WIPAC Monthly September 2019

WIPAC MONTHLYThe Monthly Update from Water Industry Process Automation & Control
www.wipac.org.uk Issue 9/2019- September 2019

In this Issue
WIPAC Monthly is a publication of the Water Industry Process Automation & Control Group. It is produced by the group
manager and WIPAC Monthly Editor, Oliver Grievson. This is a free publication for the benefit of the Water Industry and please
feel free to distribute to any who you may feel benefit. However due to the ongoing costs of WIPAC Monthly a donation website
has been set up to allow readers to contribute to the running of WIPAC & WIPAC Monthly, For those wishing to donate then
please visit https://www.patreon.com/Wipac all donations will be used solely for the benefit and development of WIPAC.
All enquires about WIPAC Monthly, including those who want to publish news or articles within these pages, should be directed
to the publications editor, Oliver Grievson at olivergrievson@hotmail.com
The image on the front of this month’s edition has kindly been provided by Meteor Communications through their PR agent
Buttonwood Marketing Ltd and shows some of the work that Meteor do for the Environment Agency
From the editor............................................................................................................. 3
Industry news..............................................................................................................
Highlights of the news of the month from the global water industry centred around the successes of a few
of the companies in the global market.
4 - 11
Decoding Digital Transformation in Construction..........................................................
In this article, originally published by McKinsey Insights, we look at the five areas that means that Digital
Transformation is challenging for the construction industry. In reality these also highlight the areas of challenge
for the water industry too. By understanding the obstacles that a related industry faces we in the water industry
can hopefully address these areas of challenge.
12-14
Seizing the Digital Opportunity for Water......................................................................
In this article by the International Association the opportunity for the adoption of a Digitally Transformed Water
Industry are highlighted showing what the IWAs Digital Transformation programme will be concentrating on in the
next few years.
15-16
The Basics of Aeration Control Valves Part 2..................................................................
In the second part of his series, Tom Jenkins from JenTech, discusses the basics of aeration system control valves
highlighting in particular that the initial capital cost of valves should be balanced with the long term operational
cost in any design installation.
17-19
Workshops, conferences & seminars............................................................................
The highlights of the conferences and workshops in the coming months. 20-21

From the Editor
This has been a month that has started with Computer and Control in the Water Industry (CCWI) and has finished
with Sensing in Water. The most important conference season (at least for the water industry) has started and over
the next few months is going to continue. It has been a fascinating month and the discussions around the Smart Water
Industry and its Digital Transformation are moving at quite some pace. There is a massive driving force behind all of this
as demonstrated by events such as the joint Innovation Festival between Essex & Suffolk Water and Anglian Water. All of
these events have come up with the practical application of technology within the water industry and to me at least the
maturity is starting to develop and the industry is progressing in its Digital Transformation and a smarter water industry.
These all sound very pretty words but what is practically happening for me to make these claims? Well the industry has
been data-centric for a number of years, it has mainly been reactive looking at the data to find out what has happened. We
have suffered from Data Richness and Information Poverty or DRIP. In the recent conferences and festivals the thoughts
have moved away from data, data, data into what we can actually do with it. An example is if I go back only a year or two
the very thought of Artificial Neural Networks would instantly cause someone’s eyes to glaze over and any solution that
openly had it included would be put into the “too complicated to do pile,” now its a case of “Ok I kind of understand the
concept and I know there is a lot of benefit in that area but I’m not sure how it works so explain how its going to sort out
my problems.” It is a move on but I’ve been catching myself saying to quite a few people at the moment that what they
are doing is fantastic but in reality is probably five to ten years ahead of the curve. This has been the case for many technologies that can support the industry
in its aims for example I remember a particular supplier looking at multivariate process control on wastewater treatment works a few years ago now and a
small number of systems were installed, the results fantastic and in reality there was a happy customer. In this case study I discussed with that customer in an
off-hand conversation and the solution was still saving money now. The solution was good and it is working well however a few years ago the wider industry
wasn’t ready to adopt it fully and in reality the solution was five years ahead of its time and the supplier has moved on to other industries which are more
receptive. The same can be said for Real Time Control and I’m in fact hosting a workshop in January for SWIG that will help revitalise the concept of RTC as
the industry is now ready for it where it wasn’t really only a few years ago. This was the situation five years ago and it is the same situation now. I remember
the concept of Process Based Control being investigated ten years ago in a UKWIR report and the conclusions were that it wasn’t viable, some work was done
Exeter University on the concept three or four years ago and it is now that Smart Wastewater Networks and bringing the wastewater system (both collection
and treatment) as a whole together that Process Based Control is becoming a possibility with the reality probably five years away.
So what does this mean for the industry as a whole? What does this mean for a “Smarter” and “Digitally Transformed” water industry. It means that it is
possible. We have, as an industry, a lot of data that we don’t know how we can use. Some of that data is right and some that data is wrong but what we are
realising as an industry is that data and the resulting information that can bourne from it has a value and as we realise what this value is then so will the
investment in data quality increase to make sure that it is right and with good quality data there is a huge amount that the water industry can do. But what?
That is the next step in Digital Transformation, there are low hanging fruits which I termed “Small Information” a number of years ago which is a simple buzz
word for properly integrated data. This can help a great deal at the operational level but there is so much more that can be done at an asset management
level. We saw at the Sensing in Water Conference the use of sensing data to look at the solid flux in the water network which can be used to understand both
discolouration and chlorine decay in separate presentations by John Gaffney and Grigorius Kyritsakas and these are case studies on just a small percentage of
the works that can be done and applied to protect the customer and to save money in operations a point that was made at the Innovate East Festival in the
discussion that was had on “Digital Twins,” So where are we?
In reality we are on voyage of discovery and the phrase “we don’t know what we don’t know” is as relevant today as it was when the phrase was first coined.
but there are some low hanging fruit that we can, as an industry, exploit and the rest is something we are just going to have to develop over time as we start
to understand the way our systems actually work. In the meantime we have to work together as water companies, supply chain and research institute to
understand exactly what the industry can realistically do to help some of the challenges that the industry faces in the future.
Have a good month,
Oliver

Sensing in Water 2019 - Making sense among the noise
Making sense amongst the noise was the theme of this year’s Sensing in Water Conference and the
underlying theme was making sense from all of the data that the water companies collect each and
every day. The keynote on Day 1 of the conference was by Alison Fergusson of OFWAT who framed
the future strategy of the water industry moving forward. Some of the key themes were financial
resilience which is their main responsibility but in there were things like operational resilience and
of course excellent customer service as well as the expansion of the work that the industry has done
for commercial customers in opening the market and expanding this approach to water resource
and sludge trading. The use of technology was also picked up in the initial keynote speech and the
development of measurement technology to help the industry to achieve its goals is crucial to its
future as is innovating in the way the industry does things.
Over the over the next 16 presentations by the 20-odd speakers at the conference these were themes
that were picked up time and time again the use of the concepts of Water 4.0 and Digital Transformation
rolled through the discussions. The four sessions covered catchment management, the potable water
network, the wastewater network and data analytics. In the data analytics session we heard from
Anna Pobrenzha about the use of blockchain in the industry, something that was potentially farcical a
few years ago has potential in the way that we “trade” water resources and biosolids as they markets
open up. The water resources issue is a particularly concerning area in the wider water industry at the
current time as not only do we need water resources for customers but Matthew Ellison of Wireless
Innovation explained the economics of the agricultural industry and the financial impact that a loss of
water resources can have. Their struggle - having the data to prove that the water is needed with a
lack of data threatening their abstraction licensing the loss of which can turn a huge valuable farm into a virtually worthless one.
The conference also heard how data can be used to save water through the use of customer influencing and home devices such as Alexa highlighting the shift in
modern technology to help customers lower their bills. This is all a completely different world from the water industry of only a few years. It is an industry where
we are going to starting thinking about Artificial Neural Networks, Machine Learning and Artificial Intelligence. It is a world where we must ensure that the data
that we get is correct and it is a world where we have to understand the data that we have to derive intelligence from it. This can be relatively simple and it can
also be incredibly complex too. The conference saw a presentation by John Gaffney of Siemens that looked at discolouration events by using turbidity converting
it to identify the mass flux through the potable water network in order to look at zones within the network that act as sources and sinks of solids. This related to
another presentation by Grigorius Kyritsakas that looked at using Machine Learning to predict chlorine decay as the solid fluxes can of course be a root cause of
chlorine consumption within the network. All of this is the elements and relationships within the detail of the industry that we must understand to realise the
benefits of moving towards a Digitally Transformed industry. There is a desire within the industry for smarter catchments and the conference saw a number of
water companies talking about smarter catchments and basically system-wide thinking but there was also a realisation that we can’t all do it on our own and in
reality we have to collaborate together be it supply chain, water company or academic institution to tease out the finer details.
In this there should be assistance, our keynote speaker discussed an innovation fund that is being considered to transform the way the industry works. The fund
is a total of £200 million which can certainly help in the Research & Development of the industry towards a future where we understand the data and we can
use it to gain insight in the way the industry operates, to gain insight into the way that the water system behaves, and from an understanding of the industry
truly understand where we can change things in order to ensure that there are enough water resources to go around and that the ultimately we can protect the
environment that we all live in.
Page 4
Industry News

