Smart Water Magazine Print Edition 29

SHIVAJI DESHMUKH General Manager Metropolitan Water District of Southern California

DELIVERING WATER UNDER PRESSURE

Pure water, desalination and the decisions shaping resilient supply systems

GETTING WATER WRONG IS NO LONGER AFFORDABLE

For decades, the water sector has been defined by its ability to solve technical challenges. Build the plant, lay the pipe, treat the resource. If the engineering worked, the system worked.

That assumption no longer holds.

Today, ensuring water supply is not simply a matter of infrastructure. It is a matter of decisions — made under uncertainty, across energy systems, regulatory frameworks, and financing constraints. And the cost of getting those decisions wrong is rising, often in ways that are difficult to reverse and increasingly visible to society.

Our cover interview with Shivaji Deshmukh, General Manager of the Metropolitan Water District of Southern California, reflects this shift. Supplying nearly 19 million people, Metropolitan relies on a diversified portfolio: imported water, reuse, storage, conservation and new infrastructure. The challenge is no longer to expand supply, but to decide how to invest while balancing reliability, resilience and affordability over the long term.

This pattern is echoed across the sector. From Australia to the United States and the United Kingdom, water supply is becoming a system discipline — one that requires long-term planning, diversified sources and the ability to operate under increasing variability and risk.

Desalination is central to this transformation, not as a standalone solution, but as part of a broader system that must integrate energy efficiency, environmental performance and operational resilience at scale, while responding to growing demand and tighter constraints.

Across the industry, this shift is reshaping how solutions are delivered. ACCIONA and WABAG are moving towards lifecycle models, aligning design, financing and operation. WEG and Ingeteam enable the electrical backbone of complex desalination systems. Molecor and GF Piping Systems highlight durability and integration in networks, while StormHarvester shows how data can turn uncertainty into actionable insight.

The sector does not lack technology, nor capital. What it faces is the chal -

lenge of aligning engineering, energy, regulation and operations into systems that actually work — consistently, efficiently and over time, even under pressure and uncertainty.

When they do not, the consequences are immediate: higher costs, reduced resilience, and loss of trust.

The question is no longer whether we can produce water.

It is whether we can make the right decisions to deliver it.

Because getting water wrong is no longer affordable.

- E @DavidEscobariAgua

PUBLISHER

iAgua Conocimiento, S.L.

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

Alejandro Maceira Rozados

David Escobar Gutiérrez EDITOR

Alejandro Maceira Rozados

EDITORIAL STAFF

Olivia Tempest Prados

Fernández

DaviD Escobar - Partner at SWM D @davidescobar

CONTENTS NUMBER 29 - MAR 2026

FEATURE ELECTRICAL BACKBONE OF DESAL

Pg. 26 WEG's motors, drives, and digital tools support desalination plants globally, cutting energy use and ensuring long-term reliability.

INTERVIEW CALIFORNIA BETS ON PURE WATER

Pg. 18 Shivaji Deshmukh explains how the Metropolitan Water District is turning to potable reuse as imported water supplies come under strain.

FEATURE INFRASTRUCTURE

BUILT TO LAST

Pg. 14 Molecor's PVC-O pipes and fittings combine corrosion immunity and pressure resistance with century-long durability for water networks.

INTERVIEW FOUR DECADES, ONE CLEAR VISION

Pg. 42 Rajiv Mittal of VA TECH WABAG on building a global water company over four decades and his vision for sustainable, technology-led growth.

CONTENTS NUMBER 29 - MAR 2026

FEATURE TECHNOLOGY-LED WATER GROWTH

Pg. 50 ACCIONA's Water division lays out its shift to selective EPCs, longterm concessions, and digital tools as pillars of sustainable growth.

INTERVIEW

EUROPE'S PUBLIC WATER FUTURE

Pg. 54 Bernard Van Nuffel of VIVAQUA argues that PFAS costs, decarbonisation, and circularity demand a new mandate for public water operators.

FEATURE SUBMERGED FOR WATER SECURITY

Pg. 38 Two desalination plants serving 2.4 million people in southeastern Spain rely on Ingeteam's INDAR submersible pumping systems.

INTERVIEW

BUILDING A DROUGHTPROOF CITY

Pg. 30 Desalination, supply diversification, and conservation: how Robert Puente built water resilience into San Antonio Water System.

© Alexandros Moridis

INTERVIEW

WATER INNOVATION MEETS ENERGY

Pg. 78 Energy flexibility, modular desalination, and membrane design: Meagan Mauter of Stanford and NAWI lays out a new water treatment agenda.

FEATURE WHAT SENSORS REVEAL IN SEWERS

Pg. 74 Inflow and infiltration are wastewater's most stubborn challenge. StormHarvester's analytics gave Anglian Water the evidence to act.

OPINION

STOPPING PFAS AT THE SOURCE

Pg. 69 Patricia Aubeuf-Prieur makes the case that source prevention and stronger standards must sit alongside treatment to tackle PFAS.

INTERVIEW

MAKING WATER PROJECTS BANKABLE

Pg. 64 Amit Chanan of UNSW argues the barrier to water investment is not capital but the certainty of revenue, regulation, and delivery.

OPINION

THE PFAS SETTLEMENT DEADLINE

Pg. 48 Water utilities have until July 31, 2026 to claim their share of the $14 billion 3M and DuPont PFAS settlements — or lose out forever.

FEATURE SMARTER PIPES, LESS LOST WATER

Pg. 60 GF and VAG combine polymer piping, metal valves, and prefabricated chambers to cut leakage and installation time across water networks.

OPINION

THE CASE FOR BRINE VALORISATION

Pg. 102 Mervin XuYang Lim sees desalination's brine stream not as a liability to dispose of, but as a resource hub waiting to be unlocked.

INTERVIEW

OLD CANALS, NEW WATER MISSION

Pg. 90 Affinity Water's Natasha Coackley details how recycled water travelling England's canals could secure the drought-prone South East.

CONTENTS

© Nancy Rothstein

OPINION NUCLEAR POWER FOR DESALINATION

Pg. 68 Marco Cioffi makes the case for pairing small modular reactors with reverse osmosis to deliver low-carbon, affordable desalinated water.

INTERVIEW

SECURING QUEENSLAND'S WATER FUTURE

Pg. 70 Seqwater's largest-ever capital program is underway. CEO Emma Thomas details the dam upgrades, technology, and supply plans driving it.

OPINION FROM MODEL TO DECISION-MAKER

Pg. 36 Water systems have always evolved. Saša Tomić argues the next leap, from modelling to autonomous decision-making, is already underway.

THE MAGAZINE FOR THE KEY PLAYERS OF THE WATER SECTOR

#SWM29

PORTRAIT OF A CHANGEMAKER

WATER'S CHAMPION IN BRUSSELS

Pg. 103 Maltese MEP Thomas Bajada has turned water scarcity, a lived reality back home, into a strategic priority for the European Parliament.

INTERVIEW THE SYSTEMS BEHIND SAFE WATER

Pg. 98 WHO's Bruce Gordon and Fiona Gore warn that access gains will not last without stronger governance, financing, and workforce capacity.

OPINION SMARTER OZONE FOR SAFER REUSE

Pg. 104 A new carbon-based validation approach could make ozone disinfection in water reuse more energy-efficient and easier to regulate.

APPOINT

MEET THE NEW FACES IN THE MOST IN

JENNIFER STEFFENS

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. JENNIFER STEFFENS APPOINTED TO LEAD DIGITAL WATER

Based in Atlanta, Georgia, Steffens holds a Bachelor of Science in Civil and Environmental Engineering from Duke University

Carollo Engineers has appointed Jennifer Steffens as digital water technical practice director. This hire advances Carollo’s capabilities in translating complex utility data into actionable intelligence for water, wastewater, and stormwater operations. These solutions help utilities reduce non-revenue water.

Steffens brings 20 years of experience delivering digital solutions across the full operational spectrum – from operational control and asset management to capital planning and regulatory compliance. Her work in real-time decision support systems, advanced data analytics, and digital engineering tools has helped major utilities throughout North America modernise operations, meet evolving regulatory requirements, and maximise the value of their investments.

Steffens’ career has included digital water leadership roles at OptiRTC, Suez, and Xylem, where she led deployment strategies and strategic partnerships that drove technology adoption and operational improvements across the water sector.

In her new role at Carollo, Steffens will lead the technical direction of the firm’s digital water practice. She will work with clients and project teams to develop digital roadmaps, implement machine learning for operational optimisation, deploy digital twins for scenario planning, and integrate advanced analytics into capital planning processes. Her role focuses on combining Carollo’s deep engineering expertise with cloud platforms, analytics, and AI to create practical, defensible solutions.

APPOINTMENTS _

FLUENTIAL WATER SECTOR ENTITIES

NADER ASSAD BIN TAHER

Dr Nader Assad Bin Taher will replace Eng. Ahmed Al Shamsi, CEO since June 2021, who has resigned to pursue other opportunities

The Abu Dhabi National Energy Company PJSC (“TAQA” or the “Group”), one of the largest listed integrated utilities companies in Europe, the Middle East and Africa, has announced the appointment of Dr Nader Assad Bin Taher as interim Chief Executive Officer of its TAQA Water Solutions subsidiary with effect from 03 March 2026. He will replace Eng. Ahmed Al Shamsi who has resigned to pursue other opportunities.

Eng. Ahmed Al Shamsi, has been CEO of TAQA Water Solutions (formerly SWS Holding) since June 2021. Dr Nader Assad Bin Taher was formerly Chief Asset Management & Capital Projects Officer at TAQA Water Solutions.

TAQA Group CEO and Managing Director, Jasim Husain Thabet said: “I would like to thank Eng. Ahmed for his support and to congratulate him for the excellent job he has done in transforming TAQA Water Solutions, including, most recently, for his work enabling its smooth integration into being a core part of the TAQA Group. I am grateful to Dr Nader whose experience and knowledge of TAQA Water Solutions will ensure seamless ongoing leadership of this vital business while we complete the process to appoint a permanent replacement as CEO.”

TAQA Water Solutions became part of TAQA Group in September 2024, expanding the Group’s expertise so that it now serves the whole water value chain. From desalination, transmission and distribution to wastewater treatment and production of recycled water. The company plays an important role in delivering sustainable water solutions.

DONNIE GINN

DONNIE GINN TO LEAD INTEGRATED WATER AND ENVIRONMENTAL SOLUTIONS BUSINESS AT BLACK & VEATCH

Before his promotion, Donnie Ginn was executive vice president and leader of water solutions at Black & Veatch

KES JUSKOWIAK

FORMER SCOTTISH WATER EXEC KES JUSKOWIAK NAMED AS OPERATIONS DIRECTOR AT RSE

Juskowiak emphasised RSE's growth, treatment technologies, and the urgency to modernise ageing infrastructure, delivering proven solutions

Black & Veatch has named Donnie Ginn to lead its Integrated Water and Environmental Solutions business, a newly elevated unit within the company’s Fuels & Natural Resources sector. Ginn, who has worked in the water sector for more than 30 years, will oversee strategy and delivery across drinking water, industrial water, wastewater, reuse, and environmental programmes, including work related to PFAS contaminants. He will report to Narsingh Chaudhary, president of the Fuels & Natural Resources sector.

Ginn joined Black & Veatch early in his career and has held a range of roles focused on infrastructure, regulatory and resilience challenges for utilities and public agencies. Before the promotion, he was executive vice president and water solutions leader, a post in which he guided client engagement and contributed to the company’s annual Water Report.

The Integrated Water and Environmental Solutions business encompasses municipal and industrial water systems, wastewater treatment, reuse, desalination, environmental remediation, permitting and compliance, and nature based approaches. The unit sits within a broader organisational structure that Black & Veatch has realigned around three strategic sectors, each intended to focus expertise on major infrastructure arenas.

The decision to bring the water and environmental teams together within Fuels & Natural Resources reflects how project planning and execution around water have become closely linked to other aspects of infrastructure delivery.

Water treatment specialist RSE has appointed Kes Juskowiak as its new operations director, strengthening the company’s leadership team at a pivotal moment for growth in the UK and international markets.

Juskowiak will be responsible for driving the wider deployment of RSE’s water treatment solutions, while reinforcing customer confidence in the business as a long-term and reliable provider of innovative technologies. He will also have a key remit in supporting the expansion and scaling of RSE’s product portfolio as demand for efficient and resilient water infrastructure continues to increase globally.

Juskowiak joins RSE following a 22-year career at Scottish Water, where he held a number of senior managerial roles. Most recently, he served as director of transformation, leading the delivery of a £1 billion transformation programme aimed at securing a sustainable and affordable future for the utility and its customers in a rapidly evolving operating environment. He is also currently a non-executive director at Scotland Rural College, having joined the board in June 2025.

Stephen Slessor, CEO of RSE, said: “Bringing top-level industry expertise, Kes is a quality addition to our team. I’m pleased to welcome him at a time of immense opportunity for RSE across the UK and beyond. With global water resources coming under unprecedented pressure, focusing on the operational effectiveness of our technology and proven ability to continuously innovate has never been more important.”

San Gorgonio Pass Water Agency has appointed Jennifer Ustation as its new Chief Financial Officer. Ustation joins the agency from the City of Beaumont, where she served as Finance Director. She brings more than a decade of municipal finance experience, with a background that includes budgeting, audits, compliance, capital planning, accounting and investment management. She is active with the Government Finance Officers Association and holds the Certified Public Finance Officer designation.

In announcing the appointment, SGPWA Board President Robert Ybarra pointed to Ustation’s ties to the region and her professional background.

“Jennifer understands this region because it is her home,” Ybarra said. “She has built her career serving the Pass area with integrity and care, and bringing that experience to SGPWA is meaningful for the people we serve. We are confident in her leadership and grateful to welcome someone who is deeply invested in the future of this region.”

The Chief Financial Officer role at SGPWA includes responsibilities related to long-range planning, financial stewardship and transparency. The agency said the appointment reflects its commitment to oversight of public resources and reliable water service.

