“Leadership
is not about rank or hierarchy, or where you sit in the organisational structure, it’s about creating a particular type of environment.”
– Daniel Weaver, Interflow
We’re Creating the Future of Water for people and communities, for generations to come
AS A NEW year begins, it’s an excellent opportunity to embrace improvement and change across the water industry. While the average person may not be aware of how much is changing in the industry, there are always innovations and improvements.
Taggle Systems and its partnership with Tamworth Regional Council is a fantastic example of that spirit of innovation and improvement. As one of Taggle’s first partners, Tamworth Regional Council is now rolling out its second generation of digital water meters. Water security is a significant challenge for communities across Australia, especially in large inland regions where water availability depends heavily on weather patterns. Prolonged droughts expose these systems to greater vulnerability. By implementing digital water metering, regional communities gain access to crucial data, enabling them to make informed choices about how to use this valuable resource.
We also received incredible insights into this issue from Andrew George, WaterNSW’s CEO and Managing Director. Australia’s water industry has embarked on a new chapter, influenced by intensifying climate change impacts, rising water resource demands, and heightened public expectations for sustainability. To navigate these changes, the sector is now adopting innovation, renewable energy, and sophisticated digital solutions.
Shadow Minister for Water and Senator for New South Wales Perin Davey also provided insights into the future of the Murray-Darling Basin Plan. Discussing the need for action across this multi-jurisdictional river system, Davey advocates for a simpler strategy for managing actionable and scalable solutions that deliver measurable outcomes.
Water utilities are sharing insights on what affects their operations.
South East Water Technical Director of Science Pam Kerry shared insights on building a culture of technical excellence within a water utility. Hunter Water highlighted young researchers awarded for their work on enhancing E. coli detection in drinking water. Melbourne Water emphasised the significance of collaboration in large infrastructure projects. Demonstrating its dedication to teamwork, Melbourne Water was instrumental in keeping water and wastewater services operational during the construction of the Melbourne Metro Tunnel.
This issue showcases two young professionals: Chantal Keane and Esther Cooper. They completed the Young Utility Leaders development program at the Water Services Association of Australia (WSAA), providing young and emerging leaders to participate in a bespoke leadership program.
The Water Minister’s Climate Innovation Challenge took place before we went to print, so it was fantastic to cover this important event in the Victorian water industry calendar. Many people flocked into the Melbourne CBD to see which water utilities would receive funding for their innovative approach to climate change. Who won… well, you’ll have to read on to find out.
Enjoy the new year, and I look forward to talking with you all soon.
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Taggle Systems, Tamworth Regional Council
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Regional Australia tends to struggle with weather-dependent water supplies. One New South Wales council has teamed up with a digital water meter firm to make better decisions around water use.
WATER SECURITY REPRESENTS a critical challenge for communities throughout Australia, particularly in vast inland areas where water availability relies on weather patterns. Extended droughts render these systems susceptible. Digital water metering provides the community with essential data, empowering them to make informed decisions regarding the utilisation of this precious resource.
Tamworth Regional Council is leading the way in addressing the water security challenge. As part of the Tamworth Water Security Project, it has adopted Taggle’s digital water metering technology to deliver water savings. Council is committed to providing long-term water security,
sustainability, and resilience and is leveraging technology and strategic planning to meet the needs of its residents now and in the future.
The Tamworth Water Security Project
The Tamworth Water Security Project is a comprehensive initiative designed to provide sustainable water management for Tamworth and the neighbouring MoonbiKootingal area. The project aims to identify an optimal mix of infrastructure investments, policy changes and behaviour-driven initiatives to secure water resources over the next 30 years by examining supply and demand solutions.
General Manager at Tamworth
Tamworth is leading the way in meeting the challenge of water security for an inland city.
Regional Council Paul Bennett has made local government his chosen career after joining Armidale City Council in 1987 — straight out of high school. He has worked at six different councils across New South Wales, holding senior management positions since 2002. Bennett is now leading a large, progressive regional council after joining Tamworth Regional Council in 2010.
“We are completing detailed investigations into supply and demand options – from infrastructure requirements to changes in water allocation and behaviour change opportunities,” Bennett said. “The goal is to identify an affordable, acceptable, and robust portfolio of solutions that will allow us to progressively implement water security measures for the community.
“Central to this effort is adopting digital water metering technology, providing detailed water usage
data that informs infrastructure investments, customer engagement, and resource conservation,” he said.
The digital water metering rollout across Tamworth Regional Council encompasses over 23,000 Taggle meters, serving all water connections across various towns and localities fed by six water sources. This was made possible by a $6.5 million investment by Council. A vital project element was delivering the customer portal, MyTRCWater Portal. This portal provides residents and commercial properties with access to their water usage data, allowing them to identify leaks and high-water consumption activities and empowering them to adopt conservation practices.
Data must be collected from every meter to effectively manage the water network. Implementing this required overcoming logistical challenges, such as network coverage in difficult terrain, particularly in areas like the Dungowan Valley, where even getting phone reception is challenging.
Dungowan Valley is a long and winding valley over thirty minutes from town. It has large rural properties and farms that often have water leaks. The distance and windy roads pose a health and safety risk when checking the water meters, so connecting these properties was a high priority.
Taggle had an optimal solution for this with its direct-to-satellite transmitters. Taggle uses the Myriota Satellite network to send water consumption data from a meter anywhere in Australia, no matter how remote or challenging the terrain, as long as there is an unobstructed view of the sky.
Rolling out a network would be costly, as many receivers would be required, but direct-to-satellite provides a cost-effective solution. By deploying integrated meters or adding transmitters to existing meters connected via the Taggle Byron Radio Network and directto-satellite transmitters, Taggle ensured data accessibility for all Tamworth residents, regardless of geographic constraints.
“Spending significant time on the design and planning phase ensured that we collected consumption data from every meter,” Bennett said. “This thorough approach has paid off, enabling us to achieve full coverage across our diverse and challenging terrain.”
The rollout of digital meters took 18 months and was completed in 2024.
Although still in the early stages of operation, the system has already demonstrated many benefits and improved operational efficiencies. Now that the operations team has visibility into all the leaks across the network, staff can notify customers to have them fixed. Many of these leaks are quite significant. Roughly 150 properties currently have leaks upwards of 100 litres per hour, which can cause costly infrastructure damage for residents and businesses.
Large commercial facilities and schools often have the largest leaks and provide the opportunity to identify significant water losses.
Taggle’s digital water meters track water consumption.
Images: Tamworth Regional Council, Taggle
Fixing these prevents further wastage and financial losses.
Through the MyTRCWater Portal, residents can access real-time data about their water usage. This allows them to identify leaks and high-water consumption activities and empowers them to adopt conservation practices. Around 1,800 customers have already signed up for the portal, reflecting strong community interest.
The MyTRCWater Portal delivers monthly water consumption reports, graphs, and leak alerts via email and SMS. After signing up, customers can conveniently monitor their usage each month without needing to log in. This allows for easy identification of high-water usage activities and empowers customers to adjust their behaviours according to the provided data.
While the region is not currently experiencing a drought, MyTRCWater will be a key tool in helping residents reach daily targets set out through drought restriction messaging. This will help Council manage demand. Reducing demand through behaviour changes by 10-15 per cent can have a significant impact when water resources are scarce.
“Tamworth’s residents already have a strong commitment to water conservation, shaped by previous drought experiences,” Bennett said. “The new system enhances this culture by giving individuals
greater control and visibility over their water usage.
“Feedback from the community has been overwhelmingly positive, with many residents appreciating the transparency and functionality of the MyTRCWater Portal,” he said.
Access to data has shifted Council’s approach from reactive to proactive water management. Manual meter readings, particularly spot checks during property sales and when customers query their bills, take considerable time. Now, with the data readily available, these checks can be done remotely, resolving any issues in a fraction of the time and improving efficiencies.
Staff now spend far less time manually checking meters on the road and more time resolving issues, optimising infrastructure and engaging with the community.
Billing accuracy and efficiency have also greatly improved by eliminating the risk of human error in the field. In the field, meters are often challenging to read because they are
often covered in dirt, hard to see and sometimes hard to find under trees and bushes.
The transition to digital metering has required changes in workflows and staff upskilling. Roles within Council have evolved to become more dynamic and collaborative, fostering stronger relationships between teams in areas such as water operations, sustainability, finance, and customer service.
“This shift has made day-to-day work more engaging and varied for our staff, helping to attract and retain talent,” Bennett said. “It’s also encouraged a deeper understanding of water and financial operations across departments.”
Looking ahead, Council intends to build on the success of the digital water metering initiative by enhancing community engagement. The goal is to encourage more residents to register for the MyTRCWater Portal, boosting public
A view to the sky is all that Taggle’s direct to satellite devices need to transmit data.
Taggle has a range of devices to fit any meter size.
involvement in water conservation efforts. Additionally, Council plans to implement District Metering Areas (DMAs). The introduction of DMAs in smaller water supplies has already proven effective in leak detection, and there are plans to extend this strategy to Tamworth’s interconnected system by 2025. Non-revenue water incurs high costs, and DMAs will assist in pinpointing where these losses are most significant, allowing staff to prioritise maintenance in those areas.
Council is also investigating further applications for the water usage data. One such initiative is an ongoing study on the efficiency of evaporative coolers, integrating insights into broader sustainability efforts. To date, 100 residents have received Taggle digital water meters for installation on their coolers, enabling researchers from the University of Technology Sydney (UTS) Institute for Sustainable Futures to monitor efficiency over time. The study involves servicing the units mid-project to assess the change in water consumption before and after the service. These digital meters will record hourly water consumption specific to the coolers, distinct from household usage. This data allows for a comparison before and after servicing, demonstrating the potential water savings from regular maintenance. With about
8,000 evaporative air conditioner systems installed within the Council area, understanding the savings could mean significant savings for Council, residents and businesses.
Investing in Taggle’s digital water metering technology has marked a significant step toward securing water resources for its communities. By combining technological innovation with strategic planning and community engagement, Council addresses immediate water management challenges and lays the groundwork for longterm sustainability.
As the project continues to evolve, its benefits, reduced water loss, enhanced operational efficiency, and empowered customers will undoubtedly inspire other regions to adopt similar approaches. Through its forwardthinking initiatives, Tamworth
Taggle staff celebrating the continuing relationship with Tamworth Regional Council.
is demonstrating how Taggle technology and water consumption data can transform water security in the face of climate variability.
For more information, visit tamworth.nsw.gov.au and taggle.com
Tackling climate extremes and water quality challenges while driving innovation for a sustainable future is a major focus for WaterNSW.
AUSTRALIA’S WATER INDUSTRY
has entered a new era, shaped by mounting pressures from climate change, increasing demand for water resources and growing public expectations for sustainability. Once focused primarily on maintaining infrastructure, the sector is now embracing innovation, renewable energy, and advanced digital solutions to adapt to these changes.
Andrew George, a seasoned civil and environmental engineer and the managing director of WaterNSW, reflects on this evolution.
“Fifteen years ago, investment in water infrastructure was relatively light, and services were basic,” he said. “Today, the industry is fundamentally different.”
Organisations like WaterNSW, which oversees water management across New South Wales, are at the forefront of this transformation, especially in rural and regional areas where water is the lifeblood of agriculture, communities and ecosystems.
Adapting to a changing climate
The impact of climate extremes is undeniable. Floods and droughts are no longer occasional challenges; they are recurring realities.
“It used to be rare to face backto-back floods and droughts, but now the quiet periods in between are the exception,” George said.
“This volatility has forced water utilities to rethink their operational models to better support customers and communities.”
In 2022, WaterNSW implemented a significant restructuring to enhance its capacity to respond to these extremes. The aim was to ensure the organisation could provide the necessary resources and services, regardless of whether it was managing floods or droughts. However, the financial implications of this new climate reality remain a challenge.
WaterNSW captures, stores and release water for its customersmuch like a bank does with money
and your savings. During floods, demand decreases because farm dams are already full. Limited water allocations also reduce sales during droughts. This variability makes financial planning complex, yet the organisation continues to prioritise long-term sustainability and resilience for the communities it serves.
Driving innovation with digital transformation
One of the most significant advancements in recent years has been using digital tools to improve water management. WaterNSW’s WaterInsights Portal, launched in 2020 before the extreme weather events of 2020-2022, has transformed how data is accessed and used.
“Our old systems couldn’t keep up with the demand for real-time information,” said George. “The portal provides near real-time data on dam levels, river flows, rainfall and water allocations, enabling customers and stakeholders to make informed decisions. Designed to meet the needs of diverse users – from farmers to environmental agencies – the portal has set a new standard for transparency and accessibility in the water sector.”
Looking ahead, WaterNSW plans to integrate even more features into the portal, including personalised accounts that allow customers to monitor their water accounts in the same way they might track their finances. This digital transformation enhances operational efficiency and empowers customers to manage their resources effectively.
The Murray Darling Basin: a balancing act
The Murray Darling Basin is one of Australia’s most vital and complex water systems. Stretching across
four states, it supports agriculture, industry and ecosystems essential to the nation’s economy and biodiversity. As one of the key stewards of this basin, WaterNSW plays a critical role in implementing water-sharing plans that ensure fair and sustainable allocation.
However, managing the basin comes with significant challenges. Water stress, ecological degradation and the impact of invasive species like carp threaten the system’s health.
“Carp are a major driver of water quality degradation, and their presence undermines the ecological balance we’re trying to protect,” George said.
Addressing these issues requires a holistic approach. WaterNSW has collaborated with local landholders and organisations to improve land management practices. These efforts not only enhance water quality but also help restore ecosystems, demonstrating the importance of partnerships in achieving sustainable outcomes.
