Fulton Hogan’s approach to delivering water infrastructure
Sydney Water taking on PFAS
Why metrology means money
Digital water making major breakthroughs
“Proactive trenchless renewals are one of the keys to defending our critical water and wastewater services in a sustainable and costeffective way”
– Will Zillmann, Interflow
IT’S JUST TWO and a half months until we all flock to Adelaide for OzWater. Seeing a range of industry leaders prepare to showcase their solutions for problems facing the water and wastewater industry is always an exciting opportunity for us here at Inside Water
With that in mind, it was fantastic to talk to Lee Revell, the CEO of Fulton Hogan Utilities. As a major consultancy in Australia and New Zealand, finding that they had developed a utility-focused business unit was eye-opening. His understanding of the water industry and the range of skills in other areas of Fulton Hogan have set Fulton Hogan Utilities up for the future.
Founded over 90 years ago in New Zealand, Fulton Hogan remains privately and employee-owned, a rarity in today’s corporate landscape. Revell highlighted how this ownership model defines the company’s ethos. The company’s expansion into Australia began over two decades ago and was rooted in quarries, road building and infrastructure projects. Eight years ago, utilities, particularly water, emerged as a focus. The long-term contracts typical of the sector aligned well with Fulton Hogan’s vision of creating sustainable, community-focused work environments.
Similarly, in this issue Sydney Water spoke with us about its work in detecting and eliminating PFAS, formally known as per- and polyfluoroalkyl substances, from its drinking water supply.
Julia Bartlett, Head of Laboratory Services, told us about the rigorous testing undertaken to ensure that the millions of people living in Sydney can drink clean water.
Government ministers are continuing to contribute to Inside Water; and this time, it’s the newly appointed Northern Territory Minister
for Water Resources, Joshua Burgoyne. With an electorate on the north and western edges of Alice Springs, he has a critical understanding of water security, particularly for First Nations communities, and balancing that against the needs of industry across the Northern Territory.
Another important figure who spoke to us for this issue of Inside Water is Dr Sarina Loo, the Victorian Environmental Water Holder (VEWH). She provided insights about the VEWH’s role, its formation after the Millennium drought, and its position as an accountable and independent guardian that transparently manages environmental water entitlements without any political interference.
Digitalisation in the water sector is continuing to grow, with many showcasing their solutions. It’s particularly fascinating to see how metrology, the science of measurement and its application, impacts both digital and analogue water meters and the financial impact on water utilities. We also examine how one architectural and engineering firm will use sewerage water to cool a data centre.
It is always a pleasure to see our magazine distributed in offices nationwide and shared on social media. We look forward to talking to you soon.
Happy reading!
Chief Executive Officer
John Murphy john.murphy@primecreative.com.au
Chief Operating Officer
Christine Clancy christine.clancy@primecreative.com.au
Publisher Sarah Baker sarah.baker@primecreative.com.au
Managing Editor Laura Pearsall laura.pearsall@primecreative.com.au
Editor Chris Edwards chris.edwards@primecreative.com.au
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Cover image Fulton Hogan Utilities
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Fulton Hogan Utilities brings employee ownership and collaborative contracting to the forefront of Australia’s water industry.
LEE REVELL’S CAREER has always been closely linked to construction. It was a natural starting point with a father in the residential building industry. However, a transition into utilities occurred when Revell realised that the essential services sector – particularly water and wastewater – provided a connection to infrastructure and a significant impact on communities.
“Water and wastewater are essential components of any society,” Revell said. “The combination of that with construction made the utilities sector an irresistible path for me.”
Through Fulton Hogan Utilities, Revell has had the opportunity to start-up and grow a business deeply embedded in the water industry and communities.
Revell’s journey into the utility space was also driven by his desire to contribute to something bigger than individual projects. The opportunity
to link construction expertise with essential services became the foundation of his career and his leadership within Fulton Hogan. His ability to recognise the broader societal benefits of utility work has guided his strategic decisions, making him a key figure in driving Fulton Hogan Utilities’ success.
The Fulton Hogan story
Founded over 90 years ago in New Zealand, Fulton Hogan remains privately and employee-owned, a rarity in today’s corporate landscape. Revell highlighted how this ownership model defines the company’s ethos.
“When employees feel like they own part of the car, they look after it,” he said. “This culture drives pride and accountability across the business.”
The company’s expansion into Australia began over four decades ago, rooted in quarries, road building
Fulton Hogan Utilities might be a relatively new entity to the Fulton Hogan Group, but with over 90 years of expertise in Australia and New Zealand, it’s making waves across the country.
Images: Fulton Hogan
and infrastructure projects. Eight years ago, utilities, particularly water, emerged as a focus for Lee. The long-term contracts typical of the sector aligned well with Fulton Hogan’s vision of creating sustainable, community-focused work environments.
“We loved that water contracts enabled us to build teams and provide people with long-term meaningful careers,” Revell said. “It’s a business model that benefits both the organisation and the communities we serve.”
Fulton Hogan’s history is also marked by its commitment to innovation. The company’s adaptability has been a cornerstone of its success, from developing proprietary asphalt solutions to expanding into renewable energy infrastructure. The Australian operations have significantly contributed to the company’s growth, exemplifying how local knowledge combined with global expertise can deliver exceptional results.
Moreover, Fulton Hogan has successfully navigated the delicate balance of scaling its operations
while maintaining its core values. This alignment has ensured that the company’s growth is sustainable and impactful, with a continued focus on clients and the needs of the environment. The integration of cutting-edge technologies and fostering long-term relationships have solidified its position as an industry leader.
What sets Fulton Hogan apart Fulton Hogan’s approach is based on decentralisation and a commitment to self-performance. Revell believes the company’s ability to delegate decision-making to local teams fosters stronger client relationships through trust.
“Our teams own the business at the local level and our clients can depend on their local Fulton Hogan teams to do what they say,” Revell said. “That sense of ownership translates into better outcomes for our clients and local communities.”
Being privately owned also enables long-term thinking.
“We don’t make short-term decisions,” Revell said. “Instead, we ask how today’s choices will affect the business in ten or 20 years, and the communities we serve.”
Another differentiator is the company’s focus on selfperformance. Rather than outsourcing, Fulton Hogan invests in developing its workforce, ensuring a consistent culture of quality and safety. According to Revell, this strategy builds client trust and empowers employees to excel.
The company’s unique approach combines robust local autonomy with a shared vision at the corporate level. This balance allows Fulton Hogan to maintain agility while ensuring consistency, making it a trusted partner in delivering largescale projects and programs of work across Australia.
Fulton Hogan’s commitment to continuous improvement. By actively seeking feedback from clients and employees, the company identifies areas for improvement and ensures that each project builds upon the lessons learned from previous experiences. This iterative approach strengthens client trust and fosters a culture of innovation and excellence within the organisation.
Collaboration as a cornerstone
For Fulton Hogan, collaborative contracting goes beyond a business strategy – it’s a philosophy. Revell described it as aligning with clients on common goals and addressing challenges together.
“Collaboration doesn’t mean saying yes to everything,” he said. “It’s about tackling opportunities and risks jointly, informed by experiences, and guided by shared objectives.”
This model enables Fulton Hogan to invest in long-term social and environmental outcomes. For instance, Revell highlighted the importance of committed multi-year targets for Indigenous employment and diversity and inclusion.
“Five- or ten-year contracts give us the framework to make a real difference,” he said. “These goals aren’t as meaningful in year one but become transformative by year five.”
Revell emphasised that collaborative contracting creates an environment of trust and transparency. Fulton Hogan ensures that all stakeholders benefit from the outcomes by involving clients, subcontractors, and communities in the planning process.
leaves a lasting positive impact on the community.
Sustainability in focus
Sustainability is integral to Fulton Hogan’s operations. In 2021, the company conducted a baseline emissions study and identified key areas for improvement, such as energy-efficient asphalt plants and the transition of light vehicles to hybrid and electric models.
“The next step is addressing scope three emissions by working with suppliers,” Revell said. “It’s about understanding their commitments and helping them achieve sustainability goals.”
He acknowledged that meeting these targets will require innovation.
“The commitment is unwavering,” he said. “But some goals depend on advances in technology.”
Revell also noted that sustainability efforts directly benefit communities. By reducing emissions and adopting greener technologies, Fulton Hogan enhances the quality of life for the areas it serves. This holistic approach ensures that environmental considerations remain at the forefront of every project.
The company’s comprehensive sustainability plan addresses its operations and extends to its supply chain. This inclusive approach aims to create a ripple effect of environmental stewardship across
industries. The plan includes commitments to sourcing materials responsibly, engaging with local suppliers to ensure sustainable practices, and implementing recycling programs on construction sites. These initiatives reflect Fulton Hogan’s dedication to creating longterm environmental benefits while maintaining operational excellence.
Additionally, the company is exploring renewable energy options for its facilities and projects, including solar-powered sites and energyefficient machinery. These measures not only reduce the company’s carbon footprint but also set a benchmark for the industry, inspiring others to adopt similar practices.
Fulton Hogan intends to broaden its sustainability initiatives by adopting innovative technologies and fostering partnerships with organisations that share its vision. By collaborating with academic institutions and research
bodies, the company aims to stay at the forefront of advancements that will shape the future of the utilities sector. This proactive approach ensures that Fulton Hogan not only meets current industry demands but also anticipates and prepares for future challenges, setting a standard of excellence in the field.
The water sector is currently facing several challenges, including population growth, ageing infrastructure and climate change. Revell pointed out that these issues require innovative solutions and careful investment.
“Our goal is to ensure ratepayers’ money is used smartly,” he said.
“We’re protecting and building water assets for future generations.”
Resource constraints and the transition to renewable energy also
staff at
and collaboration.
The STEM program at Fulton Hogan provides a problembased learning approach which enables students to apply their knowledge and interests to real-world applications.
pose hurdles. Revell praised the water industry’s move toward long-term contracts, which he believes will help secure the necessary resources and workforce.
Additionally, adapting to climate change impacts requires new water management approaches. From building resilient infrastructure to optimising resource allocation, the industry must remain proactive in addressing emerging challenges.
Revell also highlighted the importance of balancing cost efficiency with long-term resilience. This dual focus ensures that infrastructure investments provide enduring value for communities and the environment.
The sector’s increasing digitisation, including the use of smart sensors and data analytics, presents both a challenge and an opportunity. While implementing such technologies requires up front investment, the long-term benefits of predictive maintenance and efficient resource management are significant. Revell noted that embracing these advancements is essential for ensuring the industry’s future readiness.
Fulton Hogan is leveraging artificial intelligence (AI) and data analytics in their operations. By equipping vehicles with cameras and using sensors, the company collects real-time data to identify infrastructure issues.
“Instead of manual inspections, we can use AI to prioritise repairs,” Revell said. “This technology improves safety and efficiency.”
The company also sees opportunities to expand its expertise into the power sector, leveraging its capabilities in undergrounding utilities to support Australia’s renewable energy transition.
Revell believes that embracing emerging technologies will unlock new efficiencies across the industry. From predictive maintenance to automated processes, these advancements have the potential to revolutionise utility management and maintenance.
By integrating technology with traditional expertise, Fulton Hogan is positioning itself as a leader in modernising Australia’s utility infrastructure. The company’s forward-looking approach ensures it remains competitive in an evolving landscape.
Another promising avenue lies in the development of sustainable materials and construction methods. By investing in research and innovation, Fulton Hogan aims to reduce the environmental impact of its projects while maintaining high standards of quality and performance. This commitment positions the company as a pioneer in combining sustainability with operational excellence.
Utilities has grown from a small South Australian operation to a national powerhouse, delivering over $700 million annually of water and telecommunications programs of work. Revell credits this success to the company’s ethos of selfperformance, decentralisation and collaborative approach.
“We’ve built a business that aligns with our values and delivers for our clients,” he said. “That’s something we’re proud of.”
Fulton Hogan’s achievements also include significant contributions to social and environmental goals. From increasing Indigenous employment and rolling out science, technology, engineering and mathematics (STEM) programs to school students, the company has set a benchmark for the industry.
The company’s ability to scale operations without compromising quality or values has been a key factor in its success. This balance has allowed Fulton Hogan Utilities to maintain its reputation as a trusted
transitioning away from petrol and diesel, towards hybrid and electric vehicles, as part of its approach to sustainability.
contracts to national recognition is a testament to Fulton Hogan’s commitment to excellence and adaptability. By focusing on longterm partnerships and community engagement, the company has created a legacy that extends beyond the projects it delivers. This approach has not only driven growth but also reinforced its position as a leader in shaping Australia’s water infrastructure.
In 2025, Fulton Hogan Utilities plans to further strengthen its role in the water sector, achieve its social and sustainability targets, and continue innovating in water management. Revell emphasised the importance of safety and education.
“We’re committed to reducing harm in our industry and inspiring the next generation to join the industry through STEM initiatives,” he said. “It’s about building a better future for everyone.”
The Beca HunterH2O, Fulton Hogan and Interflow (BFHI) joint venture and South East Water are working together as part of a new integrated capital works planning and delivery model.
With a proven track record and a forward-thinking approach, Fulton Hogan Utilities is poised to tackle the challenges and opportunities that lie ahead, ensuring that its work continues to benefit communities across Australia.
The company’s roadmap includes deeper community engagement and expanding its portfolio of collaborative contracts. As Revell put it, “Our focus remains on delivering exceptional outcomes while preparing for the future.”
For more information, visit fultonhogan.com
Keeping PFAS and other forever chemicals at bay is an enormous task. Sydney Water is setting a new standard for water safety with science and strategy.
IN THE WORLD of water, not all challenges are equal. Enter PFAS, a persistent group of chemicals making headlines globally. Sydney Water is leading the charge against these forever chemicals as part of its steadfast commitment to public health and clean drinking water.
Julia Bartlett: the force behind the lab
Julia Bartlett, Head of Laboratory Services at Sydney Water, didn’t arrive at her role by chance. “I’ve always loved science and the environment,” Bartlett said. “From growing up exploring local creeks to studying environmental science, my passion for understanding the natural world has always driven me.”
She joined Sydney Water in 2006, bringing a deep curiosity and drive for excellence.
“I love what I do. It’s a joy to come to work every day,” she shared.
“Knowing that our work directly impacts the safety and quality of the water for millions of people is incredibly rewarding.”
Her current role, overseeing one of the largest dedicated water testing
Sydney Water’s laboratories are at the cutting edge of water research.
Images: Sydney Water
Julia Bartlett is the Head of Laboratory Services for Sydney Water.
facilities in the southern hemisphere, is, she claims, “a dream job.” Her team’s work ensures Sydney’s water remains some of the safest in the world, setting an example for the industry. Bartlett’s journey is a testament to her dedication and a reflection of the critical role individuals play in advancing public health initiatives.
“What motivates me is the challenge and the responsibility,” she said. “Water quality is something we all depend on, and knowing we are leaders in this space is deeply gratifying.”
What is PFAS?
Per- and polyfluoroalkyl substances (PFAS) are a group of over 4,000 synthetic chemicals known for resisting heat, stains, grease and water. This resistance makes them valuable in various applications, including stain and water protection for carpets, fabric, furniture, and apparel; paper coating (such as some food packaging); metal plating; photographic materials; aviation
hydraulic fluid; cosmetics and sunscreen; and medical devices.
“PFAS are incredibly durable, which is great for products but terrible for the environment,” Bartlett said. “Their resistance to heat, grease and water makes them useful, but it’s also what makes them so persistent. Once PFAS enter waterways, they resist natural breakdown, posing long-term risks to ecosystems and human health.”
Due to their longevity, these contaminants are often referred to as forever chemicals.
The ubiquity of PFAS in modern life makes them a formidable challenge. In Australia, PFAS have been widely used in firefighting foams, leading to environmental contamination, particularly near airports, defence bases and firefighting training sites. Their persistence in the environment and potential health impacts have raised significant concerns. This is also why dealing with PFAS isn’t straightforward.
“The main challenge is their persistence and the fact that they are in every day products. Thankfully there is a growing community awareness,” Bartlett said. “Once people understand the implications, they can eliminate products PFAS from their daily routine. .” Recent changes in American guidelines have intensified the focus on these contaminants.
“The updated US EPA regulations have set a new global standard, and we’re aligning our methods to meet evolving expectations,” she said.
Sydney Water, ahead of the curve, accredited its methods for PFAS detection before these concerns peaked.
“It’s a highly scrutinised process,” Bartlett explained. “Achieving accreditation required precise control and validation at every stage, which reflects our
commitment to transparency and accuracy.”
Compounding this issue is the need to address varying community expectations.
“People want to know their water is safe,” Bartlett said. “That trust hinges on our ability to communicate openly and adapt proactively. A proactive approach is essential when tackling contaminants as persistent as PFAS. It’s about staying ahead and delivering reassurance through action.”
Exposure to PFAS: what people need to know
Understanding exposure pathways is vital for effective management.