During Ustation’s tenure with the City of Beaumont, Ustation led citywide financial operations and contributed to strengthening the city’s fiscal health. In a statement, Ustation said she views the new role as an opportunity to continue serving the Pass area.

Cambrian, a leader in sustainable wastewater treatment and reuse solutions for industrial clients, has appointed Bobb Campbell as Chief Executive Officer. Bobb has more than 30 years of experience in industrial water & wastewater treatment, with a proven track record of scaling operations, strengthening commercial execution, and building high-performing teams across complex, regulated markets.

Bobb joins Cambrian at a pivotal moment as the company accelerates growth to meet increasing demand for resilient, cost-effective, and sustainable water infrastructure. His background spans both operations and sales leadership, positioning him to guide Cambrian's expansion while maintaining operational rigour and customer trust.

Most recently, Bobb served as Chief Executive Officer of Envirogen Technologies, where he previously held the role of Chief Operating Officer for North America. In these roles, he led operational scale-up, drove commercial performance, and supported global growth initiatives for advanced water treatment technologies. His leadership experience also includes senior roles at De Nora Water Technologies, Pentair and Siemens Water.

Across his career, Bobb has consistently balanced innovation with execution, scaling businesses while maintaining a strong focus on safety, reliability, and customer outcomes. He is known for building teams from the ground up, mentoring leaders, and fostering cultures that prioritise accountability and continuous improvement.

JENNIFER USTATION

JENNIFER USTATION NAMED CHIEF FINANCIAL OFFICER AT THE SAN GORGONIO PASS WATER AGENCY

The appointment of Jennifer Ustation reflects the agency's commitment to oversight of public resources and reliable water service

BOBB CAMPBELL

BOBB CAMPBELL APPOINTED CHIEF EXECUTIVE OFFICER OF

As CEO, Campbell will focus on strengthening Cambrian's operational foundation, safety standards, and advancing its site portfolio

CAMBRIAN

Water as heritage: the value of long-lasting infrastructure networks

The water security of the future depends not only on the technical capacity to deploy water transport networks that function effectively today, but also on their ability to withstand the passage of decades with unwavering energy and operational efficiency.

The development of modern societies has been intrinsically linked to their capacity to manage water. However, given the current context of water stress and accelerated urbanisation, building infrastructure is no longer enough; the real challenge lies in creating networks that guarantee long-term supply continuity. In this scenario, the reliability of the chosen materials becomes the fundamental pillar upon which the adaptability of cities and agricultural holdings rests. It is not simply about channelling a resource, but about protecting an essential heritage through solutions that minimise losses, optimise energy consumption, and withstand the rigours of weather and terrain.

Investing in Oriented PVC pipes ensures a continuous supply

Molecor was founded in 2006 with the knowledge that durability is not an optional attribute, but an ethical and economic requirement. Through the development of its own technology for manufacturing Oriented PVC (PVC-O)

Modern societies depend on water management, but today the challenge is creating networks that guarantee long-term supply continuity

pipes, Molecor has succeeded in raising the standards of the hydraulic industry. This material is not a linear evolution of conventional plastics, but a structural revolution. Through a molecular orientation process that reorganises polymer chains, a laminar structure is obtained that provides the pipe with significantly superior impact and fatigue resistance, among other properties. This structural integrity allows a network installed today to continue operating with the same efficiency in fifty or even one hundred years, preventing the catastrophic breaks that often compromise supply in obsolete systems.

One of the most serious problems facing public administrations and water managers is the phenomenon of leaks. Infrastructure that loses water is not only environmentally inefficient but also represents an unsustainable financial burden. The reliability offered by PVC-O lies in its excellent performance against overpressures and water hammer, which are the main causes of breakdowns in distribution networks. By providing pipes with exceptional ductility and mechanical resistance, it is ensured that the system can absorb pressure fluctuations without degrading, maintaining total watertightness throughout its useful life.

In addition to physical resistance, the durability of an infrastructure is defined by its chemical stability. Water, depend-

ing on its source, can be corrosive or contain elements that degrade materials. Molecor's PVC-O pipes exhibit total immunity to corrosion, ensuring that the transported water maintains its potability properties from the source to the point of consumption. By eliminating the risk of oxidation or internal encrustations, not only is the quality of the resource protected, but the hydraulic capacity of the pipe remains constant. This is vital for long-term supply, as it prevents the system from losing efficiency over the years, which would otherwise force pumping at higher pressures and increase energy costs.

Versatility and excellence

The architecture of a modern water network is not a uniform entity; it is a complex ecosystem that requires different diameters for high-pressure transport and precision fittings for distribution. Molecor's TOM® pipes and ecoFITTOM® fittings have been designed to work in symbiosis, offering an integrated Oriented PVC solution that eliminates the traditional weaknesses of mixed networks, where the union of different materials used to be the critical point of failure.

In drinking water supply networks, the application of the TOM® pipe is essential to guarantee public health. Its capacity to withstand nominal pressures of up to 25 bar makes it the preferred choice for main pipelines connecting reservoirs or treatment plants with urban centres. Being a material totally immune to corrosion and chemical degradation, it ensures water maintains its original purity, without heavy metal migration or alterations in taste or colour. Furthermore, its lightness greatly facilitates deployment in consolidated urban areas, where space for machinery is limited, and speed of execution is key to minimising inconvenience to citizens.

The irrigation and agricultural modernisation sector represents another major battlefield against water scarcity

where TOM® makes a difference. Irrigation communities face the challenge of managing variable flows with demanding working pressures. Here, the hydraulic efficiency of PVC-O allows for substantial energy savings in pumping stations, as the internal smoothness of the pipe reduces pressure losses. The water hammer resistance of TOM® is especially valuable in these environments. With this technology, agricultural holdings ensure an uninterrupted supply during irrigation campaigns, protecting the viability of their crops.

For their part, ecoFITTOM® fittings represent a historical milestone in the

industry, being the world's first fittings manufactured in PVC-O. Historically, PVC networks had to resort to ductile iron fittings for bends, reducers, or couplers. This mix of materials created vulnerability points due to the different thermal and mechanical responses of the components, in addition to reintroducing the risk of corrosion. With ecoFITTOM®, the network becomes more homogeneous. These fittings inherit all the mechanical advantages of TOM® pipes: impact resistance, greater hydraulic capacity, and a lightness that allows them to be installed manually, up to DN315 mm. The homogeneity of

the network ensures that the behaviour against expansion or ground settlement is uniform, exponentially extending the service life of the entire system.

In the fire protection networks sector, reliability is not an option; it is a vital necessity. Molecor's pipes and fittings

Protecting resources requires materials that minimise losses, optimise energy consumption, and withstand the rigours of weather and terrain

Molecor was founded on the belief that durability is an ethical and economic requirement, not an optional feature of water infrastructure

provide absolute safety in these installations, which often remain static for long periods but must respond with their maximum pressure capacity in a matter of seconds. The absence of corrosion ensures that nozzles and sprinklers do not become clogged with rust particles, while certification against extreme pressures guarantees that the system will not collapse at the critical moment.

Even in industrial applications, where process waters may contain aggressive chemical compounds, TOM® shows its versatility. Its chemical resistance to a wide range of substances makes it suitable for cooling facilities or industrial water transport, where other plastics would fail due to environmental stress or metal due to galvanic corrosion. Molecor's capacity to offer diameters reaching 1200 mm allows these solutions to cover virtually any flow requirement in large industrial complexes.

A strategic asset with high durability and minimum environmental impact Molecor's vision for the future also integrates ease of installation as a reliability factor. Poorly installed infrastructure is condemned to premature failure. Therefore, the design of its systems seeks to simplify on-site processes, reducing human error and ensuring that the joints between pipes are perfect. The lightness of the material allows for safer and faster handling, facilitating the deployment of networks even in complex geographies or extreme climates. This execution efficiency is the first step in ensuring that the network begins its life with all the guarantees of operational success.

Environmental sustainability is, now more than ever, an inseparable part of long-term reliability. Infrastructure that consumes too many resources in its manufacture or generates a high carbon footprint is not a solution for the future. Molecor's commitment to the environment is reflected in the efficiency of its production process and the recyclability of its products. By offering such a long useful life, the need for frequent replacements is reduced, which in turn decreases raw material consumption and waste generation. It is a circular economy model applied to large-scale water engineering, where the initial investment pays off PVC-O

not only in economic terms but also in terms of health.

Innovation in materials: the only viable response to the global challenge

Both citizens and administrations must understand that water infrastructure is the circulatory system of our civilisation. If the veins fail, the organism stops. The commitment to advanced materials and cutting-edge technologies is the only way to ensure access to water against an uncertain future. Molecor does not just provide pipes; it builds the security that, regardless of the climatic or population challenges to come, the water supply will remain constant, safe, and efficient. The

durability of its systems is the guarantee that we are leaving a legacy of progress to future generations rather than a burden of constant repairs. The peace of mind of future generations lies in the choice of reliable materials today.

This guarantee of permanence is established as the backbone of responsible management, where Molecor's technical excellence acts as a safeguard against uncertainty. In a world where the ephemeral seems to prevail, creating water transport networks designed to last becomes an act of collective responsibility. By integrating these high-engineering solutions, not only are the economic resources of administrations and irrigators optimised,

but a quality standard is established that redefines what we expect from our critical infrastructure. Ultimately, the reliability of these systems is the invisible but indestructible foundation upon which the social stability and economic growth of the coming decades are built.

PVC-O reliability prevents leaks by resisting overpressure and water hammer, ensuring watertight networks throughout their entire service life

"Pure Water Southern California represents a transformational opportunity to strengthen the region’s long-term water reliability"

SHIVAJI DESHMUKH - GENERAL MANAGER, METROPOLITAN WATER DISTRICT OF SOUTHERN CALIFORNIA

As climate change reshapes water security in Southern California, Metropolitan Water District General Manager Shivaji Deshmukh discusses diversifying supply, advancing potable reuse and building public trust through the region-wide Pure Water Southern California initiative.

For decades, Southern California’s water system has relied heavily on importing supplies from hundreds of miles away. Water from the Colorado River and Northern California helped sustain the growth of one of the world’s largest metropolitan regions. But increasing pressure on those sources is prompting the region to rethink how it secures its long-term water future.

Shivaji Deshmukh stepped into the role of General Manager of the Metropolitan Water District of Southern California at a time when those questions are becoming more urgent. The agency provides water to 26 member agencies serving nearly 19 million people across six counties, placing it at the centre of the region’s water planning and supply strategy.

In this interview, Deshmukh discusses how Metropolitan is diversifying Southern California’s water portfolio through conservation, infrastructure investment and new local supplies such as recycled water A central element of that effort is Pure Water Southern California, a large-scale regional water recycling initiative being developed with the Los Angeles County Sanitation Districts. At full scale, the program could produce up to 150 million gallons of purified water per day, creating one of the largest water reuse projects in

the world and a new drought-resilient supply for the region. Deshmukh also reflects on the challenges of implementing potable reuse at the regional scale, the role of regulation and technology, and the importance of transparency and public engagement in building trust around recycled water.

You stepped into the General Manager role at a time of growing climate volatility and tighter constraints on imported water. How do you see Metropolitan’s role today in securing Southern California’s long-term water future?

About half of the water used in Southern California is imported from watersheds hundreds of miles away, in California’s northern and eastern Sierra mountains and the Colorado River Basin. Over the past two decades working in water, I’ve seen firsthand how climate change

is affecting the hydrology in all of these watersheds, as well as locally. We’re seeing less reliable snowpack in the mountains, longer and hotter droughts and more intense storms, creating greater uncertainty in our water supplies.

Stepping into the general manager role at this moment reinforces how critical Metropolitan’s mission is. Our responsibility remains what it has always been – ensuring Southern California has the water it needs today, tomorrow and in the coming decades. But how we fulfil that mission is evolving in response to our new climate reality.

Today, we must continue diversifying our water supply portfolio, so we’re not overly reliant on any single source, investing in local resources like recycled water and in storage, strengthening conservation, and modernising infrastructure so it can perform reliably under a wider range

"Climate change is reshaping hydrology: less reliable snowpack, longer droughts and more intense storms are creating uncertainty in water supplies"

Z Cristina Novo

Photo courtesy Metropolitan Water District of Southern California.

"We must continue diversifying our water supply, so we’re not overly reliant on any single source, investing in recycling, storage and conservation"

of hydrological conditions. It also means working closely with our 26 member agencies, who serve communities across Southern California. Their local planning and operations can contribute to the region’s overall resilience.

Metropolitan serves nearly 19 million people. With that comes extraordi-

"Metropolitan’s responsibility remains ensuring Southern California has the water it needs today, tomorrow and in the decades ahead"

nary responsibility. Securing Southern California’s long-term water future requires strategic investment, operational excellence, and a willingness to adapt. Our job is to lead through uncertainty, building a system that can withstand extremes while continuing to deliver safe, reliable water every day.

Against that backdrop, what have been your immediate priorities as General Manager, and what feels most urgent for Metropolitan right now?

One of our most immediate challenges right now is the uncertain future of the Colorado River. Metropolitan was founded nearly a century ago to bring

Colorado River water into Southern California, and the river has been a backbone for Metropolitan since. Today, it continues to provide about half of our imported water, and more when California is in drought.

However, the river has become less reliable for Metropolitan and the other cities and farms across the Southwest that rely on it. Since 2000, it has seen significantly lower flows, a result of what scientists have determined to be the driest period on the river in at least 1,200 years. That means we must collectively significantly reduce our use of the river’s waters.

Amid this backdrop, the seven states that rely on the river have been attempt-

Photo courtesy Metropolitan Water District of Southern California.

ing to negotiate new rules for how to share its supplies once the current rules expire later this year. We must work together to determine how we can share cuts in uses to create a more sustainable future. Unfortunately, so far, those negotiations have proven fruitless, moving us one step closer to battling over water rights in court, with uncertain results.

At the same time, Metropolitan is making needed investments in our ageing water delivery infrastructure, urgently taking steps to replace pipelines and equipment that are at risk of failure.

