring, aided by the fact that the tube is a more solid structure. All this effectively means that the number of backwashes required can be significantly reduced saving both time and money. The afternoon session began with Shauna Herron speaking on Trenchless Techniques and the developing uses in the modern day. The main benefits of this type of ‘non-excavation’ is reduction in traffic congestion, disruption to utility supplies and of course overall cost. These ideas can be applied to both clean water mains

and sewer mains with the gas companies being at the forefront of trenchless techniques when the cast iron gas mains were being replaced. Shauna mentions that most of the trenchless techniques that are now coming into use are again down to either an improvement in current or older technology or by finding new ways to use this existing technology. She highlights surveying and inspection as two main areas where innovation has really moved forward. One major aspect that has progressed is the application and use of combined sonar and CCTV which has allowed surveying of submerged and partially submerged pipes which had previously never been gauged. Ground Probing Radar has also grown which allows greater scope for pipe bursting and Shauna states that this along with the advent of digital cameras and LED lighting which have allowed more of the water and sewer networks to be inspected and in a much more timely and accurate fashion. Peter Lindsay from Elster spoke on metering and in particular smart metering and its application across the world. From the outset Peter stated that water companies (and other companies) don’t want a water meter for just metering purposes but need it as an integral part of the water system. This might include relay of other information such as flow and pressure and even what time of day/night most or least water is being used. The modern day provides many of the same problems that have previously existed but new challenges are present that must be overcome to solve these problems. New meters almost have to be all things to all men as Peter speaks of meters being able to record the slightest dripping tap but also when a household shower or bath is being used or when the garden is being watered. A further challenge is a more agnostic approach to end user data systems as more and continued page 92

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NORTHERNIRELANDAREANEWS from page 91 more companies use the supplied hardware yet continue use their own software to interpret and deliver the information at the end of line. As well as this customers are now requesting a domestic panel that they can monitor their water usage from the kitchen which provides another aspect to the smart element. The final presentation of the session came from Steve George who is with Aqualogy. To finish off the session this has another innovative solution to existing technology feel about it. Aqualogy look to find methods to making the existing system of meters and fittings “smart” which can include retro fitting their own technology to legacy fittings - as Steve says, smart “does away with someone having to lift a lid to read a meter”. These systems are already out there as Steve states and the innovation is to improve them and enhance them. The long term idea would be to do away with the need to be there at all to retrieve metering data. This could be a mesh network that sends all individual metering data to a concentrator that then relays all this information to a central system for the water company, this network uses a radio wavelength that has been set aside by the EU for the sole purpose of smart metering. One major benefit of all this collated data is that it can be fed into a GIS or mapping system, much like a Situational Awareness tool, and at any time an operator can open up the map and view trends or alarms in a certain area to quickly assess and narrow down a problem within the water network.

Session 4 Session Four covered novel solutions for asset management, to replace traditional paper-based

or other digital means of storing critical asset management information. Stephen Bruce and Mark Popham of CALM Solutions described the Asset Inventory Management System (AIMSTM) which when integrated with a scheduling tool, enables resources to be assigned effectively, resulting in increased productivity and customer satisfaction. Key to the success of the system is real-time data capture, validated at the point of entry. A case study was presented which demonstrated how a water authority identified data issues in historic systems. Combining AIMSTM with iPads for data capture on site resulted in the production of 3D drawings, which could be stored and accessed on a ‘cloud’ based platform. Another linear asset management system known as ‘Sewer Viewer’ also allows contractors to upload information and video in minutes, a task which would normally take several months to complete and validate.

Visit to Titanic

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Finally George Butler closed what had proven to be an interesting and thought provoking day and which might, who knows, encourage innovation in the future?

By George Irvine, Northern Ireland Area

On Friday 19th September, 17 members and friends from the Northern Ireland Area paid a visit to the Harland & Wolf buildings in the Titanic quarter of Belfast where the Titanic and her sister ship Olympic were built. Our guide firstly took us to the main Harland & Wolf offices where the idea of building Titanic was born. We were walking in the footsteps of the men who designed and built Titanic! We visited the two large drawing offices where the ideas, concepts and designs of Titanic and Olympic were put together. Along the hall was the boardroom where decisions were reached and approvals for the building of the ships taken including the decision to only have 20 lifeboats instead of 46 as recommended by Thomas Andrews.