AI predictive analytics tool launched for wastewater sewer
networks and water recycling centres
Monitoring specialist Detectronic has partnered with international engineering, technology and software company Royal HaskoningDHV, to create an AI-powered
predictive analytics tool for wastewater sewer networks and water recycling centres.
The launch of DetecAnalytics means that Detectronic is the only company in the UK to be able to provide water and sewage companies (WaSCs) with a universal
monitoring service that includes every required element from manufacture, installation and maintenance of monitors and associated equipment to data analysis,
reporting and now predictive analytics.
Neil Butler, sales director at Detectronic commented:
“By partnering with Royal HaskoningDHV and utilising their revolutionary Aquasuite® software, we take our data analysis and reporting to a whole new level
with DetecAnalytics.
“Aquasuite® is an AI-powered analyst and autopilot for utilities and industries. Delivering full visibility across drinking water and wastewater networks and
treatment, it empowers WaSCs to make fact-based decisions quickly to improve processes and performance. This includes lowering operating costs, reducing
capital investment and enabling proactive maintenance, warning of leaks, bursts, overflows and pollution incidents.”
Tom Woolley, Business Development Director Aquasuite® at Royal HaskoningDHV explained that DetecAnalytics specifically harnesses the Aquasuite FLOW
module:
“Aquasuite FLOW translates real time data from sensors in sewers and pumping stations into valuable insight of the actual performance of the entire wastewater
transport systems. It can actively control sewage pumping stations to optimise the total sewage system, including wastewater treatment plants.”
DetecAnalytics works by connecting Detectronic data loggers and adding the data they record to Aquasuite FLOW which is powered by AI (artificial intelligence).
The data is analysed, and over an initial seven-week period, can produce predictions with a high level of accuracy and confidence. The level of accuracy and
confidence continues to increase over time. This enables the WaSC to predict what will happen within a catchment or a water recycling centre at any point in
time, 24 hours a day, seven days a week.
Neil Butler, sales director at Detectronic continued:
“By being able to predict sewage overflows, pipe friction loss, pump efficiency and energy consumption, the WaSC can further enhance self-reporting in PR19,
benefit from better asset management with predictive maintenance and, ultimately, be in a position to improve overall operational and financial performance.”
Murphy and SES Water use innovative leak detection technology
to save water, time and money
”
A new innovative leak detection technology has saved money for customers and avoided the need for a new water pipe.
J. Murphy & Sons Ltd used an innovative solution called SmartBall® on a project in Surrey, to survey an existing water main for SES Water. The Murphy team
worked closely with the Water Research Centre, Pure Technologies (a Xylem company) and the client, SES Water.
After using SmartBall® - a rolling pipe inspection tool that uses acoustic and magnetic sensors to locate leaks and features in pipe mains - the initial results
showed that the capacity of the pipeline could be increased without the need to install a new 2.5km long water pipe at a cost of £2.7 million.
Simon Thomson, Project Manager, SES Water commented:
“Innovation is vital for us and a key part of our strategy in the future. It’s about using our assets smarter and keeping costs down for customers. This was a great
collaborative effort across all four companies to do just that.”
Murphy Project Manager, Kevin Mullan said that innovation with supply chain partners is one of the key driving points at Murphy.
“We are always looking for the best ideas, technologies and partners to work with to deliver the best solutions for our clients. We were aware of the challenges
we would face by building a new water pipe through third party land, so we looked hard for an alternative solution.”
Before building the new water main, Murphy inspected the integrity of the existing pipes with Smartball® and found historic issues with gaskets in the joints that
weren’t as significant as believed.
This meant localised repairs could be made to the network at a significant saving to SES Water.
Keith Walker, Head of Infrastructure at WRc, which helped Murphy survey the pipeline using the SmartBall® technology, said the solution was likely to result in
a no-build solution to improving water sustainability for SES customers.
Initial results from the survey have suggested there are no significant problems with the integrity of the two pipelines, but further analysis of the data collected
will take place over the next couple of weeks to provide detailed results. The data will be used to identify any rehabilitation required before the pipelines are
re-purposed for use as pumping mains rather than gravity distribution pipelines.
Page 5

Servelec Technologies completes acquisition of Primayer
Servelec Technologies, a subsidiary of Laurel Solutions that provides remote telemetry units, secure SCADA systems and business optimisation software, has
announced it has completed the acquisition of Primayer, a global leader in water network leak detection and location.
The transaction was completed by way of Servelec Technologies’ holding company, Laurel Solutions. The two businesses will be combined under the leadership
of David Frost, MD of Servelec Technologies. Terms of the private transaction were not disclosed.
Hampshire-based Primayer develops and manufactures intelligent technologies for the effective monitoring of water networks and for reducing the loss of
potable water. With over 20 years of experience and distributors in over 45 countries worldwide, Primayer is committed globally to supplying quality products
for water utilities, consultants and contractors.
“The Servelec management team and Laurel Solutions are firmly committed to continued investment in Primayer’s people and solutions so that together we
may grow and develop our combined range of complimentary products and software services for all our customers in markets around the world,” said David
Frost, MD of Servelec Technologies.
Martin Carter, CEO of Laurel Solutions said:
“This investment in Primayer further builds out our leading portfolio in remote asset monitoring and control. We were excited to partner with Servelec
Technologies’ highly talented management team, and this acquisition will bring innovative products that will enhance Servelec’s already outstanding offering.”
Modern Water Chairman resigns as company continues efforts to
secure funding
Modern Water, the owner of world-leading technologies for water and wastewater treatment and for water quality monitoring, is continuing to explore its
options to raise additional capital in order to provide a sustainable basis on which to continue to operate the Group.
Five days ago the company announced that Alan Wilson had today resigned as Non-Executive Chairman and Director with immediate effect. He is succeeded as
Non-Executive Chairman by Dr Piers Clark, currently a Non-Executive Director of the Board.
On 6th August Modern Water announced that it intends to restructure its group of companies with the aim of focusing on its innovative membranes process
technologies.
The company is currently in advanced negotiations to sell the assets of Modern Water Inc., the Company’s US-based monitoring division.
In keeping with the new strategy of focusing on its core innovative membrane process technologies, Modern Water has decided to retain control of Surrey
Aquatechnology Ltd, a subsidiary which holds most of the Group’s patents.
Simon Humphrey, Modern Water’s CEO, said:
“We are working on overcoming our liquidity problems in order to retain a restructured business that can service our customers with world-leading innovative
technologies.”
On 23rd July Modern Water filed notices of intention to appoint an administrator in respect of two of its wholly-owned subsidiaries - Modern Water Services Ltd
(MWSL) and Surrey Aquatechnology Ltd (ASL).
The companies are the principal operating subsidiaries of Modern Water’s Membrane Division. The company itself and other Group companies, including its
US-based Monitoring Division, are not affected by the Notices of Intention and continue to trade normally.
In a statement issued to the London Stock Exchange, Modern Water said:
“The issue of the Notices of Intention is a consequence of the continuing shortfall in working capital as previously announced and its effect is that an interim
moratorium comes into force to allow the specified companies (MWSL and ASL) some temporary protection from creditors and legal claims whilst various
options are explored to seek alternative finance.”
“The interim moratorium is for a period of ten business days. The Notices of Intention do not in themselves denote the appointment of administrators. The
Board may at any stage during this period decide not to appoint the administrators if the situation can be resolved.”
Modern Water said it is continuing to manage its working capital carefully with the business being funded using extended credit lines alongside increased efforts
to convert debtors to cash.
However, it cautioned:
“Whilst this may be sustainable in the short term, it is important that additional funding is secured in the near term in order to provide a sustainable basis on
which to continue to operate the Group. The Company continues to explore options to raise additional capital.”
Page 6

British Water - water industry must harness power of data to
help meet “unprecedented targets”
Attendees at Data: Now & Beyond, an upcoming British Water event taking place in Leeds in October, will hear how the UK water industry must harness power of
data to help meet “unprecedented targets” in the upcoming 2020-25 PR19 investment programme. Data: Now & Beyond will see speakers from key stakeholders
including water companies and the supply chain share information and practical advice on the best way to handle data and analytics – including what tools and
services are available to get the most from it.
The conference will be kick-started with a collaborative Keynote Speech from the Environment Agency and Jacobs on how data management and a culture
of innovation have helped to manage tidal flood risk in the Thames estuary throughout the 12st century. The middle-section of the day will allow delegates
the chance to participate in an interactive workshop with involvement from representatives of the following water companies; Affinity Water, Anglian Water,
Northumbrian Water, Thames Water, Welsh Water, Wessex Water and Yorkshire Water. Organisations from other industries – including Ofgem, Network Rail
and Electricity North West – will also share their experiences and give guidance on the fast-changing landscape of data handling. The day will be rounded off
with closing Keynote Speaker Mark Kaney (Black & Veatch) who recently featured in The Times supplement alongside British Water. Mark will be building on his
discussion in The Times on Artificial Intelligence and Data.
Joe Roebuck, a director at analytics innovator SEAMS, will be chairing Data: Now & Beyond, a British Water event taking place in Leeds in October. He said:
“The water sector has been set some unprecedented targets for the upcoming years, all while achieving a reduction in customers’ bills - never before has the
term ‘more for less’ been so important.
“Data analytics is fast becoming one of the most important means of innovation by which to meet these targets. It will help us achieve what may seem like the
impossible. Data: Now & Beyond provides an opportunity discuss best practice but more importantly to look ahead at ways to tackle tomorrow’s challenges.”
Speakers from water companies, the supply chain and other sectors – including from Ofgem and Network Rail – will share information on the best way to handle
data and analytics, including what tools and services are available.
Among those taking part will be Kevin Parry, head of data at Welsh Water, who said some organisations may need to develop skills and resources further, if they
are to truly leverage the capability offered through data and analytics.
He said:
“The improvement in data capture and sensor technology will provide us with huge datasets that can be used to help analyse the performance of our network
and allows us to predict how extraneous factors may impact it.
“With this ‘data deluge’ comes a need to ensure we have the skilled resources in place to translate this into information to provide valuable insight and the
availability of new approaches, such as digital twins, will help us better understand our network.
“Data: Now & Beyond will provide a forum for colleagues to reflect on some of our greatest challenges, and to identify ways in which data and analytics could
be applied to overcome these. “
The event will be British Water’s third data conference, following successful events in 2017 and 2018. The conference will also include:
• High level discussions between water companies, regulators and the supply chain
• Talks on innovation and new technology
• Workshops to encourage problem-solving and diverse thinking
Dr Mar Barista, technical manager at British Water, said:
“Water and wastewater companies collect, process and report on huge volumes of data. Following the release of Ofwat’s draft determinations and the challenges
set in terms of cost and performance commitments, it is the right time to look at the innovative use of data and analytics that will help achieve high expectations
from regulators and consumers.”
WIPAC Members get a 15% discount for the British Water Data Now & Beyond Conference by emailing British Water when booking tickets. For more details
about the one day conference please visit the British Water website by clicking here
Page 7