And we’re advancing our effort to ensure our continued reliability amid climate change, through our Climate Adaptation Master Plan 4 Water, a process that guides decision-making on potential investments in new supply, storage and conveyance. Our goal is to decide what is the right investment at the right time, while balancing affordability, reliability, and operational excellence.

We must also invest in our future workforce by supporting training and education programs for the water sector. These programs are particularly important in developing the necessary skills to operate and manage Metropolitan’s complex and specialised system of large infrastructure, multiple interconnected agencies, and regionwide resource planning.

Over the past decade, California has moved from debating potable reuse to actively deploying large-scale indirect potable reuse. What has changed technically, institutionally, or politically to make that possible?

Much has changed over the last decade that has helped advance these types of programs. First, science has matured. Advanced treatment processes are now well proven and widely used. Monitoring technology has also improved significantly, allowing continuous, real-time testing and multiple layers of safeguards. What was once experimental is now reliable, transparent and backed by decades of experience.

California has also developed a clear regulatory framework for potable reuse, including uniform criteria that clarify what is required for both direct and indirect reuse projects. That regulatory certainty has given water agencies the confidence to plan and invest in longterm programs.

Politically and socially, the context has also shifted. Repeated droughts that required significant water use reductions have made reliable, local supplies a priority for the public. Communities and leaders are increasingly open to innovative solutions that strengthen resilience.

Public outreach and community engagement have played a critical role in moving reuse from concept to implementation. Agencies have invested in transparent communication and partnerships with trusted community leaders to help the public understand how recycled water is treated and why it is safe and beneficial. Sustained engagement and successful projects that brought communities along early and often have built the public confidence necessary to advance large-scale purified water programs.

Equally important has been the leadership of early adopters who have paved the way. Projects like Orange County’s Groundwater Replenishment System demonstrated long ago that large-scale potable reuse can be done safely and effectively. Their success provided a real operational model that helped regulators, technical experts and the public see what is possible.

Unlike city-led reuse programs, Pure Water Southern California is being developed at a regional, wholesale scale as backbone infrastructure. What new challenges and opportunities come with taking potable reuse to a system-wide level?

This program represents a transformational opportunity to strengthen Southern California’s long-term water supply reliability. At full scale, the program would produce up to 150 million gallons per day,

"The Colorado River has seen the driest period in at least 1,200 years, forcing the basin states to rethink how its water is shared"

benefiting the entire region. By reusing water locally instead of relying solely on supplies imported from hundreds of miles away, the program would create a dependable water source that can withstand drought, climate variability and potential disruptions from earthquakes or other emergencies.

At the same time, operating at this scale introduces new complexities. Pure Water Southern California requires close coordination among many partners, including our main partner, the Los Angeles County Sanitation Districts, as well as groundwater basin managers, Metropolitan member agencies and even water agencies in Arizona and Nevada that are interested in investing in this project in exchange for water on the Colorado River.

This program must also be integrated into the region’s existing water delivery infrastructure and groundwater basins, allowing the purified water to be delivered from where it is produced, near California’s coastline, uphill and inland to where the largest demand is. That requires building a new conveyance system consisting of approximately 39 miles of pipeline, two additional pump stations, and multiple service connections that connect to local groundwater basins and Metropolitan’s water treatment plants. It also must be integrated with the various affected regulatory and governing bodies throughout the region. Though challenging, all of this is manageable through careful planning and collaboration.

Ultimately, the system-wide approach transforms potable reuse from a local project into a critical piece of Southern

California’s long-term water reliability strategy, helping us meet the needs of the future.

Pure Water Southern California is closely integrated with wastewater treatment, groundwater basins, and drinking water systems. From a planning perspective, what integration challenge has been the most difficult to address?

From a planning perspective, the most difficult challenge has been aligning evolving regulatory requirements with the scale and cost of a regional system. Advanced purification projects sit at the intersection of wastewater regulation, groundwater basin management, and strict drinking water standards.

Each of those systems operates under different regulations with varying cost implications. From a cost perspective, the challenge of integrating across multiple agencies and infrastructure systems is significant. Designing a project that meets the highest public health standards, while accomplishing regional water sustainability objectives, and managing affordability is a tough balancing act, and one that requires constant discussion and consideration of multiple potential scenarios. This has been one of Metropolitan’s most complex planning challenges to date.

Many advanced reuse projects look similar on paper. Beyond the treatment technology, what truly distinguishes Pure Water Southern California?

While many advanced reuse projects rely on similar, proven treatment technologies, what distinguishes Pure Water Southern

"Advanced purification technology is now proven and monitored continuously, turning what was once experimental into a reliable water source"

"Reliable supply also means investing in ageing water delivery infrastructure, so it can perform under a wider range of hydrological conditions"

California is how it proposes to employ these technologies.

The program’s demonstration plant in Carson is testing an innovative three-step purification process. The first step involves membrane bioreactors; the second step is reverse osmosis; and the third step is ultraviolet disinfection and advanced oxidation.

What makes our purification process innovative is how and when MBRs are used. They have been used in the wastewater industry for decades, but are relatively new for purifying water for reuse. Initial pilot studies by Metropolitan and our partner Los Angeles County Sanitation Districts, found that MBRs may be a cost-effective first step in the purification process for water reuse. Once approved by state regulators using data from our demonstration plant, this innovative technology could be applied across California and even globally to increase the efficiency of other water recycling programs.

Large infrastructure programs involve trade-offs around cost, energy use, risk, and public confidence. During planning and environmental review, what have been the most difficult or non-obvious trade-offs so far?

Large infrastructure projects always involve trade-offs, and affordability has been one of the most important and challenging considerations for Pure Water and other major investments our board

is considering to secure the region’s water supply future.

At the heart of the discussion is a fundamental balance: how much to invest today to protect our region from the growing risks of climate change, while being mindful of the cost to our ratepayers. Climate change is intensifying California’s drought cycles, making them longer and more severe. Without new, sustainable local supplies, those droughts can lead to mandatory restrictions in water use, like those

we were forced to implement for nearly 7 million people in some communities of Southern California in 2022.

The question becomes how to manage near-term rate impacts while reducing the long-term risks of water shortages.

We’re approaching that balance carefully by exploring ways to phase projects over time and expand them only as needed, pursuing innovative funding opportunities, and working in partnership with other agencies to share both

benefits and responsibilities. Throughout the planning and environmental review process, we’ve focused on transparency, making sure communities understand both the need for these investments and how we’re working to keep them as cost-effective as possible.

Our responsibility is to invest wisely and thoughtfully so that we can protect access to reliable, high-quality water while being mindful of the impact on the people and businesses we serve.

Metropolitan had multiple water supply pathways available, including storage, imported supply protection, conservation, and different reuse options. How did you evaluate indirect potable reuse against those alternatives, and what ultimately tipped the balance?

It’s Metropolitan’s job to plan for and develop ways to mitigate the risks to our water supply due to climate change. Programs like Pure Water are not an either/ or choice. Securing a reliable water supply for the future requires a diversified strategy, and that’s the approach Metropolitan has taken for decades. There is no single solution to the challenges we face. Ultimately, it is our Board of Directors’ decision on which solutions they want to invest in to address those risks.

We must continue to protect and strengthen our core imported water supplies from the Northern Sierra and the Colorado River. At the same time, we need to keep investing in conservation, so we use water as efficiently as possible and preserve it for when it’s needed most. Storage is equally critical – capturing water when it’s available so we can rely on it during dry years.

The proposed Pure Water Program complements these efforts. It would add a locally controlled, climate-resilient supply that helps us stretch every drop we have. Together, conservation, storage, imported supplies and water recycling form a balanced, resilient portfolio – one designed to serve Southern California reliably in an increasingly uncertain climate. Metropolitan’s Climate Adaptation Master Plan for Water is a roadmap that will guide our future capital investments

"At full scale, the program could produce up to 150 million gallons a day, creating a dependable local supply resilient to drought"

Photo courtesy Metropolitan Water District of Southern California.

and business model as we confront our new climate reality in the years and decades ahead.

Potable reuse depends as much on public trust as on engineering. From your experience, what specific actions or practices have proven most effective in building credibility around reuse projects?

From the beginning, we’ve understood that trust has to be earned through transparency, education and ongoing engagement. For the past 10 years, our outreach has focused on building awareness and understanding across the region through sustained, inclusive and accessible public engagement.

One of the most effective tools has been our demonstration facility in Carson, where people can see the treatment process firsthand, ask questions and understand how the water is purified and tested. We’ve hosted more than 12,000 visitors for in-person tours and reached tens of thousands more through conferences, presentations and community events. Our tour program is intentionally multi-generational, reaching everyone from community leaders and residents to students, particularly through our Water Journeys tours for students ages 10 and up. Our dedicated website, social media presence and close relationships with the news media have helped provide clear, accurate information to a broad regional and national audience of millions of people.

Just as importantly, to amplify and strengthen our outreach, we collaborate directly with our program partners, including Metropolitan’s member agen-

"One of the biggest questions is how much to invest today to reduce future water shortage risks while keeping rates affordable"

cies, our project partner, Los Angeles County Sanitation Districts, community-based organisations, environmental groups and neighbourhoods near proposed facilities. We also conduct early outreach to cities and stakeholder groups in areas where infrastructure could potentially be constructed, well in advance of

final designs, so we can listen to concerns and incorporate feedback where possible. Our materials are available in multiple languages, and we strive to provide culturally relevant engagement so that communities across the region can access information in ways that are meaningful and responsive to their needs. What we’ve found is that

Photo courtesy Western Municipal Water District.

credibility comes from consistency. When you provide multiple ways for people to learn, ask questions and share input, and when you’re open about both the benefits and the challenges, you build lasting trust.

When it comes to timing, how does Metropolitan think about trust in relation to project development? Is it something that must be firmly in place before major decisions are made, or something that evolves alongside planning and implementation?

Trust isn’t something that appears at a single milestone in a project. It has to develop alongside the project itself. For an effort like Pure Water Southern California, trust begins early, during feasibility studies and environmental review, when communities learn what’s being considered. It’s about being transparent: clearly explaining the need, the alternatives, the costs and the potential impacts.

As planning advances, trust evolves through engagement and responsiveness. That means creating meaningful opportunities for input, listening carefully to concerns and demonstrating how feedback shapes decisions. It also means being open about uncertainties and trade-offs, not just the benefits.

By the time major decisions are made, there needs to be a strong foundation of public understanding and confidence. But even then, trust continues developing through design, construction and operations, and through ongoing communication, performance reporting and accountability.

With California’s direct potable reuse regulations now in place, where do you see DPR making sense in a regional system like Southern California’s, and where might indirect reuse remain the better fit?

California’s new Direct Potable Reuse regulations give us an important new tool. For Pure Water Southern California, DPR will complement, not replace, indirect

"Designing a regional reuse system means integrating wastewater, groundwater and drinking water regulations across multiple agencies"

potable reuse. In the proposed first phase, most of the supply would support groundwater recharge and industrial use, with a smaller portion, about 25 million gallons per day, designated for DPR. Future phases could expand that role.

Indirect reuse will continue to make strong sense in many areas because groundwater basins provide storage and operational flexibility. At the same time, DPR can be especially valuable in a large regional system like ours, where water is blended with imported supplies from the Colorado River and the Northern Sierra and then treated again at our regional treatment plants before delivery. That system provides multiple layers of redundancy and oversight.

It is critical that DPR is implemented very carefully by agencies like Metropolitan with expertise, resources and precision. If one DPR project fails, all others fail too. We must ensure that it is done right.

Ultimately, both potable reuse approaches have a role to play. In a region as large and diverse as Southern California, having that flexibility is critical.

Looking ahead to the mid-2030s, when Pure Water Southern California is delivering water at scale, what do you hope this project will ultimately represent for the water sector?

If approved by our board, by the mid2030s, when Pure Water Southern California could begin its first deliveries, I

hope it represents a turning point in how we think about water in California and across the country.

First, I hope it stands as proof that large, complex regions can successfully diversify their supplies in the face of climate change. If we’ve done this well, it will show that investing early in resilience is far less disruptive than reacting to a crisis.

Second, I hope it represents collaboration at its best. Pure Water is not a single-agency effort. It reflects partnerships among water agencies, regulators, local communities, labour, environmental organizations and elected leaders. Largescale water challenges require that kind of shared commitment.

Third, I hope it helps continue normalising potable reuse as a responsible, mainstream part of water management.

Ultimately, I hope Pure Water Southern California is seen as an example of thoughtful, forward-looking leadership, demonstrating that we can protect public health, earn public trust and adapt to a changing climate while continuing to provide high-quality, reliable water for millions of people.

"Trust must

develop alongside the project, through transparency, engagement, and clearly explaining costs, alternatives and impacts"

Z Jesús Rivas, Water and Wastewater Global Manager, WEG

As climate change intensifies and freshwater sources become increasingly stressed, seawater desalination has emerged as a vital strategy for ensuring water security, particularly in arid and coastal regions. Desalination allows countries and communities to tap into an abundant and reliable source of water, the ocean, helping to alleviate pressure on overexploited aquifers and reduce dependence on unpredictable rainfall. Beyond securing drinking water, desalination supports agricultural, industrial, and municipal resilience in areas where water scarcity limits economic and social development. However, achieving sustainable desalination requires not only advanced treatment technologies but also energy-efficient infrastructure that reduces environmental impact and operating costs.

Across Latin America, the Middle East, and the Mediterranean basin, WEG supports some of the most strategic desalination initiatives through integrated electrical solutions designed to maximise energy efficiency, operational reliability, and lifecycle performance.

Beyond components: engineering complete electrical solutions

Sustainable desalination requires more than individual pieces of equipment. It demands fully integrated electrical architectures capable of operating in harsh coastal environments, under high loads, and with strict efficiency requirements.