Tackling water quality challenges
Water quality is a critical issue for WaterNSW, particularly in rural and regional areas where communities rely on safe drinking water. Recently, the detection of PFAS (per- and polyfluoroalkyl substances) in a specific catchment has highlighted the importance of ongoing vigilance and innovation.
The organisation has launched a detailed investigation to identify contamination sources in one catchment in the Blue Mountains and develop remediation plans.
“It’s a forensic process,” said George. “Our goal is to eliminate PFAS from the catchment and restore these areas to pristine conditions.”
This effort is part of WaterNSW’s broader commitment to environmental stewardship. In
addition to addressing contaminants, WaterNSW is focusing on biodiversity, land restoration, and pollution reduction. These initiatives align with its long-term vision of supporting healthier ecosystems and stronger communities.
Unlocking renewable energy potential
Renewable energy has emerged as a critical focus area as the water industry evolves. Many of WaterNSW’s dams, particularly along the Great Dividing Range, already support traditional hydroelectricity. These sites are now being explored for their potential in pumped hydro energy storage, a critical component of Australia’s transition to net zero.
“Our dams represent half of a pumped hydro scheme,” George said. “Half the water infrastructure is already there; we just need the right partnerships to realise its full potential.”
WaterNSW has partnered with private-sector organisations to advance several projects, including initiatives in Sydney, the Central West and the Upper Hunter.
In addition to hydro, the organisation is exploring innovative solutions like floating solar panels. While promising, these technologies require further research to ensure they do not negatively impact water quality. Together, these efforts demonstrate how water infrastructure can play a vital role in achieving renewable energy goals.
Collaboration: the key to success
The complexity of water management in Australia underscores the importance of
A proposed pumped hydro project in the upper reaches of Lake Burragorang at Warragamba Dam is an example of partnering with the private sector to deliver renewable energy in New South Wales.
collaboration. Government agencies, local landholders and environmental groups all have a role to play in creating sustainable solutions.
George pointed to initiatives like Queensland’s reef credit scheme, which incentivises landholders to adopt practices that improve water quality, and WaterNSW’s own partnerships with the Mulloon Institute on water quality, waterway health, and water security in the Declared Catchments, as examples of what can be achieved through partnership.
“Programs like this could be replicated in the Murray Darling Basin to address some of its most pressing challenges,” he said.
WaterNSW’s mission is centred on partnerships. By collaborating with stakeholders in the public and private sectors, the organisation improves water management and drives broader environmental and community benefits.
As WaterNSW marks its 10th anniversary, it is redefining its role in the water industry. No longer just a water delivery and infrastructure business, it is positioning itself as a sustainability, innovation and community engagement leader.
From renewable energy projects to digital transformation, WaterNSW is proving that challenges like climate change and resource scarcity can be met with creativity and collaboration. Balancing the needs of rural and regional communities, ecosystems, and industry is building a resilient and sustainable future for New South Wales.
One woman from a Victorian utility is challenging norms, driving innovation and championing diversity in the Australian water industry.
ENTERING MALE-DOMINATED SECTORS frequently demands resilience, yet for Pam Kerry, the Technical Director of Science at South East Water, the hurdle lies equally in collaboration and leadership. The water industry is more than pipes and treatment plants – it’s an ecosystem where science, collaboration and innovation converge to solve some of society’s most pressing challenges.
With a career that started in mining and agriculture, Kerry’s journey into urban water management has been defined by a focus on practical applications of science, blending environmental stewardship with the realities of urban infrastructure.
“I was excited by the opportunity to apply practical science in urban and rural water management,” Kerry said. Her initial efforts in restoring land that had previously been a mine site highlighted the vital importance of water in supporting ecosystems and communities. This experience guided her to South East Water, where she has dedicated years to converting scientific knowledge into tangible benefits for the community and environment.
the future
Pam Kerry’s role is not only about solving today’s problems but also about building a culture of technical excellence. As Technical Director of Science, her mission is to foster South East Water’s science capability and create clear career pathways for technical specialists.
“Traditionally, career progression leaned heavily toward people leadership roles, leaving limited
opportunities for technical specialists,” Kerry said. “We need both.”
high-profile initiatives. One of her most significant projects is South East Water’s response to PFAS contamination, an emerging environmental challenge with farreaching implications. She leads the organisation’s risk management approach, coordinating internal and
other emerging risks,” Kerry said. Beyond risk management, Kerry is also enabling advancements in data science and analytics. With water utilities generating more data than ever, she believes there is immense potential to use these insights to optimise operations and
solve problems more efficiently.
“Leveraging the value of our data assets allows us to improve our processes and deliver better outcomes,” she said.
Leading by example
Pam Kerry is not only a leader in science but also a passionate advocate for diversity and inclusion in the water industry. Throughout her years in the field, she has seen incredible strides forward, thanks to initiatives like the Gender Equity Action Plan (GEAP) that have brought about real change. Yet she believes that simply relying on metrics isn’t enough.
“It’s about how people interact and support one another every day,” said Kerry.
For Kerry, diversity also means diversity of thought – a principle she sees as crucial for tackling the complex challenges of water management.
“Sometimes, people who think differently struggle to fit in, but there’s growing evidence that this kind of diversity adds value,” she said.
Her focus is on creating environments where diverse perspectives are welcomed and collaborative problem-solving is the norm.
Industry events and storytelling are central to this mission. Kerry believes that showcasing diverse role models and sharing personal stories can inspire others to pursue careers in water. Essentially, the message is that you cannot be what you cannot see.
Recognition and authenticity
Pam Kerry’s efforts have not gone unnoticed. Recently, she was highly commended in the Water Professional of the Year category at the AWA Victoria Awards. While the recognition was humbling, it also provided an opportunity to
reflect on broader conversations about authenticity and self-doubt in professional spaces.
“It’s wonderful to be recognised, but it also leads to discussions about being yourself in professional settings,” Kerry said.
She shared how the experience sparked dialogues about imposter syndrome and the challenges of embracing individuality. For Kerry, authenticity is about acknowledging awkwardness but doing it anyway.
She considers these discussions essential for creating a workplace culture in which people feel empowered to contribute their unique strengths.
“Being recognised is lovely, but it’s also a reminder of the team effort behind every success,” she said.
Looking ahead, Pam Kerry is focused on embedding technical leadership as a core value at South East Water.
She believes this will not only attract and retain top talent but also ensure the organisation is equipped to meet future challenges.
“I want people to be excited by science and its practical applications,” she said.
Sustainability is another key priority. Kerry is particularly passionate about integrated water management, which considers water’s interconnected role in urban systems. She sees opportunities to align resources like recycled water with broader environmental goals, such as urban cooling and climate adaptation.
“It’s about celebrating every step of progress, even when the journey is slow,” she said.
Collaboration remains at the heart of her vision. Kerry highlighted South East Water’s work with other utilities on PFAS response initiatives as an example of the power of collective action.
Kerry (right) was highly commended in the Water Professional of the Year at the AWA Victoria Awards.
Images: South East Water
“I love the willingness to work together to solve problems,” she said.
As the Australian water industry evolves, leaders like Pam Kerry champion an inspiring agenda combining innovation, diversity, and sustainability. Her remarkable efforts at South East Water show how science and teamwork can address today’s challenges while preparing us for future uncertainties.
Through her leadership, Kerry is not only setting a benchmark for technical excellence but also inspiring a new generation of women to pursue careers in water. The ripple effect of her contributions will undoubtedly shape the industry for years to come, fostering a future defined by inclusion, innovation, and resilience.
For more information, visit southeastwater.com.au
The presence of virulent strains of E. coli can cause significant distress to people. One team is working to catch them in drinking water samples, so they can be eliminated early.
DR VIKASKUMAR SHAH, Ashley Sneddon, and Luke Bianchi are advancing their research to enhance the detection of E. coli in drinking water samples throughout the Hunter region. Each is a dedicated member of the Hunter Water community.
“We have a great passion for the water industry, serving customers and protecting public health,” Shah said. “These were the key factors in bringing everyone to the water industry. It is a most fulfilling career that combines public service with essential work, creating a great environment for professional growth and continuous learning. An excellent work culture driven by values of trust, wellbeing, inclusion, learning, and leading has given us a strong sense of pride in being part of Hunter Water.”
Most strains of E. coli do not cause disease, as they live naturally in the gut. However, virulent strains can cause gastroenteritis, urinary tract infections, neonatal meningitis, haemorrhagic colitis and Crohn’s disease. Common signs and symptoms include severe abdominal cramps, diarrhoea, vomiting and sometimes fever.
It is one of the biggest challenges associated with improving water quality. Shah pointed out that managing and eliminating E. coli from drinking water systems involves many issues.
“The biggest challenges associated with managing microbiological quality of drinking water include protecting drinking water catchments and source waters from human and domesticated animal
faeces, treatment of water during wet weather events and supply of water with consistently good chlorine residual to large populations using ageing infrastructure,” he said.
Hunter Water has worked hard to overcome these challenges and provide safe drinking water to hundreds of thousands of residents.
“Hunter Water is committed to providing customers with high quality, reliable and safe drinking water and protecting public health,” Shah said. “As required by our Operating Licence, we maintain a Drinking Water Quality Management System (DWQMS) that is consistent with twelve elements of the Australian Drinking Water Guidelines (ADWG). Quality is ensured by specifying health-based and aesthetic criteria and using a multiple barrier approach from catchment to tap water quality. This involves a riskbased approach in which potential threats to water quality are identified and managed to minimise any risks to drinking water quality.”
Standards for E. coli
Australia enforces stringent regulations concerning E. coli levels in drinking water. Per the ADWG,
no E. coli should be present in any 100mL sample. Hunter Water oversees the water supply systems to comply with ADWG standards and reliably fulfils microbiological regulatory requirements, with at least 98 per cent of routine sample tests showing no E. coli detection.
“Hunter Water’s two largest water treatment plants (WTP), Grahamstown WTP and Dungog WTP, use conventional and direct filtration treatment processes to treat water sourced from Grahamstown Dam and Chichester Dam respectively,” Shah said. “Anna Bay, Nelson Bay, and Lemon Tree Passage WTPs treat groundwater sourced from Tomago and Tomaree Sandbeds, and Gresford WTP uses microfiltration to treat water sourced from Allyn River and the Paterson River.”
Furthermore, all six WTPs use chlorine to provide a disinfection barrier. Treated water supplied from WTPs is transported through a closed distribution system and stored in several network reservoirs. Chlorine is boosted throughout the distribution system to ensure a continuous, safe drinking water supply.
A multi-disciplinary approach Hunter Water’s successful multi-barrier approach relies on several collaborating teams to ensure a safe water supply. The catchment operations team is responsible for protecting drinking water catchments and groundwater aquifers, managing the operation of dams and weirs, and ensuring compliance with water management licenses to provide the highest quality raw water to treatment plants.
The water treatment operations team manages the treatment and disinfection of raw water across
six treatment plants, ensuring that the treated water meets ADWG standards and overseeing the Laboratory Services and Treatment Operations contracts.
The water network operations team distributes safe, reliable water to customers through a closed distribution system, where drinking water is transported, stored and routinely monitored, sampled and analysed. This team also manages the operation of the drinking water network, including reservoirs, water pumping stations, pipes and disinfection systems.
The maintenance and asset solutions teams provide ongoing support for maintenance and upgrades. The information controls and energy team supports system monitoring and control, operational information and energy needs. The strategy team focuses on longterm strategies, while the planning and engineering team conducts investigations and prepares business cases to improve water quality for customers.
The wastewater and environment teams ensure compliance with wastewater treatment standards and environmental water quality, while the customer service team continuously supports its customers.
In the mid-2010s, following several detects of E. coli in drinking water samples, Hunter Water reviewed historical monitoring results, showing some areas of its water network with low chlorine residual levels. Hunter Water conducted various investigations to address this issue and developed a disinfection optimisation strategy (DOS). The first phase of the DOS commenced in December 2014, which included optimisation of the operation and performance of network and treatment plant assets and processes to improve chlorine residual in the network. Concept design for the second phase commenced in 2018. Detailed design began in 2022, and delivery works are underway to improve the performance of network chlorinators.
“These works include upgrading four existing chlorinators, installing five new chlorinators, and installing mixers and analysers at three reservoirs,” Shah said. “The long-term goal for DOS implementation is to continue improving microbiological water quality, consistently provide good chlorine residual throughout the network and manage the operations safely and efficiently.” Since the implementation of DOS
in 2014, E. coli detections have been infrequent, at low levels and generally in the presence of good chlorine residual (≥0.2 milligrams per litre). This may indicate the transient nature of detections, which could be due to the dislodging of biofilms and the presence of environmental E. coli or E. coli with chlorine-resistant genes. E. coli is generally not observed in follow-up drinking water samples collected during investigations.
One area that requires further investigation is faecal source tracking (FST) methods, which could help identify the contributing sources of E. coli detections and implement management practices to improve the quality of water supplied to customers.
“Hunter Water has utilised E. coli fingerprinting and phylogrouping testing services from the Australian Water Quality Centre (AQWC) for FST purposes,” Shah said. “Available literature suggests FST as an emerging science, so Hunter
Water is looking to enhance its understanding of FST methods and interpretation of results.”
In December 2022, Hunter Water developed a checklist for investigating E. coli detections to ensure that there are no errors in sampling, laboratory analysis and reporting of these results. This beneficial initiative, the first of its kind in the Australian water industry, showcases Hunter Water’s values of leading and learning.
“The checklist has been incorporated under Hunter Water’s existing Laboratory Services Contract with Australian Laboratory Services (ALS),” Shah said. “This contract commenced in July 2022 following a competitive open tender process.”