Kansas City’s Smart Sewer Program Selects Electro Scan for 22-
Mile Sewer Condition Assessment Project
Electro Scan Inc. announced this month that its patented technology has been selected for a 22-mile sewer condition assessment project for the City of Kansas
City, Missouri as part of Kansas City’s Smart Sewer program. As part of the project, California-based Electro Scan Inc. has provided a technology-as-a-service
licensing agreement to have a national contractor complete the field work.
Under the direction of Special Assistant City Manager, Andy Shively, PE, Kansas
City’s Smart Sewer program uses data and technology to implement innovative
infrastructure solutions, currently estimated to help the city realize up to $1 billion
in cost efficiencies.
“The burden placed on Kansas City’s ratepayers is extraordinary,” states Shively, “And
careful selection of key technologies is a major factor to help us deploy our capital
projects and ensure long-term environmental compliance.”
Part of Kansas City’s data-centric approach includes investing in knowledge about its
existing infrastructure. Under the Smart Sewer program, Kansas City has surveyed
ninety-seven percent (97%) of its sewer mains using traditional Closed-Circuit
Television (CCTV) cameras and manual coding of defects using visual inspection.
In contrast, the use of machine-intelligent FELL technology automatically pinpoints
defect locations and measures sources of infiltration in gallons per minute to help
assess and prioritize pipes for rehabilitation, eliminating human subjectivity and
manual coding of defects. FELL technology will be combined with Shively’s hydro-
geology infiltration approach to ensure accuracy. Shively’s hydro-geology infiltration
approach will utilize Innovyze® InfoAsset Planner to overlay pipes with excessive Electro Scan defect flows with hydrogeological ‘at risk’ areas to strategically
prioritize rehabilitation efforts. By establishing a baseline leakage rate with Electro Scan technology, before rehabilitation, Kansas City’s Smart Sewer program
can estimate the percent reduction in infiltration immediately following repair, relining, or replacement capital projects.
“We look forward to Electro Scan delivering key intelligence on Kansas City’s underground network,” states Mark McIntire, President, McIntire Management
Group, Electro Scan’s exclusive representative in a 10-state territory.
In 2010, the City of Kansas City, Mo. entered into a 25-year agreement with the EPA
to reduce the volume and frequency of sanitary sewer overflows.
The City’s $4.5 billion consent decree is the largest infrastructure investment in the
City’s 160-year history and is funded entirely through wastewater enterprise funds.
In order to meet its obligation, the City has increased wastewater rates by 291
percent since the onset of the program. In order to mitigate the size of additional
rate increases, the City’s Smart Sewer program seeks innovative and cost-effective
ways to meet the regulatory mandates. Much of Kansas City’s Smart Sewer program
success is attributed to Shively’s Capital Technology approach, a term he coined
in 2017 that includes strategic and integrated application of technology to drive
capital improvement priorities.
Prior to awarding this project, Kansas City’s Smart Sewer program conducted
extensive trials of the technology resulting in the purchase of its own Electro
Scan equipment currently used for its ongoing Stream Crossing Program to assess
pipelines located in environmentally-sensitive areas and in close proximity to rivers
and streams.
In 2018, FELL technology was used by Kansas City to assess 30,000 linear feet (LF) of recently installed Cured-In-Place Pipe (CIPP) and is currently included in
rehabilitation specifications to test and certify liners for watertightness, in accordance with ASTM F2550 standard.
All data for the Kansas City project will be processed and stored in Hansen Analytics’ Critical Sewers® cloud application, able to store Acoustic, CCTV, Dye Flood,
FELL, Laser, Smoke Test, Sonar and CIPP Rehabilitation test results, linked to specific infrastructure asset.
Special Assistant City Manager Andy Shively
Kansas City Smart Map
Page 8

United Utilities, in partnership with Amey and Jetchem, has developed two innovative pieces of kit that help prevent customers’ properties being flooded by
sewage and reduce the cost of keeping them clear.
Customers affected by sewer defects and blockages can now avoid the inconvenience of having sewage, that has the potential to flood their properties, being
drawn off by a tanker every day.
Instead, a new unit can be easily installed close to their property to automatically remove and store any excess waste. The mains or solar powered Interceptor
Draw Off System (IDOS) unit can be put in any location including car parks, cellars and gardens.
To tackle flooding proactively, the water company and its partners have also designed a new drainage monitor device to detect when a sewer could potentially
flood a property.
The monitor is fitted in the manhole of a sewer close to homes that have previously been flooded.
When the sewer starts filling up the monitor sends an alert to United Utilities’ Integrated Control Centre at its Warrington HQ warning staff of the need to
investigate.
United Utilities technicians Chris Burns and Luke Woolley worked with Amey account manager Zak Howarth and engineer Mick Crook along with Bury-based
water jetting company Jetchem to design both pieces of equipment to make the draw-off process more efficient and cost-effective.
After a successful trial in Manchester, United Utilities is looking to roll out this equipment to other areas in the region that would benefit.
Burns said: “We took around six months to develop and trial both of these technologies. Putting them into practice has helped us significantly reduce sewer
flooding at customers’ properties.
“The IDOS unit eliminates the need for constant site attendance by engineers which saves both time and money and avoids inconveniencing customers by having
to repeatedly enter their properties.
“The installation of the low-cost drainage monitor, in areas of the network where we carry the highest risk, acts as an early warning sign and means we can
proactively clear the blockage preventing internal flooding, external flooding and pollution incidents.”
Kevin Fowlie, United Utilities’ network and capital delivery director, added: “Innovation plays a vital part in providing customers with the service they expect.
We encourage our employees and partners to collaborate with each other and our wider supply chain. This has been a great example of what can be achieved
when we all work together.”
Zak Howarth from Amey said: “Work of this nature is essential but has a big impact on customers. We’re committed to working with United Utilities to make sure
we can tap into new technology, expertise and skills to work as efficiently as possible and deliver the best service to customers.
“We’re very pleased to see these tools rolled out after a successful trial period and look forward to further collaboration with United Utilities to improve
processes and further reduce disruption for customers.”
Paul Taylor, managing director of Jetchem Systems Limited, said: “The IDOS system is a completely modular design, and has the potential to be installed in almost
any location at risk of flooding, operational by mains power, solar panels or even batteries.
“This cuts costs which have been proven and reduces draw-off visits. The drain monitor is placed in a chamber or manhole and alerts the end user when the
levels are high, this reduces unnecessary site visits, saving time and money.” The Water Council and its corporate partners today announced the second Tech
UU innovates to help prevent internal sewer flooding
RAA to lead integrated urban drainage guidance update
Hydraulic modelling specialist Richard Allitt Associates (RAA) has been appointed to take the lead on updating the industry standard guidance on integrated
urban drainage with AECOM. The Chartered Institution of Water and Environmental Management (CIWEM) and the Environment Agency have selected RAA and
AECOM to update the industry standard guidance on Integrated Urban Drainage. Together they will work with other technical experts including Maltby Surveys,
Bluesky and Onsite to develop the new guidance for CIWEM and the Environment Agency.
The original guide was published by CIWEM’s urban drainage group (UDG) in 2009 with the purpose of informing practitioners on the then emerging technologies
for advanced flood modelling in urban areas, notably the use of coupled 1D-2D models and the integration of models representing sewers, watercourses and the
urban surface. In addition, the introduction of Water UK’s new Drainage and Wastewater Management Plans (DWMPs) require an enhanced level of partnership
working to address flood risks of this nature and develop programmes for improved urban resilience. The project steering group consists of representatives from
CIWEM UDG, EA and Lead Local Flood Authorities as key stakeholders.
“We recognised that this project required a collaborative approach to ensure that the new guidance covered the widest possible range of experience and
resources,” said RAA managing director, Richard Allitt. “We are delighted to be partnering with AECOM and also drawing on the diverse expertise of others to
write this new guidance.”
AECOM’s senior flood risk consultant, Hannah Howe: “There has been a significant change in the industry over the last decade, particularly with multi-agency
partnership approaches to flood risk. Not only will this refreshed guide provide advice for integrated modelling tools, but also guidance for delivering holistic
solutions to complex flooding problems.”
A series of workshops will be held throughout September and October and a subsequent workshop will take place as part of the upcoming Urban Drainage
Group Autumn Conference from 4-6 November in Nottingham.
Page 9

