Smart Water Magazine Print Edition 27

BUILT ON TECHNOLOGY, DRIVEN

BY PURPOSE

A unique model of in-house innovation, efficiency and sustainability powering global growth

Dolores Herrán Business Development and Marketing Director at Molecor

ADVANCED DATA PLATFORM AND ARTIFICIAL INTELLIGENCE FOR COMPREHENSIVE WATER CYCLE MANAGEMENT. 1 WATER SUPPLY 2 TREATMENT 3 WASTWATER COLLECTION

Total Optimization:

Digitize every stage of the water cycle, from intake to distribution.

Predictive Maintenance:

Anticipate failures and manage your assets with AI-driven precision.

Real-Time Visibility:

Monitor leaks, consumption, and networks with actionable, instant data.

Knowledge that Transforms:

Turn your data into strategic decisions for unprecedented efficiency.

DISCOVER HOW MONOM BOOSTS YOUR PERFORMANCE.

WHEN DIGITAL JUST WORKS

Dear readers,

Digitalisation is no longer a glimpse of the future; it’s the reality reshaping the present. Across the global water industry, it’s changing how we plan, operate and invest. It’s not just about deploying AI or smart sensors; it’s about making every drop, every decision, and every dollar go further. It’s about foresight, flexibility and impact.

This special edition of Smart Water Magazine - Print Edition offers a panoramic view of how innovation is redefining our sector, from infrastructure to strategy.

In the UK, Richard Warneford (Northumbrian Water) shows how drones, mobile labs and modelling tools are enabling faster, smarter environmental responses. Mark Cooper (Thames Water) shares insights from the rollout of 1.2 million smart meters and their shift to NB-IoT to improve performance and customer experience.

In industry, Sergio Arróniz (Grupo Álava) and Xavier Cardeña (HMS Networks) explore the value of real-time data, interoperability and cybersecurity. From the U.S., Melissa Meeker (The Water Tower) reminds us that technology is only as strong as the people trained to use it. In Germany, Klaus Kisters (KISTERS) reflects on the long arc of hydrological digitalisation. And

Hidroconta shows how digital solutions are scaling globally, from Saudi Arabia to London, through a modular approach. Siemens demonstrates how digital twins cut costs, optimise operations, and boost sustainability across the full life cycle of desalination plants, while Diehl Metering’s eco-designed ALTAIR V5 helps utilities cut waste, integrate IoT flexibly, and align with decarbonisation goals worldwide.

In our opinion pages, Amir Cahn maps how to close the digital divide; Steve Salvin focuses on data governance as a pillar of efficiency; and Auroop Ganguly shows how hybrid AI models help forecast extreme weather with greater accuracy.

Examples anchor this issue: Tedagua shows how AI and digital twins optimise desalination; Xylem Vue details its response to Spain’s DANA storm using

PUBLISHER

iAgua Conocimiento, S.L.

Calle López de Hoyos, 190 Entlo. B 28002 Madrid info@iagua.es

MANAGEMENT

Alejandro Maceira Rozados

David Escobar Gutiérrez

real-time intelligence; StormHarvester prevents blockages with predictive analytics; and Aganova detects invisible leaks in large-diameter networks across Europe.

And on our cover, a quieter kind of transformation. At Molecor, where digitalisation doesn’t start with software but with engineering, Dolores Herrán plays a key role in how the company brings its industrial technology to new markets. By developing its own manufacturing systems, Molecor has created a model of efficiency, adaptability and sustainability — a company that speaks fluent innovation without needing to raise its voice.

Because real change doesn’t always announce itself. Sometimes, it just works — and keeps working.

DaviD Escobar - Partner at SWM D @davidescobar - E @DavidEscobariAgua

EDITOR

Alejandro Maceira Rozados

EDITORIAL STAFF

Olivia Tempest Prados

Cristina Novo Pérez

Laura Fernández Zarza

Blanca María Álvarez Román ADVERTISING

Javier de los Reyes

ART AND GRAPHIC DESIGN

Pablo González-Cebrián

Esther Martín Muñoz

PHOTOGRAPHY

Pablo González-Cebrián Fotos iAgua

CONTENTS NUMBER 27 - SEP 2025

FEATURE DIGITAL TWIN DRIVES EFFICIENCY

Pg. 14 Siemens shows how digital twins cut costs, optimise operations, and boost sustainability across the full life cycle of desalination plants.

INTERVIEW

DATA-DRIVEN DECISIONS IN WATER

Pg. 18 In this interview, Sergio Arróniz explains how Grupo Álava’s MonoM helps utilities boost efficiency, resilience, and sustainability.

FEATURE

SMARTER PATHS TO SUSTAINABILITY

Pg. 22 Diehl Metering’s eco-designed ALTAIR V5 helps utilities cut waste, integrate IoT flexibly, and align with decarbonisation goals worldwide.

INTERVIEW

PVC-O INNOVATION FOR GLOBAL GROWTH

Pg. 26 Dolores Herrán of Molecor outlines how in-house technology and ESG strategy sustain efficient PVC-O solutions and global expansion.

© Guillermo Martínez Álvarez

WE SAVE WATER SO THE FUTURE IS SUSTAINABLE

At ACCIONA we design innovative water treatment solutions to ensure universal water access and to guarantee that this resource is managed sustainably. We look after water as part of our commitment to the fight against the climate emergency.

©González-Cebrián/SWM

FEATURE FEATURE DIGITAL RESPONSE TO FLOODS

Pg. 36 Xylem Vue’s digital solutions supported Global Omnium in managing Valencia’s 2024 DANA disaster response, guiding effective recovery.

INTERVIEW DATA RELIABILITY FOR WATER FUTURES

Pg. 40 Klaus Kisters, CEO of KISTERS, explains how trusted data shapes hydrology, from flood monitoring to smarter decisions in water systems.

AI AND DIGITAL TWINS IN DESAL

Pg. 52 Tedagua integrates AI, IoT, and cloud into desalination, improving energy efficiency, cybersecurity, and decision-making across its plants.

INTERVIEW

CONNECTIVITY FOR SMARTER WATER

Pg. 56 Xavier Cardeña of HMS Networks explains how industrial connectivity and cybersecurity enable utilities to scale data-driven operations.

7 6. 6 m 3

2. 533 m3/h

SHAPING THE FUTURE OF WATER

ALTAIR V5

Ecodesigned Water Meter

Highly accurate and advanced low-flow measurement

Reduced carbon emissions by up to 48%

Easily upgraded for advanced network management

EMPOWER A SUSTAINABLE FUTURE

CONTENTS NUMBER 27 - SEP 2025

INTERVIEW

A GLOBAL APPROACH TO SMART WATER

Pg. 48 Alfonso Corbalán, CEO of Hidroconta, explains how the firm unites meters, connectivity, and platforms for secure, flexible water use.

OPINION

CLOSING THE SMART WATER GAP

Pg. 32 Dr Amir Cahn of SWAN Forum explores how utilities can address barriers in data use, AI, and collaboration to shape smarter water futures.

INTERVIEW

COLLABORATION FOR WATER’S FUTURE

Pg. 88 Melissa Meeker discusses how The Water Tower has become a space for collaboration, new technologies, and workforce development in water.

GREENER PATHS IN DESALINATION

Pg. 110 Veolia advances desalination with membranes, AI, and renewables, cutting energy use and proving largescale solutions can be affordable.

FEATURE ©González-Cebrián/SWM

SCALING SMART METERS IN THE UK

Pg. 62 Mark Cooper of Thames Water shares lessons from their 1.2 million smart meter programme and the roadmap to expand efficiency. INTERVIEW

FEATURE

LEAK DETECTION ACROSS EUROPE

Pg. 68 Aganova’s Nautilus system supports utilities in Dublin and Paris with AI-powered leak detection, helping secure water under climate stress.

OPINION

WATER RESILIENCE FOR EUROPE

Pg. 34 Ecolab’s Geoff Townsend examines the EU’s Water Resilience Strategy and calls on industry leadership to place water at the core of growth.

FEATURE

SPAIN’S PERTE: A GLOBAL MODEL

Pg. 92 World Bank experts present Spain’s Water PERTE as a blueprint, showing how incentives, financing, and policy can drive transformation.

THE MAGAZINE FOR THE KEY PLAYERS

OF

#SWM27

FEATURE

TAIWAN HOSTS GLOBAL WATER SHOWCASE

Pg. 102 Taiwan Water Week 2025 will gather global players to highlight smart networks, net-zero strategies, and resilient water solutions in Asia.

INTERVIEW

TEXAS INVESTS IN FAST WATER SOLUTIONS

Pg. 96 Kevin Gast of VVater shares how modular treatment and reuse tech can aid Texas’s $20B plan to ensure water supply resilience.

OPINION

AI TO BOOST WATER EFFICIENCY

Pg. 107 Aiimi’s Steve Salvin shows how strong data foundations and targeted AI can help UK utilities meet AMP8 goals with limited resources.

FEATURE PREVENTING BLOCKAGES WITH AI

Pg. 84 StormHarvester supports Anglian Water with sewer sensors and AI, detecting restrictions early to cut flooding, pollution, and costs.

BIG TECH’S GROWING WATER FOOTPRINT

Pg. 106 Amber Walsh of Bluefield Research shows how U.S. data centres strain utilities yet also fund upgrades that boost local water systems. OPINION

INTERVIEW

DRONES AND MODELS FOR CLEANER WATERS

Pg. 72 In this interview, Richard Warneford explains how Northumbrian Water is adopting innovative tools to transform water quality oversight.

THE WATER SECTOR

APPOINT

MEET THE NEW FACES IN THE MOST IN

In this section we have compiled the most important appointments that have taken place recently, and entail taking up a position or role within influential entities (public, private or mixed) in the water sector.

SPML Infra, India’s leading infrastructure development company, has announced a leadership transition aimed at accelerating growth, strengthening governance, and preparing for opportunities in high-potential sectors such as water infrastructure development and battery energy storage systems (BESS).

As part of this transition, Mr Abhinandan Sethi, previously Chief Operating Officer, has been appointed Managing Director for a five-year term. He will oversee the company’s overall business strategy, day-to-day operations, corporate finance, and expansion into new infrastructure segments, with a particular emphasis on the rapidly developing BESS sector. His appointment is intended to provide the company with a more agile and execution-focused leadership structure.

Mr Subhash Sethi has moved from an executive role to become Non-Executive Chairman and Director, with a focus on legal, contractual, and arbitration strategy. Mr Sushil Sethi will continue as Non-Executive Vice Chairman and Director, providing guidance on business development, client relationship management, and market expansion.

The move is aimed at accelerating execution, reinforcing investor

and positioning SPML Infra for sustained growth

According to the company, this governance-led transition is designed to support growth in water EPC projects, accelerate the move into BESS, and strengthen governance by clearly distinguishing executive responsibilities from advisory roles. The leadership framework aims to combine long-standing industry expertise with operational agility to ensure sustained growth and long-term value creation.

APPOINTMENTS _

FLUENTIAL WATER SECTOR ENTITIES

ROCH CHEROUX

Having worked in the water industry for over 45 years, Peter Perry announced in April that he plans to retire in Spring 2026

Dwr Cymru Welsh Water, the not-for-profit water company serving over three million people across Wales, Herefordshire, and parts of Deeside, has confirmed the appointment of Roch Cheroux as its new Chief Executive.

Roch has held senior operational and leadership roles across Europe, Asia and Australia and was Chief Executive at Sydney Water, Australia’s largest water utility, between 2019 and March 2025. With over three decades of experience in the water industry, he is widely respected for his focus on sustainability, customer service, and operational excellence. His appointment comes at a critical time for Welsh Water as the sector responds to growing public expectations, environmental pressures, and regulatory reform.

During his time at Sydney Water, Roch oversaw a four-anda-half-fold increase in capital investment; customer complaints dropped significantly despite challenging operational circumstances such as Covid, bushfires, floods and drought; and considerable improvement in both employee engagement and recordable health and safety incidents; and last year Sydney Water was named the most trusted utility company in Australia.

Roch succeeds Peter Perry, who has served as Chief Executive of Welsh Water since 2020. Having worked in the water industry for over 45 years, Peter Perry announced in April this year that he plans to retire in Spring 2026. Roch will join the company on October 6th and formally take on the role of Chief Executive in the New Year.

NICOLE SPRINGER

NICOLE SPRINGER APPOINTED CEO OF VEOLIA'S MOBILE WATER AND INTEGRATED SERVICES DIVISION

This strategic nomination also supports Veolia's ambition to expand its mobile water services offering and strengthen its position

JOHN PARRY

JOHN PARRY

JOINS SJ GROUP AS SENIOR EXECUTIVE DIRECTOR FOR WATER AND ENVIRONMENT

Parry will work with leaders in Singapore, Australia and worldwide to drive SJ Group’s strategic ambition in water and environment

Veolia has appointed Nicole Springer as CEO of its Mobile Water and Integrated Services business line, part of the company’s water technologies division. In her new role, Springer will oversee the global operations of the division, which focuses on mobile water services and emergency response. Her leadership will be central to expanding Veolia’s mobile fleet, the largest in the industry, and enhancing its capabilities in supporting clients’ operational continuity amid rising environmental standards.

Springer brings a wealth of experience to Veolia, joining the company from Xylem, where she most recently headed the utility services division in North America. Over her six years at Xylem, she also held the position of General Counsel in Singapore before moving into general management roles in Budapest.

The appointment comes as part of Veolia’s broader strategic initiative, GreenUp 24-27, which targets accelerated growth in water technologies and new solutions. This initiative aligns with the company's larger mission to lead in decarbonised energy, hazardous waste management, and water innovation. As global pressures mount around water scarcity and industrial sustainability, Veolia is stepping up its investment in technologies that deliver adaptive, sustainable solutions.

"I am honoured to join Veolia at this pivotal time. The Mobile Water and Integrated Services business has unique assets and capabilities to address growing market needs for flexible, reliable water solutions," said Nicole Springer.

Global engineering, management and development consultancy SJ Group has appointed John Parry as Senior Executive Director for Water and Environment globally for SJ Group’s Infrastructure and Energy division.

With global expertise in the water, environment and energy sectors spanning more than three decades, John has led strategic growth and transformation across major infrastructure programs, built long-term client relationships, developed strategic partnerships and led high-performing delivery teams.

His career includes senior executive roles at CH2M (Jacobs), MWH (Stantec), GHD, and Stanley Consultants, with a focus on strategic growth and operational delivery across the UK, Europe, USA, Middle East, North Africa and Asia Pacific.

John will work closely with regional and sector leaders in Singapore, Australia and worldwide, to drive SJ Group’s strategic ambition in water and environment, and continued delivery of transformational projects such as Snowy 2.0 in Australia, Second Irrigation and Drainage Improvement Project (IDIP-2) in Kazakhstan, to the Northern Wastewater Treatment Works in South Africa and Tuas Port projects in Singapore.

James Phillis, Chief Executive (acting) Infrastructure + Energy, SJ welcomed John Parry to the senior executive director leadership team. "His global expertise and recent leadership developing world-leading water programs and digital solutions in the United Kingdom, will deliver value and innovation to our clients, community and the environment.”

© SJ Group/Joseph Byford Phtotography

The WateReuse Association has selected Bruno Pigott for the role of Executive Director. Pigott brings over three decades of leadership in environmental policy and infrastructure investment at the local, state, and federal levels.

He served as the Acting Assistant Administrator for the U.S. Environmental Protection Agency’s (EPA) Office of Water, where he oversaw all safe drinking water, wastewater, and surface water programs. During his time at EPA, Pigott played a key role in addressing some of the nation’s most pressing water issues, including PFAS, Lead and Copper Rule implementation.

Prior to his federal service, Pigott held a series of senior roles over the course of two decades with the Indiana Department of Environmental Management, including five years as the Agency Commissioner. Pigott’s efforts for the State of Indiana included overseeing the State Revolving Loan Fund, a key water infrastructure program that WateReuse advocates for nationwide. He has also lent his leadership to institutions including the Great Lakes Commission, the Ohio River Sanitation Commission, and the City Council of Iowa City.

Pigott holds a bachelor’s degree in political theory and economics from Michigan State University and a master’s degree in public and environmental affairs from Indiana University.

“We are thrilled to advance the mission of WateReuse with Bruno’s leadership,” said Bart Weiss, WateReuse Association President and Chief Officer for Innovation and Sustainability.

Suez has appointed Xavier Girre as Chief Executive Officer. Girre brings over 25 years of experience in managerial, industrial, and financial roles. He has held positions within the Veolia Group, where he gained familiarity with the water and waste sectors. He has also served on the executive committees of La Poste and EDF Groups, contributing to his background in corporate leadership.

Girre has been involved with SUEZ since June 2023 as a member of the Board of Directors and Chairman of the Group’s CSR Committee.

“Thanks to his experience and knowledge of SUEZ's businesses, Xavier Girre will be able, with all the Group's teams, to meet the needs of SUEZ Group's customers, local authorities, territories and industrials, and to implement a growth strategy for the benefit of all SUEZ's stakeholders.”

Xavier Girre, 56, joined EDF in 2015 as Chief Financial Officer for France. Since 2024, he has served as Group Senior Executive Vice President in charge of Performance, Impact, Investment, and Finance. From 2011 to 2015, he held the role of Deputy Chief Executive Officer and Chief Financial Officer of La Poste and was also Chairman of XAnge Private Equity. Earlier in his career, from 1999 to 2011, Girre worked at Veolia Environnement in several executive roles, including Chief Risk and Audit Officer and CFO of both Veolia Transport and Veolia Propreté. He currently sits on the Board of Directors and chairs the Audit Committee of La Française des Jeux.

BRUNO PIGOTT

BRUNO PIGOTT JOINS WATEREUSE ASSOCIATION AS EXECUTIVE DIRECTOR

During his time at EPA, Pigott played a key role in addressing some of the nation’s most pressing water issues, including PFAS

XAVIER GIRRE

XAVIER GIRRE APPOINTED CHIEF EXECUTIVE OFFICER OF SUEZ

The Board of Directors of SUEZ unanimously approved the appointment of Xavier Girre as Chief Executive Officer of the company

Water —specifically, drinking water— is the number one resource for economies, and desalination is a key technology for producing sufficient and affordable drinking water. While the market for desalination is growing steadily, it is also subject to enormous cost pressures, even though the cost of water produced has gone down immensely as the technology has matured. For example, with average prices for desalinated water ranging between US$0.50 and US$1.50 per cubic metre in 2019, depending on the location and size of the plant, prices are expected to sink even lower, making the cost comparable to that of traditional freshwater sources—between US$0.10 and US$0.50 per cubic metre in many regions. At the same time, however, both capital and operational expenditures have risen globally, making new plants more expensive to build and operate. Desalination plants, especially mega-sized facilities producing over 500,000 cubic metres of water per day, require substantial up-front investment. For each 100 cubic metres produced per day, the capex of a desalination plant ranges between US$0.65 million and US$1.20 million. What’s more, operational costs remain high due to energy-intensive processes, complex plant maintenance, and the need for precise control over water quality and quantity.

Increasing revenue in a highly competitive environment

Construction companies and plant operators are facing a dilemma: The mar -

"The digital twin in desalination is a smart window that transforms data into actionable insights”Rami Youssef, Siemens AG

CUTTING WATER COSTS WITH A DIGITAL TWIN FOR DESALINATION

As water becomes scarcer across the globe, desalination can offer a vital solution to the rising demand for water, both for drinking and for driving economic growth. However, desalination plants urgently need to increase cost efficiency during their design, execution, and operation phases. This is why the industry needs to adopt digital technologies: Using a digital twin to optimise processes helps drive costs down and creates added value from data.

ket is expanding, providing opportunities to increase revenues, but both new and existing plants have to become cheaper to be profitable. To achieve optimal plant performance and return on investment, the industry needs to streamline the design, construction, commissioning, and operation of desalination plants. Greenfield projects need to be executed as smoothly as possible, challenging the industry to find new ways of engineering and commissioning. Brownfield plants need to keep operational costs under control and perform at maximum efficiency to minimise their energy consumption and environmental footprints.

Changing the game through digitalisation

To do all of this, the industry needs to draw on a resource that is often undervalued and unexploited: plant and

process data, which can help optimise processes on every level, from automation to performance to operation and maintenance. Digital technologies and tools that have already been successfully applied in many other industries— such as oil and gas, chemical, and automotive—are well-suited to help design, construct, operate, and optimise desalination plants. For example, digitalisation and automation solutions from Siemens provide all the tools for streamlining design and commissioning, as well as for increasing plant and process performance. By combining data from different systems and sources, these solutions make it possible to create a digital twin of the desalination plant—a virtual representation of the entire plant that can be put through various virtual scenarios and conditions. A digital twin enables both engineering companies and operators to

By simulating plant operations before construction begins, Siemens’ digital twins can reduce project lead times and engineering costs by up to 30%

make well-educated, data-driven decisions in real time without resorting to costly physical testing.

A digital companion for the entire plant life cycle

Creating a digital twin can benefit both greenfield and brownfield applications: It helps integrate data from different sources and compile them into reliable digital information, and it ensures a coherent stream of data through all phases of the plant life cycle, from process design through engineering and all the way up to operations, maintenance, and modernisation. For desalination plants in particular, a digital twin helps target three central areas: design and engineering, operational optimisation, and maintenance. By simulating plant operations before construction begins, Siemens’ digital twins can reduce project lead times and engineering costs by up to 30%. Real-time analytics and process automation, and optimisation can cut energy consumption and improve efficiency, leading to a potential operational cost savings of 10%–15%. Digital worker concepts and predictive maintenance tools reduce unplanned

For optimal performance and ROI, the industry needs to streamline the design, construction, commissioning, and operation of desalination plants

An interoperable and open approach to the digital twin enables users to integrate data and processes across the entire plant life cycle.

Real-time analytics, automation and optimisation can cut energy consumption and improve efficiency, leading to operational cost savings of 10%–15%

downtime and extend assets’ lifespans, resulting in maintenance cost reductions of 20%–40%. On top of all these savings, choosing a modular design and standardised digital libraries enables successful plant models to be reproduced faster, potentially reducing expansion costs by 10%–20%.

Closing

the integration gap

Given the potential for such impressive savings, why are many desalination plants still not making use of their plant and process data? The answer: often, a lack of data integration. In order to be able to connect isolated databases and systems, the industry needs to make use of state-of-the-art technologies for data exchange and networking, as well as secure, industry-grade solutions. In addition, choosing suitable partners and technologies is essential to reaping the full benefits of digitalisation and automation—and to creating a digital twin for each user’s specific needs and purposes. Solutions have to be open and

scalable to allow companies to choose the best approach to reduce infrastructure and deployment costs, as well as to break down data silos. Siemens supports this kind of open and flexible approach to the digital twin with a broad and proven portfolio of products and services for both plant-level data integration and IT/OT integration. This integrated and interoperable portfolio also helps standardise the automation design and optimise operational processes within desalination plants, increasing plant transparency and supporting informed decision-making.

A window for transparency, efficiency, and reliability

According to Rami Youssef, business developer of water industry at Siemens, “the digital twin in desalination is not just a mirror of the plant. It is a smart window that transforms data into actionable insights and enables transparency, optimisation, and reliability for a sustainable water future.” He has supported many seawater desalination plants, including large-scale deployments, using Siemens’ digital technologies. One example is the Al Khobar 1 desalination plant in Saudi Arabia, where Siemens supported construction, start-up, and commissioning with a model simulation of the automation system using a virtual controller that starts the desalination process. This virtual model is also used for testing and operator training. Thanks to

For desalination plants, a digital twin helps target three central areas: design and engineering, operational optimisation, and maintenance

the plant’s digital twin, the contractor was able to start commissioning, conduct testing, and optimise processes remotely with minimal on-site personnel, resulting in a significant reduction in execution time and cost.

A cost-efficient path to sustainable desalination

As this example shows, digitalisation increases operational reliability, reduces the requirements for physical prototyping and testing, and helps optimise operations for minimum consumption of energy and other resources. By addressing cost efficiency through digital twins and automation, Siemens empowers water utilities and industries to deliver desalination solutions that are sustainable, reliable, and affordable.

A digital twin enables engineering companies and operators to make well-educated, data-driven decisions in real time without costly testing

An interoperable and open approach to the digital twin enables users to integrate data and processes across the entire plant life cycle. State-of-the-art desalination plants target maximum production costs of US$0.50 per cubic meter, a figure that can be reached only through extensive optimisation of all aspects of the plant life cycle.

SERGIO ARRÓNIZ

GLOBAL SALES MANAGER – INFRASTRUCTURES AT GRUPO ÁLAVA

“MonoM breaks down barriers by integrating with a wide variety of systems and technologies, offering independence that is key to scalability"

MonoM, part of Grupo Álava, applies artificial intelligence to improve end-to-end water management. Global Sales Manager Sergio Arróniz shares how the platform’s modular design, technological neutrality, and collaborative approach are helping utilities enhance efficiency, sustainability, and resilience worldwide.

ü Guillermo Martínez Álvarez

As Global Sales Manager – Infrastructures at Grupo Álava, Sergio Arróniz plays a central role in positioning the company’s flagship platform for end-toend water management as a transformative tool for utilities worldwide. Drawing on years of experience within Grupo Álava, where he has held diverse roles and gained a broad view of market trends, Arróniz translates this insight into innovative, value-added solutions tailored to client needs.

In this interview, he shares the strategic vision behind MonoM’s use of artificial intelligence to deliver digital solutions for

"By implementing MonoM, utilities can control their network: reducing NRW, lowering operational and energy costs, detecting leaks, and more"

the water sector. He explains how modularity, technological neutrality, and open collaboration, combined with Grupo Álava’s decades of expertise, are enabling greater efficiency, sustainability, and resilience. With successful projects in Spain, Portugal, and the U.S., MonoM is establishing itself as a global reference in digital transformation for the water sector.

MonoM has consolidated a technology proposition based on artificial intelligence to drive digital innovation in end-to-end water management. What strategic vision drives this commitment, and what sector needs does it aim to address as a priority?

In today’s environment, incorporating digital solutions into water cycle management has become a strategic imperative. With millions of data points generated by smart meters and sensors, utilities require more than information: they need intelligence applied to data that enables rapid decision-making. The key lies in two transformative elements: advanced capabilities for predictive management and

maintenance of assets and infrastructure, and an integrated operational vision of the entire cycle’s processes, allowing real-time action on data. Backed by a robust platform, these pillars turn complexity into clarity, enabling smarter decisions, faster responses, and a more sustainable future for water management.

MonoM supports utilities in delivering comprehensive, end-to-end water management with precision, foresight, and efficiency. And how do we achieve this? By implementing MonoM, utilities can keep their entire network under control: reducing non-revenue water (NRW), lowering operational and energy costs, and detecting leaks, fraud, and risks of breakages before they escalate, among others.

In a context where fragmented digital solutions proliferate, how does MonoM position itself in terms of integrated value proposition and return on investment for water system managers?

We support organisations throughout every stage of their digitalisation journey. Today, it is essential to instantly and easily know the efficiency of the entire network or complete cycle. With access to accurate data, utilities can justify CAPEX investments or upgrades, identify and quantify NRW, distinguishing between fraud, leaks, or reading errors, plan preventive maintenance of industrial assets, and even improve energy efficiency in treatment plants.

All this is only viable with real integration: when data from different sources and equipment are managed from a single platform. That is when information acquires value. Data becomes informed, measurable decisions, translating into tangible ROI for water system managers and more efficient and sustainable management of water resources.

Modularity and technological neutrality are two hallmarks of MonoM. How do these principles contribute to adoption flexibility by utilities with different levels of digital maturity?

Modularity and technological neutrality are essential aspects of MonoM’s value proposition, enabling easier adoption by operators with varying levels of digital maturity.

Modularity allows each organisation to incorporate only the modules or functionalities they truly need, based on their current situation and priorities. Utilities can begin with basic functions and, as their digitalisation journey advances, gradually incorporate predictive analysis, sensor integration, or hydraulic models—scaling at their own pace. This flexibility reduces risks and makes change easier to manage.

Meanwhile, the platform’s technological neutrality ensures compatibility with a wide range of existing systems and equipment. MonoM integrates with both traditional infrastructure and advanced technologies, removing entry barriers.

Altogether, utilities can progress in their digital transformation gradually, tailoring investment to their specific needs, optimising resources, and ensuring maximum return.

MonoM is presented as a neutral and interoperable platform. How important is this approach to competing in a market dominated by major technology players and proprietary solutions from manufacturers?

MonoM breaks down barriers by integrating with a wide variety of systems and technologies, offering independence that is key to ensuring maximum versatility in scaling solutions and incorporating new capabilities.

"Modularity allows each organisation to incorporate only the modules or functionalities they need, based on their situation and priorities”

This neutrality, in addition to improving interoperability, adds agility to decision-making. It also plays a key role in cost optimisation, since by not being tied to a single hardware manufacturer, users can evaluate and choose among different technologies—for example, in Smart Metering.

We guarantee flexible, sustainable management without technological barriers.

Investments in the digital transformation of the water sector aim not only to improve technical efficiency but also to deliver measurable gains in sustainability and resilience. What economic and operational benefits are your clients reporting after implementing MonoM?

Reducing NRW losses and optimising resources are evident thanks to the platform’s predictive capabilities, which allow anticipating and controlling leaks, fraud, or measurement errors. This translates into more efficient management and significant operational cost savings.

Preventive maintenance planning with MonoM improves asset reliability, avoids unexpected shutdowns, and extends infrastructure lifespan—reducing repair expenses and ensuring service continuity.

Another key aspect is optimising energy consumption in treatment plants and associated processes, contributing both to environmental sustainability and reduced energy costs.

MonoM also enhances decision-making quality by consolidating real-time information from multiple sources and systems, providing an agile, comprehensive view that maximises ROI. Combined with technological neutrality and modularity, MonoM not only enhances technical efficiency but also strengthens sustainability and resilience—positioning digital transformation with MonoM as a strategic driver for the future of water.

MonoM is part of Grupo Álava, which operates across several industrial sectors. How does this shape your business model, and what synergies does it create for strengthening your position in the water sector?

We build on more than five decades of technical-industrial experience and a consolidated track record of adapting to technological and market challenges.

Grupo Álava is made up of specialised companies that generate valuable synergies. For example, Álava Ingenieros contributes expertise in advanced technology and sensor distribution, while Preditec is a benchmark in predictive monitoring and industrial diagnostics. This combination has allowed us to remain in direct contact with the market, understand its needs and challenges, and see firsthand the real benefits technology can deliver.

From this perspective, MonoM was born with a team that continuously listens to the market, possesses deep technological knowledge, and is committed to evolving and adding value. Belonging to Grupo Álava strengthens us as a tech company and allows us to leverage an ecosystem of innovation, knowledge, and shared resources that reinforce our positioning and ability to offer differentiated solutions for digital innovation in the water sector.

