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WHILE WRITING THIS letter, there’s a feeling of disbelief that the end of the year is almost here. With so many major projects underway within the water industry across Australia, it’s incredible that many of us will soon be stepping away from our desks and sites to spend more time with our family and friends. Looking back on 2024, several companies have celebrated anniversaries. One such company is Sequana Partners, which celebrated its tenth anniversary. It’s grown from strength to strength under the leadership of Frank Fisseler and Mike Walsh, and the cover story about this company showcases how it is making a di erence across Australia.
We also spoke to Interflow Australia about its experiences of 2024.
Managing Director Daniel Weaver spoke about how Interflow is taking a multi-year approach to its corporate development, ensuring that it continues to serve the people it employs and the communities in which it works.
One person who has had a massive task on their hands in 2024 is the Western Australian Minister for Water, Simone McGurk. As the second largest subdivision in the world, WA has a considerable range of climates and landscapes, from Kununurra in the north to Esperance in the south. Minister McGurk has been working tirelessly with her colleagues and department to improve water security for all Western Australians, including those in small Aboriginal communities dotted throughout the state’s vast desert.
We also welcomed Federal Minister for the Environment and Water Tanya Plibersek to the pages of Inside Water. She provided an insight into her thoughts on the water industry, focusing mainly on the Murray-Darling Basin Plan and the National Water Grid Authority. Minister Plibersek relished the opportunity to share her priorities for 2025 with our readers.
Water utilities continue to remain at the cutting edge of innovation in Australia.
Sydney Water has worked with Origin 360 EV to convert its Potts Hill pool fleet to 50 electric vehicles (EVs). At the same time, Unitywater has worked to bring its sta together by understanding the need for a flexible workforce while also encouraging people into the o ce on a regular basis. Such a discussion is rarely an easy one, but under the leadership of Anna Jackson, Unitywater has improved the utilisation of their o ce space by over twenty per cent. This creates a model for other businesses across Australia.
With an ever changing climate, water security remains an ongoing issue for Australian communities, particularly in rural and regional areas. Companies like Mitchell Water and Vertel are working to ensure that clean drinking water remains available for all Australians. Pumps from KSB and Regent Pumps are designed to keep that water flowing, and the knowledge from sta at SUEZ Australia and New Zealand is helping share their expertise across borders and boundaries.
Enjoy your holiday breaks and come back refreshed. Do not hesitate to reach out to myself or Marina if you are interested in sharing your experiences in the water industry.
See you in 2025, Chris
Chief Executive O cer
John Murphy john.murphy@primecreative.com.au
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Christine Clancy christine.clancy@primecreative.com.au
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Sequana’s fifth anniversary also marks over 16 years of collaboration between its founders, Mike Walsh and Frank Fisseler, whose careers showcase a passion for the water industry.
AT FIRST, MANY might not consider an engineer and a lawyer as synergistic business partners. However, Mike Walsh and Frank Fisseler have shown that they have more in common than people think.
“We are very similar but also di erent in terms of our personalities and strengths, but this is what makes us a great team,” Walsh said. “It’s this balance of complementary skills and positive tension that sparks ideas, focus on setting ambitious goals.”
This year marks the fifth anniversary of Sequana, one of Australia’s leading independent client-side project and program management consultancies. Sequana has redefined the future of the country’s major water infrastructure projects. Since its inception in 2019, Sequana has rapidly grown into a dynamic force, fuelled by the partnership of its founders, Walsh and Fisseler, whose
unique similarities and di erences balance and drive the company’s success. Sequana is one of the fastest-growing project management businesses with over 85 full-time sta and 300+ contractors operating in all major cities in Australia.
Who are Walsh and Fisseler?
When Walsh and Fisseler first crossed paths over 16 years ago, they had no idea what they would go on to achieve together. In 2008, at a pivotal moment in the water sector, Walsh was leading the Recycled Water Business Case at DSE Capital Projects Division, while Fisseler held the role of Executive Director and Deputy Project Director for the Victorian Desalination Project, a monumental $3.6 billion publicprivate partnership (PPP) project. Walsh’s expertise as Project Director for the Complex Business Case led
to his transition to the Victorian Desalination Project team, where he assumed the Technical and Engineering Director role. During their time together on this groundbreaking project, Walsh and Fisseler forged a strong bond, united by their shared vision and complementary strengths. Their collaboration was marked by professionalism and a quirky sense of humour, setting the foundation for Sequana.
Passion undoubtedly drives these two co-founders. 2024 has been a transformative year for Sequana, with a strengthened organisational structure, a refreshed brand identity, and significant growth in team size and expertise, setting the company up for even greater success. It was also recognised as a Great Place to Work for the second consecutive year.
What is Sequana?
Sequana has sought to become the leading client-side advisory firm for large-scale desalination projects and complex water and environmental projects. It is a centre of project management excellence that is
redefining the future of Australia’s major water and environment infrastructure projects.
After Walsh left the Victorian Desalination Project to pursue other opportunities, he became Project Director for the Sunraysia Modernisation Project (SMP) in Mildura, which he planned and kicked o . After keeping in touch with Fisseler over many barbecues and get-togethers at their respective homes, when he decided to step away from the SMP Project, he knew there was no one better for the job than Fisseler, who stepped in and became Project Director for one and a half years, delivering the project on time and budget.
Together, they proved to be an unbeatable combination, embarking on a journey of collaborative success centred on leveraging their strengths to achieve remarkable outcomes.
When planning their Sequana venture together, they wanted to do things di erently and create a business centred on people, culture, and community. This has been instrumental in shaping Sequana’s growth trajectory. For them, leadership goes beyond business metrics; it’s about fostering an environment where their team can thrive and enjoy their work.
“Having fun and a laugh is nonnegotiable for us, and we try to instil this across the business,” Fisseler said. “This philosophy nurtures a positive work culture and brings out the best in their team, encouraging Sequana to tackle challenges that others might avoid. Our values aren’t just words on a wall – they are lived daily. Our culture is built on camaraderie and a commitment to supporting one another, which enables the team to be ambitious. We believe in creating memorable experiences together, and that starts with trust and knowing we have one another’s back.”
Sequana’s diverse portfolio –from project management and risk assessment to sustainability initiatives – keeps the work dynamic and engaging. The team thrives on this diversity.
“We love a challenge,” said Fisseler. “Sequana’s focus on the entire project cycle keeps the work exciting. The variety of projects and the hurdles they present make our work truly fulfilling. We love the diverse array of projects, and each brings di erent learning opportunities.”
Driven by a desire to do the right thing, strive for continuous improvement, and give back to the community, this ethos has enabled Sequana to build a team that shares these values and embodies them in every project they undertake.
Growth of
Sequana’s journey has been focused on client impact and growth. The business recently announced a strategic partnership with Pemba Capital Partners to accelerate its growth and impact in the water consulting sector. In the eyes of Fisseler, this strategic investment and partnership are the best things that happened to Sequana in 2024. The desire to find a growth partner with experience and support for values will significantly benefit Sequana.
“The partnership with Pemba Capital accelerates our mission to assist Australia’s water industry by expanding our team through company acquisitions and organic growth, exploring new markets, and driving innovation,” Fisseler said.
“We’ve always believed in pushing boundaries, challenging the status quo, and crafting solutions that not only meet the needs of today but shape the possibilities of tomorrow. Pemba shares that belief and
understanding that real innovation comes from a deep commitment to excellence and a pursuit of the extraordinary. We want to set a new standard for what’s possible in our industry as we help shape the future of Australia’s water industry, establishing new benchmarks for excellence and sustainability in the years ahead.”
This was tested when Walsh became the special advisor to the former Victorian Water Minister, Lisa Neville, on the troubled GoulburnMurray Irrigation District (GMID) Connections Project. He developed a paper recommending new governance and a plan for a whole project reset.
Walsh brought strategic insights to the project and a deep understanding of governance dynamics. By looking at what went wrong with the project, he brought up a broad plan to address a myriad of delivery issues. Fisseler was also enlisted with his expertise as Project Director and stakeholder engagement specialist, providing hands-on project management for over five years. Significant and complex delivery issues were addressed, with Fisseler executing the project so that it was ultimately delivered on time and within budget.
Their story is a testament to the power of collaboration and the impact of combining diverse skills to achieve extraordinary results. Beyond this, Walsh and Fisseler’s collaboration is deeply rooted in a unified vision of what Sequana stands for – ambition, resilience, camaraderie and drive.
A key value for Sequana is client impact. This goes beyond delivering high-quality outputs; it is about building and maintaining strong, trusting relationships.
“At the heart of everything we do is a focus on client impact, building not just projects but long-term partnerships that drive meaningful change for communities,” said Fisseler. “Everything we do, we approach from a position of how we can deliver value. We are proud to be known for getting things done for our clients.”
This approach also relates to their broader social impact goals, making a positive di erence for their clients and communities.
Training and mentorship are integral to Sequana’s philosophy for its internal
team and the broader water industry. Sequana’s programs, including the Sequana Mentorship Program and Sequana Academy, foster personal and professional growth, prepare the next generation of water industry leaders, and help address the industry’s skills shortage.
“We know that formal and informal mentoring provides another pathway for our people to grow, not just through work itself,” said Walsh. “We are committed to creating an environment where growth, development, and mentoring are part of the day-to-day experience for all our employees and looking at how we can expand this further to drive water literacy and education beyond our organisation.”
On the topic of mentoring, Fisseler explained the importance of sharing the essence of hard-earned knowledge with those coming up through an organisation or industry.
“When someone starts their career, they have not yet connected the dots between the di erent aspects of the entire corporate system,” he said. “Those that have already reached the peak of their organisation
sponsored the Free Exhibition Stage at OzWater’24, which featured over 30 sessions, international presentations and unique workshops.
understand how o ce politics, business environments, compliance and projects all fit together. We see that experience and knowledge as powerful for a young person within a corporate organisation.”
At Sequana, the commitment to the community is an extension of its purpose to create lasting impact, not just in the water industry but in the lives of those in the communities around where its team lives and works.
This dedication to social responsibility is evident in its extensive range of community partnerships and Corporate Social Responsibility (CSR) programs. Sequana actively supports initiatives focused on women’s sports, food resilience, training for culturally and linguistically diverse women, and the arts.
“We want to make sure that our values have meaning and are also reflected in our actions,” Walsh said. “Our social impact commitments are considered and genuine and go beyond financial support by actively engaging our team in volunteering and other activities to help our partners achieve their goals.”
Sequana supports the Darebin Falcons, Australia’s largest multi-sport club for girls, women, and genderdiverse people. This support aligns with Sequana’s commitment to diversity, equity, and inclusion.
“It’s all about diversity,” said Walsh. “We felt strongly about supporting that venture and diversity in how the LGBTQI+ community is involved. The Darebin Falcons is Australia’s largest sporting club for women and genderdiverse people, and we’ve been proud to be involved. It’s not just about the money, but it’s also providing that inkind support. We go to the barbecues as a sponsor, but we also pitch in and turn the sausages.”
It is also a partner of the Common Ground Project. This organisation reflects its passion for regenerative solutions protecting the environment and water-related organisations, as well as the great work they do in providing training and employment pathways for disadvantaged communities, particularly women from asylum-seeker and immigrant backgrounds.
In addition, Walsh and Fisseler’s passion for art and culture led to the creation of an arts grant program
during the COVID-19 pandemic, which provided financial support to artists.
“We love the arts and the arts culture, which seems at odds with our involvement in the water industry,” Walsh said. “We decided to start a monthly competition where people could create art with an environmental or water theme. There was a set criteria for the art, and we worked with the directors of the Monash Gallery and LUMAS Gallery to judge each piece. This competition ran over eight months, and we awarded each winner $4,000 each. At the end of that period, a final exhibition showcased the incredible works in Richmond.”
While the money involved may not be significant to a business, it made an enormous di erence to the winners when they would otherwise not be able to work. Since then, they have expanded their cultural support
with special guest John Bertrand AO.
by partnering with the Museum of Australian Photography, and its exhibitions have focused on environmental futures.
The future for Sequana
Both Walsh and Fisseler, the dynamic forces behind Sequana, are incredibly optimistic about the company’s future in 2025.
“2025 will be our year,” Fisseler said. “We are committed to hiring exceptional talent, expanding our footprint in the environmental sector, and acquiring like-minded businesses aligning with our vision and values. The synergies we create will enable us to deliver even greater value to our clients. It’s going to be a huge year, a very big year.”
Walsh echoed this excitement, adding, “It’s all about building with purpose, focusing on enhancing the experience for our clients while creating growth opportunities for our people. With Pemba’s strong support, our team will have even more pathways to career advancement and personal development.”
As Sequana celebrates its fifth anniversary, it is clear the company isn’t just navigating the waters of the industry; it is reshaping it. With a focus on innovation, community engagement, and strategic growth, the company is poised to redefine the future of water advisory services. What’s next? Expect ground-breaking projects, fresh partnerships, and a relentless pursuit of excellence.
For more information, visit sequana.co
Western Australia is an unusual state, with much of the population concentrated in a small corner. With that comes many water challenges and a Minister willing to challenge the status quo.
WESTERN AUSTRALIA IS the second-largest subdivision in the world, behind the Sakha Republic in eastern Russia. With a diverse range of climates, from tropical conditions in the north to vast deserts in the interior and a Mediterranean environment through the most populated areas, managing water issues for the state is an enormous challenge.
As the Minister for Training and Workforce Development, Water, and Industrial Relations, Simone McGurk, has a heavy workload. However, as a Member of Fremantle, environmental and water security issues have always been close to her heart.
“In Western Australia, now more than ever, we have to adapt and innovate how we source and supply
water,” she said. “I’m honoured to play a part in ensuring our water resources and use are sustainable for future generations.”
Reflecting on her childhood, McGurk was made incredibly aware of the importance of saving water. Western Australians have long taken the idea of being waterwise seriously.
“Four-minute showers and watering days are measures ingrained in the public consciousness,” McGurk said. “No doubt, how we save water and adapt will continue to evolve, which is both challenging and exciting. Today, Western Australia is a global leader in developing climate-resilient water sources such as desalination and purified recycled water.”
Even her seat of Fremantle is committed to environmental
causes. In her inaugural speech to the Western Australian Parliament, McGurk said that the seat’s rebellious traditions have manifested into a deep concern for the environment, a preparedness to take action, and a willingness to break new ground to ensure that residents live sustainably.
Perth is not noted as a hotbed for wet weather, and according to Water Corporation, Perth received 556.8 millimetres of rain through to the end of September 2024, just over 70 per cent of the long-term average. More concerningly, the six months to March 2024 saw just under 22 millimetres of rain fill gauges across the city – the driest six-month period on record. McGurk and the Western Australian Government are working to ensure water is available for all citizens.