Hunter Water intends to continue collecting FST data as required and look for opportunities to enhance our understanding of environmental
E. coli, E. coli with chlorine resistance genes, FST methods, and the interpretation of the results.
“We will continue to regularly audit and inspect assets and procedures, review verification monitoring data, invest in new technology and equipment as necessary, and work with trusted partners to supply safe water to customers,” Shah said.
In an Australian Water Association (AWA) competition with posters from significant urban water utilities and major engineering consultancies, the win means a lot for Shah and the team at Hunter Water.
“This award is a great recognition of Hunter Water’s values – leading and learning, the depth of science and research expertise across Hunter Water, and Hunter Water’s commitment towards continuous improvement of water quality for our customers,” Shah said. “This award further showcases a great
It’s critical to properly measure the levels of E. in water samples.
example of collaborative teamwork and integration of strategy, planning and research projects into Hunter Water’s operations.”
With an eye to the future, Shah pointed out that at Hunter Water, water is life.
“Our customers and community are at the heart of all we do. Hunter Water is a trusted, innovative organisation with a values-driven culture working towards securing a sustainable, resilient, and prosperous future. Hunter Water is committed to maintaining high quality, valued and affordable water services for all.”
In any major transport development, there are many hidden components that the average person does not think about. It’s why working together is so important for utilities of all sorts.
“WHEN WE THINK of major infrastructure projects like the Metro Tunnel, the focus often lies on the tracks being laid and the new stations being built,” Senior Project Manager, Major Infrastructure Projects at Melbourne Water Mark Coffey said. “However, behind the scenes, essential work performed by water statutory authorities is crucial to completing these projects.
“We’re not there to cut the ribbon when the station opens, but our work during the construction phase to manage flood risks, relocate water infrastructure and keep essential water services running is critical.”
The Metro Tunnel represents the most significant enhancement to Melbourne’s train network since the City Loop was launched in 1981. Scheduled to open in 2025, it will link the bustling Sunbury, Cranbourne and Pakenham train lines via a new tunnel under the city.
The new Metro Tunnel features twin 9-kilometre rail tunnels connecting the city’s west to the southeast and five new underground stations at Arden, Parkville, State Library, Town Hall and Anzac. This project will effectively double the extent of Melbourne’s underground rail network, with some stations situated as much as 40 metres below street level.
The success of an infrastructure project of such a massive scale hinges on the seamless collaboration between various agencies, including statutory authorities such as Melbourne Water.
“As the massive machines used to dig the tunnel made their way underneath our bustling metropolis, a complex network of essential underground infrastructure lay in their path requiring spectacular feats of engineering, structural science and geoscience to move them,” Coffey said.
Moving the South Yarra Main Sewer required precise changes to ensure minimal disruption to operations. Images: Melbourne Water
The critical link
The partnership and collaboration between Melbourne Water and the Metro Tunnel construction teams highlights the significance of coordinated planning in urban development, where transportation, water management and environmental considerations need to collaborate effectively.
The construction of a major infrastructure project requires collaboration between agencies and businesses.
A prime example is Melbourne Water’s South Yarra Main Sewer, which was relocated to exacting criteria to accommodate the new Anzac Station on St Kilda Road. Many options were considered on how the new 1.8 metre sewer would be relocated yet remain fully operational and durable for the next 100 years. When the first people step onto the platform of Anzac Station, located 22 metres under St Kilda Road near the Shrine of Remembrance, few will realise that one of the city’s main sewers – the 115-year-old South Yarra Main Sewer – is just metres away and needed to be moved to allow the station and the rail tunnel to be built.
The South Yarra Main Sewer is crucial to Melbourne’s wastewater management system. This extensive pipeline runs from South Yarra to Hawthorn, facilitating wastewater transport from numerous southeastern suburbs of the metropolitan areas.
“Relocating the main sewer was no minor task,” Coffey said. “It required meticulous planning and execution. The sewer could not simply be shut down for the duration of the relocation – doing so would have risked significant disruptions to the wastewater system.”
“The construction was akin to performing open-heart surgery while the patient remained awake, a delicate operation that required precision and expertise,” he said.
Melbourne Water provided exacting design criteria to ensure the sewer’s ongoing functionality during relocation. The project constructors employed advanced engineering techniques and technologies. John Holland led the initial relocation of the sewer in late 2017, and the major station and ‘build around’ continued under the project’s major contractor, The Cross Yarra Partnership. Works involved lowering existing drains and constructing new sections of the trunk sewer that would seamlessly integrate with the ongoing works for the Anzac Station. Using methods such as pipe jacking and
Constructing new sections of the trunk sewer had to seamlessly integrate with the ongoing works for the Anzac Station.
trenchless technology minimised the disruption to the surrounding environment and communities.
Panels of Diaphragm Walls (the future cavern of the Anzac Station) were driven on either side and over the relocated sewer, allowing an excavation that eventually exposed the sewer and prepared it for a protection shell to be encased around it. This arrangement virtually fused the sewer to the station’s foundations, eliminating any effects of ground movement. The sewer is protected by the surrounding area being ‘pincushioned’ with many tension piles. This allowed the sewer to remain operational and ensured that construction timelines for the new station were adhered to, helping to keep the entire project on schedule.
Incorporating the South Yarra Main Sewer into the broader Metro Tunnel plan was the task of the Cross Yarra Partnership.
Ultimately, while Melbourne Water may not be the agency cutting the ribbon at the grand opening of the Anzac Station, its contribution was pivotal to the project’s success. The relocation of the South Yarra Main Sewer is a testament to the intricate and often unseen work that goes into major infrastructure projects and the essential role that water authorities play in urban development. As cities grow and evolve, the collaboration between transport agencies and water authorities will be more critical than ever. By working together, they can ensure that infrastructure projects meet current demands and pave the way for a sustainable and resilient future.
For more information, visit melbournewater.com.au
In the interest of balance, Inside Water invited Shadow Minister for Water, Senator Perin Davey, to share her perspective following Minister Plibersek’s piece in the last issue. Below, she outlines her thoughts on the challenges facing modern water resource management.
IF HISTORY TEACHES us anything, it is that humans have long shaped their environment. From mastering fire to cultivating crops and domesticating animals, we have consistently adapted our surroundings to our needs. But when it comes to modern water resource management in Australia, our ability to act decisively seems paralysed by endless planning and layers of bureaucracy.
Take the Murray-Darling Basin Plan as a case in point. A project designed to safeguard one of the country’s most vital water systems. Since its inception, over $10.6 billion has been spent, with a projected $13 billion budgeted for the completion of the Basin Plan Mark 1 and an additional $200 million earmarked for developing Mark 2. These staggering sums have achieved mixed results at best and outright
Senator Perin Davey is married to a farmer and lives in the Riverina region, the heart of irrigation in NSW.
Images: Senator Perin Davey
in a lack of funding but in the overemphasis on business cases and the glaring absence of practical management. Between 2017 and 2024 alone, the federal government allocated nearly $95 million to states to progress constraints and constraints-as-supply projects. Yet not a single milestone was met that included a completed, actionable business case.
Senator Perin Davey (second from right) visiting Gin Gin Weir in the Orana Region of New South Wales.
Meanwhile, state governments, such as New South Wales, continue to pour millions into further planning for already-delayed projects like the Wilcannia Weir and the Main Weir fishway at Menindee, with little to show for it except reports and mounting frustration.
In the business world, no company could justify spending millions on planning without delivering tangible outcomes. Yet in water resource management, this appears to be the norm. One glaring example is the $70 million allocated to South Australia’s Healthy Coorong initiative, which has produced just one potential project –located a baffling seventy kilometres from the Coorong itself.
Even more egregiously, the federal government allocated $3.5 million to the Murray-Darling Basin Authority to develop a “Constraints Roadmap”, despite multiple states having already spent millions on similar plans. It begs the question: why are we paying for overlapping layers of planning when the groundwork should have already been done?
This obsession with business cases is stifling action. A reliance on studies, reviews and reports has turned water management into a bureaucratic exercise rather than a practical one. Meanwhile, critical environmental projects, like native fish recovery strategies and infrastructure for managing water flows, remain sidelined.
The success of the Murray-Darling Basin Plan, touted as a hallmark of environmental stewardship, is being hampered by the bureaucratic churn of paperwork. While governments have successfully recovered millions of megalitres of water for environmental use, they have failed to deliver the changes to managing the flows or the environmental infrastructure to ensure the outcomes are achieved.
For instance, in the Goulburn River, experts have highlighted the impracticality of utilising the environmental water already available. Despite holding 650 gigalitres in entitlement volumes, the system lacks the infrastructure and management capabilities to use it effectively. As Carl
Walters, interim CEO of the Goulburn Broken Catchment Management Authority, pointed out, “More water is not going to help our system.” Instead of enhancing environmental outcomes, poor management has exacerbated ecological problems. In the Lower Lakes, for example, carp populations have exploded post-flood, outcompeting native fish species, despite the aforementioned $70 million commitment. The University of Adelaide’s 2023 report revealed alarming declines in native fish populations, including the extinction of the Yarra pygmy perch in the Basin. Bird populations have similarly plummeted, with the Coorong and Lower Lakes failing to meet ecological targets set by the Murray-Darling Basin Plan.
The core issue here is not water recovery but the lack of pragmatic management. It was always recognised that the Murray Darling is a modern “working river” system and Basin Plan implementation would require water recovery, management and infrastructure. But it seems getting approval to install a fishway or to change weir level operations is much harder than conducting a water tender.
With more than 4,000 gigalitres of held environmental water entitlements under state and federal government control, the focus must shift to ensuring this water is used efficiently. This requires investments in infrastructure, such as fishways and better river flow management systems, rather than sinking billions into the one trick pony of water buybacks.
The millions spent on business cases and reviews could have been better invested in tangible projects such as infrastructure upgrades, targeted species recovery programs, and better water flow management would all provide immediate benefits while fostering long-term sustainability.
In business, simplicity is a cornerstone of effective strategy.
Water management must embrace this philosophy. Overcomplicating processes with endless reviews and reports wastes resources and delays progress. Instead, governments should focus on actionable, scalable solutions to deliver measurable outcomes.
Time is of the essence. Prolonged inaction risks worsening environmental decline and further eroding public trust.
Initially wanting to enter the police force, Chantal Keane has spent the last few years working as a Futures Strategist for Urban Utilities. She has grown from strength to strength as a Young Utility Leader program participant.
CHANTAL KEANE NEVER imagined it would be the case, but her love of science and a well-timed runin with a lab manager has led to five fast, fun-filled years at Urban Utilities that she wouldn’t change. “I had my sights set on going to the police force, wanting to use my chemistry degree for forensic science,” said Keane. “I was working at Coles while studying and happened to serve a customer who worked in the water industry.
He was managing the analytical lab, and he offered me a job when he needed a chemist and heard that I was studying chemistry, so it was perfect timing. I’ve just never left.”
She helps the people of Urban Utilities to make decisions in an uncertain future. The goal is to keep at the forefront of regulatory, industry and global activities to best inform the company’s strategies and achieve its goals.
Chantal Keane has taken part in the WSAA Young Utility Leader program from the Water Services Association of Australia.
Images: Chantal Keane
“My specialty is in chemistry, particularly around contaminants of emerging concern and the circular economy,” Keane said. “I opted for chemistry because I thought I could find a job more easily than with a mathematics degree. In fairness, there is still a lot of maths involved in the chemistry field, particularly when looking at how things work at a molecular level.”
Keane has regularly sought out challenges in her life, which saw her transfer from a degree in film into chemistry.
“I found that chemistry was one of the more challenging subjects at school,” she said. “As much as I enjoyed film as a hobby, I found that chemistry would provide more challenges for me from an intellectual perspective.”
Emerging contaminants of concern
Keane is not one to back down from a challenge, which is one of the reasons she is undertaking a PhD at the University of Queensland (UQ). She is focusing on sources of contaminants of emerging concern in wastewater networks and is due to finish her PhD in 2027.
“When I first started at Urban Utilities, I was in the laboratory,” she said. “After three years, I moved to the trade waste team, managing big industrial customers and their wastewater discharge to the sewer. That is how the opportunity to start a PhD came about, as it looks at trade waste sources of contaminants of emerging concern. That includes things like pesticides, pharmaceuticals, drugs and PFAS. It’s well known that these contaminants are increasing risks to water and wastewater systems worldwide, particularly when they enter our waterways and receiving environments.”
In her work, Keane and her team found intermittent pulses showing elevated contaminant levels running through the wastewater system. They theorised that these pulses of contaminants could be coming from some of the industrial users of the system.
“That’s what my PhD is looking into,” Keane said. “Despite extensive research on wastewater, including treatment processes, a fundamental unanswered challenge for sustainable waste and water management is source control. The gap lies in unknown sources of contaminants, given that wastewater monitoring at treatment plants fails to distinguish sources upstream. This project aims to address this pressing challenge in collaboration with water utilities, environmental authorities, and health departments. Ideally, we
can manage these contaminants at the source rather than downstream in the wastewater treatment plants.”
One aspect of Keane’s findings so far is that there are different contaminant loads in different parts of Australia and, indeed, the world. South East Queensland tends to have specific contaminants or substances in its water, while other states, countries, and regions have different loads.
“In some regards, Australia is lucky in that it does not have manufacturers of some of these chemicals on our shores,” she said. “Many chemical manufacturers are discharging nasty chemicals into the water in America. Once upon a time, it may have been beneficial for them to have these manufacturers on-shore. Now they are faced with intense environmental remediation consequences.”
The role of different industries in each country means that the distribution of contaminants like PFAS varies from country to country. In relative terms, Australia has a somewhat diluted presence of PFAS.