Pressure Data Is Critical To Predicting Distribution Systems Issues
Effective water distribution boils down to two simple things: the quality of the water and its efficient delivery to customers. For municipalities, the latter can
generate widespread problems that are difficult to control. Water meters do a good job for municipalities of measuring flow in a system, but pressure is the
driving force behind the flow and the biggest variable in pipes.
Fluctuations in pressure are the best indicator that a problem is brewing, so monitoring pressure at strategic points can provide valuable insight about potential
leaks in a distribution system before water flows slowly enough that customers notice or stops flowing altogether. However, this isn’t as easy as it sounds.
Other than pressure sensors at the water plant or some pump stations, water quality managers tend to lose visibility into their distribution system as soon as
water leaves the facility. With the expense of traditional devices, which includes running power to the site and using Ethernet or cellular to return the data,
operators simply don’t have the budget to monitor pressure at enough points to gather valuable decision-making data.
Alternative technology is now available to capture pressure readings that can be used to enhance service and improve asset management. Most water utilities
understand a distribution system should be monitoring pressure, but they struggle with trade-offs. For example, is it more cost-effective to deploy an expensive
network of sensors or fix a large section of pipe that is likely broken? Although pressure monitoring would be useful, it may not rise to the top of the list of
priorities.
Newer, more affordable options are available in both residential flow meters with built-in sensors for pressure and sensor interfaces that can be equipped with
pressure sensors and placed at critical spots along the distribution path. Both solutions are battery powered, utilize their own communication network, and help
a utility go beyond AMI to build a smart utility network.
Depending on which technology is deployed, this equipment can record data at intervals from 12 seconds to 1 hour and send that data over the air every minute
to an hour to create an easy-to-analyze pressure profile. The data forms the basis for making informed decisions about the operation of the distribution system.
Priciertechnologycanprovidecontinuousdata,formonitoringpressuretransientsandotherphenomena,butthatamountofdataisnotneededforunderstanding
basic pressure behaviour in your distribution system. Simpler solutions offer a lot of the same capabilities at a fraction of the cost and the system visibility can
pay for itself quickly by the avoidance of costly problems. Understanding the system’s pressure behaviour can give utilities the ability to improve their customer
experience and get a better handle on overall asset management.
One of the biggest misconceptions about pressure issues in a distribution system is that the only solutions are budget busters. The reality is that getting a grasp
on these problems isn’t as out of reach as many water managers might think. For starters, it doesn’t require a complete system overhaul. The best new affordable
pressure monitoring solutions can be adapted to work with other brands of equipment already in place. A trusted partner will work with municipalities to create
a smart utility network by using existing infrastructure and building from there. With the decision to invest in AMI, it is important to understand how much
more can be derived beyond just metering if you broaden your perspective. That should start with existing assets, such as PRVs and pump stations, then can be
extended further into the system.
Challenge,aglobalcompetitiondesignedtoidentifycutting-edgefreshwatertechnologiesandideaswithhighpotentialforcommercializationorimplementation.
Finalists have an opportunity to win prize money, access to corporate R&D resources and a chance to partner on the development with corporate sponsors
on the marketing, licensing or sale of their winning technology or idea. Tech Challenges are sponsored by corporate partners from water-intensive and water
technology industries, including A. O. Smith Corporation, Badger Meter and Zurn Industries, a Rexnord company.
“A. O. Smith is pleased to continue its support of entrepreneurs, researchers and promising startup businesses in the ever expanding field of water technology,”
said Dr. Robert Heideman, senior vice president and corporate technology officer, A. O. Smith Corporation. “As a 145-year-old organization built on the premise
of innovation, A. O. Smith is excited to be able share our experiences and potentially help bring proposed ideas to life in day-to-day products.”
Anyone with an innovative idea that addresses a topic selected by our corporate sponsors is encouraged to apply. Prospective technologies or ideas can be
submitted from entrepreneurs, university students or researchers, professionals already working in water-dependent industries, private sector and government
labs or just inventive individuals from any location in the world.
“The first round of the Tech Challenge exceeded our expectations in discovering some very promising ideas and technologies that were not on our radar screen,”
stated Fred Begale, vice president of engineering at Badger Meter. “We look forward to this next round of Challenges and being introduced to some new global
innovations that will help Badger Meter as we advance our research and development program.”
The second round of Tech Challenge competitions are seeking innovative solutions for:
Inline sensors for detecting water quality parameters
Artificial intelligence for pipe networks and systems
“Zurn is focused on solving difficult water quality, efficiency and plumbing system issues by applying IoT technologies to commercial plumbing systems,” said
Tony Wilcox, vice president, innovation and digital solutions at Zurn. “We’re excited about the Tech Challenge’s focus on sensors and artificial intelligence
processes and we welcome the opportunity to meet and work with new researchers and entrepreneurs.”
“No question that the results from our first round earlier this year exceeded not only our expectations but, more importantly, those of our corporate sponsors,”
stated Dean Amhaus, president & CEO of The Water Council. “We were impressed with the quality and maturity of ideas that were submitted from across the
world and this played out by the fact that our corporate sponsors found a number of solutions that they are continuing to pursue.”
The Water Council announce the kickoff of their second tech
challenge competition
Page 10

New water level monitor is mobile-friendly
OTT HydroMet has launched a new all-in-one wireless water level logger that can be used for the remote
monitoring of surface or groundwater. Simple to set up and run with a mobile phone, the OTT ecoLog 1000 has
been designed for long-term applications, even in remote locations, and is able to issue warnings automatically
to help manage or avoid the problematic conditions that can occur when water levels rise.
“Our customers are already walking around with an incredible piece of technology in their pockets,” comments
OTT’s UK managing director Nigel Grimsley. “So it makes sense to exploit the value of this by developing an App
that can be used to set up, manage and view data, and by designing a water level monitor that communicates
wirelessly with a mobile phone or tablet.”
The App runs on mobile devices supporting iOS, Android, Mac, and Windows 10, and with integrated Bluetooth
Low Energy (BLE) communication, the ecoLog 1000 can pair with a mobile device up to 10 metres away, which
significantly enhances simplicity and onsite safety. Further enhancements to onsite operations include the
ability to quickly change batteries, and even shorten cable lengths if necessary.
Anon-boardSIMcardenablesthemonitortofeeddatatosecureservers,andusersareprovidedwithpassword
protected access to the readings via the App. However, in addition to viewing and downloading data, the App
also enables users to manage the ecoLog’s configuration remotely.
For monitoring network operators, a further App-based solution, HydroMet Cloud, offers web-based data visualisation of live monitoring data in user-defined
maps, graphs, tables etc.
With a rugged stainless steel probe (also suitable for brackish and saline water) and a very stable ceramic pressure cell, the ecoLog 1000 is designed for
challenging applications. Data are encrypted with automatic retries if transmission fails, so users can expect continuous data streams with alerts when water
approaches user-set threshold levels.
Commenting on the applications for the instrument, Nigel says: “A wide range of people would benefit from remote water level data and alerts; these include
government agencies, flood managers, local communities, highway managers, rail network operators, water companies and water resource managers, as well
as consultants, academics and environmental researchers.
“For all of these groups, easy access to remote data will save a great deal of time and money by preventing unnecessary site visits, and the provision of water
level alarms will facilitate the instigation of timely mitigation measures.”
SmartCover Dual Sensor Provides More Accurate Sewer Spills
Prevention Across North America
Full Dynamic Range of Manholes Brings More Accuracy to Detecting Inflow & Infiltration for Collection Systems During Water Surges
SmartCover released the SubSonic Dual Sensor as a standard configuration for their suite of wastewater technology solutions. The dual sensor extends
visibility throughout the entire manhole from the bottom of the channel to the cover. Not only does the dual sensor provide customers with “full dynamic
range” of manholes, it combines the accuracy of ultrasonic with the wide range of a pressure sensor. The SmartCover SubSonic systems started shipping
Summer 2019.
“The release of SmartCover featuring a SubSonic dual sensor is a reflection of our dedication to helping wastewater operators prevent sewer spills. Our
customers wanted full dynamic visibility of their manholes and we listened. In the past, when ultrasonic sensors submerged during heavy rainfall, operators
were in the blind. SmartCover’s product engineers redesigned our solution to eliminate the dead band during a surcharge,” said Greg Quist, CEO of SmartCover.
The SubSonic embeds a pressure sensor to monitor costly inflow & infiltration (I&I) during water surges, such as heavy rainfall events when groundwater
and/or stormwater flows into a wastewater collection system. This sensor detects water level changes from the outset and continue to provide valuable
data beyond the point when the ultrasonic sensor becomes submerged. The sealed submersion sensor is virtually maintenance-free, issues alarms when a
manhole is reaching overflow levels, and allows wastewater operators to “triage” manholes to prevent sanitary sewer overflows (SSOs).
“To battle inflow and infiltration, utilities need to identify segments of their collections system with the highest level of I and I. SmartCover better informs
operators on rapidly changing water levels throughout the channel,” said Quist. “High wet-weather flows can be compared to dry weather flows to establish
a ratio that identifies I and I so that preventive actions stop spills.”
SmartCover is a pioneering technology company serving the wastewater industry. By predicting, detecting and preventing sewer spills, the technology
solution saves lives in the field while protecting public health, our environment, and the quality of life in communities throughout North America. SmartCover
systems gather and monitor remote sewer data, perform analytics and enable informed decisions to stop sewer spills. In addition to preventing sewer spills,
SmartCover’s suite of technology has a range of applications including the reduction of high frequency cleanings (HFC), locating inflow and infiltration (I&I),
intrusion detection, and H2S odour control. Since 2005, the company has prevented thousands of sewer spills and saved millions of dollars for wastewater
utilities. SmartCover software monitors real time trends in a wastewater collection system and delivers timely advisories via desktop or smart devices. The
technology integrates with the Iridium® satellite network, making it impervious to power or cell outages during severe weather
Page 11