“PFAS can accumulate in the food chain, impacting human and environmental health,” Bartlett said. “We’re learning more every day about how PFAS move through ecosystems and the ways they can interact with other contaminants.
That knowledge informs our strategies to minimise risks at every stage, from water treatment to public awareness campaigns.”
Sydney Water’s efforts to address multiple exposure points include refining its testing processes and educating the community about safe practices and potential risks.
This holistic approach encompasses collaboration with scientists, public health officials, and local organisations to develop comprehensive strategies. This is why Bartlett and Sydney Water are working with WaterNSW, New South Wales Health and the National Health and Medical Research Council (NHMRC).
The range of tests ensures the best possible drinking water for the millions of people living in Sydney.
“By combining research, advanced treatment technologies and proactive outreach, we ensure that every angle is covered in our fight against PFAS,” she said. “Our goal is to not only meet but exceed safety standards, giving our community the confidence that their water supply is well-protected.”
Defending against PFAS
Sydney Water employs multiple strategies to address PFAS. Their approach is proactive, ranging from increasing testing frequency to trialling advanced filtration methods.
“We’re testing monthly at all our plants and weekly at Cascade,” Bartlett shared, highlighting a robust monitoring framework. “This vigilance ensures we can detect and respond to even the slightest changes in water quality. It’s about maintaining the highest standard of safety for our community.”
Collaboration is key to Sydney Water’s strategy. Multiple agencies have been involved in this critical community work, and Bartlett is pleased to continue this cooperation.
“We work closely with WaterNSW and NSW Health,” she said. “Their insights and expertise complement our efforts, creating a coordinated response to manage risks effectively. Collaboration is at the heart of everything we do. It’s about leveraging shared knowledge and resources to achieve the best outcomes.”
The water treatment arsenal includes granulated activated carbon (GAC) and reverse osmosis.
“GAC absorbs PFAS, while reverse
osmosis removes them entirely,” Bartlett said. “These processes are essential for ensuring the water delivered to homes meets stringent safety standards. GAC acts like a sponge, capturing contaminants, while reverse osmosis filters water at the molecular level, removing even the smallest traces of PFAS.”
Bartlett highlighted the importance of staying adaptive so that Sydney Water can refine its approaches to PFAS, forever chemicals, and other emerging contaminants of concern.
“Adaptation isn’t just a reaction; it’s a mindset,” she said. “It allows us to not only address today’s needs but also anticipate and prepare for the challenges of tomorrow. As new technologies emerge, we’re quick to evaluate their potential benefits. Combining established methods like GAC with cuttingedge advancements ensures a robust defence against PFAS. It’s all about delivering the best possible outcomes for our customers.”
Innovation is key. Bartlett mentioned trials with ion exchange resins alongside GAC and ongoing research into cuttingedge technologies.
“We’re always looking for the best solutions,” Bartlett said. “Our research and innovation team constantly evaluates global advancements to adapt our processes. Purified recycled water and desalination are also part of our long-term strategy, addressing PFAS and other emerging contaminants.”
This pursuit of innovation reflects Sydney Water’s and Bartlett’s dedication to future-proofing its systems.
“Our commitment to innovation isn’t just about solving today’s problems,” she said. “It’s about anticipating tomorrow’s challenges and ensuring we’re always prepared.”
Testing is the backbone of Sydney Water’s strategy and Bartlett detailed the meticulous protocols.
“Our teams avoid contamination by using strict sampling methods,” she said. “Every test includes controls like field blanks and duplicates. These measures ensure the integrity of results.”
With National Association of Testing Authorities (NATA) accreditation and participation in proficiency programs, Sydney Water’s lab is a benchmark for accuracy. The laboratory conducts about half a million tests every year, on about 100,000 samples applying up to 20 different tests to each sample just for drinking water alone. This underscores the commitment to excellence that Sydney Water has exhibited for many years.
Beyond routine testing, Sydney Water actively participates in industry research initiatives.
“These collaborations help refine methodologies and set new standards for water quality,” Bartlett said. “It’s a continuous cycle of improvement, ensuring our lab remains at the forefront of innovation and reliability.”
Continuous monitoring sets Sydney Water apart.
“We test at every stage from dams and reservoirs to taps,” Bartlett said.
Each sample can be tested up to twenty times to identify any pollution or contaminants.
“Advanced systems provide real-time data, complemented by frequent manual testing. This dual approach ensures any issue is identified and addressed promptly. By continually reviewing and enhancing our monitoring systems, we can adapt to any new challenges and maintain the highest standards.”
Monitoring extends beyond routine checks. It’s an area that Bartlett ensures is up to date.
“Our integration of cutting-edge analytical tools allows for the early detection of emerging risks,” she said. “We also utilise predictive models to forecast potential issues before they arise, ensuring we stay ahead of any challenges. It’s about minimising potential disruptions and reinforcing our commitment to excellence. Our customers deserve nothing less than the best; we make that our daily mission.”
In addition, Sydney Water employs a multidisciplinary team to evaluate data trends and address anomalies.
“This collaboration among scientists, engineers and analysts ensures that every data point is carefully scrutinised,” Bartlett said. “It’s a collective effort to ensure the water we deliver is of the highest quality and reliability.”
Future goals include expanding recycled water use and upgrading filtration plants. Sydney Water is actively researching and implementing new technologies to ensure that recycled water can sustain the city’s supply.
“We’re constantly innovating to make recycled water more efficient and safer,” Bartlett said. “Our efforts include pilot projects to enhance treatment processes and expand the use of recycled water in residential, industrial, and agricultural settings.”
Sydney Water is also focusing on
community engagement to raise awareness about water safety and conservation. Bartlett believes that a more informed community works better with Sydney Water. This initiative involves not only educating people about PFAS and other contaminants, but also encouraging responsible water use and conservation to prepare for the future. Public workshops, outreach programs and partnerships with local organisations are part of this initiative to foster a culture of sustainability.
“Preparing for a future where rainfall-dependent water supplies may
be insufficient is critical,” she said. “By investing in advanced technologies and working closely with the community, we’re committed to ensuring sustainability and security for Sydney’s water supply.”
This forward-looking approach reflects Sydney Water’s dedication to community wellbeing.
“Our mission is not just about meeting today’s needs but ensuring future generations inherit
a robust, reliable water system,” Bartlett said. “It’s about leaving a legacy of innovation, resilience, and sustainability.”
Sydney Water’s battle against PFAS is a story of science, strategy and resilience. Its commitment to delivering world-class water remains steadfast as it innovates and adapts. The journey continues, but one thing is clear: Sydney’s water is in expert hands.
South East Water is working with its community to promote customer care services and generate trust and understanding among its multi-cultural and multi-ethnic customers.
THERE’S NOTHING QUITE like the dread of an overdue bill. For many Australians, choosing between paying for water, rent or groceries becomes a monthly battle. South East Water decided it was time to discover how it could better assist those doing it tough.
Enter Paige-Elise Galloway, South East Water’s Community Manager, Bree Sharman, Brand and Marketing Manager and Ashlee Rayner, Customer Care and Solutions Manager.
The trio strongly believes in proactive engagement and led an affordability campaign to address high customer debt in Cranbourne and its surrounding postcodes.
However, rather than just sending more notices or ramping up call centre activity, it opted for a different strategy: engaging with the community where they were at.
“At times, we need greater visibility and presence in the community to foster trust with our customers, ensuring they feel comfortable
reaching out to us,” Galloway said.
“This is particularly important for customers who may come from other countries where failing to pay a bill could have serious repercussions or where they may not understand the systems we have in place here.”
By embedding themselves directly into the community, South East Water wanted to remove barriers to engagement.
“If people aren’t coming to us, there’s a chance they’re building up debt across the board,” Rayner said. “That puts them in a financially vulnerable position.”
Another significant barrier was awareness.
“Customers can often be deterred from taking up financial assistance because of barriers such as low awareness and perceived application complexity. This was important for us to address,” Sharman said.
More than sending reminders
A one-size-fits-all approach was never going to cut it. Instead,
South East Water staff promoting payment support options at the Casey Kids Carnival.
Images: South East Water
South East Water developed a two-pronged strategy, combining a robust marketing campaign with deeply embedded community engagement.
“We undertook stakeholder mapping and then worked with council and community groups to understand the need,” Galloway said.
“We were fortunate to partner with Casey North Information and Support Services, who provide free financial counselling within City of Casey and have extensive waiting lists.”
By working with this existing service, South East Water was able to understand that women who speak Dari (a key language of Afghanistan) were a key group needing financial support information.
Over 40,000 customers acted on support options following both the Cranbourne local area and broader financial hardship campaign.
The response? The utility developed translated information, culturally appropriate messaging and hired bicultural workers to present video content – supporting both community and the community group with additional literacy assets.
“Our engagement model asks that we empower the community in our design, so we worked with the Southern Migrant Refugee Centre’s bicultural workers program,” Galloway said. “The presenters of our videos are from that program. The videos we’ve created also serve as ongoing support material for Casey North Information and Support Services and its clients.”
This isn’t just about debt – it’s about dignity. By ensuring financial literacy among diverse communities, South East Water fosters a proactive engagement culture. They are working towards long-term trust, so customers don’t just reach out in times of crisis but see the utility as a partner in financial stability.
Spreading the word
Traditional community outreach efforts were boosted across multiple channels.
“We ran a multi-channel program to connect with customers in and around their local area. Our messaging could be seen at the Casey Kids Carnival, on digital screens at local shopping centres and social media platforms as well as in emails, website content, letterbox drops and messaging in bills,” Sharman said.
The campaign sought to shift the conversation from punitive debt collection to proactive financial support.
“We want a sustainable payment culture for our customers,” Sharman said.
South East Water provides a range of payment support options such as extensions and payment plans.
individual needs,” Sharman added. The shift from reactive to proactive assistance is already yielding positive results. Over 40,000 customers acted on support options following both the Cranbourne local area and broader financial hardship campaigns, including payment extensions, concessions, and hardship programs
A model for the future
South East Water isn’t stopping at Cranbourne. The long-term goal is to embed this model into other local government areas, ensuring no community is left behind.
“This is just the beginning,” Rayner said. “The cost of living is rising, and more customers will need support. We want to encourage them to
Leader (left) and Paige-Elise Galloway, Community Manager (right) support Cranbourne MP Pauline Richards with Easy English water bill payment brochures.
The challenge now is to scale up. With more than 200 languages spoken across South East Water’s service region, tailoring solutions for different cultural groups won’t be easy, but the groundwork is being established.
Future campaigns will likely expand on the insights gained from this initiative.
“We’re looking at how we can refine our approach, adapt to new challenges, and ultimately create a more resilient customer base,” Rayner said. “We’ve softened our messaging around affordability – rather than just receiving a bill, customers are getting another communication touchpoint highlighting the support available.”
The water industry has long been an essential service, but South East Water is proving its role extends beyond infrastructure. By investing in targeted affordability campaigns, it is setting a precedent for proactive customer care – one that other utilities may soon follow.
“We wanted to develop a model that could be adapted across different communities,” Rayner said.
For South East Water, the message is clear: when affordability is at stake, community collaboration is not just a strategy but a necessity.
Ashlee Rayner (right) and Batool looking at South East Water’s payment support options.
“It’s not just about one postcode –we need to ensure all our customers feel supported.”
For more information, visit southeastwater.com.au
The Fitzroy to Gladstone Pipeline has made a milestone connection, bringing the region another step closer to a secure water future.
THE FITZROY TO Gladstone Pipeline (FGP), an almost $1 billion project that will deliver water security and up to 30 gigalitres (GL) of water a year to Gladstone, has made significant progress since its announcement in February 2023.
In November 2024, the FGP team connected the pipeline to the Gladstone Area Water Board (GAWB) network at Mount Miller, bringing GAWB one step closer to securing long-term water reliability for the Gladstone community.
While GAWB customers are still some time away from reaping the project’s benefits, this connection will enable the integrity of the new pipeline infrastructure to be tested before the facilities go live.
Given the size of the project, extensive planning was required before the connection work was undertaken to minimise potential impacts on existing GAWB
customers. Without proper planning, three major industrial users with continuous operations and high water needs could have been affected by the FGP connection, leading to serious economic and operational consequences.
To address this risk, the GAWB network and FGP teams extensively engaged with stakeholders to understand their operational needs and implement a temporary bypass system that maintained an uninterrupted water supply during the connection works.
The bypass system facilitated seamless water supply to industrial customers for over two weeks. Once the permanent connection between FGP and the GAWB network was established, the temporary infrastructure was decommissioned and removed, and supply was reinstated from the now modified main line.
Connecting the Fitzroy to Gladstone Pipeline to the Gladstone Area Water Board (GAWB) network has been an enormous job.
Images: Gladstone Area Water Board
On completion, the pipeline will run from the Lower Fitzroy River near Rockhampton and connect to GAWB’s existing water network at Yarwun.
The pipeline comprises:
• An intake structure at Laurel Bank to collect water from the Fitzroy River
• A Water Treatment Plant, Pump Station and Reservoir at Alton Downs
• Two 50 megalitre (ML) reservoirs at Aldoga to store water before it connects to GAWB’s existing water network at Yarwun Once water begins to flow, the pipeline will have the capacity to transport 30GL of water per annum from the Fitzroy River to Gladstone. The pipeline’s design enables efficient retrofitting with additional infrastructure should bi-directional flow be required in the future.
Not just a pretty pipeline
The FGP is not just about water security – it also delivers substantial economic and social benefits. GAWB and Principal Contractor McConnell Dowell BMD Joint Venture (MBJV has prioritised local engagement and investment and resulted in significant contributions to Central Queensland’s economy.
The project set a local spending target of $90 million in the Gladstone and Rockhampton regions. By the end of December 2024, this target was exceeded, with $130 million spent locally and an additional $187 million invested across Queensland. At the peak of construction, the project generated over 400 jobs, including apprenticeships and traineeships.
This investment in workforce development strengthens the region’s skill base and fosters longterm employment opportunities. The project established a goal of 10,000 hours of workforce engagement for First Nations Australians. By the end of December 2024, this goal was surpassed, with just under 51,000 hours worked by First Nations individuals.
Queensland Minister for Local Government and Water and Minister for Fire, Disaster Recovery and Volunteers Ann Leahy said Gladstone’s industry generates $6 billion in gross regional product every year, and these activities depend on significant quantities of water now and in the future.
“Our regions are the economic powerhouses of Queensland’s economy,” Leahy said. “The State Government is committed to valuing and acknowledging the vital role regional Queensland plays in shaping our state and ensuring it remains integral to Queensland’s future.
“The FGP will enable Gladstone to tap into its water allocation from the
Fitzroy River, ensuring the provision of safe, reliable water services and job security that will improve the liveability of the region.”
Gladstone Area Water Board CEO Darren Barlow stated how the project’s investment highlights the region’s significance to the state’s economy.
“The FGP is crucial for securing water for Gladstone’s industries, supporting the Queensland economy, and creating jobs,” Barlow said.
“MBJV has worked hard to engage with and employ local suppliers. Their commitment to supporting local businesses has, and continues, to deliver real benefits to the Central Queensland region, including job opportunities, supply contracts, and the growth of local capabilities.”
The FGP team has also achieved several other significant milestones, including connecting the pipeline to the GAWB network.
The FGP team has commenced the construction of two water storage reservoirs at Aldoga. MBJV coordinated the pouring of a whopping 3000 cubic metres (m³) of concrete to form these bases, which involved:
• More than 200 truckloads of concrete
• 20 local workers
• Two batching plants located in Gladstone and Calliope
• Four 12-hour pours throughout the cooler night hours to ensure the concrete didn’t set too quickly
This 117-kilometrelong pipe will run from the Lower Fitzroy River to GAWB’s existing water network at Yarwun.
Once constructed, each reservoir will be 76 metres in diameter (wider than the wingspan of a Boeing 737) and 12 metres high (equal to the height of a three-story building). It will be able to store 50 megalitres (ML) of water. Combined, the reservoirs will hold a maximum of 100ML (equal to 20 Olympic-sized swimming pools).
This nearly billion-dollar project is addressing the single source water supply risk from Awoonga Dam and enabling long-term water security for GAWB’s customers.
“Successfully completing the pouring of the two bases for these enormous water storage reservoirs was a mammoth task. Being able to mobilise local batching plants and workers is something we pride ourselves on,” Barlow said.
The FGP is expected to be operational in 2026, weather and site conditions permitting. Once constructed, the FGP and associated infrastructure will be owned and managed by GAWB.
For more information, visit gawb.qld.gov.au
It was the savage millennium drought that led to the creation of the Victorian Environmental Water Holder, a unique organisation established to support the health of the state’s waterways.
DR SARINA LOO, CEO of the Victorian Environmental Water Holder (VEWH), still remembers the stress on river systems and communities during the millennium drought, which gripped southern Australia from 1996 to 2010.
“Some species were facing extinction, like the Murray hardyhead fish, and there was very little water for the environment,” she said. “The small volumes for the environment were directed to saving threatened species, providing refuges and avoiding catastrophic events.”