“We’ve got a ban on the import of all the PFAS chemicals into Australia in large quantities,” said Keane. “Any traces of PFAS that we see in the sewer system typically come through waste treatment facilities, landfills and firefighting facilities. That’s good, as Australia can operate highly targeted source control campaigns.”
Communication is key People working in the sciences are often accused of not being good at communicating their research. UQ has long faced this challenge with aplomb by hosting the Three Minute Thesis competition, also known as 3MT®. The 3MT is an academic competition that challenges PhD
Keane is a Futures Strategist for Urban Utilities.
students to describe their research within three minutes to a general audience. 3MT celebrates the discoveries made by research students and encourages their skill in communicating the importance of research to the broader community.
Keane’s presentation, “CSI: Trade Waste Investigations,” finished second in the 2024 School of Pharmacy/Queensland Alliance for Environmental Health (QAEHS) competition. She believes that this is an excellent idea for up-and-coming
researchers to get involved in.
your research in simple terms to the layman, you don’t understand your research well enough,” she said. “Having that opportunity is fantastic. Depending on your program’s length, you can try multiple times and rejig your presentation. Three minutes is slightly longer than an elevator pitch but remains very efficient.”
This level of excellence has extended to her participation in the Water Services Association of Australia (WSAA) Young Utility Leaders program in 2022 and 2023. The program exposes young members of the water utility industry to senior leaders within the urban water sector. Participants also work alongside those senior leaders on Board Committees and at thought leadership events and initiatives. The intervention of a mentor and supervisor saw Keane put her hand up for the program.
“Colin Hester, one of my favourite managers, said he thought this would be a good opportunity for
of my life that I have developed these each other.”
She highlighted the many opportunities that had arisen from the experience, including being surrounded by the industry’s top tier of senior leadership across Australia and New Zealand.
“We also had excellent workshops with Bek Christensen from the Peter Cullen Trust,” Keane said. “She helped us learn a lot about ourselves and each other. Part of that was looking at our strengths and weaknesses so
Keane had the opportunity to present at QWater 2023.
we could play to those strengths and accommodate our shortcomings in the leadership space. I took away the new understanding that leaders have different personalities.”
As a Futures Strategist for Urban Utilities, Keane is part of the circular economy group. The team seeks to remain at the forefront of regulatory and global developments within the circular economy to see what might be applied to an Urban Utilities context. They also aim to introduce relevant best practices to improve decision-making across the organisation.
“Essentially, I come up with a circular economy strategy that will evolve, and we will do the best we can with the information we have,” she said. “Understanding what we do well is essential for the water industry, and those circular economy outcomes can be far more successful if done in an integrated fashion.”
As an example, Keane cites keeping supply chains short to minimise disruptions. It also brings costs down. One of the big challenges she is facing is working through the conflicting initiatives that arise from transitioning to a circular economy.
“While we are transitioning to a circular economy, the economy as it stands right now is not designed for circularity,” Keane said. “It’s why we must be mindful when working through the conflicting initiatives. Do they conflict with each other, do we need to adapt the existing ones, or do we need to completely change tact?”
It’s also important to remember that many drivers can achieve circular outcomes. Keane believes that people in this field fall short by forgetting the importance of the connection between circularity and the bigger picture.
A passion for people drove Esther Cooper into the water industry and her role as a Talent Acquisition Partner for TasWater.
ONE OF THE things often forgotten about running a business is the essential role played by human resources and recruitment. Finding the right talent for a role is an enormous challenge, and retaining talent is an important part of maintaining a company’s success.
That’s why having partners in an organisation who are passionate about getting the right people on board is vital. It’s what Esther Cooper does every day. As a Talent Acquisition Partner for TasWater, she’s been ensuring that this elevenyear-old organisation continues to thrive.
“I came into the water industry through the people,” Cooper said. “There are so many fantastic people that work in the water industry, and since moving from the agricultural industry, I’ve had a great care for people. The ability to work in the water industry and see the contribution that people are making motivates me. We all know we are helping in public health, environmental health and sustainability. That’s just some of the great work that the industry does.”
environmental health contributes to the agricultural industry through the water industry.”
and retaining talent
Cooper’s career change was not just driven by the improved conversations she had with people as opposed to cattle. She found that once she started working in the scientific and environmental aspects of the agriculture industry, she fell in love with the people.
“I fell in love with the people that work in the agricultural sector, including the farmers and producers,” she said. “Their way of life led me down the path of caring for people. I feel like I’ve come full circle because I am at the start of what the agricultural industry needs
The water industry is not immune to the labour shortages affecting nearly every industry nationwide. As the sector grapples with an aging workforce and a diminishing pool of skilled professionals, having dedicated talent acquisition experts like Cooper has become essential for any organisation. She is at the forefront of talent acquisition and can see how people can fit into different roles.
“There are so many different pathways into different roles, including fields within the water industry that are not well-known to the wider community,” Cooper said. “We employ everyone from
the circular economy and renewable energy teams to strategy and innovation teams. We also have lawyers, human resources, finance and information technology.”
It’s why people like Cooper need to have that niche skill set where they can look for people with transferrable skills within their work experience and their lives as a whole.
“We need to take a holistic view for attracting talent,” she said. “One of the biggest benefits I could provide when I came into the water industry is that I had skills and experience in the agriculture industry that others did not. This has added value to my ability to understand the roles for which the water industry recruits. It was also an opportunity to showcase my experience as a volunteer for the State Emergency Service (SES) and the Tasmanian Fire Service (TFS).”
These volunteer experiences have added value to the community both in and out of TasWater. People’s experiences are all-encompassing, and every little thing they do builds on their holistic person. It’s also crucial for Cooper to get out and about across the multiple sites across the state.
“I love going out to a treatment plant or an operational site for the day,” she said. “In my experience, the staff at our water treatment plants are conducting scientific measurements and tasks; they could all have science degrees. They have extremely intricate and innovative ways of doing things, and I love hearing their insights about how they see the water industry, our community and our environment.”
Developing career pathways
Cooper believes that all sorts of utilities need to shift to fill a gap in mapping skills and career pathways for roles. Like much of the water industry, her team is working on this area.
“At the moment, we are matching pathways and mapping over 60 different types of roles,” Cooper said. “The goal is to enable students to see what they are studying, where their passions lie, and how to connect them to a career in the water industry. I don’t think people realise quite how diverse the industry is, with a plethora of opportunities.”
Generating a full scope for every job within the water industry and their differences is an enormous task. Cooper and her team are among the many talent acquisition experts mapping each role out so people can understand what they need to do to enter and stay within the water industry.
“I’ve been lucky in my career with TasWater, to have so many inspirational leaders to look up to,” Cooper said. “Many have encouraged me and provided advice on how to succeed. Understanding my own career pathway means I can share this knowledge and motivation with other people.”
The diversity of roles in the industry is essential, and there are many opportunities for young people. Cooper believes there are roles within the industry that the young generation would be very interested in.
“I think the circular economy provides an enormous opportunity for young people interested in environmentally focused career paths,” she said. “There are many innovative ways to deal with the transition to the circular economy, particularly around technology and artificial intelligence (AI). These fields will be the cornerstone for how people can maximise what is happening within TasWater as a business. It’s an opportunity to look at our operations and do the most we can to benefit the environment even more. Other fields like water reuse, water recycling, renewable energy and solar power provide enormous opportunities to make a difference.”
Part of Cooper’s career pathway was her participation in the Water Services Association of Australia (WSAA) Young Utility Leaders Program. She was the first Tasmanian to be awarded a place in the program, which is an opportunity for exposure to senior leaders within the urban water sector. Cooper worked with managing directors, directors, and executives on WSAA board committees, leadership events, and initiatives. The program included tailored leadership coaching to help
successful applicants understand their strengths, opportunities for improvement and leadership values.
“I see the program as an excellent avenue for people who want to make the water industry their longterm career path,” Cooper said. “Part of that has been the development of my networks with people from different water utilities across the country. It’s a perfect opportunity to do that while getting involved in a range of different projects.”
Those projects include committees, working groups and special projects. Every one of these has helped participants build their experience. It’s also an excellent opportunity to add value to these projects from everyone’s life experience and participation within the industry.
“The network I developed from this experience is enormous,” said Cooper. “Everyone that participated in my program is spread out across the country, from Perth to Queensland and through Sydney and Melbourne. They are now lifelong friends of mine. I have a vast network spanning the country through my connections to them. The program with WSAA, going to OzWater, and travelling around the country for events, all helped me build my network.”
Marketing in the water industry can be challenging, but following five universal truths can illuminate the path to success.
IN THE HIGHLY competitive water industry, marketing products and services are critical, serving as the bridge between a business and its potential customers.
Unlike business-to-consumer (B2C) marketing, which appeals directly to individual consumers, businessto-business (B2B) marketing needs to target a range of stakeholders and decision-makers, and there’s a significant amount of brand development and education that needs to occur before a purchase is made. After all, there’s nothing impulsive about being the person to sign off on a five-, six- or sevenfigure business purchase!
B2B marketing goes beyond mere transactions – it’s a platform to foster strong relationships with potential customers, define your brand and position yourself as an industry leader.
Prime Creative Media – publisher of Inside Water – has nearly 30 years of experience in publishing and marketing to the water and other B2B industries. We’ve gathered some of our key insights from this experience, and we share them in our latest whitepaper, Five Fundamentals of B2B Marketing
Marketing insights
It can be hard to know where to begin with an industry marketing campaign – but the Five Fundamentals whitepaper aims to simplify this process.
The five fundamentals businesses should always keep in mind when marketing to the water industry are:
1. Products are complex, so education is paramount
2. The sales cycle is long, with multiple decision-makers
3. Relationships with potential clients pave the path to sales
4. Brand development and share of voice are critical
5. The right communication channels are key Below, we’ll provide more information on the first fundamental.
Education is the key
In B2B marketing, educating your audience about your products and services is crucial to the sales process. Your audience needs a comprehensive understanding of your product’s features, benefits, and applications and how these will affect their businesses before deciding whether your product is right for them.
This is due to the complexity of B2B products – which are often technical and tailored to the needs of a niche industry – and their price point.
When buyers consider products that cost tens or hundreds of thousands of dollars, it’s critical that they have a comprehensive understanding of the product they intend to buy.
For example, if you are selling a complex software system, beyond merely knowing what your product is, your audience needs to
understand how it works, whether it can be customised, how it will integrate with existing systems, information about ongoing technical support, and more.
The good news is that there are plenty of channels through which customer education can occur.
Content is one of the most effective; with a 2020 study finding that 79 per cent of respondents found success when using content to educate their audience.
Because so much education needs to be provided, a B2B marketing strategy should be thought of as a journey—educating your audience won’t happen all in one sitting. In the B2B space, most marketing campaigns last twelve months and include various education points, such as face-to-face meetings, seminar sessions, marketing brochures, and educational content in formats such as print and digital media.
Start now
When done right, B2B marketing helps you connect with decisionmakers, educate prospects and boost sales.
If you want to get started on your own water industry marketing campaign or sense-check the work you already do against our insights, scan the QR code to download the report Five Fundamentals of B2B Marketing.
Collaborative partnerships are redefining water management, integrating diversity, resilience and community voices into the global conversation.
WHEN EMILY BARBOUR started her career in the water industry, it wasn’t the engineering marvels or the politics of water allocation that drew her in — it was a simple curiosity about how things work.
“I’ve always been curious, wanting to understand and solve problems,” Barbour said.
Her curiosity drove her to pursue environmental engineering at the University of Newcastle, allowing her to combine her passion for maths and physics with handson problem-solving.
Throughout her career, Barbour has embraced the fascinating challenges of water management, from flood modelling to river basin stewardship, and multi-country water security initiatives. Now at eWater Group, she has taken on
the key Technical Lead role in the Australian Water Partnership (AWP), an international development program supported by the Department of Foreign Affairs and Trade (DFAT). To Barbour, water is more than just a resource; it’s a vital lifeline that brings together communities, nurtures ecosystems, and fuels economies.
Crafting solutions through collaboration Barbour’s work at eWater and AWP focuses on building meaningful partnerships throughout the IndoPacific region to enhance sound water management and boost climate resilience. She shared that her role involves juggling different priorities while working with limited budgets and tight timelines.
“We often feel like we’re threading a needle,” Barbour said. “There’s always a delicate process of aligning partner countries’ goals with Australian expertise while navigating evolving priorities.”
Barbour suggests that AWP’s approach emphasises teamwork and flexibility. These valuable partnerships play a key role in crafting enduring solutions, and Barbour points out how crucial it is to have talented individuals engaged in the conversation.
“We need to be flexible,” she said. “Government priorities can shift, and we have to ensure our partners can adjust while maintaining project integrity. Our role is to influence and broker relationships, but ultimately, it’s the partners on the ground who implement the projects.”
The program has brought Barbour to Southeast Asia, South Asia, and the Pacific, offering her chances to develop strategies for tackling regional water issues. She appreciates the blend of technical skills and relationship-building, abilities she honed during her work on her PhD.
“You can have the most accurate models, but if the problem is poorly conceptualised, the results are meaningless,” Barbour said.
Diversity as a strength
eWater and AWP’s commitment to diversity extends deeply into their work across Southeast Asia, where inclusivity is vital for effective water management. Emily Barbour believes that addressing the diverse needs of this region requires amplifying marginalised voices, from women and people with disabilities to rural communities.
“Southeast Asia is incredibly diverse,” Barbour said. “To address its challenges, you need to engage a variety of perspectives”.
Barbour highlighted impactful AWP projects, such as Vietnam’s legislative review, where people with disabilities were given the opportunity to comment on national water policy alongside technical experts. Similarly, in Cambodia, people with a disability identified barriers and enablers for equitable access to piped water supply to align with an infrastructure development project.