With operations in over 135 countries, WEG delivers complete electrical packages tailored to desalination projects. These include:

 medium- and low-voltage motors (such as the W60 series)

 medium-voltage drives (MVW3000 platform) and low-voltage VFDs

 soft starters and control systems

 PLC and automation solutions

 low- and medium-voltage switchgear

DESALINATION AND ENERGY EFFICIENCY: ELECTRICAL SOLUTIONS FOR A WATER-SCARCE WORLD

In an era marked by water stress and climate uncertainty, desalination has become a lifeline for many nations. This article explores how WEG is supporting some of the world’s most strategic desalination initiatives across Latin America, the Middle East, and the Mediterranean, through advanced electrical solutions that drive energy efficiency, process reliability, and sustainable infrastructure.

 electrical panels and motor control centres

 prefabricated e-houses and electrical rooms

 digital monitoring and asset management systems.

This integrated approach ensures seamless compatibility between power, control, and process systems, simplifying commissioning and reducing interface risks for EPC contractors and plant developers.

Increasingly, desalination plants are also required to integrate renewable energy sources such as solar and wind power. WEG’s drive and motor technologies are engineered to operate reliably under variable power input conditions, supporting hybrid grid-re -

newable configurations and contributing to lower carbon water production.

Large-scale deployment in North Africa Algeria’s recent expansion of seawater desalination capacity represents one of the largest infrastructure programs in the region. In plants such as El Tarf, Béjaïa and Cap Djinet (300,000 m³/day each), WEG supplied a broad scope of medium- and low-voltage motors and associated electrical equipment supporting intake, pre-treatment, reverse osmosis and post-treatment processes.

By delivering harmonised electrical solutions rather than isolated components, WEG contributed to optimised energy performance and high operational availability. These facilities now play

Medium-voltage drives enable precise flow control across critical stages of the treatment process, optimising the use of energy

a strategic role in strengthening water security along Algeria’s coastline and reducing pressure on inland reservoirs.

Expanding in Israel: advanced integration and innovation

Israel, a pioneer in desalination technologies, continues to invest in next-generation plants that demand precision, efficiency, and long-term sustainability.

A landmark example is the Sorek II desalination plant, one of the largest and most advanced reverse osmosis facilities worldwide. For this project, WEG defined a comprehensive scope of high-efficiency medium- and low-voltage motors engineered for high-pressure and process pump applications across multiple treatment stages. The solution was designed to ensure robustness, mechanical reliability, and optimised energy performance under demanding reverse osmosis operating conditions. Close coordination with the engineering, procurement and construction contractor and plant stakeholders ensured seamless integration within the overall electrical architecture, reinforcing system stability, digital monitoring capability, and long-term operational efficiency.

Complete

The integration of high-efficiency motors in large-scale desalination facilities aligns with broader decarbonization goals

In Israel’s highly advanced desalination market, intelligent drive integration and precise flow regulation are essential. WEG’s solutions enable reduced mechanical stress, improved process stability, and enhanced digital performance management, reinforcing the country’s benchmark position in energy-efficient desalination.

Latin America: industrial and municipal resilience

In Chile, desalination has become essential to support both mining and municipal demand. In projects such as the Aconcagua desalination initiative, WEG delivered integrated electrical rooms, medium- and low-voltage motors, variable frequency drives, and complete panel solutions, covering critical stages of the treatment chain.

In Mexico, the Los Cabos desalination plant in Baja California Sur required robust solutions capable of operating under saline corrosion, temperature variations and fluctuating demand. WEG supplied

medium-voltage motors and drives as part of a broader electrical package engineered for reliability and simplified maintenance, supported by local technical service capabilities.

These projects demonstrate how tailored electrical integration contributes directly to operational stability and longterm sustainability.

High-capacity benchmark projects in

Saudi Arabia

Large-scale desalination facilities in Saudi Arabia represent some of the most ambitious water infrastructure developments globally.

The Jubail 3A desalination plant stands as a major reference in high-capacity seawater reverse osmosis production. For this project, WEG supplied a comprehensive package of medium-voltage drive systems designed to control booster and feed pump applications across critical stages of the treatment process. The solution was engineered to provide pre-

cise flow regulation, optimised energy consumption, and reliable performance under extreme desert temperatures and demanding grid conditions. Close collaboration with the engineering, procurement and construction contractors and project developers ensured proper electrical system integration, thermal stability, and long-term operational resilience.

In addition, benchmark projects such as Rabigh 3 and Rabigh 4 further illustrate WEG’s capability to deliver multi-megawatt motors and integrated drive systems supporting the full desalination chain, from seawater intake to brine discharge.

Engineering that supports EPCs

WEG’s commitment goes beyond equipment; it lies in understanding the full lifecycle of desalination projects and the pressures EPC contractors face. Whether it is adapting to country-specific technical standards or optimising electrical

system layout for limited footprints, WEG’s engineering teams deliver collaborative, customised support.

The importance of robust electrical solutions becomes even more critical when operating in geographically and climatically challenging environments, such as coastal deserts, seismic zones, or areas with extreme temperatures. In such contexts, the reliability and adaptability of systems like WEG Motion Drives and W60 motors and e-rooms play a pivotal role in ensuring a continuous water supply.

Additionally, intelligent monitoring and diagnostics integrated into WEG solutions allow operators to proactively manage performance, detect anomalies early, and plan maintenance with minimal downtime. This predictive approach extends the lifecycle of key components and safeguards long-term plant efficiency.

Digitalisation, reliability and lifecycle focus

Desalination plants operate continuously under severe environmental stress. Reliability is therefore non-negotiable.

WEG integrates intelligent monitoring, predictive diagnostics and digital asset management tools into its drive and motor systems. This enables early anomaly detection, condition-based maintenance, reduced unplanned downtime and extended equipment lifecycle.

This lifecycle-oriented approach supports plant operators in lowering the total cost of ownership while maintaining process stability.

Sustainability as a core commitment

Energy consumption represents the highest operational cost and environmental factor in desalination. Improving electrical efficiency directly reduces carbon footprint.

WEG’s commitment to sustainability is embedded in:

 high-efficiency IE4 and IE5 motor technologies

 advanced drive algorithms that optimise energy use under variable load

 solutions compatible with renewable power integration

 lifecycle optimisation strategies that reduce waste and premature equipment replacement.

WEG’s commitment goes beyond equipment, understanding the full lifecycle of desalination projects and the pressures EPC contractors face

Many of the desalination projects supported by WEG contribute significantly to national water resilience strategies and align with broader decarbonization and sustainable development goals in regions facing acute water scarcity.

A future powered by efficiency

As global water stress accelerates, sustainable desalination will depend on the integration of high-efficiency systems that reduce both costs and carbon footprint. WEG’s focus on innovation, reflected in its advanced drive systems, energy monitoring capabilities, and medium-voltage technology, positions it as a long-term partner in building resilient, future-ready water infrastructure.

From North Africa and the Middle East to Latin America, WEG is not just supplying components; it is engineering the electrical backbone of desalination. By combining local presence with global expertise, WEG helps turn water scarcity into opportunity, drop by drop.

A lifecycle-oriented approach supports plant operators in lowering the total cost of ownership while maintaining process stability

ROBERT R. PUENTE PRESIDENT AND CEO OF SAN ANTONIO WATER SYSTEM

“The most significant change in my tenure has been moving from single-source dependence to a truly diversified portfolio"

Robert R. Puente, President and CEO of San Antonio Water System, reflects on nearly two decades of leading the transformation of San Antonio’s water strategy, from reliance on the Edwards Aquifer to one of the most diversified and droughtresilient water portfolios in the United States.

CEO of SAWS, which specific project or achievement from your career are you personally most proud of?

As the public utility serving the growing city of San Antonio, SAWS supplies water and wastewater services to around two million people while managing the pressures of population growth, recurring drought, and climate variability in South Texas. During Puente’s tenure, the organisation has expanded its supply strategy through regional partnerships, desalination, large-scale infrastructure projects, and nationally recognised conservation programs.

In this interview, Puente discusses the policy foundations that shaped Texas water planning, the major projects that strengthened San Antonio’s long-term water security, and how SAWS is using innovation, data, and community programs to build a more resilient and equitable water future.

Since 2008, you've overseen a total transformation of San Antonio’s water portfolio. Looking back on your 18-year tenure, what do you consider the defining shift in the organisation’s strategy for securing the city's water future?

San Antonio’s defining shift in water strategy began for me even before SAWS, when I helped create the Edwards Aquifer Authority in the Legislature in 1993. That experience showed how vulnerable a city can be when it depends on a single source.

When I joined SAWS in 2008, we transformed that lesson into action. The most significant change in my tenure has been moving from that single-source dependence to a truly diversified and drought-resilient portfolio.

We shifted from managing scarcity to investing in long-term reliability – building regional partnerships, building a brackish desalination plant, completing Vista Ridge (the largest P3 water project in the country), and continuing to lead national conservation. Each step added supplies independent of the Edwards Aquifer.

Today, San Antonio has one of the most diversified water supply portfolios in the country. That pivot toward diversification reshaped how we plan, invest, and think about our future. It is the cornerstone of the city’s water security for generations to come.

Having shaped landmark Texas water policies both in the legislature and as

During my tenure in the Legislature and as Chairman of the House Natural Resources Committee for several sessions, I am proud to have been a principal stakeholder and negotiator in the passage of foundational legislation establishing our state’s water policies. From the creation of the EAA in 1993, to SB 1 in 1997 establishing the regional and state water planning process, to SB 3 in 2007 providing a collaborative framework for protection of environmental flows, resolution of long-standing conflicts in the Edwards Aquifer region and the recognition of conservation as an essential aspect of water supply development, each mark major progress in sound water management. For example, beginning with the passage of SB 1477 establishing the Edwards Aquifer Authority in 1993, early on, I was part of efforts to establish clearer governance and science-based management of the Edwards Aquifer – work that underscored for me how essential transparent regulation is to protect a shared resource. That experience shaped everything that came afterwards.

At SAWS, the project that stands out most is the transformation of San Antonio’s water portfolio into one of the most diversified and resilient in the nation.

But beyond any single project, what I value most is the creation of a framework that moves water planning in Texas from reactive to proactive. Whether through conservation leadership, innovative supply development, or collaborative

"We shifted from managing scarcity to investing in longterm reliability – building regional partnerships, building a brackish desalination plant"

Z Olivia Tempest

regional planning, the goal has always been the same: to ensure that future generations inherit a more secure and sustainable water system than the one we started with.

I am also proud and inspired by the employee team that we have built at SAWS for the benefit of our region. SAWS employees never cease to amaze me with their ingenuity, innovation, and diligence. The enduring shift toward resilience and long-range thinking is the accomplishment of which I am proudest.

As H2Oaks becomes the nation's largest inland desalination plant by 2026, what are the main challenges for brine disposal as you scale, and are you exploring "mineral recovery" or "zero-liquid discharge" innovations?

"I am proud to have been a principal stakeholder and negotiator in the passage of foundational legislation establishing our state’s water policies”

Concentrate disposal is one of the key challenges of brackish groundwater desalination treatment plants across the nation, and SAWS was not exempt from this. SAWS evaluated several disposal options and found deep well injections to be the most feasible. Disposing of concentrate through deep well injection is an “energy” intensive process. SAWS continues to research innovative technologies to meet our process needs to ensure the most cost-effective approach in disposing of concentrate discharge. SAWS has been in discussion with a few potential “mineral recovery” companies; however, the discussions so far have not progressed beyond the feasibility stage due to current market conditions.

The $200 million ConnectH2O rollout was finished ahead of schedule. How is SAWS using hourly usage data to refine supply modelling and drive new consumer-facing innovations?

Customers can view their usage by the hour, day, or month through the SAWS portal and mobile app.

Any account showing continuous usage (5 gallons) over a 48-hour period triggers automated alerts via robocall, text, email, and letters to notify customers of

any potential leaks. Customers can opt to receive usage alerts based on their customizable thresholds.

Rather than issuing violations for water restriction violations, we use the AMI data to send email reminders to customers to help them return to compliance. We plan to use the AMI data to move towards proactive water loss mapping through district metering. By matching hourly production data with the AMI data, we can identify system leaks before they surface.

Following the Sparks Innovation Expo, which leak-detection technologies have shown the best ROI for inclusion in your 2025 Water Management Plan targets?

Our biggest strength in finding and fixing leaks is not a piece of equipment – it is the people who work this system every day. Their experience, judgment, and consistency are what keep water moving where it should.

Events like the Sparks Innovation Expo help by giving staff a chance to see what is out there, ask questions, and bring back ideas that can make a real difference in daily operations. From the event, we were able to get a better understanding of proactive leak detection products that will

help us identify the hidden leaks in our system, which are the major contributors to the SAWS water loss volume.

We will be piloting several products that promise to make our work more effective. These are tools using state-of-the-art, reliable acoustic methods coupled with AI technology that can be moved around the critical water system as needed. Also, tools that monitor system pressures and identify system anomalies that point to leaks. In addition to the new products, we are using system-wide analytics and remote sensing to support our efforts.

All these tools help us to proactively identify hidden issues earlier and respond faster, supporting our crews and reducing water loss. For us to succeed, we will need to work with partners in the private and public sectors and use new technologies to continue to improve our game.

Meeting the goals in our Water Management Plan depends on steady, practical work across the board: leak detection, advanced metering, targeted pipe replacement, and better system monitoring. As computing power and sensors improve, they will simply give our teams more information and enable us to find hidden leaks before they become major disruptions.

With SAWS’ $1.2 billion sewer program nearing its 2027 milestone and spills down 70%, how will you codify these "best practices" into long-term asset management to ensure this progress holds?

SAWS maintains over 6,000 miles of sewer pipes across our city. Following the success of our Consent Decree compliance and the consistent reduction of sewer spills, we are continuing the best practices already implemented, including CMOM (capacity management, operation and maintenance), inflow and infiltration reduction efforts, sewer main replacement, and sewer main rehabilitation.

SAWS is coupling those efforts with our proactive planning approach via the Wastewater Collection Master Plan, updated every five years, and the efforts by our crews to inspect pipes and manholes as well as televise and clean sewer lines on an annual basis. In 2025, we televised over 300 miles of pipe, cleaned over 1,300 miles of pipe, and inspected over 3,700 manholes. This information is used to assess the condition of our pipe, prioritise replacement and rehabilitation efforts, package into projects and then implement via the Capital Improvement Program (CIP). The 5-year

CIP includes an investment of $608 million in improvements to the sewer system.