The final speaker of the afternoon was Dan O’Connor of Atkins Global Consulting. Dan gave delegates a fascinating live demonstration of Atkins’ ‘Augmented Reality’ 3D visualisation tool, which is used to ‘bring to life’ schematics and line drawings of assets, allowing complete visualisation of construction and other projects. This system facilitates visualisation at much earlier stages of a project than would traditionally be the case – allowing problems to be identified and resolved sooner, whilst generally informing the entire project process and compressing design time. The system can also produce bespoke ‘robot build’ videos and generates drawings and has recently been utilised by Scottish Water.

though structurally sound are in various states of decay and proposals are in the pipeline to refurbish the building for use as a 5* luxury hotel.

Next door to the boardroom was the office of Thomas Andrews the Managing Director and Head of Drafting who was responsible for the ships design and building. The buildings

Outside we were shown around the Thompson Dry Docks (now filled in) where the Titanic and Olympic building took place. An illuminated outline of the ships is built into the surfaces and the Olympic dock is laid out as a tribute to those who perished in the disaster over 100 years ago. Inside the titanic centre the concept of the building was explained and how it relates to the Titanic and White Star Line. At the end of the visit we retired to The Potted Hen Restaurant in Belfast’s Cathedral Quarter for much needed refreshments.

SOUTHEASTAREANEWS

Presidents Day - Harry Potter World South East Area President Lawrence Gosden invited members and their families to join us for a behind the scenes look at the magical world of Harry Potter at the world famous Warner Bros Studio Tour – The Making of Harry Potter for this year’s President’s Day.

For those of you who don’t know what a Hinkypunk is or if you didn’t know that a Hufflepuff was a one of the Houses at Hogwarts the first part of the tour was an introduction from Harry Potter himself (and his two friends!) explaining how the books were brought to the big screen. After opening the doors we found ourselves inside the Great Hall which was the film set used to film scenes including the famous scene where Harry and his friends are allocated to their respective houses by the Sorting Hat. We were then treated to an array of different film sets, props and costumes that were used in the films.

We were then able to take a walk down the iconic Diagon Alley where the range of shops were on show including Ollivanders where Harry was selected by his wand.

The tour then led us to the prop department which showcased the different beasts and monsters found in the films including Dobby and the Death Eaters.

Thank you to our President Lawrence, Nicola Solly and Thames Water for a truly memorable day.

Following a viewing of the art and sketch department the last part of the tour was an amazing model of Hogwarts Castle used to film the spectacular panoramic shots of the castle used in the films. We ended with lunch and many of us spending a good hour wandering round the shop full of memorabilia!

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World Environment Day The world is ending. Yada yada yada. Many celebrities (including Ian Somerhalder, the good looking one from Vampire Diaries) proclaimed from their air-conditioned, private jets that we should all “Raise your voices, not sea level”, in support of this year’s World Environment Day theme. The UN pulled out all the bells and whistles to attempt to make the world sit up and take notice of the devastation faced by the world’s SIDS (Small Island Developing States), who due to their size and low lying topography are at greater risk of climate change. Compounding the issue is the fact that most SIDS are low income countries, who currently don’t have the means to fight climate change, and in future are unlikely to be able to adapt. In order for us here in the developed world to make a difference and fight climate change, we would have to take radical action; reduce our consumption of food, water and energy; give up the car; give up holidays in the Seychelles; give up the iPad, the MP3, the dishwasher, the pre-cut pineapple squares and probably have to give up tea! Where would the British be without their cup of Ceylon’s finest English Breakfast tea?! Don’t panic. We here in the South East Area, along with MWH decided that it was too late to fight climate change and that it will require far too much effort on our part, and that perhaps we were going about this the wrong way. Why mitigate climate change? Why not adapt to it? Surely climate change adaptation brings with it many unexplored opportunities (and certainly it would be cheaper than mitigation). Thus on 18th June 2014, we invited the audience to join us at MWH’s sunny High Wycombe offices to explore this possibility and to