Accountable, independent guardian
After the drought broke in 2010, the VEWH was established in 2011 as an ‘accountable, independent guardian’ to transparently manage environmental water entitlements without political interference.
“The VEWH is a unique institutional model,” Dr Loo said. “Although there is a Commonwealth Environmental
Water Holder, no other state or territory in Australia has an independent environmental water holder like Victoria.”
Looking after native animals like the platypus is a key role of the VEWH. Image: Dave Watts
The VEWH is overseen by a fourperson Commission that decides where, when and how water for the environment will be used. This includes water deliveries, carrying water over from one year to the next, and trading water to benefit rivers, wetlands and floodplains the most.
Partners who work with the VEWH on the watering program include waterway managers in nine catchment management authorities and Melbourne Water, the Commonwealth Environmental Water Holder, storage managers, land managers, Traditional Owners and scientists. Stakeholders include those organisations and people with an interest in the program.
Sarina Loo
“Many rivers and wetlands have been changed to provide water for towns, industry and growing food,” Dr Loo said. “In some rivers, up to half of the water that would have naturally flowed in them is removed each year for drinking water, irrigation and industry. That means
rain or shine, they are constantly experiencing an artificial drought.”
In response to declining river and wetland health from water extraction and the construction of dams, weirs and channels, governments have invested significantly over the past two decades to recover water for the environment (also called environmental flows). In Victoria, this has occurred largely through watersaving projects, such as improving the efficiency of water delivery for towns and farms. Some of these water savings are then converted into environmental water entitlements. The Commonwealth Government has also invested in water recovery through the implementation of the Murray-Darling Basin Plan.
Water for the environment is used to help maintain and protect the environmental health of rivers, wetlands, floodplains, and the native plants and animals that depend on them.
Environmental flows are planned to encourage native fish migration and breeding, improve water quality and the condition of floodplain trees, trigger plant growth, and provide feeding and nesting places for waterbirds. They also help maintain flows or permanent pools in rivers that could dry out. To achieve healthier waterways, environmental flows must be integrated with other catchment management actions, such as removing barriers to fish movement and feeding and managing plant growth on riverbanks.
The VEWH contributes to how Victoria’s environmental watering program deals with increasingly variable seasonal conditions caused by accelerating climate change.
“We’re trying to build resilience in plants and animals, and our work is
important to enable them to adapt to climate variability and drier times,”
Dr Loo said. “We work closely with people on the ground to listen, learn and adapt to challenges like a drying climate, warmer average temperatures and more intense and unseasonal rainfall, which have all occurred over the past few years. In the past, climate change seemed like a far-off pressure, but year on year, we’re having to manage a variable climate with extreme events becoming more prevalent.
“We’ve just had three back-toback La Niña years and have seen the worst floods on record. There is huge climate variability, but with a long-term drying trend, so I’m sure we’ll enter another severe drought at some stage.”
The VEWH works with program partners to plan seasonal watering each year and target the most appropriate actions for the ‘boom and bust’ cycles of floods, drought and everything in between.
In planning environmental flows, ‘seasonal’ covers various climate conditions in a year, including normal differences between summer, autumn, winter and spring and whether a year is estimated to be drier or wetter than average.
Environmental flows are used during droughts and dry periods to maintain basic ecological functions, avoid irreversible damage, and provide refuge areas. In average years, the aim is to improve ecological resilience and health, particularly through providing breeding opportunities. After major floods, environmental flows are
Environmental water supports plants and fish in the Thomson River, which is a heritage river in Gippsland Victoria.
Image: West Gippsland CMA
used to support native animal and plant species in recovering and breeding, create conditions for young waterbirds and juvenile fish to survive, and improve riverbank plant growth and water quality after prolonged high flows.
Benefitting everyone
Waterway managers plan with Traditional Owners, stakeholders and communities to share benefits when environmental flows are delivered, including for cultural values, recreation, social activities, community wellbeing and economic benefits.
This annual planning considers how environmental flows can support activities such as boating, canoeing, fishing, birdwatching, camping, relaxing in nature and tourism.
These can include sustaining healthy Country and helping Traditional Owners meet cultural objectives, building native fish populations popular with anglers, supporting bird populations important to bird watchers, and improving waterway health and quality for community members, visitors, and tourists.
“We work closely with waterway managers to understand how river systems are reacting to climate, operations and environmental watering, and how they are valued,” Dr Loo said.
“Listening to and learning from Traditional Owners, scientists, and community members is essential as we plan seasonal watering each year and target watering actions to achieve the best possible outcome for the environment and communities.”
The Acting Executive Director of Operations and Resilience of the New South Wales Department of Climate Change, Energy, the Environment and Water (NSW DCCEEW), Zahra Anver, is excited about statewide water-saving opportunities.
NSW HAS NEVER had so many aces up its sleeve in the battle against water waste, and in 2025 we’re on an all-out offensive to save billions of litres through smart, simple and cost-effective programs to lock in a more sustainable water future right across the state.
Although we’ve seen some recent rainfall in many parts of NSW, we know we’ll face a drier climate in the future. After the recent drought of 2017-2020, the worst ever recorded, we’ve learned a great deal about how to best manage our water resources and make the most of our existing supplies.
Namely, we’ve learned that water efficiency is key in all seasons.
These lessons are hardwired into the NSW Water Efficiency Framework, which seeks to embed water efficiency into policy and planning for our water utilities and supply systems,
businesses, and local councils.
It’s a comprehensive and multifaceted effort. Front and centre is our trailblazing leak detection work, which just saw a $3 million funding boost to expand water savings to some of the state’s driest regions, including Warrumbungle Shire, Warren, Moree Plains, Forbes, Cobar, Dubbo and Lithgow.
Using cutting-edge equipment, specialist teams will go out on the ground to survey local water supply networks and pinpoint leaking pipes. Their hi-tech tools include noise loggers, electronic listening sticks, ground microphones and leak noise correlators, which they use to ‘hear’ water as it escapes.
They will then send the critical data to local councils, enabling water utilities to zero-in and repair the leaks.
Patching up a pipe or two may not
NSW is implementing innovative solutions to save precious resources.
seem like a gamechanger, but this work has saved a staggering 7,500 megalitres of water per year over 60 regional locations over the last two years.
That’s enough water to meet the annual needs of about 37,500 households in NSW – which is about the number of homes in Port Macquarie.
It’s a huge and inspiring result. The newest round of the program will see teams survey about 6,000 kilometres of regional water supply mains across more than 40 high priority areas
Acting Executive Director of Operations and Resilience Zahra Anver.
Images: NSW DCCEEW
that are severely impacted during dry months.
The program aims to save up to another 4,000 megalitres of water per year, or enough to meet the annual water needs of around 20,000 households.
But leak detection is just one weapon in our arsenal. We’re attacking water waste from every possible angle, including at the household level, and we’re seeing incredible results.
In 2022, we launched the state’s first washing machine replacement pilot program, helping 5,000 social housing tenants switch out their inefficient top-loader washing machine with a brand-new water and energy efficient front-loader, for as little as $150.
Each machine replaced saved an estimated 25,000 litres of water per year, and slashed household electricity bills and detergent costs by about $240 for low-income residents most in need.
The program was another example of the big impact water efficiency measures can have, and the good news is we’re kicking off another round later this year, bringing these savings to even more NSW homes.
innovative suite of initiatives under the NSW Government’s Water Efficiency Program. Over the next two years, we will:
• Boost the Regional Leakage Reduction Program – aiming to save an additional 4,000 megalitres of water per year
• Launch another round of the Washing Machine Replacement Program, helping thousands of low-income households upgrade to a more efficient washing machine, saving water and easing cost-of-living pressures
• Continue the School Water Efficiency Program – launching an online portal to help K-12 students understand the importance of being water-wise and track their school’s water use and identify leaks
• Expand the Regional Water Loss Management Hub pilot to other regional areas, leveraging local expertise to save another 500
Since 2022, leak detection has saved 7,500 megalitres of water per year across 60 regional locations.
• Launch a new industry drought preparedness program, helping businesses conduct water audits, access water savings resources and train and upskill workers in the water sector
• Further water efficiency research into home water consumption using metering and AI technology, helping local water utilities boost water efficiency and streamline their services
• Continue work to deliver the water savings targets in the Greater Sydney Water Strategy and the Lower Hunter Water Security Plan, which aim to save over 40 billion litres per year
• Find ways to better integrate water efficiency policy and strategy into planning and development
Specialist teams use cuttingedge equipment to pinpoint leaking pipes.
The work to secure NSW’s water future has never been more challenging, particularly as we face a drying and more variable climate and more demand on our water resources as towns and communities continue to grow and thrive.
But it’s also an incredible opportunity to harness the latest tools, knowledge and technology to implement lasting, sustainable solutions, and be smarter with the water we have.
We need to make the most of every drop, and the incredible work in the water efficiency space will help us safeguard NSW’s water supplies for generations to come.
For more information, visit water. dpie.nsw.gov.au/our-work/projectsand-programs/water-efficiency
It’s always a pleasure to hear what water ministers nationwide are doing when managing their state or territory’s water resources. In this issue, we welcome the newly appointed Northern Territory Minister for Water Resources, Joshua Burgoyne.
IT’S GREAT TO have the opportunity to share some of the important work we are doing, in vastly different climatic environments and geological landscapes, which are unlike any in the world and unique in many ways to the rest of Australia as well.
In the Northern Territory (NT), our water resources are largely intact with wild rivers and extensive groundwater resources. Our water resources support our Territory lifestyle, and we have water available to enable the economic development required to secure a productive future for all Territorians.
In the Territory, we prioritise water remaining in the system for the environment first and foremost. However, being self-sufficient and having economic resilience is important for the Territory. Access to water is one way Territory communities can realise their economic development aspirations and support the Territory economy.
Through water plans, we also make sure Aboriginal people have access to water to use it or trade it, as they see fit.
In December 2024, I declared the first ever water allocation plan for the Mataranka region and a revised plan for the Western Davenport in the Central Australian desert region.
As Minister for Water Resources, my decision to declare the plans was based on the scientific evidence obtained from a continuous ground and surface water monitoring regime, groundwater investigations, and water resource assessments that have been undertaken over many decades.
The measures in these plans ensure water resource management is proportional to the nature and scale of opportunities for using the water in these regions, and the impact it may have on the environment.
The Mataranka plan specifically protects and manages the Tindall
Stuart Highway crosses Wycliffe Creek in Western Davenport. Images: Department of Lands, Planning and Environment
Limestone Aquifer that provides the base water flows to the Roper River, the Territory’s second largest river.
I’m sure many readers will recognise the renowned thermal pools of Mataranka and Bitter Springs – a highlight of the road trip to Darwin for many, and on countless Australians’ travel bucket lists – both of which are protected by the plan.
It is a region where some water dependant development has occurred, primarily for agriculture, tourism and for public water supply, which has further informed the understanding of the resource and its response to extraction. Through our research we have seen groundwater storage increase steadily since the 1960s, despite water extraction which started in the early 2000s.
With more than 32 million megalitres of water stored in the aquifer and a precautionary, sustainable extraction limit that has been set by the plan of 62,474
megalitres per year, the plan balances environmental needs with economic potential.
The Mataranka plan recognises the outstanding environmental values of the iconic Rainbow and Bitter springs. It preserves more than 90 per cent of the dry season flows to the Roper River, supporting connectivity and ecosystems that drive the abundance of fish and other wildlife synonymous with the Roper River.
To protect flows in the more sensitive areas, water licenses have been capped at current levels in both the North Mataranka and South Mataranka zones.
There is opportunity for increased water extraction for agriculture, industry and development in the Larrimah zone, where extraction has been shown to have minimal impact on flows in the Roper River. Aboriginal communities are supported with 4,574 megalitres per year allocated to the Aboriginal water reserve specifically for their economic development.
In stark geographic contrast, the Western Davenport region in Central Australia covers an area of 24,594 square kilometres (km2), with the Central Plains holding an estimated 138 million megalitres of water. There is strong interest in increasing agricultural and horticultural development in the district, with mining exploration also occurring in the general area. A ten-year plan provides certainty for business investment, while ensuring any development in this arid region is sustainable over the long-term.
Groundwater depths are highly variable, ranging from near surface to 50 metres below ground level, with shallower groundwater responsible for sustaining groundwater dependent ecosystems, including large trees, especially during long periods of no rainfall.
The plan recognises the importance of groundwater dependent ecosystems and protects 70 per cent of them from the impacts of development in the area.
The plan allows a maximum of 87,700 megalitres per year to be taken from the groundwater for the next 10 years which is just 0.06 per cent of the total groundwater storage annually, ensuring the aquifer remains a reliable resource for future generations. Over 100 years, taking this amount means that 94 per cent of water would remain stored underground even if no recharge (significant rainfall) events occurred in the century.
Approximately 30,000 megalitres per year of groundwater remains available for licensing in the Central Plains water management zone.
The plan significantly increases the volume of water available for Aboriginal economic development, with 25,677 megalitres per year now allocated to the Aboriginal water reserve.
Declaring these plans are the first step towards sustainable water management.
Ongoing monitoring, assessment, and modelling are commitments of both plans. This ensures water management is able to adapt to change, to the climate, and best reflect our understanding of the resource or the local context.
Water under these plans cannot automatically be extracted for commercial use. It is still subject
Roper River is a central location for measuring water flow during the dry season.
Bitter Springs is one of two natural thermal pools in Elsey National Park in the Mataranka area outside Katherine.
to a water licensing process that considers the local impacts of taking water. This is overseen by the NT’s independent Controller of Water Resources. This ensures my role to set this strategic direction though the plan, is separated from permitting and licensing functions.
All plans are reviewed regularly, with mandatory statutory reviews as well as specific triggers set in each plan.
I am committed to responsible management of our water resources, for the benefit of current and future generations.
Smart water metering requires brains and balance for long-term success, and utilities must adapt to evolving challenges to ensure efficiency.
SMART WATER METERING is becoming an essential tool for modern utility management. The challenge for utilities is not whether to adopt it but how to ensure a smooth transition—integrating technology, adapting systems, and addressing cultural shifts within the industry.
“Utilities often think if the device meets compliance standards, it’s ready for deployment,” said Xavier Unger, Head of SUEZ’s Metrology Technical Centre. “Field experience shows otherwise. Compliance is not the same as best practice.”
Smart metering systems often face environmental challenges beyond what they were designed for. Adopting them isn’t about purchasing a product; it’s about ensuring long-term viability through strategic planning. Utilities must treat smart metering as an operational investment that integrates network control and leak detection strategies.
To fully embrace this shift, utilities must understand the changing water management landscape. Technology alone cannot address the issues of water scarcity, ageing infrastructure and customer expectations. A comprehensive approach, blending innovation with strategic foresight, is essential for achieving sustainable outcomes. The solution lies in adopting smart metering as an integral part of utility operations, capable of adapting alongside emerging challenges and solutions.
The importance of partnerships Strong partnerships are essential for the success of any smart metering initiative. SUEZ’s global experience, thanks to its Digital Solutions
differentiating unit, underscores the vital role of collaboration between utilities, manufacturers and service providers.
“We understand that utilities need a long-term commitment from their partners,” said Sean Cohen, Senior Manager, Smart Water at SUEZ Australia and New Zealand. “It’s not just about supplying meters; it’s about being there for the entire product lifecycle.”
A notable case is Water Corporation in Western Australia, which has been testing smart meters in various regions to analyse their performance under diverse conditions. The initiative seeks to determine the effectiveness of digital metering while considering long-term sustainability. Greg Berinson, the Program Manager for Digital Metering at Water Corporation, states that the goal is to comprehend the integration of digital metering into current network strategies and meter replacement plans.
“One of the key aspects of our approach was understanding how meters performed over time,” said Berinson. “Looking at long-term degradation data from deployments
finding the right water meter for the right situation.
Image: SUEZ
which technologies might best suit our network conditions.”
“Technology selection was only part of the equation,” Berinson said. “Equally important was collaborating with partners who understood the complexities of large-scale metering deployment and could assist us in overcoming operational challenges.”
A key lesson from these collaborations is the importance of aligning objectives. Successful partnerships are built on shared goals, clear communication and mutual trust. SUEZ’s partnership approach focuses on providing tailored solutions that meet specific needs, from urban areas with high populations to remote regions facing unique logistical challenges.
“We work closely with utilities to ensure that our solutions align with their long-term strategies,” said Cohen. “It’s about creating systems that are efficient today but adaptable to future demands.”
This commitment to partnership is especially crucial in regions where infrastructure limitations and environmental factors present further challenges. By nurturing partnerships beyond mere transactional relationships, utilities and their collaborators can foster innovation, enhance service delivery and guarantee the sustainability of smart metering initiatives.
“Collaboration is the backbone of success,” Berinson said. “It enables us to navigate complexities and achieve outcomes that would be impossible in isolation.”