SAWS was the first in the U.S. to sell captured sewer gas to the natural gas grid; how has this impacted your bottom line, and do you plan to expand this "energy-from-waste" model?

In August 2025, SAWS executed an amended contract with Ameresco, the third-party that has processed the methane gas from our anaerobic digesters since 2010 and sells it as renewable energy to the natural gas grid. Through that amended contract, we anticipate annual revenues in 2026 of more than $500,000. More importantly, beneficially using this gas instead of flaring it off to the atmosphere, as many wastewater plants do, helps protect the air quality of San Antonio. With the upcoming improvements to our biosolids handling

"Beyond any single project, what I value most is the creation of a framework that moves water planning in Texas from reactive to proactive"

facilities at the Steven M. Clouse Water Recycling Center, we foresee increases in gas production that could increase revenues from the Ameresco contract if market conditions are favourable.

Sustainability is at the core of our mission, and that not only means supporting programs like our biogas-to-energy contract, but also initiatives such as expanding our use of recycled water and composting our biosolids. We want all the byproducts from our wastewater plants put to beneficial use.

How do you intend to navigate the inherent trade-offs between water diversification and energy efficiency, and what does the future of your strategic energy management look like?

Energy consumption is monitored closely by SAWS. So much so that in 2023, SAWS developed and implemented its very first Energy Strategy Master Plan. Energy efficiency and water diversification go hand in hand because the energy intensity of SAWS operations varies based on how we source water.

Now and moving forward, SAWS will continue to closely monitor the relationship between water sourcing and energy to ensure we are operating as efficiently as possible, while ensuring the water resilience needs of our community.

Your 2025 Plan includes a new Water Equity chapter. Beyond rate assistance, how is SAWS building water security for marginalised communities and scaling programs like "Plumbers to People"?

At SAWS, it is important for us to have water security for all of our customers,

"Concentrate disposal is one of the key challenges of brackish groundwater desalination treatment, and SAWS was not exempt from this"

including our marginalised community members.

The Plumbers to People (PTP) program was one of the original Conservation programs at SAWS. Knowing that 14% of water is lost to indoor leaks, this program is critical to provide emergency water leak repair assistance to qualified customers. This helps reduce bills, prevent service disruptions, and conserve water with residents who may not have the resources to make these investments themselves. With the addition of the ConnectH2O electronic meters, we are able to more proactively identify high-need households, reaching out often before they know an issue is present. Additional support is being offered

through a pilot program with funding from the City of San Antonio to perform general construction repairs required before plumbing repairs can be made.

The Laterals to People (LTP) program was started in 2003 with the goal of providing assistance to qualified customers who lack funds to repair their sewer lateral system, helping to reduce pooling sewage often found in low-income neighbourhoods. LTP has assisted almost 800 families over the past 10 years. With additional funding support through the City of San Antonio, a new pilot program is underway, allowing us to construct a new residential sewer lateral where one does not currently exist.

In addition to providing bill and plumbing assistance, SAWS offers our marginalised community members:

 agency referrals helping to connect customers with local agencies that can provide additional assistance, such as CPS Energy, S.A. Food Bank, S.A. Pet Pantry and S.A. Department of Human Services;

 leak adjustments by removing charges for “lost” water if a customer has a leak repaired by a licensed plumber;

 senior citizen billing, which waives late payment penalties for customers aged 60 and older;

sibility we have in conserving water – both our customers managing their water use as well as how we, as a utility, manage and protect the water already in our system. An important shift is to distinguish between essential uses of water and discretionary water use. San Antonio has invested in diversified supplies, including Vista Ridge, Brackish Water Desalination, and the Aquifer Storage and Recovery project, to ensure we have reliable water for generations to come –but this does not mean the water should be wasted.

During extreme droughts, the challenge is in discretionary outdoor use, specifically, landscape irrigation. Landscape watering accounts for the largest increase in demand during hot, dry summer months. Through education, conservation-minded rates, drought rules, and year-round watering guidance, we encourage customers to limit discretionary outdoor watering and adopt more efficient, water-saving landscape practices. These efforts have created a culture of conservation in San Antonio.

We know that conservation does not fall only on our customers. We hold ourselves accountable for reducing water loss within our own system. SAWS continues to invest in proactive pipe replacement, leak detection technology, and rapid response to main breaks, all reducing non-revenue water.

 disability billing/disabled veterans initiative, providing a payment extension to residential customers who receive disability income.

With the city facing the dual challenges of rapid growth and more frequent extreme droughts, what do you consider the most vital shift required in the community's relationship with water to ensure long-term security for the next generation?

With the challenges of rapid growth and more frequent droughts, it is important to address the shared respon-

 domestic violence deposit waiver, which allows customers to open a new service account without paying a security deposit;

Combining customer-focused conservation measures with utility improvements, we are ensuring that our community is prepared to face the challenges of rapid growth and drought while ensuring there is plenty of water for essential needs.

"Our biggest strength in finding and fixing leaks is not a piece of equipment – it is the people who work this system every day"

SAŠA TOMIĆ

DIGITAL WATER GLOBAL PRACTICE LEADER AT BURNS & MCDONNELL

OPINION

When water systems begin to think: the role of digital twins in the digital transformation

Looking back, I was fortunate to be in the right place at the right time to witness the emergence of the digital water industry. I helped shape two of the largest digital twin platforms for water utility networks, first as the lead architect of the Bentley GEMS platform and later as the product manager of Autodesk/ Innovyze InfoWorks WS. In 2000, I created what may have been one of the first digital twins in the water industry: a WaterGEMS hydraulic model connected to SCADA and used to optimise pumps for Bethlehem, PA. At that time, this real-time model was experimental; in retrospect, it was a digital twin ahead of its time.

Today, the water industry is experiencing a major transition, one that could be more consequential than the shift to desktop computers in the 1990s. Several factors have come together to make this possible: a significant drop in data acquisition and storage costs; easier data processing, integration, and access; and the rise of artificial intelligence (AI). These forces are transforming not only our software tools but also how water resources are managed.

But the digital transformation of the water sector did not start in the 1990s. Digital transformation, the historic shift of decision-making steps (Problem Definition, Observation, Modelling, Analysis, Decision, Action, and Evaluation) from the human mind to external tools and, ultimately, to computers, began thousands of years ago with early water resource observation tools, such as Nilometers in Ancient Egypt. However, the transformation gained significant momentum recently with the advent of digital computers. Today, we have already entrusted computers with the Observation, Modelling, and Analysis decision-making steps. The next phase will involve transferring decision intelligence from humans to machines, first under human supervision and later fully automated.

This is the moment where digital twins (DTs) become central. A DT is a decision-making platform that integrates a predictive model (deterministic/hydraulic, statistical, machine learning, or AI) with descriptive models, such as asset data (e.g., GIS) and real-time data (e.g., SCADA). DTs are the ultimate goal of digital

transformation, marking the transition from human-centric management to increasingly autonomous operations.

DTs already can observe system behaviour, analyse alternatives, recommend actions, and, in some cases, execute decisions automatically. Looking ahead, they will be the backbone of the industry’s move from reactive operations to proactive, and eventually autonomous, management. In the near term, DT value lies in automating routine decisions, such as pump scheduling or anomaly detection, with humans firmly in control. Over time, as our trust in DTs grows and AI capabilities mature, DTs will evolve beyond operational optimisation to support long-term planning, system assessment, and adaptive operational evolution.

As a member of the Qatium advisory board, I have had the opportunity to see this future. Qatium water distribution

"The water industry is experiencing a major transition, one that could be more consequential than the shift to desktop computers in the 1990s"

network DT has demonstrated that it is possible to provide an open, cloud-native DT platform that integrates hydraulic models, GIS, and SCADA, without the traditional barriers of cost, complexity, or specialised expertise. It also offers an open development platform integrated with AI, providing a gateway to explore AI use cases in a controlled setting. This democratisation of DTs is essential if technology is to scale across utilities of all sizes, not only the largest and most digitally mature.

As our industry faces increasing pressure from climate variability, ageing infrastructure, workforce transitions, and regulatory complexity, DTs offer a path to more resilient, efficient, and transparent water management. The last step in the digital revolution gave us the ability to model our systems; the next allows these models to learn, reason, and act.

SEAWATER THAT SUSTAINS LIFE: INGETEAM’S ROLE IN DESALINATION IN SOUTHEASTERN SPAIN

Desalination has become an essential tool to ensure a stable drinking water supply in regions affected by water scarcity. In southeastern Spain, where water demand is high and natural resources are limited, the Mancomunidad de los Canales del Taibilla plays a key role in supplying drinking water to millions of people. In this context, Ingeteam contributes its technical know-how through INDAR submersible pumping systems designed for demanding marine environments, such as the Alicante I and San Pedro del Pinatar I plants.

Ingeteam solutions for desalination Desalination has become one of the most effective technological solutions to ensure a reliable water supply in regions affected by water scarcity. In this context, the reliability of equipment, energy efficiency, and environmental responsibility have become key factors in the design and operation of drinking water production facilities.

With more than 85 years of experience in the development of electromechanical solutions, Ingeteam brings extensive expertise to the water sector in the design and manufacture of pumping systems for highly demanding applications. Through its INDAR products, the company develops equipment designed to operate in complex environments, where service continuity and system robust -

Desalination has become a strategic infrastructure to ensure a reliable water supply in regions with limited natural resources

ness are essential for the performance of hydraulic infrastructure.

In the field of desalination, Ingeteam’s innovative strategy is based on three main pillars: robustness, high power, and environmental sustainability. This approach responds to the needs of an increasingly demanding industry, where facilities must operate continuously, even under the particularly harsh conditions of marine environments.

One of the most critical elements in the operation of a desalination plant is the seawater intake system. Traditionally, many plants have relied on VTP (Vertical Turbine Pumps) with motors located on the surface. This configuration requires visible structures, additional auxiliary systems, and periodic maintenance operations associated with mechanical components exposed to the marine environment.

As an alternative to this conventional approach, Ingeteam offers a solution based on fully submersible pumping units, in which the pump and motor form a single assembly that operates directly underwater. This design significantly simplifies the

system configuration, reduces the number of external components, and improves the overall reliability of the installation.

INDAR submersible motors are specifically designed to operate in marine environments and use water as a cooling medium, eliminating the need for oils or lubricants that could cause environmental risks. This feature enhances the sustainability of the plants and reduces their potential impact on the natural environment.

In addition, as these units are fully submersible, there is no need for surface support structures or external cooling systems. This design enables installation times to be reduced by up to 85%, while simplifying assembly and maintenance tasks. The result is a more compact, lownoise, and visually integrated solution within the coastal environment.

Ingeteam’s proposal for the desalination sector is based on a portfolio of

Z Ingeteam Water

Ingeteam develops

submersible pumping solutions capable of operating reliably and efficiently in highly demanding marine environments

solutions designed for seawater intake and transfer applications involving large volumes of water.

Among these solutions are the INDAR submersible motors, developed to operate directly underwater under high pressure and salinity conditions. These are complemented by seawater intake and transfer pumps, designed to transport large flows within the hydraulic infrastructure of desalination plants.

The portfolio is completed with surface electric motors, used in specific stages of the process, and INGEDRIVE frequency converters, which optimise the operation of pumping systems, improve energy efficiency, and adapt plant performance to real demand conditions.

Thanks to this combination of technologies, Ingeteam offers robust and high-performance solutions capable of meeting the operational challenges of modern desalination plants.

This technological approach is exemplified in reference desalination projects along the Spanish Mediterranean coast, where Ingeteam’s experience has been key to ensuring a reliable drinking water supply.

Desalination in practice: two key projects in the Spanish Mediterranean

The Levante region, located on Spain’s southeastern coast, is one of the areas where water management is particularly complex. The scarcity of natural resources and the high demand for drinking water, especially during the summer months, make it essential to implement solutions that ensure a stable and sustainable supply.

In this context, the Mancomunidad de los Canales del Taibilla (MCT) plays a key role in supplying drinking water to more than 2.4 million people across the provinces of Murcia, Alicante, and Albacete. To guarantee this service, the

organisation combines different water sources, such as rivers, inter-basin transfers, and desalination plants, the latter being a strategic component of the overall supply system.

The MCT chose Ingeteam for its ability to provide reliable and efficient solutions, tailored to the most demanding marine conditions.

The Alicante I and San Pedro del Pinatar desalination plants are two representative examples of how technology can transform seawater into a vital resource for human consumption.

Alicante I desalination plant

The Alicante I desalination plant, located in the Aguamarga area within the municipality of Alicante, is part of the Nuevo Canal de Alicante supply system, a key infrastructure that ensures water delivery to the city and a significant part of the province.

Desalination plant

With a maximum production capacity of 57,000 m³ per day, this facility plays a decisive role in strengthening water security in the region, particularly during periods of drought or high demand.

For this project, Ingeteam supplied two seawater intake groups consisting of INDAR UGP pumps and INDAR ML submersible motors, featuring duplex stainless-steel hydraulics and super duplex motors, designed to operate at 400 V. Each unit, with a power rating of 75 kW, operates in coastal vertical wells characterised by significant water level variability due to tides and the hydrogeological conditions of the area.

The nominal operating point for each group is Q = 450 m³/h and H = 40 m, operating through variable frequency drives (VFDs) that allow performance to be adjusted to real operating conditions. Their design and high corrosion resistance ensure resilient performance even in the most demanding marine environments.

San Pedro del Pinatar I desalination plant

The San Pedro del Pinatar I desalination plant, located in the Mojón area near the Regional Park of Salinas and Arenales of San Pedro del Pinatar in the Region of Murcia, supplies the Nuevo Canal de Cartagena, forming another key infrastructure within the system managed by the Mancomunidad de los Canales del Taibilla.