Article:
Decoding digital transformation
in construction
This article was written originally written by McKinsey Insights with reference to the construction industry but as the water industry has a large amount of
infrastructure projects parallels can be drawn between the insights in this article and the water industry, whether it is in construction jobs or within the wider
industry and its adoption of Digital Transformation
After spending five years and countless sums on trialling new software platforms and ways of working, the executive team at a large contractor was nearly ready
to call an end to its digital-transformation program. Dozens of attempts to streamline projects with digital solutions, such as 5D BIM, had failed to deliver. A few
had succeeded in the pilot phase, but the company had struggled to apply those solutions at scale. Site and office workers grumbled about having to adopt yet
more new technologies—before abandoning them and returning to their old ways of working. Overall, projects hit delays and ran over budget as frequently as
before, and productivity had barely budged upward.
Scenarios such as this remain all too common in the engineering and construction (E&C) sector, which is one of the world’s least digitized.1
The difficulties are
understandable. The typical construction project involves a multitude of independent subcontractors and suppliers, which have little incentive to embrace
new methods during the brief periods when they are on the job. Projects vary greatly, so E&C companies often struggle to develop tools and methods they
can apply repeatedly. Limited R&D budgets prevent E&C businesses from spending as much on digital as companies in other sectors do. And construction work
often takes place in remote, harsh environments that are not well suited to hardware and software developed for the office. It is no wonder, then, that many
E&C businesses end up with little to show for their technology investments. Yet we are also seeing an increasing number of E&C companies overcome these
challenges to transform projects or even business divisions digitally.
When we assessed construction companies that successfully implemented digital technologies and ways of working, we found that, despite differing conditions,
their transformations had five practices in common, from which other E&C companies embarking on similar transformations may learn:
• Focus on fixing pain points, not installing IT solutions.
• Implement digital use cases that promote collaboration.
• Reskill and restructure engineering teams.
• Adjust project baselines to capture value.
• Connect projects to unlock impact across the enterprise.
For a digital transformation to be successful, executives and managers must start with a clear definition of how digital will create value for the business. During
the transformation, they must spend as much time, if not more, on operational change as they spend on technology. Those that do stand to realize a significant
productivity payoff. Research by the McKinsey Global Institute indicates that digital transformation can result in productivity gains of 14 to 15 percent and cost
reductions of 4 to 6 percent.2
In this article, we offer a closer look at how E&C companies can realize benefits like these.
Why construction is stuck in the analog era
Outside individual major projects, few construction companies have fully digitized their operations. They aren’t alone. Companies in all industries report that
digital transformations often fall short of expectations. In one McKinsey survey, just 16 percent of respondents said their organizations’ digital transformations
had delivered sustainable performance improvements. Common challenges include unclear definitions of what digital means, an indistinct idea about what the
transformation should accomplish, and poor integration of digital tools with business processes.3
But these factors don’t explain entirely why digital transformation in the E&C industry is so hard. The following characteristics of the construction industry
make digital transformation particularly challenging:
Fragmentation. Construction projects are typically fragmented along the value chain, with specialists generally operating in one or a small number of disciplines.
And each step in the value chain involves multiple layers of contractors and subcontractors. Implementing digital solutions across a project thus requires
coordinating changes among organizations—a task that is especially hard, given the short-term and often adversarial nature of construction contracts.
Lack of replication. Construction projects are nearly always one-of-a-kind endeavours, with unique requirements that necessitate bespoke design and delivery
approaches. Since these approaches are seldom repeated, it is harder to introduce changes across numerous projects, as full-scale transformation requires. The
exceptions are multiyear major projects, on which companies can establish processes and reinforce them over time.
Transience. Ordinarily, a new construction project will involve a new set of organizations working together. Project teams, too, are rarely consistent. Contractors
face similar challenges at the enterprise level, at which workforce turnover is high. Transience at the project and company levels makes it difficult for E&C
companies and their subconsultants and subcontractors to establish new ways of working and build capabilities that carry over from one project to the next.
Decentralization. Large E&C companies tend to be highly federated, with business units and divisions following their own processes rather than standardized
ones, not least because many have grown by acquiring smaller firms. Individual projects take place at sites that are far from a company office. And few sites are
conducive to teaching workers how to work in new ways or use advanced technology.
These characteristics of the E&C industry make it harder for companies to develop digital solutions that they can apply to multiple projects. More commonly,
Page 12

individual teams and business units will develop their own digital solutions, without coordinating with others. The result is a proliferation of subscale, often
competing tools within a single company.
Five practices that successful digital transformations have in common
To counter the challenges described above, E&C companies must be thoughtful in the ways they approach their digital transformations. Our experience in the
industry suggests that adopting five practices will increase the likelihood of success and enable companies to capture greater value from digital.
1 - Focus on fixing pain points, not installing IT solutions
Around the world, E&C companies are upgrading and replacing legacy back-office systems while also implementing new systems and software to increase
engineering and field productivity. However, companies can focus too much on IT, pursuing improvements to systems and software as ends in themselves. We
often see E&C companies deploy cutting-edge technology tools before they have figured out whether and how those tools can improve their operations. This
tech-first approach can lead to digital “organ rejection,” whereby a solution fails to deliver visible benefits, and the workforce, noticing this, does not adopt it.
E&C companies can increase the likelihood that digital technologies will make a positive difference by first identifying operational changes that will improve
performance, then defining digital use cases that will enable those operational changes. This process-centered approach helps focus each use case on a real
business need while suppressing the impulse to chase technology trends. Use cases defined in this way deliver greater benefits while building the understanding
and conviction of the workforce, from the CEO to managers and frontline workers in various functional groups and decentralized business units. Such use cases
are also easier to replicate on multiple projects and to introduce to new workers.
Concentrating on business processes must not stop after the first wave of use cases. The creation of use cases is an ongoing effort, and new opportunities
for improvement often emerge once first-wave use cases are in place. For example, one contractor developed an app to allow supervisors to sign completion
certificates digitally. After the app was developed, the team defined a new use case to push safety briefings and alerts through the app so supervisors could
disseminate them to teams.
A good process-centered use case should specify three things: a process change, the required enablers (data and technology tools, capabilities, changes in
mandates and responsibilities, legal and contractual requirements, and others), and the expected benefit. For example, a use case defined as “reduce losses
from unrecoverable rework on steel-concrete connections by 10 percent by visualizing fabrication details with 3-D models” is easier to comprehend and act on
than a use case defined as “provide access to 3-D models from all devices.”
2 - Implement digital use cases that promote collaboration
We know many E&C companies that cherry-pick digital use cases that apply to just one activity or trade. One reason they do this is to avoid the complexity of
working across multiple organizations in the fragmented value chain. But developing narrowly targeted use cases usually means that E&C companies miss out
on a valuable opportunity: stemming the large efficiency losses that can occur because information isn’t transmitted effectively during handoffs between trades
and functions.
E&C companies should therefore devote special attention to activities that involve multiple disciplines and groups and design digital use cases that smooth the
interactions among them. For example, real-time progress reporting from the construction site can help ensure that subcontractors raise invoices promptly and
accurately. Of course, use cases can be more difficult to implement when they involve numerous designers, subcontractors, and specialists. But if E&C companies
put compelling incentives in place, then cross-cutting use cases can unlock significant value despite the industry’s fragmentation.
One contractor’s experience showed why it is so important to implement digital solutions that promote and support collaboration among different parties.
Historically, site workers hadn’t sent feedback to a supplier on all defects in the elements that the supplier was making. When they did send feedback, it was
anecdotal, unstructured, and difficult to act on. Defects persisted, so workers needed either to fix defective products or to wait for replacements. This unplanned
rework increased labour costs and caused delays.
The company saw an opportunity to correct the problem by improving the mechanism for passing feedback between the site team and the supplier. The site
team used a mobile app to tag defects against specific elements in the BIM model and store them in a common data environment (CDE), a single repository for
information about the project. The supplier monitored defect reports in the CDE, then ran root-cause analyses with its factory team to diagnose and reduce
defects. The resulting improvement, a 12 percent reduction in rework hours at the contractor’s job site, demonstrated the benefit of smoothing communication
between these previously disconnected organizations.
3 - Reskill and restructure engineering teams
Digital technologies have introduced profound changes to engineering design. For example, generative design tools, which automatically propose a range of
design options in accordance with userdefined specifications, can radically reduce the time it takes to develop designs. The ability to examine and optimize a
product of generative design is arguably becoming as important as the ability to conceive an original design. In addition, the uptake of modular construction
methods has placed more importance on standardizing design elements and storing them in design libraries so they can be used over and over.
Applying these new techniques requires designers not only to learn technical skills but also to design in new ways. E&C companies with internal design functions
should equip themselves with new technical skills—for example, by hiring developers to build standard libraries of design elements and automate certain parts
of the design process. They should also start to adopt digital ways of working, shifting from a traditional, linear design process to a more agile approach that
consists of faster iteration in short test-and-refine loops. Such a change requires that designers adopt a new mindset, using their experience to validate model
results and to look for opportunities for standardization and repetition. This way of working will create capacity for designers to focus on more intellectually
challenging problems, such as reviewing and refining generative designs, for which engineering brainpower is irreplaceable.
4 - Adjust project baselines to capture value
Many of the E&C executives we speak to say their companies have seen some productivity gains from digitization but little impact on the bottom line because
Page 13