“Keep calm and drink tea – as we watch the SIDS and the UK sink beneath the waves” First up was Dr Bruce Horton (Principal Sustainability Consultant, MWH). An economist by training, he provided a multitude of graphs and figures which provide evidence that we could not afford to mitigate climate change, and that in fact the “loss” of certain species and ecosystem services had been over exaggerated. Not to mention the fact that the in the latest survey of “Issues facing Britain” in May, climate change didn’t even make it to the top 10. Clare Day (Environmental Manager, Skanska) reminded us of the non-existent “millennium bug” panic in 2000 that resulted in us spending billions to tackle an almost non-existent problem. She highlighted that there were the real problems (such as deaths due to easily curable infections (1 in 6)), and the number of people living on less than $1 day (1 in 23). Miles Ten Brinke (Water & energy researcher & columnist, Peak Water), added further weight

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By Mandhy Senewiratne, MWH

DEBATE MOTION “Keep calm and drink tea – as we watch the SIDS and the UK sink beneath the waves”

JUDGE JACQUIE Supporting the Motion

Opposing the Motion

i.e we should Keep Calm! We should Not Take Action to mitigate climate change

i.e we should Not Keep Calm! We should take Action to mitigate climate change

Helen Gavin

4th Speaker

Simon Markall

Miles Ten Brinke

3rd Speaker

Mandhy Senewiratne

Clare Day

2nd Speaker

Gerard Buffham

Bruce Horton

1st Speaker

Chris Rochfort

to the argument by pointing out that the climate change wasn’t the UK’s problem at all; whilst Australia, Spain and California struggled with decade-long drought ridden conditions, things were in comparison beamingly positive in the UK, and thus the water -energy-food nexus issue was non-existent here in the UK. Helen Gavin (Principal Environmental Scientist, Atkins) suggested that the solution lay in using markets to influence people’s behaviour, as opposed to the traditional green approach of “Stop! Don’t touvh anything!” A market solution, as opposed to an environmental solution will spur on economic growth, which will enable higher living standards, better education, and healthier lifestyles – for everyone, including all the inhabitants of SIDS. Jon Dodwell (Client Service Manager, MWH), then facilitated a question panel and allowed the audience to probe deeper into the finer points. As we calmly made our way to the foyer for our afternoon tea, we were all suitably satisfied that climate change was not an issue for the UK to be overly concerned about, and the global markets and free trade would solve any niggling issues without any repercussions. Or so we thought. As we enjoyed our cream cakes, four audience members with questionable histories involving protest marches, and a multitude of arrest warrants between them, including one for scaling the stack of China’s latest 50MW coal fired power station wearing a superman outfit and attaching a banner with the words “Green is the New Black” on it - Chris Rochfort (Principal Environmental Advisor, MWH), Gerard Buffham (Principal Mechanical Engineer, MWH), Mandhy Senewiratne (Lead Sustainability Consultant, MWH) and Simon Markall (Head of Public Affairs, Ofwat), had

banded together in opposition of the notion that we should “Keep Calm”. Should we keep calm and carry on, or should we take action against climate change? The only way to answer such a question, was obviously via a traditional debate! using rules as per the Manchester Debating Society (see debate plan) with a few tweaks by “Judge Jacquie” (Jacquie Christodoulides, Client Service Manager, MWH) for extra points awarded for dogged determination, humour and for the subtle inclusion of key words (tea, gondola, and come on down! ) Bruce Horton calmly opened the debate by emphasising plain simple economic realities; that mitigation was too expensive and respected economist Bjorn Lomborg championed adaption over mitigation precisely for this reason. He further reminded us that we already had mechanisms such as the Kyoto Protocol, EU ETS and CRC in place and that money makes the world go around. Markets haven’t failed us before, so why were the tree-hugging opposition questioning it, and wasting time now? This was hotly disputed by Chris Rochfort who highlighted that not only had these mechanisms failed, they exacerbated the problem by providing “free carbon offsets” that provided a license for further pollution and in parallel worsened living conditions in SIDS and the developing world. He called for immediate action to speed up the very slow, ineffective markets, and reminded us of Sterns stark warnings (another respected economist), who proclaimed that “climate change is the greatest and widest-ranging market failure ever seen”. Claire Day rightly hit-back at such ludicrous claims, and disputed that it is not climate change that was the problem, it is diseases such as malaria, and poor air quality, that was decimating the already meagre living conditions of some of