“The impacts of climate change are always front of mind in the water portfolio, and ensuring water security for a growing population in the face of declining rainfall remains both a challenge and an opportunity,” she said.
ACCIONA and Jacobs will build Perth’s third large-scale seawater desalination plant in the city’s northern suburbs. It will further ensure communities across Perth and regional areas have access to secure water supplies long into the future.
“The Alkimos Seawater Desalination Plant (ASDP) will be delivered in two 50-billion-litre-a-year stages, with the first stage to be commissioned in 2028,” said McGurk. “We have already secured environmental and development approval, awarded the contract to design, build and operate the plant, and began preparing the site for construction
The ASDP is a significant project to secure future water supplies for our
growing state. More than 2.5 million Western Australians receive drinking water through the Integrated Water Supply Scheme, and this project will help ensure long-term water security while alleviating demand on precious groundwater sources in Perth’s north.”
Supporting Indigenous Australians
According to the 2021 Census, Western Australia has the thirdhighest Indigenous Australian population, with just over 100,000 residents. While many reside in Perth, about 12,000 people live in more than 200 remote Aboriginal communities throughout Western Australia. Another 3,000 Aboriginal people live in 37 town-based communities. The most remote and town-based communities are in the Kimberley region, with others in the Pilbara, Goldfields, and Mid-WestGascoyne regions.
These rural and remote communities lack the high-quality water services many Western Australians are accustomed to. That’s why, in July 2023, Water Corporation assumed responsibility for water
and wastewater services for 137 Aboriginal communities in remote areas of WA.
“Over the next decade, Water Corporation will partner with communities to deliver access to reliable drinking water that meets Australian Drinking Water Guidelines and wastewater services that meet or exceed relevant standards under the National Agreement on Closing the Gap.”
In addition, since 2019, the Aboriginal Water and Environment Advisory Group has been in place. It consists of Aboriginal representatives from across the State who provide valuable guidance to the State Government’s Department of Water and Environmental Regulation (DWER) on policies and projects related to managing and regulating the State’s environment and water resources.
Watering the Wheatbelt Water security remains an ongoing concern for the dry agricultural areas of Western Australia. It is rare for these communities to get more than 600 millimetres of rain for a whole year.
The Hon Simone McGurk, member for Fremantle, Minister for Training and Workforce Development, Water and Industrial Relations. Images: Department of Premier and Cabinet
“Through DWER’s Community Water Supplies Partnerships program, grants of up to $100,000 are available to support planning and establishment of reliable non-potable water supplies to meet emergency farmland and firefighting water needs while reducing dependence on scheme water,” said McGurk. “We recently announced a $1.5 million expansion of the program to support more local government areas in our southwest and great southern regions.”
Supporting south-west waterways
Many programs seek to provide better water outcomes for the people of Western Australia. McGurk believes that the State Government’s Healthy Estuaries WA program is successfully restoring and protecting the health of at-risk estuaries in the South West.
“Estuaries are dynamic and highly important for our aquatic life and birds,” she said. “They also support many community values and activities such as fisheries, tourism and recreation. DWER is implementing a range of innovative
strategies that will address water quality issues in these precious environments – collaborating with farmers, catchment groups and the community. One example of this innovation is the Healthy Estuaries fertiliser management program, which is helping boost waterway health and farm profitability. Over 1,000 farmers across South West WA have participated in this program since 2016, and a record number of farms have participated in 2024.” Farms participating in the program this year have been estimated to have reduced the amount of phosphorus applied to their farms by 668,000 kilograms. Those farmers have also saved more than three million dollars if they apply fertiliser based on their soil test results. Carefully managing nutrient inputs on their farms will ultimately improve the health of our beautiful estuaries, which everyone in the community can enjoy.
Resilience and sustainability
Water Corporation manages nearly 35,000 kilometres of water mains across 2.6 million square kilometres of Western Australia, making it the largest water utility in the world in terms of geographical service area. From Kununurra in the north to Esperance in the south, WA’s climate and landscape vary significantly from region to region. This poses an array of challenges when it comes to sourcing and supplying water in the most sustainable way possible.
“In southern areas of WA, for example, reduced rainfall due to climate change continues to impact streamflow to surface water dams,” McGurk said. “To combat this and help ensure long-term water security, Water Corporation is progressing investigations into climate-resilient water sources such as desalination. This happens in metropolitan Perth and some regional locations where new source options are assessed as part of longterm planning.”
In some areas previously reliant on surface water from dams, communities are connected to larger regional supply schemes. In Denmark, a new $25 million, 43 kilometre pipeline has been constructed in response to years of declining rainfall. The pipeline connects Denmark to the Lower Great Southern Towns Water Supply Scheme , ensuring the town is no longer solely reliant on its nearest surface water source.
Driving water e ciency through support to households, businesses, industry, and government is a crucial pillar of water source planning. Water Corporation partners with various water users to run targeted water e ciency programs that save billions of litres of precious water annually. “One such initiative is the Waterwise Business Program,” McGurk said. “It has saved an estimated 135 billion
Water Minister Simone McGurk; Clive Aiken from Kimberley Civil and Drainage; and Pat Donovan, Water Corporation CEO.
litres of water since 2007 by helping businesses implement watere ciency measures. Similarly, 48 local governments state-wide now participate in the Waterwise Councils program, 25 land developments are endorsed through the Waterwise Development Program, and about 1.5 billion litres has been saved through the Waterwise Aquatic Centre Program.”
She noted domestic water use continues to fall through waterwise education and support. From 2003 to 2022, average metropolitan water use per person decreased from 185,000 to 130,000 litres per year—a reduction of almost 30 per cent.
“In WA, waterwise education begins at school,” she said. “For more than 25 years, the Waterwise Schools Program has helped engrain waterwise behaviours in students of all ages. In 2021-22, the program reached almost 30,000 children state-wide, and by 2030, we aim to take the waterwise message to 50,000 WA school children each year.”
The Waterwise Perth Action Plan 2019 was another key initiative. It is the first of Western Australia’s successive plans to transition Perth (Boorloo) and Peel (Bindjareb) to leading waterwise communities by 2030.
“Following the success of the initial Plan, implementation of the Kep Kep Katitjin – Gabi Kaadadjan Waterwise Perth action plan 2 is well underway,”
to climate change and businesses and industries improving their water use practices.”
To ensure water resources meet the community’s needs, ecosystems, and economic development, DWER is also managing surface and groundwater resources to support water supplies for residential, commercial, and industrial uses. Water allocation planning tackles this by setting allocation limits for water resources – the amount of water that can be sustainably taken without unacceptable environmental impacts.
“In June 2022, DWER released the Gnangara groundwater allocation plan,” McGurk said. “The Gnangara groundwater allocation plan sets out how we will manage the Gnangara groundwater system – Perth’s largest and most important natural water resource. The Gnangara Plan is the first groundwater plan in Western Australia that will actively rebalance groundwater use across all sectors in response to climate change.”
Water Corporation will reduce its baseline abstraction by 27 per cent,
plan, the State Government has funded the Gnangara Waterwise Councils Grants Program. Nine eligible local governments will receive a share of $4 million in funding to help reduce their groundwater use. This funding will support the redevelopment of parks to include waterwise principles and create resilient open spaces, increased tree cover, upgraded irrigation systems, installed weather stations and smart irrigation control systems, and stormwater harvesting. Projects will also look at the potential for wastewater reuse as alternative water sources.”
Given the many challenges and opportunities facing McGurk in her portfolio, she has a key focus on strengthening water security and
Heritage Monitor Andrew Sampi, Water Minister Simone McGurk, and Kimberley MLA Divina D’Anna at the new borefield.
growth of our State,” McGurk said. “We know that sound water planning will play a key role in unlocking the potential of thirteen identified strategic industrial areas, which will ultimately provide developmentready land for investment in downstream processing, including hydrogen and other heavy or strategic industrial activities to generate significant investment, employment and production value for WA.”
McGurk is also focused on strengthening innovation and driving greater e ciencies in using existing water resources. She emphasises the need to support research that enhances the resilience of streets, suburbs, and communities to warmer temperatures and increases the volume of water that is recycled, working alongside industry, scientists, and the community.
Minister McGurk visiting Victoria Park Primary School, seeing how students are working on being waterwise under the Waterwise Schools Program.
“The future presents clear challenges, but there are exciting opportunities ahead. Western Australia will continue to be a leading force in proactive action and innovation as we implement key water management policies and programs to support our State’s future development.”
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Collaboration, innovation and sustainability drive growth, ensuring reliable services and thriving communities in one of Australia’s fastest-growing regions.
FROM THE ORGANISATION’S
new southern base at Mango Hill, Unitywater CEO Anna Jackson looks out toward Brisbane City to the left and the Glasshouse Mountains to the right.
“We are so lucky to live and work in such a beautiful part of the world,” Jackson said. “With many others now wanting their holiday destination of choice to become their day-to-day lifestyle setting, it’s one of Australia’s fastest growing regions.”
Unitywater currently provides water and wastewater services to over 800,000 people. Over the next 20 years, this figure is forecast to increase by 65 per cent to more than 1.3 million residents.
“At Unitywater, our purpose is to be here for healthy and thriving communities,” Jackson said. “We need to serve our customers of today, protect the beautiful landscapes and lifestyle we all enjoy, and plan sustainably and responsibly for what we hand over to our customers of tomorrow – from the health of our environment to the
reliability of our essential services and their a ordability.
“Joining Unitywater, I found a business that was ready to leverage its strong operational base and committed team through a growth phase while positively impacting our operating environment and its communities.”
Last year, after consulting customers, team members and stakeholders, Unitywater outlined its 2030 Strategic Ambition. It is aligned around four strategic themes – value every drop, customer of the future, keep it simple, and one Unitywater.
The 2030 Strategic Ambition guides the team to shape healthy and thriving communities.
“The strategy is an ambition for our organisation towards becoming a mature, transformed business with a leadership role in the communities we serve,” Jackson said. “Our goal is to meet growth challenges head-on while working towards net zero targets and meeting the
Unitywater CEO Anna Jackson. Images: Unitywater
community’s expectations, now and into the future. Realising this shift, while meeting the needs of a growing region, means we need additional talented and motivated working people working within and alongside our business.”
Unitywater needed to better meet market demand, as it competed for this talent against large multinational corporations based in Brisbane and navigated the changed workplace
flexibility expectations of a postpandemic employment market.
“Millennials are the largest cohort in the working population, including the water sector,” said Jackson.
“They are less likely to stay in one role, with more emphasis on development and work-life balance over financial reward.
Around this time, news reports and conversations with other organisations were confirming that mandated o ce attendance ratios were impacting culture and talent attraction.”
The new Unitywater Mango Hill corporate o ce is a bright, open space encouraging collaboration.
Towards the end of 2023, 87 per cent of Australian businesses were reported to have introduced mandates – four days a week being the most common – and 31 per cent had lost employees because of them.
Working better together
“In this context, we developed our Working Better Together principles to give our teams a framework to locally design and manage their normal work patterns,” Jackson said. “It allowed us to balance our specific operational requirements with their internal and external customer needs and personal preferences.
no one works from home all the time because we consider face-toface contact integral to our strong organisational culture.
“We then gave guidance on the moments and activities that can work remotely, which are better inperson and those that are expected in-person.
“Each team built a charter that defines how this works for them and their expectations of each other –from valuing time spent together, to which of our work locations they attend – and provides a mechanism for leaders to ensure their people are working safely.”
Balancing traditional business thinking and contemporary employee expectations has been critical to recruitment and retention.
Unitywater reports that 100 per cent of candidates ask about flexible arrangements, and around 40 per cent say they would decline a role if mandated significant o ce attendance.
The utility’s turnover is down to 12 per cent, compared to the national average of 15 per cent. Cultural outcomes also look positive, with team involvement measures lifting 7.6 per cent halfway through the implementation process.
pay equity. Similarly, BenchmarCX certified it as a Triple R employer implementing responsive and respectful recruitment.
“We believe that we are better together and that when we share space, we increase creativity and collaboration,” Jackson said. “Physical workspaces must support this way of working, so in May, we moved our Southern Corporate Centre from Caboolture to Mango Hill, a location central to transport and closer to home for more of our future team and customers. We reconsidered our traditional ways of working and aligned ourselves with an activity-based, technologysupported hybrid model that maximises the geography of our service area.”
The location and modern fit-out at the new Mango Hill o ce have seen daily occupancy levels regularly exceed 80 per cent. In comparison, the team-defined working patterns have lifted total real estate utilisation across all Unitywater sites by 21 per cent per square meter.
These numbers will increase as Unitywater’s new long-term capital delivery partners start working alongside their team to Build Better Together.
growth in new infrastructure needed.
Aurecon and AECOM) to streamline the capital delivery process and support a significant growth era.
“We can see the influence population growth has on our capital program, with 70 per cent of projects this year being growth-related, up from an average of 30 per cent over the past three years,” Jackson said.
“Our partners will support us in delivering our $1.8 billion capital investment program over the next five years to secure reliable water services for our growing customer base.
“We’re mitigating the impact of external factors like tight labour markets and booming infrastructure programs nationwide by ensuring our partners will be ready to work on our projects, meaning certainty and reliability for program delivery.”
With 88 per cent of Unitywater’s team members living within the region they serve, their sense of working together extends to their community.
“Whether it’s the way we work as a core team, the way we partner to extend our team or the way we share common experiences with our customers and communities, it’s always going to be better when we do it together.”
For more information, visit unitywater.com
Take a deep dive into Sydney Water’s approach to sustainably transitioning its fleet to electric vehicles, including challenges faced, solutions implemented and results achieved.
SYDNEY WATER HAS worked with Origin 360 EV to convert its Potts Hill pool fleet to 50 electric vehicles (EVs). This marks the largest EV fleet for an Australian water provider and includes the installation of 24 charging stations supported by funding from the Australian Renewable Energy Agency (ARENA).
Sydney Water is Australia’s largest water utility. It provides water, wastewater, recycled water and stormwater services to residents and businesses across Greater Sydney. The organisation services millions of people daily by keeping water flowing in all of Sydney, the Blue Mountains, and the Illawarra.
“Sydney Water has set the benchmark for Australian water authorities by embracing the electric vehicle transition with open arms,” said David Helmy, Head of Sales at Origin 360 EV. “We worked
closely with their fleet management team to fully electrify their Potts Hill pool fleet, introducing 50 EVs, and helped to plan and build a charging network across multiple metro sites.”
John Little is Sydney Water’s fleet manager. As the project leader, he took a cold call one day, and it turned into a fast-tracked EV transition journey for its passenger vehicle fleet.
“We were fortunate to have Origin leverage state government funding so we could get rebates on the vehicles we purchased,” Little said.