Why metrology is crucial
At its core, metrology is the scientific study of measurement, encompassing theoretical and practical aspects. It is typically divided into three main branches: scientific or fundamental metrology, applied or industrial metrology, and legal metrology.
The International Bureau of Weights and Measures (BIPM) defines metrology as the science of measurement, which includes experimental and theoretical determinations at any level of uncertainty across all fields of science and technology. In the context of smart metering, metrology guarantees that accurate and reliable measurements form the foundation of utility operations.
“Without accuracy, network yield cannot be effectively managed,” Eric Farnier, Strategic Project Manager at SUEZ Digital Solutions, said.
Network yield measures the efficiency of water distribution systems. It relies on metrology to accurately track and manage water usage, identify leaks, and reduce waste. This efficiency directly affects a utility’s capacity to meet demand and minimise water loss.
Beyond technical definitions, metrology underpins trust in utility operations. Accurate measurement fosters transparency with customers and regulators, minimising disputes and enhancing public confidence. As utilities face increasing scrutiny, the role of metrology becomes even more crucial. Mismanaged meters can result in billing disputes, inefficient resource allocation, and elevated operational costs. This is why SUEZ has long championed metrology.
“We’ve faced significant challenges from meters that undercount by 30 per cent within a few years of deployment,” Unger said. Such failures undermine the financial stability and operational efficiency of
utilities sector – they function as the industry’s cash registers. Accurate metering guarantees that every litre of water delivered is accounted for, forming the financial backbone of utility operations.
“If you’re underbilling, you’re underbudgeting for the period,” explained Cohen. “This makes metering accuracy critical for maintaining financial stability.”
The consequences ripple throughout the system when meters fail to provide reliable readings. Underbilling results in revenue loss, whereas overbilling diminishes customer trust and increases administrative costs due to complaints and corrections.
For this reason, utilities must prioritise precision and reliability in their metering systems. SUEZ established a metrology lab over 25 years ago to tackle these challenges.
“We test thousands of meters annually,” said Unger. “From new products to those already in the field, we measure performance under various conditions, including high chlorine levels, air entrainment and extreme temperatures. This rigorous approach ensures utilities can make informed decisions based on real-world performance, not just compliance standards.
“Our lab doesn’t just test new meters but also those in use for years under varying conditions,” he said. “This allows us to understand how meters age and environmental factors – like chlorine or temperature – impact their performance.”
This commitment to testing extends to collaboration with manufacturers to address field-specific challenges.
“We aim to bridge the gap between compliance and best practice,” Farnier
water meters in a city or region.
Image: SCHWEBEL
Greg Berinson is the Program Director for Digital Metering at Water Corporation, in Western Australia. Image: Water Corporation
vulnerabilities in the early stages, utilities can plan replacements and avoid unexpected failures, minimising service disruptions and cost overruns.
Setting the standard: ISO 4064 and MID
Adhering to standards like ISO 4064, which governs the accuracy and performance of water meters, is crucial to ensuring metrological accuracy. This standard is essential to the Measuring Instruments Directive (MID), a European framework that establishes the legal and technical requirements for measuring instruments and ensures that devices meet minimum safety and accuracy standards.
Farnier emphasised that while compliance with the MID is necessary, it should be regarded as a baseline rather than a guarantee of long-term reliability. ISO 4064 specifies the parameters for flow rate, pressure, and the environmental conditions under which meters must operate reliably.
“These standards guide manufacturers, but real-world conditions often exceed what the lab replicates,” he said. “That’s where additional testing and adaptation are essential.”
SUEZ Digital Solutions’ global experience encompasses 7 million smart meters deployed in various environments. One of the earliest deployments took place in Malta, which has now been operational for 15 years. This experience highlighted the significance of selecting the appropriate technology for SUEZ’s specific conditions.
Factors such as chlorine levels, temperature extremes, and water quality all affect meter performance over time. Accelerated aging tests and supplier collaborations have been critical to enhancing meter resilience.
“It’s costly and complex, but it’s the only way to ensure meters deliver reliable data for their entire lifespan,” Unger explained.
Australian trials with Water Corporation further highlight the need for tailored strategies.
“In our metro trials, we deliberately experimented with different technologies,” said Berinson. “This gave us valuable insights into what works and what doesn’t, especially in extreme heat conditions like those in Exmouth and Kalgoorlie.”
The collaboration also revealed the importance of engaging stakeholders early.
“Utility staff and customers must understand the value of smart meters,” Berinson said. “Building trust requires clear communication and demonstrating tangible benefits, such as reduced water loss and improved billing accuracy.”
Utility leaders emphasised the significance of refining deployment processes using lessons learned from previous trials.
“Every trial is an opportunity to learn,” Berinson added. “By building on these insights, we’ve optimised our approach for longterm success.”
Moving beyond compliance
Compliance, while essential, is just a starting point. According to Cohen, best practice involves understanding how different meters perform in real-world conditions and using the appropriate technology for each environment.
“The industry’s immaturity around meter selection is concerning,” said Unger. “Metrology isn’t one-size-fitsall. It’s about finding the right tool for the job.”
“When we revisited our strategy in 2020, it became clear that compliance-focused approaches weren’t enough,” Berinson said. “To manage unplanned replacements, for example, we had to rethink our supply chains and testing protocols to ensure long-term reliability.”
The evolution of metering technologies calls for a shift in mindset. Utilities must prioritise research and development, embrace innovation and stay rooted in proven principles.
“Experimentation is essential,” Cohen said. “But it must be backed by robust data and a commitment to continuous improvement.”
Investing in customer education is also vital for progressing beyond compliance.
“Customers are part of the equation,” Berinson said. “Clear communication about how smart metering benefits them ensures greater acceptance and fewer obstacles during deployment.”
success
Key strategies for success in smart metering include leveraging metrology to ensure accuracy, fostering collaboration across stakeholders, and maintaining adaptability to address the diverse challenges posed by urban and rural environments. Farnier highlighted that accurate metrology underpins every operational decision within a utility.
to which each meter is best suited.
Image: SUEZ
Sean Cohen is the Senior Manager of Smart Water at SUEZ Australia and New Zealand.
Image: SUEZ
shown that uniform approaches often fall short because of the varied conditions present in urban and rural deployments.
“Our trials in Kalgoorlie and Exmouth highlighted the value of innovation and adaptability,” Berinson said.
Another pillar is fostering longterm partnerships with suppliers and stakeholders.
“Collaboration ensures that meters are not just installed but supported throughout their lifecycle,” Unger said. “This approach builds resilience and adaptability, critical for meeting future challenges.”
Finally, education plays a vital role.
“Utilities need to invest in training their teams,” Cohen said.
“Understanding metrology and its practical applications enables better decision-making and more effective management of smart meter systems.”
The journey toward smart metering maturity is complex but essential.
“Smart metering isn’t just about flashy technology,” Cohen concluded. “It’s about making smart decisions that stand the test of time.”
As the industry evolves, the future belongs to those who measure progress with precision.
“Every deployment teaches us something new,” Unger said. “The key is to keep learning and adapting, no matter the challenges.”
Looking ahead, utilities must remain agile, leveraging insights from global
leaders while tailoring strategies to local needs. The next decade will test the industry’s ability to balance innovation with reliability, ensuring that smart metering delivers on its promise. Resilience, adaptability, and commitment to metrological excellence will separate the leaders from the laggards.
Successful utilities will embrace partnerships beyond mere transactions, fostering collaboration across sectors and regions. Moreover, advancing training programs for utility personnel and educating end-users will cultivate trust, ensuring smoother
transitions to smarter technologies.
“The future of smart metering depends on our ability to innovate responsibly,” Cohen added. “This means committing to technologies that solve today’s problems and anticipate tomorrow’s challenges.”
By focusing on precision, resilience, and innovation, utilities can ensure that smart metering becomes a cornerstone of sustainable water management for decades.
For more information, visit suez.com
As utilities and regional councils balance water scarcity, operational efficiency and evolving customer expectations, the demand for flexible digital metering solutions has never been greater.
WHAT HAS BECOME increasingly evident is that no single approach suits all. The system requirements to support digital metering differ across utilities based on their size, risk appetite and digital maturity.
Enter Iota and its Lentic® platform – an IoT solution designed for digital water metering, that seamlessly integrates device management, alarm management, data validation and analytics. Lentic’s adaptable framework allows utilities to decide which of these functions to manage inhouse and which to outsource in line with their strategic priorities and resources.
For the past decade, Iota Services has been at the forefront of digital water management, offering solutions proven at South East Water, that cater to the unique needs of water utilities.
Digital metering comprises two key systems:
1. A head-end system (HES) –responsible for connectivity, data collection and meter management
2. A meter data management system (MDMS) – data validation, operational alarm management, operational data analytics (such as vibration data) and initiating automated processes including billing data transfer and customer leak notifications.
Historically these systems have been managed separately, requiring utilities to take the risk of systems integration and vendor dependencies. Now, Lentic provides the ability to manage a HES and MDMS separately as well as an integrated approach.
“Water utilities have different levels of risk appetite and operational capabilities, influencing how they choose to manage their digital metering systems,” said David Mason, Iota’s Customer Director. “Some utilities prefer full control, managing everything from device ownership to data analytics, while others opt to outsource certain aspects – or all – to reduce complexity and operational burden,” Mason said.
Lentic was designed to provide control of the entire end to end digital metering process in one place. This allows utilities with strong inhouse capabilities and desire for greater control to own the entire metering process, from device management to data collection, analysis and billing. A combined HES and MDMS provides utilities with cleaner and simpler system architecture, improved cyber security and enhanced interoperability between devices and systems, as well as reduced costs.
David Mason is the Customer Director at Iota Services
For utilities that want to outsource one or more elements, for example meter fleet management, the utility can provide preferred partners access to the device management functionality within Lentic. This enables a utility to maintain control over data and business applications and to focus on core operations without the added responsibility of device health and connectivity. Utilities with a low-risk appetite and limited inhouse resources may choose to fully outsource their digital metering program, from device ownership to data analysis, validation and alarm management. By offering architectural flexibility, Lentic allows utilities to set up and manage their digital metering programs in a way that maintains freedom and aligns with their risk appetite.
“Lentic simplifies end to end metering while enabling flexibility in deciding what to manage in-house and what to outsource,” Mason said.
Increasing urbanisation and climate change place growing pressure on finite water resources. Lentic can mitigate these challenges by identifying leaks and providing insights to help conserve water and improve network operations.
Lentic ingests and validates digital meter data and applies water domain specific rules to proactively monitor network health, including meter and water network issues. When issues are detected, Lentic visualises system generated and device-based alarms for operators to investigate.
Utilities can configure and apply their own water specific rules to drive operational efficiencies tailored to their needs and that assist in managing their meter fleet at scale while not being overwhelmed by unnecessary alarms. By filtering and prioritising critical alarms, Lentic ensures resources are directed to where they are needed most.
“Digital metering isn’t just about reporting water usage for billing; it’s about transforming data into actionable insights that benefit the whole community,” Mason said.
“Lentic’s rules engine ensures that only relevant alarms are viewed by operators, making sure they are not
overwhelmed with thousands of low-priority alarms so they can act on critical alarms faster.”
A major pain point for utilities around digital metering is vendor lock-in, where proprietary systems limit flexibility.
“Utilities don’t want to be locked in,” Mason said. “Lentic is network and meter agnostic, giving utilities the freedom to choose the most appropriate hosting model for their needs while maintaining control over their digital metering fleet.”
Lentic utilises native Azure cloud services and architecture for scalability, high availability, optimised performance, and cost efficiency. It is designed based on open standards, enabling seamless integration with different device types and communication networks and end-to-end Advanced Metering Infrastructure (AMI) that integrates with utility business systems and data and analytics platforms. This architectural approach ensures utilities can adapt to future technological advancements without significant disruptions or cost.
Sotto and Lentic – a powerful combination
Many digital metering programs are focussed on customer side leaks and do not include technology to detect network leaks. Another feature amongst Iota’s offerings
is Sotto®, an innovative vibration sensor that is fully integrated into a digital meter and designed to detect network-side leaks with unmatched precision.
When paired with the Lentic’s network leak analytics, Sotto data delivers unparalleled insights. Utilities can pinpoint the location of leaks with remarkable accuracy, as well as characterise the type of leak.
Sotto’s design enables the identification of leaks that might otherwise go undetected, especially in areas where soil conditions hinder leaks from surfacing and on service lines where leaks are most prevalent but very small in size.
“Sotto revolutionises how we detect network leaks,” Mason said.
“By embedding this technology in meters at a small marginal cost, we gain actionable insights into the health of our network, enabling quicker interventions and significant water savings.”
By leveraging these advanced tools, utilities can shift from reactive maintenance to proactive, ensuring long-term network sustainability and efficiency.
Pioneering sustainable practices
Sustainability lies at the heart of Iota’s approach. Lentic’s capabilities extend to sewer networks, further broadening its impact. Utilities can address issues such as sewer blockages and overflows by leveraging the same integrated platform and analytics,
reducing environmental risks and operational costs.
As utilities incorporate renewable energy sources and advanced technologies into their operations, Lentic can seamlessly integrate these elements, ensuring a cohesive system that maximises efficiency. The platform’s adaptability is key to its sustainability credentials.
“The water industry needs solutions that not only address immediate operational needs but also contribute to long-term sustainability. Lentic exemplifies that dual focus,” Mason said about the broader implications.
South East Water’s implementation of Lentic demonstrates the platform’s capabilities at scale. The utility streamlined its operations by combining HES and MDMS functionalities and improved water conservation, saving almost 1.8 gigalitres to date through automating customer leak notifications.
Getting customers to act on saving water can be difficult, but
implementing automated leak notifications, initiated by Lentic, that include a volume and dollar value of water lost has been a game changer in terms of leak closure rates.
“This isn’t about technology,” Mason said. “It’s about ensuring sustainable water management for the future. The 1.8 gigalitre cumulative savings achieved through Lentic and smarter leak detection proves that we are making progress toward that goal.” Mason emphasised what Lentic can provide.
“At the end of the day utilities recognise the value of starting with a mature, ready-to-deploy solution. Lentic provides this with the added option of choice –allowing utilities to determine how much of the metering process they want to own and manage” he said. With its ability to scale, Lentic can be implemented across networks of varying sizes, offering solutions tailored to specific operational needs. This accessibility enables utilities to modernise their systems without overwhelming their resources.
Smart metering is being rolled out across the suburbs of Melbourne. Image: Greg Brave/ stock.adobe.com
The demand for smarter, more efficient water management systems is growing. Flexible, integrated platforms like Lentic represent the future of digital metering and are the key to digital transformation, enabling utilities to address today’s challenges while preparing for tomorrow’s demands.
“It’s time for the industry to move forward,” Mason said. “With the right tools, we can transform water management globally and make sustainable water use a reality.”
For utilities seeking to streamline operations and conserve resources the path is clear: adopt integrated, future-ready solutions that are flexible and deliver both innovation and impact.
With its proven track record and forward-looking design, Lentic is poised to lead the way, helping utilities navigate the complexities of the modern water landscape while ensuring a sustainable future for all.
For more information, visit iotaservices.com.au
Narromine Shire Council has revolutionised water management by tackling leaks, boosting efficiency and embracing smart metering technologies and DMAs.
“NON-REVENUE WATER” MIGHT sound like a back-office term, but for Narromine Shire Council, it’s become the target of a gamechanging strategy. With limited water resources and ageing infrastructure, Council has dived headfirst into using Taggle Systems digital water metering and District Metering Areas (DMAs) to transform its water management. The result? Improved network management, fewer leaks, more intelligent monitoring, and unexpected revenue gains.
Narromine Shire Council is in the Orana region of New South Wales, about 40 kilometres west of Dubbo. The town is part of a broader agricultural hub known for producing wool, cotton and grains such as wheat. Out of Council’s population of about 6,500, Narromine has around 3,500 residents. The town also has a strong connection to aviation history, housing the Narromine Aviation Museum, which features
a replica of a Wright Flyer. The town embodies a blend of history, agriculture and communitydriven innovation.
Narromine’s story is one of innovation and persistence. By overcoming initial scepticism, training teams and addressing customer bill shock, Council has shown that modernising water management relies as much on people as on technology.
Breaking the network into pieces A District Metered Area (DMA) represents a specific section of a water distribution system that is separated for monitoring and management. Utilities can efficiently monitor water flow, detect leaks and enhance operations in each area by segmenting the broader network into smaller, more manageable zones. By comparing the water flow entering the area via a digital network meter, with the water leaving the network via digital meters at every property, it is easy
Narromine DMA setup in Aqualus Water.
Images: Taggle Systems, Narromine Shire Council
to identify any fluctuations or water losses in the network. This strategy allows for precise identification of problems, such as water loss or and additional pressure sensors highlight pressure fluctuations, significantly boosting the efficiency and reliability of the water supply.
DMAs serve as a fundamental aspect of contemporary water management, enabling targeted focus on system segments to minimise non-revenue water and elevate overall performance.