the savings from added productivity don’t make up for the cost of implementing new software and systems. This can occur when productivity boosting use cases
create float during the execution phase and managers neglect to remove this float from the project baseline. To realize the full bottom-line benefit from digital
use cases, managers must adjust baselines to eliminate unproductive time and generate value.
For example, there is little to gain from compressing the time taken to survey a site if excavators are not in place for employees to start earthworks as soon as
the survey is complete. Similarly, digital tools can help accelerate construction by reducing defects and thereby reducing rework. But if the labour force isn’t
streamlined or reassigned to other activities, then workers will end up waiting during the time they would have spent on rework, and the costs will still accrue.
Managers can capture the benefits of increased productivity in several ways: compressing on-site schedules, reducing non-critical resources, and even restricting
overtime. This approach requires close collaboration among the organizations working on the project as well as clear communication about the project plan,
especially with new workers who are accustomed to a slower pace of execution. Companies can also change contracts and incentives to share benefits and risks
appropriately across the value chain.
Teams need not take a leap of faith when adjusting baselines. They should closely monitor the effects of each use case while it’s being tested on a pilot project to
understand how much they can adjust baselines without jeopardizing subsequent projects. This might involve observing site works and tracking downtime before
and after implementing a use case. Knowing how much downtime is created will help inform future adjustments to resource levels and schedules. Adjustments
could also involve stopping work one or two hours early each day to constrain the schedule deliberately and show that higher productivity is possible. Whatever
the findings are from these efforts, project managers should document them so future projects can replicate effective methods of adjusting baselines.
5 - Connect projects to unlock impact across the enterprise
At a typical decentralized E&C company, it is easy for business-unit leaders to focus on optimizing projects—while overlooking the enterprise-wide use cases
that could unlock a whole new wave of value as the company standardizes its digital tools and platforms across its various business units and shares more data
from projects. Common enterprise-wide use cases for E&C companies include the following:
• consolidating cost and schedule data from multiple projects and business units to increase the accuracy of bids for future tenders, thereby
increasing the margin
• gaining an enterprise-wide view of resources to optimize resource loading and respond quickly when project demands change
• creating central repositories for designs at the element, package, and project levels so those designs can be re-purposed on future projects
A company must pick the right time to start developing enterprise-wide use cases. This will often be after it has scaled the project-level use cases developed in the
first pilots and stabilized them across the business. One E&C company embraced the potential of enterprise-wide use cases by standardizing the specifications
for its insulation panels. Previously, the company had sourced similar products from different suppliers. Why? The products were not coded or classified in a
standard way, so designers could not determine that the elements were similar, which would have enabled them to use just a few products in place of the
many different ones ordered previously. By digitizing and standardizing element data, the company gained an enterprise-wide view of element volumes, which
allowed it to standardize specifications and aggregate purchase orders to obtain savings.
In another example, an E&C company used advanced analytical techniques to analyze past tender data and identify ways of optimizing tender selection and
pricing. As a direct result of that effort, the company improved its project margins by 3 to 5 percent.
Most E&C companies have embraced the idea of implementing digital technologies and are determined to see their efforts bear fruit. But despite good intentions
and determined efforts to embed digital technologies in operations, E&C companies rank among some of the least digitized businesses. There are reasons for
this, but companies can overcome them. Our experience shows that adopting the five practices described in this article improves the odds that a digital
transformation will yield tangible benefits. What is more, E&C companies that scale up their digital transformations before their rivals do stand to reap the most
gains: McKinsey research on digital competition shows that companies that are first to make bold moves, or quickly follow the leads of those that do, create
advantages that slower-acting companies find it difficult to overcome. For E&C companies that have struggled to do more than experiment with tech solutions,
the time to redouble their efforts is now.
About the Authors
Jan Koeleman is a partner in McKinsey’s Amsterdam office,
Maria João Ribeirinho is a partner in the Lisbon and Madrid offices,
David Rockhill is an associate partner in the London office,
Erik Sjödin is a partner in the Stockholm office, and
Gernot Strube is a senior partner in the Munich office.
Page 14

Article:
Seizing The Digital
Opportunity For Water
Global water challenges are placing more pressure on water managers and the communities they serve than ever before. Issues like water affordability, scarcity,
resilience in the face of severe weather patterns, and water quality concerns are impacting water systems and citizens all over the world. The challenges are
growing, yet at the same time, there have never been more reasons to feel optimistic about our water future. A new white paper from the International Water
Association (IWA), global water technology company Xylem, and the Water Foundry harnesses insights from utilities leading the digital transformation of the
sector, outlining a path to progress for utilities looking to follow in their steps.
From Crisis To Opportunity — Digital Innovation Holds The Key
As we have seen in so many other sectors — from transportation to aerospace to financial services to healthcare and beyond — digital innovation creates
new paradigms, transforming the economics and possibilities of industries and advancing the way we work and live. Against a backdrop of escalating water
challenges, water and wastewater utilities are turning to new and innovative solutions, including digital technologies, to leverage data and analytics to drive
sustainable water management. This “decision intelligence” is transforming and optimizing water, and the results that “early adopter” utilities are achieving
are powerful and game-changing. From reducing combined sewer overflows by a billion gallons a year to cutting non-revenue water losses dramatically, water
operators are reinventing water management, creating water, energy, and cost efficiencies that a decade ago were unimaginable.
Mapping Digital Adoption Trends To Drive Water Sector Transformation
The digital journey of water is gaining momentum, but is in its early days. Seeking to advance the industry’s understanding of digital migration, the white paper
convenes insights from 40 utilities and over 20 industry thought leaders globally to examine how digitalization is transforming the sector. Urging water leaders
to think boldly about their digital future, Digital Water: Industry Leaders Chart the Transformation Journey1 provides utility decision-makers with actionable
learnings to accelerate their adoption of digital solutions. The paper also lays the foundation of the newly launched IWA Digital Water Program,2 which is a
gateway for water utilities to access knowledge on research, technology, and innovation in the digital water space.
No One Can Solve Water Alone
Just as water stakeholders can model digital success stories from other industries, there is much to learn from early adopters in our own sector, and this paper
provides a comprehensive resource and map. By tracing the digital journey and capturing the experiences of dozens of utility pioneers, we aim to start a dialogue
and build a body of knowledge that can inform and inspire water managers around the globe.
“The world is moving in the direction of technology,” said Richard Appiah Otoo, chief technology officer, Ghana Water Company Limited. “Ghana Water
experienced a 14 percent increase in revenue after digital technologies increased water bill collection efficiency and provided customers with a mobile billing
option.”
Biju George, executive vice president, DC Water, commented: “The digital strategy has to become a corporate strategy. It’s not an option to sit there and let it
happen — you have to plan for it. You have to train your employees toward that. You have to relook at every process. You have to design your systems to give
you the data you need to make efficient decisions.”
“If you have any doubt, just try it,” said Claire Falzone, CEO, Nova Veolia-France. “Try small at first, if you don’t dare to dream big. This is just the beginning of
the digital water journey, and if you don’t adopt digital technologies, someone else will.”
Tracking Progress Using The Digital Water Adoption Curve
Utilities are at varying levels of maturity in adopting digital solutions
and approaches. The Digital Water Adoption Curve, adapted from
Gartner 2017, is a synthesized view of how utilities are adopting
digital technologies. Intended to be a working tool for utilities now
and in the future, the Digital Water Adoption Curve provides a means
for utilities to assess where they are in their digital maturation and to
establish a clear road map to progress their migration.
Thematurationofawaterorwastewaterutilityalongthecurveisshown
as a utility progresses from having little to no digital infrastructure
to having opportunistic, systematic, and transformational digital
systems and strategies.
In the interviews and surveys of leading utilities, executives were
asked to reflect on their organizations and assess their own phases of
digital maturity. Responses spanned the entire Digital Water Adoption
Curve spectrum, with some utilities having conservative beginnings
and others already largely embracing the full expanse of digital
technologies. With an average adoption level of “Opportunistic,” it
appears that many of the utilities surveyed and interviewed have
started their digital water transformation journeys.
Page 15