“Carbon neutrality was one of the big goals of the project, as it linked to a range of enterprise themes Sydney Water already stands for. It was also financially sustainable, as we could buy vehicles that were the same price as what we had previously budgeted for.”
There is a large range of electric vehicles that form part of the Potts Hill fleet for Sydney Water.
Images: Sydney Water, Origin Energy
Why Potts Hill?
Potts Hill is in western Sydney. It’s a site owned by Sydney Water, which made the installation of EV chargers much easier. The lack of red tape is di erent from the head o ce in Parramatta, where cars are parked in an underground basement.
“The building owner is a little nervous about installing EV chargers in the basement due to the risks involved,” Little said. “At Potts Hill, the car park is in the open air, which gives us easier access in the event of any issues. The reactive issues are easier to manage, particularly with the physical resources in place.”
Rather than starting with the conversion of individually driven vehicles, Little opted to convert Sydney Water’s shared pool fleet to EVs. This helped ensure a wider group of individuals could experience the new vehicles and provide feedback more quickly.
“When it comes to the costs, we lease our fleet on a monthly basis,” Little said. “In financial terms, there has been a single-digit percentage increase in running the fleet. Similarly, upgrading the infrastructure was cost neutral.”
Engaging with the business
An internal survey was conducted to understand the Potts Hill team’s experience with the new vehicles. It showed that 80 per cent of people hadn’t driven or been exposed to an EV before, 80 per cent would do so again, and 70 to 80 per cent found EVs easy to use, easy to operate and easy to plug back in at the end of their journey.
“We intentionally replaced all internal combustion engine (ICE) vehicles from our Potts Hill headquarters with EVs and saw instant demand and interaction from multiple users. The reason behind this approach was to garner high rates of advocacy and awareness among our sta who use the pool fleet,” Little said.
Rolling out a big project like this always presents challenges, and Little believes that engagement is key.
“Engage is a key takeaway for me,” he said. “Just because we are doing a lot of research into the field and know about it doesn’t mean everyone else understands it. A great example was when we put our executive into an EV and sent them to Wollongong. I think every single one of them called me to ask if they would get back. The cars have a range of about 400 kilometres, and it was a 195 kilometre round trip. They all got back.”
Helmy is of a similar perspective but looking at it from a broader fleet issue.
“The uptake of passenger EVs is often the first step for organisations
transitioning their fleets,” Helmy said. “However, we’re now seeing more businesses exploring how to convert light commercial fleets. With new electric vans and trucks entering the Australian market, we anticipate their emergence – combined with industry-wide decarbonisation strategies – will help drive the next wave of EV adoption in business fleets.”
Managing load and the future One issue for any fleet manager undergoing such a transition is ensuring that the energy load is manageable. That’s why Little and Origin rolled out a load management system (LMS) to optimise the available energy capacity and allow the site to stay within its power limit.
“Under our system, the cars are charged to a maximum of 80 per cent of their full charge,” Little said.
“More than half of the cars are charged at o -peak times. They will not start charging until after midnight. Users will plug it in at the end of the day and tap their charge card, with the light turning green. They think they’ve done the right thing, but the charging has not started yet. This reduces the strain during peak times as well.”
Origin has provided the Origin 360 EV Charge App to help maximise energy e ciency and reduce charging costs. The positives of all this work have seen Sydney
right to left: John Little (Sydney Water), Chau Le (Origin Energy), John Ghirardello (ARENA), Leo Seyri (ARENA), and Joseph Lara (ARENA), all at the carpark at the Potts Hill facility for Sydney Water.
Water consider how to better expand this project to other sites across its network. This requires collaboration with its property team and other sites across the vast Sydney metropolitan area.
“When we remediate or uplift the infrastructure at a site, we ensure that charging points are part of the list, along with new desks and AV equipment,” said Little. “It’s part of the future state infrastructure project, as our property team can be more agile and gain more funding as a result.”
Now that its Potts Hill pool fleet is 100 per cent electric, the next step for Sydney Water is transitioning its take-home fleet and light vehicles, such as utes and vans, which constitute a significant proportion of the business fleet overall.
“At-home charging is one of the next goals for us,” Little said.
“Right now, we require everyone to bring the vehicles back to base to recharge. It’s eliminated a major potential headache in the EV implementation strategy. If we start installing chargers at our employee’s homes, there are many variables and risk positions that need to be discussed. Ideally, we’ll start looking at vans that come back to base in the near future as well.”
For more information, visit originenergy.com.au/ electric-vehicles and sydneywater.com.au
Mitchell specialises in approvals, design, construction, commissioning and operation of fully integrated pipeline projects.
Our capabilities include:
• Bulk Water Transfer Pipelines
• Water Distribution Pipelines
• PVC (Poly Vinyl Chloride)
• PE (Polyethylene)
• MSCL (Mild Steel Cement Lined)
• DICL (Ductile Iron Cement Lined)
• GRP (Glass Fiber Reinforced Plastic)
• SS (Stainless Steel)
• Pumping Stations
• Power
• Storage Tanks
• Earthen Reservoirs
Engineer
Inside Water had the opportunity to receive insights from the Federal Minister for the Environment and Water, Tanya Plibersek. Below, she outlines her vision for the water industry in Australia.
FOR SUCH A crucial part of life, water policy in Australia had long been an afterthought for many governments.
Many of the state water infrastructure projects – important for reducing the amount of water we would need to recover through
What struck me was that the previous federal government had largely vacated the national stage on water policy.
The last national meeting on water was in 2013, the Murray-Darling Basin Plan was veering o track, and water infrastructure funding was dominated by hugely expensive and di cult to deliver mega-projects.
The Albanese Labor Government has brought national leadership back to water management.
To manage our water resources properly, we need to look at the whole of the environment, community, economy – and how these pieces all fit together.
It’s why we’re renewing the 20-yearold National Water Initiative.
Faced with a changing climate and increasing demands, a nationally consistent and holistic water policy is more important than ever.
Our third consultation round on a new National Water Agreement highlighted this.
It is long overdue for governments, at all levels, to raise the bar.
And for us all to better integrate Aboriginal and Torres Strait Islander Peoples’ interests and influence in water management.
The Albanese Government is working with state and territory governments to have a new agreement in place as soon as possible.
Taking action now is critical to securing our water resources for the future.
That’s why we expanded the National Water Grid Fund criteria – so Commonwealth funding could be used directly to provide safe, reliable drinking water to people across remote and regional Australia.
For example, pipes are now being laid to secure water supplies for the 3,000 residents of Mount Morgan in Queensland, who had to endure 2.5 years of water carting.
Alarmingly, over 25,000 people in remote Australia don’t have access to water that meets basic health guidelines.
Over 600,000 don’t have water that meets recognised aesthetic standards.
Forty percent of all locations where water quality records exceeded health guidelines were remote Indigenous communities.
The National Water Grid Fund provides $150 million for new and upgraded infrastructure in First Nations communities.
We are proud to be investing in more than 20 First Nations water infrastructure projects across five states and territories and more than 85 communities. Construction has started on many of these projects.
The National Water Grid Fund overall is being used to support about $3 billion of investment towards over 260 water infrastructure or science projects.
This includes innovative water recycling projects in places like Western Port and the Western Irrigation Network in Victoria, Bunbury in Western Australia and Bicheno in Tasmania.
And science projects exploring themes such as managed aquifer recharge, emerging desalination applications and options for remote community water supplies.
At the heart of our water system is the Murray-Darling Basin.
Since coming to government, our priority has been to deliver the Murray-Darling Basin Plan in full after a decade of Coalition neglect.
Healthy rivers mean healthy communities.
We’re making sure the Basin can support future generations of sustainable communities − to support our economy through the production of food and fibre, and to support our iconic native fauna and flora.
Last December, we passed the Water Amendment (Restoring Our Rivers) Act 2023.
At its core, it’s a law that extends timeframes to fully implement the Murray–Darling Basin Plan. It provides more options for water recovery and provides more money to support communities and deliver projects that improve water e ciency. It increases accountability and transparency about who is really doing what – including in our $30 billion water market.
We have committed more than $100 million to four water e ciency projects and over $700 million for projects that keep water in productive use while still achieving environmental outcomes.
purchase programs so that irrigators have the option to sell their water licences to the government to improve the health of the river system.
role for First Nations communities in water management.
In June this year, we launched a world-leading water ownership program for First Nations Peoples in the Murray-Darling Basin as a first step to address decades of dispossession.
Under the Aboriginal Water Entitlements Program, the government has made $100 million available to buy water in the Basin, with First Nations representatives to determine how that money is spent. The purchase phase is underway, with an interim Aboriginal
Australians can’t a ord to take safe,
With 2024 coming to a close, the time is right to review what has been achieved this year. One multi-generational family business is continuing to move forward.
SINCE ITS INCEPTION in 1936, Interflow has carved out its place as a leading delivery partner for water and pipeline infrastructure. Started by Harold Weaver, its services span the planning, design, construction and maintenance spaces, where Interflow customises its approach to achieve the most sustainable outcomes for its customers and communities.
Under Daniel Weaver’s fourthgeneration leadership, Interflow stands out as a trusted partner in its field. Its mission is to be a company people want to work for, and customers want to partner with to deliver world-class pipeline infrastructure solutions.
“Our purpose is to improve the lives of the people we work with, the communities we serve, and the environment we work in for generations to come,” Weaver said. “The ultimate goal is to be the leading provider of pipeline infrastructure in Australia and New Zealand.”
For Weaver, this ambitious goal is one that he has grown with since childhood.
“Being in the family business and the industry is all I wanted to do since I was a young boy,” he said.
“That’s what brought me to the industry. What keeps me here is our ability to make a real di erence to our people and our communities.”
When looking at trends, Weaver looked back to 2021, when Interflow celebrated its 85th anniversary. At the time, Weaver and his father were transitioning into di erent leadership roles within the company. This was a significant moment for the business and a time to take stock of what had been achieved and what opportunities lay ahead.
“We looked at our purpose and why we exist,” Weaver said. “We’ve been here for four generations so far and hope to be here for another four
Daniel Weaver, Interflow’s fourthgeneration Managing Director. Images: Interflow
generations, potentially more. We also focused on what Interflow wants to become – a company people want to work for, and customers want to partner to deliver worldclass pipeline infrastructure.”
This laser-like focus for the executive team highlighted the importance of its people and customers to the organisation. The team had to understand what these groups were asking of and telling Interflow. This led to the exploratory year of 2022, reframing the business around its identity and who it wanted to be.
“We listened to our people and customers to understand where the industry is heading and how we can lead us there,” Weaver said. “2023 was a year of reorienting and establishing strong foundations. It has helped us adapt to the trends of 2024 and is an ongoing journey.”
Mobilising people for leadership growth Interflow has continued to grow year-on-year, currently employing about 700 people. One of the challenges facing a company like
70 and 80 per cent of its people working on di erent sites around Australia. When thinking about such a mobile workforce, one thing is that they are not individuals distributed at disparate locations around the country—they are teams of two to ten people working on di erent projects.
“When I think about the challenges of 2024, the one that stands out is about mobilising our people across the many di erent locations we work in,” said Weaver. “When teams travel, they’re away from their families and lives at home. It becomes challenging if its reactive or the purpose isn’t clear. So we’ve explained what we are doing, where we are heading, and why and aligned people with that vision. That’s led to all of us working together to do our best to operate as a unified group.” Looking at it like that, Interflow has been on a maturity journey over the last few years. That will lead to us becoming more responsive to the needs of both our customers and communities.”
Weaver believes that the focus on leadership within the business has also been about maturity and a cultural journey. For him, people are at the core of that journey.
our people, for our people,” he said. “When we started this program, we first rolled it out to our field workforce to have the biggest possible impact on people within the workforce. It’s gained momentum throughout 2024, and that’s been a natural momentum. Looking back at whether it is good for our customers and teams, the answer has been a resounding yes.”
Sustainability and the future
Sustainability is a crucial element when considering Interflow’s future. It’s important to its people, customers, and communities and will remain fundamental to the business now and in the future. Interflow’s Environment and Sustainability approach reflects this.
“We have a Sustainability Framework that needs to evolve,” Weaver said. “We don’t just do things to tick a box. It’s essential that this evolution is guided by our purpose while also ensuring that it is the right thing to do and makes good business sense.”
This is why Interflow has decided to prioritise three areas for further development: its approach to net zero, gender diversity pathways and targets, and sustainable procurement.
“I want to use the business as a vehicle to have a positive impact and
at an o ce opening in Morisset.
Interflow’s leadership program in action.
and whether it’s about improving the lives of the people we employ or the communities we serve, I look at Interflow as a means to achieve that.”
Given Interflow’s vision and purpose, 2025 will be a year of stability and momentum for the company. By having that internal and external stability, Weaver hopes that Interflow can position itself to continue making a real di erence for its people and communities.
For more information, visit interflow.com.au
From aspiring opera singer to CEO of a water management company, Michael Wilson’s path has been shaped by adaptability, a commitment to positive impact, and a willingness to embrace unexpected opportunities. it was important to find that I had a core skill set that remains highly transferable to other areas of endeavour. I’ve worked in a range of di erent fields and policy environments with di erent stakeholder groups, which has seen me learn a whole range of di erent things.”
MICHAEL WILSON’S CAREER aspirations began far from the water management industry. Growing up with a deep passion for music, Wilson envisioned a career as an opera singer. A talented baritone, he pursued voice lessons and classical training, dreaming of performing on world stages. However, reality soon set in.
“Baritones are a dime a dozen,” Wilson said, “The most soughtafter roles in opera tend to go to the tenors.”
Though his departure from music was unexpected, it taught Wilson the importance of adaptability.
“It gave me a sense of perspective and confidence,” Wilson shared in a recent interview. “I think
Politics and public service Wilson’s next step was equally shaped by opportunity. After completing a degree in political science at the Australian National University (ANU), he worked as an advisor in Australia’s political sphere. His early roles in the arts and culture sector helped him build the experience and insight that would
later prove crucial in his leadership journey. One of his first significant career-defining moments came when he was o ered the chance to work for the Australian government as an advisor to the Arts Minister. This pivotal role exposed him to highlevel decision-making processes and government policy development.
Wilson’s public service experience expanded beyond the arts. He has worked in various policy roles, including environmental and sustainability policy at the federal level. There was also a stint in national security as an advisor within the Australian Federal Police (AFP). This period helped him develop the skills to manage complex projects, often involving negotiations across di erent political landscapes.
“The experience gave me insight into how to navigate the political quagmires of policy, which has been incredibly helpful in water management,” Wilson said.