“The ability to segment it down into smaller chunks is invaluable,” said Doug Moorby, Manager of Utilities at Narromine Shire Council.
“Anytime you need to eat an elephant, you’re better off to eat an ear at a time rather than try to eat half the elephant in one hit.”
This segmentation approach has allowed Narromine to focus on pinpointing issues such as leaks, pressure irregularities and unmetered connections. The region’s geography played a pivotal role in setting up the DMAs.
“Our major centre, Narromine, was pretty straightforward,” Moorby said. “The whole town has always been split along the railway track, which divides it in half.”
Pressure sensors installed in the DMA framework represent an innovative advancement in leak detection. “Most leaks usually move downward rather than upward, making them more challenging to detect. The sensors assist us in monitoring changes and validating findings with hydraulic models,” said Moorby.
Smart meters bring confidence Narromine’s success has been critical to its integration of Taggle smart meters and telemetry systems. These systems provide real-time data that enhances
operational oversight and supports financial transparency.
“The local operators here used to spend between 12 and 16 weeks a year reading water meters,” Moorby said. “Now, with Taggle, it’s a lot simpler.”
The data from smart meters has highlighted inefficiencies, such as unmetered connections and underreported consumption.
Training has been central to overcoming resistance to technology.
“We trained our team to install the meters themselves, which made them more invested in the project,” Moorby said. “It wasn’t just about technology; it was about building confidence and ownership.”
Despite the challenges, including initial customer scepticism about billing accuracy, the long-term gains have outweighed the teething issues.
“There was some bill shock because many older meters underreported consumption,” Moorby said. “But the overall system accuracy has been a win for everyone.”
The digital meters have improved Council’s ability to address leaks in a timely manner, which has brought tangible benefits. For instance, a 900-litre-per-hour leak in a commercial property was detected early thanks to the digital meters“Initially, people doubted the meters, but they eventually found the leak, proving their value,” Moorby added.
A forward-thinking approach Council isn’t stopping with its current success. Moorby is focused on utilising the data collected from the system to gain as many insights as possible. The DMA setup is built and managed within Taggle’s Aqualus Water Meter Data
Management Platform, which provides all the tools to manage a fleet of digital water meters, including everything from customer relationships, billing, water analytics and field installation and maintenance work.
Narromine’s proactive approach to water management is setting an example for other councils.
The adoption of DMAs has streamlined operations and improved data reliability, paving the way for more sophisticated management techniques.
“The ability to run a point-intime consumption analysis is priceless,” Moorby said. “It helps you identify and address issues before they escalate.”
For utilities hesitant about DMAs, Moorby has clear advice adapted in part from a famous sportswear brand.
“Do it. Get your staff and engineers to engage, learn, and adapt. The results speak for themselves.”
Real results, tangible savings
Narromine’s commitment to innovation has already delivered measurable outcomes. Council has improved revenue and water efficiency by addressing longneglected issues such as outdated
meters and undetected leaks.
The financial benefits are only part of the story. Enhanced data accuracy has also allowed Narromine to identify illegal connections and enforce compliance.
“Another huge saving is reducing non-revenue water. By focusing on one of the DMA’s we have managed to get it down to just 2 per cent water loss from 6 per cent in November which is amazingly low. Australian utilities frequently lose around 30 per cent in the network so we are really pleased with our results,” he said.
Narromine’s experience demonstrates that smarter water solutions are not only achievable but also transformative. With ongoing innovation, Australian utilities can adopt efficiency, minimise water loss, and secure resources for the future. The question is no longer whether to embrace these technologies, but how quickly they can be put into practice. The water industry’s next chapter is being written — and it’s getting smarter by the day.
For more information, visit taggle.com and narromine.nsw.gov.au
From waste to resource, one architecture and engineering firm is taking the first steps for data centres to journey towards smarter water-cooling systems.
WATER IS NO longer just for drinking. As data centres race to support the artificial intelligence boom, they’re taking a big gulp of a resource we can’t afford to waste. In an industry often celebrated for its speed and innovation, developers are forced to confront an uncomfortable truth: there’s nothing futuristic about wasting water.
The history of cooling data centres is littered with inefficiencies. Traditionally, air-cooled systems dominated the market, relying heavily on electricity, often leading to significant heat wastage. As demand for faster, more efficient processing increased, so did the need for innovative cooling methods. Early experiments with water cooling were resourceintensive and lacked sustainable practices. However, recent years have shifted towards systems integrating recycled and reclaimed water, paving the way for more environmentally conscious designs. One such effort includes Microsoft’s pledge to become
water-positive by 2030, a goal shared by other hyperscalers — large-scale cloud service providers that operate massive, globally distributed data centres. Hyperscalers like Google, Amazon Web Services and Microsoft are actively exploring sustainable alternatives such as immersion cooling and advanced filtration systems. These technologies aim to improve efficiency while minimising environmental impact. These shifts underline the growing awareness within the tech industry of its responsibility toward sustainable resource management.
Sustainable water use: a global challenge
Samuel Faigen, a director at HDR, claims data centres present unique challenges when balancing sustainability with performance.
“Data centres do use a lot of water,” Faigen said. “In certain areas, there are greater pressures on water infrastructure than others.”
He explained that water sustainability efforts often draw
The Australian project is not the first time HDR Inc has worked on a data centre.
Images: HDR Inc
inspiration from global initiatives.
“We look at what the hyperscalers are doing in the US,” he said. “The big five have a significant focus on water sustainability. They’re doing all sorts of interesting things around where they’re sourcing water, whether it be recycled water or other reclaimed sources.”
Data centre operators are increasingly adopting techniques like rainwater harvesting and wastewater reuse. For instance, Microsoft has committed to implementing closedloop systems in its upcoming data centres in Phoenix, Arizona and Mount Pleasant, Wisconsin starting in 2026. This innovative design aims to significantly minimise water usage while maintaining operational efficiency, setting a benchmark for sustainable practices in the industry. This global push underscores the urgent need for industries to collaborate and share insights on sustainable water practices.
Innovative designs for a thirsty industry
Developers are exploring new ways to optimise water use while maintaining operational efficiency.
Faigen noted several innovations in filtration and recycling methods.
“We’ve seen some operators use electrolytic descaling, which allows water to cycle through systems multiple times without chemical buildup,” he said. “There’s also natural filtration media being explored, and pass through systems where water is treated and redirected for irrigation or industrial purposes instead of being dumped back into the sewer.”
One HDR project is taking it further by including a wastewater treatment plant in the infrastructure design. This Australian-first facility, aims to use recycled wastewater to reduce reliance on potable water.
“Closing the loop is the most important thing we can try to do right now,” Faigen said. Beyond filtration, developers are exploring innovative cooling technologies that integrate AI to monitor and optimise water usage. These systems can adjust cooling requirements based on real-time data dynamically, significantly reducing waste. For example, Google’s DeepMind AI has been implemented to optimise cooling in its data centres, achieving up to a 40 per cent reduction in energy used for cooling while improving water efficiency. Such innovations highlight the intersection of technology and sustainability, offering a glimpse into the future of resource-efficient data centres.
Lessons from other sectors HDR’s team has taken cues from sectors already innovating in water reuse.
“We’ve looked at sewer mining and stormwater harvesting,” Faigen said. “One inspiration was a golf course in Sydney’s north, where, according to Sydney Water, the club’s water reclamation plant produces up to 100 million litres of recycled water each year to irrigate the greens.”
He highlighted that modest investments in infrastructure can yield enormous benefits.
“From a 30 centimetre sewer pipe, they can pull half a million litres of water a day,” Faigen said. “It’s about relieving pressure on potable water by finding sustainable sources and thinking creatively about reuse.”
Additionally, industries like agriculture and manufacturing have long embraced circular water systems, which ensure wastewater is treated and reused for secondary processes. For example, the NEWater project demonstrates a successful large-scale approach
to circular water management in Singapore. This initiative treats and recycles wastewater into high-grade reclaimed water, which is then used for industrial and potable purposes. Borrowing from these strategies, data centres are now poised to adopt similar measures, such as integrating closed-loop systems or advanced filtration technologies, making sustainable water management an industry norm rather than an exception.
Future innovations in cooling
The future of data centre cooling is as much about reducing reliance on water as it is about improving efficiency.
“The hyperscalers are pushing towards higher operational temperatures and exploring nonwater cooling methods,” Faigen said. “Some are targeting net-zero water use by 2030, using on-site capture, recycled water, watershed regeneration and offset schemes.”
“We’re seeing exciting examples globally,” he said. “Operators are experimenting with solutions that balance efficiency with sustainability goals.”
For instance, Green Mountain
Having the proper cooling systems in place are critical for data centres.
The Historic Fourth Ward Park in Atlanta is an example of HDR’s commitment to sustainable urban
combination of natural cold air cooling and a system that harnesses cold water from nearby fjords to maintain optimal temperatures. This approach eliminates the need for water-intensive evaporative cooling towers and significantly reduces energy consumption, exemplifying how regional resources can be leveraged for sustainability. Coupled with industry-wide commitments to water neutrality, the future of cooling is moving toward a balance between efficiency and environmental responsibility.
What’s next?
The demand for innovative water solutions will intensify as Australia’s data industry grows. Whether recycling wastewater, exploring cutting-edge cooling systems, or designing for sustainability, the industry’s leaders must think beyond today’s challenges. The future may be digital, but its foundations are very much liquid.
“We’re at a crossroads where the tech industry must align innovation with responsibility,” Faigen said. “We can no longer afford to see water as just another resource — it’s the lifeblood of our future
Safety takes centre stage with leadership, innovation and a proactive culture. Through structured practices and engagement, Eire Construction ensures that every worker returns home safely.
AT EIRE CONSTRUCTIONS, safety is a way of life. The health and safety of every individual across the business – from dedicated team members to visitors and contractors – is at the forefront of everything they do. Eire believes that a construction project is successful only when completed safely, with every worker returning home the same way they arrived. This unwavering commitment to continuous improvement in safety forms the foundation of their operations and is embedded in the culture at every level.
Grounded in leadership and care
The heart of Eire Constructions’ safety philosophy is developing and supporting a strong safety culture shaped by genuine care for its people. Eire has long recognised that the safety of everyone depends on a collective effort guided by clear leadership and shared responsibility.
This means that safety is embraced by everyone involved in the project, from site managers to labourers, contractors and visitors.
Eire leaders actively ensure that safety protocols are established and continuously followed. They set the tone for the rest of the team by demonstrating a strong commitment to safety and leading by example.
“As part of our ongoing commitment to safety improvement, we have introduced weekly safety interaction key performance indicators (KPIs), which are reported to the board to ensure accountability at all levels,” Eire’s General Manager of Safety, Health, Environment and Quality Patricia Kavanagh said. This leadership inspires others to take responsibility for their own safety and the safety of those around them. The result is a work environment where safety is prioritised above all else.
Eire’s General Manager of Safety, Health, Environment and Quality Patricia Kavanagh presenting on Restarting Safely.
Images: Eire Construction
The Eire Life Saving Essentials framework
The Restarting Safely event provided an opportunity for all staff to refresh their knowledge.
Eire Constructions has the fundamental understanding that construction work has inherent risks, but these risks can be minimised by implementing structured safety measures. To this end, they have developed the Eire Life Saving Essentials framework, a comprehensive approach focusing on the twelve highest-risk activities teams navigate daily. These activities were identified through consultation with site teams and leadership and a thorough risk assessment process. The Eire Life Saving Essentials framework is founded on the principle of stringent mitigation practices. Eire has meticulously developed comprehensive safety protocols that specifically address each of the twelve high-risk activities, ensuring that its teams are thoroughly prepared to tackle any challenges they may face on the job. These practices are
consistently reviewed and updated to comply with new safety standards, technologies and techniques, all aimed at achieving positive safety outcomes.
Every member of the Eire team is thoroughly trained in these essential practices, ensuring that everyone on site possesses the knowledge and tools necessary to prevent accidents. Regular training sessions reinforce these best practices, enabling the processes to improve continuously and maintain a high level of safety awareness across the workforce.
One of the most significant demonstrations of Eire Construction’s commitment to safety is the Restarting Safely event, which Eire invests in every year on the first day of the year. This event serves as a powerful reminder of Eire’s dedication to safety and sets the tone for the rest of the year. It is a thoughtfully crafted initiative aimed at re-engaging and refreshing Eire’s entire workforce about the importance of safety in the workplace.
documentation, Eire promotes participation and engagement from everyone involved. The event typically features group activities that allow our team members to reflect on past safety experiences and discuss strategies to prevent future incidents. Safety talks are delivered in a dynamic and energetic manner, ensuring they are memorable and impactful. Eire also conducts brainstorming sessions where everyone, from senior management to new workers, can share ideas to enhance safety practices.
Additionally, personal accounts from guest speakers who have experienced near misses or witnessed accidents serve as powerful reminders of the importance of safety. These stories, shared in an open and supportive environment, highlight the realworld consequences of unsafe practices and the necessity of adhering to safety protocols. By personalising the safety message,
everyone works in a safe way.
Eire ensures that it resonates profoundly with everyone, reminding them that safety is not merely about following rules; it’s about protecting people – colleagues, friends and family.
The Restarting Safely event also involves reviewing all relevant safety documentation and processes. This allows the team to ensure that all safety practices are up to date and that team members are familiar with the latest safety protocols. It’s a chance to reflect on what went well in the past year, identify areas for improvement and set clear safety goals for the year ahead.
Fostering continuous improvement
Safety is an ongoing commitment. As part of this commitment to continuous improvement, the team regularly reviews and analyses safety performance data through a specialised SHEQ platform, SkyTrust, including real-time incident and hazard reports, to identify trends and areas where additional training or resources may be needed. Leadership fosters an environment of open communication and transparency, encouraging employees to speak up and share their concerns, helping the business address potential risks.
Eire Constructions’ commitment to safety drives every decision. Their focus on leadership, care for people, and proactive safety practices ensures that they continue to develop their safety culture. The Eire Life Saving Essentials framework, coupled with annual Restarting Safely events, reinforces their dedication to creating a work environment where safety is ingrained in everything they do.
For more information, visit eirecon.com.au
Health and safety is a key feature of the water industry, and VicWater has been working to provide leadership and collaboration that seeks to continually improve outcomes for people involved in the industry.
HEALTH AND SAFETY have long been a cornerstone of the Australian water industry’s operations, but as challenges evolve, so must the industry’s approach. From managing ageing infrastructure to addressing the rise of psychosocial risks, water corporations nationwide are tackling an ever-growing list of safety concerns. Leading this charge are the Safety Executive Group (SEG) and the OHS Network, managed by VicWater, which have become critical platforms for collaboration and improvement.
“Safety is about decision-making,” said Wayne Richards, Head of Health, Safety, Environment and Quality at Greater Western Water and the Chair of the SEG. “Whether it’s designing a treatment plant or managing an excavation, it all comes down to people having the right information to make good decisions.”
Facing health and safety challenges head-on
The water industry operates across vast geographical areas with diverse operational needs, often requiring tailored safety measures. Ageing infrastructure and the integration of new technologies only add to the complexity. As Richards noted, adapting to a changing environment is critical, particularly in response to external pressures like climate change and population growth. “We’re in a constantly changing world, with emerging challenges,” Richards said. “Our population is growing, and so is the complexity of the environment in which we work. This presents not new risks but different likelihoods of risks,
The Safety Executive Group of VicWater touring
occupational violence, has also shifted the safety landscape.
Addressing these risks requires proactive engagement and a culture of openness. Rachael Raby from Barwon Water is the Chair of VicWater’s Occupational Health and Safety Network (OHS Network), highlighting the sector’s proactive stance on these issues.
“COVID-19 brought mental health into sharper focus,” Raby said. “Our sector has tackled these challenges head-on, fostering open discussions and uplifting how we interact with one another.”
This focus on psychosocial health is interconnected with physical safety.
“When people feel safe and supported mentally, they’re better equipped to make sound decisions, which ultimately enhances overall safety outcomes,” she said.
Collaboration through SEG and OHS networks
Water’s Werribee
The SEG and the OHS Network are at the heart of the industry’s safety efforts. These groups provide a platform for joint learning and leveraging collective experience across the 18 water corporations involved. Sharing incident learnings, governance strategies, and training solutions has become a hallmark of these collaborations.
“It’s about joint learning and leverage,” Richards said. “For example, one corporation’s online training initiative became a whole-of-sector solution, saving time and resources while improving outcomes.”
These collaborations extend beyond training. The SEG has also facilitated the development of shared tools and libraries, including contractor management surveys and safety leadership, with future work planned on life-saving rules. This repository of best practices
allows water corporations to avoid duplicating work and instead focus on continual improvement.
“We value the richness of learning within the SEG,” Richards said. “It’s a safe space where candid conversations help shape improvements across the sector.”
Additionally, the OHS Network fosters a collaborative spirit among practitioners, creating a community where questions are encouraged, and lessons are openly shared.
“No one pretends to have all the answers,” Raby said. “Instead, we reach out to one another for insights, building a stronger, more unified approach to safety.”