The study finds that those utilities in early development stages are focusing efforts on implementing software platforms, new sensors, and smart meters,
increasing automation for remote control, combining networks, and enhancing internal infrastructure. Utilities further along in their digital maturation have
already incorporated technologies like VR and Big Data into automated processes and decision-making, helping to run smart solutions or, in some cases, expand
beyond their organization to provide services and support to external utilities.
Eight overarching actions have been identified to accelerate a utility’s journey along the Digital Water Adoption Curve:
1. Set the ambition at the CEO and board level. Utility leaders agreed that having the support and leadership of the utility’s executive team and board is a
critical accelerator of the implementation of digital technologies.
2. Build a holistic digital road map and a clear business strategy. Utilities must create internal consensus on how the digital journey will unfold, maintain the
customer and business outcomes as focal points throughout the digitalization process, and educate key stakeholders (consumers, politicians, shareholders,
management, and employees).
3. Create an innovation culture. Utility operators, IT staff, finance, technicians, executives, and others have to be the scouts for identifying new technologies.
However, to drive adoption, utilities must focus on fostering an organization-wide curiosity and competency for embracing digital innovation.
4. Leverage pilots for an agile mind-set. Pilot projects offer a means to explore new technologies, build momentum, and create a more holistic understanding
of their physical and financial effects on operations before committing to large-scale implementation.
5. Develop architecture for optimizing data use. Developing a data warehouse, where operational data sets become available to functions such as finance,
engineering, and IT specialists who can use the data to optimize business processes, is critical to creating value from data and effectively digitalizing utility
infrastructure and connectivity.
6. Cultivate your digital ecosystem. Utilities should leverage insights on digital migration from peers, industry associations, academics, and technology hubs/
accelerators who are further ahead of them on the Digital Water Adoption Curve. Fortunately, there is openness and a willingness to share information
within the water sector, and utilities should actively seek out these insights.
7. Embrace the digital water value case. The digital water value drivers within the utility, surrounding community, and in the long-term, are diverse and
transformational, resulting in a compelling case for accelerated adoption. The community, operational, financial, and resiliency benefits created by digital
technologies generate exponential value for utilities.
8. The water sector needs to unite around solving key barriers. Key barriers such as interoperability, regulations, culture, and cybersecurity must be addressed
by the industry as a whole. Any platform for the adoption of digital technologies by utilities must begin with a thorough understanding of those technologies,
the recognition of specific challenges faced by the utility, and a commitment to executing a strategy to address those challenges with new and innovative
technologies and practices. It is important to remember, however, that the technologies will change and that the technologies themselves are not the
solution. Rather, their implementation and the various ways in which they create value for a utility will be the solution to some of water and wastewater
utilities’ greatest challenges (e.g., non-revenue water, stormwater and sewage overflow, etc.).
The Opportunity Of A Lifetime
The world has to think and act differently about water. There simply is no other choice. Water challenges like scarcity, affordability, and resilience are placing
millions of human lives at risk, endangering our environment and the global economy, and impeding social progress. These urgent threats are not some far-off
problem. They are upon us and growing by the day. We need step-change, and digital innovation is the answer.
Digital Water: Industry Leaders Chart the Transformation Journey is a call to action to water stakeholders around the globe to work collaboratively to drive our
industry forward. The technology to transform water is already available today. We need water stakeholders to come together to accelerate the adoption of
these digital solutions — so more water systems and the communities they serve can reap the benefits. By sharing the experiences and knowledge of innovation
trailblazers throughout the sector, we can advance the dialogue around digital water and help build a movement.
We have the opportunity of a lifetime to solve water and to change history — let’s seize it.
References
1. https://iwa-network.org/publications/digital-water/
2. https://iwa-network.org/projects/digital-water-programme/
About the Authors
Joe Vesey, Senior Vice President and Chief Marketing Officer of Xylem, is responsible for the company’s marketing function, focusing on the unique needs of
customers in specific industry verticals, expanding digital marketing efforts, building commercial excellence, and further developing key account management
capabilities and integrated IT efforts to accelerate commercial excellence. He also oversees global public affairs and branding. Mr. Vesey currently serves as
Chairman of the Xylem Watermark Committee, which is the company’s corporate citizenship and social investment program. He earned a BS in Chemical Engi-
neering from Lehigh University and an MBA from Boston University
Prof. Kala Vairavamoorthy, Executive Director of the International Water Association, is an internationally recognized water resource management expert with
particular expertise in urban water issues. He has published extensively and has a strong international profile working closely with the World Bank, UN-Habitat,
UNESCO, GWP, SIWI, and the EU. This includes leading several urban water management projects for the World Bank, African Development Bank, Asian Devel-
opment Bank, and DFID. Kala has a PhD and MSc in Environmental Engineering from Imperial College, University of London, UK and a BSc (Hons) from King’s
College, London
Page 16

In the first of this two-part series on the basics of aeration control valves we examined valve fundamentals and basic equations for analysis. Here, we look at
interactions between valves and discuss new flow control technologies.
Basic Control Valve Principles
Most aeration systems have multiple diffuser grids drawing air from a common blower discharge header. Control valves are used for isolation and modulating
airflow to match process demand.
Let’s use Figure 1 to illustrate the basic principles. It shows an aeration
system with two parallel tanks, identical diffuser grids, and 8-inch drop
legs. The blower output will be regulated to equal the total demand of the
two tanks. The air is assumed to be at 8.5 psig pd and 180 °F Td, and V1
and V2 are butterfly valves (BFVs).
If pressure drops in piping and diffusers are ignored, the downstream
pressure is identical for both tanks because submergence is equal.
Differences in diffuser pressure loss are negligible. The common air header
creates equal upstream pressure at both tanks. Therefore the pressure
drop across both valves is identical.
In systems with several tanks the valve restriction and airflow will vary
from tank to tank, but the Δp will be approximately the same. This is true
whether the distribution system contains two valves or twenty. It is true
regardless of the type of control device being used for throttling flow.
The upstream pressure of the system is determined by the valve at the
position creating the lowest pressure drop necessary to meet the required
airflow. This is the “most open valve.” In automatic control systems
sophisticated programming is required to establish the most open valve.
For this simplified example V1 is established as the most open valve. At
1,500 scfm to Tank 1 and V1 set at 70% open the pressure drop will be
0.06 psi.
To create an airflow rate of 750 scfm at a Δp of 0.06 psig V2 must create a Cv of ≈700. With a typical BFV this is achieved at 56% open. Any control valve,
regardless of type, would have the same Cv and Δp at these conditions.
It is instructive to analyze the position response of V2 when V1 is in different
positions as depicted in Figure 2, which depicts valve positions in the two-
tank system. As V1 is closed the pressure differential at 1,500 scfm increases.
This in turn requires V2 to move further closed to create the Cv needed to
maintain the desired airflow. The data shows a wide range of flow rates can be
accommodated so long as the position of V1 is within a reasonable range.
The example assumes the blower is controlled to deliver the airflow required to
meet the total process demand. If that’s not the case the system can go awry
quickly. As the valves at the basins throttle back the system pressure rises. If
pressure control or direct flow control isn’t used to reduce blower airflow the
systemwilleventuallyshutdown-fromhighpressurewithPositiveDisplacement
(PD) blowers or surge for centrifugal blowers. Control coordination between
aeration systems and blowers is mandatory.
The two-valve example demonstrates the importance of Most-Open-Valve (MOV) aeration control for process performance and energy optimization. It also
demonstrates that a system with properly sized BFVs can successfully control aeration systems across a wide range of process demands.
Examining Newer Valve Technologies
Economics have made BFVs the dominant throttling device in aeration control systems. In recent years newer technologies have been commercialized to
provide alternate ways to control airflow. They include the iris diaphragm valve, the knife gate valve, and proprietary “jet” valves. Some designs offer integrated
systems with the flow measurement device built into the control device.
The BFV has a disc mounted to a rotating shaft transverse to the flow direction. As the disc rotates it presents a changing obstruction to airflow. When completely
closed a bubble tight seal is created, making it suitable for shutoff service. A variety of materials for specific application needs are available.
Article:
The Basics of Aeration
Control Valves – Part 2
Figure 1: Model Aeration System
Figure 2: Valve positions in the two tank system
Page 17

Another established technology being applied for airflow control is the V-Port ball valve. Instead of a disc, a ball with a through-hole is used to create a variable
restriction and permit shutoff. Instead of a circular hole in the ball one side has a “V” shape to provide improved response to position changes.
Although the knife gate valve is not new technology, it is only in recent years that specialized configurations have been introduced specifically for aeration
control. In operation the gate slides across the flow cross section, reducing the flow area. By using specialized shapes in the gate and seat various throttling
characteristics can be obtained. The “diamond port” is common and available from multiple suppliers. Other proprietary configurations, such as an elliptical
port, are available. Some knife gate valves provide a bubble tight shutoff, but many require a separate valve for shutoff.
The iris diaphragm valve gets its name from the similarity in appearance to the iris of a camera. A polygonal opening creates an orifice in the centre of the pipe.
By rotating the blades of the iris the area of the opening is varied, creating a variable restriction. Many iris diaphragm control valves do not provide bubble tight
shutoff, and some have a limited pressure differential range.
The jet valve creates a variable annular orifice using the axial movement of a tapered control element. As the control element moves it changes the clearance
between itself and the seat. This modifies the orifice area and restriction to flow. Jet valves provide bubble tight shutoff.
Evaluating Valve Design Performance
There are three advantages commonly claimed for alternate valve designs:
• Lower pressure drops.
• Improved control accuracy.
• Lower energy cost.
Claims of energy reduction must be tested against the Law of Conservation of Energy. The sum of the three pressures in Bernoulli’s Law, static, velocity, and
friction, must always be equal throughout the flow stream, although the relative proportions may change. This sum must equal the total or stagnation pressure
at the blower discharge, which equals the static pressure plus the dynamic pressure. The Δp at the most open valve dictates the value of the discharge pressure.
Comparing different valve technologies can be difficult. Claimed energy savings must be put into the appropriate context. For example, high pressure in many
systems is often the result of a control strategy based on maintaining constant blower discharge pressure. If the pressure setpoint is higher than needed at the
diffuser drop leg the energy wasted will be the same, regardless of control device design. Claimed reductions in pressure are often the result of implementing
MOV logic to reduce total system pressure and not the result of new valve technology.
Energy savings will result if system pressure is reduced. Reductions can be approximated using the blower pressure ratio, assuming inlet temperature and air
properties are unchanged:
Where:
P1,2 = blower power at condition 1 and 2, kW or hp.
pi = blower inlet pressure, psia.
pd1, d2 = blower discharge pressure at condition 1 and 2, psia.
The claim that velocity head regain results in lower energy for some types is unconvincing. The dynamic pressure is negligible throughout the range of normal
air velocities so potential savings are minimal. Furthermore, airflow rate is based on process demand and is independent of valve type. If size and airflow rate
are identical then velocity and dynamic pressure are also identical.
Some control valves claim improved precision or greater useable travel, asserting
a travel range from nearly 100 to nearly zero percent open. A comparison of Cv for
various 8-inch control valves is illustrated in Figure 3 as an example. This shows that
although there are variations in the Cv versus position relationship, none of the
devices are entirely linear. (Note: The manufacturer of the jet valve does not publish
Cv data, and therefore it is not included in this comparison.) Furthermore, in most
applications the travel range is not significant; providing adequate flow control
range is what is important to the process.
Control device linearity is not critical in most systems. A Proportional-Integral-
Derivative (PID) loop does perform best with linear response, but a BFV will be
stable if properly sized, equipped with state-of-the-art actuators, and controlled
with well-tuned loops. Furthermore, advanced control algorithms used by some
suppliers often provide better accuracy and stability than PID.
BFVs can control a wide range of flow. Figure 4 illustrates a 10:1 control range for
V2 in the two-valve system, provided the pressure drop through V1 is reasonable.
All four valve types operate within their normal range throughout the 10:1 flowFigure 3: A comparison of Cv for various 8” control valves
Page 18