"MonoM enhances decisionmaking by consolidating real-time information from multiple sources and systems, providing a view that maximises ROI"

From your experience, what are today the main barriers—technological, cultural, or institutional—to real digital transformation in the water sector, and how does MonoM propose to overcome them?

Real digital transformation in the water sector necessarily involves a deep cultural shift, moving from traditional management to one based on data and digital processes. To achieve this, it is essential to have champions within each organisation who lead this change, promote continuous improvement, and have the courage to explore new technological paths without fear of failure.

Currently, systems and teams are often fragmented, and data security is an increasing concern. Promoting training in new technologies is also a challenge. Yet these issues can be effectively addressed with solutions like MonoM.

Tightening sector regulations bring not only higher demands but also uncertainty for utilities. To remain competitive and achieve more efficient, sustainable management, they must anticipate these changes and commit to digital innovation.

As mentioned earlier, MonoM was born from active market listening. We know the current concerns and what technology enables. That is why we designed a robust, reliable, and scalable solution.

Collaboration with major technology partners like Google suggests a commitment to open ecosystems. What role does this philosophy play in your international roadmap and in developing new AI-based functionalities? Our philosophy is clear: collaboration is vital in today’s technological landscape. Embracing open ecosystems allows us to integrate the best of different technologies and platforms, enabling flexible, scalable, and neutral solutions that adapt to diverse environments and digital maturity levels worldwide. Cooperation and co-creation are fundamental to accelerating projects and generating sustainable, lasting impact.

The experience in the United States has been a milestone for MonoM. Beyond technology, what business and partnership lessons have you drawn to replicate this model in other international contexts?

The U.S. experience—especially the implementation of MonoM in Burlington, North Carolina, alongside our partner Core & Main—has been hugely significant for us.

Although MonoM’s technology is versatile and applicable anywhere, true success lies in listening to the customer: deeply understanding their needs, particularities, and objectives in order to deliver value.

We also learned that having the right partner, as with Core & Main, is fundamental. Close collaboration and mutual trust were decisive in overcoming cultural, regulatory, and operational barriers and facilitated deploying the MonoM model in such a demanding, competitive market.

MonoM already has a presence in the U.S. and Portugal. What international markets are considered priorities, and what strategic criteria guide your expansion beyond the Iberian Peninsula?

Our priority now is to continue evolving our product to meet the specific demands of the markets we operate in. As mentioned, the flexibility and robustness of our technology allow us to deploy solutions without geographical limitations.

Moreover, many of our clients already have an international presence, and MonoM is ready to accompany them in implementing solutions wherever needed, regardless of country or context.

Our adaptability and global outlook position us as a strategic partner for addressing digital transformation challenges worldwide.

"With

real integration, when data from different sources and equipment are managed from a single platform, information acquires value"

ENGINEERING SUSTAINABILITY: THE ECO-DESIGNED SMART WATER METER ALTAIR V5

Smart meters like the new ALTAIR V5 illustrate how ecodesign can support water efficiency and infrastructure modernisation, aligning with utilities’ decarbonisation and network efficiency goals.

The challenges facing water utilities are both well-established and ever-evolving—ranging from managing water scarcity to modernising infrastructure, decarbonising operations, and strengthening network efficiency. But despite their diversity, these challenges share a single, critical theme: sustainability.

As climate pressures intensify, the role of water utilities has become ever more intertwined with the global climate agenda. Today, they are expected to be champions of sustainability in every aspect of their business.

Navigating the sustainable transition

Improving the sustainability of distribution networks is a challenge facing most utilities. Fragmented systems and device incompatibility can make it difficult to modernise at scale. While smart metering and network digitalisation offer ma-

Smart meters and radio modules contain batteries, electronics, and plastics, all of which contribute to electronic waste

jor sustainability gains—such as reducing water losses and optimising energy use—the transition often involves high upfront costs and integration hurdles. Regulatory pressure is an additional challenge for the sector. In Europe, frameworks like the EU Green Deal and the Fit for 55 Package require utilities to report on water losses and greenhouse gas emissions. In the UK, the government’s Net Zero strategy compels water companies to take meaningful action to reduce their carbon footprint.

Another growing concern is recyclability. Smart meters and radio modules contain batteries, electronics, and plastics, all of which contribute to electronic waste. Their lifespan is typically limited by the battery, which rarely lasts 15 years. Dismantling and recycling is nearly impossible because the battery is encased in resin to protect it from moisture. With end-of-life recycling options still limited, utilities must increasingly consider how today’s material choices will affect tomorrow’s environmental footprint.

Eco-design

in action

In response to these growing expectations around sustainability, water utilities are rethinking not just how they op-

erate, but the technologies they rely on. Eco-design—designing products to minimise environmental impact throughout their lifecycle—is becoming a critical part of this shift.

More than 15 years ago, Diehl Metering launched one of the industry's first eco-designed water meters: ALTAIR V4. Awarded an eco-design prize by the French Ministry of the Environment, it was also recognised for its precision and reliability. The V4 went on to become a benchmark in volumetric metering, selling over 30 million units worldwide.

Building on that legacy, Diehl Metering has developed the ALTAIR V5 to respond to today’s heightened expectations around sustainability and performance. Featuring a redesigned structure and more sustainable materials, it is availa-

ble in multiple diameters and configurations—including both composite and brass versions—as well as country-specific variants.

How an eco-designed smart meter advances sustainability

Eco-designed solutions, such as the ALTAIR V5 smart water meter, deliver sustainability benefits across their design, performance, and digital capabilities— supporting long-term environmental goals and operational efficiency.

Lower

environmental impact by design

The ALTAIR V5 smart water meter is designed with sustainability in mind. It weighs up to 43% less than its predecessor, which contributes to lower material usage and reduced energy demand dur-

ing manufacturing and transport. The device includes partially bio-sourced materials and a modular clip-on radio unit (IZAR RC IoT), which can be disassembled to facilitate recycling. Components such as batteries and plastics are separable, allowing for end-of-life processing through appropriate channels.

Components such as batteries and plastics are separable, allowing for endof-life processing through appropriate channels

The collaborative robots have helped to reduce repetitive tasks, allowing team members to concentrate on areas such as quality control.

Bastien FINCK and Christophe STEHLIN, mechanical design engineers, have been contributing to the reeco-design of the ALTAIR V5 water meter.

Its modular IZAR radio unit enables utilities to implement IoT functionalities incrementally, without requiring full network upgrades

Durability for sustainable operations

To meet the operational demands of contemporary water networks, ALTAIR V5 is engineered for resilience. It withstands higher levels of chlorination and is designed to minimise blockages. A large filtration surface supports consistent performance over time, which can extend the meter’s service life and reduce the need for frequent replacements, contributing to more sustainable infrastructure management.

Scalable smart metering integration

ALTAIR V5 supports flexible deployment of smart metering technologies. Its modular IZAR radio unit enables utilities to implement IoT functionalities incrementally, without requiring full network upgrades. Features such as automated data transmission, leak detection, and configurable alerts provide actionable insights for water management. At the household level, detailed consumption data can help raise awareness and encourage more efficient water use.

As water utilities navigate the dual imperatives of resource efficiency and carbon reduction, smart metering technologies offer practical pathways to progress. ALTAIR V5 serves as an example of how eco-design principles—applied to both hardware and system architecture—can contribute to lower environmental impact, longer operational lifespans, and

scalable digital integration. By aligning product development with sustainability goals, such innovations support utilities in building more resilient and environmentally responsible water infrastructure. Eco-designed smart meters like ALTAIR V5 align with policy goals for decarbonisation, resource efficiency, and circularity.

Rethinking the production process

In line with its eco-design approach, Diehl Metering has reimagined its engineering and manufacturing processes to reduce environmental impact and enhance operational efficiency. The use of digital twins played a key role in accelerating the design phase, minimising

material waste during prototyping, and streamlining pilot production. This digital approach also contributed to shorter production cycles and reduced energy consumption.

Production techniques were refined to lower the amount of material required for components without compromising their dimensions or performance. Tooling systems were redesigned to increase output while maintaining consistent manufacturing times and energy efficiency. Additionally, the integration of advanced automation has helped reduce repetitive tasks, allowing team members to focus on areas such as robotics, quality control, and process optimisation. These

ALTAIR V5 on the quality test bench. Each meter is tested and its performance approved by a strict quality process.

changes have not only improved working conditions but also supported skill development and more engaging roles within the production teams.

Digital twins and automation help reduce waste, energy use, and improve working conditions in sustainable meter production.

Toward smarter, greener design

With ALTAIR V5, Diehl Metering shows how eco-design can deliver tangible sustainability gains without compromising performance. The composite concentric version of its new meter has a carbon footprint of just 2.77 kgCO₂e—a 48% reduction compared to the previous generation.

Eco-designed meters reduce environmental impact across their entire lifecycle. This allows utilities to factor the carbon cost of renewing their meters into emissions reporting, while minimising their broader ecological footprint. As the sector works to decarbonise, every component matters—and ALTAIR V5 shows how rethinking product design can make a real difference.

Eco-designed smart meters like ALTAIR V5 align with policy goals for decarbonisation, resource efficiency, and circularity

ALTAIR V5 is designed and partially manufactured at Diehl Metering’s production site in Saint-Louis, located in the east of France.

In line with its eco-design approach, Diehl Metering has reimagined its manufacturing processes to reduce environmental impact.

"Our global expansion is based on adapting our offer to each market, combining product, technology and local partnerships"

DOLORES HERRÁN - BUSINESS DEVELOPMENT AND MARKETING DIRECTOR AT MOLECOR

From an idea on paper to leading the global PVC-O revolution. Dolores Herrán has witnessed first-hand the transformation of Molecor into a benchmark company in technology, sustainability and innovation in the water sector. A journey guided by active listening to the market, the courage to adapt, and a firm commitment to doing things properly backed by data and rigour.

Z

David Escobar ü Guillermo Martínez Álvarez

Since its foundation in 2006, Molecor has embraced a distinctive vision: combining inhouse technological development with the manufacture of high-value PVC-O solutions for water infrastructure. Leading the company’s business development and marketing efforts, Dolores Herrán has witnessed the company’s growth from its early days to its current position as a global leader in the sector.

In this interview, Herrán outlines the key elements behind that transformation: from product efficiency and sustainability to the ESG strategy that has made Molecor a reference in environmental certification. She also shares her perspective on the challenges of international expansion, the critical role of continuous innovation, and the company’s firm commitment to achieving climate neutrality by 2040.

To begin with, I’d like to hear about your professional background. My academic background is in Industrial Technical Engineering, with a specialisation in Mechanical Engineering. Later on, while working, I pursued further studies in Industrial Organisation and completed an international Executive MBA.

I joined Molecor in 2007 thanks to a connection with one of my university professors, who had met one of the company’s founders, Ignacio Muñoz. At the time, they were looking for a technical profile — an engineer who also spoke English. As it happened, I had lived in the United States for a year when I was younger, which helped me fit the role they had in mind.

That’s how I first learned about the project — at the time, it was still just an idea on paper. In fact, I still have the printed presentation they showed me. I was immediately drawn to it and joined the team that same year. Back then, the company consisted of only six people. Today, we are more than 600 worldwide, and I’m proud to say I’ve been part of the project since the very beginning.

When I came on board, the technology hadn’t yet been validated, and the machine hadn’t even been built. I can proudly say I’m the longest-serving employee — though not the oldest! (laughs)

How do Molecor’s PVC-O-based solutions help improve the efficiency and sustainability of water infrastructure in the face of challenges such as water scarcity or network losses?

Molecor was founded with the idea of manufacturing-oriented PVC (PVC-O) pipes using completely new technology, and from the very beginning, sustainability was at the heart of the project. Our initial goal was to develop a much more efficient process with lower energy consumption, something we successfully achieved.

"Our initial goal was to develop a much more efficient process with lower energy consumption, something we successfully achieved"

"Molecor is developing projects in Southeast Asia, North America, and South America, and actively exploring opportunities in Eastern and Western Africa"

The development of our products has remained fully aligned with that original vision. The molecular orientation applied to PVC in pressure applications, such as our TOM® and ecoFITTOM® ranges, and in irrigation with our TR6® model, enables us to offer solutions that, among other benefits, require less raw material, are easier to install, have a larger internal diameter (which allows for greater water flow), and feature a smoother internal surface, which reduces head loss and, as a result, lowers energy consumption during operation.

In addition, our pipes and fittings offer proven watertightness and exceptional durability. We have tests and studies that certify a service life of over 100 years. All of this makes our solutions particularly well-suited to contexts of water scarcity. When water is limited, the priority is not to lose it — and at Molecor, we aim is to offer pipes and fittings that do not need to be replaced shortly after installation due to leaks. This is key to ensuring the long-term sustainability of water infrastructure systems.

In addition to product innovation, Molecor combines the development of proprietary machinery with pipe manufacturing. How do you manage this duality, and what value does it bring to offer both the technology and the final product?

For me, this duality is one of Molecor’s greatest strengths. We’re a very unique company within the water industry because we don’t just manufacture pipes — we also develop the technology to

produce them. This combination is rare in our sector and undoubtedly gives us a significant competitive edge.

What makes it work so well is the way we integrate feedback from the market — gathered through our sales force and direct contact with clients — into our innovation and technological development processes. This immediate connection between real-world demand and product evolution is fundamental to our success.

There are many brilliant professionals with deep expertise in materials, processes, technologies, and drive systems. But if innovation doesn’t take into account what’s happening outside — if it ignores sustainability, upcoming regulations, or the actual needs of users — it’s unlikely to succeed. You end up disconnected from the market.

Since day one, we’ve focused on maintaining that connection. Our aim has always been to align our technological innovation with the demands of the environment. And this also holds true internationally. Our global expansion benefits enormously from this model: having both the technology and the product allows us to adapt and develop efficient, sustainable and innovative solutions tailored to the specific needs of each market around the world.

This technological commitment goes hand in hand with a strong environmental focus. How does Molecor integrate sustainability into its operations, and how does this commitment influ-

ence your commercial and marketing strategy — ensuring credibility and avoiding greenwashing?

Sustainability has been embedded in Molecor’s DNA from the very beginning. From the first prototypes, the technology we developed turned out to be even more efficient than expected: actual energy consumption was lower than the savings we had initially forecasted. In addition, our products require less resin

"We are a very unique company within the water industry because we don’t just manufacture pipes, we also develop technology to produce them"

than other market alternatives, making them not only more sustainable but also more energy efficient.

This environmental positioning was formalised in 2023, when we launched our dedicated sustainability strategy, built around more than 400 concrete actions. We are currently executing that roadmap, which runs through 2025, and we already plan to introduce a new strategy in 2026 to continue moving for-

ward. One of the central pillars of this commitment is our target of achieving climate neutrality by 2040, ten years ahead of the European Union’s Net Zero 2050 goal.

When it comes to communicating this commitment, we are very critical of greenwashing, which unfortunately remains widespread in the market. For us, the foundation is transparency and reliability — our communication is always

backed by data. That’s why we work with Environmental Product Declarations (EPDs), as well as energy and product certifications. From day one, we’ve opted to have independent third parties verify that what we’re doing is sound. That has always been, and continues to be, our way of working.

We also place great emphasis on internal communication. We want every member of our team to understand that they are part of a company that is actively working to build a better future. Today, this is more important than ever, especially in a context where plastic is often broadly criticised. At Molecor, we believe the issue is not about demonising materials, but about proving — with data and facts — that it’s possible to produce plastic solutions that are responsible, sustainable and aligned with the major environmental challenges of our time.

In addition to these specific actions, your latest sustainability report outlines significant progress. What key achievements would you highlight, and how does this reporting exercise help you define future ESG goals and improve your environmental and social performance?

We’ve been working with a strong focus on sustainability for many years — virtually since Molecor’s inception in 2006–2007. In recent years, we’ve consolidated a comprehensive ESG framework that covers all three pillars: environmental, social, and governance.

"Having both the technology and the product allows us to develop efficient, sustainable and innovative solutions tailored to each market"

On the environmental front, several milestones stand out. One is our ISO 50001 certification, which enables us to manage energy consumption more efficiently across our plants. Another is the achievement of Environmental Product Declarations (EPDs) for all our product ranges, which reinforces the transparency and credibility of our offering. We’re also a benchmark in the European initiative Operation Clean Sweep (OCS), aimed at reducing microplastic losses in manufacturing processes. Not only did we join the initiative — we were among the first pipe manufacturers to achieve certification, because we believe it’s not enough to say you’re doing things right; you have to prove it through audits and third-party validation.

In the social dimension, we’ve launched the Molecor HR platform, which allows us to manage human capital in an integrated way. It includes training, workplace climate monitoring and performance evaluation — not only based on objectives, but also on the values we promote as a company. It’s a more human approach, aligned with our corporate culture.

In terms of governance, we’ve adopted our Code of Ethics and Conduct, and we’ve joined the Spanish network of the United Nations Global Compact, which involves continuous alignment with the Sustainable Development Goals (SDGs). While we’re clearly connected to SDG 6 (clean water and sanitation), as an industrial company, we also contribute to many others related to sustainable development.

"We are a benchmark in the European initiative Operation Clean Sweep (OCS), aimed at reducing microplastic losses in manufacturing processes"

"Our products require less resin than other market alternatives, making them not only more sustainable but also more energy efficient"

This entire process of data collection, measurement and analysis — reflected in our sustainability report — is far more than just a transparency exercise. It’s a strategic tool that helps us define our next objectives, especially as we prepare our updated sustainability roadmap for 2026. It enables us to identify strengths, detect areas for improvement, and explore new opportunities to further reduce our environmental footprint, enhance our social impact, and strengthen our ethical and governance practices.

All of this has supported your global expansion. With operations in four countries and exports to over 30, how do you identify strategic partners and adapt your offering to different markets to ensure successful growth?

I always say that Molecor was born internationally. Back then, we were just six people in a startup trying to validate a prototype, and the first machine we sold went to Australia. But I would also like to clarify: selling a machine in Australia doesn’t automatically make you an international company. We've learned a great deal along the way — and we've learned it by doing. Initially, our strategy was to export the technology and start producing in Spain as soon as possible. However, the economic context forced us to adapt. The 2008 financial crisis — and its impact on the construction sector in Spain — led us to reconsider that roadmap. While many companies in our industry were shutting down, we began to grow, although with

clear limitations. That ability to adapt strategy to the environment has been critical to our development and remains one of our guiding principles. When it came to selecting markets, we focused on countries where there

was already a culture of using PVC in water infrastructure. For instance, while in countries like Germany PVC is rarely used for potable water, in places like India, the United States, South Africa or Australia, it is widely estab -

lished. That helped us target our efforts more effectively.

We also looked at technical standards. In many countries, there were no existing regulations for PVC-O, so in several cases — such as India, Russia,

and Saudi Arabia — we actively contributed to the development of the technical standards needed to introduce our solutions.

Thanks to that approach, we were able to build a dual commercial offering: when we identified interest in the technology, we offered machinery; when there was a need for product, we sold pipes. This duality gave us a significant competitive advantage. And when a market reached sufficient maturity, we moved on to more ambitious phases — such as setting up subsidiaries or forming strategic alliances, like our first joint venture in South Africa with a local distributor.

Today, we have manufacturing facilities in Spain, South Africa, Paraguay, and Malaysia, and we’re about to open a new plant in Turkey. We're also developing new projects in Southeast Asia, North America, and South America, and actively exploring opportunities in Eastern and Western Africa.

Our international expansion focuses primarily on pressure applications, where our technology brings the greatest added value. But as we establish ourselves in a market, we often find opportunities to introduce other product ranges such as sanitation, building applications, or inspection chambers, allowing us to develop a broader presence locally.

And there’s a key factor worth highlighting: in some cases — where there was no comparable alternative — we are the only company in the world producing certain solutions, such as PVC-O fittings. That further strengthens our value proposition and makes it easier to enter new markets.

"In recent years, we’ve consolidated a comprehensive ESG framework that covers all three pillars: environmental, social, and governance"

DR AMIR CAHN CEO AT SWAN FORUM

I remember attending my second SWAN Conference back in 2014 in Madrid, which was themed “Smart Water – The Time is Now!” For the 150 people in the room, it was obvious the industry was ripe for a data revolution. Fast forward to 2025, and interest in smart water has rapidly grown, yet as an industry, we’re still talking about the “early adopters” vs. “late majority” of utilities harnessing big data solutions. Why is this the case? The reality is complex, but there is reason for optimism. Key trends that I see accelerating smart water adoption include performance-based contracts, inclusive industry collaboration, and adaptive data management.

The water sector is unique. I once heard a utility manager state, “We’re the only industry which asks our consumers not to buy our product,” referring to conservation efforts. In addition to constrained budgets, utilities must also navigate stringent regulations while balancing deteriorating infrastructure, an ageing workforce, and increasing customer demand. Furthermore, they must confront the impacts of climate change, which, in many ways, is really water change. Scarcity and flooding can cause unpredictable shifts in water availability and quality. Yet with proactive planning and data-driven solutions, we can better prepare, alert, and respond effectively.

Embarking on a digital transformation journey can fundamentally change how a utility operates and delivers value to customers, typically requiring an overhaul of organisational structures, governance, work processes, culture, and mindset. Gaining buy-in is critical to creating a healthy space for innovation. As a Portuguese utility director remarked, “people don’t reject their own ideas.” For example, the Brazilian utility, AEGEA, hosts workshops and develops business plans specifically designed for non-technicians. In Australia, Urban Utilities runs an “innovation lounge” where the CEO meets regularly with frontline workers to understand their challenges and hear suggestions. DC Water in the US encourages open communication and “structure without bureaucracy,” while Moulton Niguel Water District in California cultivates an open culture, with the General Manager describing “technology as a mindset.”

A critical aspect of digital transformation involves overcoming the hurdles of big data management. First, utilities must decide whether to collect network data at all, often hindered by concerns about data security, ownership, and quality. Second, once they choose to collect it, they face difficulties with data transmission (like choosing the right IoT network), storage

Bridging the digital divide for a smart water future

(cloud-based or on-premise), integration with legacy systems, and the lack of interoperability standards. Lastly, even when data is available, many utilities are still unsure as to how to best utilise it due to internal data silos or a lack of skilled personnel to implement and run big data processing systems. As one Swedish utility put it, “With proper metadata, I would probably have saved 500+ hours of work time in my latest machine learning projects and gotten better results.”

"Embarking

on a digital transformation journey can fundamentally change how a utility operates and delivers value to customers"

When purchasing data hardware, water utilities typically invest in long-term solutions. However, as soon as you own an asset, like a car or meter, the value begins to depreciate. Every sector is moving towards a service-oriented approach, enabling customers to focus on their core competencies. In water utilities, such skills don’t include replacing sensor batteries or knowing where to put a certain antenna. Yes, that’s the established way of doing things; however, just as people moved on from CDs and DVDs, water utilities will need to consider alternative approaches to directly managing assets like a flow meter, smart meter or water quality sensor.

One such approach is performance-based contracts, which can shift the risks of equipment installation, operation and maintenance (O&M), data collection, and analysis from a utili-

ty to an external technology provider. In this model, the utility only pays for their desired outcome, whether that’s acquiring the raw data, a summary report, or predictive analytics. Data quality becomes the main driver, and the supplier acts more as a partner, co-creating value with the utility. These agreements generally define service levels based on parameters like data availability or system uptime, with potential financial penalties for poor performance.

Data quality is always key, especially with the rise of generative AI solutions. In Stanford University's 2024 “AI Index Report,” the share of survey respondents using generative AI in at least one business function more than doubled from 33% in 2023 to 71% last year. AI can greatly enhance utility performance, but it must be guided by proper checks and balances to ensure responsible and secure use. As an Australian utility stated, “Operational Teams running control systems have an appetite to build on ‘traditional AI’ machine learning, the challenge is to collaborate with IT teams on data architecture, cybersecurity and software selection.”

Unlocking the potential of AI is significant; however, the bigger question remains: how can traditional utilities embrace innovation when they are still stuck in neutral or even going in reverse? We need more top-down investment and regulatory incentives to encourage utilities to change, but can we truly rely on this alone? It is more likely that utilities will need to work with what they have. It’s also important to recognise that the onus doesn’t rest entirely on utilities – industrial and agricultural users consume far more water than residents. To move forward, we need to better engage all water users, as well as involve local regulators and the public, who are most impacted.

At SWAN – the Smart Water Networks Forum, we believe in “transforming water, together.” No single organisation can solve the global water crisis. To unlock the full value of digital transformation, we need to bring everyone to the table – utilities, solution providers, and industry experts to openly share their experiences, raise awareness, and help others avoid past mistakes. We also can’t overlook small communities, rural systems, and developing countries, which may be eager for smart water solutions but unsure where to begin. It may sound cliché, but the future of smart water must be inclusive.

To truly scale smart water initiatives, we need to get back to the basics and clarify the “how-to” value of digital transformation. That’s why SWAN is launching a new “Adaptive Data Management” Group to tackle core issues like data literacy,

standardisation, cybersecurity, business continuity, and innovative business models. We plan to cover such challenges as how to handle imperfect data and the best strategies for training and empowering teams to address cyber threats. This community, along with each of SWAN’s other technical groups on topics like smart metering and energy efficiency, will tailor content to support utilities at varying levels of digital maturity, as well as different roles within utilities, from operators to CIOs.

"AI can greatly enhance utility performance, but it must

be guided by proper checks and balances to ensure responsible and secure use"

Over my 12 years at SWAN, I’ve heard many inspiring stories and come to realise that technology is only one piece of the puzzle. Real change depends on people, processes, and, most importantly, building trust. That is why it’s encouraging to see concepts like collaborative procurement, open data, and open vendor networks gaining momentum. These ideas help organisations share resources, reduce costs, and speed up innovation, while also fostering the transparency and accountability needed to build lasting trust.

Bridging the digital divide requires more than just technology and automation. We need to honestly assess what worked, what didn’t, and actively seek ways to do things differently. By focusing on people and processes, simplifying the value, and meeting utilities where they are, we can create a truly bright smart water future.

GEOFF TOWNSEND

INDUSTRY FELLOW, R&D, ECOLAB

OPINION

Securing Europe’s future: prioritising water resilience

Water has emerged as a defining resource for Europe’s economic prosperity and climate resilience. After years of compounding droughts, floods, and shifting weather patterns, Europe stands at a pivotal moment.

While water scarcity and uncertainty present real challenges to growth, financial stability, and social well-being, this inflexion point also offers a powerful opportunity to rethink how we value and manage water —unlocking new pathways toward resilience and innovation.

Natural ecosystems, especially freshwater resources, have suffered from decades of over-extraction, pollution, invasive species, and climate change. The mounting impacts are slowing economic activity and exposing systemic vulnerabilities. The stakes are considerable: Europe’s freshwater ecosystems underpin more than €11 trillion in value, 2.5 times Germany’s GDP. Surface water scarcity alone endangers nearly 15% of the euro area’s economic output, a stark reminder that water security is not a distant environmental concern but a core economic issue.

Recognising this urgency, the European Commission unveiled its Water Resilience Strategy in June 2025. The strategy places water at the heart of the EU’s agenda for climate and economic adaptation.

The Strategy’s framework rests on three pillars: restoring and protecting the water cycle, building a water-smart economy to boost competitiveness, attract investment, and promote innovation in the water sector and securing clean and affordable water and sanitation for all.

To achieve these objectives, the Commission proposes accelerating the roll-out of water-saving technologies, expanding water reuse, piloting closed-loop industrial solutions, and fostering innovation through a new Water Smart Industrial Alliance. The plan earmarks €15 billion in investment and prioritises advanced digital solutions to guide decision-making.

Europe’s industrial sector, responsible for nearly half of all freshwater withdrawals, stands both as a major stakeholder and as a principal agent of change. The opportunity for industry extends beyond risk mitigation. Intelligent water management is now a lever for growth, profitability, and competitiveness,

while also enhancing societal well-being and environmental stewardship.

For over a third of Europe, the imbalance between water supply and demand is so severe that efficiency improvements alone are no longer enough. Restoring water sustainability requires a fundamental shift in mindset—one that acknowledges water as a finite, shared, and local resource. This requires purposeful collaboration among local stakeholders and communities who must jointly define and commit to new sustainability thresholds. Clear, actionable targets and a shared sense of responsibility will be essential to drive meaningful change and secure water resilience for the future.

A key obstacle to water resilience remains the lack of a transparent, coherent process for defining and measuring sustainable

"The Water Resilience Strategy provides a credible roadmap, but its success hinges on determined leadership from European industry "

water use. This data deficit creates uncertainty for businesses and investors, hindering the very investments needed to secure Europe’s water future. Water must now be treated with the same strategic clarity applied to energy supply or other critical inputs across the manufacturing supply chain.

Incremental change will not suffice. The Water Resilience Strategy provides a credible roadmap, but its success hinges on determined leadership from European industry. By placing water at the centre of strategic planning and risk management, companies can secure their operations, support community resilience, and contribute to a robust, sustainable Europe. The challenge is significant, but so too is the opportunity: to ensure that water remains a pillar of Europe’s economic strength and security for generations to come.

THE ROLE OF DIGITALISATION IN

With unprecedented rainfall records and a devastating toll of damage, the storm of October 29, 2024, was one of the most extreme weather events ever recorded in Spain. Xylem Vue operators developed and adapted digital solutions in record time to optimise the on-the-ground response, based on four main actions: analysis, planning and execution, communication and coordination, and finally, digitalisation.

October 29, 2024, is now marked in Valencia’s history. The now-infamous DANA (a Spanish acronym for Isolated High-Altitude Depression) unleashed rainfall of extreme intensity, with volumes exceeding all previous records.

Turís, a municipality located in the Ribera Alta, recorded 772 litres/m² of rainfall in just 24 hours — the highest ever measured in the province of Valencia. Of this, 185 litres/m² fell in only one hour. However, the most striking aspect was not just the sheer amount of rain, but its distribution. In many of the hardest-hit areas, little rain actually fell; instead, the greatest damage came from upstream basins where precipitation triggered massive runoff. The flow near Torrent reached 2,300 m³/s, and downstream it exceeded 3,000 m³/s, overwhelming all documented flood management plans. Hydraulic infrastructure proved clearly insufficient: the main channel, designed to drain 400 m³/s — enough for a once-in-a-century flood according to regulations and prior studies — was completely overrun.

On October 29, 2024, the Valencia DANA unleashed rainfall of extreme intensity, overwhelming all documented flood management plans

The result was staggering: 227 fatalities, hundreds missing, and more than 337 municipalities affected, most of them in the province of Valencia. Aerial images reveal the scale of the catastrophe: vast areas submerged under more than 2.5 metres of water. The flooded area covered 552 square kilometres — nearly an entire province under water — severely impacting rural and urban communities, critical infrastructure, and agricultural land of incalculable value.