“These voices are crucial,” Barbour said. “They provide context and nuance that technical assessments alone can’t capture. Often a solution that works better for marginalised people also works better for everyone else, so all users benefit when you look to break down barriers. Diversity broadens the conversation and allows us to innovate in ways we wouldn’t have thought possible,” she said.
However, challenges persist, including entrenched gender discrimination and institutional barriers that can limit participation. Barbour stressed the importance of building trust and fostering collaboration. “Addressing discrimination takes sustained effort, ongoing learning, humility, and the ability to navigate uncomfortable conversations in a way that remains respectful and meets people where they are at. It can also be incredibly rewarding.”
AWP’s impact is felt across multiple layers, from influencing national policies to supporting local communities. While the organisation focuses on government priorities, some projects closely examine community needs.
“These efforts ensure that marginalised groups are considered in decision-making,” she said. However, Barbour acknowledged the challenges of working in diverse political and social contexts.
“Our influence comes through partnerships and trust”, she said, “so we rely heavily on the relationships we build to enable change”.
A vision for the future Barbour envisions a water industry that embraces people-centric approaches to technical challenges. She wants to continue creating spaces where diverse perspectives are valued and innovative solutions can emerge.
“You don’t realise the benefits of infrastructure projects unless you consider how people will use them from the outset,” she said.
Barbour believes Australia’s role in international water management should focus on collaboration rather than expertise alone. “We don’t have all the answers,” she said. “The countries we work with have deep knowledge and experience. It’s about learning from each other to address both shared and differential challenges.”
Barbour leads eWater’s efforts to foster resilience and inclusivity and remains committed to challenging the status quo. With leaders like Barbour, the water industry is poised for a future where diversity, collaboration, and sustainability define success.
For more information, visit ewater.org.au and waterpartnership.org.au
As the principal contractor on the Grahamstown Water Treatment Plant upgrade for Hunter Water, Eire Constructions knows a thing or two about keeping water clean.
EIRE CONSTRUCTIONS IS the principal contractor on the Grahamstown Water Treatment Plant (WTP) upgrade project for Hunter Water, located in Tomago, NSW. This pivotal $38M project involves the design and construction of a stateof-the-art ultraviolet (UV) water treatment facility, plus a number of other upgrades including a new lime dosing facility, delivered to enhance the operational efficiency and safety of one of the region’s largest water treatment plants. The works will allow for future demand expansion to service the residents and businesses within the Lower Hunter region.
The Grahamstown WTP is a critical asset, with a current peak supply capacity of 257 megalitres per day supplying safe drinking water to 390,000 people in the lower Hunter region. This facility plays a vital role in ensuring a reliable supply of safe drinking water, drawing from both
Grahamstown Dam and the Tomago Sandbeds. Given its capacity and significance, the plant stands as a cornerstone in the infrastructure supporting the community’s water needs. The existing treatment process at Grahamstown is based on conventional methods, including coagulation and flocculation, sedimentation, filtration, pH correction, disinfection, and fluoridation. Each of these steps is essential in ensuring the water is not only clean but also safe for consumption. However, as technology advances, there is a growing need to adopt more efficient and effective methods to further enhance water quality and safety. This is where the new UV water treatment facility and lime dosing facility come into play.
Collaboration with Hunter Water Collaboration is key to the success of any major project, and Eire is proud to work alongside Hunter Water on this significant project. Hunter
Water’s commitment to providing reliable water and wastewater services to its customers, consumers and the community aligns perfectly with Eire’s vision to build the communities we want to live in. Having a positive relationship ensures the project adheres to the highest standards of safety and regulatory compliance while being delivered efficiently and within budget. Regular communication and collaboration between the two organisations facilitates a smooth workflow and helps to address any challenges that may arise during the construction process.
The Grahamstown WTP upgrade involves several critical components designed to enhance the water treatment processes and allow for future expansion to meet future demands. Key features of the upgrade include design and construction of a new UV disinfection system, installation of new pipes and pits, construction of a new lime dosing facility, upgrades to existing chemical storage bund and decommissioning and removal of redundant equipment. This project showcases Eire’s key capability and experience in complex project management and water treatment infrastructure expertise.
Executing such an extensive upgrade presented numerous challenges that Eire are well experienced to manage. Managing operations while the plant remains active is the most significant challenge as part of the project. Project Manager Phil Wilson explains, “Plants by their very nature are complex and challenging, consisting of many moving parts and requiring expertise across a multitude of disciplines.”
Eire are implementing rigorous safety protocols and scheduling work during off-peak hours whenever possible to minimise any impact on the facility’s daily operations. Shutting down the plant to bring the works progressively online is a major challenge, working closely with Hunter Water and plant operators as well as detailed planning has allowed for uninterrupted supply to the end user.
Navigating a brownfields site presents unique challenges, particularly when dealing with existing and aging services. Eire carefully navigated these existing structures to minimise disruption and ensure the safety of both workers and the active treatment plant. A detailed assessment of the site’s infrastructure was conducted prior to the start of the project, allowing the team to develop a comprehensive plan that mitigates potential risks. Finally, mitigating the risks associated with a congested site. Working with multiple contractors and ongoing activities means that Eire are employing advanced project management strategies to coordinate between various teams, ensuring that each aspect of the upgrade progresses smoothly. This includes regular safety meetings, progress assessments, and adaptive planning to address any unforeseen challenges that may arise.
Commitment to quality and safety
Eire Construction prides itself on its commitment to quality and safety. The team comprises experienced professionals who understand the intricacies of water treatment facilities. Continuous training and review of procedures and adherence to industry best practices ensure that every task is completed to the highest standards.
Moreover, the company is dedicated to environmental sustainability. Throughout the upgrade, Eire is implementing measures to minimise the ecological footprint of the project like partnering with specialist waste contractor Central Waste Station to recycle 90 per cent of project that is being processed to go back into the circular economy.
Looking ahead
Phil said, “Everyone from the crew and subcontractors on the ground, through to our site management team, and our design and delivery partners, have put in a huge effort over the past 18 months and it’s great to see that effort being rewarded with project success.”
The Grahamstown Water Treatment Plant project is an exciting endeavour that showcases Eire’s dedication to building water treatment infrastructure in the Hunter region. The project is still ongoing with commissioning works to be completed by March 2025.
For more information, visit eirecon.com.au and hunterwater.com.au
In the water industry, premium products, top-tier service and a splash of peace of mind make all the difference.
IN AN INDUSTRY where health, safety, and trust are essential, Suzanne Dodds has dedicated herself to delivering certified, highquality water solutions that exceed industry standards. As the founder and managing director of Complete Home Filtration, she has led the business to become a recognised player in whole-of-home water filtration at the residential level.
“Originally, my water industry journey started with Call-a-Cooler, a water cooler/dispenser rental business in Sydney, Brisbane, Perth and Melbourne,” Dodds said. “We focused on the SME market, as we
did not want to enter the residential market. However, we started getting inquiries about water coolers with filters already built into them.”
She pointed out that many people tend to store these 20-litre bottles in the garage or outside. This is not good for water quality, given that most suppliers advise keeping the bottles below 30 degrees Celsius. One reason for this is the degradation of plastic, which is a separate but equally challenging issue.
“I saw that other countries were providing whole-of-home water filtration systems, particularly in
Suzanne Dodds is the managing director and a co-founder of Complete Home Filtration.
the United States,” she said. “I had never seen them in Australia, but our customers were getting requests for such an option. It’s why I exited out of Call-A-Cooler back in 2018. I wanted to dedicate my time and effort to building a residential-focused business that addressed what I saw as a real gap in the market.”
Complete Home Filtration has designed their products to have a low visual impact.
Images: Complete Home Filtration
market
One of the big challenges for Dodds and Complete Home Filtration has been educating residents about what they are doing. Also known as whole-of-home or point-of-entry water filtration systems, it’s very
new for Australians, so providing an initial understanding of what these units can do and their existence has been vital.
“I had to show customers that there is a smarter way to get better water at home, outside of having a water cooler or a single under-sink filtration unit,” Dodds said. “You can get the benefits of filtered water through every tap in the house. We can help clients in hard water areas get better quality water. There is a whole range of different benefits, and it’s available throughout the house.”
Educating customers on the available opportunities has led to Complete Home Filtration provide bespoke solutions for different water profiles across the country. Accounting for people’s preferences has been key to its wider success.
“We know that in some water supplies, there has been a lot of chlorine used in cleaning the water as part of the treatment process,” said Dodds. “In some cases, the water has a very high mineral content. There are also some places where the water has other contaminants that the residents are concerned about. It is why we can work with them and account for what the customer is experiencing and wanting.”
Despite the known benefits of fluoride in the water system, Complete Home Filtration has had people request that this be filtered out of their water. While it is not a standard addition, it is an option for those keen.
Complete Home Filtration understands the importance of using high-quality parts in its products. As such, Dodds has spent considerable time and effort getting the company’s products certified by the National Sanitation Foundation (NSF) and the International Association of Plumbing and Mechanical Officials (IAPMO). Both fall under the auspices of the ANSI National Accreditation Board (ANAB), a wholly-owned subsidiary of the American National Standards Institute (ANSI).
“Everything that goes into our products is NSF-certified,” Dodds said. “We are now chasing IAPMO certification because they can turn things around quicker, they do not have as big a backlog as NSF, and they have a lot of former staff from NSF working there.
“Both certifications are important to get because they play a role in ensuring that quality products are produced for the market. However, IAPMO is currently more cost-effective.”
Both organisations run initial audits and then random follow-up audits after that. The goal is to ensure that every component part is certified and that all the materials are being sourced from the same places they are supposed to be.
“We are using IAPMO for our new PFAS product, which will launch during 2025,” said Dodds. “It’s just a matter of time until they provide that certification.”
Easy to install by a licensed plumber and simple to manage, Complete Home Filtration ensures that your whole home’s water is as clean and clear as possible.
One issue Dodds and Complete Home Filtration are finding is that certification is costly. Education and innovation are at the core of the work, particularly with new iterations that need to be certified. However, it’s not just that.
“The factory we are working with already has the NSF certification, but it is in its name,” she said. “We are now in the process of paying to have the NSF certification on our products and the NSF certification from the factory on each part of each product. That includes the cartridge, housing, heads, sumps and everything that comes in contact with water. Every piece has already been certified, but not the whole piece once it’s assembled.”
In the eyes of Dodds, the company has been working hard to deliver on its brand promise of premium products, premium service and peace of mind. While getting the NSF and IAPMO certifications is an important part of what Complete Home Filtration is working towards, it’s also knowing that it is providing excellent service to its customers.
“We want to remain the best fit for our customers. I hope that as we continue to build our brand, we are increasingly known for being the experts in the field.”
For more information, visit completehomefiltration.com.au
A focus on innovation and safety in the water sector has led to products that enhance efficiency and control pathogens.
IN 2011, KOR Equipment Solutions was started by the founder Steve Pewtress, as he recognised a continuous challenge faced by the water industry in Australia and New Zealand. For many years, there was a notable disparity between market demands and offerings.
Tim McGregor, Head of Product and Commercial, has been part of the KOR team since inception.
“The market required better equipment, services, and support,” said McGregor. “This gap had persisted for years, and we decided to couple the best equipment in the world with unmatched service and support.”
KOR was established to address unmet needs and elevate standards across the industrial service sector. From the outset, the KOR team aimed to create pressure on other manufacturers and distributors to improve their practices. Now, more than a decade later, McGregor is confident that their efforts have had a real impact, transforming the expectations and capabilities within the water sector.
At the heart of KOR’s philosophy lies a commitment to efficiency and safety. The company has introduced products designed to help organisations achieve more while using fewer resources – whether that be water, time or funding. McGregor emphasised that this approach is particularly critical in a sector often constrained by tight budgets and high demands for productivity.
“Our goal is to help the water industry do more with less,” he said.
A prime illustration of this commitment is the Vanguard Pathogen Defence System. This groundbreaking technology, developed in the United States, marks a substantial leap forward in pathogen management.
McGregor said the system’s operation effectively sanitises and eradicates pathogens, viruses and bacteria from equipment and their environments. Before this system was introduced, effective methods for dealing with these unseen yet hazardous threats were lacking.
The Vanguard system has far-reaching implications for both residential and commercial spaces, where sewer and drain cleaning frequently occurs. In these environments, pathogens often go unnoticed but pose serious risks to operators and the public.
“In residential areas, operators may need to drag sewer hoses through private properties,” McGregor said, citing a typical example. “Without a way to clean the equipment, pathogens could spread to places where children play or pets roam.”
The Vanguard system tackles this issue by ensuring contaminants remain within the sewer system, a distinctive feature that McGregor said is unprecedented. This technology has already made waves in the United States, earning the trust of contractors, municipalities and water authorities. Its demonstrated effectiveness naturally led to its inclusion in KOR’s portfolio. McGregor emphasised how this system aligns with the company’s vision of delivering innovative solutions that improve safety and productivity.
Engaging with the industry
KOR’s success stems from its innovative technology and strong involvement in the water industry.
McGregor highlighted events like Ausjet as essential avenues for the company to engage with stakeholders.
“These events allow us to showcase our solutions, but more importantly, they facilitate direct conversations with the people who use our products,” he said.
McGregor said these interactions are vital to understanding the industry’s distinct challenges. The water sector relies heavily on relationships, and establishing trust with clients goes beyond simply providing excellent products. To make its solutions accessible to a broader audience, KOR engages in events covering the water, waste and industrial cleaning sectors.