variation. Any of the four options will provide good flow control in this
system.
In Figure 4, which was developed by analysing the two-valve system, the
flow through V1 was set to 1,500 scfm at 8.5 psig downstream pressure and
180 °F, making air velocity equal to 3,000 ft/min. V1 is the most open valve,
and the V1 BFV position was set at 70%. The resulting pressure drop is 0.06
psi. The Cv for the other control devices required to create a 0.6 psi Δp was
calculated at various flows. The analysis was repeated with V1 positioned
to create a 0.5 psig Δp. The position versus flow rate was plotted for each
device. The conclusion is that despite differences in percentage open all four
types were able to provide control over a wide range of flow rates.
The claimed energy savings from increased control precision assume that
errors in airflow control to an aeration zone will result in excess aeration.
However, it is as likely the airflow error will cause under-aeration as often
as over-aeration. Furthermore, experience has shown that with proper
sizing and high-quality actuators airflow can be controlled within one or
two percent with a BFV. This exceeds the requirements of most treatment
processes.
There are many existing systems with poorly performing airflow control, and these failures are often blamed on the inadequacies of BFVs. In many cases,
however, the failures were the result of poor sizing, unstable control algorithms, or inaccurate valve actuators.
Erratic control is often the result of poor actuator performance. Older actuators were often unable to provide position accuracy better than plus or minus 3%.
Newer designs, with encoders, slow travel times, and digital communications can achieve better than plus or minus 1% accuracy.
Perhaps the most common problem in airflow control is improper sizing of the valve, regardless of type. Obviously, high air velocities through an undersized
valve creates excess pressure drop, even at maximum open position. A more common problem, though, is oversizing the valve. This is usually done with the
intent of minimizing frictional pressure drop. If this results in operating in the unstable (nearly closed) region small changes in position will result in large changes
in Cv and pressure drop. This is true for any type of control device.
It is important to calculate control system performance across the normal operating range of the aeration system. Design specifications are usually based on
worst-case conditions. Of course, the system must maintain process performance at design conditions. However, the worst case doesn’t represent normal
operation, and therefore should not generally be used in analysis for energy or control optimization. Experience has shown that a system with properly sized
control valves and effective MOV control will typically operate at pressures 0.5 to 1.0 psig lower than worst-case design conditions.
The Importance of Rigorous Analyses
Valves function by creating pressure drops. Valves controlling airflow provide an adjustable restriction to create the available pressure differential at the required
flow rate. Pressure drops across valves in aeration system drop legs are significantly lower than the static pressure downstream of the valve and total system
pressure.
In any system the pressure drop will be approximately equal for all flow control valves. The magnitude of pressure drop is determined by the most open valve –
typically the valve with the highest velocity. Minimizing pressure drop and optimizing control range requires automatic Most-Open-Valve logic.
There are many types of control valves available for aeration service. Many of these represent higher initial cost than the commonly used butterfly valve. In some
applications the higher cost may be justified by lower energy consumption or better control precision. However, rigorous analysis of each application based on
realistic conditions should be employed to verify the higher equipment cost is justified.
Any alternative valve selection must be capable of providing the necessary level of control accuracy. The alternative with the lowest lifecycle cost, i.e. the sum
of energy cost and equipment cost, is the optimum selection.
Figure 4: Illustration of a 10:1 control range for V2 in the two-valve system
About the Author
Tom Jenkins is a Principal at Jentech Inc as well as an Adjunct Professor at the University of Wisconsin. He co-founded Energy
Strategies Corporation (ESCOR) in 1984. ESCOR is widely recognized for successfully introducing many original techniques to the
wastewater industry. These include floating control algorithms in lieu of PID, eliminating pressure control of blowers, and variable
speed control of centrifugal aeration blowers. Dresser Roots, a blower and compressor manufacturing company, purchased
ESCOR in 2007. Tom was the Chief Design Engineer at Dresser Roots Wastewater Solutions Group (now part of Howden Roots
LLC). His expertise in aeration and controls covers a variety of process control solutions. This includes dissolved oxygen (DO)
control, Most-Open-Valve (MOV) systems, and blower control.
Page 19

Conferences, Events,
Seminars & Studies
Conferences, Seminars & Events
October 2019
FutureSMART4: Next Generation Architectures for Smart Water Net-
works
4th
October 2019
London, United Kingdom
Hosted by +Add Strategy and Siemens
Data: Now and Beyond
9th
October 2019
Leeds, United Kingdom
Hosted by British Water
ICT Group Water Congress
10th
October 2019
Nieuwegin, Netherlands
Hosted by the ICT Group
Institute of Water Flow Knowledge Exchange
25th
October 2019
The Crystal, London, UK
Hosted by the Institute of Water and Sponsored by Z-Tech Control Systems
November 2019
CIWEM Urban Drainage Group Autumn Conference
4th
- 6th
November 2019
Nottingham Belfry, UK
Hosted by CIWEM UDG
FutureSMART 5: Tackling cyber security risks in ‘smart water’ networks
4th
October 2019
Future of Utilities - Water
27th
-28th
November 2019
Hilton, Tower Bridge, London, UK
Hosted by CIWEM UDG
December 2019
WWT Innovations Conference
5th December 2019
National Conference Centre,Birmingham, UK
Hosted by WWT
FutureSMART 6: Developing new business models in Smart Water
4th
October 2019
Conferences Coming Soon
WWETT2020
17th
- 20th
February 2020
Indianapolis, USA
WWETT2020 in association with Wastewater Education 501 (c)3 will
be hosting the Smart Water series of educational seminars. This will be
taking place between the 17th
-20th
February in Indianapolis. The aim of
the seminar is to give attendees the principles of smart water and see
how the Digital Transformation of the Water Industry can support how
the industry operates. This is often seen as complex and expensive and
yet it doesn’t have to be.
In the Smart Water sessions we will investigate the basics of what “Smart
Water” is and how it can help water operators.
The Smart Water Sessions will be taking place on Tuesday 19th February
and Thursday 20th February and will be led by Oliver Grievson with
contributions from some very special guests.
The three sessions are:
• PrinciplesofSmartWastewater-13:30-14:30(Tuesday)/08:00
- 09:00 (Thursday)
• Instrumentation, Data Quality and the Value of Information -
15:00 - 16:00 (Tuesday)/ 09:30-10:30 (Thursday)
• A Future Vision for Smart Water / Wastewater Systems - 16:30
- 17:30 (Tuesday)/11:00 - 12:00 (Thursday)
Join Oliver Grievson(and special guests) at the WWETT2020 to look
at the future of the water industry and its Digital Transformation
WEX Global 2020
2nd
- 4th
March 2020
Valencia, Spain
The Water & Energy Exchange Global Conference is one of the
leading Business to Business conferences in the Water Industry and
again in 2020 WIPAC will be supporting WEX Global in the Smart
Water track looking at how the industry can Digitally Transform.
This year’s main theme is “Delivering Smart Circular Solutions for
a Sustainable World,” and the Smart Water track will be centred
around the Digital Transformation of the Water Industry and how
the industry can develop into the future.

Join us for the leading Water and Energy
Forum for doing real business
WEX GLOBAL SUMMIT
Delivering Smart Circular Solutions
for a Sustainable world
2–4 March 2020 | Valencia, Spain
WHAT IS WEX GLOBAL?
WEX, the Water and Energy Exchange, occupies a unique
place in the water conference calendar. It is the place
to create new business in the water industry. The global
exchange is for suppliers, utilities and the leading
thinkers in Water and Energy to work together, meet
and talk in person over three important days.
Business meetings and conversation lie at the heart
of WEX, along with the principle of ‘exchange’: the
exchange of ideas and philosophies, business cards,
solutions, and methodologies, to form strong networks
on which to build.
WEX Global Leading in Water and
Energy since 2006.
WEX GLOBAL PLATINUM SPONSORS
Contact us to find out more about attending
WEX Global, or visit the website to see the
full agenda.
info@wex-global.com
www.wex-global.com
Delivering Smart Circular Solutions for a Sustainable world | 2–4 March 2020 | info@wex-global.com | www.wex-global.com
‘WEX has a remarkable reputation in the
industry as the goto place to do significant
networking and to meet the right partners
to move your technologies forward.’
Malcolm Fabiyi, Drylet
Page 21

WIPAC Monthly September 2019

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WIPAC Monthly September 2019