Digitalisation applied to climate emergencies

Miren Aldecoa, Operations EU at Xylem Vue, described the event as an “unprecedented disaster”. According to her, water was not the only problem: “It is true that rainfall intensity reached a return period of over 500 years, which is unusual, but the mud and sludge carried by the water destroyed roads, pipelines, and services, even leaving entire towns cut off.”

This situation, combined with complications in transmitting real-time data and the lack of adequate digital sensors in the sewer network — collapsed after the DANA — greatly hindered operational decision-making.

In this context, with widespread sewer blockages and a shortage of suction trucks, it was crucial to know the status and progress of daily work in order to allocate trucks to each municipality. Without digitalisation — and with every

affected municipality requesting trucks — it was extremely difficult to allocate resources and track work progress. Therefore, the recovery process was planned in three phases: Phase 0 (Emer-

THE FACE OF THE VALENCIA DANA

gency): lasting 3 months. Phase 1 (Post-emergency): also 3 months; Phase 2 (Long-Term Recovery): focused on system improvements, planned over 18 months. According to Aldecoa, Xylem Vue’s work — supporting Global Omnium, which acted as the local operator at the service of authorities for emergency tasks and subsequent reconstruction — focused on four main actions: “Analysis

of affected populations and impacts; Planning and execution, prioritizing urgent tasks; Communication and coordination with citizens, utilities, and emergency services; and, finally, Digitalisation — using real-time information to support decisions and keep systems operational.”

From the very beginning, Xylem Vue operators concentrated their efforts on providing assistance through digitalisation, playing a crucial role in managing the disaster and testing the power of data science, advanced modelling, and digital technologies. Sergio Aznar, Head of GIS Analysis at Idrica, explained the first steps: “From the start, we worked in two areas: first, organising the work of field teams through real-time monitoring via the platform. This way, we knew if each building had a water supply, pumping pressure, and whether additional materials were needed. Second, we focused on analysing water quality — residual levels, supply parameters, and sludge samples collected on site.”

Tools supporting the response

Specifically, the Xylem Vue team focused on three categories of tools: existing ones, adapted ones, and those created from scratch.

According to Aldecoa, two of the existing tools within the Xylem Vue platform — Real-Time What-if Scenario (RTWIS) and Leak Detection — were

In Turís, 772 l/m² fell in 24 hours — with 185 l/m² in just one hour — the highest ever rainfall measured in Valencia province

Xylem Vue focused on four main actions: analysis, planning and execution, communication and coordination, and digitalisation

indispensable: “The use of RTWIS helped us understand in real time what was happening in the network. It also provided emergency plans and allowed us to test pre-modelled decisions and scenarios.” “Leak Detection was also key, helping identify hidden damages, saving time, preventing water losses, and making field teams more effective.”

Among the adapted tools was WO Mobile, a reconfigured app used to monitor field crews. It enabled real-time visibility of each team’s location, tasks, and support needs, facilitating coordination. Support from many water utilities and communities further improved the tool’s effectiveness in managing multiple teams.

Finally, tools developed ad hoc for the emergency included the DANA Emergency App, initially an internal version that tracked field operators, monitored building-level water supply, and mapped population impacts. Aznar described the process: “The following week, the GIS department began work, and by November 15, we already had a viable first version. Over the next ten days, we added geospatial tools for water quality monitoring, such as supply points, sectoral sampling histories, and compliance indicators. Thanks to these tools, operators could monitor the situation live and respond quickly.”

In fact, more than 70 analysis reports were generated, and over 789 water sam-

ples were collected and analysed by the Global Omnium laboratory.

Impacts and lessons learned: water resilience

The October DANA marked a turning point in water risk management. The event highlighted the urgency of shifting toward proactive management models based on digitalisation and advanced prediction. The Xylem Vue experience stands as a reference point for how technology can bridge traditional management and new climate resilience.

Key takeaways from the response include:

 Robust, scalable early-warning systems: anticipation and response capacity depend on integrating high-frequency data, intelligent predictive models, and action protocols adapted to various risk scenarios.

 Redesign and reinforcement of hydraulic infrastructure under extreme climate criteria: the event showed that classical sizing parameters must be re-

vised to account for higher return periods and new precipitation patterns linked to climate change.

 Digitalisation and collaboration as essential elements in emergency management: connectivity among administrations, operators, and citizens is not just an ideal — it is a proven necessity to save lives and optimise resources under pressure.

The future: data-driven reconstruction and prevention

The tragedy created an opportunity to renew approaches and decisively embrace artificial intelligence, advanced analytics, and collaborative platforms as pillars of water and territorial defence.

The experience of Xylem Vue during the toughest days of the DANA served both as a shield against destruction and as a catalyst for a vital debate: water as a strategic yet vulnerable resource, whose management requires the best available science and technology.

The 2024 DANA was, in effect, a stress test for the water management system and its adaptive capacity. The operations carried out by Xylem Vue will undoubtedly serve as a reference for other territories already facing — or soon to face — the challenges of “extreme hydrology”. In the era of climate change, only innovation can close the gap between vulnerability and security.

Two of the existing tools within the Xylem Vue platform

“Digitization isn’t new in hydrology. What’s new is how fast, open, and connected it’s becoming”

KLAUS KISTERS - CEO OF KISTERS

As climate extremes intensify and water management becomes increasingly critical, few leaders have witnessed the digital transformation of environmental monitoring like Klaus Kisters.

The CEO of KISTERS, a family-owned company that has evolved from a 1963 German engineering office into a global environmental data powerhouse, shares his perspective on digitization, climate resilience, and why trustworthy data has never been more vital for decision-makers navigating an uncertain world.

KISTERS was founded in 1963, long before digital transformation became a buzzword. What positioned the company so early to recognize the power of environmental monitoring and data management?

In 1963, my father established what was originally a consulting office focusing on municipalities—street design, reservoir design, and water infrastructure systems. But by 1980, as a young student, I was already developing digitizing software to transform analogue charts into digi-

tal information. Time stamp and water level, time stamp and precipitation data. That's basically what digitization still is today—transforming analogue information into digital information to help people use it for their processes.

The real catalyst came with the Christmas flood of 1993, affecting the Rhine and Moselle rivers in Germany. As a young engineer, I developed the first version of WISKI—our water information system, which was already in use at the flood alert centre in Mainz. I observed how operators were working with our system, and we began to attract more customers as agencies recognized the value of integrated flood monitoring and early warning systems.

What was the turning point when you realized just how powerful environmental data could be?

"For us, digitization isn’t a buzzword—it’s a 60-year journey of uniting data, instruments, and purpose to keep life flourishing"

For me, the turning point isn't a single moment in the past—it's always the present. It's the situation right in front of us where action is needed, where the stakes are real. That's when the power of environmental data truly comes into focus. From the beginning, we knew the importance of this work. We entered this field not because of a grand epiphany, but because we believed deeply that this work mattered, that it could make a difference.

Certain moments become undeniable pivot points. Chernobyl in 1986 was one—we were called upon to support radiation monitoring efforts, deploying sensors in rivers to track radiation levels in real time. That experience expanded our role and reinforced our commitment to using environmental data to meet urgent, real-world challenges.

How does KISTERS define digitization today beyond just technology?

Z Alejandro Maceira

Digitization isn't just a technical upgrade; it's how we help people navigate a world that's changing faster than ever. One of the clearest examples lies in digitizing historical hydrological records. Paper charts, once stored in filing cabinets, are now converted into time series data

that can be analyzed in context. Was this a 10-year flood? A 100-year? A 500-year event? We can see clearly now that climate change is happening—the events are more extreme, more localized. Having trustworthy data makes a difference. It allows for faster, better de-

"In hydrology, trust in your data isn't optional—it's everything. Without trustworthy data, your system is just a façade"

Employees of the Federal Agency for Technical Relief (THW) travel through the flooded old town of Cochem in an inflatable boat on December 22, 1993. Getty Images

cisions, even in organizations that are understandably cautious. When the data is there and it's undeniable, you can act with more confidence. At the end of the day, the only real solution to climate change is better engineering, and better engineering depends on reliable data that drives better decisions.

Speaking of trustworthy data, what makes environmental data truly reliable? In hydrology, trust in your data isn't optional—it's everything. Our customers never just publish raw data—they validate it, because in this field, publishing unverified data would be unthinkable. We have data validation portals that support both classical and contextual quality checks: gradient tests, dead-band thresholds, and side-by-side

Chernobyl River, more accurately known as the Pripyat River, flows near the site of the Chernobyl nuclear disaster. Shutterstock

WISKI empowers professionals to see what’s coming. From daily operations to crisis response, it’s the platform agencies rely on to stay one step ahead.

comparisons of sensor stations against neighboring locations.

The workflow is structured. You begin by monitoring reality—measuring precipitation, water level, and other key parameters. That raw data gets validated through statistical and contextual tests. Only then does derivation begin—in hydrology, discharge cannot be measured directly; it must be calculated from these validated measurements. So, if your input data isn't accurate, your discharge calculations are wrong and misleading. Everyone talks about digital transformation, but without trustworthy data, your system is just a facade.

With climate extremes increasing, how is KISTERS helping communities move from reactive to proactive responses?

Historical sensor networks that were once sufficient for regional-scale modeling are no longer adequate. Where 100 sensors once covered a basin, we

now require significantly denser networks to maintain the same forecasting quality. We're making strategic investments in next-generation sensors that deliver high-accuracy, high-frequency time series data at scale and reasonable cost.

The shift from reactive to proactive requires three fundamental capabilities: better prediction, real-time situational awareness, and automated decision support. We're helping communities achieve this through integrated monitoring systems that don't just collect data, they provide actionable intelligence. When a flood threatens, decision-makers need to know not just what's happening now, but what will happen in the next hours and days.

Our role is enabling that transformation by providing the technology infrastructure that turns uncertainty into foresight. These systems help our customers move from reacting to anticipating. That's how you build real resilience.

What are the biggest challenges in implementing digital transformation across diverse global markets?

Change is never easy. For most of our customers, they're already using something—systems, processes, routines. When you introduce something new, that means changing behavior. Many customers are enthusiastic about what these systems can do, but to fully integrate them, the entire organization must adapt. That's where the real work begins.

Developing new things is always challenging, but that's just regular business for all of us. The key to successful dig-

"Floods get the headlines— but the hydrologist’s quiet, daily discipline is what truly keeps communities safe and resilient"

KISTERS Headquarters, Aachen, Germany.

"Rain or shine, crisis or calm—the root work of hydrology never stops. It’s not loud or flashy. It’s steady, quiet, essential"

ital transformation, whether it's within KISTERS or with our customers, is understanding why the work matters. What holds our global team of 750 employees across multiple regions together is that understanding. Most of our people genuinely love what they do; they're not just solving technical problems, they're doing something meaningful for our customers, for society. That same conviction is what helps our customers push through the difficult phases of digital transformation.

As a family-owned company, how does that influence your approach to leadership and decision-making, especially during challenging times? Being privately held means thinking in decades, not quarters. We don't chase short-term wins—we want our customers with us for generations, and that same long-term thinking applies to how we treat our people. During the pandemic, when it became clear we wouldn't meet our financial targets, we made a deliberate choice not to reduce headcount. We chose to weather the storm with our people, because that's what leadership means in a family

"People often forget that behind every sensor or dashboard is a human being trying to protect something that matters"

company. When you're privately held, you have the freedom to make decisions based on values, not just quarterly results.

Why is now the critical time for decision-makers to embrace digitization? If people aren't informed, the consequences can be tragic. We've seen that.  The pace and intensity of weather events have outpaced the capabilities of manual processes.  Today's decision-makers need IT systems that integrate real-time data, forecast models, and automated alerts—fast.

But there's another crisis we're facing—we have a shrinking workforce, especially in hydrology. We have fewer specialists but more systems to monitor than ever before. The solution is to empower those who remain with smart sensors that can monitor multiple parameters, cloud platforms that process data automatically, and AI-driven validation tools that catch anomalies before they become problems.

What's your message to the next generation of environmental professionals? Always be open. Strive for innovation. Help your customers meet the challenges of climate change with smart, meaningful solutions. Be awesome. Be passionate.

But remember—we can't change nature. We can only help, enable, empower and support our customers to deal with the environment as it is. We're not the heroes of the story—we're the shoulders they stand on.

Let's talk tech. What innovations are you most excited about?

With more IT horsepower and increasingly smart sensors, I see a future where environmental monitoring becomes both easier and more powerful. What excites me most is how the pieces are converging: sensor expertise, hardware innovation, and software intelligence—now fully integrated within the KISTERS Group. It's a holistic approach, and that's where the future lies.

HailSens360 combines 48-hour forecasts, 90-minute nowcasts, real-time sensors and post-event analysis to protect solar, agricultural, and insured assets from hail damage.

Take HailSens360, a new technology we've invested heavily in that delivers a proprietary nowcast 90 minutes in advance of an impending severe hail event with updates every six minutes. It's not just a real-time hail sensor, it's an early warning system so operators know when to stow and a post-event analysis tool supporting those crucial conversations with insurers.

Our HyQuant radar sensor offers non-contact measurement of both water level and discharge with instant cloud connectivity, giving our customers the ability to significantly scale up their flood monitoring networks while keeping budgets in check. More features, more value, lower costs—that's innovation!

And with ProWave, we're pioneering what we believe is the next revolution in water management. In collaboration with the University of Duisburg-Essen and Harzwasserwerke in Germany, we're exploring energy-autonomous sensors powered by water flow itself. These self-powered devices could dramatically expand monitoring networks, enabling even remote locations to transmit real-time data without batteries or external power.

We're not just improving existing tools—we're helping invent what's next. These innovations help transform agencies from reactive responders to proactive decision-makers able to anticipate, adapt, and act long before a crisis emerges.

From your vantage point, what does the future hold for KISTERS?

We're just getting started. With 60 years of experience behind us, we're building for the next 60.

The challenges ahead are real, from climate change to aging infrastructure and a shrinking pool of expertise. But I've seen this industry rise to meet every challenge thrown at it, and we've always found a way forward through innovation and collaboration. We're in this for the long haul, in partnership with our customers, because when you're dealing with something as fundamental as water, the work never stops being important. That's what gives me confidence about what's ahead, not just the technology, but the people who understand why this work matters.

AUROOP RATAN GANGULY

NORTHEASTERN UNIVERSITY, BOSTON, MA, USA

OPINION

AI has won Nobel Prizes, but can it save lives and businesses with flash flood warnings?

When all you have is a hammer, the entire world looks like a nail, they say, and if you have a screwdriver instead, the world is screwed. Training in the hypothesis-guided sciences suggests that designing solutions to look for problems may lead to a dead end. However, transformative solutions can upend this common wisdom. Precipitation nowcasting, such as shortterm and spatially distributed forecasting of rainfall amounts, especially in a way that provides adequate warning for flash floods, has been known to be a hard problem for decades. When some of us (e.g., Robert Kuligowski and Ana Barros, Rafael Bras and I) tried in the late 1990s and early 2000s to adapt Artificial Intelligence (AI) methods, our efforts were limited by the AI tools of the day, all of which would probably belong to a cyber museum today, much like dinosaurs in a museum of the animal kingdom. However, there was a clear promise. The advent of the AI winter nearly put a stop to this line of work. The AI methods of today trace their origins to the old AI (much like living birds today may trace their lineage to dinosaurs), but are different beasts altogether. From physics and chemistry to transportation, materials, and medicine, and indeed from Turing Awards to Nobel Prizes, AI seems to be ubiquitous and winning. Could precipitation nowcasting be far behind?

Just a few years back, Google DeepMind reported in Nature that their physics-free deep generative model of radar improved precipitation nowcasting. A couple of years later, Tsinghua University led an article in Nature, where they reported that incorporating (well-understood even if relatively simple) physics into the representation of generative AI models improved forecasts of convective storms and extreme precipitation, which are critical for flash floods. This hybrid physics-AI approach made us reflect on our related prior work. We began to explore, with stakeholders and collaborators, whether these newer approaches can be made trustworthy for water resources and flash flood managers. Our NASA-funded RAIN (“Remote-sensing data driven Artificial Intelligence for precipitation-Nowcasting”) project led to a paper in a Nature Partner Journal along with the following testimonial from our

stakeholders at the Tennessee Valley Authority: “The hybrid physics-AI based precipitation nowcasting method and the corresponding metrics developed by the NASA-RAIN team hold promise for near-term river and flash flood management and is being tested currently on TVA's operational river forecast system.” Our research in this area has also been discussed in United Nations resilience workshops and in follow-on publications. However, preliminary success stories in the literature and anecdotes apart, major barriers remain, such as in improving extremes, reducing bias, generating uncertainty, enhancing interpretability, and adding explainability. The promise is clear, but what is clearer is that there is quite a distance to go.

Flash floods worldwide have been causing thousands of deaths and hundreds of billions of dollars in economic damage annu-

"The causes of flash flood hazards and the consequent damages are broader than what anthropogenic global warming alone can explain"

ally. As the flash floods during July 2025 in Texas (USA) and October 2024 in Valencia (Spain) suggest, even richer nations are not necessarily resilient. Climate change is often blamed for these devastations, and there is evidence (including in our own work) for warming-induced intensification of precipitation extremes. However, the causes of flash flood hazards and the consequent damages are broader than what anthropogenic global warming alone can explain. Thus, holistic risk management solutions are motivated. Early warning of flash floods is crucial, and precipitation nowcasting is critical, especially (but not only) in situations where the amount of precipitation overwhelms the infiltration capacity. This is where AI, especially when effectively combined with physics and knowledge, is beginning to show promise.

Z Alejandro Maceira

Over the past four decades, Hidroconta has grown from a small family business focused on irrigation efficiency into a global leader in digital water management. Guided by continuous innovation and an early understanding that water challenges extend far beyond agriculture, the company now operates in more than 30 countries, offering integrated solutions that combine smart devices, secure connectivity, and advanced data platforms.

Under the leadership of CEO Alfonso Corbalán, Hidroconta has evolved into a trusted technological partner. In this interview, Corbalán reflects on the company’s journey, its unique value proposition in a competitive sector, and the role of digitalisation in ensuring the sustainable and efficient management of one of our planet’s most critical resources.

Hidroconta was founded over four decades ago as a family business specialising in irrigation solutions. What has the journey been like to become a global player in water digitalisation? Hidroconta's story is one of continuous transformation. We were founded as a family-owned business with a very clear mission: to provide technological solutions that improve irrigation efficiency. Over time, we understood that the water challenge went far beyond agriculture and that digitalisation would be key to ensuring the sustainability of this resource. This growth has been possible thanks to technological innovation and both national and international projects. Today, we operate in more than 30 countries and have evolved from being a device manufacturer to offering solutions that combine hardware, communications, and software, becoming a global technological partner, and developing comprehensive solutions for smart water management.

ALFONSO CORBALÁN CEO OF HIDROCONTA

“We offer a complete ecosystem that covers the entire chain: from data collection to decision-making”

From smart meters to digital platforms, Hidroconta is helping make every drop count. CEO Alfonso Corbalán discusses the company’s international expansion, its drive for innovation, and the technologies enabling more efficient and sustainable water management.

In your view, what is Hidroconta’s unique value proposition compared to other technology players in the water sector, both nationally and internationally?

Our value proposition focuses on integration and flexibility. Few companies offer a complete ecosystem that spans from the design and manufacturing of devices to the development of software platforms and digital services. We manufacture water meters with IP68 protection, capable of withstanding extreme temperature and humidity conditions, and we design platforms that turn data into useful information. Furthermore, we offer flexibility in connectivity, working with

NB-IoT, Wireless M-Bus, or dual-technology based on context. We also have the ability to adapt each solution to the specific needs of each client, whether for an agricultural project in Saudi Arabia or a large utility. This versatility, combined with the accumulated experience in very diverse projects, positions us as a reliable partner in the transition towards digital water management.

Digitalising the water cycle requires combining sensors, connectivity, and data analytics. How does Hidroconta respond to this need with its current technological ecosystem?

At Hidroconta, we have developed a complete ecosystem that combines smart devices, secure communications, and digital platforms. Products like D-Meter, our data management software, which centralises real-time information, are complemented by field equipment like the Iris communications module or the Centaurus smart water meter, which integrates 3COM (NB-IoT, LTE-M, and GPRS) communications that collect data with great precision. In this way, we offer a complete ecosystem that covers the entire chain: from data collection to decision-making based on advanced analytics. The data is transformed into operational metrics and predictive analyses that

"We want to lead not only through innovation but also through a commitment to sustainability and the responsible use of water resources"

Credit: Gabriele Breitenbach

allow operators and service managers to make decisions in real-time and efficiently manage the water resource.

You support multiple IoT communication protocols – NB-IoT, LoRaWAN, Wireless M-Bus, GPRS... How do you adapt your connectivity strategy to each market or project?

Our strategy is based on versatility and customisation. We don't believe in a single solution because each market has its own peculiarities: network coverage, local regulations, infrastructure density... That's why we develop multi-protocol products and work closely with clients to

D-meter. Hidroconta data management software

select the most suitable technology. Each market has its characteristics: in some countries, NB-IoT is very widespread, in others, LoRaWAN or even GPRS are still the best option. That's why we have developed multi-protocol devices like the 3COM, which automatically selects the best available network (NB-IoT, LTE-M, or GPRS). This way, we can guarantee connectivity in any environment, urban or rural.

What role does cybersecurity play in your smart water systems, and how do you ensure the protection of sensitive data across large telemetry networks?

Cybersecurity is a fundamental pillar. We manage critical infrastructure and know that our clients' trust depends on it. We work under the standards of the National Security Scheme (ENS) and ISO 27001, implementing advanced encryption systems and working on robust architectures to guarantee protection in all phases: from data capture to its storage and analysis.

We are certified with the ENS and ISO 27001, ensuring the integrity, confidentiality, and availability of data, especially sensitive subscriber information. In addition, the ENS regulations reinforce the security requirements of connected devices, and remote firmware updates (FOTA) allow us to keep the water meters secure throughout their entire useful life of 12-15 years.

You currently operate in over 30 countries. Which regions are driving your international growth today, and

what challenges or opportunities do they present?

We are seeing great dynamism in Latin America and the Middle East, where the digitalisation of water is advancing at great speed. In Saudi Arabia, for example, we are working on an irrigation project covering 2,800 km². In Europe, regulatory momentum offers us many opportunities, especially in countries that are committed to sustainability and water efficiency. In Africa, although the technical challenges are greater, infrastructure needs open up a huge field for growth. Each region requires a cultural, regulatory, and technological adaptation, and that ability to adapt is one of our strengths.

project covers more than 40,000 hectares of irrigated land and allows for the monitoring of water extraction through deep boreholes that supply irrigation pivots up to 800 metres in diameter. The solution combines Hidromag electromagnetic flow water meters, Demeter 4H GPRS terminals, and the Demeter Web platform. It incorporates specific protection measures against sandstorms, solar storms, and strong temperature fluctuations, thus guaranteeing operational continuity in a highly demanding environment.

In Greece, we are implementing a pioneering project based on prepaid water devices, managed through an ad hoc mobile application developed for the client. This solution allows users to independently control their consumption based on their contracted balance, integrating not only water management but also associated monetary values. It is a complex and scalable project that opens the door to new forms of efficient resource management.

Another case of special interest is in London, where Hidroconta participates in managing water consumption in urban parks and gardens, including iconic spaces like Hyde Park. Through the installation of IRIS communication modules, it is possible to monitor and optimise irrigation over large green areas, contributing to more sustainable water management in urban environments.

"Cybersecurity is a fundamental pillar; we manage critical infrastructure and know that our clients' trust depends on it"

Could you share one or two international projects that you consider especially representative of Hidroconta’s capacity to scale digital water technologies effectively?

One of the most emblematic projects is in Saudi Arabia, where Hidroconta has deployed a remote reading and control system in extreme desert conditions. The

You offer a flexible range of business models: from smart devices to integrated solutions and digital services. How are utilities and water operators responding to this modular approach?

Very positively. Each client has a different starting point: some only need devices, others are looking for an integral solution with software and continuous support. The modularity allows for the adaptation of deployments according to real needs and facilitates progressive implementation, increasing operational

APP Quantum created for a Greek project.

efficiency and reducing risks. This generates trust and ensures long-term relationships.

How has Spain’s Digital Water PERTE programme contributed to your development, and do you see this type of initiative as replicable in other countries or regions?

The PERTE water digitalisation programme has been key to accelerating the digital transformation of the sector in Spain, driving investment and public-private collaboration. For Hidroconta, it has been an opportunity to deploy more technology in the national territory and strengthen our position as a strategic partner. Thanks to this program, we have already deployed more than 30,000 IRIS modules and in the next phase, we will install 75,000 Centaurus water meters. Without a doubt, this model is replica-

"We don't believe in a single solution because each market has its own peculiarities: network coverage, local regulations infrastructure density"

ble in other countries, as long as there is a clear political commitment to innovation and sustainability.

Looking ahead, what are your key priorities for Hidroconta in the next five years, and which technologies or strategies will be central to maintaining your leadership in digital water innovation?

Our priority is to consolidate Hidroconta as a global benchmark in smart water management. To achieve this, we will continue to invest in IoT technologies, artificial intelligence, and advanced data analytics that allow for the optimisation of the water cycle in real-time so that the data generated — thousands per water meter each year — is converted into useful knowledge. We will also explore predictive maintenance technologies and digital twins to further optimise the operation of water networks.

At the same time, we will strengthen our international presence in strategic markets and foster alliances with utilities, institutions, and technological partners. We want to lead not only through innovation but also through a commitment to sustainability and the responsible use of a resource as vital as water. The goal is clear: to lead the digitalisation of water through innovation, sustainability, and security.

"In Europe, regulatory momentum offers many opportunities, especially in countries committed to sustainability and water efficiency"

©González-Cebrián/SWM

Digital twins and AI: the future of efficiency and security in seawater desalination plants

Tedagua has developed a digital twin platform to optimise reverse osmosis desalination plants. By integrating artificial intelligence, IoT, and cloud computing, the solution improves energy efficiency, strengthens cybersecurity, and enhances operational resilience.

Water scarcity remains one of the most urgent global challenges, with more than two billion people lacking access to safe drinking water. Seawater desalination, particularly reverse osmosis, has become an indispensable technology to address this crisis. However, desalination plants face two fundamental hurdles: the high energy demand, which can represent up to 70% of operating costs, and their vulnerability as critical infrastructure, making cybersecurity a pressing priority.

Tedagua’s digital twin initiative was designed to confront these challenges directly. The project integrates advanced technologies such as artificial intelligence, Internet of Things (IoT), cloud services, and edge computing to deliver smarter, more secure, and more efficient operations. At the core lies a

digital twin enhanced with AI capabilities, capable of simulating, predicting, and optimising desalination processes continuously.

Launched under the Red.es 2021 Call for Proposals for R&D projects in artificial intelligence and other digital technologies and their integration into value chains, and co-financed by NextGenerationEU funds, Tedagua’s Digital Twin Platform for Desalination Plants (2022–2024) has demonstrated that efficiency and security can advance hand in hand in critical water infrastructure.

Project objectives and scope

The overarching aim was to create a standardised technological ecosystem to optimise reverse osmosis desalination plants. This ecosystem integrates IoT devices, advanced data analysis tools, evaluation criteria, and operational protocols, ensuring improved efficiency while reinforcing cybersecurity. Real data from several Tedagua desalination plants was used for validation.

The general goal was supported by three interrelated specific objectives:

• Advanced artificial intelligence application: Use of machine learning,

deep learning, and neural networks for predictive analysis and real-time optimisation, supported by big data technologies, high-performance computing, cloud services, and natural language processing for technical documentation.

• Identification of operational improvement points: Systematic detection of optimisation opportunities through

Z R&D Department

detailed process analysis, with emphasis on environmental sustainability, particularly energy consumption, and enhancing cybersecurity.

• Development of a continuous improvement philosophy: Establishment of a framework to guide ongoing process evolution across the plant lifecycle, based on identifying com-

plex patterns emerging from continuous data analysis.

Technological architecture of the solution

Tedagua collaborated with leading partners: Grant Thornton, Universidad Pablo de Olavide, Tecnalia, and Quantia.

Digital twin platform

At the core of the solution is a Digital Twin platform that virtually represents all components and processes of a desalination plant. Using high-fidelity 3D modelling, it provides detailed representations of facilities and equipment, drawing on existing 3D models from Tedagua’s desalination plants. Real-time inputs from IoT sensors keep the model synchronised with

the actual state of the facility, while its role as a dynamic knowledge base ensures that new data, detected patterns, and lessons learned are continuously incorporated into operations.

Artificial intelligence layer

Built on the digital twin, this layer enables intelligent process analysis and predictive capabilities. Machine learning models detect anomalies and optimise parameters, while deep neural networks uncover complex relationships in operational data. Simulation environments further allow operators to test scenarios safely before applying changes to real operations.

Supporting Infrastructure

The platform is supported by a robust infrastructure designed for scalability and reliability. Cloud computing provides the capacity for intensive data processing and scalable storage of both historical and real-time information. Edge computing complements this by reducing latency and enabling immediate responses to critical operating conditions. Finally, a microservices architecture ensures a modular design, allowing components to evolve independently and new functionalities to be integrated without compromising system stability.

Implementation

approach

Tedagua developed the platform following a structured methodology divided into five interconnected work packages. Each package tackled a different aspect of the system, ensuring both robustness and adaptability.

Built on the digital twin, an artificial intelligence layer enables intelligent process analysis and predictive capabilities

A network of IoT sensors was deployed to monitor key parameters such as pressure, flow, energy consumption, and water quality

Automated information system

The first work package focused on reliable data acquisition. A network of IoT sensors was deployed to monitor key parameters such as pressure, flow, energy consumption, and water quality. Data transmission followed secure industrial protocols to guarantee confidentiality and integrity. Real-time analytics enabled rapid detection of anomalies, allowing operators to respond promptly.

Digital twin development

The second work package concentrated on building the digital twin itself. By integrating Building Information Modeling (BIM) practices, Tedagua ensured accurate, continuously updated digital representations. Bidirectional synchronisation mechanisms allowed real-world data to refresh the digital model automatically, while proposed operational adjustments could be simulated virtually before implementation.

Adaptive

Resilient data architecture

The third work package addressed data management. A decentralised architecture distributed information across multiple nodes, eliminating single points of failure. Horizontal scalability allowed capacity expansion as more data or plants were integrated. Redundancy and automatic recovery protocols were introduced to guarantee the uninterrupted availability of critical systems.

Pattern detection system

The fourth work package introduced advanced analytical tools. Time series analysis revealed trends and anomalies in operational variables. Correlation mapping uncovered relationships between variables not immediately apparent, while predictive simulations enabled foresight into potential operational issues before they occurred.