This facility has a production capacity of up to 65,000 m³ of drinking water per day, making it one of the most important desalination plants in the region.

As part of this modernization, Ingeteam supplied four seawater intake groups consisting of INDAR BF pumps and INDAR MF submersible motors, both made of super duplex stainless steel and designed to operate at 400 V. Each unit has a power rating of 110 kW

and an operating point of Q = 800 l/s and H = 10 m, ensuring effective and a stable performance even under high salinity conditions.

The new equipment was installed in the intake chamber, replacing the original units supplied in 2003. This upgrade has The

INDAR BF pump / INDAR MF motor

INDAR submersible motors use water as a cooling medium, eliminating oils or lubricants and reducing environmental impact

improved the energy efficiency of the system and increased the operational reliability of the facility, consolidating its role as a key infrastructure for the drinking water supply in the Region of Murcia.

A shared commitment to sustainable water supply

Both desalination plants operate under the same principle based on the reverse osmosis process, through which seawater undergoes pretreatment to ensure quality before passing through the desalination membranes. Subsequently, a post-treatment process adapts the produced water to the standards required for human consumption.

The design of these facilities also prioritises the protection of the marine environment. The brine is returned to the sea through submarine outfalls specifically designed to minimise environmental impact and protect sensitive ecosystems such as the Posidonia oceanica seagrass meadows, one of the most valuable habitats in the Mediterranean.

Both the Mancomunidad de los Canales del Taibilla and Ingeteam share the same goal: to guarantee the supply of drinking water through reliable and environmentally responsible solutions. The selection of Ingeteam for these projects reflects the company’s proven ability to deliver robust and high technical perfor-

mance systems adapted to the most demanding marine conditions.

These projects also represent a collective achievement that reflects the commitment, expertise, and dedication of the entire Ingeteam team. Thanks to the shared effort and excellent coordination among the different areas of the organisation, the company continues to move forward with a steadfast commitment to quality, innovation, and environmental responsibility, contributing to the success of key infrastructure for the sustainable supply of water in southeastern Spain.

With each new project, Ingeteam reaffirms its commitment to the responsible management of water resources and to the development of technologies that contribute to a more sustainable future. These initiatives are fully aligned with the United Nations Sustainable Development Goal 6 (Clean Water and Sanitation), reinforcing the company’s mission to make access to safe water a reality for millions of people.

The Alicante I and San Pedro del Pinatar I plants are key pieces of infrastructure for the drinking water supply in southeastern Spain

INDAR UGP pump / INDAR ML motor

In this interview, Mr Rajiv Mittal, Chairman and Managing Director of VA TECH WABAG LIMITED, provides an inside look into the company’s noteworthy journey, showcasing his leadership in transforming WABAG into a global powerhouse in water technology. Mr Mittal reflects on how the company has grown from its humble beginnings to become a leader in sustainable water management solutions, consistently driving innovation and sustainability across the industry. He also addresses the evolving challenges of the water sector, from tackling water scarcity to advancing large-scale projects, and shares his vision for the future of the industry, particularly in emerging markets. His insights underscore how WABAG continues to push the boundaries of technology and sustainability to shape a more resilient and water-secure future.

You’ve been with VA TECH WABAG for four decades. Can you share what initially drew you to the company and how your journey has evolved over the years to your current role as Managing Director?

What drew me to VA TECH WABAG was simple: water is fundamental to life, yet it is one of the most mismanaged resources globally. Early in my career, I saw water not merely as infrastructure, but as a responsibility.

Over four decades, my journey has evolved from hands-on engineering and institution building to shaping global water strategy, championing sustainability, circular water solutions, and responsible growth across diverse markets. I have witnessed WABAG transform from a modest regional start-up engineering firm into a global pure-play water technology multinational. The most fulfilling part of this journey has been building an organisation that combines innovation and advanced environmental engineer-

MR RAJIV MITTAL CHAIRMAN & MANAGING DIRECTOR AT VA TECH WABAG LIMITED

“I have witnessed WABAG transform from a modest regional start-up engineering firm into a global pure-play water technology multinational”

VA TECH WABAG, an industry leader in total water management, has a legacy of over 100 years, operating across four continents and offering a diverse range of solutions to address critical water and environmental challenges. With a strong focus on innovation and R&D, WABAG excels in handling EPC projects across sectors, having executed over 6,500 projects globally.

ing with financial discipline and a strong sustainability ethos.

Leadership, for me, has always meant advancing innovation and sustainability in ways that strengthen institutions, build technological excellence, and create longterm resilience for both communities and the environment.

How does VA TECH WABAG manage the risks associated with large-scale projects like desalination and industrial wastewater treatment?

Risk management in large-scale water infrastructure begins long before execution. It is anchored in leadership discipline, clarity of purpose, and a culture that prioritises long-term sustainability over short-term gains. We adopt a highly selective approach to project evaluation, supported by rigorous technical due diligence before committing to complex processes such as SWRO desalination or complex industrial projects. Contractual frameworks are carefully structured to ensure balanced risk allocation, particularly in

EPC and PPP models, while financial structuring is approached conservatively with disciplined cash flow planning. Our strong in-house engineering capabilities allow us to retain design ownership and technical control, reducing dependency and enhancing accountability. We also integrate long-term O&M perspectives into our projects from the design stage itself. When you operate what you build, leadership decisions naturally become more lifecycle-oriented, resulting in plants that are more resilient, efficient, and sustainable over time.

How important is sustainability in VA TECH WABAG’s water projects, and how is it implemented in the solutions you offer?

Sustainability is central to who we are and how we operate. Our vision is clear and enduring: Preserving Resources, Protecting the Environment and Powering Economies. This vision shapes every project we undertake and defines the standards we set for ourselves across geographies.

Z Olivia Tempest

Our tagline, “Sustainable Solutions for a Better Life”, reflects how we translate that vision into action through engineering excellence, technological innovation, and responsible growth.

Across municipal and industrial projects, we embed water circularity, energy optimisation, and resource recovery into the very architecture of resilient infrastructure. A key expression of this philosophy is our concept of “Manufacturing Water”, where secondary treated water and seawater are transformed into viable, reliable, sustainable and affordable sources of water for utilities and industries. Through large-scale water reuse, energy-efficient processes, biogas-based green power generation, and advanced sludgeto-resource pathways, we create assets that simultaneously strengthen environmental security and enable economic progress. By making projects increasingly self-reliant and economically viable, we consciously move away from traditional government subsidy models and build infrastructure that sustains itself over the long term. Every project is designed with a lifecycle perspective, evaluating carbon footprint, operational stability, long-term affordability, and community impact rather than focusing solely on capital efficiency.

For us, sustainability is not a balancing act but an integrated approach. It is about safeguarding water for future generations while empowering cities and industries to grow responsibly. That alignment between

"Risk management in largescale water infrastructure begins long before execution; it is anchored in leadership discipline and clarity of purpose"

"Our in-house engineering capabilities allow us to retain design ownership and technical control, reducing dependency and enhancing accountability"

intelligence and smart plant management into its future projects?

environmental stewardship and economic development lies at the heart of our vision and defines our commitment to delivering Sustainable Solutions for a Better Life.

How do you see VA TECH WABAG’s growth in the industrial water sector in the coming years?

The industrial water sector is entering a phase of structural transformation driven by tighter environmental norms, stronger ESG accountability, and increasing pressure on freshwater resources. Industries are no longer focused solely on regulatory compliance; they are prioritising water security, operational continuity, and sustainability as strategic imperatives.

We see sustained growth across traditional sectors such as power, oil and gas, petrochemicals, and steel, particularly in complex effluent treatment plants and advanced zero liquid discharge systems where process reliability and environmental compliance are critical. We are today recognised as a leader in the industrial water sector, especially in the Oil & Gas segment, with references across more than

"When you operate what you build, leadership decisions become more lifecycle-oriented, resulting in plants that are more resilient, efficient"

20 countries, including several high-complexity installations integrating advanced treatment and resource recovery models. At the same time, high-technology sectors are emerging as significant growth drivers. Semiconductor manufacturing, Solar PV production, and Green Hydrogen facilities require ultrapure water of the highest standards, demanding sophisticated treatment, polishing, and recycling systems. These sectors are not only water-intensive but also quality-sensitive, making advanced process engineering and operational stability essential.

Desalination and large-scale water reuse will play a defining role in industrial expansion, especially in water-stressed regions. Through integrated reuse systems, complex ETP configurations, and ZLD solutions, we enable industries to reduce freshwater intake, meet stringent discharge norms, and align with global ESG commitments. Our growth strategy is therefore anchored in technology-intensive, high-complexity projects where engineering depth, digital optimisation, and lifecycle thinking create long-term value. We are not pursuing expansion for scale alone; we are focused on building resilient industrial water ecosystems that support both environmental stewardship and economic progress.

With digital tools, real-time monitoring, and automation gaining traction in water utilities worldwide, how is VA TECH WABAG integrating artificial

Digitalisation has long been an integral part of how we design, build, and operate our plants. Our facilities are equipped with advanced control systems, including SCADA-based real-time monitoring, enabling continuous visibility into process parameters, energy consumption, and performance stability. At our global headquarters, we operate a fully equipped Network Operations Centre (NOC) that provides remote oversight and rapid response capability for plants across geographies, allowing us to manage performance deviations and operational risks in a proactive manner. We have also introduced robotic cleaning of sewer networks under our One City One Operator initiatives in Agra and Ghaziabad, a major safety-led operational intervention that significantly reduces human risk while improving efficiency and reliability in network maintenance.

We are also actively strengthening our digital ecosystem through collaboration with new-generation technology providers. A notable example is our partnership with Pani Energy Inc., where we are implementing applied artificial intelligence to enhance operational excellence. The operational intelligence platform, powered by plant-specific models, artificial intelligence, and digital twins, enables us to integrate world-class analytics into our treatment processes, significantly optimising efficiency, energy consumption, and overall plant reliability.

In parallel, through our BlueSeed initiative, we are investing in and nurturing water-tech start-ups that can accelerate our digital and technology capabilities, particularly in the AI and IoT space. Our recent investment in Nimble Vision reflects this commitment, and several additional collaborations are in advanced stages. For us, digital transformation is not an isolated initiative; it is a continuous evolution that strengthens operational resilience, enhances lifecycle performance,

and reinforces our leadership in intelligent water infrastructure.

As the sector embraces digital and green technologies, what skills will be most important for the next generation of engineers and managers at VA TECH WABAG?

The future engineer must be truly interdisciplinary, combining strong process fundamentals with digital fluency and a sound understanding of infrastructure finance and risk allocation. Sustainability and circularity can no longer be treated as compliance layers; they must be embedded into the thinking process at the design stage itself. Engineers must approach every project with an instinct to optimise resources, minimise waste, and maximise lifecycle value. An emotional connection with society and ecosystems also plays an important role in shaping

responsible design choices, because water infrastructure ultimately serves communities and natural systems. Beyond technical competence, adaptability will remain essential. Water challenges are evolving rapidly, and the next generation of leaders must be comfortable working at the intersection of biology, chemistry, automation, artificial intelligence, climate resilience, and sustainable resource optimisation.

How does VA TECH WABAG manage collaboration with other companies on large-scale projects, particularly public-private partnerships?

Large-scale water infrastructure demands collaborative ecosystems rather than isolated participation. In complex PPP frameworks, successful delivery depends on clarity of governance, disciplined risk allocation, and long-term operational

alignment among all stakeholders. Our approach is built on clearly defined roles, transparent performance metrics, balanced risk-sharing mechanisms, and a shared commitment to lifecycle outcomes rather than short-term milestones. We engage closely with leading financial institutions and development partners such as ADB, IFC, and Norfund; construction partners including Rowad, SEPCO, NSH, SSEM, and Ramky; and developers such as Miohona, Marafiq, SSEM, Ramky, and Metito Utilities to ensure that engineering, financing, and operations are strategically aligned from inception. As a technology-led organisation, we develop most of our core processes in-house, while selectively partnering with high-end technology leaders such as Royal HaskoningDHV (RHDHV) where specialised expertise strengthens project outcomes. For us,

"For us, sustainability is not a balancing act but an integrated approach; it is about safeguarding water for future generations"

collaboration is not transactional; it is structured around accountability, mutual trust, and a unified objective of delivering resilient infrastructure that performs reliably over decades.

As water infrastructure financing becomes more constrained in many markets, what approaches is VA TECH WABAG using to secure long-term investment, public-private partnerships, or blended finance?

cies and blended finance institutions to enhance project viability while maintaining strong governance standards.

"Industries are no longer focused solely on regulatory compliance; they are prioritising water security, operational continuity, and sustainability"

As global infrastructure financing becomes more disciplined and selective, structured innovation in funding models becomes essential. Our approach goes beyond merely accessing capital; it focuses on designing bankable, performance-oriented frameworks that align public objectives with private efficiency. We have successfully implemented Hybrid Annuity Models in India through landmark projects such as the GNN TTRO facility and multiple wastewater treatment plants for KMDA in Kolkata and BUIDCO in Patna, demonstrating that transparent risk allocation and lifecycle accountability can deliver both financial viability and long-term operational performance. Consistent with our asset-light philosophy, we collaborate closely with financial partners such as TATA Clean Tech, Aseem Infrastructure Finance, and Eversource in HAM-based structures, typically retaining a minority equity position to maintain strategic skin in the game while remaining primarily a technology-led partner. In several markets, we also work alongside multilateral agen-

Equally important is financial prudence. We have consciously maintained a strong balance sheet and an asset-light strategy, participating selectively in concession models only where risk-adjusted returns justify long-term capital commitment. In line with this disciplined approach, WABAG has signed a non-binding

term sheet with Norfund and two other international investors to establish a dedicated Municipal Platform focused on developing capital projects in the municipal sector. This platform is expected to commit equity investments of up to USD 100 million over a three to five year period, strengthening our ability to scale sustainable urban water infrastructure. This calibrated capital allocation strategy has allowed us to remain resilient across

economic cycles while continuing to invest in technology, capability building, and long-term water security solutions.