Wilson’s foray into international development began with his connection with the water sector. After his time with the AFP, he joined AusAID, the Australian Agency for International Development, working on Southeast Asian programs. His time in this role influenced his understanding of water security and its impact on communities, particularly in developing countries. While stationed in Vietnam, Wilson managed Australian aid programs worth over $350 million annually, many focusing on water resource management in the Mekong Delta. His work in Southeast Asia exposed him to the complex interplay between water, agriculture, and community resilience.
“Water is everywhere in the region, but reliable access to clean
water and the security of water resources is a persistent challenge,” Wilson said.
This experience gave Wilson an appreciation for the technical aspects of water management and underscored the importance of political, economic, and cultural considerations in ensuring access to this vital resource.
During this time, Wilson understood water’s vital role in underpinning all global development and poverty reduction objectives. He witnessed firsthand how droughts, natural disasters and poorly planned developments on river systems
a ected livelihoods, pushing people into extreme poverty. The challenges he encountered in the Mekong region left a lasting impact on Wilson and solidified his commitment to sound and evidence-based water management as a career path.
In 2022, Wilson became the Group CEO of eWater, an organisation dedicated to improving water resource management in Australia and globally. Initially appointed as the CEO of the Australian
Water Partnership (AWP), eWater’s international flagship program funded by the Department of Foreign A airs and Trade, Wilson’s leadership soon expanded to include the entire company. Under his stewardship, eWater has played a crucial role in providing tools like hydrological modelling software that help decision-makers manage water resources more e ectively.
Wilson’s leadership at eWater has been shaped by his commitment to evidence-based decision-making, which was informed by his diverse career experiences.
“We focus on providing reliable, transparent data,” he noted. “It is our job to steward our software platforms, which have been developed over 20 years, and the water management skills and expertise that sit behind these tools and capabilities in the interests of everyone who requires a reliable water supply. In doing so, we need to keep the tools and services up to date and play our part in building a national skillset to help water scientists and decision-makers do their jobs better.”
In Australia, the world’s driest inhabited continent where water
scarcity is an especially pressing concern, the ability to provide clear, actionable insights to policymakers, regulators, suppliers and users is critical. This commitment to data transparency has earned eWater bipartisan support, ensuring their work remains supported, regardless of the prevailing political landscape.
One of Wilson’s key initiatives at eWater has been modernising the National Hydrological Modelling Platform, known as eWater Source. He believes that robust, data-driven tools are essential for supporting sustainable water policy in the face of growing challenges like climate change, increasingly frequent extreme weather events and increasing demand.
“Good water policy needs to be built on reliable, objective data,” he emphasised. “Water is the sovereign gift of the jurisdictions along that shared water course, and all jurisdictions need to work together to make decisions around the governance of that resource. It’s why political decision-makers will still be held accountable for their decisions. Still, the data relied upon in reaching those decisions should be available for anyone to scrutinise and not be a mystery.”
Throughout his career, Wilson has consistently emphasised the importance of values-driven leadership. At eWater, he helped develop a strategic plan that articulated the organisation’s core values—something that had not been done before his tenure.
“We wanted to be clear about what we stand for,” Wilson said. “We are still having conversations about our mission and values. We properly review our strategic plan every year, even when the current
(Left) Mapping of the local geography as part of a pumped storage Bhutan.
Image: Rohan Kent, AWP
one runs until 2028. Once we get to 2028, I reckon it might look very di erent from what we drafted in 2023, and that’s how it should be.”
He pointed out that a strategic plan should be a manageable target, too, as it is critical to keep the goalposts clear for all the internal and external stakeholders. The evolution of the strategic plan represents eWater maturing and developing as an organisation, broadening its mandate and range of activities.
Reflecting on his career, Wilson credits his success to his willingness to embrace the unexpected. “I’ve never planned my career too rigidly,” he admits, noting that some of his most rewarding experiences came from doors he hadn’t anticipated would open. He advises others not to over-plan, instead encouraging a focus on values and openness to new opportunities.
eWater Group employees exploring solutions to water management.
Image: eWater
“By staying flexible and true to my values, I’ve found fulfilment in ways I couldn’t have predicted.”
For more information, visit ewater.org.au
This style of pump is advantageous when pumping high temperature liquids that have a tendency to vaporise. As the pump is submerged in the liquid the risk of cavitation is greatly reduced.
These pumps are useful when pumping dangerous chemicals as they eliminate the chance of leakage. They are also used as an alternative to surface mounted self-priming pumps. Regent Sump Pumps are available in a variety of construction materials giving them the ability to handle aggressive liquids.
Mitchell Water has grown from a small Victorian family business to become one of Australia’s largest privately owned dedicated pipeline engineering and construction organisations.
COMMENCING IN 1979 as L.G Mitchell & Sons, Wayne Mitchell has worked diligently to build a successful and reputable construction business. The group operates five companies: Mitchell Water Australia, Sadlier Surveying, Infield Energy Services, Envirotech Water Solutions and Westmain Aust, each providing specialist capability to the water resource and energy sectors throughout eastern Australia. Mitchell Water Australia’s CEO Rob Shelton, who has been with the organisation since 1998, said, “Our continued growth is due to the strength of our people. They are the ones who come up with innovative ideas, who strive to improve processes, and who help our business grow and thrive.”
Mitchell Water Australia has been working in the region for decades.
Rob also shared his pride in the organisation meeting the challenge of providing gender diversity and equality throughout the group’s workplace. “Despite being historically male-dominated, the construction sector must diversify and become more inclusive to flourish”.
A core of women powers Mitchell’s East Grampians Rural Pipeline Project management team.
Rob Shelton is the CEO of Mitchell Water Australia.
“We’ve assembled a wonderfully talented group of women in key roles – Amanda, our Construction Manager; Sarah is our Health Safety & Environment Manager who is supported by Krystine, our Health & Safety Advisor; Rainie heads up the Quality & Compliance role; Kristin is our Community Engagement and Cultural Heritage Advisor, and Naomi, our Land Liaison O cer, heads up all of our 850 property owner interactions. By promoting diversity and fostering an inclusive environment, the construction
range of talent and expertise, driving innovation and growth into the future.”
East Grampians pipeline project
Mitchell Water Australia was the successful tenderer for the $85.2 million contract for Grampians Wimmera Mallee Water (GWMWater) to deliver the East Grampians Rural Pipeline Project (EGRPP). The EGRPP Zone 2 to 4 will cover 200,000 hectares and provide water security to 640 rural farming properties in the region. This will be achieved via a 634-kilometre pipeline and pump station network.
Mitchell Water has a long history of working for GWMWater within the region.
“We’ve been building pipeline networks in this region for nearly 20 years,” Shelton said. “The East Grampians Rural Pipeline Project
economic opportunity to the region. Our team looks forward to partnering with the local community and businesses to deliver the project.”
By the end of the EGRPP, Mitchell Water Australia will have built about 10,000 kilometres of pipelines for GWMWater. This represents over 10 per cent of Victoria’s total land area. Such a distance shows the length of the channels that have been dug out and replaced, but it is more than that. It reflects the volume of water that farmers are saving and the amount of potable water that some communities are now receiving.
“Returning to the areas and townships we have worked in the past, there’s an incredible di erence from what they were in 2006 to what they look like now,” he said. “It just shows how critical water security is for these communities within the Wimmera Mallee region.”
Envirotech Water Solutions work at the Marong pump station.
The Envirotech acquisition
The recent acquisition of Envirotech Water Solutions has expanded the capabilities and expertise in designing, constructing, operating, and maintaining water infrastructure.
“We have a long history with Envirotech Water Solutions dating back to 2005, and the acquisition has been seamless. With Mitchell Water Australia’s financial support, Envirotech Water Solutions can now bid for much larger contracts, both in regional and metropolitan water utilities.”
The future for Mitchell Water
During COVID, Mitchell Water Australia concentrated on growing its capability in the coal seam gas sector in Queensland. This new contract with GWMWater is the first one back in the Victorian water space since 2021.
“We want to focus back on the water industry; after all, it’s in our name,” Shelton said. “We’ve had a lot of success with coal seam gas in Queensland and continue to do so. We’ve grown and evolved our capabilities in that sector and have a very strong team carrying out those works.”
Shelton believes that growth for growth’s sake is not ideal, as it comes at a cost to customer satisfaction. With a team approaching 200 people, there is still plenty of room for structured growth and development.
“We are back in the water space, back in the Victorian community, back in the regions and supporting local employment. Mitchell Water Australia has been doing this for over 40 years, and we will continue doing so for decades.”
For more information, visit mitchellwater.com.au
As the water industry evolves, cutting-edge mobility solutions transform how utilities address mission-critical communications in the field.
IN AN ERA where real-time communication and data access are essential to operations, the water industry is shifting towards advanced mobile solutions to meet its growing needs. This transition is being driven by the increased demand for mobility, data, and safety across dispersed field teams. Vertel is at the forefront of this transformation, helping water utilities like Icon Water enhance their communication networks to improve operational performance and safety.
Adrian Baric, Head of Government at Vertel, said, “The water industry has moved beyond just needing voice communication. Today, there’s a clear requirement for both voice and data, particularly in remote areas. It’s no longer enough to rely on voice push-to-talk; utilities need comprehensive solutions that ensure access to critical information at all times.”
Transitioning from traditional systems
Water utilities have used trunked mobile radio (TMR) systems for years to maintain essential voice communication between field teams and central o ces. These systems need to be improved as operations have grown more complex. Field workers now need to access and send data in realtime, whether monitoring pipeline telemetry, diagnosing faults, or coordinating with colleagues in remote locations. This growing reliance on data-centric applications demands a more robust and flexible communication infrastructure.
“The need for availability and flexibility has driven the shift from trunked radio to mobile broadcast platforms,” Baric said. “Voice is no longer enough for utilities and others, especially those operating in remote areas. Integrating datacentric tools is critical for e ciency and, more importantly, safety.”
The water industry’s need for realtime data extends to maintenance and infrastructure management. For instance, utilities like Icon Water, which maintains over 3,500 kilometres of pipeline, require constant monitoring and instant communication to ensure the network operates smoothly. By adopting mobile solutions that incorporate data and voice, water utilities are better equipped to prevent disruptions and respond rapidly to potential issues.
The challenge of remote connectivity
Field workers in the water industry often operate in isolated areas where traditional cellular coverage is sparse or non-existent. With the impending shutdown of the 3G network, many utilities are being forced to rethink their connectivity strategies. For Vertel, this challenge is an opportunity to deliver tailored solutions that ensure uninterrupted communication.
“The 3G shutdown isn’t a surprise, and many businesses have had time to adapt,” said Baric. “Now, with the availability of satellite networks like Starlink, we can combine 4G and 5G with satellite solutions to provide continuous coverage, even in the
most remote regions.”
Vertel’s ability to integrate satellite networks with existing cellular infrastructure o ers utilities a comprehensive solution for missioncritical communication. In remote areas where cellular signals are weak or absent, satellite communication bridges the gap, ensuring that field teams stay connected and safe. This solution is particularly valuable in regions where weather or terrain can impact connectivity, giving utilities a reliable alternative for their communication needs.
An Icon Water vehicle at a local reservoir, containing the Vertel equipment.
end-to-end solutions
Vertel’s expertise in engineering and its modular approach to solutions is what sets it apart in the
mission-critical communication space. For Icon Water, Vertel designed a fully integrated, end-toend communication system that includes mobile broadcast platforms, satellite links, and advanced group communication tools. This modularity ensures the system is scalable and adaptable, allowing utilities to adjust their networks as their operational needs evolve.
“We provide a complete solution from design to implementation, testing, and ongoing maintenance,” Baric said. “Our goal is to ensure that the system not only meets the client’s current needs but can be expanded or adapted as those needs change.”
The system Vertel deployed for Icon Water also incorporates Airbus’s AGNET MCPTT (Mission Critical Push-to-Talk) module, widely used by emergency services and other mission-critical industries. This module enables robust, secure group communication, which is essential for field operations where coordination between teams is vital. In addition to pushto-talk functionality, it supports advanced features like full-duplex communication, video streaming, location services, and emergency alerts such as “man down.”
“Airbus may be known for building planes, but they also have extensive expertise in mission-critical communication systems,” Baric said. “Their AGNET module brings advanced functionality that enhances safety and operational e ciency, making it a perfect fit for utilities like Icon Water.”
The increasing reliance on datacentric applications is the most significant trend a ecting the water industry today. Field teams now need access to data-rich tools to monitor
infrastructure, diagnose issues, and perform maintenance more e ectively. With Vertel’s solution, Icon Water’s field teams can now use applications to send and receive large data files, such as images or video, to assess pipeline integrity or equipment malfunctions in real-time.
“The ability to transmit data from the field is critical,” Baric said. “If something isn’t right, a worker can take a picture or video, send it back to the team, and make a decision immediately. It saves time, improves accuracy, and, most importantly, enhances safety.”
In addition to improving decisionmaking, using data in the field supports the maintenance of vast networks like pipelines and water facilities. Real-time telemetry and SCADA systems provide up-to-date information on system performance, allowing utilities to identify potential problems before they lead to outages or service disruptions.
Vertel focus
While Vertel’s work with Icon Water has set a new standard for missioncritical mobility solutions in the water industry, the applications extend far beyond water utilities.
Vertel’s modular approach makes its solutions adaptable to other sectors, including energy, emergency services, and transportation. Any industry with a mobile workforce that operates in remote or challenging environments can benefit from the systems Vertel o ers.
“Our modular mobility solutions are designed for any organisation with a field workforce, whether in water, energy, or public safety,” Baric explains. “The ability to stay connected, access data, and ensure the safety of remote workers is a universal need.”
Looking ahead, Vertel continues to see itself as a mission-critical
Icon Water and Vertel have worked together to ensure that data is transmitted through modern techniques.
communication leader, focusing on delivering solutions that can evolve alongside their clients’ needs. The company’s commitment to innovation, combined with its deep understanding of engineering and network management, positions it as a trusted partner for any organisation prioritising communication reliability and safety.
As the water industry continues to evolve, Vertel’s mission-critical mobility solutions provide a reliable, scalable foundation for the future. With a focus on voice and data integration, remote connectivity, and field worker safety, Vertel is paving the way for utilities to enhance their operations and meet the challenges of the digital age.
“We’ve been doing this for over 50 years, and we’re proud to be one of Australia’s leading consultants in critical communications,” Baric concludes. “Whether it’s water utilities, energy providers, or emergency services, we’re committed to helping our clients build and maintain the networks they need to succeed.”
For more information, visit vertel.com.au
Digital water meters are driving a revolution in water management, reducing waste, energy consumption and emissions, while transforming how we approach resource e ciency and sustainability.