Process optimization

The final work package focused on transforming data and insights into action. Adaptive algorithms dynamically adjust-

ed operating conditions to minimise energy use while ensuring water quality. Interactive dashboards provided operators with an intuitive view of the plant’s status. The system also generated AI-driven recommendations, offering concrete strategies for improvement based on ongoing performance monitoring.

Results achieved

The implementation of the digital twin platform has delivered measurable benefits across energy efficiency, cybersecurity, and decision-making. These outcomes confirm the value of combining advanced analytics with real-time operational data in desalination plants.

Energy efficiency gains

The platform delivered notable reductions in energy consumption, which directly lowered operating costs. AI models optimised operating pressure, reducing energy demand without compromising output quality. Demand forecasting tools allowed scheduling that aligned

with lower electricity tariffs. Predictive maintenance reduced unplanned downtime, extending membrane life and ensuring efficiency remained consistent.

Strengthened cybersecurity

The system significantly enhanced cybersecurity. Machine learning models continuously scanned for abnormal behaviour that could indicate cyber intrusions. Network segmentation isolated critical systems, limiting exposure. Automated response protocols further reduced vulnerability by neutralising threats in real time, often without requiring operator intervention.

Smarter decision making

The platform transformed decision-making into a data-driven process. Operators gained comprehensive visibility over plant performance through unified dashboards. Scenario simulation tools enabled informed “what-if” analysis, minimising risks associated with operational decisions. Moreover, the platform served as a living repository of institutional knowl-

edge, ensuring that expertise and lessons learned remain available for future use.

Broader implications for the desalination industry

The project represents a significant shift in the management of desalination plants, moving them from reactive operations to proactive, intelligent systems. This transformation not only improves current performance but also establishes a model for how desalination facilities can evolve in the coming years, with greater capacity to anticipate challenges and adapt to changing conditions.

Another important outcome is the solution’s scalability and replicability. Thanks to its modular architecture and the use of open standards, the platform can be adapted to desalination plants of different sizes and complexities, from small municipal systems to large industrial facilities. This flexibility positions Tedagua to extend the benefits of the project across its global portfolio, offering a solution that can be tailored to diverse operational contexts.

At the same time, several factors must be considered for successful adoption. Digital transformation requires a structured approach to change management, including training and support for plant operators. While the investment in infrastructure and development is significant at the outset, the long-term savings and improvements in resilience make the case compelling. Equally important is ensuring compatibility with existing systems, such as SCADA and CMMS, to minimise disruption during the transition to this new way of operating.

Conclusions and future directions

The Digital Twin Platform for Desalination Plants demonstrates that advanced AI and digital twin technologies can radically enhance the efficiency, resilience, and security of desalination facilities. Looking ahead, Tedagua will expand AI capabilities to integrate external variables such as supply chains, energy markets, and waste management. The integration of renewable energy sources into plant operations is also a priority, aligning desalination processes with sustainability goals.

By combining operational efficiency with environmental responsibility and cybersecurity, Tedagua has established a new benchmark for intelligent water management. This project not only addresses current challenges but also lays the foundation for future advances in the desalination industry, positioning Tedagua at the forefront of digital innovation.

The

“HMS provides a complete and global approach to industrial connectivity in the water sector”

XAVIER CARDEÑA - MARKET MANAGER AT HMS NETWORKS

HMS Networks is a global leader in industrial connectivity and communication technology, helping industries bridge the gap between operational technology and digital innovation. In the water and wastewater sector, where efficiency, resilience, and sustainability are pressing priorities, digitalisation is unlocking new ways to optimise operations and reduce risks

The water sector is at a pivotal moment. As utilities and industrial operators face rising pressures from ageing infrastructure, tighter regulations on climate change, and workforce challenges, digitalisation is emerging as both a necessity and an opportunity. But while the potential is clear, the journey toward fully connected, data-driven operations is often complex, slowed by interoperability hurdles, budget constraints, and cultural resistance.

To unpack these challenges and explore what’s next for smart water, we spoke with Xavier Cardeña, Market Manager at HMS Networks. Leading the company’s global water and wastewater strategy, Cardeña brings deep insight into how industrial connectivity and cybersecurity can unlock real value for operators. In this conversation, he shares his perspective on where the sector stands today, what separates digital pilots from scalable transformations, and how HMS Networks is helping customers move from monitoring to truly intelligent operations.

Please share a brief background and your current role as Market Manager at HMS Networks.

At HMS, our mission goes beyond simply selling products — we’re here to help solve real challenges for our customers.

That’s why we have a dedicated team that takes the time to truly understand their needs and figure out how our solutions can make a difference in practice.

Water and Wastewater is one of our five key strategic focus areas, and it’s the vertical I lead as Market Manager. It’s a sector where the right connectivity and digital tools can have a huge impact, and we’re fully committed to supporting operators and utilities on that journey.

HMS Networks is a leader in connectivity and industrial communication. In water and wastewater, what makes your approach to digitalisation distinctive, and how does it translate into measurable value for utilities and industrial operators?

Industrial connectivity is one of the biggest challenges for water and wastewater utilities. Plants often operate with control systems and equipment from multiple suppliers, which can easily create vendor lock-in due to poor interoperability, limited communication between devices, or even legacy systems that make extracting data difficult. On top of that, IT/OT integration requires gathering information from a wide range of sources — sensors, PLCs, drives, analysers — and connecting them securely to cloud platforms.

At HMS, we make this complexity manageable. Our Red Lion protocol converters allow pumps, sensors, analysers, PLCs, and drives to communicate seamlessly — either directly with each other, through a PLC or SCADA system using OPC UA, DNP3 or others, or by integrating with cloud platforms. In parallel, our Ewon Flexy acts as an intelligent IoT gateway. It collects and manages data from all of these devices simultaneously, storing it locally so that nothing is lost even if the internet connection drops.

The Ewon Flexy also makes secure remote access possible through our popular Talk2M service. This means operators and engineers can monitor and control PLCs from anywhere, responding to issues quickly and making necessary adjustments without the need to be physically present at the plant. The result is greater efficiency, faster troubleshooting, and fewer on-site visits — which not only saves time and resources but also reduces risks for staff who might otherwise need to enter hazardous areas.

In short, HMS provides a complete, global approach to industrial connectivity in the water sector. Customers gain the advantage of working with a single trusted partner, supported by our offices in more than 20 countries and a worldwide distributor network.

Z Cristina Novo

"Customers gain the advantage of working with a single trusted partner, supported by our offices in more than twenty countries"

Digitalisation is advancing at uneven speeds across the sector. From your vantage point, where is water today in terms of maturity, and what trends are accelerating momentum?

In November 2024, we launched a survey among companies in the water sector to assess their maturity level in smart water. The results showed that only 26% were already using operational information in a digital format. It’s evident that the public sector is still lagging behind in maturity — most likely because budgets are limited and tend to be allocated to other short-term priorities.

"By leveraging digitalisation, utilities can reach a global network of experts who can fine-tune and optimise processes remotely"

To help bridge this gap, initiatives have been created. For example, the EU’s Recovery and Resilience Facility (RRF) has earmarked around €27 billion for water-related projects under cohesion policy. In the UK, AMP8, regulated by Ofwat, highlights investment in digitalisation and smart monitoring as key priorities. On the industrial side, the return on investment from digitalisation is much

"In industry, the return on investment from digitalisation is clearer, which is why companies generally show a more advanced level of maturity"

clearer. That’s why companies in this space generally show a much more advanced level of maturity

Many organisations run promising pilots but struggle to scale. In your experience, what separates those stuck in “pilot purgatory” from those achieving enterprise-wide transformation?

I always recommend starting with the “why”. Any digitalisation project needs a solid business rationale and the backing of top management. A clear business plan with defined ROI should come first — before jumping into technical solutions.

Too often, I’ve seen projects kick off with a pilot that looks promising but then gets stuck for months. At that point, it’s no longer a pilot — it becomes a nightmare. The project manager feels pressure from both management and the team, usually because goals and timelines weren’t realistic or properly defined.

A better approach is to start small with pilots that fit a limited budget, can quickly demonstrate success, and are designed to scale later. This is particularly important in the public water sector, where the real benefits of digitalisation often play out over the long term, while short-term priorities usually take precedence.

to collect data from three pumps, but a completely different challenge to manage data from 300.

"I always recommend starting with the “why”; any digitalisation project needs a solid business rationale and the backing of top management"

To minimise risk, it’s wise to rely on standard market products and solutions. That way, you can leverage lessons learned by others, while ensuring that the solution is both scalable and future-proof. For example, if your pilot involves collecting data from three pump stations with Siemens PLCs, make sure the devices you use can also support other PLC protocols. Otherwise, scaling up to a full deployment may be difficult or costly. The same goes for software capabilities — it’s one thing

Scalability also has to make sense economically. The solution must be easy to use, simple to deploy, and cost-effective to scale. When those conditions are met, digitalisation moves from a risky experiment to a sustainable strategy.

Beyond monitoring, how can operators move toward real-time orchestration of operations — and can you share an example where digital tools created new business value that wasn’t possible before?

One of the biggest challenges today is the limited availability of process experts — you simply can’t have them everywhere all the time. By leveraging digital-

isation, utilities can reach a global network of experts who can fine-tune and optimise processes remotely. Thanks to contextualised dashboards and advanced analytics tools, it’s not only about monitoring, but about receiving actionable recommendations by experts.

Modern analytics platforms go even further. As an example, the Hubgrade Performance from Veolia Water builds a digital twin of the plant, using predictive analytics and real-time data to suggest optimised setpoints directly to the PLC and even machine learning and AI to continuously improve operations autonomously. At the same time, it provides valuable insights for operators, process engineers, and management to improve decision-making and overall performance.

For engineering firms, this also opens the door to entirely new business models. With the support of their data scientists, they can deliver ongoing optimisation services throughout the entire lifecycle of a plant, not just during commissioning. And in small or medium-sized plants, the model makes even

more sense — you don’t need a full-time process expert on site; sometimes just a few hours of remote expert support per week is enough.

We’re already seeing success stories in the industry. Companies like Veolia, with their Hubgrade platform, or Skion Water, with OpsCTRL, are proving how digitalisation can be turned into valuable service offerings.

HMS provides connectivity, remote access and cybersecurity across the water value chain. Where do you see the strongest growth opportunities — and how do you demonstrate clear ROI to decision-makers to capture them?

Digitalisation is a tool to improve the process, creating value, solving real problems, and minimising risks. In water operations, there are plenty of areas where it can make a real difference.

Take maintenance, for example. Do you really want to send someone all the way out to a remote site just to adjust a setpoint because the system triggered a handful of unnecessary alarms? Wouldn’t it be far better to predict issues before they happen and act proactively?

Or look at energy management. Imagine a pump that automatically adjusts its performance to match system demand, or aeration blowers that optimise energy use on their own.

And the truth is, all of this is already possible. You need hardware to collect the

"Scalability has to make sense economically, and the solution must be easy to use, simple to deploy, and cost-effective to scale"

data, communication channels to move it securely, and software platforms that can analyse the information and turn it into action. Add to that the ability for experts to connect remotely — analysing the data, fine-tuning parameters, and making informed recommendations — and suddenly plants can improve performance without needing to send someone on-site every time.

Vendor lock-in is a growing concern. What hard questions should water managers ask suppliers to ensure longterm data control, interoperability and architectural flexibility?

Communication devices should support standard IT/OT protocols such as MQTT and OPC UA. They also need to integrate seamlessly with field devices, which means supporting common PLC protocols as well as DA and I/O processing capabilities, or telemetry protocols such as DNP3 for remote wireless networks

Edge computing capabilities are essential, and the chosen devices should come from vendors with a strong market presence and global coverage to ensure longterm reliability and support.

Ease of use is also critical. Devices should be straightforward to configure — without relying on complex or highly customised scripting — and must allow for remote reconfiguration and upgrades to simplify maintenance and scalability.

With rules like NIS2 raising the bar, how can managers turn security from a compliance obligation into a strategic advantage that builds trust with regulators, customers and stakeholders?

The real strategic advantage for companies comes from digitalisation and the use of data to improve processes and cut operating costs. But with digitalisation — and the inevitable integration of IT and OT — new risks also appear. That’s where compliance with regulations like NIS2 plays a key role, helping to build trust among all stakeholders.

In the water sector, which is becoming increasingly vulnerable to cyberattacks, this legislation can actually be an opportunity. It can help address long-standing challenges such as limited security budgets, a shortage of specialised staff, and the need for more advanced technical defences to effectively counter cyber threats.

Culture change is often the hardest part. What’s one practical way you’ve seen operational teams shift from scepticism to advocacy for digital tools that deliver results?

"Companies like Veolia, with Hubgrade, or Skion Water, with OpsCTRL, are proving digitalisation can be turned into

In many digitalisation projects, the technology isn’t the hardest part — the culture change is. And that’s often underestimated by management. Resistance to change is real, especially in water operations where operators and technicians have been doing things the same way for years.

What I’ve learned is that the best way to overcome that resistance is to deliver small, tangible wins that solve everyday frustrations. Take remote monitoring of pump stations as an example. At first, many operators pushed back, worried it would make their work more complicat-

ed. But once they saw they didn’t have to spend two hours driving out to the middle of nowhere just to check a false alarm, the value became obvious. That one simple change flipped attitudes — suddenly, sceptical people became advocates.

That’s why I always recommend starting with focused pilots instead of rolling out a big, complex platform all at once. A targeted use case, like remote monitoring in rural areas, shows immediate results: less time wasted on unnecessary site visits, faster troubleshooting, and more time to focus on real problems. Once operators

experience those benefits firsthand, the conversation naturally shifts from “Do we really need this?” to “Where else can we apply it?”

The technology is already there. The real challenge is helping teams shift their mindset — for example, moving from paper logbooks to using a simple app for data entry. It’s a change in habits, not just in tools. But when people see how these small changes make their jobs easier, acceptance grows, and digitalisation stops feeling like a threat and starts feeling like an opportunity.

Looking to 2035, what will surprise today’s water leaders most about fully digitalised operations — and what should they be doing now to stay ahead?

New and emerging technologies will play a central role in shaping the future of water and wastewater. They’re creating opportunities that will transform how plants and businesses are managed. But with these opportunities also come new challenges — different technologies to evaluate, new risks to manage, and evolving regulations to comply with.

From my experience, I’ve never seen a single company — no matter how large — able to cover everything on its own. That’s why we’re already seeing mergers and acquisitions by major players, as they look to strengthen their portfolios with digital tools. More often, though, what we’re likely to see is a growing reliance on partnerships between companies with complementary expertise.

This is exactly where HMS Networks fits in. We’re a trusted partner in one of the most critical areas for successful digitalisation: industrial connectivity and cybersecurity. These are highly specialised fields that require deep expertise, and they’re at the heart of enabling smart water operations. It’s no surprise that more and more companies in the water and wastewater industry are turning to us — not just as a supplier, but as a partner to support their digital transformation journey.

Smart metering has become a cornerstone of Thames Water’s strategy to tackle leakage, improve efficiency, and empower customers to take control of their water use. Over the past decade, the utility has installed more than 1.2 million smart meters — making it one of the largest and most ambitious programmes of its kind in the UK. With a new rollout underway in the Thames Valley and the adoption of cutting-edge NB-IoT technology, the company is entering its next phase of transformation.

To discuss this journey and what lies ahead, we sat down with Mark Cooper, Head of Smart Metering at Thames Water, who shares insights into Thames Water’s roadmap, the challenges and opportunities of large-scale smart meter deployment, and the lessons other utilities can draw from their experience.

Please tell us briefly about your background and your current professional role.

My career spans the water and telecommunications sectors, holding a range of roles, including civil engineering, telecommunications engineering, and program management.

In my current position as Head of Smart Metering and Demand Reduction at Thames Water, I lead all metering programmes—covering both residential and non-household customers.

I’m also responsible for customer-side leakage repair activities and driving demand reduction initiatives. It’s a role that blends technical oversight with stakeholder engagement, and I’m proud of the measurable impact we’ve had on water efficiency and customer satisfaction.

Thames Water plans to reach 1 million more homes with smart meters by 2030 and 3 million by 2035. What’s

MARK COOPER HEAD OF SMART METERING AT THAMES WATER

“We’re committed to maximising the value of the technology we’ve developed at Thames Water”

Thames Water has installed over 1.2 million smart meters, one of the UK’s largest programmes to cut leakage and boost efficiency. With a new rollout in the Thames Valley using NB-IoT technology, the utility is entering its next phase. Mark Cooper, Head of Smart Metering and Demand Reduction, shares the lessons learned and the roadmap ahead.

your roadmap for achieving this, and what benefits will it bring for both the utility and its customers?

It is important to highlight that working with our installation partner, M Group, we’ve deployed approximately 1.2 million smart meters, with the majority concentrated in London, over the past decade. This long-standing programme has provided us with deep operational experience and valuable customer insights.

Following recent procurement activity, we’re now starting the build-out of our Thames Valley smart metering programme, which will be delivered over the next five years. This marks a significant expansion of our metering footprint beyond London.

One of the key benefits of expanding into Thames Valley is the opportunity to gain comparative insights into water usage across different property types and demographics. We anticipate notable differences in consumption patterns between London and Thames Valley, which will inform future planning and customer engagement strategies.

The Thames Valley rollout will bring a range of further benefits already realised in London, including improved visibility

Z Olivia Tempest

of consumption versus leakage, enhanced targeting of mains replacement, and empowering customers to better understand and manage their water usage.

As we continue to roll out our smart meter installation programme, we also expect to unlock new billing models — such as more accurate and frequent billing, monthly consumption-based billing, and potentially time-of-use or rising block tariffs to help manage network demand.

Rolling out smart meters at this scale brings technical complexity. What have been the main challenges in terms of integration, connectivity, and longterm performance, and how have you addressed them?

For the past 10 years, we’ve partnered with Arqiva primarily in London, using FlexNet radio technology supported by 119 masts. As technology has evolved, we’ve undertaken a new procurement process for Thames Valley and are now partnering with Vodafone, Honeywell, and Sensus to deploy Narrowband-Internet of Things (NB-IoT) — a new technology for us that offers significant advantages. It is a low-power wide-area (LPWA) cellular technology standard designed for connecting a massive number of low-power, low-throughput devices over long distances, such as smart meters.

Importantly, this does not replace Arqiva; the NB-IoT network coverage will complement our existing infrastructure,

enhancing flexibility and coverage. A major advantage of adopting NB-IoT is the ability to leverage Vodafone’s existing network infrastructure. This has enabled us to achieve 96% coverage across Thames Valley almost overnight — a truly game-changing development in terms of deployment speed and scalability.

Your use of Vodafone’s NB-IoT network is a first at this scale. What advantages does it offer over traditional networks, and how have you handled challenges like signal coverage or battery life?

We are in the early stages of deployment, and we’re currently focusing on integrating supplier head-end systems with our meter data management platform. So far, the connectivity between meters and supplier head-end systems has exceeded our expectations during initial deployment. We’ve also successfully stress-tested the system in areas with low signal availability.

To date, we’ve deployed approximately 30,000 smart meters using the new technology. We anticipate scaling this up by 10,000 to 15,000 meters per month over the next three months.

"It is important to highlight that working with our installation partner, M Group, we’ve deployed approximately 1.2 million smart meters"

One key advantage of our extensive NB-IoT network coverage is the ability to take a more agile approach to installation. This allows us to rapidly target areas

"A key benefit of expanding into Thames Valley is the opportunity to gain comparative insights into water usage across different demographics"

with short lead times — such as being able to deploy installations to the areas of our network which is affected by our current Temporary Use Ban.

Smart meters have already helped detect over 84,000 customer-side leaks and support better water-use decisions — how will expanding the program both drive leakage reduction by 2050 and engage customers to act on the data through tools, alerts, or support?

Always-on visibility and empowering customers: the broader deployment and increased coverage of smart meters will enable us to detect existing leaks for timely repair, while also providing continuous monitoring across the Thames Water estate.

This “always-on” visibility means we can identify customer-side leaks more quickly, leading to faster interventions and a reduction in water lost through leakage.

In addition, making smart meter data available to customers empowers them to take control of their water usage. They can see in near real time the impact of

"The Thames Valley rollout will bring further benefits already realised in London, including improved visibility of consumption versus leakage" INTERVIEW

issues like a leaky toilet or dripping tap on their consumption and bills, which encourages self-fixing and more mindful water use.

Accurate consumption vs. leakage tracking is vital: From our experience in London, we’ve seen a measurable reduction in leakage as smart meter deployment has increased. The data we gather through smart meters helps us distinguish between genuine consumption — both household and non-household — and leakage, allowing us to better understand and reduce the water we contribute to annual leakage figures.

Smart meters also support our water efficiency initiatives: by understanding consumption at the property level, we can better target support, such as our Smarter Home Visits, which help customers reduce their usage.

Customers can access their consumption data through our online account management system. However, we’re running a programme to enhance our digital offering to help support water efficiency — including maximising the

capabilities of our website, and providing customer-facing digital toolkits — to help customers reduce their water demand. This is achieved through a series of behavioural nudges and additional incentives designed to encourage more sustainable water use. We also partner with GreenRedeem to encourage customers to use less water.

How does Thames Water’s smart metering program compare with international efforts? Are there global utilities you look to, or that look to you, and how do you share insights across borders?

Since the programme began, we’ve been recognised globally as a leader in the industry.

We’ve hosted numerous visits from international water companies, including those from Chile, Argentina, Australia, Belgium, Singapore and most recently Sabesp from São Paulo, Brazil. Interestingly, Sabesp is planning to deploy 4 million smart meters, and we were delighted to see that since their visit to

Thames Water, they have recently signed the largest IoT contract in the world to support their smart water meter rollout to all properties in São Paulo and São José dos Campos.

Ahead of selecting NB-IoT as our complementary technology provider, we engaged with water companies in Australia and Spain — both of which are ahead of us in trialling and deploying NB-IoT. Their insights have been invaluable in shaping our approach.

What future technologies or business models, such as predictive maintenance, home integration, or metering-as-a-service, are you exploring to further improve water management?

With over a decade of experience deploying and operating our smart meter network, we’ve significantly matured our operational capabilities. Our focus over the next five years is to achieve representative and equitable smart meter penetration across our operating area, ensuring all customers benefit from the technology.

We’re committed to maximising the value of the technology we’ve developed at Thames Water. This includes maintaining meter operability, which is essential for meeting new performance commitments introduced by Ofwat, in line with the proposed expansion of smart metering across the UK during this AMP.

We’re closely observing emerging models in the industry, such as metering-as-a-service and Data as a Service, which several companies are adopting as they begin their smart meter journeys. As these programmes mature, we’ll assess their benefits to inform our future strategy.

What are the biggest lessons Thames Water has learned from its smart metering journey, and what advice would you offer to other utilities planning similar transformations?

Two lessons stand out from our smart meter journey:

Strong partnerships are vital to the successful rollout and long-term operation of smart meters. Collaboration

across suppliers, technology providers, and internal teams ensures resilience and efficiency throughout the programme. Broad telecoms network coverage enables a more flexible and targeted deployment strategy. This allows us to unlock benefits earlier in the rollout — especially in priority areas where smart meters can have the greatest impact.

I’m especially looking forward to November, when we’ll celebrate the 10-year anniversary of our first smart meter installation.

This milestone marks a decade of innovation and progress, and we plan to celebrate and reflect on the significant benefits smart meters have delivered for both our customers and the environment.

"For the past 10 years, we’ve partnered with Arqiva primarily in London, using FlexNet radio technology supported by 119 masts"

CHRISTINE OW MANAGEMENT CONSULTANT, ARCADIS U.S.

OPINION

The water industry embraces change with cautious optimism

The future of water is digital, and it is here. Amidst the noise of the latest new tools for the industry, some key trends stand out.

Smart meters as a multifaceted solution. Meters are essential to utilities. Smart meters, when implemented properly and integrated into business processes, can and have proven to offer significant benefits to utility operations.

In recent years, we have seen a big smart metering push— particularly Advanced Metering Infrastructure (AMI)—in countries like the U.K., Spain, and Italy to monitor water consumption with more granularity and reap other benefits such as leak detection.

Beyond billing, AMI has the potential to be a broader data management platform. Arcadis recently completed a comprehensive study with 15 North American water agencies as a part of a Water Research Foundation project to detail these possibilities. During the project, utilities expressed interest in common applications like leak detection and nonrevenue water management. Beyond that, there were also blue sky discussions about integrating AMI with SCADA for water quality and conservation management, and integration with operational data to create a digital twin.

Navigating the promises of artificial intelligence. AI is the topic du jour in all corners of the economy and our lives. The U.S. is the latest country to launch a national AI strategy to stay on the cutting edge of AI development, while the private sector simultaneously innovates at a breakneck pace. Water utilities have been relatively slow to buy into the hype. According to the latest American Water Works Association (AWWA) 2025 State of the Water Industry report, AI and machine learning ranked 7th out of 9 innovations of interest.

There is hesitation, but at the same time, there is also curiosity. Utilities generate an immense amount of data that is a prime opportunity to implement AI for high levels of data analysis and insight. DC Water in the U.S., for example, has been a leading risk taker, experimenting and piloting AI applications.

Adopting AI won’t be easy. It requires cleaning and organising data, establishing strict protocols around transparency and governance, and retraining staff. But it will be worthwhile. AI

is here to stay, and utilities that fail to explore its potential risk falling behind.

More vulnerabilities, more security. A big part of digitalisation is building an ecosystem. But with more connected devices, the number of entry points and vulnerabilities for exploitation also increases. Current geopolitical tensions have led to a significant rise in malicious activity targeting water utilities. These attacks range from small rural utilities to large corporations like American Water. In February 2025, U.K. water supplier Southern Water reported spending £4.5 million recovering from a ransomware attack, covering expenses for cybersecurity experts and dark web monitoring.

Complacency can be lethal, and leaders recognise that. According to the AWWA 2025 State of the Water Industry report,

"Utilities

generate an immense amount of data that is a prime opportunity to implement AI for high levels of data analysis and insight"

cybersecurity has climbed to 8th place from 10th in 2024 and 2023 in terms of the top issues facing the water sector.

Utilities are going to have to start investing more directly in cybersecurity. At the same time, vendors must not only secure their products at launch but also be able to adapt to evolving threats. On the regulation side, the EU has been proactive with new regulations on cybersecurity requirements for utilities and vendors; other countries like Australia are passing similar laws. In contrast, the U.S. has been slow to implement relevant legislation.

It is an exciting time to be in the water industry with the immense amount of innovation happening every day. While the industry remains risk-averse, it is evident that it is taking steps to embrace new solutions.

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WHY PLUGGING LEAKS IS THE KEY TO SECURING CLEAN WATER ACROSS EUROPE: A MODEL FOR WATER SECURITY

Water scarcity is reshaping Europe, even in traditionally rainy countries like Ireland and France. Ageing infrastructure, shifting climate patterns, and growing demand are putting pressure on utilities to secure reliable drinking water supplies. In cities like Dublin and Paris, where legacy networks struggle to cope, utilities are now turning to AI-powered sensor technology to detect leaks with precision and protect water sources in an increasingly uncertain climate.

More than 40% of Europe is suffering from some form of water scarcity, according to the latest update from the European Drought Observatory. Even traditionally water-abundant countries like Ireland and France are facing challenges. Dublin, for example, relies on the Liffey River for most of its drinking water, but more than 30% is lost before it reaches customer taps. Meanwhile, the OECD predicts that the Paris region is at increasing risk of drought following water restrictions in 2018 and record supply deficits in 2022.

Now, European utilities, including Uisce Éireann (Ireland's national utility) and SEDIF (France's largest public

“We

take care of both assets in water distribution: we detect leaks and assess the structural condition of the pipes as well” — Marcos Barrera

water service), are turning to innovative AI-driven technology to help them tackle the problem of leakage in water supply networks.

Drought conditions are increasing in Europe

A recent update from the EU's European Drought Observatory found that between 11 and 20 May (2025), more than 41% of Europe found itself in some form of drought condition. These drought conditions now extend beyond traditional hotspots to countries and regions historically considered water-secure, such as Poland, Ukraine, France, and Germany. This shift demonstrates how climate change is reshaping water availability across the continent.

Ireland: a wet but water-scarce land

While Ireland is not currently experiencing drought conditions – though a recent dry spell saw it placed on the warning list by the European Drought Observatory – it is suffering from water scarcity, which means that supply is

“This partnership enables smarter, data-driven decisions that help us invest in the right infrastructure at the right time” — Delphine Alrivie

struggling to keep up with demand. Ireland faces water scarcity due to changing rainfall patterns – more winter rain and less summer rain – combined with geographic challenges where most rain falls on the west coast while demand centres on the drier east. In early May, Uisce Éireann issued its earliest-ever water conservation orders.

With the capital city located on the drier eastern seaboard and with more than a quarter of the country’s total population living there, water demand is extremely high. As much as 80% of the city’s drinking water supply is extracted from the Liffey, a figure that increases when looking at the Greater Dublin area. This reliance on the Liffey exposes the entire Dublin region to vulnera-

bilities caused by drought or pollution events. “At 132 km long, it's probably one of the most important rivers in the country from a water supply perspective,” says Alan Milton, head of water network management at Uisce Éireann. “And it supplies drinking water to two million people in the greater Dublin area, along with a host of industries.” Five times more water is taken from the Liffey than from any other river in Ireland. “It's a really important river to us and it's something we have to do our best to save, to maintain a sustainable water supply to the greater Dublin area,” added Milton.

Nautilus: detecting and diagnosing simultaneously Uisce Éireann predicts that by 2044, the Greater Dublin Area will require 34% more water than is currently available, due to factors such as economic growth, population growth, and the impact of climate change. Ireland’s major cities, including Dublin and Cork, rely heavily on 19th-century infrastructure for delivering drinking water. Every day across Ireland, more than 30% of all treated water is lost before it reaches customers' taps because of leaking pipes. In a water-abundant country, this volume of water lost to leaks would be a problem; in a water-scarce country, it becomes a huge issue. However, identifying that there has been a leak or that there is a current leak is difficult, and that is before trying to locate the leak to try and fix it.

With thousands of kilometres of ageing pipes, often in hard-to-access or remote locations, leak location is challenging and expensive work. Having already made significant reductions, Uisce Éireann found the challenge was becoming tougher. “We're finding now, once we've gotten to that 30-33%, it gets harder to get further,” begins Milton. “It's the old saying, ‘what got you here won't get you there’. So, we knew

Aganova specialists work with SEDIF engineers on leak detection project.

we needed to do something a little bit different.” With increasing demand and greater exposure to vulnerability, Uisce Éireann has already begun work on a project that is addressing water lost through leakage.