A unified vision for health and safety is crucial in a sector with diverse operations. VicWater’s “safe and thriving” commitment statement has become an anchor for this vision, emphasising the interplay between physical and social health.
“Safety is at the core,” Richards said. “This commitment guides our approach, from internal operations to partnerships with delivery teams and community engagement.”
Another priority is consistency across the sector. Raby pointed to the need for standardised systems for contractors, who often work with multiple water corporations, each with different safety requirements.
“Streamlining processes for contractors not only reduces confusion but also allows them to focus on achieving better safety outcomes,” Raby said.
This drive for consistency also benefits internal operations.
The SEG and OHS Network are actively exploring ways to enhance tools and systems across all participating organisations.
“Consistency makes sharing learnings and taking steps forward
much easier,” Raby said. “It’s a big benefit for all of us.”
The industry’s vision extends beyond organisational boundaries, recognising the importance of community engagement. As Richards noted, “We’re not just improving safety for our employees, but for the broader communities we serve.”
Barwon Water’s Mental Health
Leadership plays a pivotal role in embedding safety into the industry’s fabric. Strong leadership fosters a culture of prioritising safety at every level, from frontline workers to executive boards. Raby emphasised the significance of leadership programs and initiatives to nurture this culture.
“Our safety leadership programs empower individuals to take ownership of safety outcomes,” Raby said. “This ensures a consistent and proactive approach across the sector.”
Creating a culture where safety is second nature requires ongoing effort and engagement. As Richards observed, “Health and safety aren’t just boxes to tick. They’re principles that should guide every decision we make.”
Health and safety in the water industry are far from static concepts. They are dynamic, requiring constant adaptation, innovation and collaboration. The SEG and OHS Network exemplify how industrywide cooperation can lead to significant improvements. But as Richards aptly put it, “We’re never done. Safety is an ongoing piece of work.”
The challenge now is to embed safety so profoundly into the fabric of the water industry that it becomes second nature—not
First Aiders are driving vital conversations around mental health within the organisation. Image: Barwon Water
just for practitioners but for every person and partner involved. This vision is worth striving for, and with continued effort, it’s a future well within reach.
With an unwavering focus on innovation, leadership and collaboration, the Australian water industry is poised to meet the challenges ahead and ensure safety remains at the forefront of its operations.
As Raby said, “We’re not just improving for today. We’re building a legacy of safety for generations
Rachael Raby is the Safety and Emergency Management Coordinator at Barwon Water.
In the water industry, there is a significant focus on the physical wellbeing of water operators in the field. However, more attention must be paid to the industry’s mental and emotional health.
THE WATER INDUSTRY
encompasses a diverse range of roles, from utility management to agricultural irrigation. Workers in this sector face unique challenges impacting their mental and emotional wellbeing.
Beyond Blue is one of Australia’s most well-known, trusted and visited mental health organisations. It never takes this role for granted, as it comes with a deep responsibility to listen, understand people’s needs and aspirations, and ensure they are at the heart of everything Beyond Blue does.
It is a big blue door for many in the community. It is a safe and reliable place for millions of people to access information, advice, and support— whether they’re well and want to stay that way, unsettled or struggling and need support, or in recovery and want to reconnect.
Dr Luke Martin is Beyond Blue’s clinical spokesperson. He has worked in the mental health field for nearly twenty years and understands the
our working environment affects us — either positively or negatively — how it impacts our ability to do our jobs, and how it influences our wellbeing.”
Recognising these challenges, organisations such as Yarra Valley Water (YVW) have implemented programs focusing on psychological safety and mental fitness. Initiatives include establishing “Safe and Well” committees and conducting pilot programs to assess and manage workload-related stress.
Similarly, the Water Corporation in Western Australia has developed a mental health plan emphasising awareness, leadership, capability building, and support systems. Their Mental Health Champions program aims to promote wellbeing and prevent illness by fostering a positive workplace culture.
The most common stressors for mental health are caused by poor working conditions and poor work design, known as psychosocial hazards. They are called this because these stressors can create job stress and can cause psychological harm.
“Workplaces where people face high demands but have low control over their work and feel unsupported by their manager and colleagues can be a recipe for workplace stress, burnout and other mental health concerns,” Dr Martin said.
Other common stress factors include a lack of role clarity, conflict with colleagues, micromanagement, remote or isolated work, exposure to distressing or traumatic incidents, bullying or harassment, and inadequate recognition for doing good work.
Stressors in the water industry Australia’s inherently dry and variable climate, exacerbated by climate change, leads to frequent droughts and water shortages. These conditions pressure water professionals who manage limited resources to meet agricultural, industrial and urban demands.
According to the Department of Climate Change, Energy, the Environment and Water (DCCEEW), the stress of ensuring water security amidst declining supplies can be overwhelming.
Ageing infrastructure and the necessity for continuous maintenance and upgrades demand constant vigilance from water industry workers. Ensuring the reliability and safety of water supply systems can lead to physical fatigue and mental strain.
This can be a significant issue during extreme weather events, when water utilities are often the last to go offline and are expected to be the first to come back online once the emergency has passed.
Water utilities often operate under the watchful eye of the public and media. High expectations for uninterrupted water services and swift responses to water quality concerns or supply disruptions can significantly pressure staff.
The Productivity Commission’s Mental Health Inquiry of 2020 found that workplace mental ill-health can cost Australia up to $39 billion in lost participation and productivity. Workers’ claims over the past two decades show injuries attributed to mental health conditions have risen when most other claims have decreased.
A survey of over 10,000 workers by Superfriend in 2021 found mental health conditions are on the rise for workers in Australia.
More than 60 per cent of Australian workers experience a mental health condition in their lifetime, and nearly a quarter of workers believe they have a mental health condition that their workplace caused or made worse.
“Since 2021, regulatory frameworks for psychosocial hazards are tightening across Australia,” Dr Martin said. “This is driving more employers to act.”
Evidence shows that an integrated approach to creating a mentally healthy workplace leads to the greatest benefits. An integrated
It’s important to speak up and get help when going through issues relating to mental and emotional health.
Image: Stock Unit/ stock.adobe.com
approach requires more than providing an Employment Assistance Program (EAP) support service. It requires workplaces to protect mental health by reducing risks, promote mental health by enhancing the positive aspects of work, and respond to and support those experiencing poor mental health to help them stay engaged at work.
Beyond Blue provides mental health support through its tailored program for medium-to large-sized workplace employees. It also offers NewAccess for Small Business Owners (NASBO), a free program for small business owners with fewer than 20 employees or who are sole traders. Both programs offer up to eight personalised one-on-one sessions with a trained mental health coach, undertaking low-intensity cognitive behavioural therapy. These programs build on the decadelong success of Beyond Blue’s NewAccess program.
For more information, visit beyondblue.org.au
The water industry has been searching for renewal solutions optimised for pressure pipelines. Pipeline infrastructure specialist Interflow shares how it developed a suite of sustainable renewal solutions to address this growing need.
AS WATER INFRASTRUCTURE ages, pressure pipes have traditionally been excavated for repair or replacement. This has disrupted communities and increased costs and time scales.
“The Water Services Association of Australia (WSAA) found that there are around 40,000 kilometres of asbestos cement pipe in Australia,” Will Zillmann, Interflow’s National Product Manager, said.
“When you dig it up, a lot of precautions have to be taken, so the expense is significant. If you leave it in the ground and lay new pipe alongside it, you have to ensure nobody ever digs it up, adding more administration expense. There are a lot of issues.”
As corrosion from aggressive soils attacks underground pipes, including those made from cast iron, a trenchless renewal option for such pipelines becomes increasingly attractive.
What the pressure-pipe solutions look like Zillmann said comprehensive renewal solutions should not just fix a specific problem but reset
the pipeline’s lifespan. They should essentially perform like new products.
“Proactive trenchless renewals are one of the keys to defending our critical water and wastewater services sustainably and costeffectively,” Zillmann said. “New or rehabilitated pipes can last decades, reducing the need for frequent interventions.
“Our objective was to build a suitable suite of proven solutions that enable us to match the right product or approach to the pressure pipeline’s condition, material, size and location.”
In response to the threats raised by the much-discussed infrastructure cliff and by the fact that a significant percentage of Australia’s water reticulation networks are made from asbestos cement, Interflow developed the Rediflow bundle. Rediflow includes their Titeflow die-reduction lining as well as Infrastop line-stopping technology. Together, the innovations provide a complete reticulation renewal system, empowering asset owners to conduct proactive renewal
People are key to developing sustainable solutions for pipe renewal.
Images: Interflow
projects and dramatically reducing unexpected network shutdowns.
Trenchless: the most practical solution
The Rediflow bundle is at the core of Interflow’s suite of solutions and includes a polyethylene liner technology known as Titeflow. It’s a structural liner thats diameter is reduced with a die during installation so it can be drawn into the host pipe. Once inside, it expands again to press against the host walls, creating a new pipe within the existing pipeline. As a lining technology, it fits within the ISO classifications for trenchless solutions, primarily Class A (it can survive the failure of the host pipe and is a fully structural solution).
It’s a solution that balances performance, safety and environmental impact with the many benefits, including:
• Reduced environmental impact: trenchless technology minimises environmental impact, especially compared to traditional methods that involve excavation along the line. It reduces emissions, creates dramatically less land
disturbance, and reduces waste management concerns.
• Lower community impact: the Titeflow method requires only limited excavation for access points, drastically reducing the need for road closures, which disrupt local communities and create unsightly trenches across the landscape.
• Long-term cost efficiency: while trenchless methods may sometimes have up-front costs comparable to traditional digand-replace methods, they offer long-term financial benefits due to their durability, reduced maintenance needs, and shorter project timelines.
Zillmann said sustainable pipeline renewal methods will become the norm as the triple bottom line of environmental, social, and economic impacts becomes increasingly important to water authorities and the government.
How Interflow proved its suite of solutions
Interflow’s purpose is to improve lives, which extends to its communities and environments. This has led them on a journey to find, assess, and develop sustainable renewal solutions that support the needs of the industry, customers, and their communities.
On this journey, and to ensure the trenchless solutions do what they promise, Interflow ran an exhaustive and ongoing research project.
“To enable renewal programs and decrease the reliance on excavating and replacing ageing pipes, the water industry has been searching for renewal solutions specifically optimised for pressure pipelines that meet the needs of asset owners and their communities.
“We were active participants in WSAA’s Cooperative Research Centre for Smart Linings for Pipe and Infrastructure Project,” Zillmann said.
This involved water authorities, suppliers and delivery partners collaborating over several years to research and trial the effectiveness of emerging lining technologies for water and wastewater assets.
“This type of industry-led research is critical for objectively assessing technologies that are entering the Australian market for effectiveness and suitability, and for creating product documentation and decision tools,” he said.
Through such research projects and working closely with customers, Interflow has pushed the boundaries of common approaches like slip lining and large-diameter die-reduction lining.
“For example, we’ve had success renewing longer lengths of water main using both technologies by thinking differently about how we store, string out and weld pipe sections, and facilitate insertion,” Zillmann said.
By developing a suite of solutions, Interflow has been able to help with the rehabilitation of old pipes.
“Due to these approaches, we can now offer renewal options for pressure pipes in varying condition states and covering a large range of sizes and materials. Our approach to renewal opportunities is to be solution-agnostic and develop an optimal methodology based on project-specific network capacity needs, pipe condition and material, internal diameter, access constraints, budget and community needs.”
It’s being used right now Interflow’s research led to using the trenchless pressure pipe solution in real projects, which further enhanced the data set used to inform the algorithm that predicts information such as pulling load, die size, insertion diameter, and more.
These solutions keep operators safe while improving the performance of pressure pipelines.
“The algorithm is where the real magic is,” Zillmann said. “If you get it right, everything will be relatively easy by the time you get to the site.”
Of course, there is always room for greater performance and more innovation, which is why the project is ongoing.
“We’re always working on optimising the solution’s performance because its main drawback is that it naturally reduces the diameter of the pipe,” he said.
“That can have an impact on flow capacity. But as long as we keep working on the materials and the algorithm, we can reduce that effect as much as possible.”
For more information, visit interflow.com
Proper planning and submersible mixers help pumping stations handle pollutants, ensuring smooth wastewater flow and future readiness for heavy loads.
SUBMERSIBLE MIXERS CAN be an innovative solution when pumping stations must handle heavy pollutant loads, from heavy rain to increased effluents or fibres.
Wastewater facilities are vital to our daily lives and the businesses and industries we rely on for a wide variety of goods. Proper planning is half the battle in keeping them running.
Today, most modern pumping stations are already designed to handle temporary or even permanent pollutant loads without major difficulties.
Several key conditions must be met to ensure optimal performance of wastewater pumping stations. First, the pump sump should be precisely sized and shaped to facilitate efficient fluid flow and prevent sediment build-up.
Second, selecting the right impeller type and ensuring an adequate free passage size is crucial. For example, free-flow impellers are ideal for fluids with high gas and sand content, accommodating dry solids content of up to 7 per cent with an efficiency of 59 per cent. In contrast, multi-channel impellers suit pre-treated wastewater with lower contamination, offering efficiencies of up to 86 per cent.
Third, operating modes must be designed to prevent hydraulic system overloads. For example, concentrated peak loads from stormwater overflow basins must be managed so that they last only a few minutes.
Finally, controlling pollution content is essential by ensuring that solids do not bypass mechanical screens, which could otherwise lead to
Having the right mixer ensures wastewater treatment plants operate as efficiently as possible. Image: Darunrat/ stock.adobe.com
clogging and system inefficiencies. Implementing these measures, as recommended by KSB, promotes the reliable and efficient operation of wastewater facilities.
Among these conditions, pollutants are the most challenging to manage. Retained loads can create a significant bottleneck for pump sumps. As cities expand and extreme weather events become more frequent, it’s crucial to ensure that these vital facilities are prepared to handle heavy loads, both now and in the future.
Flexible, effective, low maintenance
How do you handle extreme pollutant loads in a wastewater network? Small, submersible mixers have proven to be an extremely successful solution. They help suspend settled solids and fibres that can move out of a sump or basin more quickly and efficiently.
No two wastewater systems are exactly alike, and pumping needs
can vary. Submersible mixers offer a suitable solution since they can be selected according to the situation at hand, such as the specific fluid composition or size of the sump. When chosen correctly, just one small mixer can generally cover the total sump volume.
In addition to mixing movable solids in liquids, submersible mixers provide further advantages. These mixers rank among the most versatile and efficient options for enhancing wastewater treatment, offering outstanding flexibility in both operation and positioning within a tank. Regarding their operation and timing, the mixers should be activated shortly before the pumping process starts and deactivated prior to the pumps commencing. This method effectively distributes pollutant loads throughout the entire fluid volume, fostering ideal conditions for pumping.
Once homogenised, the fluid can be transported immediately, preventing pollutants from becoming trapped in the sump. In terms of placement, stagnant zones in the tank can be targeted by directing the mixer’s jet core towards localised deposits, ensuring thorough suspension. Areas supported by structural design or approach flow typically do not require additional intervention. These operational advantages make submersible mixers an essential tool for effective wastewater management. The mixer can also be positioned to mix floating sludge for transport with the fluid. Submersible mixers are also efficient, as they do not slow down wastewater pumping systems. The volume flow rate remains the same, ensuring the complete transport of solids content and eliminating the need for extra cleaning.
The advantages of mixers
Due to their flexibility and efficiency, submersible mixers are vital components in modern wastewater management systems. They are designed to handle pollutants, settled solids and fibres, ensuring smooth and uninterrupted operations even in challenging conditions. One of their key strengths is their ability to adapt to specific system requirements. By selecting the appropriate mixer for the fluid composition and sump size, wastewater facilities can achieve optimal performance tailored to their unique needs.
A significant advantage of submersible mixers is their ability to meet the pumping demands of an entire sump with just one unit. This reduces equipment costs and simplifies system complexity, making them a cost-effective choice. Additionally, submersible mixers do not reduce the flow rate of wastewater, ensuring that overall system efficiency is maintained even as the mixers work to homogenise fluids.
The mixers excel in homogenising fluids, allowing for the complete transport of pollutants without leaving residue in the sump. This eliminates the need for extra cleaning measures, saving time and resources. Their adaptability in placement further enhances their efficiency. Mixers can be strategically positioned to target stagnant zones, preventing blockages and ensuring an even distribution of pollutants across the sump.
Submersible mixers are also designed with energy efficiency in mind. Their low energy consumption reduces operational costs and contributes to sustainable wastewater management. Furthermore, their compact and durable design makes them reliable and straightforward,
Amamix submersible mixer: horizontal submersible mixer with self-cleaning ECB propeller in block design, directly driven. Image: KSB
ensuring consistent performance over long periods.
Another advantage of submersible mixers is their operational flexibility. They can be operated on demand, allowing precise control over pollutant distribution and timing to suit system requirements. This level of control enhances the overall efficiency of wastewater facilities, making them an indispensable solution for facilities of all sizes.