SOUTHEASTAREANEWS

Speakers receiving the Dilmah world’s only ethically sourced single origin tea –from Sri Lanka, which incidentally is defined as a SIDS. Drink responsibly!” L-R: Lawrence Gosden, Helen Gavin, Jacquie Christodoulides, Simon Markall, Chris Rochfort, Gerard Buffham , Clare Day, Miles Ten Brinke, Bruce Horton Front: Mandhy Senewiratne

Judge Jacquie delivering her final verdict…

the poorest people in the world. It is the policies surrounding such issues that are failing, not the markets. This was vehemently rebutted by Gerard Buffham who pointed out that increased temperatures lead to the increased propagation of malaria, and worsening air conditions and the answer to overcoming poverty was to provide a vocation – e.g. by teaching people to fish, and making sure they had somewhere to live!!

The evening drew to a close with Lawrence Gosden (WW Director and new SE Area IoW president) summing up the day by stating that he would wish us all to work in a manner that results in a positive “legacy for our grandchildren” and the presentation of (ethically and sustainably sourced) tea for all debaters and presenters.

Miles Ten Brinke the duplicitous Californian, suggested that migration (to the UK) was the answer to housing the homeless from the SIDS. He masterfully calmed fears of lost agricultural land and resources, by pointing out that the UK now produces wine and even tea. And technological advancements have resulted in GM meat, grown on petri dishes and even produced synthetic tea. Mandhy Senewiratne (aghast at the thought of synthetic tea) retaliated that failure to mitigate climate change will lead to a lower quality of life for the whole planet, not just those on SIDS (I ask you -synthetic tea?!) She questioned the morality of the economists and their markets; were we being ethically unscrupulous, as we sit by and literally watch the “world go by,” whilst the SIDS sink, despite the fact that we are responsible for much of the devastation? Helen Gavin summed up the closing arguments and hit back at these overly emotive claims and questioned whether the hippies would really be happy to take drastic action and give up their current lifestyles, or was it simply a case of NIMBYism and hypocrisy? Were we really prepared to spend the inordinate sums of money required to

overcome a problem that isn’t the greatest threat facing the world right now, and that would rob us of the opportunities that adaptation will bring? Simon Markall then vanquished all of opposing teams arguments with a simple cartoon* -proving that old adage that a picture really does say a thousand words, and added a few choice words of his own, along the lines of “Do Not keep calm, and watch the SIDS and the UK sink beneath the waves!”

Closing argument of Opposing team *Cartoon Source: http://greenupgrader. com/9996/sunday-funnies-what-if-its-all-a-hoax/ Both teams performed admirably and to the great amusement of the audience, the team opposing the motion, (i.e. we should NOT keep calm), was determined as the victors by the honourable Judge Jacquie, by a narrow margin of 1 – (a fabulous example of collaboration between consultancies and the regulator!)

With the final message of the day being that “whilst our own grandchildren may have a slight chance of being able to adapt to climate change there are those less fortunate, such as those living on SIDS, who will have no resources, no technology and no choice but to live with the consequences of our actions – and therefore we should all Raise our Voices, and not sea level” courtesy of Mandhy Senewiratne on behalf of World Environment Day 2014 and the UN. Note: The event was purposefully designed as a “Devil’s Advocate” session, and all speakers and facilitators adopted the persona of “environmental philistines” in order to challenge the audience and ourselves as sustainability and water professionals, as to the validly of climate change mitigation, and to raise awareness of global warming in support of World Environment Day 2014. As such: “The opinions voiced by the speakers and the chairpersons on 18th June 2014 during the Devils Advocate style presentations, were NOT reflective of their true opinions or their organizations . This extends to the fictitious biographies of the speakers and debaters (no real arrests have been recorded in relation to environmental protests).”