Could you discuss how the company’s global strategy adapts to regulatory changes in key regions, such as tighter environmental standards or emerging water governance reforms?

Regulation in the water sector is becoming progressively more stringent, particularly around nutrient removal, industrial discharge, water reuse mandates, and carbon accountability. We do not view regulatory change as a constraint; we see it as a catalyst for technological advancement. Our global strategy is built around anticipating regulatory evolution rather than reacting to it. Strong regional engineering teams ensure that our designs align with local environmental frameworks, while our R&D and process innovation teams continuously refine technologies to meet tighter discharge norms and energy efficiency benchmarks. In this context, our Zero Liquid Discharge (ZLD) strategy has become a critical response to increasingly stringent environmental standards, enabling industries to eliminate liquid effluents while maximising water recovery and operational reliability.

Across Europe, the Middle East, Asia, and emerging markets, we align our solutions with evolving water governance reforms, including circular water policies and mandatory reuse frameworks.

Increasing ESG disclosure requirements are also influencing industrial clients to adopt higher environmental standards, and we support them through advanced reuse systems, desalination, complex ETP configurations, and zero liquid discharge solutions. Importantly, we integrate resource recovery models within these projects to enhance economic viability, transforming waste streams into energy, reusable water, and recoverable materials so that environmental compliance is aligned with financial sustainability. Adaptability is embedded in our delivery model, enabling us to remain

"We are recognised as a leader in the industrial water sector, especially in the Oil

& Gas segment, with references across over 20 countries"

compliant, competitive, and forward-looking across diverse regulatory landscapes.

What are VA TECH WABAG’s

plans for expansion into emerging markets over the next decade?

WABAG focuses on emerging markets, which provide both opportunity and responsibility. Many of these regions face acute water stress, rapid urbanisation, and infrastructure deficits, creating an urgent need for sustainable and resilient water systems. Our expansion strategy is selective and disciplined, focusing on regions where long-term water planning, institutional stability, and multilateral participation provide a supportive framework for sustainable investment. In all such markets, we remain firmly technology-focused, ensuring that every solution we deploy is environmentally sustainable and economically affordable for the communities and industries it serves.

Over the next decade, we will continue to deepen our presence in Africa, Southeast Asia, the Middle East, and other highgrowth regions through desalination, largescale water reuse, industrial water solutions, and long-term operations and maintenance partnerships. We will also leverage digital platforms and performance-based models to enhance operational reliability and transparency. Growth for us is not about geographic spread alone; it is about strengthening technological leadership, building local capabilities, and delivering measurable impact in water security while upholding our vision of Preserving Resources, Protecting the Environment and Powering Economies.

KEN SANSONE & KYLA TENGDIN

SENIOR PARTNER, SL ENVIRONMENTAL LAW GROUP

MARKETING MANAGER, EDUCATION AND OUTREACH, SL ENVIRONMENTAL LAW GROUP

Historic settlements reached in 2023 between PFAS manufacturers 3M and DuPont, and water utilities across the country, are now resulting in billions of dollars in recoveries for public water systems facing the costs of PFAS impacts, including treatment upgrades, monitoring, and long term compliance obligations. Thanks to the Aqueous Film Forming Foam Multidistrict Litigation (AFFF MDL) against 3M, DuPont, and other AFFF manufacturers, water systems in the first wave of claimants have received substantial payment checks to mitigate PFAS in their source water. In 2026, the second and final wave of claimants can submit paperwork and secure their share of the settlements. This will be the last chance for water systems to participate.

The two waves, or phases, of the settlements were structured so that “Phase One” covered water systems that detected PFAS in their water sources before the end of June 2023, and “Phase Two” applied to systems that didn’t detect PFAS until after that date (and, for the 3M settlement, also served more than 3,300 people). Nationwide, Phase One claimants have already received most of their awards, and, unlike many class actions that deliver negligible benefits, these settlements provide substantial funding that will help thousands of water systems cover PFAS treatment costs and meet the EPA’s National Primary Drinking Water Regulations. For many utilities, this funding represents unprecedented financial relief. In fact, many utilities that participated in Phase One of the 3M and DuPont settlements are now receiving payments in the many millions of dollars.

Phase one deadlines have passed; phase two deadlines are coming in summer 2026

Unless they deliberately “opted out” (to preserve their right to file suit in the future), all eligible public water systems are included in the PFAS settlements. However, payments are not automatic: only systems that perform the required testing and file complete claims documentation by the official deadlines will be eligible for compensation. While time is running out for Phase Two water systems (those that detected PFAS after June 2023) to submit their claims, systems that move promptly can still do what’s needed to ensure they don’t miss out on settlement funds. To receive the settlements payouts, water systems should start immediately with three key actions: conducting testing, assembling documentation, and submitting claims. In addition, those systems in line to incur PFAS-related costs before August 1, 2026, should consider planning those

Two funds, one last chance: what utilities should do to secure PFAS recovery funds in 2026

expenditures to maximise their recoveries from the “Special Needs” funds of the settlements – hundreds of millions of additional money set aside for these claims.

The first step toward submitting a settlement claim is testing for PFAS at each individual wellhead or surface water intake. It’s commonly believed that existing data from the Fifth Unregulated Contaminant Monitoring Rule (UCMR-5, a U.S. EPA program that requires public water systems to test their drinking water

"The first step toward submitting a settlement

claim

is testing

for PFAS at each individual wellhead or surface water intake"

for a list of unregulated contaminants) will serve this purpose –and indeed, many systems are discovering new PFAS detections through UCMR-5 testing. However, UCMR-5 requires testing only at the distribution system entry points (which is where treated water is bound for area homes and businesses), while the 3M and DuPont settlements require testing of the actual sources (individual wellheads and/or surface water intakes). Therefore, many systems will need to conduct additional testing at each water source to meet the requirements of the settlements.

Detailed test results must be submitted to the claims administrator no later than July 31, 2026.

Phase Two water systems have just months to complete their testing and submit claims documentation. This timeline is not insurmountable, but utilities need to start thinking about these

requirements immediately. To secure a share of the $14 billion settlements, which could be in the tens of millions of dollars for a single water system, claims must be submitted no later than July 31, 2026, for both the 3M and DuPont settlement.

Claims submissions require considerable data, including not only PFAS testing results for each water source, but documentation of the maximum production capacity and annual production of each source. This documentation is used to assign a score to each impacted source, which is in turn used as the basis for a distribution from what’s called the “Action Fund” of each of the settlements. The time necessary to assemble this documentation can be extensive, and many water systems have turned to expert legal assistance to ensure their claims are complete, accurate and submitted on time — and, just as importantly, that they result in the maximum available recovery.

Seek additional costs through the special needs fund

In addition to the Action Fund, another pool of money is available to municipalities and utilities that have spent or are in the process of incurring costs to remediate PFAS contamination. These costs may include designing or building treatment facilities, drilling new wells to replace contaminated ones, or buying replacement water to maintain safe service. Through the Special Needs fund, a water system that will have spent money on efforts to address PFAS detections in its impacted water sources by August 1, 2026, can apply for additional settlement funds. These utilities can be eligible for both the Action Fund and the Special Needs fund.

To submit a claim to the Special Needs fund, applicants must provide detailed documentation that supports the costs and necessity of their remediation actions. For proactive municipalities and utilities that have already invested in PFAS mitigation, this program provides a critical chance to recover these often-unexpected expenses necessary to protect public health and water quality.

Make polluters – not ratepayers – pay cleanup costs

The PFAS settlements are intended to hold manufacturers accountable — not to replace or limit future federal funding — and they represent a rare chance for municipalities to recover meaningful dollars that can stabilise budgets, fund capital projects, improve treatment infrastructure, and ease long-term rate pressure on customers. But the window is closing quickly.

Once Phase Two deadlines pass, systems that haven’t acted will permanently lose eligibility for millions in settlement funds — and for any future litigation against these manufacturers who, for decades, knowingly sold these hazardous compounds without providing warnings or safeguards. Phase One payouts already demonstrate just how substantial the recovery can be; Phase Two systems now have a clear, proven roadmap to capture similar gains.

"To secure a share of the $14 billion settlements, claims must be submitted no later than July 31, 2026, for both the 3M and DuPont settlement"

For systems that move now, the potential impact is immense. Many cities across the nation have already received eight and nine-figure payments in Phase One, illustrating the scale of what’s on the table for utilities affected by PFAS contamination. While the claims process can be complex, utilities that work closely with legal counsel and technical advisors on eligibility review, strategy, documentation, and filing are better positioned to maximise recovery and shift the financial burden from citizens to polluters, aligning settlement proceeds with long term regulatory and capital planning needs. Time is the limiting factor: every month of delay narrows the opportunity to secure these funds, shift the financial burden from ratepayers to polluters, and protect communities for decades to come.

CONCESSIONS, INNOVATION AND LONG-TERM VISION IN ACCIONA’S WATER BUSINESS SUSTAINABLE GROWTH STRATEGY

The water sector is entering a pivotal decade. Climate change, water stress, urban growth and regulatory pressures are reshaping the way water infrastructure is designed, financed and operated worldwide. For decades, water infrastructure has been viewed primarily as an engineering project. Today, however, the sector is evolving towards a more complex model, in which technology, digitalisation, energy efficiency and longterm management models are playing an increasingly decisive role.

In this evolving landscape, companies capable of integrating advanced engineering, technology and strategic insight are poised to lead the next phase of the sector’s development. At ACCIONA’s Water business, we have clearly defined our roadmap for this new growth phase: to grow selectively, and to consolidate our position as a leading technology partner in concession contracts and long-term projects. This approach has been reflected in a strong finish to 2025, reaffirming our solidity and strategic role within the group.

Recent contracts signed in Brazil, across the states of Pernambuco, Paraná and

With contracting doubling compared to 2023 and 2024, the Water division has demonstrated a strong performance even in challenging environments

The water sector is undergoing a major transformation as it faces challenges like climate change, water stress, and urban growth. As the industry evolves, technology, digitalisation, and long-term management models are becoming central to the design and operation of water infrastructure. ACCIONA’s Water business is focusing on selective growth, and positioning ourselves as a leader in technological innovation for long-term projects. Our strategy aims to deliver sustainable, high-value solutions while addressing the pressing needs of the water sector.

Espírito Santo, reflect this strategic focus on projects where advanced engineering, technological innovation and long-term operation maximise the value delivered to customers, communities and regions.

Our strategy is not a response to a specific situation, but rather a deeply held belief: the future of the water sector lies in combining engineering excellence, advanced technology and contractual models designed to optimise the entire life cycle of infrastructure.

High-value selective EPCs

For years, the market has been characterised by intense competition in

traditional EPC projects, where price criteria have sometimes overshadowed technological differentiation. However, the new sector environment calls for a change in approach. At ACCIONA, we are committed to high-value-added selective EPCs, prioritising projects with a strong technological component and complex solutions that require specialised expertise.

This strategy integrates advanced processes, digitalisation and operational optimisation from the early design stages, while also embracing hybrid models that incorporate operational or concession frameworks.

The aim is not to execute more projects, but to execute the right ones; those where our engineering capabilities, process knowledge and international experience provide a real competitive advantage. In doing so, we aim to cap-

At ACCIONA, we are committed to high-value-added selective EPCs, prioritising projects with a strong technological component

Every project must contribute to reducing emissions, using resources efficiently and improving the water resilience of the communities we serve

ture greater added value, reduce exposure to non-strategic risks and strengthen our position as a global technology leader in the water sector.

The value lies in the entire asset cycle Water is, by definition, an essential and foundational service. As such, concession models and long-term contracts provide the ideal framework for deploying sustainable solutions, optimising life-cycle costs and aligning the interests of operators and administrations.

Our strategy reinforces this growth line through:

 a stronger focus on concessions within our portfolio;

 active participation in project development and structuring;

 early integration of design, financing, construction and operation;

 a focus on operational efficiency and long-term energy optimisation.

Concession contracts allow us to leverage our expertise not just during the construction phase, but also across decades of operation. It is at this stage that technology, digitalisation and continuous optimisation make the real difference. These models also provide

Concession contracts allow us to leverage our expertise not just during the construction phase, but also across decades of operation

financial stability, revenue visibility and the ability to reinvest in innovation, which are key elements for sustaining growth in an increasingly demanding environment.

Technology and artificial intelligence

What defines the new phase of ACCIONA's Water division is our unwavering commitment to technology, not as an accessory, but as a core element of our business model. In treatment processes, we are advancing in desalination optimisation, improving energy efficiency in treatment plants, reducing energy consumption and recovering by-products following circular economy principles. The goal is to maximise the technical performance of infrastructure while reducing both its environmental footprint and operating costs. The real qualitative leap comes with the integration of digitalisation and artificial intelligence throughout the value chain.

Some of the key applications we are incorporating include:

 predictive design based on historical data,

 digital twins that enable real-time operational optimisation,

 advanced control systems with machine learning,

 dynamic risk analysis tools tailored to long-term contracts.

An example of this technology in action is the digital twin of the Tseung Kwan O desalination plant in Hong Kong, and its application in the operation of the Bilbao sanitation network in Spain, where these tools simulate operational scenarios and optimise decision-making before applying them in real-world conditions.

Artificial intelligence applied throughout the water cycle helps reduce operating costs, improve infrastructure resilience and anticipates potential issues before they arise. This not only increases efficiency but also enhances service quality and environmental sustainability.

Engineering as the core of value creation Engineering has always been at the heart of ACCIONA's Water business. In this new phase, we are not just maintaining it as our central focus; we are further strengthening it. Our goal is to deepen our technical specialisation in complex processes, promote the development of modular solutions and move towards intelligent standardisation that still adapts to local realities.

Projects like the desalination plants in Sicily and Australia's Eyre Peninsula reflect this commitment to modular, highly efficient models. At the same time, we are systematically incorporating a design approach that emphasises operation and maintenance. From the conceptual phase, each project integrates solid criteria for long-term optimisation, risk reduction and energy efficiency maximisation.

In today’s sector landscape, the true differentiator lies not only in building well, but in structuring projects more intelligently, designing them more efficiently, and operating them with excellence.