Beyond networking, these events provide a platform for physical demonstrations, which McGregor believes are crucial in building confidence.
“Sometimes, seeing and interacting with the products in person helps stakeholders truly understand their value,” he added. “This hands-on approach has been a cornerstone of KOR’s strategy, fostering stronger connections with industry professionals and decision-makers.”
Pioneering sustainability
Alongside safety and productivity, sustainability has emerged as a central focus for KOR. The company acknowledges the increasing significance of minimising environmental impact and has adapted its operations to align with the industry’s movement toward net zero. McGregor pointed out the intricacies of this initiative, emphasising that reaching net zero demands a thorough comprehension of the industry’s existing environmental footprint.
KOR has started addressing these challenges by exploring innovative
ways to reduce waste and emissions. For example, the company is investigating the use of recycled materials in manufacturing and developing products that last longer, thereby reducing the need for frequent replacements. McGregor said that small changes, such as using materials that eliminate the need for priming and painting, can significantly lower a product’s carbon footprint. However, he was quick to stress that there are no quick fixes regarding sustainability.
“This is a long-term project,” he said. “It’s about creating solutions that balance functionality with environmental responsibility. I believe that by prioritising sustainability, KOR can help lead the water industry toward a future where efficiency and environmental stewardship go hand-in-hand.”
Looking ahead, KOR Equipment Solutions continues to prioritise innovation. McGregor highlighted the necessity of continually improving the company’s offerings and client relationships.
“Our goal is to deliver top-tier, durable equipment that boosts productivity while minimising environmental impact,” he said.
For McGregor, the company’s mission is about more than financial success; it’s about making a
Vanguard Pathogen Defence System can be loaded onto the back of a truck for easy manoeuvrability and use.
lasting impact on the industry. He believes that trust is earned through consistently delivering innovative solutions that address real-world problems. By focusing on safety, sustainability, and efficiency, KOR aims to help the water industry navigate today’s challenges while preparing for tomorrow’s demands.
The years ahead will bring new technologies and opportunities, and KOR is poised to remain at the forefront of these developments.
KOR
Equipment’s headquarters in Mulgrave, Victoria.
“We’re in an exciting time, and we look forward to continuing to make a difference with more products and solutions. In a sector as vital as water, that commitment to innovation and progress resonates far beyond the company itself.”
For more information, visit kor.com.au
Effective leadership makes all the difference in the water sector. Interflow’s goal is to harness the leadership power of its people at every level of the business.
WHILE MANY ORGANISATIONS focus their leadership programs on the upper and executive levels, Interflow Managing Director Daniel Weaver sees success, and the concept of leadership itself, in a different way.
“Leadership is not about rank, hierarchy or where you sit in the organisational structure,” he said. “It’s about creating a particular type of environment.”
“In that environment, the individual and anyone working with them are encouraged to be their best.”
And so, an effective leader has a powerful impact on the people around them. They feel good about going to work and are physically and emotionally safe. Leaders also create a positive environment for those affected by their work, such as the communities they serve.
With almost 700 people in the Interflow team, spread across various roles and numerous locations, Weaver believes each has a role in shaping the work environment. His passion is ensuring that every
individual understands what it takes to be a great leader at Interflow and has the opportunities and tools to lead in their capacity.
“The potential of our people is limitless,” Weaver said. “It’s possible that some of them have not had leadership development opportunities in the past. Some of our best leaders right now are likely self-made.”
“I think, in terms of the people at Interflow, the best is yet to come. My goal is to help them reach their full potential.”
Leadership program shaped around everyone
Now in its second year, Interflow’s leadership program focuses on boosting the leadership capabilities of individuals at all levels, particularly those in field-based roles. It was developed after extensive research to better understand Interflow’s people and customers. The research convinced Weaver that the only way to ensure permanent and positive change is to empower those with
Getting people together for leadership development is important for Interflow.
Images: Interflow People from every part of the business partake in these leadership programs.
the greatest capacity to shape the everyday work environment. Those people are out in the field, working on water projects across Australia and New Zealand.
What’s unique about Interflow’s program is that it was built by the team, for the team through a solution design process. They brought together people from every level of the business to understand what it means to be a great leader at Interflow.
It was clear from the design process that tools and approaches needed to be customised to the way people work and where they work, including challenging and high-risk environments for many.
It was also crucial that leadership be hardwired into every people process, policy and system so that it becomes
simply ‘how we do things’ rather than an add-on. The resulting program centres around two-day workshops, which bring together around 25 current or potential leaders from across the organisation in Sydney to explore their leadership potential.
In the first year, Weaver rang each attendant to invite them, personally explaining the program’s purpose, goals and values. Although personally inviting each participant has become more difficult as the program has grown in scale, setting the tone was important in the first year.
Now, as there is a far-reaching understanding of how it works and why it exists, people are reaching out to be included.
“I would love to still be able to have those conversations, but it says more that I no longer need to,” Weaver said. “The ripple effect we’ve seen from people applying what they learn every day is that there’s now a real understanding of the importance of learning to be a great leader. It means people want to take part, and leaders want to support their people in taking part.”
Part of the value of having 25 people together in a room, all from different regions and with varying levels of seniority, is the group’s diversity of knowledge, experience, and ability to connect.
“If you put people in a room and they’re all from one team, you’ll get one common set of thinking,” he said. “But if you have people from different teams, it disrupts that groupthink. They connect with and learn from each other.
“They’re coming together to start or continue a journey of leadership, which is about the collective Interflow environment. But it’s also about developing the individual and connecting with and learning from peers from other places – people you didn’t previously know.”
The leadership workshops are based on a model Weaver describes as “Four circles of leadership”. This model focuses on leading people and teams, leading work, and leading oneself.
Participants evaluate their strengths and growth potential in each area, introducing a potent mix of validation and self-awareness.
“For some, it’s that realisation of, ‘Aha, I do that. I do lead in a balanced way’,” he said. “For others, they realise they’re spending 95 per cent of their time leading the work, leaving them with very little time to focus on their people or themselves.”
At the end of every two-day session, participants provide feedback on
It’s important for everyone to work together to help each other be their best.
their experiences, and that informs enhancements for future programs.
“We are basically empowering the business to decide whether the program continues or not,” he said.
“As long as the business says that this program is helping, it will continue.”
Daniel Weaver continues a tradition of career development and leadership among the staff.
After just two years, Weaver said the program is already having tangible effects, including strengthening resolve around Interflow’s stated purpose – “to improve the lives of the people we work with, the communities we serve, and the environment we work in for generations to come” – as well as improvements in people engagement, retention and attracting the right types of people with the very best attitudes and approaches to work.
“I’ve always been a firm believer that the answers to all challenges lie within,” he said. “It has never ceased to amaze me what you can learn, solve, or create when you get 25 people from the business together.”
“70 to 80 per cent of our business is based in the field, so our people in the field can have an impact on the work we do, the people around them, and the local communities. They can all be leaders, and my goal is to give them the opportunity, mindset, and tools they need to do that.”
For more information, visit interflow.com
With skilled labour shortages occurring globally, including in the water sector, Australia’s need for registered training organisations is greater than ever.
REGISTERED TRAINING ORGANISATIONS (RTOs) deliver quality, industry-recognised training that supports industries and upskills individuals. These education services include courses for traditional trades, advanced technical training, para-professional and professional studies, as well as pre-employment and basic skills programs.
Water Training Australia (WTA) is an RTO making a difference in the water sector. It provides certificates II, III, and IV in NWP Water Industry Operations in all Australian eastern states, the Northern Territory, and South Australia.
WTA became an RTO in 2005. The company’s Managing Director, Mike Rankin, saw a need for more skilled workers in the sector, particularly in the catchment, dams, and irrigation spaces.
“Initially, WTA was a nonaccredited education provider, but that changed when clients expressed a need for accredited learning.”
A passion for the sector
Rankin said that he is passionate about supporting the water industry and that filling the skills gaps across the sector is the best way to do so.
“Over time, clients wanted more from WTA in the other streams of water and wastewater treatment, drinking water networks and wastewater collection and transfer,” Rankin said.
“Gradually specific trainers were engaged in these areas and resources developed for all skill streams.
“WTA’s extensive specialised trainers are qualified and
It’s vital to properly train staff within the water industry. Image: amom/stock. adobe.com
experienced in delivering training in all aspects of the water industry, including desalination, fluoride, chlorine and dam instrumentation.
“Training is delivered at clients’ sites, using their systems, plants and equipment. This enables learners to quickly apply new skills and knowledge to their own situations.
“We offer Cert II, Cert III and Cert IV in Water Industry Operations because there was a huge need for that kind of training – particularly the Cert III, which is our main course.”
Rankin said that WTA started training in Victoria and New South Wales initially, before other states, such as the Northern Territory and all the other eastern states, joined.
“We are a Skills Assure Supplier (SAS) for government funding in Queensland and Tasmania, meaning clients in those states can access our services at a lower rate.
“We have specific trainers to deliver our units. None of our trainers deliver every unit that we offer. We have water treatment trainers, network trainers and dams, irrigation and rural supplies trainers.”
Rankin said that WTA is working to fill some of the industry’s biggest skill gaps. It is providing supervisors and team leaders with management and business skills, including developing business cases, managing difficult situations, and responding to emergencies such as limited or unusable water supplies, sewer spills, major asset failures, bushfires, and floods.
Working with WIOA
Since its inception, WTA has been involved with the Water Industry Operations Association of Australia (WIOA) and its Network Operators Development Program (NODP).
Rankin is one of the inaugural NODP committee members who manage the program.
“A concept was put forward to WIOA to specifically target operators within drinking water networks, sewer collection and transfer sectors,” Rankin said.
“The program is in its ninth year and spans a 12-month period where participants are selected and exposed to a range of new practices and technology relating to the distribution, collection and transfer systems.
“At the conclusion of each year, an operator of the year is awarded, and WTA sponsors a professional development experience for the successful participant.”
“In the future, we will develop more cohort combinations of Cert III and IV from various clients and states. Currently, WTA has a Cert IV cohort of four operators from Queensland
and four from Victoria,” Rankin said.
“Learners gain knowledge about technical units of the program, experience other clients’ operational systems, and eventually build solid relationships and networks.”
Recently, WTA purchased a portable Water Treatment Plant.
“It will enable us to upskill existing operators in the water treatment process by working on practical components and providing real-life
A wastewater treatment plant. Image: Lakeview Images/stock. adobe.com Irrigation management is vital.
Image: miguel10050/stock. adobe.com
experiences of water treatment processes. In addition, it will be used in emergency simulations, where operators will be taught the necessary skills to manage a drinking water emergency.
“WTA plans to provide training services to the water industry well into the future, and I’m excited to see what’s next for the sector.”
For more information, visit watertrainingaustralia.com.au
The Victorian Water Minister’s Climate Innovation Challenge has concluded, and several water utilities have benefited by receiving funding for their projects.
THE SECOND YEAR of the Water Minister’s Climate Innovation Challenge was an enormous success. 12 projects were whittled down to a list of seven finalists. Entries came from urban and rural water utilities, each seeking to demonstrate its innovative spirit in the face of climate change.
The Water Minister’s Climate Innovation Challenge is a collaboration between the Department of Energy, Environment and Climate Action (DEECA), Intelligent Water Networks (IWN) and the Minister for Water to deliver Action 10.3 of Water for Victoria and promote innovation within the water sector.
The Challenge is an annual competition for all Victorian water corporations. It provides a structured way to drive innovation, adaptation
and collaboration on key climate challenges facing the sector. The Challenge incentivises individual water corporations to explore and invest in climate innovation while continuing to deliver essential water services to Victorians.
The 2024 funding pool of $255,000, a threefold increase from 2023, represents continued excellence in innovation for the Victorian water industry. Of the seven finalists, the difference between the top and the bottom was half a point. Intelligent Water Networks (IWN) Program Director Jason Cotton and IWN Chair Jo Murdoch, also MD of North East Water, highlighted the continuing quality of these projects.
“The judges have noted that the submissions we received were exceptional, technologically advanced and demonstrated strong
collaborations across the sector and with private and research organisations,” said Murdoch. “Thank you also to our judges. The fact the top seven scores were separated by less than half a point shows how difficult the decision was for the judges.”
The following are the seven finalists and an overview of their innovative projects, each demonstrating a unique approach to addressing climate challenges in the water sector.
Nutrient sponge booms for algae control
Simon Robertson from North East Water gave a presentation about Nutrient Sponge Booms for Algae Control using biochar in water supply systems. His solution addresses the expected rise in toxic blue-green algae caused by increased nutrient loads from extreme weather and warming climates, which heighten environmental and health risks and demand more intensive water treatment.
“North East Water and Goulburn Murray Water are working together as we have similar challenges,” Robertson said. “If you look at
nutrients, which we can use on the land to improve the nutrient profile.”
Together, North East Water and Goulburn Murray Water will roll this innovation out to six different water and wastewater treatment plants. The water and biochar will be evaluated before and after the booms go in. This will give an idea of the potential for the project to be effectively rolled out across multiple sites.
Nanobubble oxygenation
The idea of nanobubbles is not new, but their use to oxygenate wastewater could provide new opportunities. Adrian Harper from Gippsland Water presented this research proposal, which would focus on making wastewater treatment more energy-efficient. At the moment, wastewater aeration can consume about 50 per cent of the energy used to run a wastewater treatment plant.
“When we look at this from a statewide perspective, that’s about 250-gigawatt hours of energy at the cost of about $50 million,” Harper said. “Nanobubbles are non-buoyant, which means they remain suspended within the water column for longer and naturally repel each other. That minimises the risk of them coalescing into larger bubbles.”