DIGITAL WATER METERS have emerged as a critical technology in promoting water conservation, but the technology provides many other environmental benefits that are often overlooked. Digital meters help households, businesses and utilities reduce water waste, improve resource e ciency and reduce power, petrol and chemical use, lowering their environmental footprint. Taggle Systems, Australia’s leading end-to-end digital metering solution provider, shares insights on how digital water meters are making a di erence.
Water conservation
First and foremost, digital meters promote water conservation, reducing the quantity of water extracted from the environment. Customer Portals allow users to identify leaks and high-water consumption activities and track
their daily, weekly, and monthly water usage, driving behavioural changes. This transparency encourages consumers to adopt more sustainable habits, such as shorter showers, e cient watering of gardens and choosing watersaving appliances.
Leaks occur both on individual properties as well as within the distribution network. Districtmetered areas (DMAs) assist water utilities and councils in identifying what DMAs or areas within DMAs have the largest leaks, and teams can roll out to conduct more localised leak detections. It’s a way of optimising limited resources to produce the best outcome.
Leaks can account for huge water losses, with 30-40 per cent of water lost to leaks not uncommon in Australia. This is a huge, unnecessary waste of this most precious resource. With digital meters and insights
Taggle digital water meters have no impact on the immediate environment. Images: Taggle Systems
they provide, water utilities and end consumers can better identify, quantify and locate leaks quickly to reduce these huge losses. Water conservation reduces the amount of water required, which flows on to many vital environmental benefits.
Power consumption
The water treatment and delivery process is highly energy-intensive. According to the New South Wales Department of Planning and Environment, the median amount of energy consumed to supply one megalitre of water is about 670 kilowatt-hours (kWh). This involves extracting, treating, and distributing water across vast networks to homes, businesses, and industries. Water treatment plants use significant amounts of electricity to filter, disinfect, and purify water. Similarly, pumping systems require energy to maintain pressure and transport water over long distances. As water security becomes a more significant issue, the source water for utilities is becoming increasingly energy-intensive to extract. Water
from nearby lakes and rivers is being compensated with more distant sources or highly energy-intensive systems relying on boreholes or even stormwater harvesting.
We also need to consider what happens to the water once it leaves each property and enters the wastewater network, as that also has a high overall power demand. Wastewater treatment has a median power use of 720 kWh per megalitre of sewage in NSW, according to the Department of Planning and Environment. This is because wastewater treatment involves many power-intensive processes, such as pumping, aeration and filtration. Reducing water consumption decreases the demand for both these treatment processes, directly cutting the energy required. As a result, lowering water use and waste can significantly reduce your overall carbon footprint by minimising the emissions associated with energy production in these systems.
Various chemicals are used during water and wastewater treatment to ensure the water is safe for consumption or released into the environment. Reducing water demand lowers the need for these chemical treatments, which not only conserves resources, but also reduces the production and transportation of these harsh substances.
When water security is at risk from floods, droughts, or even bushfires, water quality is often impacted, requiring additional chemicals or intensive filtration during treatment. Reducing demand can help secure supplies and reduce the amount of treatment required. Furthermore, when alternate water sources are required, these sources often have worse water quality with higher
salinity or turbidity, further driving up the chemicals required for treatment. By reducing the overall amount of water required, the reliance on these lower-quality water sources is lessened.
Another example of chemical environmental impact from water is when leaks and over-watering can cause chemical runo of fertilisers and pesticides, which can a ect our delicate ecosystems. Taggle’s customer portal automatically sends alerts when water runs continuously, which can help save chemicals from gardens reaching our waterways.
Manual meter reading requires utility personnel to physically drive to each home and business quarterly. Occasionally, sta will have to take additional visits for special meter reads. With digital meters and remote monitoring, these trips are no longer required, drastically cutting the number of kilometres driven by utility vehicles for this purpose. Furthermore, when issues arise, the data is checked first, which can often provide valuable insights, reducing the need for site inspections. This reduction in travel translates to lower fuel use, fewer emissions of carbon dioxide (CO₂) and other pollutants, and decreased wear on fleet vehicles, leading to fewer replacements and less environmental impact. Digital water meters enable real-time, remote data collection and maintenance, contributing to cleaner, greener utility practices and reducing transportation-related emissions.
Digital water meters encourage sustainable water consumption.
Remote meter reading removes cars from the road.
Australia has a huge land mass with many utilities spread over large areas. Treating, distributing, and monitoring water is resource intensive, and by reducing consumption, we can reduce the environmental impact in ways much more powerful than the water savings themselves. As we grapple with growing environmental challenges, Taggle’s digital metering solution o ers a powerful tool for reducing water waste and minimising our ecological footprint. Transitioning to Taggle’s digital water meters is not just a step towards a smart city; it’s a leap toward a more
From deep wells to flooded streets, this submersible powerhouse is engineered to tackle the dirtiest jobs easily.
with high e ciency are key players in uniting e orts toward environmental sustainability. One company supporting that goal is KSB, with the AmaRex Pro submersible motor pump. It’s a robust and highly e cient pump designed specifically for wastewater handling. With applications in both industrial and municipal sectors, it’s essential to consider why such a pump would help your business.
Sarel Erasmus is the Water & Wastewater General Manager at KSB Australia. He believes designing the right submersible pump for wastewater has several significant components.
“A huge factor to consider for a
good pump station is having a good hydrodynamic design to pump unscreened sewage,” Erasmus said.
“A poorly designed pump station can lead to pump failures, clogging and uneconomical operations. It can also impact the volume of the sump as part of its design and the starting frequency.”
Tobias Knop is the Business Development Manager and Product Manager of wastewater at KSB Australia. He highlighted the importance of understanding the di erent flow rates through a pump.
“An excellent pump should be able to handle the di erent flow rates within the domestic wastewater segment,” Knop said. “Let’s be honest; the flow rates di er between the dead of night and the diurnal peaks. In most situations, the same pump is completing the same task.
The AmaRex Pro: Intelligent Submersible Motor Pump. Images: KSB
However, as the di erences get larger, pump operations get more challenging without implementing a frequency inverter.”
One development in the evolution of pump technology is the increased use of Internet of Things (IoT) sensors. IoT, machine-to-machine communication and increasingly smart production facilities have been heralding the fourth industrial revolution for quite some time. The intelligent high-e ciency motors of the AmaRex Pro submersible motor pump enable adaptive operation, ensuring the operating point is optimally adjusted to the system curve. This also keeps down wear, reducing the need for unscheduled servicing work. The integrated motor protection monitors the temperature of the motor and electronics and detects any vibrations. Customers are supplied with a pump set matching their specific operating point.
Fitted with white cast iron impellers, AmaRex Pro pumps are suitable for transporting abrasive and aggressive waste water.
“Intelligent pumps will limit the chances of wastewater sumps accumulating solids, rags, and other foreign materials to build up in the sump,” Erasmus said. “With the KSB design, we aim to pump these objects out of the sump and prevent it from building up.”
Knop shares this perspective, pointing out that the adaptability of the Amarex Pro pumps reduces the need for external controls.
“The goal is to achieve the widest possible range of flow rates while reducing the risk of clogging with a single pump,” Knop said. “This creates a win-win situation for both end-users and pump suppliers. The latter can reduce the number of pump sizes, while end-users can build smaller pumping stations. That’s because they do not need as many pumps, which saves time and money in the long term.”
The AmaRex Pro is equipped with sensors to detect clogging. Its integral variable speed drive will stop the pump, run in reverse for a couple of seconds to de-rag it, and then restart it at full torque/ speed to increase the velocity. This helps ensure that foreign objects are transported through the pump and out of the pump sump. This also dramatically reduces the on-site maintenance requirements of the AmaRex Pro.
“The smart pumps are more e cient and use less power,” said Erasmus. “It means there are cost savings and reduced carbon emissions. KSB can also show increased reliability rates, which means there are many more benefits for pump end-users. These include
reduced callouts, a smaller risk of spills or overflows, increased safety outcomes, and improved financial savings.”
This patented innovation from KSB o ers the most accurate clogging detection technology for this type of pump. The integrated motor protection monitors the motor’s temperature and electronics, seeking to detect any abnormal vibrations.
Sustainability outcomes
By reducing the energy consumption of assets, KSB is helping to reduce the carbon emissions of wastewater treatment plants. Further functions integrated into the AmaRex Pro include soft start and soft stop, which reduce wear and tear on the devices, giving them a longer life.
D-Max Impeller technology guarantees high hydraulic e ciency.
“If our clients can reduce the energy consumption of their assets, they are reducing their carbon dioxide emissions,” Erasmus said.
“This sees the lifecycle costs of the assets increasing, which decreases the total cost of ownership over the asset’s life.”
With both economic and environmental sustainability in mind, Erasmus believes KSB’s work in developing its smart submersible pumps will only continue to improve.
The AmaRex Pro automatically detects clogging and automatically derags the impellers
“We are of the opinion that highly e cient products like our IE5 synchronous motors and optimised hydraulic designs will be the way of the future.”
For more information, visit ksb.com.au
From chocolate factories to naval bases, Regent Pumps has been solving problems for over 75 years, proving that no pump is too old, strange, or stuck to fix.
FOUNDED IN 1948, Regent Pumps is one of Australia’s oldest privately owned pump manufacturers. The third generation of the family remains active in the company, which has been a major supplier of centrifugal pumps and services to domestic and overseas markets.
Tim Yakup is the national sales manager for Regent Pumps and is part of the family dynasty that makes up the driving force behind it.
“I’m a mechanical engineer, so naturally, I’ve played around with some of the principles behind the sizing and selection of pumps,” Yakup said. “Pumps have many common parameters and attributes that align with general engineering principles. For me, it was an opportunity to work in the field to practice some of what I learned at university and apply it in the real world.”
Yakup moved quickly through the
field, becoming more interested in pumps & compressors than some of the other mechanical equipment. Part of that comes from the large number of industries in which pumps are used.
“Every day is di erent,” he said. “There are all sorts of new application opportunities with support requirements from various facets of the industry. While we can categorise problems or troubleshoot them, they’re not always identical from one to the next. This can keep things interesting. One minute, you can be in a chocolate factory, just like a scene from Willy Wonka; next up, it could be on one of the largest sea vessels on the Australian Defence Force’s Naval base with military personnel. From missioncritical pharmaceutical laboratories helping deliver urgent vaccines during the pandemic to water
Regent Pumps provides high-quality equipment to its end-users and has done so for over 70 years.
theme parks entertaining family adventure, you can enjoy working in di erent environments and industries every day.”
The other key area that drives interest is that Regent Pumps is regularly called upon to solve problems. There is motivation and job satisfaction that comes with providing a solution to somebody in need.
“It allows us to walk in and out of di erent industry spaces,” Yakup said. “Playing with these machines allows you to learn more about the bigger picture. That creates an opportunity to learn more, which feeds into a broader perspective on the pumping industry. As a result, people will call with a problem, and you’re providing a solution to their problems. That gives you a feel-good feeling in your work because you’re helped resolve an issue.”
Yakup has found that when solving a problem, he either troubleshoots, provides something new, or gives advice. It’s that positive perception of the industry that keeps him going.
“We have a large facility out in Dingley in southeast Melbourne, but we have a lot of inventory,” he said.
“It means we are highly responsive to our customers and continue to serve our existing clients who have been with us for decades. Our pumps are distributed across rural and regional Australia, and some of these farms have had the pumps on site for two or three generations. We’ve e ectively replaced the parts and pumps we installed with our original pumps. That’s why our clients love our products.”
Synonymous with quality Regent Pumps has a considerable history of pumps being worked on by the third-generation sta . As an Australian-owned and operated pump
manufacturer, Regent Pumps can claim several of its pump models as totally Australian-made.
“We have pumps that range in discharge size from 25 to 300 millimetres,” Yakup said. “Regent Pumps can o er electric, petrol, diesel and hydraulic drives for its pumps. We also serve users who now have obsolete and unrepairable pumps. Regent Pump can provide a high-quality pump from our range of over 600 pumps.”
As part of its commitment to quality, Regent Pumps has designed its pumps to be backward compatible while still using the latest manufacturing technology. Up-todate components can help generate better performance, reliability and e ciency for end-users.
“When we are producing our pumps, we aim to manufacture pumps with the maximum possible volume of Australian content while also ensuring that our customers can obtain spare parts for a lifetime,” Yakup said.
Regent Pumps has worked in Australia for so long that they are servicing pumps installed in the 1950s and 1960s. That’s why backward compatibility is so essential for its pumps. It makes a point to use the same dimensional compatibility with the same flange-to-flange dimensions so there is no need to rework pipework.”
“It also means that something supplied by Regent Pumps can easily replace its pumps and parts decades into the future,” said Yakup. “We are known as the go-to place when an old pump needs replacing. It’s why we use this old or traditional way to ensure that our pumps remain accessible to everyone.”
The future of Regent Pumps
For Regent Pumps, the future will involve even more collaboration across the water and wastewater industries.
“We want to work closer with water utilities and launch products more closely aligned to the newest standards and specifications,” Yakup said. “The ones we are focusing on will be those that dramatically improve the e ciency of pumps.”
One area Regent Pumps is investigating is implementing smart technology, automation, and sensors. Yakup believes Regent Pumps needs to be involved in this wave.
“We are all driving e ciency, and part of that comes with being responsible for our water use, sustainability, and other environmental concerns,” said Yakup. “A lot of progress has been made in these fields in the last few years. We are seeing a lot of money put into these fields, so businesses
Regent Pumps has a considerable volume of inventory that can be distributed to all points to the country for rapid deployment.
invest and allocate resources to ensure they have the most e cient and sustainable methods.”
With the uptake of information technology and sustainability, Regent Pumps can only go from strength to strength as a trusted provider of pumps and pump parts for the water and wastewater industry.
For more information,
A tight-knit team has worked tirelessly to keep Regent Pumps running for generations.
After transforming energy with smart meters, Intellihub is diving into water utilities, using data-driven technology to help conserve resources and cut costs.
WATER UTILITIES FACE unprecedented challenges, from climate change to population growth. After Cape Town, where will the next day zero be? Johannesburg has started to make disaster plans with their own day zero looming due to infrastructure outages and excessive water loss. One might think the answer to the challenges faced by water utilities lies solely in infrastructure upgrades. However, an alternative solution is quietly making waves: digital transformation. While much of the focus in the past has been on large-scale physical projects, Inge Diamond, General Manager of Smart Water at Intellihub, argues that technology, specifically digital water metering, holds the key to long-term sustainability.
Intellihub’s roots are in energy, where it designed and developed foundational metering-as-a-service (MaaS) capabilities that can serve industries for better outcomes. Its journey in the water sector began with the knowledge that the benefits arising from MaaS support di erent utilities, networks and consumers. As the water industry faces mounting pressures, from ageing infrastructure to the need for better water management, Intellihub’s solutions o er a way to simultaneously enhance operational e ciency and improve customer relations.