Beyond KSB’s high-performing components, customers rely on KSB for their far-reaching expertise. KSB has an in-depth process and applications expertise to support you with systems planning and selecting the proper mixers, pumps and valves for your facilities.
Based on decades of experience, KSB has developed advanced submersible mixer technology for industries as diverse as sludge treatment, biogas plants, stormwater tanks and theme parks.
For more information, visit ksb.com.au
Victoria’s Annual Water Outlook has some positives, but a dry summer means there is no excuse for wasting our most precious resource.
PREPARED BY THE Victorian Government, the Annual Water Outlook is produced every year with the intention of keeping Victorians informed about the State’s water supplies.
The Outlook consolidates information from the annual water outlooks of Victoria’s 18 urban and rural water corporations. It uses this information to outline the strategies of the state’s utilities to manage shortages, especially during the drier summer and autumn months.
The latest Annual Water Outlook, released in December 2024, didn’t predict water restrictions this summer. But with climate variability and a growing population knocking
on our water tanks, this year’s report is a clarion call: use water wisely today to avoid drought-level drama tomorrow.
Why this year’s Outlook matters Victoria’s Annual Water Outlook is more than just a weather forecast; it’s a blueprint for water security across urban, rural and environmental systems. As of November 2024, storage in Melbourne stood at 88.4 per cent, while regional storage averaged 78.7 per cent. These figures, though encouraging, come with a caveat.
Victorian Minister for Water Harriet Shing said, “Wet conditions in recent years have provided a buffer against
Cardinia is Melbourne’s second-largest reservoir and can move water to many parts of Melbourne.
the below-average rainfall seen across most of the state in spring and winter.”
However, that buffer won’t last forever. Shing noted that Melbourne alone added 140,000 new residents in 2024.
“To support this growth, the Victorian Government has set a target of 800,000 new homes over the next decade. Every new home adds to the demand on our water resources,” she said.
The snapshot provided by the report also reflects the challenges of managing water in an increasingly variable climate.
According to Melbourne Water, “Even above-average inflows are insufficient to meet current annual water demand.”
The Thomson Dam is Melbourne’s largest reservoir, making up about 60 per cent of Melbourne’s total water storage capacity. It was designed to build up Victoria’s water reserves in wet years, for use when conditions are dry. It can hold up to 1,068,000 megalitres of water within its catchment area of 48,700 hectares.
David Norman, Melbourne Water’s Head of Water Supply, emphasised the importance of the Thomson Dam. “It helps when imagining our water supply network to think of the Thomson Dam as a savings account that we try to keep as full as possible so we can manage during future drier periods,” he said.
The Victorian Desalination Plant is a significant component of Victoria’s water security in the event of a drop in rainfall.
Image: Prime Creative Media
Such insights highlight the urgency of addressing supply gaps before they become crises. South East Water Managing Director Lara Olsen spoke on behalf of Melbourne’s water utilities and underlined the need for continued water conservation. She pointed out that while it’s positive that Melburnians used slightly less water at home this year – 161 litres per person per day, compared to 163 litres for the
previous year – they cannot afford to become complacent.
“Our water storages are secure right now, but we know hotter conditions are expected over the summer, and warmer and drier conditions in the longer term,” Olsen said. “So, it’s important to continue to keep making every drop count and aim for 150 litres of water per person per day to keep our supplies secure now and into the future.”
Secure for now, but not forever
The good news is that water restrictions are unlikely for Melbourne and regional cities this summer and autumn. However, this doesn’t warrant complacency. The Bureau of Meteorology’s forecast indicates above-average rainfall for parts of the state, but temperatures are also expected to rise. This duality emphasises the need for vigilance.
“Victoria is the fastest-growing state in the country,” Shing said. “Planning ahead is critical to ensure we have enough water to meet future demand.”
Water corporations are already bracing for long-term challenges. DEECA collaborates with urban water providers to secure new supply sources, including recycled water and desalination expansions.
“Failure to plan and deliver new water supplies in time puts us at risk of extended and severe water restrictions,” Shing said.
The state’s desalination plant is a cornerstone of this strategy. It produces non-rainfall-dependent water, which has bolstered Melbourne’s resilience.
Meanwhile, regional water providers are focused on securing their systems for the years ahead. Barwon Water, for instance, has highlighted how small towns in its supply area could face restrictions if drier conditions persist into 2025.
Barwon Water Managing Director Shaun Cumming said investing in alternative water sources was essential to ensuring supplies kept up with a rising population and changing climate.
“As the region continues to attract more residents and there’s growing demand for our services, we need to tip the balance from relying on rainfall to more climateresilient sources,” Cumming said.
“This includes increasing our use of and exploring opportunities for manufactured water, such as recycled water for non-drinking water purposes.
“All water matters, so we’ll continue to focus on water efficiency and conservation measures to ensure we’re smart and sustainable with our resources.”
The looming threat of drier conditions has also prompted calls for greater public engagement in water conservation efforts.
“Collaborating with communities ensures that everyone has the tools and knowledge to reduce water consumption effectively,” Shing said. Such collaboration is vital in urban and rural contexts, where varying needs demand tailored solutions.
Saving water: a collective effort While governments plan for the future, households can act now.
Programs like “Target 150” encourage Melburnians to limit daily water use to 150 litres per person. In its Annual Water Outlook, South East Water reported that smart water practices in homes and businesses are
Barwon Heads is an example of a small town that needs to continue concentrating on managing its water supply. Image: Judah/stock. adobe.com
critical to reducing demand for our precious resources.
The Water Conservancy’s Smart Water Advice initiative offers practical tips for everyday water savings, such as fixing leaks promptly and choosing water-efficient appliances. Permanent Water Saving Rules also apply year-round, covering outdoor water use.
The Victorian Government’s permanent water-saving (or use) rules are always in place to help manage water efficiently. The rules are uniform across Victoria and included in each water corporation’s permanent watersaving plan, and breaking these rules can result in penalties. The rules will not prevent the need for additional water restrictions during major drought periods; but they will help Victorians use water more efficiently and encourage all people to value this precious resource for the long term.
Innovative water-saving programs extend beyond homes. The Schools Water Efficiency Program helps educational institutions monitor usage and detect leaks using digital tools. Similarly, the Community Rebate Program supports lowincome households with water-saving retrofits, including replacing inefficient taps and showerheads. Such efforts underscore the shared responsibility of water conservation.
Local councils also play a significant role. Many are adopting watersensitive urban design principles, such as permeable pavements and rain gardens, to maximise stormwater capture and reduce reliance on potable water.
Innovative approaches for the future
Victoria’s water security depends on creativity and collaboration. The desalination plant, for instance, remains a key asset. Since its commissioning in 2016-17, it has supplied 455 gigalitres of drinking water. Melbourne Water estimates that storage levels would be at 63.3 per cent today without the plant. As far as it is concerned, desalination is not a last resort; it’s a reliable supplement to Victoria’s rainfalldependent sources.
Similar to the Western Port Recycled Water Scheme, recycled water projects offer enhanced resilience. This scheme aims to supply agricultural enterprises with 4,000 megalitres of Class A recycled water each year, minimising reliance on rainfall-dependent sources. In addition, the Victorian Government’s investment in water infrastructure initiatives, such as the Macalister Irrigation District Modernisation Project, underscores the dual advantages of improving water efficiency and bolstering agricultural productivity.
“The water our storages captured during the wet years that preceded this one has ensured water availability is still relatively healthy heading into 2025,” Warren Blyth, Water Distribution Services General Manager at Goulburn-Murray Water, said. Additionally, partnerships with Traditional Owners aim to restore cultural water rights. Since 2021, 6,605 megalitres have been returned to Traditional Owner organisations.
“Water is more than a resource; it’s a connection to Country,”
Shing said. “This work reflects our commitment to supporting Traditional Owners in managing water landscapes sustainably.”
Barwon Water’s Urban Water Strategy outlines strategies to extend the reach of the MelbourneGeelong Pipeline to supply growing demand and allow water to be returned to the Moorabool River for Traditional Owners’ cultural values and environmental needs.
Another key strategy is exploring stormwater harvesting. Authorities aim to reduce pressure on mains supplies by capturing and reusing rainwater in urban areas. Melbourne Water’s Growing Green Guide highlights how green roofs and rain gardens can help achieve this dual purpose.
This approach aligns with the broader goals of the Central and Gippsland Region Sustainable Water Strategy. The strategy expands on plans to expand the use of desalination, recycled water, and stormwater, ensuring a diversified portfolio of water sources for Victoria’s future. “A multi-pronged approach is the only way to secure water for all sectors,” Shing said.
Beyond urban and agricultural water use, the health of Victoria’s rivers, wetlands and ecosystems remains a priority. Environmental watering programs, led by the Victorian Environmental Water Holder (VEWH), aim to support biodiversity and improve waterway health. Healthy ecosystems are crucial for the well-being of communities and the environment.
Schools are playing a critical role in conserving water across Victoria.
Image: shirohige/ stock.adobe.com
Programs such as these ensure that water flows support native fish, waterbirds, and vegetation.
In the Barmah Forest, for example, environmental flows have helped restore wetland habitats, benefiting species like the Moira grass. Meanwhile, in the Latrobe River, targeted releases improve water quality and protect against algal blooms.
The success of these programs hinges on maintaining water reserves for environmental purposes.
“By balancing human and environmental needs, we ensure that water remains a shared resource for generations to come,” Shing said.
What does the industry need to do?
So, what’s next for Victoria? As storage levels hold steady and innovation continues, the challenge lies in maintaining this momentum. Planning for the future isn’t just about new technologies or government policies; it’s about a collective mindset.
The array of wetlands throughout Victoria requires careful management to balance competing interests.
Image: Amanda/ stock.adobe.com
By treating every drop as precious, we can ensure that water security becomes not just a goal but a legacy. Every Victorian has a role to play, from the showerhead to the water grid. The question isn’t whether we can save water – it’s whether we will. Together, we can make every drop count.
For more information, visit water.vic.gov.au
New Zealand International Convention Centre, Auckland 28-30 September 2026
International No-Dig provides an unparalleled opportunity to connect with the global trenchless technology industry. Hosted each year in a different country to showcase the global industry, International No-Dig will bring together the best of the innovations and advancements in trenchless technology.
As more water utilities get involved in No-Dig Down Under, there’s still time to showcase your solutions to the industry’s key decision makers.
AS URBAN POPULATIONS rise and the demand for sustainable infrastructure intensifies, trenchless technology is changing how water utilities manage resources and deliver essential services. Yarra Valley Water, Barwon Water and Greater Western Water are leading the charge by joining as industry partners for No-Dig Down Under 2025. Their collective support of the event underscores the utilities’ commitment to reducing environmental impacts of construction and maintenance, while delivering resilient infrastructure for communities.
With trenchless solutions at the forefront of their operations, these water corporations are embracing a future where innovation and sustainability go hand in hand. NoDig Down Under provides the ideal platform for them to stay ahead of the curve – engaging with cuttingedge technologies, exchanging insights, and exploring best practices in environmentally sustainable construction methods.
As the southern hemisphere’s largest conference dedicated to trenchless technology – and the second-largest globally –No-Dig Down Under is a mustattend event for professionals dedicated to revolutionising the infrastructure landscape.
Digging into innovation at Barwon Water
Barwon Water is a corporation known for its innovative culture and commitment to sustainability. Emphasising creativity and continuous improvement, Seamus Butcher, Barwon Water’s General Manager of Planning, Delivery and Environment, said the utility is excited to connect with likeminded professionals and learn from the diverse perspectives of industry leaders.
“We’re keen to engage with other water corporations to exchange insights and to learn more about the no-dig industry,” he said.
Barwon Water is already adopting trenchless techniques such as sewer relining and horizontal directional drilling (HDD) in important projects, with an annual investment of $10 million to restore 25 kilometres of ageing infrastructure.
Butcher points to projects such as the Colac pipeline, which incorporates HDD to protect local wildlife and waterways while minimising environmental disruption. Other projects, like the Colac to Birregurra Pipeline, have also embraced trenchless methods. By using these solutions, these projects minimise habitat destruction and lower carbon emissions, fostering a healthier environment.
Barwon Water delivering a trenchless project near Warncoort, west of Birregurra.
Image: Barwon Water
“Leveraging technology and data is helping to improve the performance of our assets and progress our longer-term aim of moving towards zero sewer spills. A collaborative approach is central to our success,” said Butcher.
“We encourage contractors to propose new ideas and innovative methods, fostering industry-leading improvements that enhance safety, quality and environmental stewardship and minimise customer impact.”
Heading west for trenchless tech
Greater Western Water (GWW) is also on board as a key partner for No-Dig Down Under 2025. Ian Burton, General Manager of Growth and Infrastructure, notes that the event aligns with GWW’s dedication to sustainable, customer-centric construction solutions.
“Trenchless technologies provide an innovative way to install and repair our essential water and sewerage infrastructure without extensive surface excavation. The water industry faces shared challenges, and the conference will be a great opportunity to share key learnings and successes around water and sewerage infrastructure projects,” said Burton.
“GWW is committed to delivering safe, efficient, and environmentally conscious solutions, and we look forward to sharing our knowledge and learning from others to support our customers and broader
community better now and in the future.”
GWW has long relied on trenchless technology in its infrastructure projects, especially in environmentally sensitive locations. Burton highlights how these methods have reduced noise, dust, and traffic impacts, making them ideal for high-density urban areas.
Trenchless solutions that minimise disruption have been beneficial for recent projects, such as the Elizabeth Street Sewer upgrade and the Werribee Open Range Zoo Recycled Water Main.
“We are focused on adopting innovative, less invasive construction methods and sharing knowledge across the water sector and with our construction partners through conferences and ongoing training and development of our people,” said Burton.
GWW’s ongoing commitment to technological advancements is key to its 2030 Strategy, which focuses on delivering long-term value for customers and supporting communities’ success. Burton is looking forward to learning from other industry leaders to help achieve these ambitious goals.
“Knowledge-sharing with our industry peers and partners can lead to more efficient, cost-effective solutions for future projects and directly benefit our customers and community. We also see this as a valuable opportunity to explore new potential partnerships and collaborations,” he said.
“Supporting our employees’ growth and development is a high priority and we see the workshops and training sessions on offer as a great opportunity for our people to refine their skills, learn about regulatory changes, and improve safety practices.”
As these water corporations
come together to support No-Dig Down Under 2025, their shared commitment to sustainability and innovation will help shape the future of trenchless technology in Australia.
In previous years, No-Dig Down Under has taken up an enormous part of every convention and exhibition centre it has been staged in. Thousands of square metres of technological advancements fill the conference floor, and people flock to different exhibits.
With that in mind, and with the significant interest shown by the industry, No-Dig Down Under is expanding into more space for 2025. Only a few more spots are available for potential exhibitors to showcase their wares.
It is the second and final expansion of the show floor, following previous expansions selling out quickly. Those new stands are selling out fast, and the continual expansion of the show floors shows just how valued this event is for the trenchless technology industry.
A tunnel boring machine was central to the recent Elizabeth Street renewal project by Greater Western Water.
Image: Rob Carr
This broader scope ensures attendees can explore a wide range of solutions to tackle industry challenges, from regulatory compliance to climate resilience.
Trenchless technology is key to Yarra Valley Water’s capital works and renewal projects.
Image: Yarra Valley
“The amount of interest from the water and wastewater industries has been incredible,” Show Director Lauren Chartres said. “It’s why we have had to expand into more convention halls, just to ensure that everyone that wants to display their technology has the opportunity to do so.”
To get involved, visit
Dig in Auckland 2026 promises to showcase innovation and opportunity for anyone in the industry. With global leaders like IMS Robotics in attendance, this event isn’t about maintaining the status quo but redefining what’s possible in pipeline reconstruction, environmental stewardship and contractor empowerment.
Rethinking the approach to pipelines
“We’ve evolved from digging trenches to using precision tools that operate like Swiss Army knives,” said Ned Robinson, the General Manager of IMS Robotics in Australia.
IMS is a German manufacturer of sewer rehabilitation equipment with over 30 years of industry experience. According to Robinson, trenchless
disruptive excavation.
“Traditionally, you had to dig up an entire area to address a pipeline issue,” Robinson said. “Now, we can rehabilitate pipes in place, solving problems without opencut methods’ delays, costs, or environmental damage.”
These advances mean a more sustainable future, reducing carbon footprints while maintaining critical infrastructure for potable water and wastewater systems.
Trenchless technology has also created opportunities for niche specialisation within the water and wastewater industry. Robinson noted that innovations such as robotic cutters and ultra-high-pressure tools are not just technological achievements but also enable utilities and contractors to extend the life of
Image: IMS Robotics
existing infrastructure in previously unimaginable ways.
Beyond their technological marvels, trenchless solutions allow contractors to expand their capabilities. Robinson believes these tools are transformative.