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Scottish Area Family Day 2014 The Annual Institute of Water Scottish Area Family Day was held at BlueSky Experiences in Methven, Perth on 16th September , amongst some of Scotland’s most stunning scenery, the day focused on families having fun and getting to know each other by having a good time together. The group in excess of 40 family members were split in to four teams namely, Hawks, Clyde, Minions and the Jackmans to compete against each other in the morning activities of archery, shooting, volleyball and an inflatable obstacle course. For the adults there was an opportunity to put on a Sumo Suit and wrestle. An event that proved to be highly competitive and very entertaining for the spectators. I'm confident however the WWF will not be calling on anyone to compete at the higher level. After the morning session was completed the teams enjoyed a succulent Hog Roast Lunch and a well earned break. With nothing between the four teams at the lunch break there was all to play for in the afternoons Highland Games session. Highland Games are true testament to all that is Scottish and it proved to be a fiercely contested event, without losing sight of the fun factor. The teams competed at Tossing the Caber, Hurling the Wellies, Haggis Rolling, Putting the Stane, Egg and Spoon race and the old favourite Tug o'War was the final event of the day. As a lot of very tired bodies made their way back inside for the award ceremony the scores were added up, calculations made and the order of merit was as follows:

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1st Place and Gold – Clyde 2nd Place and Silver – The Minions 3rd Place and Bronze – Clyde 4th Place and a Chocolate Medal – The Jackmans

The Winner of The Haggis Rolling was Lucas Anderson Our special thanks from members and the Scottish Area Committee go to Allan Dallas Ross-shire Engineering who kindly sponsored the Family Day this year

SCOTTISHAREANEWS

SCOTTISH AREA AUTUMN SEMINAR 2014 – “BUILDING FOR THE FUTURE – THE LEGACY WE LEAVE” The Scottish Area Autumn Seminar took place in the Howden Park Centre, Livingston on Friday the 12th of September. The seminar built on the success of last year’s by following a similar format and taking place at the same location. The theme of the day was “Building for the Future – The Legacy we Leave” which was a test to explore if the Water Industry is focussing on longer term goals and aspirations. The day was split into 4 sessions with insights into our industry being shared by Senior Leaders and future leaders across the following areas: Longer Term relationships across and into the supply chain Building an evidence led approach whilst developing our talent A focus from out with the Industry and view on future Customer expectation’s The investment dilemma and legacy we leave Each of the sessions brought an insight to the current thinking within the wider water industry and a view from others across the utility business. A view on life term partnerships from Adam Hume (EDF) and Nick Parkin (DWR Cymru Welsh Water) on their AMP6 approach gave a perspective that tests the current practices within Scotland and general thinking within the industry. In addition, this was complimented by a view from some of the new supply chain organisations within Scotlandtesting the true meaning of partnership.

The day was also focussed on our people with younger and future leaders giving their perspective. The passion and enthusiasm in these sessions gives a feeling that our future industry will be in safe hands. Paul Harte, our current Rising Star gave a summary of his experiences over the last year and the opportunities that the programme had created. The day was rounded off with a view from the regulatory and environmental side of the industry which was really testing if we are being holistic enough in our approach to investment and behaviours with those that impact on the environment. The session was finished with a view from Douglas Millican, Chief Executive at Scottish Water, on a sustainable and reliable water service to the customers of Scotland. Thank you to all the speakers, exhibitors and those that helped to makes the 2014 conference a highly successful and informative day.

WATER INDUSTRY VISIT TO THE HYDROGEN OFFICE By Claire Chapman, Scottish Water On the 19th June 2014, an Scottish Area group visited Methil, in Fife, to learn more about how to store electricity off-grid. The Hydrogen office is demonstration project, so it welcomes visitors to its site to learn more about storage of electricity as Hydrogen gas, and that is exactly what we did, under the supervision of site manager David Hogg. The site is powered by a 750 kW wind turbine, and excess is stored as Hydrogen gas. To do this, the electricity is fed through a 30 kW electrolyser which uses the spare electricity

to split water (H2O) into Hydrogen (H2) and Oxygen (O2). The Hydrogen gas is then stored in a Hydrogen fuel cell, which is a 10 kW Proton exchange membrane fuel cell. The site had some teething problems, in particular, with getting the wind turbine commissioned, but David was able to give us many learning points from their experiences. All in all, an interesting outing, especially for anyone involved in generating electricity in areas with grid limitations in place.