The goal was to work with an existing supplier of an oxygen generator to produce oxygen nanobubbles that would be injected into a recirculation stream. This has been proven to reduce energy use for aeration by 20 to 50 per cent, which could reduce energy spending across Victoria by between $5 and $12.5 million.
Green hydrogen from direct solar radiation
Li Gao, the Strategic Research Manager at South East Water,
His method would use no electricity and be modular and floatable. It could also be scaled up and use recycled water to separate hydrogen and oxygen.
“The goal is to optimise the photocatalytic system to co-produce ozone and hydrogen peroxide,” Gao said. “These are far better for converting into oxygen and hydrogen. The next milestone is to develop dual-functional system testing by using recycled water. Once complete, we can launch a small-scale prototype trial in a wastewater lagoon.”
Thousands of connected panels could sit in wastewater reservoirs, generating hydrogen when the wastewater interacts with the sun.
Dubbed the SWIFTies by IWN Program Director Cotton, Dr Lisa Ehrenfried (Yarra Valley Water), Dr Jill Fagan (North East Water) and Hayley Vinden (Barwon Water) were joined by two other metropolitan water utilities in Greater Western Water and South East Water.
This was a continuation of their successful pitch in 2023, which sought to focus on identifying greener alternatives to concrete.
Sewer heat recovery and Adrian Harper from Gippsland Water speaking on nanobubbles.
It was noted that cement, if it were a country, would be the third last carbon-producing country, behind only China and the United States. As part of their findings for the previous project, the team discovered that more concrete is low-carbon than they previously realised, partly due to the addition of fly ash.
For their 2024 project, they want to reduce the environmental footprint of construction in the water industry, which is also known as sustainable water infrastructure footprint transformation (SWIFT).
“We propose to develop a business case for a collaborative entity called SWIFT,” Vinden said. “It would aim to accelerate the adoption of low carbon construction, modify procurement and technical standards and specifications, and review and advise on the use of new materials and methods. SWIFT would also pursue market development opportunities, promote knowledge sharing to uplift the industry and support the delivery of circular economy and low carbon policy priorities.”
Li Gao from South East Water highlighted the opportunities that can arise from generating hydrogen from other forms of water.
industrial processes or municipal plants, contains a considerable amount of heat energy that would otherwise be wasted. That’s an opportunity for a water utility or municipal government.
When spread out over an entire suburb or network, a vast amount of heat could be repurposed or reused.
In the case of Suzanne McConchie, the Business Development Lead at Barwon Asset Services, this waste heat could be reused to heat pools across the Barwon Water network.
“Australian community pools are transitioning from gas boilers to electric heat pumps that utilise renewable energy,” McConchie said. “Incorporating wastewater heat recovery as an extra renewable energy source alongside solar and wind enhances consistency and cost-effectiveness. This method lowers dependence on fossil fuels while requiring minimal investment and delivering significant environmental advantages.”
base and assess the best use of biogas, considering a broad array of scenarios. By examining proven and emerging technologies, Barwon Water could consider upgrading biogas into the grid, much in the same way Sydney Water has already achieved success. At the same time, it would consider emerging technologies such as pyrolysis, biogas, and hydrogen production to determine what suits the water utility.
Her example pointed to the potential for a single community pool to save nearly $300,000 and 100 tonnes of carbon per year by switching to wastewater heat recovery.
Industrial hemp is a growing subsector within the farming industry. It is managed much like any other standard farming activity.
Central Highlands Water was seeking funding to improve climate resilience by irrigating hemp production with recycled water.
Industrial hemp tends to sequester far more carbon dioxide, uses a similar amount of water, and requires a similar nutrient profile as other crops.
Looking at the entire hemp value chain, industrial hemp is argued to be
highly valuable for its use in oil, food products, and cosmetics. The fibres can be used in a range of areas, including clothing, paper, bioplastics, and biofuels. Hempcrete, animal bedding, and biochar could also sequester carbon. Even the roots have value by sequestering carbon into the soil.
Central Highlands Water was seeking funding to run a feasibility study and a trial to see what they could do with this project.
Maximising the potential of biogas Barwon Water has made a point of developing as many uses for biogas as possible. Its Renewable Organics Networks (RONs) seek to leverage existing water and sewerage infrastructure to reduce the amount of organic waste that goes to landfills, create valuable resources for use in agriculture and advanced sustainable materials, and produce renewable energy. The RONs will deliver significant environmental, economic, and community benefits to their regions. The goal of this project is to expand on their existing knowledge
Water Minister Harriet Shing announced funding for three projects out of a prize pool of $255,000. The co-production of green hydrogen and oxidant from direct solar radiation from South East Water, in first place, received $113,000. Nanobubble Oxygenation from Gippsland Water received $50,000 as the first runner-up, and Nutrient Sponge Booms for Algae Control Using Biochar in Water Supply Systems from North East Water and Goulburn Murray Water was the second runner-up, receiving $60,000.
While not all the projects received funding through the Challenge, the unsuccessful ones are working to find alternative funding sources.
For more information, visit climateinnovationchallenge.org.au and iwn.org.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.
International No-Dig will take place in Auckland, New Zealand for the first time in 2026, bringing together global leaders to showcase sustainable trenchless solutions for unique infrastructure needs.
AS THE WORLD moves towards more sustainable and efficient construction methods, the trenchless technology industry is on the rise, bringing a new era of infrastructure maintenance and development.
From 28 to 30 September 2026, International No-Dig New Zealand will gather industry leaders, innovators, and decision-makers at the New Zealand International Convention Centre in Auckland. Following a successful bid by the Australasian Society for Trenchless Technology (ASTT), the event will set the stage for a deep dive into the latest trenchless solutions for New Zealand, Australia and beyond.
“We’re thrilled to have won the bid to host the 2026 ISTT International No-Dig Conference and Exhibition in Auckland,” said ASTT President Ben Crosby. “It will be a fantastic opportunity to promote and showcase the vibrant trenchless technology community in the
Australasian region, particularly New Zealand, to the rest of the world.”
The International Society for Trenchless Technology (ISTT) was vital in creating this event. The ISTT was established to advance the science and practice of trenchless technology and to promote education, training and study in the field – and this event will certainly prove to be a valuable asset for many in the trenchless technology ecosystem.
Prime Creative Media, Australasia’s largest B2B publishing and events company, will organise and run the event. In addition to publishing more than 50 leading industry publications across the resources, infrastructure and industrial sectors, including Trenchless Australasia, Prime Creative Media also runs No-Dig Down Under in partnership with the ASTT – the largest event for trenchless technology in the Southern Hemisphere.
Images: Prime Creative Media
Meeting a unique challenge New Zealand’s diverse and challenging terrain has driven the popularity of trenchless solutions in the infrastructure sector. Traditional excavation can be invasive and disruptive, especially given the country’s commitment to environmental sustainability. This dedication to reducing environmental impacts has made trenchless technology a vital part of New Zealand’s infrastructure strategy. Since the 1990s, New Zealand has embraced trenchless methods, beginning with horizontal directional drilling (HDD) and There will be many cutting-edge technologies on show at International No-Dig New Zealand 2026.
“We’re excited to work closely with the ISTT to bring International No-Dig to New Zealand,” Show Director Lauren Chartres said. “After the success of No-Dig Down Under over the last several years, we look forward to bringing this event to the global stage.”
evolving to incorporate advanced techniques such as microtunnelling, pipe jacking and pipe relining.
Significant projects using trenchless technology have been completed or are currently under construction, including the 15-kilometre Central Interceptor wastewater storage tunnel, Project Hobson, and the Tauranga Southern Pipeline Harbour HDD crossing.
A platform for global innovation
International No-Dig New Zealand 2026 will offer delegates a unique platform to explore the latest advancements in trenchless technology. Through comprehensive conference streams, attendees will be introduced to cutting-edge developments in new installations, rehabilitation and technology.
Industry experts from around the globe will present case studies tailored to the distinct challenges posed by New Zealand’s topography
and environmental goals. Each session will provide insights and best practices, helping professionals stay ahead of industry trends and implement strategies suited to their projects.
An immersive equipment showcase
One of the event’s highlights will be the extensive equipment showcase, where companies will present groundbreaking machinery and tools designed for trenchless operations. This hands-on display will allow attendees to experience the latest technological advancements in trenchless applications, from small-scale drilling rigs to high-tech location detection equipment. The showcase aims to bridge the gap between theory and practice, offering participants a tangible look at the innovations that are transforming the field.
Networking and industry recognition
Alongside knowledge sharing and hands-on experiences, International No-Dig New Zealand 2026 will facilitate valuable networking opportunities. The event will
Worldrenowned exhibitors will be on display at International No-Dig New Zealand 2026.
foster connections within the global trenchless community, enabling participants to discuss shared challenges, insights, and innovative solutions.
One highlight will be the prestigious Awards Gala, which will celebrate outstanding achievements in trenchless technology and honour individuals and organisations making a significant impact on the industry.
A growing sector with endless potential
The rise of trenchless technology reflects a broader shift towards sustainable and less disruptive construction practices. Events like the International No-Dig New Zealand 2026 foster collaboration, innovation and knowledge-sharing across the sector. This gathering will serve as a catalyst for growth, encouraging New Zealand’s industry professionals to embrace the latest techniques and address their infrastructure challenges more effectively.
Sponsorship and exhibition opportunities for International No-Dig 2026 are now available.
For all enquiries, visit no-dignz.com
Adelaide is set to be a key player in the Asia-Pacific mining industry, driving innovations in essential minerals, sustainable energy and water solutions during this significant event.
FOLLOWING A STRONG bid from the South Australian Government and key mining stakeholders, Asia-Pacific’s International Mining Exhibition (AIMEX) will move to Adelaide in 2025. The agreement will see AIMEX move to Adelaide for the next ten years, strengthening South Australia as Asia-Pacific’s fastestgrowing modern mining market.
The water and wastewater industry’s role in such events will be crucial for the mining sector’s future, especially with the growing emphasis on sustainability and rehabilitation.
Prime Creative Media acquired AIMEX in May 2024. As Australia’s longest-running mining show, AIMEX has a history of supporting the latest industry trends and developments. This move to South Australia represents the next phase in the regional resources sector. The state has been leading the charge in responsible exploration to unlock minerals. It has also been driving the
investigation of solutions for global decarbonised steelmaking, efforts that are critical to the future of infrastructure development.
“We’re working to keep AIMEX’s reputation as a key event for the Asia-Pacific region,” said Siobhan Rocks, General Manager of Events for Prime Creative Media. “We knew we needed to do something significant to attract key players in the industry. When the mining industry asked us to come to Adelaide, we believed this change of location was the best way to serve this crucial sector.”
“With our natural advantages and ingenuity, South Australia has the potential to lead the world in decarbonising critical minerals, including green steel and copper,”
South Australian Premier Peter Malinauskas said. “We have a compelling story to tell, and AIMEX being hosted in Adelaide for the next decade provides a strong platform to do just that.
Cutting-edge technology will provide numerous opportunities for investment.
Image: Prime Creative Media
“This exhibition will attract thousands of mining delegates from around Australia and the world to Adelaide every two years, significantly boosting South Australia’s visitor economy,” Mr Malinauskas added.
Business Events Adelaide Chief Executive Officer, Damien Kitto, said, “AIMEX is a significant win for Adelaide, one that will generate more than $250 million for the state economy over the next ten years. We are proud to be entrusted with this long-running business event, demonstrating that Adelaide is increasingly viewed as a modern powerhouse in sustainable energy generation. Business Events Adelaide shares Prime Creative Media’s ambition of making AIMEX the world’s largest mining event.”
The South Australian mining industry is rapidly making a name for itself as a top-tier jurisdiction for the critical minerals essential to the world’s energy transition, including copper, uranium, zircon, and zinc. With its extensive renewable energy network and significant investment in hydrogen projects to power green steel and future energy solutions,
South Australia’s pioneering objectives distinguish it from other markets.
Prime Creative Media CEO John Murphy said that relocating the event to South Australia was an obvious strategic choice, given the significant developments and growth of the South Australian resources industry, as well as the ramp-up in decarbonisation and sustainable supply chains.
“This is a critical time for the industry, and South Australia
is emerging as a frontrunner in responsible mining and production of the future’s minerals, metals, and fuels,” Mr Murphy said. “It aligns with our purpose to deliver a forwardfocused mining event for the next generation of Australian mining.
“There’s no denying a link between the mining industry and renewable energy. South Australia is a world leader in renewables and the global transformation economy. We’re proud to partner with the state to showcase the world-class change
People from across the AsiaPacific will flood into Adelaide for AIMEX.
Image: Prime Creative Media
Kapunda Copper is one of the largest copper mines in Australia.
Image: Rafael BenAri/stock.adobe.com
that the resources sector drives.”
AIMEX will allow delegates to gain future-focused insights from internationally renowned industry experts. The show also provides unparalleled opportunities to connect with Australia’s largest mining suppliers and professional community in an environment that stimulates innovation and collaboration.
To get involved in Asia-Pacific’s International Mining Exhibition in 2025, visit aimex.com.au
Greater Western Water and its Training Academy is shaping the next generation with hands-on education, leadership and key partnerships.
THE WATER INDUSTRY
evolving and needs a flexible workforce ready to tackle its challenges head-on. Greater Western Water (GWW) is stepping up with its specially designed Training Academy. This initiative is about bridging skill gaps, emphasising safety and helping Melbourne’s west during its exciting growth journey.
Addressing a growing west Melbourne’s western suburbs are booming, presenting unique challenges for GWW. With every new development, the demand for infrastructure to supply clean drinking water and manage wastewater systems grows. Louise Meadows, Head of People and Culture at GWW, believes this growth requires careful planning and investment in people.