Gearing up for the war on leakage

To address the challenge of going “further”, Uisce Éireann started “horizon scanning” for suitable partners and technologies. One of its latest collaborations is a replenish project with the Spanish water-tech company Aganova, as part of a wider partnership with Suez and Microsoft – the project complements Microsoft’s global target to become water positive by 2030.

The water network in the Greater Dublin area comprises approximately 10,000 km of water mains, of which 2,500 are trunk mains. For the project, a decision was made to look only at the trunk main areas with the highest levels of leakage. “We have ambitious targets to get down to 20% lost in the greater Dublin area. and 25% nationally by 2030,” Milton states. “We've got to do something a little bit different and embrace new technologies, like AI, to help us in that journey and with the ‘war on leakage’ as we call it.”

Replenishment in the Greater Dublin area

“We have significant leakage targets and Aganova and Suez have the technologies, and it felt just a real perfect fit for all of us to come together to work on what amounts to a replenishment project in the Greater Dublin area,” adds Milton. Uisce

“The Liffey is one of Ireland’s most critical water sources, and we have a duty to protect it and secure future supply” — Alan Milton

Éireann currently takes 600 million litres of water from the Liffey to service the needs of the greater Dublin area. If the amount of water that's escaping from the network is reduced, it means less water will need to be taken from the Liffey.

Uisce Éireann is using Aganova’s Nautilus system to detect leaks and provide condition assessments of the trunk mains. Milton and Uisce Éireann were already familiar with similar technology. “In this project, Aganova is focused exclusively on large diameter pipes,” explains Marcos Barrera, Chief Operating Officer at Aganova. “Assessing the condition of such big pipes was challenging in the past from a technology standpoint. So new technologies have been developed to allow these types of studies and surveys, which is also allowing our project partners to tackle water leaks on Dublin’s large-diameter pipes.”

Barrera adds: “The approach is unique because our technology is allowing us to recover water through leak detection and repair, but at the same time, we are leveraging the information we get from the inside of the pipe to provide information about the condition of the pipe. This proactive maintenance condition assessment can save millions in decision-making related to maintenance and pipe-related investments.”

The challenges in Dublin highlight a broader European trend: legacy infrastructure is no longer enough to meet 21st-century water demands. That’s why advanced, sensor-based diagnostics are gaining momentum.

Paris: A parallel challenge

The challenges facing Dublin are mirrored across Europe. In Paris, the region faces increasing drought risk following water restrictions in 2018 and record supply deficits in 2022, according to OECD predictions. SEDIF, France's largest public water utility, manages 8,000 km of network infrastructure serv-

ing 4.8 million users across seven departments in the region.

Although the Paris region has lower leakage rates than global averages, reducing water loss remains critical for tackling increasing water stress. Many of the region's feeder pipes were installed between 1960 and 1990, and until recently, there has been little data available on their condition.

Using AI to address water loss in Paris

In June 2025, SEDIF awarded Aganova a five-year contract to inspect the network using its Nautilus technology, which

Luisa Gallardo, Aganova Global Operations Manager, holding the Nautilus intelligent sphere that will inspect SEDIF's trunk main network. Credit: Maxime Morin, SEDIF.

scored highest during a rigorous evaluation where technical performance counted for 70% of the decision, beating multiple international competitors.

The contract will focus on approximately 800 km of critical large-diameter feeder pipes (>300 mm diameter) that transport water to major distribution points, with Aganova's superior diagnostic capabilities providing precise condition data to prioritise infrastructure investments. "This partnership with Aganova represents our continued investment in cutting-edge diagnostic technology that enables us

to optimise our network management and make data-driven investment decisions," said Delphine Alrivie, Network Asset Management Project Manager at SEDIF.

Marcos Barrera says: “This is a significant milestone for Aganova. We are pleased to be working with SEDIF, France’s largest public water service and one of the largest in Europe. The scale of this infrastructure assessment showcases our technology's ability to provide the precise condition data that utilities need to make informed investment decisions and prevent costly failures.”

Real-time detection of leaks and condition assessment

Capable of travelling up to 35 km along large pipes each day, the Nautilus is a spherical device the size of a large orange equipped with acoustic sensors. It utilises AI-driven analysis that provides precise detection of leaks, accurate to under one metre. It also provides flow rate measurements to determine the severity of the leak and pressure profiling, and highlights early warning signs of corrosion and cracks.

Marcos Barrera explains why their approach is unique: “In water distribution, there are two assets, one is water, the other is the pipe. We take care of them both; we detect leaks and we assess the condition of the pipes as well.” By tracking leak formation and pinpointing where the leak has occurred, and by offering an effective assessment of trunk main conditions to predict where a leak is likely to occur, utility engineers can ensure a speedy and proactive response with minimal disruption. Beyond operational benefits, reducing the volume of water lost to leaks will help combat water scarcity issues both in the present and in the future. And while leak detection is only part of the solution to Europe’s ongoing water security, it helps to build resilience in the current system while stabilising supply for communities and industry.

As utilities across Europe face mounting pressure from climate change and ageing infrastructure, innovative technologies like Aganova’s AI-driven leak detection offer a pathway to more sustainable water management and improved resilience for millions of users.

“What got you here won’t get you there — we knew we had to try something new to keep improving and reducing leakage further” — Alan Milton

Aganova's Nautilus system being deployed to detect leaks in water infrastructure with precision accuracy.

SEDIF crew launches AI-powered leak detection system as part of five-year contract to inspect 800 km of critical water infrastructure.

RICHARD WARNEFORD

WASTEWATER DIRECTOR, NORTHUMBRIAN WATER

"Ultimately, this is about rebuilding trust — if technology helps us achieve that, then it’s something to be embraced"

Through the Smart Skies, Healthy Waters project, Northumbrian Water is exploring how drones, mobile laboratories, and advanced modelling can transform environmental monitoring. Wastewater Director Richard Warneford shares his vision for a smarter, more adaptive future and what it means for trust in the sector.

Richard Warneford has spent his entire career in the water sector, rising to become Wastewater Director at Northumbrian Water, where he now leads a team of more than 600 people. Passionate about operations, innovation, and the people he works with, Warneford has become a driving force behind projects that push the boundaries of how water companies monitor and protect the environment. One such initiative is Smart Skies, Healthy Waters, an ambitious project that combines drone technology, mobile laboratories, and advanced modelling to transform how water quality is monitored in near real-time. In this

"To meet goals for nearreal-time water quality monitoring, we needed to do things differently; that’s how Smart Skies, Healthy Waters was born"

interview with Smart Water Magazine, Richard discusses the origins of the project, its technical challenges, regulatory hurdles, and collaborative partnerships — and shares his wider vision for how data and innovation can reshape wastewater and environmental management for the future.

Could you share a little about your professional background and what motivates you as Wastewater Director at Northumbrian Water?

I’ve really been in the water sector all my life — “man and boy,” as I like to put it. I started straight from school, spent a few years working before going to university to study civil engineering, and I’m now a chartered civil engineer by background.

While I’ve got that technical foundation, I’ve always been much more interested in the operational side of the business than in design or construction alone. I like to see things working in practice, to get involved with operations, and to solve problems in real-time.

Leadership is also central to what I do. I work with some incredible people —

more than 600 across wastewater operations — and they are passionate about protecting the environment and serving customers. That motivates me every day.

There’s often negative press about water companies, but the colleagues I work with really care about the same things the public cares about: the health of our rivers, the quality of our coasts, and the communities we serve. That’s why I feel so strongly about demonstrating what we can achieve when we innovate and work together.

What inspired the Smart Skies, Healthy Waters project, and how did it get started?

The starting point was really a necessity. Regulators have been setting increas-

Z Cristina Novo

ingly ambitious goals for near-real-time water quality monitoring. That’s easy to say, but very hard to do using traditional methods where someone drives to a site, dips a bottle in the water, and sends it to a lab.

We realised that if we were going to meet these goals, we needed to do things differently. That’s how Smart Skies, Healthy Waters was born — through the idea that drones could collect samples offshore and bring them back for rapid analysis.

Northumbrian Water has a strong culture of innovation. Every year we run our Innovation Festival, where thousands of people from across the sector — regulators, customers, NGOs, start-ups, global companies — come together in design sprints to tackle tough problems. The idea for this project emerged from one

of those sprints. Having all those voices in the room from the start meant we shaped a project that wasn’t just about what the utility wanted, but about what regulators, customers, and environmental groups needed too.

Could you give us an overview of Smart Skies, Healthy Waters — what it involves and what makes it different from traditional approaches to water quality monitoring?

At its heart, the project is about finding a faster, more flexible way of understanding water quality in real time. Traditionally, someone drives to a site, dips a bottle into the river or sea, and sends it off to a lab. It’s manual, it’s slow, and it only gives you information from a few fixed points close to the shoreline.

What Smart Skies, Healthy Waters does is take that process into the air. We’ve been trialling drones that can fly offshore, lower a container into the water, and bring samples back. The vision is that those drones dock at a mobile, containerised lab — what we call a “lab in a box” — where samples are analysed almost immediately, rather than days later.

Alongside that, we’re feeding the results into advanced modelling systems that tell us not just what the water quality is now, but how conditions are likely to evolve. Instead of relying on a limited set of data points, we’ll have a dynamic, near-real-time picture of what’s happening across our coastal waters.

That combination — drones, mobile labs, and modelling — is what makes it so different. It gives us agility, speed, and accuracy that we simply can’t achieve with traditional approaches.

What technical challenges have you faced with the project, and how are you addressing them?

Innovation always means hitting challenges, but I see those as opportunities. With drones, one of the first hurdles was simply how to collect a water sample offshore. Imagine a drone hovering in the wind, lowering a small bottle on a cable into the water — it sounds simple, but the reality is more complicated. We had to refine the technology to make it stable, lighter, and safe to operate. Connectivity was another issue: like mobile phones, one minute you have a strong signal, the next you don’t. We’ve solved this by building resilience into the system and using multiple networks.

The other big challenge is the “lab in a box”. Traditionally, samples go to fixed laboratories, but our vision is for containerised mobile labs where drones dock and deliver samples for analysis. That means shrinking down lab-grade analysis into portable equipment. We’ve already done initial trials with parameters such as dissolved oxygen, pH, temperature, turbidity, and ammonia.

The next step is to expand to multiple parameters, including elements of bacterial testing, and get results as close to real time as possible.

And of course, we have to deal with the weather. Some days, the drones just won’t fly safely. In those cases, manual sampling remains part of the toolkit. This isn’t about replacing people; it’s about adding new tools that make monitoring more dynamic and flexible.

Regulatory hurdles can be complex for long-distance drone operations. How is Smart Skies, Healthy Waters navigating them?

Yes, that’s been a big part of the work. Right now, drone regulations require line of sight, which means you need human spotters along the route. That’s not scalable in the long term, but rather than treat it as a barrier, we’ve worked closely with the Civil Aviation Authority to agree on flight corridors and demonstrate safety.

The reality is that technology and regulations will move quickly. Drones are advancing, equipment is getting lighter,

"The combination of drones, mobile labs, and modelling is what makes this project so different; it gives us agility, speed, and accuracy"

and confidence in safety standards is increasing. I genuinely believe that in the near future, drones will be as commonplace as mobile phones — and people will wonder how we ever managed without them.

The project also makes use of advanced modelling to understand what is happening in coastal waters. What role does this play, and what is the vision for this data-driven approach? We’ve carried out coastal modelling before, often in partnership with universities or consultants, to understand how plumes of water behave in certain conditions and how tides move material around. Those models are valuable, but they’ve always been limited by the data available to feed into them. Most of the time, we’ve only been able to take samples close to the shoreline, which doesn’t give the full picture of what’s happening further out at sea.

With this project, the difference is that drones will collect samples right in the middle of tidal flows and plumes, sometimes kilometres offshore. That gives us a completely new dataset — and when you feed that into the models, the accuracy improves dramatically.

The process is iterative. The model might suggest that we should sample in a particular location. The drones then collect the data, we analyse it, and feed the results back in. If the model was right, it reinforces the prediction; if not, it learns and adjusts for next time. Over time, that creates a much smarter, adaptive model of how our coastal waters behave.

The exciting part is that we’ll almost certainly uncover things we didn’t expect. By asking new questions and sampling in new places, we’ll generate insights that could change the way we think about water quality. So for me, modelling in this project isn’t just about predicting what’s happening, it’s about creating a dynamic system that constantly improves, and that will help us make

better decisions for the environment and for customers.

Could you tell us about the project partners and how you align such diverse expertise?

We’re fortunate to have a really strong set of partners. Makutu are the integrators, bringing together the IT and engineering elements. Skyports are the drone specialists. Newcastle University are helping with the modelling and analysis. And of course, Microsoft brings huge expertise in cloud computing and AI.

We also have other UK water companies involved — United Utilities, Southern Water, and South West Water — which is important for scalability. If it works here, they can adopt it too.

The way we align everyone is by being clear about values and outcomes. At Northumbrian Water, one of our values is “one team,” and that extends beyond our own staff to our partners. Everyone knows the vision is bigger than their own role, and that’s why it works.

What outcomes will tell you that Smart Skies, Healthy Waters has been successful?

There are the obvious measures, like fewer pollution incidents and improved bathing water quality. We already have 33 out of 35 bathing waters at excellent or good, so we’re starting from a strong position.

But for me, success is also about confidence and behaviour. Are more people using beaches and rivers? Are customers and regulators more confident in the information we provide? Does this approach get adopted more widely across the sector?

If, at the end of the project, this has become business as usual and regulators are saying, “Yes, this is how we should all be doing it,” that would be a huge success.

How will real-time monitoring and mobile labs affect your teams’ day-today work?

It will make us more dynamic. Instead of doing the same routines regardless of

conditions, we’ll be responding to what’s actually happening today. That’s better for the environment and for customers.

It’s also about people. Some worry that technology replaces jobs, but what we’re seeing is upskilling. Colleagues are learning new skills, taking on more fulfilling roles, and staying relevant as the industry evolves.

We’re already installing 390 new monitors in fixed locations that publish results within an hour. Adding drones and mobile labs on top of that will only strengthen our ability to make better, evidence-based decisions.

Northumbrian Water is also leading the River Deep, Mountain AI project. How does it connect with Smart Skies, Healthy Waters?

Yes, that’s another project we’re really excited about — and another one that won around £6 million of funding. The name comes from the song “River Deep, Mountain High,” but the focus is on pulling together a mountain of data about rivers.

It’s about integrating not just water quality information, but also data on agriculture, soil dynamics, land use —

"One big challenge is the 'lab in a box': our vision is for containerised mobile labs where drones dock and deliver samples for analysis"

everything that affects a catchment. The idea is to make investment decisions based on the whole system, not just one parameter.

The data from Smart Skies, Healthy Waters will feed directly into River Deep, Mountain AI. Together, they’ll give us a much more complete picture of river health and where investment will have the most impact.

Looking ahead, how do you see autonomous systems and AI shaping the future of wastewater and environmental management?

Historically, wastewater networks haven’t been as “smart” as water supply networks. That’s changing.

One example is our Smart Networks programme. The first step is what we call “turning the lights on” — putting monitors into the sewer network so we can see what’s happening. The second step is using AI and real-time weather data to predict flows and potential issues. The third is control: using valves to move flows around the network to prevent spills.

That’s the direction of travel — thinking of the system as a network or catch-

ment, not as isolated assets. With better information, we can make better real-time decisions and better long-term investment choices.

Ultimately, this is about rebuilding trust. The teams I work with care deeply about the environment because they live here too. If we can show that we’re using technology to protect rivers and coasts, we can rebuild confidence in the sector.

Northumbrian Water hasn’t had a serious pollution event in three years, and for me, that reflects not just the technology we’re introducing, but also the culture of care and responsibility among our people. People often underestimate how passionate our colleagues are, but we want a clean, healthy environment just as much as our customers do. If technology helps us achieve that, then it’s something to be embraced.

"If

we can show that we are using technology to protect rivers and coasts, we can rebuild confidence in the water sector"

SATISH TRIPATHI

MANAGING ENGINEER AT CITY OF HOUSTON

OPINION

Harnessing AI, digital twins, and dynamic master planning to modernise water systems

The water sector faces mounting pressures from climate change, population growth, ageing infrastructure, and regulatory demands. Traditional planning approaches, which rely on static models, infrequent updates, and reactive interventions, are increasingly inadequate. To build resilient and equitable systems, utilities must embrace artificial intelligence (AI), digital twins, and dynamic master planning.

Digital twins, digital replicas of physical systems, are becoming central to infrastructure management. Unlike static hydraulic or water quality models, digital twins are continuously updated with real-time data from SCADA, IoT sensors, and GIS. This integration allows utilities to simulate operations, forecast conditions, and evaluate “what-if” scenarios with speed and precision.

At Houston Water, digital twins are strengthened by AI models for water main failure prediction, using break history, pipe material, and soil data to prioritise replacement. Sensor network optimisation ensures pressure, flow, and water quality monitors are placed where they provide maximum system visibility. AI further aids in demand forecasting and water quality prediction, enabling proactive interventions. These capabilities transform digital twins from analytical models into decision-support engines.

Generative AI adds a new dimension by unlocking unstructured information — regulatory texts, engineering guidelines, customer complaints, and legacy reports. Houston Water’s WaterGPT provides a regulatory and planning assistant, enabling staff to query complex documents in natural language and receive context-aware responses.

Simultaneously, AI agents are automating workflows such as capital planning updates, compliance reviews, and dynamic master plan re-ranking. By reducing manual bottlenecks, these tools accelerate knowledge transfer, ensure consistency, and allow staff to focus on strategic planning.

The most transformative shift is dynamic master planning, an evolution from conventional capital improvement planning. Traditional master plans often become obsolete within a few years, failing to reflect updated demand, asset conditions, or climate projections. Dynamic master planning integrates

real-time data, AI forecasting, and digital twin simulations to generate adaptive strategies.

Houston Water has begun embedding this adaptive framework into its long-range planning. Projects can be revalidated as new information emerges, while holistic updates account for stressors such as source water changes, new regulatory directives, or emerging demand drivers like data centres and hydrogen energy projects. This living approach ensures flexibility, fiscal accountability, and long-term resilience.

The digital transition also raises equity concerns. AI systems often rely on customer feedback, but low-income or immigrant communities may underreport service issues compared to wealthier households. Without safeguards, such reporting asymmetries can bias investment decisions, diverting resources

"Dynamic master planning integrates real-time data, AI forecasting, and digital twin simulations to generate adaptive strategies"

from vulnerable populations. Embedding social equity metrics into AI and planning frameworks is therefore essential to ensure inclusive modernisation.

The convergence of AI, digital twins, and dynamic master planning is redefining utility operations. Together, these tools support proactive, adaptive, and transparent strategies that strengthen resilience while optimising resources. Crucially, they highlight the responsibility to ensure that innovation does not reinforce inequities.

Digital transformation is more than the adoption of new tools — it requires reimagining how infrastructure is planned, operated, and sustained. By embedding intelligence, adaptability, and equity at the core, the water sector can confront emerging challenges while safeguarding the world’s most essential resource.

DAVID KEMPISTY

VP OF TECHNOLOGY AND DIRECTOR OF EMERGING CONTAMINANTS, MONTROSE ENVIRONMENTAL GROUP

OPINION

How the EPA’s $30.7M grant supports rural PFAS response

Each day, millions of Americans turn on the tap expecting safe, clean drinking water. For small and rural communities that provide this water, meeting that expectation is more complex than ever.

PFAS, the “forever chemicals” linked to cancers, thyroid disease and developmental issues, are appearing in water systems nationwide. Unlike larger utilities, many rural systems lack the infrastructure, staff and funding to respond quickly. Now, with stricter PFAS limits on the horizon, the pressure is growing. Compliance demands early assessment, careful planning, and access to expertise that many small systems don’t have.

To help bridge that gap, the U.S. Environmental Protection Agency (EPA) recently announced a $30.7 million grant for small and rural communities across the country. While the funding won’t build treatment plants, it does support the crucial first steps: exposure assessment, operator training, and guidance on securing additional financing. For many rural systems, this support arrives at a pivotal moment.

Challenges for rural water systems in the PFAS era

In many rural communities, just a few people (sometimes even a single operator) are responsible for the local water system. Ageing infrastructure only adds to the strain. Facilities built decades ago weren’t designed to address contaminants like PFAS, and retrofitting them requires costly upgrades. Each water source also demands a tailored solution, and choosing between treatment options such as ion exchange or granular activated carbon calls for specialised expertise that most small systems simply don’t have.

The regulatory landscape complicates matters further as future limits are likely to tighten, including for short-chain PFAS that are harder to remove. As a result, communities risk installing systems that may fall out of compliance before they recover their investment. And costs continue long after installation. Media replacement, pretreatment requirements, waste disposal, and ongoing maintenance and operating expenses can drain budgets for years.

Together, these challenges force small water systems to confront one of the nation’s most pressing environmental and public health threats with fewer resources, less time and greater uncertainty than larger counterparts.

How the EPA grant supports early action

The EPA grant is not designed to fund treatment infrastructure. Its value lies in the foundation for long-term compliance. Rather than focusing on hardware, the grant supports the kinds of early-stage efforts that many rural communities struggle to fund on their own: education, technical assistance, statistically valid sampling and exposure assessment.

With that support, rural communities can begin to understand the scope of their PFAS contamination, estimate mitigation costs and identify potential financing options such as state revolving funds or grants.

Technical guidance is crucial for systems facing multiple constraints. Many don’t realise the full scale of investment required until they’re already behind. The grant helps close that gap,

"Rather than focusing on hardware, the grant supports the kinds of early-stage efforts that many rural communities struggle to fund on their own"

equipping communities to make informed decisions, set realistic budgets and explore treatment options that align with both current and anticipated regulations. By prioritising awareness and planning, the EPA initiative enables rural water systems to take meaningful steps toward compliance.

A catalyst for broader change

The EPA grant is a small step in scale, but an important one in direction. It creates opportunities for rural systems to better understand their risks, strengthen their technical capacity, and ultimately, ensure the continued production of safe and reliable drinking water.

PFAS contamination will remain one of the most pressing challenges for drinking water providers. Acting early ensures that even the smallest communities can protect public health.

DR HASSAN ABOELNGA

AWARDED THE IWRA WATER DROP AWARD

Dr Hassan Aboelnga has been awarded the prestigious IWRA Water Drop Award for his outstanding contributions to bridging science, policy and practice in the fields of water and climate. As the first scientist in Germany to receive this distinction, he has become a leading voice on urban water security and resilience.

At the heart of his achievements is the development of the Integrated Urban Water Security Index (IUWSI), a practical, data-driven tool for implementing the UN Framework for Urban Water Security. Already applied in water-scarce cities worldwide, the IUWSI provides decision-makers with critical insights to strengthen resilience and sustainability in urban areas. His work exemplifies the

connection between rigorous research and practical application, notably through initiatives such as the iWater project.

Aboelnga’s influence extends beyond technical innovation. He has called for a new paradigm in water management that goes beyond conventional infrastructure and fragmented governance, placing resilience, equity and the true value of water at its core.

“Receiving the IWRA Water Drop Award is a deeply meaningful recognition — not only of my personal journey from the Nile to the Rhine, but also of the urgency to rethink how we manage and finance water in an era of escalating climate risks, rapid urbanisation, and rising inequalities.”

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FROM UNCERTAINTY TO RESILIENCE: BENTLEY WEBINAR SERIES EXPLORES

THE FUTURE OF WATER AND

CITIES

The Smart Water Cities Webinar Series is exploring how digital tools, stormwater innovation, and integrated governance can transform water from a hidden utility into a catalyst for smarter, more resilient cities in the face of climate and urban challenges.

As urbanisation accelerates and climate extremes grow more frequent, the demand for resilient infrastructure has never been greater. Water, often unseen beneath our feet, is becoming one of the most strategic levers in the design of tomorrow’s cities. Beyond its essential role in public health and urban services, water management now underpins the ability of cities to adapt, recover, and thrive in the face of uncertainty.

Recognising this central role, Bentley Systems, in collaboration with Smart Water Magazine, has been hosting the Smart Water Cities Webinar Series. The initiative serves as a forum for exploring how digital innovation, governance, and community engagement can turn water from a passive utility into an active driver of urban resilience.

The first two sessions of the series, held in June and July, brought together diverse perspectives — from technology strategists to utility leaders, academics, and municipal practitioners. The June webinar, titled “Rethinking Urban Infrastructure for Resilience in the Digital Age,” featured Cecilia Correia, Global Water Industry Solutions Strategist at Bentley Systems, and Andre Salcedo, independent consultant and former CEO of Sabesp, Brazil’s largest water utility. The July session, “Advancing Resilient Urban Infrastructure with Digital Stormwater and Flood Solutions,” gathered Cecilia Correia again alongside Professor Ben Hodges, Forsman Centennial Professor in Engineering at the University of Texas at Austin, and Pedro Teixeira, Environmental Engineer and PhD researcher at Lisbon Municipality.

Together, these two sessions offered complementary perspectives on the evolving role of water in urban resilience. The first focused on strategic integration and governance, showing how digital twins, contractual frameworks, and cross-utility coordination can transform fragmented interventions into cohesive long-term planning. The second turned to stormwater management, highlighting how cities can combine green, grey, and digital infrastructure — supported by political courage, municipal

leadership, and citizen engagement — to reduce risks and create safer, more liveable environments. What emerged across both discussions was a clear message — resilience is designed, and water must be at its core.

From planning to performance: resilience begins with water

The June session opened with a challenge to conventional thinking. Cecilia Correia emphasised that the purpose of digital tools in water management extends far beyond operational optimisation. They must inform long-term strategy, align stakeholders, and strengthen a city’s ability to adapt. “We need to shift from infrastructure designed for the past to infrastructure designed for uncertainty,” she remarked.

For Bentley Systems, this vision takes shape in digital twins — dynamic models that integrate data from SCADA systems, GIS, sensors, and climate projections. These are not just technical platforms, Cecilia Correia explained, but shared languages that allow planners, engineers, utilities, and policymakers to collaborate on equal footing. They provide a holistic view of the

"Resilience should not be a privilege of rich cities. It must be scalable, inclusive and replicable"

Andre Salcedo, Independent Consultant and former CEO of Sabesp

water cycle, helping cities to anticipate challenges and coordinate interventions.

Andre Salcedo, drawing on his experience leading Sabesp, reinforced the importance of integration. In São Paulo, a city of more than 20 million people facing water scarcity comparable to desert regions, resilience cannot be built in isolation. He argued that utilities and agencies must work together to avoid duplication and disruption. “Water can be the catalyst,” he said, “but the goal is integration across all infrastructure sectors — to reduce cost, improve reliability, and plan with the city as a whole.”

Andre Salcedo gave practical examples from his tenure at Sabesp. Performance-based contracts required utilities to share underground maps and coordinate maintenance schedules. In some cases, different services were even designed to share trenches, minimising excavation and disruption. For him, this kind of governance innovation is as critical to smart cities as any digital technology.

Digital twins and shared data platforms help cities anticipate challenges and shift from reactive to proactive water management

Cecilia Correia agreed, pointing to international cases where Bentley’s solutions are already enabling such integration. In New York, Asia, and Europe, utilities are using digital twins to reduce water loss, optimise pumping schedules, and design adaptive systems capable of responding to climate variability. “Our way to look into the future is to actually live with the water,” she said, underscoring the need to align digital innovation with lived urban realities.

One of Andre Salcedo’s central messages was that the smart layer of water infrastructure starts below ground. “It’s not easy to implement smart systems on assets that have been in place for decades — even centuries,” he noted. Sabesp’s digitalisation journey began at treatment plants, where automation and mon-

"We need to shift from infrastructure designed for the past, to infrastructure designed for uncertainty"

itoring could be introduced most easily. From there, it expanded to the main pipelines and eventually to the distribution and sewage collection networks.

This incremental strategy allowed for cost-effective gains, with tangible results in energy savings and reduced water loss. Automating pumping schedules, for example, not only improved operational efficiency but also reduced greenhouse gas emissions linked to energy use. Such phased approaches, Andre Salcedo argued, are essential in high-density, resource-constrained environments where utilities must balance financial realities with the urgent need for resilience.

Cecilia Correia emphasised that digital tools are particularly valuable in turning raw data into shared understanding. But this depends on institutional frameworks that incentivise action. Andre Salcedo explained that in Brazil, utilities are held accountable through contracts with KPIs covering water loss, service quality, and transparency. “If you’re not efficient, you’ll be a burden to the treasury,” he said, highlighting the financial as well as operational implications of poor performance.

Both speakers agreed that resilience is not just about technology or infrastructure — it is also about governance, accountability, and trust. Cecilia Correia added that workforce challenges, such as ageing staff and limited technical capacity, make it even more critical to deploy digital tools that empower rather than overwhelm utility teams.

Andre Salcedo illustrated how combining rainfall and temperature data created reliable forecasts of consumption patterns in São Paulo. “When you combine data from rain and temperature in Brazil, it is a very good predictor of water consumption,” he explained. This predictive capability allowed the utility to optimise reservoir use and prepare for demand peaks, improving both efficiency and resilience.

As Cecilia Correia concluded, “Technology alone doesn’t solve the problem. It’s how you use it to make better decisions.”

Cecilia Correia, Global Water Industry Solutions Strategist, Bentley Systems

"We cannot build stormwater systems to handle every event. The question is: what happens beyond the limits, and how do we recover?"

From

storms

to solutions: digital innovation in flood and stormwater management

If the first webinar established water’s strategic role in resilience, the second turned the spotlight on stormwater — a dimension often overlooked until disaster strikes. The July session gathered perspectives from technology, academia, and municipal practice, reflecting the multifaceted nature of flood management.

Professor Ben Hodges began with a clear message: resilience does not mean preventing systems from ever breaking down. “Resilience is not about whether systems break, but how we recover when they do,” he said. Using examples from the United States, he described cases where overflow basins designed to absorb excess water were later built over with housing, eliminating the safety margins they were meant to provide. Such decisions, he argued, illustrate the risks of ignoring the inherent limits of infrastructure.

Pedro Teixeira, speaking from the Lisbon Municipality, broadened the definition of resilience beyond climate. “Urban resilience goes beyond preparing for extreme weather events. At its core, it’s the city’s ability to adapt and respond in an integrated way to climate, social, economic, and infrastructural challenges — always ensuring a high quality of life for residents.”

He outlined Lisbon’s initiatives to expand green corridors, promote sustainable mobility, and use reclaimed water for irrigation and green spaces — both cost-saving and climate adaptation measures.

Cecilia Correia echoed this holistic vision. “Resilience begins with understanding the city is more than a collection of buildings and infrastructure — it’s a living ecosystem of ecosystems,” she said. For her, stormwater is not just a technical necessity but a strategic opportunity to make cities safer, greener, and more future-ready.