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SOUTHWESTAREANEWS SEWER TRANSFER AND PUMP STATION ADOPTION SEMINAR Around 30 members from the SW Area of the Institute plus guests from the local CIWEM membership attended an excellent trio of presentations that considered private sewer adoption and the plans for private sewage pumping station adoption. First up was Anna Hopwood, Contract and Business Development Manager at South West Water, who reported on the companies experience in the adoption of private sewers. Anna outlined the SWW delivery model, which was aimed at limiting customer contacts by reducing repeat visits and getting work right first time. Anna went on to describe plans for transferred pumping stations and the preparations made to start the task. SWW have identified over 500 sites that may need action. Our second presentation came from Lisa Marston, Contracts Manager at Metrorod, who had worked with SWW on the Sewer Adoption programme. Lisa explained her view that the sewer adoption task brought together two distinct parts of the water industry; the Water Company part that needed support for the maintenance of an increased asset base and the Drainage part that relies on sewer work for income. Metrorod’s true partnership approach helped all parties achieve fair and reasonable pricing for the activity. With a rapid turnaround of quotes most survey work was able to be completed in less than 5 days.

following transfers with an immediate pulse of “urgent” repairs. The mandatory addition of sub-standard sewers to the wider system also presented issues of added cost to the whole customer base. Transferred sewer assets were mainly on private land and locating pipes provided many challenges and similar challenges are expected for the transfer of Private Sewage Pumping Stations. An initial estimate was that up to 1000 Private SPS might be found in the Wessex region. The adoption strategy options considered were: The unknown size of the task was the biggest fear, and one that illustrated just how far out predictions can be. Once the scale was appreciated the challenges continued as Metrorod learned the assets and bought into the SWW philosophy of avoiding unwanted repeat contacts.

Adopt all qualifying SPS prior to 2016 Leave adoption until after 2016 Adopt a small number now to help determine the investment needed and the work to be done

The evening was concluded by a presentation from Paul Oaten, Head of Sewerage Services at Wessex Water. Paul outlined the issues presented by the sewer adoption programme and then looked forward to the aims for private pumping station transfers.

Wessex will carry out a programme of essential improvements on a selection of around 20 sites as part of an adoption trial. They will operate the stations for 12 months to determine costs and budgets. A second phase of 400 surveyed stations will follow prior to the eventual adoption of all known stations.

The issues created by sewer adoptions for Wessex Water were significant, with a real possibility that sewerage infrastructure for the company could double, giving an overnight increase to the operational workload. Paul highlighted concerns about a raised level of customer expectation

Our thanks go to Anna, Lisa and Paul for their excellent presentations and to Wessex Water for hosting the event. A special thank you to Stephen Tomlin of Wessex Water, for arranging the room and parking for the seminar.

THE GOOD, THE BAD AND THE WFD - WHAT HAS THE EU DONE FOR WATER QUALITY IN THE UK? Held on Thursday 11th September 2014, WRc, Swindon By Jörgen Jönsson, SW Area Committee Member The Water Framework Directive (WFD) was adopted in 2000 and introduced integrated river basin management to EU water policy for the first time. As Member States prepare to publish drafts of the second river basin management plans, this workshop discussed the implementation of the WFD and the impact it has had in the UK. We brought together some knowledgeable and experienced experts in the field of catchment management and WFD on a Thursday afternoon in Swindon with an audience of over 30 people. We learned that more than 80% of the river bodies in the UK are exposed to significant pressures from human activities, which puts UK close to the bottom of the table in Europe. Although the measures implemented have led to some improvements in water quality, it is clear that little progress will be made towards achieving at least good ecological status in UK surface waters by 2015 as these changes take time.

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However, we also heard about some success stories, for example how the restoration project on Exmoor has, within 3 years, reduced the run-off during heavy rain by 1/3, significantly reducing the load on the downstream WTW. The pioneering work in the Frome and Piddle catchment initiative has also shown that significant progress can be made through a holistic approach with stakeholder engagement. Our Speakers were: Steve Nixon, Senior Technical Specialist – Catchment Management, WRc setting the scene by talking about the European perspective and what WFD could achieve. Lewis Jones, Future Quality Obligations and R&D Manager, South West Water (SWW) who gave a colourful presentation on SWW’s flagship environmental programme “Upstream Thinking”, the science and innovations that have been used and developed and the “Downstream Thinking” that is now in progress.

Fiona Bowles, former Wessex Water, who shared her experiences on the implications of WFD on treatment and abstraction, the move to a more holistic approach through investigations and catchment wide investigations/permitting and the recent development of DEFRA's catchment based approach. Thanks to the speakers for very interesting and informative presentations, to the audience who came and asked insightful questions and the staff at WRc in helping with the organisation of the event.

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