“We recognised early on that supporting this growth wouldn’t just be about building infrastructure,” Meadows said. “It’s about having the skilled people to operate and maintain those assets. That’s why the
academy was established – to ensure today’s needs and anticipate future requirements in a growing region.”
Since March 2024, the academy has hosted over 850 participants across more than 50 courses. These programs focus on compliance, safety, and technical expertise, which Meadows described as the pillars of operational delivery.
“We’re equipping our workforce with the practical skills they need while creating pathways for new talent to enter the industry. This dual approach is essential for supporting the west’s rapid growth,” she said.
The academy’s training isn’t limited to new recruits. It supports career transition and development l for experienced workers, ensuring their skills remain relevant as the water industry evolves.
“The water industry is dynamic,” Meadows said. “We need an adaptable workforce ready to tackle technological changes, environmental challenges, and increasing customer expectations.”
Safety through hands-on learning Safety underpins every activity at GWW, and the academy is no exception. Its purpose-built facilities simulate real-life scenarios, providing participants with practical experience in controlled environments.
Meadows emphasised that this hands-on approach is a cornerstone of the academy’s mission.
“Our training programs are grounded in the belief that everyone should go home safe to their families each night,” Meadows said. “The academy allows us to replicate our teams’ conditions in the field or at treatment plants, giving them a safe environment to learn, observe and practise.”
The curriculum prominently features high-risk activities such as entering confined spaces, trenching, and handling hazardous materials.
The academy’s state-of-the-art facilities are specifically designed to simulate these conditions.
“We’ve focused on building capability in the highest-risk work activities,” Meadows said. “This ensures that our people are skilled and confident and safe in their roles.”
This focus on safety extends beyond GWW’s immediate workforce. Meadows pointed out that the academy’s programs are open to other water utilities and staff.
“The water industry is highly collaborative,” she said. “By sharing our facilities and expertise, we can help lift safety and training standards across the sector.”
Building partnerships, building skills
Key partnerships bolster the academy’s effectiveness, extending collaborations to educational institutions, schools, and other organisations. Victoria University is one of GWW’s most prominent partners, and Meadows highlighted
how their shared focus on Melbourne’s west has driven meaningful outcomes.
“Victoria University shares our commitment to the west’s growth and workforce needs,” Meadows said. “By working together, we can enhance educational outcomes, attract diverse talent and provide students with pathways into water careers.”
This partnership has practical benefits, such as co-using facilities and aligning educational content with industry needs.
“We’re creating a pipeline of skilled professionals,” Meadows said. “Students see the possibilities of a career in water, and we benefit from fresh perspectives and enthusiasm.”
The academy’s partnerships also extend to local schools, including Werribee Secondary College. One notable initiative is the Empowering Women in Trades program, which introduces young women to water-related trades. This program is a crucial step toward diversifying the industry.
“We aim to dispel myths and empower young women to consider opportunities in traditionally maledominated fields,” Meadows said. “Hands-on activities, like using tools and understanding trade roles, give them the confidence to see themselves thriving in these careers.”
These partnerships build skills and strengthen community ties. GWW ensures that local talent is nurtured and retained by engaging with students and schools, supporting the region’s long-term prosperity.
A collaborative vision
GWW is working with others to raise training standards. The academy is part of the Victorian Training Academy Group, which collaborates with the state’s 16 water utilities. This initiative aligns training
programs across the sector, ensuring consistency and fostering shared learning. According to Meadows, this collaboration has far-reaching benefits.
“This partnership allows us to benchmark performance and contribute to a unified curriculum,” Meadows said. “By working together, we’re creating a more consistent approach to training and development across the sector.”
The group’s efforts include standardising training modules and sharing best practices, enabling all participants to benefit from the collective expertise of Victoria’s water utilities. “It’s about lifting the entire industry,” Meadows said. “When one utility succeeds, we all succeed.”
The collaborative nature of the water industry extends to the academy’s role as a training hub. Many utilities use its facilities and programs to upskill their teams, a testament to the academy’s reputation for excellence.
“We wanted the academy to be a centre of excellence for training and education,” Meadows said. “That vision is becoming a reality, with utilities across the state turning to us for their training needs.”
While the academy currently focuses on core areas like compliance and operational skills, Meadows envisions expanded offerings. This evolution aligns with GWW’s broader 2030 Strategy, which envisions a strong organisation built on people, partnerships and continuous progress.
“We’re looking to grow the academy’s curriculum to include adjacent technical and professional education, such as project management and engineering,” Meadows said. “These advancements
GWW recently held a Women in Trades Day with significant success.
will equip our workforce and the broader water sector with the expertise needed to navigate a rapidly evolving industry.”
This forward-thinking approach reflects GWW’s commitment to sustainability and innovation. By anticipating future workforce needs, the academy is laying the groundwork for a resilient and adaptable industry.
“We’re building the skills of tomorrow, today,” Meadows said. “That’s how we ensure the water industry remains a cornerstone of Melbourne’s growth and prosperity.”
The Greater Western Water Training Academy exemplifies how forwardthinking strategies can address immediate workforce challenges while laying the groundwork for a sustainable future. Combining safety, innovation, and collaboration, the academy is more than a training facility – it’s a cornerstone for Melbourne’s water future.
As GWW continues to expand its offerings and strengthen its partnerships, the academy will remain central to its mission of supporting a thriving west. For Meadows and her team, the work is just beginning.
“The water industry never stands still, and neither will we.”
For more information, visit gww.com.au
Addressing Queensland’s water demands requires a coordinated, sustainable approach to development planning.
QUEENSLAND HAS SOME of the most well-developed Water Planning processes in Australia – and perhaps even the world. This has been driven, in part, by compliance with the National Water Initiative. The 23 Water Plans covering the entire state are strongly supported by robust regulations covering climate change factors through to indigenous water rights, and are informed by the best science available.
Water Plans are also regularly reviewed with regard to the emergence of new scientific knowledge, climatic changes, new development and water demand, amongst other factors. Changes are continuously included to ensure that each Plan remains contemporary. Between 2019 and 2023, the Queensland Government developed ambitious economic strategies, including the Hydrogen Industry Strategy, the Sustainable Liquid Fuels Strategy, the Critical Minerals Strategy and an Energy and Jobs Plan. It also refreshed the Biofutures Roadmap and Action Plan and continued working on its Agricultural Strategy, seeking to double agricultural production by 2040.
The Australian Government has also set out its ambitions for Queensland through its whitepaper on Developing Northern Australia. This agenda specifically articulates how the north’s water resources could be developed to take advantage of heavy rainfall and large river flows to create economic development.
While these strategies have merit and present opportunities for the public good, they have largely been developed in isolation from each other and without regard to the actual water yields and available water identified in Queensland’s Water Plans. Indeed, these strategies and ambitions all require substantial amounts of water.
At the same time, a changing climate is impacting Queensland more than other states, not just in terms of climate events but rising temperatures associated with increased evaporation and water demand. This is exacerbated by unprecedented population growth outpacing other states. For example, the Homes for Queenslanders strategy aims to fast-track one million new homes by 2046 to manage a population of over seven million by 2050, most of
Understanding the economic value of water is key for agriculture and irrigation.
Images: qldwater
which, around 5.9 million are set to live in South East Queensland (SEQ). The 2032 Games will also attract up to two million visitors into SEQ, with the forecast direct water demand expected to be conservatively 50 megalitres (ML) per day.
Overall, the demand for water in Queensland will increase to unprecedented levels, while the amount of water available will likely decline due to climate risk.
The economic value of water is a crucial element of investment decision-making, both through water infrastructure development and the economic opportunities created, particularly in our regions. Even with this, we still have due consideration regarding environmental, social and cultural factors.
Despite the State’s development strategies, and the project pipelines and major projects currently before Queensland’s Coordinator General, we still have no orderly process for guiding water development. We have a pipeline of projects coming
at us but no clear framework to determine the best use of water or the merits of one project over another. Worse still, water accounting within catchments is non-existent despite the Water Plans clearly identifying the amount of unallocated water available. As a result, consideration of long-term water security for our growing communities and existing water users is not being appropriately contemplated, let alone factors around equity.
Governments like large project pipelines, which are increasingly common at the Commonwealth level. Yet multiple projects are currently proposed in single catchments across Queensland that exceed the amount of available water. While not all the projects will proceed, the costs to project proponents and the communities embracing the expectations of the project opportunities (or project harm) are simply not fair.
There is no question that the rainfall and river flows of northern, central and other parts of Queensland are major regional and state assets with economic, environmental, social and cultural significance.
The Queensland Government’s Bradfield Regional Assessment and Development Panel (2021) spoke to the importance of making the available water work harder. It demonstrated the need for a Place-Based Water Development Planning Framework. The report noted competing water demands, the absence of joined-up decisionmaking by key government stakeholders and the lack of bottomup consultation with those closest to the risks and the opportunities.
Without a robust Water Development Planning framework (building on and utilising the information available in the Water Plans), we are experiencing unsuitable and unsustainable project
proposals that risk over-allocation and hinder genuine economic development while threatening our natural assets and social equity.
Queensland has immense potential for further economic development using sustainable amounts of available water. Unallocated resources are known across the state and are well articulated in the state’s Water Plans.
The Queensland Government has acknowledged the need for engaged regional water assessment, initially investing $9 million to undertake initial assessments in the Tablelands, Burnett and Southern Downs regions. This program has expanded to seven of the state’s most significant growth areas, including SEQ and the Burdekin.
The Regional Water Assessment Program aims to provide a roadmap for economic growth while setting out how existing infrastructure, new infrastructure and non-infrastructure solutions can maximise water supply and drive economic growth.
However, regional water assessments do not help develop consensus on the most appropriate conceptual models of water development within catchments. They merely identify and compare. Perhaps this is because they are departmentally consulted rather than welding a shared regional view of future water development. There has also been a tendency to focus on infrastructure projects rather than a full range of options for getting better value out of water.
Little has been done to implement the assessments already released, leading to the quick reemergence of multiple competing projects. This will continue without a long-term institutional framework for actively
Water development planning is vital, particularly when balancing water needs across large areas of the state.
implementing the assessment outcomes, which was a key feature of the successful Tasmanian Irrigation model.
While the Queensland Government has constitutional power and responsibility over water allocation, the Commonwealth is in a much stronger position to commit or match public money to major projects. Local governments understand the needs and priorities of their communities and, along with the State, hold many of the planning development powers also required for project development. Now is the time to create an appropriate local institutional structure nested within the government planning framework to ensure place-based partnerships and contributions to regional water development planning. A regional water development planning institution should be tasked with integrating basin-wide inputs into local planning processes with government-level planning and policy. There also needs to be mechanisms to enable competent local proposal development that leverages private and public sector investment. The whole system only works effectively if there are open lines of communication between the three layers of government as well as private business and community partnerships pursuing development and investment.
Getting these arrangements right is a precondition for regional development success at this time of great opportunity.
For more information, visit qldwater.com.au
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.
Drinking water really is good for you
Public health recommendations suggest drinking about eight glasses of water daily, and many view hydration as a healthy practice. Now, recent University of California San Francisco (UCSF) research, published in JAMA Network Open, takes this one step further, showing that adequate water intake can support weight loss and help prevent kidney stones, migraines, urinary tract infections and low blood volume pressure.
Dr Benjamin Breyer, the Taube Family Distinguished Professor and chair of the UCSF Department of Urology, said, “To our knowledge, this is the first comprehensive study exploring the advantages of water consumption on various clinical outcomes.”
Researchers found that drinking water helps prevent kidney stones and aids in weight loss. Consuming eight glasses daily greatly lowers the chance of developing kidney stones. Some studies showed that about six
glasses a day assist adults in weight loss, while a study involving teenagers found over eight glasses had no effect on weight.
The authors recommend drinking water before meals as a simple, affordable way to enhance health, especially with rising obesity rates. Over three months, increased water intake relieved recurring headaches in adults. Diabetic patients with high blood glucose improved their results by drinking four extra glasses daily.
Women with frequent urinary tract infections reported fewer occurrences and longer intervals between infections by increasing their intake by six glasses. Young adults with low blood pressure also benefited from drinking more water.
English water utilities look more like Australian ones?
Australia’s water utilities are government-owned and operated for public benefit. The UK might adopt a similar model, with reports in 2024 suggesting that water
companies in England could be banned from for-profit status. This change is part of a potential industry overhaul flagged by a new Defra commission following public outrage over the UK water utilities’ profit prioritisation environment.
The commission, chaired by the former deputy governor of the Bank of England, Jon Cunliffe, will consider all other options to ensure infrastructure is built and sewage stops spilling into waterways.
According to The Guardian, sources said they would consider forcing the sale of water companies in England to firms running them as not-for-profits. Unlike nationalisation, the company would not be run by the government but by a private company for public benefit. Such a model is widely used in mainland Europe and allows staff to be paid substantial salaries and bonuses. However, any profits over and above those returning to the company are to be invested in the network.
An example of this model is Welsh Water. It has no shareholders, and surplus funds are reinvested into the business or customer services. Since Glas Cymru purchased it in 2001, Welsh Water has reduced its debt-toequity ratio from 93 to 58 per cent.
As Australia’s longest running mining show, Asia-Pacific’s International Mining Exhibition (AIMEX) has a long, established history of showcasing and supporting the latest trends and developments in the industry.
AIMEX is relocating and will call South Australia home for the next 10 years, following market feedback and strong support from the local government and key mining players.
The move marks an exciting new chapter for the event and the region’s resource sector, with the state leading the way in future-focused mining.
AIMEX offers unparalleled opportunities to connect with Australia’s largest community of mining suppliers and professionals in an environment that stimulates innovation and collaboration.