The discussion also highlighted the importance of political leadership. Pedro Teixeira explained that Lisbon’s Master Drainage Plan — a vast engineering project two decades in the making — required political courage to launch, precisely because its benefits would unfold over decades rather than electoral cycles. For him, such long-term vision is essential in building truly resilient cities.

In contrast, Ben Hodges described how stormwater management in the United States suffers from fragmentation. Unlike energy or transport systems, which often benefit from regional coordination, stormwater is typically managed at the local level, making it difficult to implement large-scale, cost-effective solutions.

Cecilia Correia reframed this challenge as one of interoperability. Digital platforms, she argued, can overcome silos by creating shared spaces where municipalities, academia, and technology providers collaborate. This is particularly important for stormwater, which intersects with transport, housing, and public space in ways that require cross-sectoral cooperation.

One of the most striking themes from the July session was the invisibility of stormwater systems. As Ben Hodges observed, unlike electricity or drinking water, stormwater is rarely noticed until it fails — at which point “everything shuts down.” This invisibility often leads to chronic underinvestment, leaving cities vulnerable when floods occur. Pedro Teixeira acknowledged that drainage has historically received less attention than transport or housing, despite its critical role. Closing this gap, he said, requires both political will and public engagement.

Cecilia Correia offered a more optimistic perspective. She noted how the definition of “good engineering” has shifted

"Urban resilience means adapting in an integrated way to climate, social, economic, and infrastructural challenges"

Ben Hodges, Forsman Centennial Professor in Engineering, University of Texas at Austin

Pedro Teixeira, Environmental Engineer, Lisbon Municipality

over time. “When I started working, a good engineer was the one who hid every drop of water. Today, that’s not what we see. Stormwater is not only a technical necessity, it’s a strategic opportunity to build cities that are safer, greener, and better prepared for the future.” She pointed to sponge city initiatives in Asia and Europe, where infiltration, green corridors, and blue infrastructure are integrated into urban design, not just as utilities but as public amenities.

Integration was another recurring theme. Pedro Teixeira described Lisbon’s use of digital twins, vulnerability maps, and real-time sensors to anticipate risks and plan interventions more effectively. These tools allow the city to combine green and grey infrastructure with digital intelligence, creating layered resilience. Ben Hodges, however, cautioned against the “implementation gap” — the difficulty of translating academic research into practical tools for municipalities. Bridging this divide, he argued, requires new incentives and closer collaboration between universities and practitioners. Cecilia Correia emphasised that real-time data now makes it possible to move from reactive stormwater management to proactive strategies. With predictive capabilities, cities can prepare in advance, reducing both damage and recovery times.

Furthermore, equity emerged as another vital dimension of resilience. Ben Hodges warned that historically, poorer neighbourhoods have borne the brunt of flooding. For cities to be truly resilient, protections must extend across all communities. Pedro Teixeira highlighted Lisbon’s participatory processes, from budgeting exercises to neighbourhood workshops, which ensure that citizens are part of the solution. “Every time we have a big project, we organise exhibitions and workshops. We really want to listen to people, because they have to be part of the solution. Otherwise, it may not work,” he explained. For Hodges, creative approaches such as gamified public engagement could also help citizens understand the trade-offs involved in infrastructure planning, making resilience a shared responsibility.

The July session closed with a poll asking participants what cities should start doing immediately. The top answers were investing in advanced digital tools and adopting nature-based infrastructure — a combination the panel agreed represents the future of resilient urban design. In their closing remarks, the speakers reiterated the need for foresight and urgency. Pedro

Stormwater is shifting from a hidden burden to a strategic opportunity, linking green, grey, and digital infrastructure for resilient cities

"Resilience begins with understanding the city is more than a collection of buildings and infrastructure — it’s a living ecosystem of ecosystems"

Cecilia

Correia, Global Water Industry Solutions Strategist, Bentley Systems

Teixeira summed up Lisbon’s approach: “Building a resilient city for the near future means acting boldly now — combining infrastructure, innovation, and community.” Cecilia Correia added, “If we need something for tomorrow, we need to start doing it today. Future-proofing is about building adaptive capacity into every layer of the city — infrastructure, governance, economy, and community.”

Looking ahead: integration as the cornerstone of resilience Taken together, the first two sessions of the Bentley Smart Water Cities Webinar Series point to a new paradigm for urban water management. Both underscored that resilience depends on integration — across infrastructure sectors, across governance frameworks, and across communities.

Water can be the catalyst for this integration. Whether in the form of digital twins that bridge planning and operations, or in stormwater strategies that unite green, grey, and digital solutions, water is proving to be not only a necessity but a strategic opportunity. The conversations also made clear that resilience is not just about technology, but about governance, equity, and public trust.

As Cecilia Correia reminded participants, embracing uncertainty is essential. Andre Salcedo demonstrated the value of contractual and institutional reform. Ben Hodges showed that resilience must reckon with limits, and Pedro Teixeira proved that municipal leadership and citizen participation are indispensable.

The Bentley series continues later this year, but its lessons are already resonating: cities that aspire to be smart must start by being water-wise. And in doing so, they can design not only for survival, but for a more inclusive, adaptive, and sustainable urban future.

SEEING THE UNSEEN:

STORMHARVESTER AND ANGLIAN

WATER

ADVANCE PROACTIVE SEWER MANAGEMENT

StormHarvester’s technology is driving Anglian Water’s Dynamic Sewer

Visualisation programme, using machine learning and thousands of sensors to detect blockages early. This proactive approach reduces flooding and pollution risks, delivering cleaner, safer environments and setting new standards in proactive sewer management.

Anglian Water’s Dynamic Sewer Visualisation (DSV) programme was launched in February 2023 with a clear objective: to prevent blockages in the sewer network from escalating into pollution or flooding incidents. The programme grew out of work that began in 2022, when Anglian Water partnered with StormHarvester to find a scalable and intelligent way of moving from reactive maintenance to proactive risk management. StormHarvester’s role was to provide the analytics engine for this ambitious initiative, combining a large deployment of sensors with machine learning and hyperlocal rainfall prediction to deliver early warnings of restrictions in the network. By the time the programme reached scale, more than 50,000 sensors had been installed across Anglian Water’s wastewater estate, and the insights generated had been fully embedded into operational workflows.

Anglian Water needed to detect developing blockages before they turned into incidents, creating the opportunity for crews to intervene

The background to this collaboration is one of long-standing challenges in the wastewater sector. Sewer networks are vast, hidden, and complex. In the case of Anglian Water, the network extends across the East of England, covering thousands of kilometres and serving millions of customers. Blockages are one of the most common threats to reliable performance, and they are also among the most damaging. When a blockage occurs, sewage can back up and cause flooding of properties or escape into rivers and streams, creating environmental harm and reputational damage. Historically, utilities detected blockages only after a problem had already manifested, such as a customer report of flooding or a pollution alarm. This reactive model left companies “blind” to the early stages of restriction build-up and meant that many incidents were only managed after negative impacts had occurred.

Sewer blockages are a leading cause of pollution incidents across the United Kingdom, typically accounting for around 40% of recorded events. Many of these are preventable, caused by everyday issues such as fats, oils and greases disposed of down drains, or wet wipes and other unflushable products entering the network. These materials accumulate in pipes, creating narrowing points and

eventually full blockages. In many cases, a blockage begins as a minor restriction that, if cleared early, can be quickly resolved. Left undetected, however, it can rapidly escalate into a major incident, especially when heavy rainfall adds pressure to the system. Climate change and more frequent, intense storms are increasing this risk, making proactive management more urgent than ever. Anglian Water’s challenge, therefore, was threefold. First, the company needed to detect developing blockages before they turned into incidents, creating the opportunity for crews to intervene while problems were still small. Second, it needed to prioritise high-risk areas—

locations with a history of pollution or flooding, or where the consequences of an escape would be most severe. Third, it needed to move away from the traditional reactive model and build a solution that could scale across tens of thousands of kilometres of sewers, providing continuous visibility and actionable insight.

StormHarvester’s technology offered the capabilities to address these needs. At the heart of the approach was the deployment of tens of thousands of level sensors across Anglian Water’s sewer network. Each sensor provided continuous data on how water levels behaved in real time. StormHarvester’s cloud-based platform then analysed this information using machine learning algorithms. A critical element of the system was its ability to establish what “normal” be-

haviour looked like at each location. No two manholes are alike; flows vary depending on local population, industrial activity, and even daily routines. By learning the expected patterns for each site, the system was able to distinguish between normal fluctuations and abnormal rises that might indicate a forming blockage.

Real-time data from water level sensors across the sewer network was analysed by StormHarvester’s platform using machine learning algorithms

StormHarvester’s system combines

machine learning with hyperlocal rainfall forecasting to establish normal behaviour

What made this analysis especially powerful was the integration of hyperlocal rainfall prediction. Sewer levels naturally rise during wet weather, and without a rainfall context, sensors alone can generate a flood of alarms that overwhelm operators. StormHarvester’s system combines machine learning with hyperlocal rainfall forecasting to establish normal behaviour at each site and to account for local weather. This allows the platform to silence alarms during expected wet-weather events and instead generate alerts only when unusual rises occur that cannot be explained by rainfall. The result is fewer false positives and a stream of concise, credible alerts that operators can trust and act upon.

When the system detected an anomaly, an alert was raised within Anglian Water’s operational systems. These alerts enabled teams to investigate early, often finding minor obstructions that could be cleared before they developed into major blockages. By acting on these insights, Anglian Water was able to restore normal service quickly and reduce the risk of escalation.

The results of this programme have been striking. Since its launch, more than 5,000 proactive clearance jobs have been completed based on alerts generated by StormHarvester’s platform. These jobs usually dealt with small, easy-to-remove restrictions rather than the hardened blockages that previously dominated. By intervening earlier, Anglian Water

not only reduced the likelihood of pollution and flooding but also saved time and resources. StormHarvester’s platform achieved a hit rate of around 70% on predicted blockages, a level of accuracy that has given staff confidence in the system and encouraged widespread adoption in operations.

To highlight the scale of this achievement, Emily Timmins, Director of Water Recycling at Anglian Water, reflected on the milestone: “Reaching 5,000 proactive blockages identified on 23rd June marks a major milestone for our Dynamic Sewer Visualisation programme. This innovation is transforming how we prevent pollution and flooding-safeguarding both communities and the environment. It's also reducing the need for reactive responses, which is a huge win for the well-being of our teams. This is a proud moment that reflects our commitment to smarter, more sustainable water recycling."

The impact of this work is particularly evident in high-risk locations. Of the blockages identified, hundreds were in areas prone to pollution and thousands in flood-risk zones. In the past, these could easily have resulted in incidents with serious consequences for customers and the environment. Instead, proactive detection meant they were managed in time. Encouraged by these outcomes, Anglian Water expanded the DSV programme from its initial deployment to cover 42,000 monitors, creating one of the largest proactive sewer monitoring estates in the UK. This expansion has driven a more than fourfold increase in proactive blockage clearance, firmly embedding the preventive approach across the company’s operations.

The programme’s success has relied not only on technology but also on collaboration and culture. StormHarvester worked closely with Anglian Water’s operational

teams to integrate alerts into existing systems, avoiding the need for parallel processes. Crews on the ground adapted to a more data-driven model, where visits were guided by predictive analytics rather than routine scheduling or reactive callouts. This has helped establish a sustainable, repeatable process that is now part of business-as-usual operations.

Examples from the field illustrate how this system works in practice. In one case in mid-July, a sensor detected a level breach despite no rainfall. StormHarvester’s system flagged the anomaly, and Anglian Water dispatched a crew the following day. They discovered rags causing an obstruction, cleared the blockage, and restored normal service. By the next day, sewer levels had returned to their expected behaviour. In another instance that same month, the system again detected an abnormal rise. Crews attended within two days, removed the blockage, and verified that

levels had normalised. In both cases, potential pollution or flooding was prevented, and customers were unaffected.

Beyond operational outcomes, the Dynamic Sewer Visualisation programme has broader significance in the water sector. Utilities across the UK face increasing regulatory and public scrutiny regarding pollution incidents. Regulators such as Ofwat and the Environment Agency have set ambitious targets for reducing sewer overflows and improving environmental performance. Anglian Water’s experience demonstrates how data-driven monitoring and machine learning can help achieve these goals. By embedding predictive insight into daily operations, the company has created a scalable model for proactive sewer management that can serve as an example for others.

The benefits are environmental, operational, and financial. Early intervention reduces pollution risk and customer disruption. It also saves money by replacing

Alerts enabled teams to investigate early, often finding minor obstructions that were cleared before they developed into major blockages

costly emergency responses with quicker, targeted maintenance. Just as importantly, it builds a culture of prevention rather than reaction, where teams share a common view of network health and take pride in avoiding incidents before they occur. This cultural change is as valuable as the technology itself, ensuring the programme’s success endures.

Anglian Water’s Dynamic Sewer Visualisation programme, powered by StormHarvester’s analytics, has demonstrated what is possible when large-scale sensing is combined with intelligent data interpretation. With over 50,000 sensors installed, the company has moved decisively away from reactive response and towards proactive management. Thousands of potential blockages have been resolved before they could cause harm, with particularly strong results in high-risk areas. The outcome is a safer, cleaner network, better protection for customers and the environment, and a strong foundation for further innovation in wastewater management.

By intervening earlier, Anglian Water not only reduced the likelihood of pollution and flooding but also saved time and resources

“The utility of the future will be smart, resilient, adaptive, and deeply engaged with the public it serves”

MELISSA MEEKER , CEO, THE WATER TOWER

From PFAS destruction to AI-driven analytics and cybersecurity, The Water Tower is testing breakthrough technologies while preparing a skilled workforce. CEO Melissa Meeker explains how collaboration and innovation are driving progress across the water sector.

Melissa Meeker has spent more than three decades working across public, private, and nonprofit roles in the water sector. Today, she leads The Water Tower, an innovation campus in Georgia that brings together utilities, researchers, and companies to test new ideas and train the next generation of professionals. Since opening in 2019, it has become a space for collaboration on issues ranging from PFAS removal to digital twins and cybersecurity. Speaking with Smart Water Magazine, Meeker discusses the future of water utilities, the technologies she sees gaining ground, and why building a skilled workforce is more urgent than ever.

Please tell us briefly about your background and your current role as CEO of The Water Tower.

I have 35 years in the water industry and have worked in the public, private and

"The Water Tower partners with utilities and companies in the U.S. and beyond on research, training, technology and engagement initiatives"

non-profit sectors. The Water Tower is a culmination of my best experiences in each of my previous roles with the goal of driving innovation and workforce development in one of the greatest sectors – water. Water is the driving force in economic prosperity, and it is incredibly rewarding to work in an industry focused on delivering safe drinking water and protecting the environment.

The Water Tower launched in 2019 as a unique water innovation campus uniting utilities, researchers, companies, and more. What was the original vision behind creating it, and how does it aim to address water challenges locally and globally?

The vision behind The Water Tower began with Gwinnett County leadership seeking a way to engage in cutting-edge research and innovation without disrupting dayto-day plant operations. Gwinnett County has always been forward-thinking, and the F. Wayne Hill Water Resources Center, in particular, has always been of great interest to researchers and technology developers because of the incredible innovations at that facility. I was recruited to take this concept and turn it into an organisation with a state-of-the-art brickand-mortar center in 2018.

TWT has a close partnership with Gwinnett County; however, the vision since I came on was to create a space

where the broader water industry can come together to collaborate- beyond the County, Georgia, and even the Southeast. Since then, we’ve partnered with utilities and companies across the U.S. and internationally on research, training, technology and engagement initiatives. We’ve welcomed visitors from 48 U.S. states and 18 countries to our campus. Innovation can’t happen without collaboration - by bringing together diverse perspectives and organisations under one roof, we’ve seen powerful collaborations grow.

Your “living lab” enables real-flow testing with actual wastewater and reuse water. Can you share one project or technology breakthrough that best illustrates its potential?

I’m not sure I can pinpoint one example, but I can share that an area we have seen a lot of R&D focus on is in PFAS destruction, which is exciting and necessary. Water utilities take the brunt of regulations on emerging contaminants, even though they are really just transporting water from point A to B. If we can help facilitate innovative solutions that can be economical “bolt-on” processes at existing facilities, and not new multi-million-dollar facilities, that could really help utilities – and rate payers.

Digital tools are transforming water management. How is The Water Tower helping utilities and startups adopt

INTERVIEW THE WATER TOWER

Z Cristina Novo

"If we can facilitate PFAS solutions that are economical “bolt-on” processes at existing facilities, it could really help utilities"

smart monitoring, predictive analytics, and IoT-based solutions?

In addition to physical technology demos on our campus, we also partner with companies that focus on digital technologies, or digital components of their tech, such as dashboards. We work with utilities to hear firsthand what types of challenges they’re facing, and partner with technology providers who can help alleviate those challenges. Our control room showcases emerging digital tools, such as SCADA systems, digital twins, AI tools, dashboards developed to enable more predictive analytics, and more. Our campus offers tech companies the opportunity to demonstrate what their products can do, and utilities can see the capabilities firsthand in a no-pressure environment.

We have also focused on cybersecurity, including hosting an international conference in 2024 that included utilities, service providers, and academia. This October, we will be hosting iTrust Labs from Singapore for a Red versus Blue Cyber Defence Simulation involving 5 teams

"Our campus offers tech companies the opportunity to demonstrate what their products can do, and utilities can see the capabilities firsthand"

"AI can help cut time and costs, but nothing can replace the institutional knowledge and problem-solving abilities of a skilled operator"

of 5 launching, detecting and defending from a cyber-attack on a water treatment facility in iTrust’s lab. It should be really enlightening and exciting.

Innovation is moving toward autonomous operations, AI-assisted treatment optimisation, and digital twins for entire watersheds. Which of these frontier technologies do you expect to become mainstream soon, and how is The Water Tower preparing to test and validate them?

We’ve partnered with several companies that are innovating and exploring in this space, and are currently engaging in research investigating generative AI for utility benefit. AI is a tool that can help cut time and costs, but nothing can replace the institutional knowledge and problem-solving abilities of a skilled operator. AI-driven predictive analytics for infrastructure management is already gaining traction. In addition, many utilities already collect vast amounts of opera-

"Developing solutions that address significant challenges requires a diversity of expertise and experiences – no organisation can do it alone"

tional data through systems like SCADA, smart meters, etc., so applying AI models to enhance treatment efficiency and reduce downtime is a logical next step.

Your collaboration ecosystem spans nonprofits, utilities, research institutions, and tech firms. How could this model be adapted and scaled internationally to accelerate innovation across the water sector?

Developing solutions that address significant challenges requires a diversity of expertise and experiences that bring together a variety of perspectives. No one group or organisation can do it alone. We are doing our best to be the connector - facilitating collaboration between

different international organisations, and we would love to connect with others who feel the same way.

Policy and regulation often determine how quickly innovation is adopted. What changes or strategies could help speed up deployment while protecting water quality and public health?

Protecting the environment and public health is of paramount importance; however, they can certainly delay the adoption of new technologies. The time it takes from ideation to deployment in the water sector (10-30 years) is significantly longer than in other industries, such as energy (5-10 years), automotive (3-5 years), and IoT (6 months-2 years).

Strategies such as engaging regulators early on in the process, demonstrating the technology’s merit in real-world conditions, and more pilot-friendly regulatory pathways could help accelerate the process. Another potential strategy is a shift toward outcome-based standards, which would leave room for innovation on how utilities meet those standards.

If you could design the “water utility of the future” from scratch, what would it look like in terms of technology, governance, and resilience — and how close are we to making that vision a reality?

The water utility of the future will be smart, resilient, and adaptive. It will incorporate smart technologies, such as AI

predictive maintenance, digital twins, and real-time monitoring, into daily operations. It will focus on integrated water resources, maximising the opportunity for water reuse. The utility of the future will have a large focus on transparency and

public engagement, ensuring the communities it serves understand the importance of treatment and the reasoning behind decision-making. It will be resilient to changing weather patterns, operational interruptions, and cyber-attacks. The utility staff will be highly skilled, well-versed in smart technology, and adaptive to new ways of approaching challenges. The future for water utilities is bright.

As the water sector faces increasing pressures from population growth, ageing infrastructure, and the adoption of advanced technologies, how can utilities ensure a resilient, skilled, and diverse workforce — especially as many experienced professionals retire? What strategies are most effective in attracting, training, and retaining the next generation of water professionals? This is one of the most urgent challenges facing the water sector today. As experienced professionals retire and infrastructure needs grow more complex, water utilities must actively cultivate a resilient, skilled, and diverse workforce to ensure long-term sustainability. Utilities must consider and develop succession planning, mentorship, and knowledge transfer. Attracting new talent is key, and that is where we at The Water Tower come in. We’ve developed a unique and proven model that incorporates social media campaigns, partnering with social nonprofits, and school outreach to engage students to enter our skilled trades training programs.

"A regulatory shift toward outcomebased standards would leave room for innovation on how utilities meet those standards"

SPAIN’S WATER CYCLE DIGITALISATION PERTE:

A MODEL FOR LOWER AND MIDDLE-INCOME COUNTRIES

Spain’s PERTE for the Digitalisation of the Water Cycle (“Water PERTE”) is a pioneering initiative to modernise water management through technology-driven, coordinated public policy. Combining public and private investment, cross-level government collaboration, and performance-based incentives, it offers a comprehensive model for digital transformation that goes beyond infrastructure to include cultural change, institutional capacity-building, and territorial cohesion.

Z Gustavo Saltiel, Strategic Adviser for Water Supply and Sanitation

Z Jean-Martin Brault, Senior Water and Sanitation Specialist, World Bank

Z Iñigo Zárraga López-Quiles, Water Supply and Sanitation Consultant, World Bank

The PERTE for the Digitalisation of the Water Cycle (Water PERTE) aims to transform water management in Spain through the implementation of digital solutions. This program represents an innovative public policy model that offers valuable lessons for the Development Finance Institutions and Lower and Middle-Income Countries (LMICs).

 A public policy model for water digitalisation. The Water PERTE exemplifies how governments can design and im-

The PERTE for the Digitalisation of the Water Cycle aims to transform water management in Spain through the implementation of digital solutions

plement comprehensive national digitalisation programs backed by important financial resources. Its integrated approach involves coordination across government levels (national, regional, and local) and collaboration with the private sector and other stakeholders. It also establishes performance-based incentives and matching funds mechanisms, which warrant ownership by beneficiaries.

 Financing and investment mechanisms. The Water PERTE mobilises public and private funds, facilitating investments in digital technologies. Its financing model, combining NextGenerationEU funds with national government and private resources, offers insights into designing sustainable funding schemes to accelerate sector transformation in other contexts.

 Use of digital technologies in water management. This program promotes the deployment of digital tools such as smart sensors, predictive models, artificial intelligence, and digital twins to improve water management and utilities efficiency. Spain’s strategies provide key learnings on data interoperability and technological standards in the water sector.

 Lessons learned and implementation challenges. The PERTE also offers insights into institutional barriers, resistance to change, capacity gaps, and data integration challenges. These lessons are useful for designing digitalisation strategies in countries with lower technological and regulatory development in water management.

Spain’s Water PERTE is a relevant case due to its combination of public-private financing, technological innovation, and a structured public policy approach. Its experience can serve as a valuable reference for countries aiming to enhance water efficiency, modernise infrastructure, and strengthen resilience to climate change through digital transformation.

Lessons for water sector development in LMICs

Spain’s Water PERTE experience provides important lessons for water sector transformation and institutional development. These include: Comprehensive integration. Successful transformation requires integrated approaches that address infrastructure, institutional, economic, and social dimensions simultaneously rather than

pursuing sectoral improvements in isolation. The synergies created through comprehensive approaches generate greater impact than the sum of individual components while building institutional capacity for continued development.

 Adaptive management . Static program designs are inadequate for complex transformation challenges that require continuous learning and adaptation based on implementation experience and changing circumstances. Successful programs build in systematic learning mechanisms, stakeholder feedback systems, and adaptive policy devel -

opment capabilities that enhance effectiveness while maintaining strategic coherence.

 Incentives architecture. Transformation success depends critically on incentives structures that address multiple levels of motivation—financial, professional, institutional, and social—while balancing efficiency and equity objectives. It should be noted that incentives that address intrinsic motivation through professional development, recognition, and contribution to meaningful change are oftentimes equally powerful as financial rewards.

The PERTE’s integrated approach involves coordination across government levels and collaboration with the private sector and other stakeholders

Gustavo Saltiel

Jean-Martin Brault

Iñigo Zárraga López-Quiles

The PERTE offers insights into institutional barriers, resistance to change, capacity gaps, and data integration challenges

 Cultural transformation. Technical solutions and financial resources provide necessary but insufficient conditions for sustainable transformation. Cultural change management, professional development, and innovation culture creation prove essential for generating lasting transformation that extends beyond immediate project implementation to encompass continued adaptation and improvement.

 Institutional development. Strategic transformation programs must prioritise institutional capacity building that creates lasting capability for continued development and adaptation rather than temporary project implementation capacity. Investment in human capital, organisational systems, and coordination mechanisms generates long-term benefits that support sustained transformation and competitive advantage.

 Territorial cohesion. Successful transformation programs must address regional development disparities and ensure that benefits reach all areas and communities rather than concentrating in economically advantaged or technologically sophisticated locations. Enhanced support for small municipalities, rural areas, and disadvantaged communities is essential for achieving comprehensive transformation and social equity.

A programmatic approach to digitalisation of the water cycle in LMICs

The Water PERTE experience demonstrates that digital transformation or acceleration is achievable when countries

commit to comprehensive approaches that address the full complexity of technological transformation while building institutional capacity and cultural change that support sustained advancement. Preparation of a program reflecting PERTE principles should first address institutional capacity, policy frameworks, and stakeholder readiness while building the foundation for effective implementation and sustained transformation. Administrative capacity evaluation should assess government capability for complex program management, multi-stakeholder coordination, performance monitoring and evaluation, and financial management and accountability systems.

A programmatic approach to designing a digitalisation program reflecting PERTE principles could be structured around a series of phases, whose length and content would depend on the specific context.

The initial implementation phase would create the incentives for participation through demonstration of government commitment, provision of immediate technical and financial support, recognition of early adopters and innovation leaders, and building of

professional networks and communities of practice that provide ongoing value and support. This phase would develop basic digital capacity and demonstrate feasibility while building stakeholder confidence and political support for continued development and expansion. Institutional establishment creates dedicated program management capacity with clear authority and adequate resources while building coordination mechanisms and stakeholder engagement systems.

As program implementation progresses, institutional development and sophistication would build advanced capability for complex program management while creating a foundation for continued transformation and leadership development that support sustained advancement and international contribution.

Scale-up phases would then provide incentives for excellence and innovation through competitive funding for advanced projects, recognition for transformational leadership and best practice development, opportunities for knowledge sharing, and support for technology development and commercialisation that create lasting competitive advantages.

A new paradigm for water sector transformation

The policy innovations pioneered through the Water PERTE, namely performance-based resource allocation, adaptive implementation through evolutionary learning, organisational culture transformation, and comprehensive territorial development, offer practical tools for addressing water sector challenges while building institutional capacity for continued adaptation and improvement.

One of the Water PERTE's most important contributions is the demonstration that successful transformation requires incentive structures that address different levels of motivation while balancing efficiency and equity objectives through carefully designed financial, professional, institutional, and social rewards.

While the Water PERTE's success and challenges provide important lessons for countries seeking to develop digital transformation programs, a careful analysis of its replication potential in LMICs is needed. Direct replication may not be feasible or appropriate given fundamental differences in institutional capacity, resource availability, and development context that characterise LMIC environments. LMICs typically face governance systems with limited experience in complex program management, making sophisticated coordination mechanisms difficult to implement effectively. Technical expertise gaps require systematic capacity-building approaches that address both immediate implementation needs and long-term institutional development. Financial management capabilities often need strengthening before handling sophisticated blended finance mechanisms that combine multiple funding sources and performance-based disbursement systems. Political economy dynamics in many LMICs emphasise short-term visible results over long-term institutional development, creating pressure for rapid implementation that may

The policy innovations pioneered through the PERTE offer practical tools for water sector challenges while building institutional capacity

compromise sustainability and effectiveness. Resource constraints limit both the scale of initial investment and the capacity for ongoing operational support that digital infrastructure requires.

Successful LMIC adaptation requires a comprehensive framework development that preserves the Water PERTE's transformative potential while addressing capacity constraints and resource limitations through carefully designed modifications and enhancements. Implementation timelines should allow adequate time for capacity building, institutional development, and quality implementation while maintaining momentum and political support through visible progress and stakeholder engagement. Programmatic approaches -such as those envisaged under the World Bank’s Multiphase Programmatic Approach (MPA)s- would enable systematic learning and adaptation while managing complexity and risk through staged scaling that builds capability and confidence.

Institutional development strategies should emphasise capacity building that addresses both immediate program needs and long-term transformation requirements through systematic approaches that build lasting capability rather than

©González-Cebrián/SWM

temporary project implementation capacity. Simplified coordination mechanisms avoid complex inter-governmental arrangements while ensuring adequate oversight and strategic coherence.

The incentive structure for LMIC implementation should balance transformation ambitions with realistic capacity and resource constraints while creating powerful motivation for participation and excellence that supports both immediate implementation and long-term sustainability. Financial incentives should emphasise equity while requiring ownership and accountability. Higher subsidies for small municipalities and rural areas— potentially reaching 90-100%—would ensure universal participation, while capacity-based co-financing requirements would create appropriate accountability without excluding eligible participants.

The implementation roadmap developed through the Water PERTE experience—foundation building, scaling and integration, innovation leadership—provides practical guidance for designing programmatic approaches that phase transformation efforts while building institutional capacity and maintaining political support through visible progress and stakeholder engagement.

“In

Texas, the Water Fund provides a flexible vehicle to steer dollars to conservation, loss reduction, reuse, and new supply”

KEVIN GAST - CHAIRMAN AND CEO AT VVATER

In this interview, Kevin Gast, Chairman and CEO of VVater, shares how the company is positioning itself to help Texas maximise its investment, why decentralised and reuse solutions matter now more than ever, and what the future of water infrastructure might look like if innovation and policy move in step.

Texas stands at a crossroads in its water future. With the state committing $20 billion to tackle its deepening water crisis, the spotlight is on solutions that can deliver fast, scalable, and lasting impact. Traditional infrastructure projects often take years to break ground, but emerging technologies and entrepreneurial approaches are reshaping what’s possible.