From energy to water
Intellihub’s experience in the energy sector has proven invaluable in understanding the complexities of utility management. The transition from outdated, manual-read electricity meters to advanced digital
meters has allowed for near realtime data collection across Australia. This shift has empowered energy providers to o er better services like dynamic pricing and flexible, decentralised energy management. This enables intelligent management of consumer devices to reduce the cost of energy and stabilise the grid, such as hot water heaters, residential batteries and electric vehicle chargers.
According to Diamond, the parallels between the energy and water sectors are significant. Both industries are tasked with managing vast networks that are increasingly stressed by external factors such as climate change, ageing infrastructure, and population growth. Leveraging data has transformed energy networks, allowing for more precise decision-making, quicker responses to faults, and improved customer engagement. Diamond sees the same benefits applying to water utilities.
“Smart meters enable us to gather parameters such as water flow rates, pressure and leaks,” said Diamond. “With this data, utilities can respond quicker to network changes, reducing water losses and improving consumer outcomes.”
A new customer experience
One of the most compelling aspects of Intellihub’s o ering is how it reframes the relationship between water utilities and their customers. Traditionally, water providers communicate with customers only when there’s a problem. This is usually a spike in usage, a leak, or an
proactive customer engagement. For example, smart meters can alert customers if their water usage is trending higher than usual, allowing them to adjust their behaviour before receiving a high bill. In cases of leaks, the meters can provide immediate notifications, helping customers avoid costly surprises. Diamond believes this kind of transparency and proactive communication will be a game-changer in customer relations. “Consumers are increasingly looking for ways to manage their cost of living, and water usage is no exception,” she said. “By giving customers timely insights into their consumption, we can help them make smarter decisions and avoid bill shock. It’s about shifting from a reactive to a proactive approach, and that’s what customers today expect.”
Beyond individual households, Intellihub also sees potential in multi-tenant buildings, where equitable water charges have long been a challenge.
The future of smart water systems
While smart water metering is still in its infancy, especially compared to energy, Diamond sees enormous growth potential. Currently, less than ten per cent of the Australian water market has transitioned to digital metering, with New Zealand’s penetration even lower. This leaves a significant opportunity for Intellihub to establish itself as a leader in the space, even with many companies already involved in the smart water market.
“We’ve already proven our capabilities in the energy sector, and now we’re ready to bring that expertise to water,” Diamond said. “The technology is agnostic – we work with the best devices and partners in the market to ensure that we o er a robust, futureproof solution.”
One of Intellihub’s key advantages is its ability to o er water utilities a complete MaaS model. This approach provides the hardware and data management needed for digital water metering and takes care of the ongoing operational aspects, such as device installation, maintenance and data integrity.
By managing the entire process, Intellihub allows water utilities to focus on their core challenges –like improving water quality and expanding service to growing populations – without being bogged down by the upfront cost and complexity of digital transformation.
Challenges & opportunities ahead
While the benefits of digital water metering are clear, the transition
is not without its challenges. Many utilities are hesitant to invest in new technology, particularly in a sector where budgets are often stretched thin. However, Diamond is confident that the long-term savings and e ciencies that smart metering o ers will outweigh the costs.
“There’s a learning curve, for sure,” Diamond said. “But once utilities achieve the benefits of a smart network, and customers experience the benefits of near real-time monitoring, the value proposition becomes undeniable.”
Intellihub is betting on this value becoming apparent sooner rather than later. Over the next few years, the company plans to replicate its energy success in the water sector, rolling out millions of digital meters across Australia and New Zealand. The plan
Smart water meters o er a significant volume of data that can benefit both water utilities and residents.
is that, much like energy, these meters will improve utility performance and help create a more sustainable and resilient water network.
The Wellington Dam in Western Australia. Image: LisaGagelerstock. adobe.com
As the water industry grapples with growing challenges, from climate change to increasing consumer demands, the role of technology will become ever more critical. Intellihub, under the leadership of Inge Diamond, is poised to take charge of bringing smart metering to water utilities across Australia and New Zealand. By harnessing the power of granular data, Intellihub aims to create more resilient networks, o er better customer service, and ultimately transform how water is managed.
For more information, visit intellihub.com.au/digitalwater
A Perth consultancy implemented a digital twin to eliminate risk and help its client move closer to a more autonomous water system.
THE AMERICAN WATER Works Association says that a digital twin for the water industry is a digital, dynamic system of real-world entities and their behaviours. They use models with static and dynamic data that enable insights and interactions to drive actionable and optimised outcomes; and the value of digital twins can be realised across the complete water cycle and asset lifecycle. From planning and modelling to design, construction and operations applications, digital twins are being used. Examples include real-time operational optimisation twins, construction progress twins, and asset health twins.
Today, digital twins can leverage static and live data streams such as SCADA, IoT, and AMR/AMI data
to more precisely describe system performance, enable insights, and drive actionable user outcomes. They can also e ectively use the power of artificial intelligence for improved decision-making.
What happened in Perth?
In Perth, a unique approach was taken to integrate new and existing water sources into the distribution system over time. Water from the di erent sources is supplied directly into a common existing trunk main system by several large pump stations and regulating valves. This approach maximises the use of existing infrastructure and minimises the annual volume of water pumped higher up into dams.
Eelko Van Der Vaart is the founder, managing director, and principal
consultant of OneStone Consulting, a leading water systems consultancy. He has helped OneStone stand out from other consultancies by taking a whole-system approach.
“I’ve got a bit of a knack for looking at systems as a whole and how elements work together instead of getting into the details of individual aspects of a system,” Van Der Vaart said. “That’s important as well, but I have found that my strength is in taking that big-picture view of what is going on.”
This strength came to the fore when examining the complexity of Perth’s water system. Compared to other parts of Australia, much of the Perth water network is integrated. In the long term, this has saved the water utility money by connecting new pump stations and other infrastructure directly into the system.
“All the elements work well together, and I’ve implemented advanced techniques and control systems to ensure everything works well together,” Van Der Vaart said. “I suppose that is where my strength comes into play, as I can ensure that everything works well together for the client’s overall goal.”
In 2019, Water Corporation decided to replace and upgrade the control system for one of its pump stations to improve reliability. OneStone Consulting developed the functional description for the control upgrade in 2019, which became the basis for the programmable logic controller (PLC) and Supervisory Control and Data Acquisition (SCADA) programming undertaken by SPIN in 2021. Together, they developed a digital twin solution for the virtual commissioning of the new control system using a combination of Siemens’ SIMIT and a simulation
system developed by OneStone called FluidSpace.
“By using a holistic approach, we can positively impact our clients, communities, and the environment by developing innovative and sustainable water solutions,” Van Der Vaart said. “Our FluidSpace simulation system lets controllers run a digital ‘twin’ of a water distribution system, providing accurate feedback to enable thorough testing of pump control logic programmed on physical PLCs for every scenario.”
The pump station model is integrated into the hydraulic model of the wider distribution system. This model consists of all the major trunk mains, regulating valves, and pump stations and includes all major demand o takes and their associated pressurereducing valves. The dynamic model of the pump station and the wider system was then connected to physical control devices such as PLCs (Programmable Logic Controllers) that were able to control the virtual pump station in the model. By testing the control logic on a dynamic model of the pump station and wider distribution system model, there was no need to take a pump station or any part of the system o ine.
“After testing the control system on the digital twin, the actual testing on the system was only for a couple of
digital twin, we can control the virtual pump station just like it would be controlled from the SCADA operating room. Naturally, small tweaks had to occur, but we ran through everything and ensured it all worked the way the client wanted it to.”
What are the benefits?
Implementing a digital twin is not an easy thing to do, but OneStone Consulting’s plug-and-play system comes after considerable e ort. As a result of the work, the client had enough confidence after a day of site acceptance testing that the pump station could be handed over to the remote operators. The digital twin behaved almost identically to the system, even when tuning had to be extremely sensitive.
“One of the things that is important to remember is that it is all about derisking,” Van Der Vaart said. “If the client took one pump station down to test the system, it would have to be down for months. With a digital twin, we can leave the pump station running and test a vast array of scenarios. That eliminates several
OneStone works closely with control integrators such as SPIN Australia to deliver e ective automation solutions.
still run certain water sources into the system.”
While quantifying how much money or water the client has saved is extremely di cult, the focus on risk is appreciated.
“We reduced the duration of site acceptance testing from months to just a few days and minimised the risk of damaging critical infrastructure,” he said. “There’s also the reduced disruption to the operation of the live system. When we connect the hardware to the real-time simulation over the Internet, there’s no change in performance. During Covid, this allowed testing to continue remotely, with the PLCs located in one o ce and the real time simulation running in the OneStone o ce. Those are the sorts of benefits.”
OneStone Consulting has only just started flexing its muscles regarding digital twinning for water utilities. Van Der Vaart believes that there is interest in having more advanced controls that could optimise an entire system.
The OneStone team works together to help water utilities understand their systems.
“At some point, we will have a client who wants to incorporate some artificial intelligence algorithm to optimise the whole system. That comes with risk, and we hope that with our software, we can safely implement such an algorithm in our digital twin. That way, we can build it into something more water utilities could use. We want this to become a good tool for developing and understanding how a system reacts to di erent things.”
For more information, visit onestone.com.au
For any company, having global connections to support projects is beneficial, but having local roots is equally important. The combination of the two can be pivotal for ongoing success.
TO CREATE MEANINGFUL impact, it is essential for global organisations like SUEZ to combine international expertise with local knowledge. In Australia, SUEZ has teams on the ground with a deep understanding of the local landscape, challenges, and communities. By leveraging these insights alongside global perspectives, the organisation is able to develop more tailored and e ective solutions that align with the unique needs of the regions it serves, fostering more sustainable and impactful outcomes.
This is why SUEZ takes the approach of Global Connections – Local Roots. It’s an opportunity to build that global expertise while incorporating country and site-specific cultural knowledge that can be transferred and translated worldwide.
People like Delia Pastorelli, Emmanuel Charbit and Paddy Atkinson are part of the enormous SUEZ ecosystem that has travelled to another country to support local business needs.
Pastorelli is the Water Technical Director at SUEZ Australia and New Zealand. She is Italian and spent considerable time in France before recently relocating to Australia.
“Australia is a unique water market, given that it is an island nation,” she said. “Being an island has a huge impact on climate change. It impacts not just the water industry but also the energy industry. This is very exciting to me because we can deploy a lot of innovation and the synergies between the di erent aspects of the water industry.”
Similarly, Emmanuel Charbit has a French cultural background but
spent time in Australia as part of his education. He is the Head of Engineering and Construction for SUEZ Australia and New Zealand.
“After studying at Ecole Polytechnique, I completed my Masters in Civil and Environmental Engineering at the University of New South Wales Sydney (UNSW Sydney),” he said. “I spent about seven years here before returning to SUEZ Head O ce in France and only arriving back in Australia in August 2024.”
Paddy Atkinson has been a member of the SUEZ community for over 18 years. He’s been able to work in the United Kingdom, Australia and New Zealand. Atkinson has worked in the water industry for over 35 years. His career started designing electrical control systems, and he was involved in the industry’s transition from relay logic to PLC control. With an attitude of always saying yes to opportunities, he has grown his knowledge and experience, moving from Design-Build project management into Operations.
Emmanuel Charbit is the Head of Engineering and Construction for SUEZ Australia and New Zealand.
Images: SUEZ Australia and New Zealand
Global influence
Bringing in experts from overseas is part of the thinking when supporting SUEZ’s projects worldwide. These experts have specific knowledge that can be adapted to increase the impact of successful projects. The teams they work in also benefit from the knowledge, thereby developing local knowledge bases.
“I think my technical knowledge around water treatment is one of the important reasons for me relocating to Australia,” Pastorelli said. “I also focus on having a creative approach that provides alternative solutions. Taking that 360-degree vision to desalination and drinking water ensures the teams find unique solutions that satisfy our partners.” Charbit believes his people management skills have been critical to his success, particularly in Australia.
“Here at SUEZ, we are growing our team rapidly,” said Charbit. “We are growing capabilities, so part of my job as the Head of Engineering and Construction is expanding the team. It’s all about defining our needs, finding the right individuals, bringing them in and making them part of the team. It’s part of the SUEZ culture.”
Finding Tashkent on a map was the first challenge Atkinson faced, ahead of a brief stint working on the Tashkent City Water Supply Project in Uzbekistan. Dubbed the “Tashkent Water Transformation Plan,” the seven-year contract is worth €142 million. In collaboration with Uzbek authorities, SUEZ aims to modernise the Uzbek capital’s water and wastewater services. Atkinson also wanted to improve the safety management of its water company, Tashkent Shahar SuvTaminoti (TSST), to align with international standards.
“We’re providing guidance and support to the Tashkent and Uzbek authorities for this project, as we are
helping them develop their water and wastewater industry,” he said.
After moving to Australia, Pastorelli and Charbit have found the water industry highly collaborative. They had not previously experienced the ways that Australian companies set up alliances and joint ventures.
“I’ve worked for SUEZ for a while, and relocating to Australia meant working on desalination, drinking water and wastewater,” Pastorelli said. “It’s key for me to get my knowledge into the business unit while working with our alliance partners. The thing that I have particularly noticed is the importance of communication. That is the driver of giving answers for our clients and the community.”
When it comes to the local community, Charbit found it interesting that Australians tend to be more aware of the development of the water industry than those in other countries.
“People in Australia are generally aware of the construction of a new water treatment plant being built in their region,” he said. “In France, people are less aware, but the interest and awareness in Australia is very di erent. I think it is because people are interested in hearing about water issues, given how dry it can be in Australia.”
Atkinson also highlighted how local safety standards can vary dramatically, underscoring the importance of integrating global best practices with local realities. In Uzbekistan, for instance, safety standards in construction and operations were not at the same level as those in Australia or France. After discussing these challenges with his French colleagues working in the region, they quickly agreed that improvements were essential.
garden, o ering fruit picked from trees around the treatment plants. This gesture not only made the team feel welcome but also reflected the deep relationships SUEZ builds at a local level.
These moments illustrate the broader benefit of blending global expertise with local insights.
When international specialists, like Pastorelli, Atkinson and Charbit, bring
Integrating global expertise with local roots is key to its success.
Delia Pastorelli is the Water Technical Director.
their global experience into play, it’s not just about transferring technical knowledge; it’s about adapting that expertise to local environments. This cultural sensitivity—whether in addressing safety standards or improving operational processes— ensures that solutions are not only technically sound but also aligned with local practices and expectations.
As Charbit pointed out, reconnecting with the Australian water industry after years abroad is an opportunity to expand his local network and leverage both his global experience and local understanding.