“Contractors can tackle issues like blocked drains or collapsed pipes efficiently, creating both business opportunities and community benefits,” he said. This ripple effect extends to supporting families, creating employment, and sustaining businesses globally. Robinson sees this as a significant development.
“Drainage might be overlooked, but it’s foundational,” he said. “With reliable infrastructure, we ensure health, sanitation and access to safe drinking water. Trenchless technology bridges the gap between solving immediate issues and building lasting systems.”
Robinson highlighted how trenchless technology fosters economic resilience. Companies like IMS Robotics empower contractors to deliver reliable services even in challenging economic climates by providing them with advanced tools.
“When contractors can depend on versatile, durable equipment, they’re better equipped to meet client needs and sustain their long-term businesses,” he said.
Why International No-Dig matters
IMS Robotics will present its latest innovations at International NoDig, a premier event for the global trenchless community.
“We want to show the world what we’ve been working on,” Robinson said. “Every corner of the globe faces its own pipeline challenges. We must share knowledge and highlight solutions tailored to regions
like the Pacific Islands, while also showcasing tools to address their unique challenges.”
The global nature of IMS Robotics plays a central role in creating and developing innovative solutions that can be implemented anywhere in the world. In representing its Australian division, Robinson talked about the importance of collaborating with colleagues across the globe.
“We draw on expertise from our branches across Europe, the Americas, and beyond,” Robinson said. “When we present at International No-Dig, we showcase solutions validated worldwide.
Even if a challenge hasn’t arisen in Australia, we can adapt insights from our teams in the UK, Denmark and North America.”
International No-Dig is a critical platform for addressing emerging environmental and urbanisation challenges.
“With urban areas expanding rapidly, the demand for non-invasive infrastructure repair is growing,” he said. “This event allows us to discuss best practices, explore new techniques, and identify how trenchless technology can keep pace with these demands.”
What’s on show in 2026
IMS Robotics plans to showcase cutting-edge technologies such as ultra-high-pressure robotic cutters and UV curing systems. According to Robinson, these products represent the core of their Australian operations and align with the interests of the New Zealand market.
“We’ll display solutions tailored to regional needs,” he said. “We aim to understand contractors’ specific problems and offer equipment to solve them effectively.”
Robinson highlighted the adaptability of their approach, which includes consulting
with local partners to provide targeted demonstrations.
IMS Robotics’ ability to tailor its approach stems from a broader understanding of global trends. By leveraging its international presence, the company identifies successful methodologies from various regions. For example, the UK’s success with ultra-high-pressure cutting has informed solutions recently applied at a mine site in Perth, Western Australia. Similarly, UV curing techniques pioneered in Australia have been shared with teams abroad. This cross-pollination of ideas ensures that IMS remains at the forefront of trenchless technology innovation.
Attendees at International NoDig 2026 can also expect to see a focus on reducing environmental impact. Trenchless methods avoid excavation and reduce disruption to ecosystems and urban areas.
Robinson pointed out that these advancements align with the growing demand for sustainable solutions in infrastructure development.
“We’re meeting the dual challenge of efficiency and environmental
This trenchless technology is just one example of the equipment that IMS Robotics could be showcasing at International No-Dig.
Image: IMS Robotics
showcasing products. The event’s collaborative spirit has historically driven transformative ideas that ripple across the industry.
“When the brightest minds in trenchless technology gather, the potential for groundbreaking advancements is immense,” he said.
Looking forward
International No-Dig isn’t just a trade show; it’s a call to action. For Robinson and IMS Robotics, the event inspires collaboration, showcases advancements, and ensures that no one faces infrastructure challenges alone.
Auckland will be the centrepiece of trenchless technology
With its eyes firmly on the future, the trenchless industry is poised to make a lasting impact. “We’re not just solving problems. We’re shaping a smarter, more sustainable way forward for the world’s pipelines.”
As 2024 came to an end and the water industry prepared to enter 2025, water industry operators headed to the inland city of Tamworth for the NSW Water Industry Operations Conference.
IN NOVEMBER 2024, the Tamworth Regional Entertainment and Conference Centre (TRECC) was packed with people from across New South Wales, the Australian Capital Territory and surrounding states for the 45th NSW Water Industry Operations Conference.
The event featured a dynamic program of activities and presentations. Industry leaders from organisations such as SafeWork NSW, Sydney Water, Griffith City Council, NSW Public Works, Riverina Water, MidCoast Council, Hunter Water, Port Macquarie Hastings Council, and Water Research Australia shared their expertise on a range of topics, providing valuable insights to attendees.
There were twenty-four Presenters which included twelve Technical Papers at this WIOA NSW Conference. A team from Sydney Water studied the taste and odour of drinking water coming from its Orchard Hills distribution network. Ultimately, they found that they could identify the cause of the problem and make changes while keeping residents informed of what was happening.
A different team from Sydney Water looked at water quality from the Quakers Hill purified recycled water discovery centre. This demonstration plant forms part of the Greater Sydney Water Strategy. They found that a collaborative
The NSW Main Tapping Competition was a highlight of the two-day conference.
Images: WIOA
and integrated approach is key to introducing purified recycled water into the network, with more lessons to be learned in the future. The combined paper from Water Research Australia (WaterRA), Veolia ANZ and Coliban Water was particularly noteworthy. Together, they were running an industry-funded research project that sought to capture the lived experience of water industry operators to understand their decision-making processes.
A full social calendar
Over the two days, attendees experienced our record-breaking exhibition, featuring 133 exhibition sites at this Tamworth event. This surpasses the previous record of 130 sites in Canberra in 2017 and the 128 sites in Tamworth in 2022. Highlights included the Women of Water Breakfast, which was an amazing chance to connect and network with others in our community growth. Other events included the lively Meet the Exhibitors Dinner and the prestigious 2024 NSW Awards Gala Dinner, hosted in the architecturally stunning Tamworth War Memorial Town Hall. Both events were warmly received, adding significantly to the event’s overall success.
The NSW IXOM Best Tasting Tap Water Competition, which included nine samples, was a wonderful success. The NSW Water Main Tapping Competition started staggered and concluded with a memorable finale.
The annual awards were announced on the Thursday evening in the Tamworth War Memorial Town Hall, adding a celebratory flair to the event.
The winners were:
• IXOM NSW Best Tasting Tap Water Winner: Wingecarribee Shire Council
• Reece+Viadux NSW Main Tapping Winner: Rob and Mark, Walcha Council
• Best Exhibition Site, also known as the Ron Bergmeier Award Winner: SECA (Sewer Equipment Company Australia)
• Best Paper Overall (Equal First): Tara Robinson & Seak Lin Ly, Sydney Water
• Best Operator Paper, 1st Place: Gregg Edwards & Russell Sherman, MidCoast Council
• Best Operator Paper, 2nd Place: Stewart Snitch, Port Macquarie Hastings
• Young Operator of the Year, also known as the Bernie Barnes Award: Caitlin Neill, Sydney Water
• Operator of the Year: David Cash, Richmond Valley Council
One of the big prizes that was announced by WIOA was the Kwatye Award. This award, presented in conjunction with TRILITY and open to WIOA individual members, recognises an initiative involving cultural, diversity, and inclusion-based activities within a project and/or community. The winners were Steve Nash and Daniel Reid from Goulburn Valley Water for their work on the Gawarn Baring Walking Track and Fishing Platforms. Gawarn Baring (meaning Echidna Track in the Taungurung language) is a new 2.5-kilometre walking track. It starts on the Goulburn Valley Highway, across from the Great Victorian Rail Trail and near the Trawool Resort. The track then winds its way across the footprint of Falls Creek, rising 278 metres to the retired 100-megalitre Trawool Reservoir, which historically supplied water to the Seymour township.
The project was designed and delivered in partnership with the
Taungurung Land and Waters Council (TLaWC) and Biik Cultural Land Management. A cornerstone of its success has been the ongoing involvement of Traditional Owners, who collaborated closely with Biik as part of the project team. This remarkable team effort has rightfully earned the recognition of the KWATYE Award — an achievement well deserved by all involved.
Why WIOA conferences work for you
WIOA CEO Dean Barnett wanted to thank everyone involved in the Conference.
“Thank you to all of our volunteers, the participants, sponsors, exhibitors, presenters and delegates, as well as all the award nominees and winners,” he said. “Together, we have significantly impacted the water community, and your involvement truly reflects the spirit of connection and leadership in our industry. Your contributions — whether as a participant, sponsor or exhibitor —have helped create an unforgettable event and a powerful platform for collaboration and growth.”
Andrew Whitehouse from Hydroflux Australia is a WIOA NSW Advisory Committee member and talked about his enjoyment of attending WIOA Conferences.
“We enjoy engaging with WIOA’s conference because we love speaking with the operators and installers who attend,” Whitehouse said. “Our products are innovative and provide the kind of practical improvements the installers notice immediately, and in turn, they encourage change from the ground up.”
Events like this are only possible through the generous support
Water Winner, Wingecarribee Shire Council.
extended their deepest gratitude for their unwavering commitment to advancing the water industry, as their contributions are integral to the success of all conferences.
What’s happening in 2025
WIOA is thrilled to announce that the NSW Conference for 2025 will take place much earlier in the year
Amid skilled labour shortages, an industry-led program coordinates water industry training to equip operators delivering essential services.
WATER SERVICE PROVIDERS in Australia have long faced challenges with recruiting and retaining the staff needed to manage infrastructure construction and provide safe drinking water and sewer services to communities. Queensland’s Water Industry Worker-Operator Training Program is improving staff retention rates in water service providers.
The qldwater Workforce Report 2022 identifies water sector workforce trends, attraction and retention, competition from other industries and labour shortages The last report identified key vacancies across all Water Service Provider (WSP) roles. Vacancy rates for some positions are as high as 40-45 per cent, and unfilled positions last over 13 months across more than half (57 per cent) of advertised positions.
This challenge is not confined to smaller and regional entities but also impacts larger utilities and bulk water providers, particularly in South East Queensland (SEQ). The issue is expected to intensify with the increasing demand for trades and engineering roles in the lead-up to the 2032 Olympic Games.
QWRAP program
The Queensland Water Regional Alliance Program (QWRAP) is a Queensland Government-funded program delivered collaboratively with the Local Government Association of Queensland (LGAQ) and the Queensland Water Directorate (qldwater). QWRAP supports local governments in sustainably delivering essential water and sewerage services in regional Queensland.
The QWRAP partnership, through the Department of Local Government, Water and Volunteers, brings together over 60 councils across the state in nine QWRAP Regions to overcome or address service challenges. This includes creating regional solutions that support the attraction and retention of staff and upskill water service provider workforces to meet best practices.
Isaac Mackay Water Alliance (WIMWA)
In 2019, WIMWA began an innovative and collaborative program to support skilling and retention outcomes for water service providers across Queensland. The Water Industry
The duration of vacancies for key skilled positions is extending to over a year across the water and wastewater industries.
Image: qldwater
Worker (WIW) Program, led by Mackay Regional Council, supports WPS personnel across regional Queensland in accessing accredited and non-accredited training.
Queensland has the most geographically dispersed water service providers in Australia, which makes it challenging for WSPs to access training and for Registered Training Organisations (RTOs) to provide quality training sustainably. The program is led by a Learning and Development Project Coordinator. The coordinator is hosted in Mackay but works in partnership with Local Government WSPs across Queensland to drive skilling outcomes.
This work involves working with QWRAP Regions (and their coordinators), HR and technical teams to negotiate and facilitate training delivery contracts with RTOs and other learning and licencing service providers. The WIW Coordinator also works with the technical and Learning and Development teams in Councils to identify required training and to support learners through the training delivery cycle.
To date, the WIW Program has supported more than 22 Local Government Water Service Providers across the State with training and delivered the following training outcomes.
The dispersed locations and scale of water service providers
Training ProgramNumber of attendees
Certificate II Networks 20
Certificate III Networks151
Certificate III Treatment41
Micro Credential Course80
Short Courses 8
TOTAL WIW Program300
in Queensland is a business challenge for RTOs seeking to deliver accredited certificate training under the National Water Package. Without the WIW program’s aggregation of training demand and learners, cohorts would not reach the minimum number of learners RTOs require to make training delivery viable.
The WIW model, with a Learning and Development Project Coordinator embedded in the sector, significantly reduces program administration for individual Councils and RTOs. Without the WIW program, the RTOs would face excessive costs not covered by training subsidies, dealing with multiple employers to organise training cohorts and participation.
The WIW Coordinator provides a single point of contact, which increases the viability of RTOs offering accredited training under the National Water Package and non-accredited training for Queensland’s WSPs.
Understanding the benefits –operator retention
To understand the benefits of operator training, the WIW Coordinator surveyed the program participants approximately two years after trainees completed their certificate training. The survey pool included 120 operators from 15 Local Governments across Queensland.
The operators were from larger coastal communities to small regional local government areas and incorporated indigenous service providers.
When comparing this cohort with sector research conducted by LGAQ for the local government sector, the average statewide turnover for councils was 17 per cent, and for coastal councils was 16 per cent.
According to the Australian Human Resources Institute, the true cost of replacing an employee is close to 1.5 times their annual salary. While it is easy to assume that replacing employees includes only the obvious direct costs (such as advertising), the indirect financial cost (loss of tacit knowledge, resources to interview, onboarding, etc.) often amounts to a much higher sum.
To understand the benefits of the WIW program and the facilitation of operator training for the sector, financial modelling was completed across three impact horizons.
• Horizon 1 – the survey group (this is the most reliable information because it is underpinned by measured retention rates)
• Horizon 2 – all of the WIW cohort that have completed Certificate training (this modelling involves extrapolating the retention rate from the survey pool across all completed trainees)
• Horizon 3 – all operators in the Queensland WSP sector (this modelling involves extrapolating the retention rate from the survey pool across the estimated number of operators in Queensland from the qldwater biannual survey).
The Horizon 2 and 3 data should be treated as broad estimates of potential benefits. However, the Horizon 1 benefits are considered actual and real benefits to participants in the WIW program.
Financial modelling and the highlow series have been completed based on Local Government award wages for operator levels. The low range represents a WTP operator at Level 8, and the high range represents the team leader at a WTP.
The QWRAP-funded WIW program will continue working with local governments across Queensland to deliver training and identify the complex factors that support critical water sector personnel retention rates. The delivery of certified accredited (as well as non-accredited) training plays a crucial role in the retention puzzle for
in Australia.
To finish each issue, we aim to examine the lighter side of water and water-related issues. If you’ve seen an amusing story, let us know so we can consider it for the next issue.
Sparkling water to shed weight?
When it comes to weight loss trends, the spotlight often lands on the unusual, and this time, sparkling water is making a splash. That’s right—your favourite fizzy drink could potentially help you lose weight, according to recent research. But before you start hoarding bottles of bubbly, let’s pop the cap on the science and see if the claims hold water.
A study published in BMJ Nutrition, Prevention & Health has raised the possibility that carbonated water might boost glucose metabolism—essentially, how your body uses sugar for energy. The fizz factor comes down to carbon dioxide (CO₂), the gas that gives sparkling water its signature bubbles. When you drink fizzy water, the CO₂ is absorbed in your stomach and transported into your bloodstream, where it’s converted into bicarbonate in red blood cells. This process changes the pH of your
blood slightly, which may activate enzymes that help your body use sugar more effectively. It sounds impressive, but here’s the catch: the effect is negligible. The researchers drew parallels to what happens during haemodialysis (a medical treatment for people with kidney failure), where CO₂ in the blood leads to a modest reduction in glucose levels. But even in a controlled medical setting, the effect is more of a gentle ripple than a tidal wave. The same goes for sparkling water—it might nudge your glucose metabolism in the right direction, but it’s no magic potion for weight loss. Before you start guzzling cans of soda water, there are a few other bubbles to burst. Drinking too much carbonated water can cause bloating and gas, especially if you have a sensitive stomach. And while sparkling water is often seen as a healthy choice compared to sugary sodas, you’ll want to check the label—some brands sneak in sodium
The latest weight-loss fad could come your way via a bottle of sparkling water. But does it carry scientific weight?
Image: Lomb/stock. adobe.com
or even sugar, which could work against your weight-loss goals. So, is this the silver bullet for shedding kilos? Not quite. Professor Akira Takahashi from the Dialysis Centre at Tesseikai Neurosurgery Hospital in Shijonawate, Japan, explained that while the idea of carbonated water aiding glucose metabolism is interesting, it’s largely theoretical at this point. Without human trials to back it up, the claims remain, well, a bit flat.
“Given this minimal glucose reduction, the impact of CO₂ in carbonated water is not a standalone solution for weight loss. A balanced diet and regular physical activity remain crucial components of sustainable weight management,” he said. “Moderation is key to avoiding discomfort while still enjoying the possible metabolic benefits of carbonated water.”
In the world of weight-loss gimmicks, sparkling water is a fun contender, but it’s far from a game-changer. Still, it makes for a refreshing companion on your health journey. So go ahead, crack open a can, and raise a glass — not to weight loss, but to staying happy and hydrated. Cheers!