At the forefront of this shift is Kevin Gast, Chairman and CEO of VVater, a company pioneering electrically driven water treatment that eliminates the need for chemicals, membranes, and disposable filters. VVater’s modular systems are designed for speed, efficiency, and real-world compliance — qualities that could prove critical as Texas races to secure supply for its growing population, safeguard its aquifers, and comply with new federal standards for contaminants like PFAS.

Texas is investing $20 billion to address its growing water crisis. How can startups like VVater play a transformative role in solving these statewide challenges?

Texas’s twenty-billion-dollar commitment is a once-in-a-generation chance to modernise the state’s water systems. Startups like VVater are built for the

speed and accountability that large public programs require. Because we deliver compact, modular treatment that can be added to existing plants or placed at the point of need, we help cities and industries create new supply in months rather than years. We do that by turning discharge into reuse water, by cutting operating costs, and by meeting new contaminant standards without the chemical, membrane and filter logistics that strain tight budgets. The Texas Water Fund directs dollars toward loss reduction, conservation, reuse, and truly new sources, which favours solutions that are fast to build and easy to measure. Our role is to make every public dollar work harder by delivering verified water quality and reliable gallons while leaving utilities with systems that are simpler to run day to day.

VVater uses electricity to treat water without chemicals, membranes or filters. What makes this technology a breakthrough in the water treatment space?

VVater’s breakthrough is easy to understand. We use electricity instead of chemicals, membranes, and disposable filters to treat water. That choice eliminates truckloads of consumables and the waste they create. It gives operators a compact system with rapid contact times and continuous data-rich control. In practical terms, it means fewer moving parts, lower ongoing costs, and a safer workplace with no bulk chemical handling, no media changeouts, and no membranes to foul. We can also drop into existing plants or serve new developments without forcing partners to re-engineer everything. The market has noticed. Our

"We deliver compact, modular treatment that can be added to existing plants or placed at the point of need, helping create new supply in months"

Z Olivia Tempest

platform has been honoured at CES for innovation, and more importantly, it is proving itself in the field by delivering consistent water quality at a lower total ownership cost. The technology has wide applications from secondary treatment, tertiary treatment, disinfection, onsite reuse, aquatic facilities, data centres, to many more.

PFAS and microplastics are notoriously hard to remove with traditional systems. How does VVater’s approach tackle these persistent and emerging pollutants?

PFAS and microplastics worry communities because they often pass through traditional systems or simply get shifted into another waste stream. Our approach is to neutralise those contaminants at the source rather than capturing them and creating a new disposal problem. The timing matters, since the EPA has

finalised the first national drinking water standards for PFAS, and utilities are on the clock to monitor and comply. By destroying these chemicals without constant media replacements and addressing other emerging contaminants simultaneously, we give customers a practical path to compliance that does not saddle them with decades of disposal costs and longterm risk.

Texas’s fast-growing population is putting pressure on regions like the Edwards Aquifer and the Rio Grande Valley. Can decentralised treatment solutions help relieve that stress?

Rapid growth is straining iconic Texas sources such as the Edwards Aquifer and the Rio Grande Valley reservoirs at Amistad and Falcon. The fastest way to relieve that stress is to treat and reuse water close to where it is generated. When plants, campuses, industrial facilities, and new

developments reuse more of what they already have, communities draw less from the aquifer and depend less on variable river allocations. The Edwards Aquifer Authority’s recent move to Stage Five restrictions shows how urgent the need has become in Central Texas, and low storage in the Valley has the same effect on border communities. Decentralised and right-sized treatment allows regions to act now while larger regional projects work through planning and permitting. Especially with the emergence of new generation technologies, the ability to decentralise and treat water at source has never been more applicable than now.

From your perspective, what types of technologies or projects should Texas prioritise — or avoid — as it rolls out its $20 billion water investment plan? If Texas wants quick and durable wins, the state should focus on stopping losses,

"The technology has wide applications from secondary treatment, tertiary treatment, disinfection, onsite reuse,

aquatic facilities, data centres"

reusing more water, and diversifying supply where the economics and ecology make sense. Pipe rehabilitation and smart metering are still the cheapest sources of new gallons. Decentralised reuse for both potable and non-potable applications can be deployed in months and can serve growth corridors and critical facilities, which reduces demand on rivers and aquifers immediately. When new sources are required, aquifer storage and recovery and brackish desalination can add resilience, particularly when paired with strong conservation and reuse. What the state should avoid is concentrating most of its capital on a handful of very large and very slow projects before it captures the low-cost gallons available through loss reduction and local reuse. The design of the Texas Water Fund already supports that balanced approach. I believe Texas should also prioritise the roll-out and adoption of newer generation technologies, which can cut cost, cut time, and produce a much higher quality water, but many of these technologies are being strangled by regulatory red tape.

Adoption of new water technologies is often slow due to cost, perceived risk, and regulatory hurdles. How is VVater navigating these challenges?

New water technology is adopted when it is simple, financeable, and compliant. We lean into all three. Our performance-based models reduce upfront cost and align our economics with customer outcomes. We design to the rulebook from day one, including Texas’s pathway for direct potable reuse and the federal standard for PFAS, so that approvals can centre on documented

performance rather than perceived risk. We also help utilities combine state funds with federal tools from the Bipartisan Infrastructure Law to move quickly on projects that deliver measurable gallons and verifiable water quality. The result is a shorter path from pilot to purchase and a smoother handoff to everyday operations.

With nearly half of Texas’s water consumed by agriculture, what innovations do you see as most promising to help farmers use or reuse water more efficiently?

Agriculture will always be central to the Texas water story, and there are practical moves that help growers right now. Treating and reusing tailwater and process water on the farm or at packing and processing sites can cut withdrawals during peak demand and improve the quality of water for the next use. Because our systems are energy efficient and do not rely on chemicals, they fit the rhythm of farm operations and can scale up or down across a season. That can mean safer wash water, cooler water for equipment, or supplemental irrigation during a dry stretch. The outcome is straightforward. Farmers get more crop per drop and rely less on stressed rivers and aquifers when conditions turn against them.

What kind of policy, funding or industry support would be most impactful in accelerating the deployment of next-generation water treatment technologies?

Policy and funding can slow innovation or speed it up. At the federal level, clarity and continuity around the new PFAS rule, combined with steady support through the State Revolving Funds and the programs created by the Bipartisan Infrastructure Law, give utilities confidence to invest. A new piece of legislation called “Smart Water” is also being developed, which should include technologies like Advanced Low Tension Electroporation, which will dramatically bring relief to drought-stricken areas. In Texas, the Water Fund provides a flexible

"The Texas Water Fund directs dollars toward loss reduction, conservation, reuse, favouring solutions that are fast to build and easy to measure"

vehicle to steer dollars to conservation, loss reduction, reuse, and new supply. The state’s published guidance for direct potable reuse makes it faster to deliver a safe supply close to demand. Continued coordination among agencies, including the consolidation of more water oversight at TCEQ and clearer pathways for produced water management, will further streamline approvals while protecting public health and the environment. If Federal and State stakeholders drive advanced water treatment technologies like they have modular nuclear reactors

in the last 12 months, water restrictions can be a thing of the past very fast!

Looking ahead, what is your vision for the future of water infrastructure in Texas — and how do you see VVater contributing to that transformation?

My vision is a circular and electrically driven water network. Every plant, large or small, becomes a resource factory. Every drop is measured and valued. Quality is verified in real time. Texas is positioned to lead this shift because the state is combining smart planning with

flexible finance and clear regulatory pathways for advanced reuse. VVater will help accelerate the transition by delivering treatment that is compact, quick to install, and affordable to operate. Cities and industries will be able to add supply where growth is happening rather than waiting years for distant projects to materialise. If we do this well, we protect treasured sources such as the Edwards and the Rio Grande while creating room for the people and businesses that will define Texas in the decades ahead.

Based on your experience as an entrepreneur in this space, what advice would you give to innovators trying to break into the water sector?

For entrepreneurs, water rewards substance over spectacle. Build for the operator’s day, for the regulator’s review, and for the finance director’s spreadsheet. Prove performance alongside today’s systems and publish the results in plain language. Align your business model so customers save from the first month rather than the fifth year. This sector moves on trust earned in the field. If you stay focused on outcomes such as quality, reliability, and cost, scale will follow. Deep Tech, Hard Tech is a slow machine; there is a significant funding shortage throughout the space, and Wall Street is only waking up to the gap in infrastructure now, with probably the first time in over 50 years, water, water treatment, and large water infrastructure gaining significant and aggressive investment. Now is the time to change how the U.S. handles water.

"Our role is to make public dollars work harder by delivering verified water quality and reliable gallons, leaving systems that are simpler to run"

PETE ELLIOTT

SENIOR TECHNICAL STAFF CONSULTANT AT CHEMTREAT

OPINION

Balancing energy and water in direct-tochip cooling system design for data centres

Artificial intelligence, cloud platforms, and high-performance computing are pushing data centres toward unprecedented densities. In response, operators are adopting direct-to-chip (D2C) liquid cooling, a method that delivers coolant directly to processors to maximise heat removal. Water transports 3,500 times more heat from a CPU or GPU than air and has 25 times the thermal conductivity. This makes water a far more efficient medium and positions it at the centre of next-generation cooling performance and sustainability. For mission-critical facilities, the balance between energy and water is fundamental to reliability and efficiency.

Historically, the industry focused on power usage effectiveness (PUE) as the main efficiency metric, with water usage effectiveness (WUE) later introduced to account for evaporative and adiabatic cooling. As liquid cooling becomes standard, the link between energy and water performance is even more critical. Heat transfers from the IT loop to the facility loop and ultimately to the atmosphere via evaporative systems. Any inefficiency in this chain affects the entire system. Poor water quality increases thermal resistance, pumping power, and energy use. Properly treated water improves flow and heat exchange, reducing both power and water consumption. These resources are no longer separate. Optimising one requires optimising the other.

Experience across multiple data centres has shown that water quality directly impacts both cooling efficiency and sustainability. In one facility, addressing scale and deposition in cooling systems led to significant improvements in heat transfer efficiency and measurable cost savings. In others, microbial control measures such as reducing Legionella risk have been critical to maintaining system cleanliness and reliability. Broad evaluations across facilities have further demonstrated that improving water chemistry can simultaneously reduce power consumption and conserve millions of gallons of water annually. These lessons are directly applicable in D2C systems that place even greater demands on water performance.

D2C systems are designed around high-density processors and narrow distribution channels, which demand tighter water

quality specifications than traditional tower systems. Even minor contamination with silica, iron, or biological material can obstruct cold plate passages, leading to local hot spots, processor throttling, or even failure. Engineering design now extends beyond manifolds and heat exchangers into water chemistry, monitoring, and maintenance protocols.

Maintaining stable operation requires online monitoring of corrosion, bioactivity, and particulates, along with filtration capable of maintaining ultra-low-diameter suspended solids. Chemical treatments must be precisely dosed via automated feed control systems (probes/controllers), often at lower levels than tower systems, but with greater accuracy.

D2C cooling is not just a technological advancement; it represents a shift in how data centres manage the energy-water

"D2C cooling is not just a technological advancement; it represents a shift in how data centres manage the energy-water nexus"

nexus. Operators who integrate water treatment, monitoring, and control into system design and operation will achieve greater reliability, efficiency, and sustainability.

As new generations of cooling hardware are introduced, consulting engineers have begun embedding water quality requirements into the design phase. Startup cleaning, monitoring sensors, and service partnerships are now being written into specifications as standard practice.

Field experience across hyperscale, colocation, and research facilities shows that D2C systems thrive when water and energy management are engineered as a unified strategy. The next generation of data centres will be defined not only by compute density, but by how intelligently they balance the intertwined demands of energy and water.

We make water for you SMART

TAIWAN WATER WEEK 2025: SMART SOLUTIONS AND SUSTAINABILITY CONVERGE IN TAIPEI

Taiwan International Water Week 2025 will convene global water professionals in Taipei this October, showcasing smart infrastructure, sustainability, and net-zero solutions while fostering collaboration across Asia’s water ecosystem in response to mounting climate pressures and resource challenges.

As water challenges intensify across Asia, Taiwan is positioning itself as a regional hub for innovative water technology and sustainable development. This comes into focus with the Taiwan International Water Week (TIWW) 2025, which will take place on October 29–31, 2025, at the Taipei Nangang Exhibition Center.

Organised by the Taiwan External Trade Development Council (TAITRA), TIWW is the island’s only dedicated water industry trade show, providing a one-stop sourcing and networking platform for professionals across the value chain. The event focuses on smart water infrastructure, sustainable development, and the net-zero transition, reflecting pressing priorities in a region grappling with water scarcity, climate change, and the need for resilient infrastructure.

Taiwan International Water Week will highlight smart water infrastructure, sustainable development, and the net-zero transition

Asia’s water challenges and Taiwan’s response

Across Asia, water scarcity is becoming a defining challenge. Nearly 500 million people in the Asia-Pacific still lack access to basic water supply, while climate change is magnifying extremes –from prolonged droughts to destructive floods. For many countries, ensuring reliable water supplies is essential to sustaining both economic growth and social stability. Cities are expanding faster than utilities can adapt, and industries with high water demands, such as energy, chemicals, and manufacturing, are under pressure to adopt more sustainable practices.

Taiwan offers a telling case study. Despite receiving abundant annual rainfall, its steep terrain and uneven precipitation distribution make water difficult to store and manage. In 2021, the island suffered its most severe drought in more than half a century, with reservoirs in some regions falling below 20% capacity. This crisis forced authorities to impose restrictions on irrigation and pushed industries to adopt emergency measures, exposing vulnerabilities in Taiwan’s water management system. In the years since, Taiwan has accelerated efforts to diversify water

sources, expand recycling, and improve efficiency – priorities that are now mirrored on the TIWW 2025 agenda. A 2025 OECD report underlines that Asia holds some of the world’s highest potential for water innovation, noting that sustainable growth will depend on robust water resource management. TIWW 2025 positions Taiwan as a platform for exchanging solutions that address these regional challenges and

promote resilience in the face of climate variability. By bringing together upstream suppliers, technology developers, utilities, and end users, the event seeks to build connections that can accelerate the uptake of new solutions.

Resilience through Smart Water

A central focus at TIWW 2025 is Smart Water – the deployment of digital tools and intelligent systems to modernise water

networks. Water loss through ageing pipes and leaks remains a critical issue in many Asian cities, undermining efficiency and placing additional strain on limited supplies. By integrating IoT sensors, smart meters, and advanced monitoring platforms, utilities can detect leaks in real-time, optimise pressure management, and safeguard water quality.

On the exhibition floor in Taipei, visitors will see how these innovations are being applied. Companies such as Xylem, Solteam, Finetek, and Fenri are set to present advanced monitoring systems and intelligent management platforms. These technologies enable operators to visualise their networks in real-time, identify inefficiencies, and enhance resilience against both drought and flooding.

Other exhibitors will highlight the essential building blocks of water infrastructure.

Firms including AVK, Gardner Denver, Tsurumi Pump, and Bluesen will present valves, blowers, pumps, meters, and other critical equipment that form the backbone of water systems. In parallel, leading water treatment providers such as Suez, Veolia, Cox, France Evaporation, Sinotech Engineering, Kuo Toong International, LCY Chemical, and the Industrial Technology Research Institute (ITRI) will demonstrate their latest innovations in advanced treatment and de-

Asia holds some of the world’s highest potential for water innovation: sustainable growth will depend on robust water resource management

salination technologies. Together, these exhibitors underscore how smart infrastructure and reliable components must work hand in hand to deliver more efficient and sustainable water services.

Beyond individual technologies, TIWW emphasises how digital integration can create resilient networks. Smart monitoring, predictive analytics, and adaptive management are increasingly seen not as optional upgrades but as core strategies for cities and industries aiming to safeguard supplies in a time of uncertainty.

Net-zero and sustainable water management

Another urgent theme shaping the conversation is the net-zero transition. Wa-

A Sustainability

ter and climate change are deeply interconnected. On one hand, water and wastewater systems are energy-intensive and can be significant sources of greenhouse gas emissions, particularly from wastewater processes where nitrous oxide often dominates. On the other hand, climate change is altering rainfall patterns and increasing the frequency of droughts and floods, creating new stresses on already stretched water systems.

In response, TIWW 2025 is introducing a Sustainability Hub, with the British Standards Institution (BSI) as a collaborative partner. This new feature will provide on-site consulting and ESG-related certification services, offering guidance on energy efficiency, carbon reduction, and water recycling. Certification and advisory services are increasingly valued in the sector, as utilities and industries seek independent benchmarks to demonstrate progress toward sustainability goals.

A centrepiece of this initiative will be the unveiling of the AquaImpact shortlist, which recognises exhibitors that demonstrate outstanding sustainability

efforts. By highlighting leaders in areas such as water reuse, carbon reduction, and energy-efficient operations, AquaImpact aims to set examples that can inspire broader adoption of green practices across the industry. Exhibitors included in this program will not only gain visibility but also contribute to a larger culture of accountability and continuous improvement.

The Sustainability Hub will also feature live presentations on topics ranging from sustainable water governance to strategies for integrating recycling into industrial processes. By combining technical exhibits with knowledge-sharing, the Hub reinforces the idea that achieving sustainability requires both innovation and systemic change.

Collaboration at a regional water innovation hub

TIWW 2025 is designed not only as a showcase of technologies but also as a platform for collaboration across the water ecosystem. The program includes an International Forum, a Sustainability

Workshop, Procurement Meetings, and a TIWW Tech Talk. These events are intended to foster dialogue among government agencies, utilities, industry leaders, and technology innovators. By encouraging cross-sector connections, the event helps translate ideas into implementable projects and strengthens the foundations for long-term partnerships.

The International Forum is expected to gather experts from across Asia and beyond to discuss strategic issues such as financing, policy alignment, and regulatory frameworks. The Sustainability Workshop will provide a more hands-on environment, giving participants practical insights into circular practices and energy-efficient approaches. Meanwhile, the Procurement Meetings offer direct business-to-business opportunities, linking global buyers with solution providers. The TIWW Tech Talk, in turn, will highlight specific innovations, allowing exhibitors to showcase how their technologies address urgent water challenges.

International participation enhances TIWW’s role as a regional hub. With

Beyond individual smart water technologies, TIWW 2025 will emphasise how digital integration can create resilient networks

global players such as Suez, Veolia, and others joining Taiwanese and Asian companies, the exhibition will highlight both global expertise and local innovation. This mix provides opportunities for attendees to explore solutions that can be adapted to diverse contexts across the region, from urban water networks to industrial applications.

Beyond technology demonstrations, TIWW 2025 also provides a venue for discussing governance and financing challenges. How should utilities plan for large-scale infrastructure upgrades in the face of climate uncertainty? What policy tools can accelerate water recycling and conservation in industries with high water use, such as semiconductors, energy, or chemicals? And how can public-private partnerships be structured to deliver long-term value for both investors and communities? These are the kinds of questions that will be explored, ensuring the event is not just about equipment on display, but also about strategy, planning, and governance.

As water continues to play a central role in global net-zero strategies, the gathering in Taipei signifies how Asia is mobilising to meet its water challenges through innovation and cooperation. TIWW 2025 serves as a gateway for international collaboration, connecting Taiwan’s water sector with partners across the region. For industry professionals, the event underscores that the path forward lies in building smarter, more sustainable systems that can withstand the pressures of climate change while supporting economic growth. This October, Taiwan will showcase how collaboration and innovation can drive the water sector toward a more resilient and sustainable future.

The AquaImpact shortlist will highlight sustainability leaders that can inspire broader adoption of green practices across the industry

AMBER WALSH

SENIOR ANALYST, BLUEFIELD RESEARCH

OPINION

Big Tech’s thirst is reshaping water infrastructure — for better and worse

The U.S. data centre boom is reshaping infrastructure across the country, unleashing billions in construction as tech giants race to capitalise on the artificial intelligence (AI) surge. Together, leading Big Tech firms have announced nearly US$350 billion in planned capital expenditures. While questions remain about the long-term sustainability of these investments, construction is showing no signs of slowing. In June 2025 alone, the value of data centre construction hit US$3.5 billion, according to the U.S. Census Bureau — an eye-popping 232% increase from June 2022, just months before the launch of ChatGPT.

But amid this rapid growth, one critical issue remains largely overlooked: water. Water is essential for data centre cooling, yet it’s often treated as an afterthought compared to electricity availability. This oversight has serious implications. Most major data centres rely heavily on municipal water systems, with an estimated 97% of water usage sourced from third-party utilities. As the industry shifts toward massive hyperscale facilities — and as buildouts accelerate — local water infrastructure is increasingly under pressure.

Many of these utilities are already underfunded, ageing, or ill-equipped to handle such spikes in demand. The result is a growing strain on public systems that were not designed with AI-driven infrastructure in mind. In water-scarce regions like the Southwest U.S., the challenge is even more acute.

But it’s not all bad. The arrival of a data centre campus can also bring tangible benefits to local communities, often accelerating long-delayed water system upgrades and unlocking new funding sources. In many cases, the influx of capital tied to these projects has helped jump-start long-overdue infrastructure improvements. In The Dalles, Oregon, for example, Google committed US$28.5 million to public upgrades — including new wells, reservoirs, a pump station, and a sewer lift station. In return, the company withdrew more than 461 million gallons of water from the city in 2024, representing about 4.7% of its total data centre water usage that year.

These types of partnerships can offer critical lifelines to communities, especially when structured transparently and with

long-term planning in mind. Bluefield Research projects that water-related infrastructure spending by data centre operators will reach US$313 million in 2025 — and grow by 42% to US$443 million by 2030.

Faced with rising scrutiny and growing operational risk, tech companies are beginning to take water management more seriously. Water reuse is emerging as a leading strategy. Amazon Web Services (AWS), for instance, aims to use reclaimed water at 120 sites by 2030, a goal that will require significant investment in wastewater treatment and purple pipe networks.

Although much of the hype surrounds Big Tech companies, colocation providers — such as QTS Realty Trust, Vantage Data Centers, Aligned Data Centers, and Digital Realty — play a pivotal role in the data centre industry and are also advancing

"The arrival of a data centre campus can bring tangible benefits to local communities, often accelerating long-delayed water system upgrades"

innovative solutions. Digital Realty, for instance, has partnered with Ecolab to deploy an AI-driven water conservation platform across its U.S. facilities, signalling a broader industry shift toward smarter, more sustainable practices.

Water — and the infrastructure behind it — can no longer be an afterthought in data centre planning. The pressures are real, especially for communities that are already vulnerable to water stress. But there’s also opportunity. With the right policies, partnerships, and technologies in place, the rise of AI infrastructure could serve as a catalyst for overdue investments in community systems.

As Big Tech pursues ever more reliable and sustainable operations, the potential exists not just to reduce strain — but to build resilience, together.

STEVE SALVIN

CEO AND FOUNDER OF AIIMI

OPINION

How AI can help water companies do more with less

Water companies are being asked to do more with less during AMP8. The current regulatory period requires water companies to meet ambitious targets whilst keeping costs down and maintaining ageing infrastructure, and is set against a challenging backdrop of increasing service demands and environmental challenges.

The solution? Innovation will have a crucial role to play in helping water companies meet targets, according to AMP8 recommendations. And whilst rainwater and budget might be scarce right now, the sector has no shortage of the resource that underpins the most innovative, AI-driven solutions: data.

Water companies have vast and varied data estates: from customer interactions and usage records, to water meters and sensors on assets. Locked within these digital assets are valuable insights that can help optimise operations. AI holds the key and is crucial to firstly managing digital assets, and secondly, leveraging data insights to drive crucial efficiencies. There’s more good news: bigger isn’t necessarily better when it comes to AI.

Flashy new tools that drain resources are often red herrings. For example, “Agentic AI control rooms” promise to automate asset management, yet it is a grand vision that would require substantial computing power and specialised hardware and software to put into practice. Running and continually updating this technology would also involve significant ongoing investment. There are more realistic solutions that deliver real results.

Rather than total automation, the goal should be to maintain human oversight whilst boosting operational efficiency. The most accessible solutions also leverage and easily integrate with existing systems. Water companies are already seeing real-world results through AI tools that deliver on both fronts. Having deployed 23,000 sensors with AI-driven analysis to predict sewer blockages, Southern Water is set to cut pollution incidents by up to 40%, for example. Severn Trent is also using AI and predictive modelling of water networks to reduce flooding and overflow spills, and is on track to achieve AMP8’s target for zero serious pollution incidents five years

in advance of the deadline. Meanwhile, Yorkshire Water is using data from sensors to flag early signs of deterioration and optimise maintenance scheduling, protecting the environment whilst boosting operational efficiency.

We know there’s no issue around the availability of data. But AI outputs are only as good as the data that models ingest. And the quality and accessibility of organisations’ digital assets is another matter. Where data has been accumulated over decades, gathered via different sources, and stored across different systems, the focus now must be on classifying and cleaning data ready for successful AI adoption. Again, AI can help.

Automating data governance is faster, more effective, and can go a long way towards addressing key water sector priorities. 41% of water industry leaders believe that cost pressures

"AI holds the keys, and is crucial to firstly managing digital assets, and secondly leveraging data insights to drive crucial efficiencies"

stem from inadequate digital infrastructure. An analysis by Aiimi and the UK Water Partnership also indicates that AI will directly support water companies to achieve AMP8 targets, making it all the more critical that the digital infrastructure needed to support AI solutions is in place.

As AMP8 pushes water companies to do more with less, it’s clear that well-governed data will pay for itself. The path forward lies in smart AI solutions and specific use cases. Big, shiny AI models and unwieldy data estates risk throwing teams off course. But companies that focus on investing in solid data foundations and tools that integrate with existing systems and work alongside teams will be best placed to meet regulatory targets, strengthen resilience, and safeguard vital resources for the future.

'INCREASE THE PROFIT IN YOUR PLANT WITH FILTRALITE®’

FILTRALITE: BOOSTING EFFICIENCY AND PROFITABILITY IN WATER TREATMENT

Last July, a webinar on innovative filtration solutions focused on how Filtralite® can help utilities improve plant efficiency and profitability. International Sales Manager, Truls Klavestad, presented technical insights and real-world case studies, highlighting how the expanded clay media delivers longer filter runs, fewer backwashes, and significant savings, enabling operators worldwide to produce more water at lower cost.

Utilities worldwide are under mounting pressure to provide more clean water while meeting sustainability goals and reducing costs, all while avoiding costly infrastructure upgrades. Against this backdrop, Smart Water Magazine partnered with Filtralite to host the webinar Increase the profit in your plant with Filtralite on July 3, 2025. The event featured Truls Klavestad, International Sales Manager for the Nordics, UK, and Asia at Filtralite, who has more than 14 years of experience with Saint-Gobain and Leca.

Klavestad explained how Filtralite is manufactured by heating clay in high-temperature kilns until it expands like popcorn, producing a uniquely porous structure. This porosity is what sets the material apart, enabling it to trap more suspended solids, reduce head loss, and support biological filtration. Importantly, replacing sand or anthracite with Filtralite requires no structural changes to existing plants. Operators simply swap the media, adjusting only the speed of the backwash pump due to Filtralite’s lighter density — a change that also lowers energy

For new facilities or expansions, Filtralite’s higher efficiency allows designers to cut the number of filtration cells by as much as half

consumption. As Klavestad put it, Filtralite is “probably the best filter material in the world,” combining ease of use with clear performance gains.

Pathways to profitability

Klavestad organised his presentation around three areas where Filtralite improves plant profitability. The first is increased production. With higher filtration velocities, plants can process more water using the same infrastructure, and filters typically run up to five times longer between backwashes than sand filters. This allows operators to meet rising demand without new construction, an important advantage where both capital and water resources are constrained.

The second lever is to reduce operating costs. Backwashing consumes water and energy, often representing a hidden but significant share of a plant’s budget. By extending filter runs, Filtralite lowers the frequency of backwash cycles, reducing pumping costs and water loss. Many clients achieve payback in less than three years, and some in as little as six months — a rapid return by industry standards.

The third pathway is reduced footprint. For new facilities or expansions, Filtralite’s higher efficiency allows designers to cut the number of filtration cells required by as much as half. This brings savings in construction materials, equipment, and land, while simplifying plant design. For utilities working in urban areas or sites with limited space, a smaller footprint can be decisive.

Filtralite’s ideal conditions for biofilm growth enable efficient removal of contaminants such as ammonia, iron, and manganese

Global case studies

These advantages were illustrated with examples from different regions. At Thames Water in the UK, algal blooms were clogging sand and anthracite filters, forcing frequent cleaning and limiting output. After switching to dual-layer Filtralite, the utility doubled filtration rates and saved £10,000 per filter annually in energy and backwash costs.

In Israel, the Palmachim desalination plant boosted filtration rates from 7 to 12 m/h and extended filter runs from 30 to 200 hours. Cartridge filter costs dropped by €300,000 each year, easing strain on downstream processes and improving water security in a country that relies heavily on desalination.

In the Czech Republic, the Bedřichov water treatment plant was not short of capacity but wanted to cut costs. By adopting Filtralite, operators reduced energy use for backwashing by 75 per cent and ran fewer filters, achieving payback in just over two years.

A final example highlighted Filtralite’s durability. A wastewater treatment plant in Oslo has been operating with the same Filtralite media since 1994. More than three decades of continuous use show not only robustness but also the long-term value it provides for utilities.

Beyond these operational successes, Klavestad emphasised that Filtralite’s porous structure supports biological treatment. He described it as “a five-star hotel for bacteria,” providing ideal conditions for biofilm growth. This enables efficient removal of contaminants such as ammonia, iron, and manganese. In trials, Filtralite achieved ammonia removal rates of up to 97.5% and reduced iron to nearly undetectable levels. For utilities facing both chemical and biological treatment challenges, this dual functionality makes Filtralite especially attractive.

Versatility and ease of use

Another strength highlighted during the session was Filtralite’s versatility. It can be used in pressure, gravity, vertical, or horizontal filters, and is certified for drinking water by NSF and European authorities, making it a safe option for both municipal and industrial applications. Because it is lighter than sand, backwashing requires less energy, delivering further savings. Klavestad also underlined its resistance to attrition, with wear rates of less than 1% per year even under demanding wastewater backwash conditions.

Truls Klavestad International Sales Manager for the Nordics, UK and Asia at Filtralite

"With Filtralite, you always have a payback time of less than three years, and in many cases it can be as short as one year or even six months"

"Instead of backwashing the sand filter once a day, you can backwash the filter with Filtralite every five days"

Audience questions reflected the interest of an international community of water professionals. Participants asked about comparisons with granular activated carbon, installation methods, and specific applications. Klavestad explained that while activated carbon can provide initial benefits through chemical adsorption, Filtralite consistently outperforms over the long term thanks to its inert, durable nature and strong support for biofilm growth. He emphasised its user-friendly profile: Filtralite is easy to load, simple to adapt to existing filters, and requires minimal maintenance, making it a practical choice for utilities of all sizes. In closing, Klavestad summed up the central message: Filtralite offers a straightforward, proven way to improve water quality, lower operating costs, and increase capacity. The session made clear that Filtralite is more than a replacement for sand or anthracite. For utilities from Europe to the Middle East, it represents a step-change solution that helps them deliver more water at lower cost, while strengthening resilience in the face of global pressures. As the case studies demonstrated, innovation does not always mean building new infrastructure or deploying complex technologies. Sometimes, rethinking the materials at the heart of filtration can unlock the biggest gains, enabling utilities to meet rising expectations with confidence and efficiency.