“I’m seeking to develop my network and have a wider connection with the Australian water industry,” said Charbit. “It will be an excellent way for me to get back into the Australian industry after years away.”
For more information, visit suez.com.au
The water and wastewater sectors are transforming as women lead the charge with innovation, inclusion and impact.
THE CIVIL ENGINEERING industry
has long been characterised by its male-dominated workforce, particularly in the water and civil infrastructure sectors. However, Eire
Constructions is at the forefront of a transformative movement supporting female participation in this vital sector. Eire proudly has 15.1 per cent of women in the organisation, with their leadership team made up of 28 per cent women, all of whom balance family commitments and work.They authentically embrace and embed a culture of working as a female in leadership and help drive Eire’s family values culture. By implementing flexible work arrangements, providing highquality training and advancement opportunities, and ensuring all sites are equipped with female-friendly facilities, Eire is not just promoting gender equality, but setting the standard.
At the heart of Eire Constructions’ strategy is the commitment to creating an inclusive environment that welcomes women into the workforce. This commitment is reflected in the professional workplace, which is supported by a robust Code of Conduct, values and clear expectations. Another example is the infrastructure of their job sites, where all facilities are designed with the needs of all employees in mind. Dedicated female or unisex bathrooms provide a sense of comfort and safety while demonstrating a tangible acknowledgment of the unique requirements of women in the industry.
Rochelle Foran, a Project Manager working on a significant government project in the Mid-North Coast, emphasised the importance of these facilities.
Images: Eire Constructions
“Having access to female-friendly facilities makes a big di erence,” she said. “It’s about more than just convenience; it’s about fostering a workplace culture that truly supports diversity.”
Recognising that many women juggle multiple responsibilities, Eire o ers flexible work arrangements to accommodate varying schedules. This flexibility is essential in attracting and retaining female talent, allowing employees to balance their professional aspirations with personal commitments.
Amy Sullivan, Communications and Marketing Specialist, spoke about her experience with flexibility in her role.
“The ability to adjust my hours has been a game-changer,” said Sullivan. “It allows me to manage my role responsibilities while being present with my family. Eire understands
that a one-size-fits-all approach doesn’t work, especially for women who often bear a greater share of caregiving responsibilities.”
Comprehensive training and advancement opportunities
Education and professional development are critical components of Eire Constructions’ mission to empower women in the industry. The company provides high-quality training programs that equip female employees with the skills necessary to excel in their roles and advance their careers. This commitment to professional growth benefits the individual and strengthens the whole organisation.
“I’ve seen firsthand how these initiatives help build confidence and competence among my colleagues at our recent leaders conference,” said Foran.
Policies for gender equality
Eire Constructions has established specific policies to reinforce gender equality across all levels of the organisation. These include Equal Employment Opportunity (EEO) initiatives, comprehensive sexual harassment policies, and antibullying measures. Training sessions focused on these topics ensure that all employees understand the importance of maintaining a respectful and supportive workplace culture.
Head of HR and Recruitment Sophie Smith emphasises that these policies are not just words on paper but are actively enforced and supported.
“The training on EEO and antiharassment policies has opened up conversations that might not have happened otherwise,” Smith said. “It’s empowering to know that we have a clear framework to address any issues that may arise. This culture of accountability helps everyone feel safe.”
A step towards paid parental leave
As part of its ongoing commitment to supporting female employees, Eire Constructions is embarking on the establishment of a Paid Parental Leave policy. This initiative is crucial in providing employees, particularly women, with the financial stability and support needed during a pivotal time in their lives.
“Implementing a Paid Parental Leave policy would be a significant milestone for Eire and women in construction,” said Smith. “It shows that the company values everyone’s contributions and understands balancing work and family challenges. This support can make a huge di erence in attracting and retaining female talent.”
The future of female participation in construction Eire Constructions is making strides in the water and civil infrastructure industry and paving the way for a more equitable future in civil construction. By focusing on flexibility, training and supportive policies, they create a roadmap for other companies.
Eire Constructions proudly aligns itself with the wider women in construction community as an active member of The National Association of Women in Construction (NAWIC). This partnership underscores the company’s commitment to promoting gender diversity within the industry. By engaging with the NAWIC, Eire contributes to initiatives that advocate for women’s representation and leadership in construction and gains access to valuable resources, networking opportunities, and professional development programs. This collaboration empowers female employees at Eire to connect with like-minded professionals, share experiences, and inspire one
The di erent approaches by male and female sta provide a broader range of potential solutions.
another, reinforcing the collective mission of creating a more inclusive construction industry.
Eire also supports the NSW Government’s “Hard Work Knows No Gender” campaign, as they agree that greater representation of women in construction has been shown to decrease aggressive behaviour and bullying, improve attention to detail at work, promote di erent perspectives and ideas, improve communication, cause fewer accidents and injuries.
As Foran says, “It’s exciting to be part of a company that is genuinely committed to fostering diversity. We are not just building infrastructure; we are building a community where everyone can thrive. The more women we can bring into this industry, the richer our projects will be, and the better we’ll serve our communities.”
Eire Constructions exemplifies how a proactive approach to gender equality can transform the construction landscape. By supporting female participation through thoughtful policies and practices, the company is enhancing its workforce and contributing to a more inclusive and innovative industry.
For more information, visit eirecon.com.au
Next September, the southern hemisphere’s leading event for all things trenchless technology returns to Melbourne.
NO-DIG DOWN UNDER will take place at the Melbourne Convention and Exhibition Centre from 17 to 18 September and is a must-attend event for all water industry professionals involved in the asset lifecycle.
Organised in partnership with the Australasian Society for Trenchless Technology (ASTT), the event has grown over the years to become the second-largest no-dig technology
event in the world. No-Dig Down
Under 2025 will be co-located with Converge, a new premier event in the municipal works, civil and commercial construction space.
The water industry is increasingly turning to trenchless technology as a critical solution to modern infrastructure challenges. As aging pipelines require repair or replacement, utility companies face growing
Yarra Valley Water has used trenchless technology to ensure communities get the services they need with minimal disruption.
Image: Yarra Valley Water
pressure to minimise environmental disruption, reduce project timelines, and control costs. For the water industry, trenchless solutions represent a forward-thinking approach to asset management and delivery, improving e ciency while addressing the challenges of maintaining essential water systems.
Yarra Valley Water partners up Yarra Valley Water is one of Australia’s largest water utilities, with a service area covering 4,000 square kilometres. Every day, more than 2 million people and over 61,000 businesses rely on its water and sewerage services.
The corporation manages over $6 billion worth of infrastructure, including a network of over 21,500 kilometres of water, recycled water and sewer mains. Yarra Valley Water’s purpose is to support the health and well-being of its customers and create a brighter future for communities and the natural environment.
People like Ash Hamer, a previous ASTT Young Person of the Year Award winner, are driving further developments in trenchless technology. In 2022 he was recognised for his innovation and expertise in the field after successfully leading the Major Projects team to delivery over $200 million worth of new assets using trenchless technology. Hamer has developed an in-depth knowledge of all spectrums of trenchless technology, including horizontal directional drilling (HDD) and micro-tunnelling.
“I love the passion involved in seeing the field develop,” Hamer said. “It’s a technology that is constantly evolving. It’s a fast-paced industry that is bringing significant value to the water industry through the value it provides in environmental terms. We can minimise disruption to the environment and culturally sensitive areas and reduce the need for extensive excavation.”
For Hamer and Yarra Valley Water, trenchless technology has enabled them to develop more e ciencies and value to be delivered back to their customers. With many projects in low-lying areas or developed suburbs, the ability to refresh ageing infrastructure allows it to solve complex challenges.
“We’re seeing far fewer greenfield sites to work in as the population grows,” Hamer said. “Because we are working in developed and populated areas, we have less space to work in. We have to consider the cost of refurbishing areas while also accounting for the Scope 3 emissions. Trenchless technology is proving highly e ective in minimising these emissions compared to an open-cut trench excavation, saving up to 90 per cent of emissions. This has allowed us to be agile with our projects and deliver greater customer value.”
One area that Yarra Valley Water is focusing on is caring for Country, particularly the protection of Country via its projects.
“Protecting cultural heritage is very important to us as we work to deliver our essential services – it’s part of our commitment to caring for Country.”
“This is something our stakeholders and customers expect of us,” said Hamer. “Traditional Owners expect us to consider Country through the lens of doing less damage and how we can be restorative. Our priority should be preventing the damage in the first place.”
In conversations with the Wurundjeri Woi Wurrung Cultural Heritage Corporation, Hamer has found that they are highly aware of trenchless technology’s capabilities. This was exemplified in the Lockerbie Main Sewer, which runs next to the Melbourne to Sydney rail line
and connects to the Amaroo Main Sewer in Donnybrook, north of suburban Melbourne.
“We completed a research paper with the Wurundjeri Woi Wurrung Cultural Heritage Corporation while working on this project,” he said. “It examined a 12-month cultural salvage program in which we used hand and mechanical archaeological digs to identify, record and preserve artefacts. With careful oversight from Wurundjeri Woi Wurrung representatives, the salvage program uncovered over 6,000 artefacts from the project area. Many were from ‘stony rises’, significant cultural locations used by Wurundjeri ancestors for camping or tool making. This is the first time a large-scale salvage of stony rises has occurred in Victoria, and is another step to help protect those sensitive areas.”
The impact of No Dig Down Under Events like No-Dig Down Under are a fantastic opportunity for Yarra Valley Water and other water utilities to keep their fingers on the pulse of industry developments. Given the water industry’s collaborative nature, there are shared problems that the whole industry can work together to solve.
“The water industry has continued utilising strategic empathy in how we and others operate and how we can all work together to solve those complex challenges,” Hamer said. “Trenchless technology can be seen as a dark art at times, and on occasion, it is not utilised to its maximum potential. That’s why you need to have an understanding
No Dig Down Under 2025 will have many world-class exhibitors showcasing the best trenchless technology. Image: Prime Creative Media
of the applications and limitations of a tool to set up for success. By working together, we can bring that awareness across the industry to utilise trenchless technology better and more e ciently.”
It’s also important for Yarra Valley Water to be engaged in the water industry and developments in trenchless technology.
“We need to work closely with our delivery partners to manage key risks, reduce impacts to the community and environment and ensure successful outcomes,” he said. “It comes back to finding the right tool for the job. Engaging with industry partners shows our commitment to the industry. Building connections and deepening our understanding of our actions is crucial. It also gives us an opportunity to share our perspectives on what is happening.
When looking into the future, Hamer was involved in creating the Young Trenchless Professionals Committee. The committee is discussing how to build awareness of the pathways into the industry, given that many committee members have fallen into the industry.
“How can we build awareness of what a career in trenchless technology looks like? We want to exhibit those pathways in terms of people’s experiences and stories. I think that connection and sharing is the biggest thing I’d like to achieve.”
For more information or to get involved, visit nodigdownunder.com and yvw.com.au
The Water Industry Operations Association of Australia is leading the charge in identifying, mentoring and developing future leaders in network operations.
UNIQUE TO VICTORIA, the Water Industry Operations Association of Australia (WIOA) established the Network Operator Development Program in 2017. The program seeks to identify, develop and mentor future leaders in the network operations field across the Victorian water industry. Ideally, this program will be extended to other states and territories in years to come.
The program aims to expand the knowledge, skill set, network of colleagues and practical experience of network operators. It also exposes these future leaders to strategic thinking and best practice initiatives in technology, business management, and leadership.
One such graduate is Shaun Ratten, a Westernport Water team leader and the WIOA Network Operator of the Year winner in 2024.
“I was given the opportunity to participate in the program throughout 2023,” said Ratten.
“I spent time at di erent water corporations, learning di erent aspects of the water business. This program taught me about nonrevenue water, water quality and burst mains repairs, which are all related to my role. At the same time, I learned about many new things, including wastewater treatment, fire plug maintenance, and regulatory separation.”
What does the program do?
Graduates are provided with tools to learn how to identify and implement best practice approaches, increase productivity and enhance a professional culture within their respective organisations to deliver an improved customer focus in their network-related activities.
Participants are exposed to various training delivery techniques, including structured workshops, field days, technical sessions, comparative analysis of industry practices,
Shaun Ratten from Westernport Water addressed the Queensland Water Industry Operations Association Conference on the Sunshine Coast.
conference attendance, and projects. Over an eight-month period, they give up one day per month for the program, with each session taking place in di erent venues across the state. Venues are selected based on the content of the day.
The 2024 program participants attended workshops on leadership, water quality, water reticulation systems, wastewater collection systems, pumps and pumping systems, asset management, and solid waste management issues. The 2024 participants will attend the 2025 WIOA Victoria conference for their graduation ceremony.
“I took away so much from the program, far more than I expected to take,” Ratten said. “I had no idea what impact the program would have on me.”
One aspect of the program saw participants giving presentations to the group after each session. This extended Ratten’s experience in public speaking and presenting in front of a group.
“Each month, we had to write a paper that was then presented at our sessions,” he said. “For example, if we covered water quality, I would go and meet with the water quality experts.”
Ratten pointed out that all twelve members of the 2023 class remain in contact with each other.
“We had two women in our class, which encouraged that diversity of thinking and building everyone up,” he said. “Many of us were shy and just wanted to find our way through the program. It saw us come together as a group. There was so much talent in that group. We still talk to each other and bounce ideas o one another.”
The first session of the program saw the participants talk to the managing
directors of their respective water corporations and businesses. This opened doors within Westernport Water for Ratten to meet with people he wouldn’t usually meet.
“From an operational perspective, it broke down a lot of barriers,” Ratten said. “There were many people in the business I had never met and only knew by name. I was talking to the leaders whose names I only saw in emails. The opportunity to go and meet them helped me understand how they do their jobs, which was fascinating for me.”
WIOA Network Operator of the Year
As part of the Network Operator Development Program, the Advisory Group selects one participant to win the WIOA Network Operator of the Year award. The winner receives sponsorship from Water Training Australia to be used on a development opportunity. The winner is also encouraged to attend the annual WIOA conference and participate in a technical paper or poster presentation.
Ratten won the 2024 award and presented on the floating wetlands
project being undertaken at Westernport Water. This was quite the experience for him.
“I never saw myself winning Network Operator of the Year,” he said. “When you win this award within such a great group of people, you don’t feel worthy. There’s so much talent in the group; without the course, I don’t think I would have presented the paper. I would not have had the courage or knowledge to reach out to participate in the program or take this path towards presentations.”
A few months later, Ratten presented on the same topic at the Queensland conference on the Sunshine Coast. That created a new set of challenges for him when it came to presenting on the floating wetlands pilot program.
“The Victorian one was a lot easier, as I had more support in the room,” Ratten said. “I had probably about 20 people there from the network
Ratten (left) received the 2023 WIOA Victorian Network Operator of the Year Award.