TOWARDS GREENER AND ECONOMICAL DESALINATION SOLUTIONS

Veolia is redefining desalination with advanced membranes, AI optimisation, and renewable integration. By lowering energy use, costs, and ecological impact, it proves that sustainable, large-scale water production can secure long-term supplies for water-stressed regions worldwide.

Z Somboun Narpoolmin, Director for Major Projects & Commercial Development, Veolia Asia

In an era where water scarcity looms as one of humanity's greatest challenges, the Asia-Pacific (APAC) region faces an evolving crisis. Home to some of the most water-scarce areas globally, over 2.6 billion people now face difficulties accessing potable water sources–more than double the number from 1975 (Managing water scarcity in Asia and the Pacific - A summary, FAO 2023). With rising demand, dwindling resources, and climate volatility, sustainable seawater desalination is no longer a backup plan — it’s a vital part of water security. At the forefront of this water revolution stands Veolia, a leading desalination service provider capable of delivering 6.75 million m3 of desalinated water worldwide daily through advanced membrane technology. The company’s innovations are transforming long-held perceptions of desalination as energy-intensive and

Veolia can design, build, and operate a Seawater Reverse Osmosis plant, achieving less than 3 kWh/m3 specific energy consumption

environmentally taxing — and proving that sustainable, cost-effective alternatives are possible at scale.

Currently, Veolia can design, build, and operate a Seawater Reverse Osmosis plant, achieving less than 3 kWh/m3 specific energy consumption. Here’s how Veolia addresses the environmental and economic stakes and pushes boundaries toward greener and more affordable desalination solutions.

Designing for minimal environmental impact

Environmental protection begins with a comprehensive Environmental Impact Assessment (EIA), which forms the foundation of Veolia's sustainable desalination approach. The EIA process ensures the protection of biodiversity and natural resources by evaluating ecosystem impacts, while maintaining transparency and public participation in development decisions to prevent irreversible environmental damage and social conflict.

This environmental commitment is demonstrated through innovative subsurface intake systems utilising engineered screens and cleaning technologies, which maximise seawater harvesting efficiency. These systems serve as natural

Veolia operates the Sydney Desalination Plant in Kurnell, a key asset in New South Wales’ long-term water security strategy.

filters, preventing large floating objects from entering and reducing marine life mortality by up to 100%.

Improving energy efficiency in every drop

Energy optimisation is central to making desalination both sustainable and cost-effective. According to industry data, energy typically accounts for approximately 45% of operational costs in desalinated water production. This significant cost factor makes energy efficiency optimisation paramount for both ecological and financial sustainability.

Smarter membranes, lower costs

That said, energy efficiency is only part of the equation. The membranes themselves are just as critical to reducing cost and consumption. The latest membrane technologies contribute to cost reduction through several mechanisms: high-permeability designs that require

less energy for water passage, enhanced surface characteristics that minimise fouling, and improved durability that extends operational lifespan. These advanced membranes can achieve 10-15% energy savings compared to conventional options.

Through Veolia's dedicated centre of expertise, ARAMIS, the company conducts comprehensive assessments of available membrane technologies, ensuring optimal selection for specific geographic conditions independent of manufacturers. This strategic approach combines cutting-edge membrane innovations with smart monitoring systems to maximise cost efficiency.

Veolia's integration of digital solutions, through its Hubgrade platform, takes membrane optimisation to the next level. AI-driven monitoring systems provide real-time status updates and predictive maintenance insights, enabling operators to make data-driven decisions

about equipment replacement and maintenance schedules. This smart approach to membrane management not only extends membrane life but also ensures optimal performance while minimising energy consumption and operational costs (reduced cleaning).

Capturing energy to lower costs and emissions

Energy recovery systems are a key enabler of more sustainable desalination operations. In the pre-treatment stage,

Our environmental commitment is demonstrated through innovative subsurface intake systems that maximise seawater harvesting efficiency

Inside the heart of the operation: a Veolia technician inspects RO membranes housed in skid-mounted pressure vessels

Advanced membranes are critical to reducing cost and consumption, achieving 10-15% energy savings compared to conventional options

seawater undergoes clarification and filtration to remove suspended solids, sediment, and other particles using Veolia's conventional and membrane-based filtration technologies. These systems, coupled with energy recovery devices, reduce overall power consumption and the need for traditional chemicals.

Following pre-treatment, the filtered seawater is fed at high pressure to the membrane process — typically involving Seawater Reverse Osmosis (SWRO), or Brackish Water Reverse Osmosis (BWRO), or a combination of both, depending on site-specific needs. It is during the SWRO stage that energy recovery plays its most significant role.

Pressure exchangers capture energy from the high-pressure brine stream and transfer it to the incoming feedwater, substantially lowering energy demands. This approach has proven to be highly effective, with Veolia-managed desalination plants in Australia demon-

strating energy recovery rates of up to 97% from brine flow.

Stabilising water quality for safe use

AI-driven monitoring systems to support membrane management not only extend membrane life but also ensure optimal performance

Building on the efficiencies achieved during energy recovery, effective post-treatment is equally critical to ensure the safety and usability of desalinated water. pH is adjusted and minerals are added to stabilise the desalinated water and make it non-corrosive, improving the Langelier Saturation Index (LSI) for industrial and/or potable use. Remineralisation processes and residual chlorine maintenance vary globally, depending on client requirements and local chemical availability. Common methods include the injection of carbon dioxide and the use of calcium-based salts, such as lime or calcite, which neutralise pH and increase water hardness to minimise corrosiveness.

Veolia’s extensive expertise in largescale desalination—encompassing both pre- and post-treatment stages—has enabled a 35% reduction in reverse osmosis energy consumption in just 10 years.

Pairing AI and renewables for next-gen desalination

Desalination is evolving — and Veolia is leading the charge. The integration of arti-

Veolia manages the Gold Coast Desalination Plant that provides South East Queensland with a reliable, climate-independent water supply.

ficial intelligence (AI) and renewable energy technologies is transforming seawater desalination from an energy-intensive process into a more sustainable, cost-effective solution.

During the SWRO stage, pressure exchangers capture energy from the brine stream and transfer it to the incoming feedwater, lowering energy demands

Digitalisation through AI enables three key improvements: scalable systems that adapt to changing seawater conditions through advanced sensors and analysis software; predictive maintenance capabilities that identify potential issues before they cause unplanned downtime. This technological integration has shown concrete results, as demonstrated at Veolia's Gold Coast SWRO plant, which achieved a documented 1.1% improvement in energy efficiency over its baseline operations.

Renewable energy integration has become equally crucial in modern desalination operations, significantly reducing the carbon footprint by eliminating dependence on fossil fuels. A prime example is Veolia's Kurnell SWRO plant, which operates on 100% renewable electricity and has achieved near-zero carbon emissions during peak solar hours. The combination of AI optimisation and renewable energy integration is not just improving operational efficiency; it's making sustainable desalination more accessible and economically viable across diverse global markets.

The numbers tell a compelling story: reduced energy consumption, lower operational costs, and minimal environmental impact are making desalination an increasingly attractive solution for water-stressed regions worldwide. This technological renaissance isn't just optimising operations; it's democratizing access to fresh water and writing a new chapter in humanity's quest for sustainable water solutions.

Shaping the future of sustainable water access

As global water scarcity intensifies, sustainable innovations in desalination technology are proving crucial for ensuring long-term drinking water security. These advancements are particularly vital in helping communities better cope with water shortages and extreme climate events. The integration of renewable energy, AI-driven operations, and advanced membrane technology is transforming desalination from an energy-intensive process into an environmentally conscious solution for water security.

At the forefront of this shift, Veolia is demonstrating that environmental sustainability and commercial viability can coexist successfully. By combining technological innovation with environmental stewardship, the company is contributing to long-term solutions that will serve communities for generations to come.

Veolia’s reverse osmosis membranes form the core of the process that turns seawater into high-quality drinking water.

SERGIY MOROZ

POLICY MANAGER FOR NATURE, EUROPEAN ENVIRONMENTAL BUREAU

OPINION

The interconnected future of water and energy: a call for integrated thinking

The press conference held on 4 June 2025 by Executive Vice President Ribera and Commissioner Roswall to present the EU’s Water Resilience Strategy (WRS) should have happened in 2024. President von der Leyen had promised a vital new water strategy as part of the European Green Deal. So after being delayed and deprioritised, it was a relief to see water resilience return as a key focus of her second Commission.

The strategy has been widely welcomed by civil society, progressive businesses, and parts of the farming community. At the national level, the EU’s environment Ministers will assess it in October, as many key actions fall under their responsibilities.

The European Environmental Bureau supports the strategy’s emphasis on restoring Europe’s broken water cycle. Europe's environment, people, and economy all depend on clean, plentiful water. But rivers, lakes, and groundwater aquifers are under growing pressure from pollution and mismanagement. Take PFAS, or "forever chemicals", for example, which are found at unsafe levels in many European waters (EEB briefing on PFAS in fish forthcoming). Other threats include river alterations, disrupted flows, and excessive abstraction.

Europe is warming faster than any other continent. Water is where these impacts hit hardest: more floods, longer droughts. But these are symptoms of a deeper problem – inaction and lack of political will. Strong water laws exist, but are often poorly implemented and enforced.

At the WRS launch, Commissioner Roswall was clear: "I will not propose any new legislation... The legal framework is in place, but we need to focus on implementation."

We fully agree. The Water Framework Directive (WFD) doesn't need rewriting or "simplifying" – it needs enforcement and funding. It already includes key tools: pollution control, abstraction permits, ecological flow standards, cost recovery, and basin-level restoration – all essential to the WRS.

Water resilience can't be built on depleted rivers and aquifers. While we support the development of an EU-wide method for applying the “water efficiency first” principle, Europe must go further. The EU needs to bring water extraction down to sustainable levels and allocate water to damaged ecosystems as a priority.

Nature is the foundation of resilience. Nature-based solutions – like wetland and floodplain restoration – help retain water and improve climate adaptation. Policymakers should prioritise these over energy-intensive "techno-fixes" like desalination or new dams. The Nature Restoration Regulation, if properly implemented, can significantly enhance water resilience, especially if national Nature Restoration Plans integrate water and climate adaptation goals.

Yet the WRS somehow lacks dedicated funding – especially for nature-based solutions. The next EU budget must fund key WRS initiatives such as the “Green and Blue Corridor” and “Sponge Facility”. And the long-standing LIFE programme must remain a strong EU funding instrument for vital water and nature projects.

"Rivers, lakes, and groundwater aquifers face growing pressures from not only pollution, but also poor management – both of which are preventable"

Credible water resilience also demands strong pollution prevention. The EU must uphold the Polluter Pays Principle, ensure cost recovery under the WFD, and enforce Extended Producer Responsibility in the revised Urban Wastewater Directive.

New geopolitical and economic pressures – from industrial competitiveness to the energy transition – threaten to undermine EU water laws. As investments rise in hydropower, raw material extraction, and infrastructure, so do risks of weakening key water protections. However, maintaining those legal safeguards is essential. Water resilience must be a core pillar of Europe’s green and just transition. But without funding and political commitment, the WRS risks becoming another unfulfilled promise. EU policymakers must deliver real water resilience by restoring the health of our greatest ally: nature.

CHRISTOS CHARISIADIS

FOUNDER OF BRINE CONSULTING

OPINION

Why boutique consultancies are leading the transformation in the water sector

With global water infrastructure facing an estimated $110 billion annual funding gap, and 96% of sector leaders planning increased investments in 2025, organisations need more than conventional support. They need strategic partners who can move at the speed of opportunity. Enter the boutique consultancy. While traditional firms rely on rigid processes and multi-layered teams, boutique consultancies offer agility, senior insight, and solutions for real-world complexity. In a sector where timelines are tight and stakes high, this model isn’t just viable; it’s essential. Leaner and closer to clients, boutique teams adapt quickly, cut through bureaucracy, and deliver impact faster, bringing sharper focus to the issues that matter most.

J Agility without bureaucracy: Boutique consultancies are built for speed. Without the drag of internal hierarchy, they can pivot quickly, adapt to changing project needs, and integrate new technologies like AI, digital twins, or advanced reuse processes with minimal friction.

J Senior involvement from day one: Clients work directly with experts who bring 15-25+ years of experience. There are no handoffs between sales and delivery, no learning curves. Every engagement benefits from immediate access to decision-makers who understand the regulatory, technical, and commercial dynamics of the water sector.

J Faster, smarter execution: Boutique firms often reduce project timelines by 30–40% through leaner planning, faster approvals, and more responsive communication. This speed enables clients to capitalise on funding cycles, regulatory windows, or infrastructure rollouts that can’t wait for committee reviews.

J Stronger alignment and collaboration: Boutiques tend to act as embedded partners, not distant vendors. They integrate with internal teams, stay hands-on throughout delivery, and build trust through proximity and transparency. It’s a model that’s ideal for navigating ambiguity and pressure, especially in high-stakes, cross-functional projects.

J Cross-sector perspective: Working across energy, industry, and infrastructure, many boutique firms offer a broader lens. They can translate lessons from a ZLD project in India into an ESG framework in the GCC, or apply insights from food and

beverage reuse in the U.S. to municipal systems in Europe. This cross-pollination drives innovation.

Value without overhead

Clients aren’t paying for layers, they’re paying for outcomes. Boutique firms deliver high-impact thinking without the inflated cost structure of large consultancies. The result: better value, less bureaucracy, and more room to invest in implementation.

The global water consulting market is growing at 6.2% annually. Yet many large firms struggle to respond to this growth with agility. Boutique consultancies, on the other hand, are seizing this moment, advising on circular economy strategies, deploying pilots faster, and aligning water investment with climate and ESG goals.

"Boutique firms often reduce project timelines by 30–40% through leaner planning, faster approvals, and more responsive communication"

Brine Consulting was built on these very principles. We are a senior-led, globally connected water consultancy that delivers brine management, produced water reuse, ZLD design, ESG strategy, and PPP planning with both technical depth and strategic foresight. Every project team is custom-built. Every engagement is designed for speed, clarity, and value.

From piloting nanofiltration systems in less than two weeks to leading desalination strategies for mega-developments in the Middle East, we’ve helped clients unlock value where others see only complexity.

As water challenges intensify and technology reshapes the industry, boutique consultancies aren’t just an alternative to large firms; they’re the strategic choice for organisations that prioritise results over reports, innovation over inertia, and outcomes over overhead.

“SPREADING

THE VOICE OF WETLANDS REQUIRES US TO

CONTINUOUSLY

CHALLENGE OURSELVES BY EXPLORING NEW COMMUNICATION FORMATS”

Wetlands are vital for people, nature and climate, yet they remain under threat. To explore how communication can raise awareness and inspire action, we spoke with Amélie Tagu, Communications Officer for Wetlands International Europe, who works in Brussels to amplify the voice of wetlands in the EU and beyond.

How do you think communication in the water sector has evolved in recent years?

As a Brussels-based NGO advocating towards EU institutions to safeguard and restore wetlands for people, nature and climate, our major audiences are EU decision-makers, civil society organisations and, to a lesser extent, the general public. Within this scope, I foresee two main evolutions in the way we now communicate.

First, we adapt to the current European political context, which has removed funding for the overall support to environmental organisations, affecting wetlands in particular.

To disseminate our messages with a stronger and united voice, we organised ourselves in alliances with other Brussels-based NGOs working in the water and wetland sectors. Jointly publishing press releases and delivering common recommendations on the latest EU developments enables us to widen our voice and increase our visibility.

My second observation concerns online communications. Social media is a fast-evolving sphere. We need to follow the trends and keep being creative to stay visible. I recently noticed that adopting an informal-humorous tone helps reach more people and expand the scope of our messages.

Overall, I want to highlight that wetlands cannot speak for themselves, but their voice needs to be heard to ensure a sustainable future. And I think the best way to keep spreading the voice of wetlands requires us to continuously challenge ourselves by exploring new communication formats.

Why do you think it is important to communicate about water?

Healthy wetlands and clean waters are central to tackling the greatest challenges of our era: they enable the enhancement of water and food security, help reverse nature loss, increase our resilience to climate

change and underpin sustainable development.

They are our climate superheroes, and yet, they are disappearing. Today, 22% of wetlands have been lost globally since 1970, a quarter of the remaining wetlands are in poor ecological condition, and Europe observes a continuous deterioration of its wetlands. Even if these facts speak for themselves, we still need much more EU investment and immediate action to safeguard our remaining wetlands and clean our waters.

For these reasons, I believe that communicating about water, about wetlands' benefits and what they can bring to our planet, is even more important. By raising our visibility, we can extend our network, the impact and influence of our messages. Hopefully, they will be heard by the people who have the power to act before it’s too late.

What are the most challenging aspects of communicating water-related news?

When we speak about an element, like water, an ongoing challenge is to trigger empathy about it; to “personalise” it to create a storytelling around the news. In this storytelling, we strive to always make sure that our audience understands where the water comes from, as the water we consume daily from the tap originally comes from wetlands that store and supply it.

Could you highlight one of Wetlands International Europe’s communication success stories?

Last May 2025, we organised the third edition of “WalkingRivers”, a global call to walk 5-7 km along local rivers and celebrate how amazing rivers are. This movement aims to remind everyone to appreciate and protect the rivers that connect us all. And this year’s edition was remarkably successful: over 2,500 people from 26 countries organised more than 100 walks around the world to celebrate their rivers.

Z Olivia Tempest

Amélie Tagu, Communications Officer for Wetlands International Europe

EUPHRESIA LUSEKA

WATER GOVERNANCE AND SYSTEMS STRENGTHENING SPECIALIST, CO-THEMATIC LEAD RWSN LEAVE-NO-ONE-BEHIND THEME

Water is the currency of survival. But who funds the flow when public coffers run dry?

As global finance leaders gathered at the Fourth International Conference on Financing for Development (FFD4) in Seville, Kenya tabled a fiscal plan blending macroeconomic realism with development urgency. Its FY2025/26 budget, themed Sustaining Bottom-up Economic Transformation Agenda, Fiscal Consolidation and Investing in Climate Change Mitigation and Adaptation for Improved Livelihoods, projects a US$33.5 billion expenditure.

This comes at a pivotal juncture. Kenya, like many emerging economies, is balancing restructuring public finance, debt, controlling inflation, and economic development while accelerating SDG 6.

FFD4 has reignited global momentum to reform international financial architecture, mobilising resources while ensuring debt sustainability. Against this backdrop, Kenya’s FY2025/2026 budget strategically repositions public finance to prioritise essential sectors like water. It targets the deficit of 4.8% of GDP by the end of FY2025/26, stabilising public debt within 55% (± 5%) by 2028.

Debt service alone will consume US$10.6 billion in FY2025/26. For the water sector, this implies a tighter squeeze: direct budgetary allocations will decline to US$857 billion from US$943 billion in FY2024/25. This re-prioritisation compels water sector agencies to deliver more with less exchequer funding.

Historically, Kenya’s water infrastructure development has relied heavily on Official Development Assistance (ODA), with World Bank, African Development Bank, KfW, USAID, and EU funding up to 70-76% of capital projects. While foundational, this donor dependency has exacerbated our debt burden, underscoring the urgency of long-term debt sustainability affirmed by both FFD4 and SDG 17.4.

Kenya's current fiscal trajectory responds to these imperatives, positioning it as an attractive partner within a reformed, equitable global financial system. Still, challenges are stark.

Recent data indicates piped water coverage has risen to 70% from 65% serving over 21.5 million people. However, only 31% have safely managed sanitation, 38% have a home handwashing facility, 11% of domestic wastewater is safely treated, and Integrated Water Resources Management lags at 62%. The elephant in the room: Non-Revenue Water levels at 45% nationally, causing US$92 million annual losses. Climate extremes worsen the challenges. As Water Cabinet Secretary, Eng. Eric Mugaa puts it, “Climate change is fundamentally a water crisis.”

Kenya's water future: the 2025 budget & FFD4's call for sustainable finance

To stay on track for its 2030 targets, Kenya must increase water coverage by at least 2% and sewerage coverage by 3.5% annually. Investing in water is a catalyst for holistic development; it is linked to other SDGs, reinforcing FFD4's emphasis on integrated, cross-sectoral and climate-conscious development.

A key reform unveiled by Cabinet Secretary for Treasury and Economic Planning, CPA John Mbadi, is the adoption of Zero-Based Budgeting (ZBB) for FY2025/26: "Every budget

"Kenya is

balancing restructuring public finance, debt, controlling inflation, and economic development while accelerating SDG 6"

item must be justified annually, demonstrating efficiency and strategic alignment.” For the water sector, ZBB is a hard pivot towards eliminating inefficiencies, wasteful underperforming programmes, while incentivising innovation, responding to FFD4's call for centrality of public budgets; a cornerstone of the Whole-of-Government Approach.

According to the National Water and Sanitation Investment Plan (NAWASIP 2022-2030), achieving universal water coverage requires US$6.8 billion with a US$3.6 billion funding deficit. Given fiscal constraints, this substantial financing gap necessitates a radical departure from traditional funding models, which FFD4 catalyses by fostering innovative approaches beyond conventional aid. The budget's strategic emphasis on private sector engagement is an innovative response to the financing

gap. Therefore, US$2.8 billion is expected from Public-Private Partnerships (PPPs), US$313 million from water service providers (WSPs) commercial borrowing, leaving a shortfall of US$549 million.

Success hinges on robust legal frameworks, transparent procurement processes, and viable commercial terms that attract sophisticated investors. The objective is to transform WSPs into financially autonomous, credit-worthy utilities.

The Water Services Regulatory Board (WASREB) is helping. It has revised tariff structures designed to improve WSP revenues and creditworthiness. Already, 83 WSPs have attained a B credit rating or higher, making them bankable and reducing dependency on exchequer support through commercial credit.

Key to WSP viability is effective debt recovery from consumers and aggressive reduction of Non-Revenue Water (NRW).

A case in point is Nairobi City Water and Sewerage Company. Through digitalisation and targeted leakage control, its revenue leapt to US$78 million in FY 2024/25, up 24% in two years.

Climate resilience is vital to the budget and water agenda. All projects are now screened for climate resilience towards safeguarding water supply chains and livelihoods from environmental shocks. This positions Kenya to tap into global climate funds and align with FFD4's focus on climate-aligned investment and development.

Good governance principles will make or break this shift in attracting public and private capital. External control through Supreme Audit Institutions, like the Office of the Auditor-General, ensures a feedback loop between planning and execution, directly contributing to SDG 16. Cabinet Secretary Mbadi highlighted that citizen participation through platforms like Bunge la Mwananchi shaped public budget responsiveness to citizen needs.

Transparency is the new gold standard. From July 1, 2025, a nationwide e-procurement system will digitise all government procurement, including water investments, enhancing traceability and reducing corruption. Simultaneously, the rollout of the Treasury Single Account (TSA) centralises cash management for better oversight, aligning with FFD4’s push for modern, credible and accountable public finance systems.

This Whole-of-Government approach reduces inefficiencies and strengthens public trust, an essential factor in securing investments.

The constraints imposed by the fiscal consolidation of Kenya's 2025/2026 water budget and significant debt burden are compelling re-engineering of water governance. While the re-

duced direct exchequer allocation presents an immediate challenge to SDG 6 timelines, it could be a blessing in disguise as it concurrently triggers a crucial maturation: a shift from donor dependency towards self-reliance, innovative financing, and rigorous accountability.

The success of this ambitious blueprint hinges on the effective implementation of Zero-Based Budgeting, robust institutional governance, innovation, technology, sustained private sector en-

"This budget is a bold fiscal plan for sustainable marketoriented water security, critical for Kenya's long-term economic development"

gagement, and a transparent public finance framework. So, this budget is a bold fiscal plan for sustainable market-oriented water security, critical for Kenya's long-term economic development and investment appeal.

As Mtchera Chirwa, Director of Water and Sanitation at the African Development Bank, aptly put it, “Across Africa, the financing gap for water is over $50 billion annually. Governments alone can’t close it; the private sector must invest more in water.” Kenya's 2025/2026 budget reflects a bold step towards realising this vision, aligning with FFD4.

Kenya showcases its fiscal shift, addressing key questions: Can fiscal consolidation align with SDGs? Can market-based financing replace aid? Can governments deliver more with less?

Kenya’s response: not only possible but the path forward.

UFUK ERDAL

WATER REUSE GLOBAL PRACTICE AND SOLUTIONS DIRECTOR AT BLACK & VEATCH

OPINION

Prioritising planning to ensure a smooth rollout of data centres

In the past three years, more than 160 data centres have been built in parts of the U.S. already grappling with limited water resources — up 70% from the previous three-year period. Yet many utilities don’t factor data centres into their long-term water planning.

Generative Artificial Intelligence (AI), edge computing and blockchain mining are fueling explosive compute demands and a growing dependence on water for cooling. High-performance chips powering machine learning and inference workloads generate more heat than ever, and increasingly, the industry is sending that heat into liquid cooling systems, sometimes directly at the chip (direct to chip liquid cooling) or immersing servers in a dielectric fluid (immersion cooling) as physical limits of air cooling are exceeded.

Putting that in perspective, heat rejection increases fivefold when you move from air-cooled to water-cooled systems at the server level. We’ve gone from air to liquid, and now we’re back to liquid at a scale we haven’t seen before.

Given the new cooling calculus, it’s of little surprise that some communities view data centres as water hogs, whereas others were unaware of the role of water in the cooling equation. That trust gap often widens when data centre operators enter a market quietly.

When companies are upfront and show how they're strengthening local infrastructure instead of just extracting from it, the conversation shifts, and communities notice.

Even as some hyperscalers park their sustainability goals in the back seat during the AI arms race, they haven’t tossed them out. Many are rethinking how to meet those goals under tighter water constraints. Microsoft and others have started exploring ways to reject heat without using large volumes of water — part of a broader shift away from evaporative cooling and current server design to implement liquid cooling technologies.

Cooling demands are already changing. Many high-performance chips now require liquid cooling directly at the server rack, and that pushes heat rejection levels far higher than previous generations of server infrastructure.

Some hyperscalers are experimenting with air-based alternatives to avoid evaporative water use. Others are doubling down on liquid cooling but pushing for cleaner, more closedloop models.

The technologies aren’t standing still, and neither are the demands.

That’s why water utilities can’t afford to wait for formal notifications or permit applications to start planning. Utilities need to start the conversation before developers select a site, finalise the cooling design, or push the project into full-speed execution to address the challenges.

Utilities bring critical context to these builds: they know the terrain and understand the constraints and seasonal stressors. They also know what local systems can and can’t support.

"Water utilities need to start the conversation before developers select a site, finalise the cooling design, or push the project into execution"

These are real partnership opportunities. However, they only materialise when the water utility is part of the build discussion. If the utilities don’t step in early, developers will solve the water problem without them by switching locations, methods or both.

How the future direction of data center and water evolve will depend on early engagement of key participants to secure permitting, promote sustainable practices, explore options like using recycled water or renewable energy and avoid conflicts with local communities concerned on environmental impacts, partner with data centers to get their cost contribution to new infrastructure and offer incentives to attract development and collaboratively execute development of future data centers otherwise the opportunity may be lost.

TURNING THE TIDE ON FLOODING:

HONG KONG’S HAPPY VALLEY STORMWATER SOLUTION

In one of Hong Kong’s most densely developed districts, the Happy Valley Underground Stormwater Storage Scheme (HVUSSS) exemplifies intelligent water infrastructure. Conceived in response to severe urban flooding in 2000, 2006, and 2008, the scheme avoids disruptive drainage upgrades by exploiting underground space beneath the Happy Valley Recreation Ground, a major public sports complex.

At its core lies a shallow, 60,000 m³ stormwater storage tank—equivalent to 24 Olympic pools—linked to a 650-metre box culvert and a pump house capable of discharging 1.5 m³/s. A key innovation is its movable weir; coupled with SCADA technology, it responds to real-time tidal and culvert levels, diverting flow into the tank only when needed. This

dynamic control boosts storage efficiency, reduces required tank size, and cuts pumping energy.

Complementing flood protection, HVUSSS integrates the city’s largest water harvesting system, collecting and disinfecting groundwater, stormwater, and runoff from sports pitches. The reclaimed water is reused for irrigation, toilet flushing, and street cleaning, conserving potable supply.

Above ground, the pump house features a trapezoidal form topped with a landscaped green roof that provides insulation and a public sitting area. Nearby, the timber-clad fan room with solar panels and ventilation fans also houses multimedia exhibits. Together, these features show how resilient infrastructure can enrich urban life.

SOMETHING TO READ...

IS A RIVER ALIVE?

Reimagining rivers as living beings

Robert Macfarlane’s latest book explores the idea that rivers are not just resources, but living entities with rights. Weaving journeys across Ecuador, India, and Canada with personal reflections, this passionate, political work urges us to see rivers anew—as beings whose fate is bound to our own.

BY: SWM TEAM

SOMETHING TO WATCH...

SOMETHING TO ENJOY...

LET THE RIVER RUN

A soaring anthem of awakening

Carly Simon’s “Let the River Run”, written for the 1988 film Working Girl, is a powerful celebration of courage and transformation. Evoking the river as a symbol of freedom and possibility, the song won an Academy Award, a Golden Globe, and a Grammy—an unprecedented achievement for a solo artist.

Set in 1930s colonial India, Deepa Mehta’s Water follows the lives of Hindu widows who are banished from society and made to live in seclusion due to religious custom. Centred on an eight-year-old child-bride, the film explores patriarchy, marginalisation, and forbidden love in a society caught between tradition and change.

© QueJayTee "WATER":

portrait of injustice and resistance

© Hamilton Mehta Productions

Empowering Part nerships for a Susta inable Water Future

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DÜSSELDORF, GERMANY

With a nominal diameter up to 1200 mm, TOM® is the largest PVC-O pipe in the world. It offers superior resistance, ductility and efficiency thanks to improvements in its unique molecular orientation.

From DN90 up to DN1200 mm PN12.5, 16, 20, and 25 bar

Designed for maximum uniformity, ecoFITTOM® are the first PVC-O fittings, offering unmatched strenght, lightweight and corrosion resistance. Compatible with all PVC pipes for a superior performance.

From DN110 up to DN400mm PN16 bar