The Westernport Water floating wetlands pilot project is what Ratten spoke about at WIOA conferences in 2024.
operator development course, and a few people from work. I also knew a few people from tours of di erent water facilities that I’d met through the WIOA course.”
The award’s winning has grown Ratten’s professional network, allowing him to connect with other leaders in the field. It has helped him foster valuable relationships and collaborations, boosting his confidence and reinforcing his commitment to working in the water industry.
future for Ratten
The program has given Ratten a lot of thoughts about the direction of the industry. One thing he would like to achieve is increasing the diversity of the industry.
“From an operational perspective, the network operations industry tends to be very male-dominated,” he said. “It is changing, which is bringing a lot of positives to the industry. Ideally, I would be able to show my daughters that they can do whatever they want to do.”
While there are many opportunities within the water industry, Ratten has an interest in treatment, but remains keen on working on Phillip Island and concentrating on his current job.
“I’d love to see the program expanded nationally. The growth and confidence the WIOA Network Operator Development Program gave me is immense. I could talk about it all day.”
For more information, visit wioa.org.au/get-involved/ operator-programs/
Under VicWater’s continuing advocacy, the Victorian water industry is showcasing its commitment to addressing the challenges of our changing climate through innovative strategies, sustainable practices and collaborative e orts.
ON A FROSTY Melbourne morning, over 200 people gathered in the Langham Hotel’s ballroom, eager for the next day and a half of discussions and networking organised by the small and dedicated team at VicWater. As co ee flowed into cups, many people caught up with friends and colleagues they had not seen for at least 12 months, including a small group from Aqwest and Busselton Water in Western Australia.
VicWater CEO Jo Lim brought people into the ballroom and welcomed everyone in to start
the annual conference and was followed by Chair David Middleton.
“This year’s theme focuses on the importance of environmental stewardship and the need to build a resilient and sustainable water future for generations to come,” Middleton said. “To do this, we need to be engaging with our future leaders now to prepare them for our future. This year, we have invited an emerging leader from each member organisation to attend, sit at the table, and engage with our senior leaders on important and emerging issues for our sector.”
Keynote speech
Professor Tim Flannery, FAA, a mammalogist, palaeontologist, environmentalist, conservationist, explorer, author, science communicator, activist, and public scientist, delivered the first keynote speech.
He spoke in a somewhat maudlin tone about the state of the global climate, referring to the current status of global average temperatures.
“Between August 2023 and July 2024, the global average temperature was 1.64 degrees Celsius above the pre-industrial average,” Flannery said. “When politicians talk about limiting temperature rise to 1.5 degrees, we have already passed that. If we look at carbon dioxide concentration in the atmosphere, it was 427 parts per million as of April 2024. That compares to 280 parts per million at the beginning of the Industrial Revolution.”
Despite this position, Flannery provided insight into some interesting water purification solutions to reduce energy use.
“I’ve long advocated using seaweed to deal with water purification,” he said. “I’ve been working with RegenAqua for some time on their low-energy and highly e cient water treatment and purification methods. The system works by pumping water through a series of races, with the seaweed being incredibly e cient at scavenging nitrogen and phosphorus out of the water. It further clarifies the water, allowing for UV radiation to kill E.coli.”
A RegenAqua solution at these sites will remove about 508 tonnes of dissolved inorganic nitrogen currently being discharged into the Great Barrier Reef catchment, solving for 14 per cent of reef water quality targets set by the Australian and Queensland Governments. One
trial facility consistently delivers exceptional results with nutrient pollutant reductions to below global best practice of five milligrams per litre of nitrogen and one milligram per litre of phosphorus.
Fire management for the water industry
Having someone talk about fire management at a water conference is unusual, but Victor Ste ensen provided some unique insights. As a descendant of the Tagalaka people through his mother’s connections from the Gulf Country of north Queensland, much of his work over the past 27 years has been based on the arts and reviving traditional knowledge values, mainly traditional burning techniques.
“We live in a society disconnected from landscapes,” he said. “The landscape needs us, and the landscape has evolved with us for thousands of years. It was crucial to apply fire practices, get it right on Country, and keep that knowledge persistently passed down to subsequent generations. Otherwise, we upset the balance with Country, and therefore, the economy would fall. The economy back then was a healthy landscape.”
Ste ensen highlighted the importance of understanding local environments, pointing to a recent project in the centre of Adelaide. His team ran a highly targeted burn-o very close to a hospital. At the time, there was considerable concern about how much smoke would get into the hospital.
“We had hundreds of people watching,” said Ste ensen. “After we finished the burning, administrators from the hospital came out and asked if we had done the burn-o yet. That’s how little impact we had on the hospital. It’s having that fire management knowledge and
understanding of the local flora to burn only when necessary. We can do that in the metro areas without fire breaks.”
Community engagement and discussion continue to be vital for Ste ensen and his team. The first time he did a burn in an area of Sydney, a resident came running out to stop him. Ste ensen pointed out that this comes from the fear of bushfires.
“However, as she learned, other residents learned,” he said. “By the second and third burn, they were coming out and watching with their kids. We are all learning and coming through. They thanked us after the burns, which shows how the culture around burns can change.”
The Treasury Corporation of Victoria (TCV) has long been involved in the Victorian water industry, given the water utilities operate on a borrowto-invest system. Phin Ziebell gave an insightful presentation on his thoughts on the long-term impact of extreme weather on the Victorian economy, particularly on the water and agricultural sectors.
“Victoria is a massive agricultural producer, which flies under the radar in Victoria,” Ziebell said. “If you look at the gross value-added agricultural product, Victoria is often the largest single agricultural producing state in the Commonwealth.”
He highlighted the role of agricultural products in impacting risk among farming communities along the Murray Darling. Ziebell pointed out that the highs will be higher, but the lows will be more frequent.
“Those lows are going to be a huge problem for capital utilisation, particularly regarding land, machinery and actual stock,” he said. “That means one of Victoria’s biggest
Victor Ste ensen opened the eyes of many attendees with his presentation on fire management.
Phin Ziebell from Treasury Corporation Victoria kept the audience intrigued and inspired with his presentation on the long-term economic outlook of Victoria.
exports will become more volatile.” Ziebell pointed to the importance of water security in potable supplies when looking at the water industry.
The higher reliance on desalination plants in dry years will mean a higher capacity is needed. However, the impact over the cycle of wet years is still being determined, as wet years could fill drought storages.
“Moving away from rainfed gravity feed systems will be more expensive,” he said. “Some of these systems are over 100 years old. This system has successfully provided low-cost water to Victorian water consumers. It is a great system, but you get higher levels of volatility, rainfall, and population growth.”
For more information, visit vicwater.org.au
Streamlining trade waste management in Queensland’s regional water utilities is long overdue. By cutting through the complexities, compliance can be achieved without overwhelming councils.
in Queensland’s regional water utilities is often seen as a “dark art,” where the lack of a coordinated, state-wide framework leads to inconsistent practices across the state.
In a recent presentation, industry veteran Col Hester explored what he terms a “stream of consciousness fever dream” about trade waste management in regional Queensland and asked a critical question: what is the least you could do and still claim to be a competent trade waste manager?
This question is pertinent given Queensland’s vast geography and diverse regional communities. The lack of a unified approach means that trade waste management, typically seen as an administrative burden, is often overcomplicated or under-managed, particularly in remote areas. As Hester explains, the absence of meaningful guidance from regulators has forced regional councils to either ignore their obligations or develop individual policies. This leads to ine ciency and inconsistent outcomes across the state.
The challenge: regional disparities Queensland’s sheer size presents a unique challenge. Many regional centres are located further from the state’s capital than they are from cities in neighbouring states, making regional challenges particularly acute. While larger centres like Cairns, Townsville, and Mackay have the resources to implement trade waste management frameworks that rival their metropolitan counterparts,
smaller and more remote towns struggle. Some small towns are challenged to maintain sewerage schemes serving fewer than 500 people.
In these areas, trade waste management can become an afterthought. Yet, under Queensland’s Water Supply (Safety and Reliability) Act, water service providers must have a system to assess and approve trade waste discharges into their sewerage systems. The absence of a clear and coordinated model leaves many councils reinventing the wheel.
One example Hester provides is Mornington Island’s small community of Gununa, where fewer than 1,000 residents rely on a sewerage system. Despite this small scale, commercial activities such as hospitals and schools technically discharge trade waste into the system. Under Queensland legislation, these activities should be the subject of a regulated system of assessments and approvals. Yet, the scale and scope of the community make significant trade waste management e orts impractical. So, how can regional councils balance compliance with practicality? Hester proposes a simple yet e ective solution: an e cient, minimalistic approach to trade waste management that ensures compliance while reducing unnecessary burdens.
A model trade waste management plan Hester’s answer to the problem lies in a Model Trade Waste
Col Hester is well regarded for his work in the industry.
Management Plan (TWMP) tailored to regional councils. The premise is straightforward: the plan should focus on the essentials instead of burdening councils with overly complex or unnecessary trade waste management practices. His goal is to develop a clear, consistent framework that smaller councils can adopt without reinventing policies or spending resources on lowrisk activities.
This leads to the core of his proposal – Category Zero. Category Zero businesses pose no greater risk than domestic sewage and do not need trade waste management attention. Hester advocates for a high tolerance for discharge before trade waste management is required, including for typical small businesses such as hairdressers,
florists, dentists and childcare centres. Even motels and schools could fall under Category Zero, provided they operate at a relatively small scale, such as schools with fewer than 100 students. Larger institutions may require additional controls, such as grease arrestors, but the idea is to ensure that trade waste regulations focus only on those businesses that truly warrant it. The second element of the Model TWMP is a volume-based exemption for food service businesses. Hester proposes that small businesses using less than 600 litres of water per day should be exempt from requiring grease arrestors, arguing that their waste load is comparable to that of a small residential building. Larger establishments that exceed this threshold would need additional controls. Still, this simple rule would exempt many smaller food service operators, allowing councils to focus on businesses with a more significant risk profile.
One common complexity in trade waste management is determining when grease arrestors are necessary and what size they should be. Hester suggests a simplified approach for regional councils: mandate a standard 1,000-litre grease arrestor for all new installations unless a business’s scale or risk justifies a larger one. This approach, already used by metropolitan water utilities, could significantly streamline trade waste approvals in regional areas. More significant management e orts are required for larger customers – those Hester labels Category 2. These include businesses such as shopping centres, large hotels and major food processors. In these cases, councils should focus on ensuring that trade waste
discharges do not overwhelm the capacity of local sewage treatment plants. By implementing a template approval process for Category 2 customers, councils can provide consistent and e ective management without becoming bogged down in complex negotiations or bespoke agreements.
waste pricing and risk assessment
Pricing trade waste services can be a complicated task, often fraught with assumptions about volumes and waste strengths. Hester’s approach is to simplify this process by eliminating unnecessary calculations and focusing on a straightforward charging model. For Category Zero customers, there would be no charge. For Category 1 businesses –those using between 600 and 1,200 litres per day – charges would apply only to the volume exceeding the 600-litre threshold. For Category 2 customers, more detailed cost recovery mechanisms would be used, but transparency and simplicity are key.
For Category 2 customers, Hester recommends a risk-based approach to trade waste management. Instead of relying on complex risk assessment algorithms, councils can use simple characteristics to determine whether a business poses a significant trade waste risk. These include corrosive discharges, obstructive
materials, and high biological or chemical loads. By focusing on these clear indicators, councils can identify high-risk customers without overcomplicating the assessment process.
The road ahead
Hester’s Model TWMP o ers a practical, scalable solution for trade waste management in regional Queensland. Regional councils can e ectively manage trade waste without expending unnecessary resources by focusing on simplicity, risk, and clear guidelines. Most importantly, a consistent, state-wide framework could save councils from developing their own policies while ensuring that trade waste is managed e ciently and e ectively across the state.
Adopting such a model would meet regulatory obligations and provide much-needed relief to the many trade waste o cers in regional areas currently tasked with creating unique solutions for problems that have already been solved. Hester notes that the real goal is to “save about 50 councils and their miniature commercial customers from having to do anything at all” unless it’s truly necessary. And that is trade waste management done right.
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.
Looking at water is psychologically good for us
We are often told to get out into green spaces where possible. Scientific studies have shown that they can alleviate anxiety and depression symptoms, reduce stress hormone levels, enhance mood and boost overall feelings of happiness and well-being. One study suggested that the likelihood of reporting good health or higher wellbeing became significantly greater after spending at least two hours in green spaces compared to having zero nature contact.
The ever-moving blue of water can have a similar e ect. A study with the snappy title of “Transient decreases in blood pressure and heart rate with increased subjective level of relaxation while viewing water compared with adjacent ground” has looked into the impact of optical cues for water on physiological indices of relief. This has formed a growing body of knowledge that suggests that viewing water could be a better relaxing environment than green areas with grass and trees. Richard Goss from the Department
of Psychology at the University of California Davis (UCD) has suggested in his paper that there are evolutionary reasons for these findings. In referring to the paper, dehydration has always been a significant stressor, causing increased blood pressure and cardiac stress. It explains why we tend to feel immediately better after drinking water on a hot day.
It goes even further than that. In Goss’ paper, his team found transient decreases in blood pressure and heart rate, paired with increased subjective levels of relaxation, while viewing water compared with the adjacent ground. This could form part of biophilia theory, which suggests that nature art can reduce stress and improve health outcomes. This theory predicts that nature art will “promote restoration across diverse groups of people if it contains these features and properties: calm or slowly moving water, verdant foliage, flowers, foreground spatial openness, park-like or savannahlike properties (scattered trees, grassy understory) and birds, deer or other non-dangerous wildlife.
This comes from Putting Patients First: Best Practices in PatientCentered Care, by Susan Frampton and Patrick Charmel, where they found that heart surgery patients felt less anxious and requested less pain medicine after looking at water rather than a forest.
Similarly, dentists could do well to follow the path of Philip Sherman in installing an aquarium in their o ces. Research has indicated that dental patients are more relaxed when viewing an aquarium, although generally speaking, it is advised that dentists do not go diving in Sydney Harbour to collect clownfish that have vengeful fathers.
Why does this all work? According to marine biologist Wallace Nichols, water tends to induce “a mildly meditative state characterised by calm, peacefulness, unity, and a sense of general happiness and satisfaction with life in the moment”. His book titled Blue Mind: The Surprising Science That Shows How Being Near, In, On or Under Water Can Make You Happier, Healthier, More Connected and Better at What You Do outlines the psychological healing properties of water, whether being in it or merely looking at it. It illustrates the crucial importance of human’s connection to water, while also providing a paradigm shift for a better life.