Development of high-added-value solutions

In concession contracts, especially those with a strong development component, offering innovative solutions is crucial.

Our strategy aims to integrate:  renewable energy in water treatment facilities,  advanced water reuse solutions to promote resource circularity,  carbon footprint reduction systems in water infrastructure,  infrastructure resilient to climate change,  circular economy models in desalination and purification.

Our objective goes beyond meeting technical specifications; we seek to redefine industry standards. By combining international experience, technological capability, and a sustainable vision, we can deliver proposals that exceed minimum requirements and make a lasting impact on the communities we serve.

Water is one of the defining challenges of the 21st century; we are ready to meet it with engineering, technology and a forward-thinking vision

Growing where we can make a difference

Selective growth also involves geographical prioritisation. Our strategy focuses on regions where we already have an established presence, both within the water sector and across the ACCIONA group. This geographical consistency offers operational synergies with the broader ACCIONA group, deep regulatory insight, optimised support structures, strong relationships with local institutions, and an enhanced ability to offer integrated water and energy solutions.

The group's joint presence in certain markets enables us to deploy differentiated solutions, particularly in projects

where the integration of water and renewable energy is key. Concentrating resources in strategic regions does not mean giving up our global vocation, but rather managing growth with discipline and focus.

A

culture based on excellence and sustainability

No strategy can succeed without the right talent. That is why we are promoting an organisational culture based on five core principles: technical excellence, continuous innovation, risk management, social and environmental commitment, and a clear long-term vision.

At ACCIONA, sustainability is not just a reputational matter; it’s an operational and strategic necessity. Every project must contribute to reducing emissions, using resources efficiently and improving the water resilience of the communities we serve.

The

great challenge of the 21st century

The water sector faces unprecedented structural challenges, but also extraordinary opportunities. The growing need for desalination, reuse, digitalisation and climate change adaptation offers vast potential for companies that can provide advanced technological solutions and robust contractual models.

At ACCIONA, we have decided to take the next step by being more selective, specialising further, innovating boldly, committing to concessionary and long-term contracts, and integrating digitalisation across the value chain.

Our aim is not to build the most infrastructure, but to generate the most value: for our customers, the communities we serve, our shareholders, and the planet. Water has emerged as one of the defining challenges of the 21st century, and we are ready to meet it with engineering, technology and a forward-thinking vision.

“Water operators are shifting from being mere service providers to becoming managers of the water cycle”

Bernard Van Nuffel, Member of the Executive Board of VIVAQUA and President of the Management Board of Aqua Publica Europea, brings a unique perspective to the leadership of public water services. With a background in architecture and urban planning, he leads efforts to address Europe’s water challenges, balancing sustainability, affordability, and innovation.

Europe's water sector is at a crossroads. In this interview, Bernard Van Nuffel, drawing on his dual leadership roles at VIVAQUA and Aqua Publica Europea (APE), offers a candid look at the challenges and opportunities facing public water operators today. He brings a uniquely informed perspective to some of the sector's most pressing questions. From climate change and emerging pollutants to decarbonisation and the circular economy, Van Nuffel shares his vision for a sector in transformation: one where collaboration and innovation are not optional, but essential to managing both water scarcity and excess.

Your career has transitioned from architecture and urban planning to leading both VIVAQUA and Aqua Publica

"A study from the European Commission shows that source prevention is the most cost-effective way to address PFAS pollution"

Europea. How do these two roles interact in your daily work, and how has this dual perspective shaped your vision for the future of public water services? My simultaneous presidency of Brussels’ public water operator Vivaqua and Aqua Publica Europea, the European association of public water operators, for five years has given me a clear understanding of the challenges that face Vivaqua, which are largely shared by other public water operators across Europe. These challenges include ensuring the human right to water and sanitation at a price that is both affordable for the population and sustainable for the economy, while also confronting the “investment wall” needed to address climate-related water issues – both scarcity (drought) and excess (flood risk management) – as well as the contamination of water resources by emerging pollutants (PFAS, etc.).

Exchanging experiences with fellow water operators has been particularly valuable, allowing me to explore, in particular, the potential of nature-based solutions in the planning and development of our municipalities.

With systematic PFAS monitoring required since January 2026 and removal

costs in the billions, how can public operators ensure compliance without making water unaffordable for European citizens?

Monitoring and treatment requirements have come into force in 2026, but in many Member States, including Belgium, PFAS thresholds are already being lowered compared to those set in the directive. At the same time, the European Commission is working with the World Health Organisation to update existing parameters and thresholds, as scientific knowledge on PFAS and their harmful effects is evolving rapidly – unfortunately, in a worrying direction.

As a result, treatment costs are expected to rise significantly. Therefore, not only is it essential to fully implement the directive, but we must also introduce stricter

BERNARD VAN NUFFEL - MEMBER OF THE EXECUTIVE BOARD OF VIVAQUA AND PRESIDENT OF THE MANAGEMENT BOARD OF AQUA PUBLICA EUROPEA.

Z Olivia Tempest

and more requirements on the use of PFAS in our societies.

While we welcome the development of new technologies that could enable PFAS treatment at reasonable cost, we must be realistic: the only way to ensure compliance while maintaining affordability is to prevent pollution at the source or to establish an Extended Producer Responsibility (EPR) scheme for PFAS, as is the case under the revised Urban Wastewater Treatment Directive for pollutants linked to the cosmetic and pharmaceutical industries. The study from the European Commission, The cost of PFAS pollution for our society (2026), shows that source prevention is the most cost-effective way to address PFAS pollution, and this is what we are advocating for.

Decarbonisation is a top priority of your presidency. How are your members using the "Circular Society" to recover energy and reduce the high electricity costs of water treatment?

Decarbonisation is a key priority for our members and for the sector as a whole, and it is now also a requirement under the revised Urban Wastewater Treatment Directive. Many APE members are planning to invest in decarbonisation solutions and in maximising energy recovery from their systems, demonstrating a strong commitment.

However, this goes beyond wastewater treatment alone. For example, in Brussels, projects have been developed to recover heat from sewage networks using heat pumps, with similar initiatives in Paris

and many other European cities. These projects show the potential to generate renewable energy from our infrastructure.

What is needed now is an adjustment of the governance framework to better support and facilitate such energy recovery projects. At the same time, it is important to recall that achieving carbon neutrality is closely linked to water pollution levels: the

"Achieving carbon neutrality is closely linked to water pollution levels: the more polluted the water, the more treatment is required"

Jessika Roswall, European Commissioner for Environment, Water Resilience and a Competitive Circular Economy, with Bernard Van Nuffel. © Alexandros Moridis.

more polluted the water, the more treatment is required, and the more energy is consumed.

You’ve called for a dialogue on sludge management. What legal or technical breakthroughs are needed to transform wastewater plants into profitable recovery hubs for nutrients like phosphorus?

Although we know how to recover nutrients from sewage sludge, and despite the fact that some technologies are still not fully mature, the main challenge is the lack of a proper market for recovered nutrients. Due to technological costs and the relatively small quantities recovered, these materials are currently more expensive than phosphorus obtained through mining. In addition, there is legal uncertainty regarding the quality standards that should apply to recovered nutrients.

If we want to develop this market, it is essential for the European Commission to act in two key areas. First, it must establish a clear and harmonised regulatory framework with common quality standards for recovered materials across the EU. Second, it should promote these materials over conventional alternatives, so that they become economically competitive. These elements are necessary to create a viable supply chain, which does not yet exist.

As a proponent of Extended Producer Responsibility (EPR), how will APE ensure that polluters, like the pharma and cosmetic industries, actually bear these costs instead of passing them to consumers?

"Decarbonisation is a priority for the sector as a whole, and it is also a requirement under the revised Urban Wastewater Treatment Directive"

We strongly reiterate our support for Extended Producer Responsibility (EPR), as it is a matter of fairness in the distribution of pollution-related costs, fully in line with the Polluter Pays Principle. It is also essential for the proper functioning of the internal market: a common EU framework for allocating pollution

costs is needed to avoid environmental dumping.

The Directive requires that at least 80% of the costs are covered by the pharmaceutical and cosmetic industries on the basis of emissions of non-biodegradable pollutants in the water. It is not our role to decide whether costs will be passed to

Jessika Roswall, European Commissioner for Environment, Water Resilience and a Competitive Circular Economy, with Bernard Van Nuffel. © Alexandros Moridis.

"Although we know how to recover nutrients from sewage sludge, the main challenge is the lack of a proper market for recovered nutrients"

the pollution they generate. This approach can also incentivise the development of more sustainable products, allowing producers to reduce both their environmental impact and the costs they ultimately have to bear.

In closing, we need a straightforward mechanism to collect the funds associated with chemical extraction, ensuring that this Extended Producer Responsibility (EPR) system does not become overly complicated, with clarity on where the resources will be allocated.

Regarding the revision of Public Procurement Directives, what specific administrative burdens must be removed to help public operators adopt innovative technologies like PFAS remediation more quickly?

The current public procurement framework is inherently rigid, making it difficult, indeed, for operators to adopt innovative technologies like PFAS remediation. Many innovative products or processes are offered by a single supplier – often an SME – and are not yet widely available on the market. While procurement rules ensure fairness and transparency, requirements for strict product specifications and open competition can prevent these SMEs from being recognised for their unique solutions, potentially causing them to miss opportunities to introduce breakthrough technologies.

the uptake of new technologies. There is a clear need for more harmonisation of procurement rules at the European level to provide public water operators with the flexibility necessary to adopt breakthrough technologies. The real risk is that important technological innovations may be overlooked or delayed due to these rigid directives, limiting the ability of operators to implement cutting-edge solutions. The challenge lies in balancing principles of equal treatment and transparency with the need to acquire truly innovative solutions.

Aqua Publica Europea’s recent report champions Nature-Based Solutions (NbS). In dense urban settings like Brussels, can NbS truly replace traditional grey infrastructure, or will they remain strictly complementary?

Our report does not present Nature-Based Solutions (NbS) as a panacea. It highlights their potential to address certain problems, but also emphasises the uncertainties regarding their effectiveness and the complexities involved in governance. We do not claim that NbS can solve all users or not, since their sectors operate in highly competitive markets. According to the European Commission’s latest study of the EPR scheme, even if industry passed the full cost on to consumers, this would not create a disproportionate burden, as EU citizens would pay only about €3 more per year by 2045. It is also important to remind that companies would contribute not because of their sector, but because of

Excessive procedural requirements reduce incentives for innovation and slow

"We reiterate our support for Extended Producer Responsibility (EPR), as it is a matter of fairness in the distribution of pollution-related costs"

"To fully harness the potential of Nature-based Solutions (NbS), we need innovative approaches to their governance and financing"

"The current public procurement framework is rigid, making it difficult for operators to adopt innovative technologies like PFAS remediation"

challenges, but we do believe they should be part of the toolbox for water utilities. Indeed, they have the potential to be less expensive, more sustainable, more resilient, and environmentally less impactful – or even beneficial. NbS often provide multiple co-benefits, particularly in urban areas, such as reducing stormwater runoff and mitigating high temperatures during

heatwaves. However, they will need to be implemented alongside traditional infrastructure, depending on the specific location and context.

To fully harness the potential of Nature-based Solutions (NbS), we need innovative approaches to their governance and financing. By nature, NbS involve multiple actors, relate to land

© Alexandros Moridis.

and urban planning, and require coordination among diverse stakeholders. Effective governance should support their implementation and funding, taking into account their multiple beneficiaries. Further details can be found in our latest publication, Working with Nature to Restore the Water Cycle (2025).

Ahead of the UN 2026 Water Conference, you are promoting not-forprofit "Public-Public Partnerships" (PUPs). How do these offer a better alternative to traditional privatisation models?

First, public-public partnerships (PUPs) happen every day in many forms and are a key feature of how our complex society functions. For example, if VIVAQUA cooperates with the city of Brussels to recover heat from sewage and use it to heat the city’s headquarters via heat pumps –providing a solution that is both cheaper and more sustainable than alternatives – that is a PUP. Similarly, when APE members meet to share best practices in

big data management or exchange experiences on quaternary treatment, this is also a form of Public-Public Partnership. We believe PUPs are an effective model for improving the efficiency of the public sector, particularly in areas like capacity development.

Looking toward the horizon of 2050, how do you envision the fundamental identity of the public water operator evolving?

We are a public industry delivering a public service. This is our core identity, and it will remain so. Of course, how this identity is expressed evolves over time, and is already evolving. In 2019, we published our report “The Public Water Services of the Future”. While it now needs an update, the fundamental message still holds: water operators are shifting from being mere service providers to becoming managers of the water cycle.

This means utilities will take on much greater responsibility, not only in extract-

ing and returning water to nature, but also in working with nature to ensure there is neither too little nor too much water –acting upstream when necessary. We will continue to treat wastewater and return it safely to the environment, but we will also add value by recovering nutrients and energy. We will collaborate with society and economic sectors to make the best use of available water resources, ensuring that different water qualities are used appropriately for different purposes.

In short, we will no longer just manage services; we will be responsible for critical resources for society and the benefits that derive from them.

"We believe PUPs are an effective model for improving the efficiency of the public sector, particularly in areas like capacity development"

© Aurore Martignoni

FROM COMPONENTS TO INTEGRATED FLOW SOLUTIONS – BUILDING RELIABLE WATER NETWORKS TOGETHER

The effects of climate change are putting significant stress on municipal infrastructure, and water networks in particular.

Integrated Flow Solutions that combine a wide range of materials and components with modularity and prefabrication are ideally suited to increase network resilience. Leveraging their expertise in municipal infrastructure, GF and VAG are already delivering a measurable impact in the field with their NeoFlow Plug-and-Play Chamber.

Z Florian Albrecht, Business Development Manager, Infrastructure Solutions at GF

The urgency of this transformation is evident. Water as an essential resource is impacted by three major trends: Climate change, urbanization and ageing infrastructure are putting unprecedented pressure on municipal water networks worldwide. On the one hand, extreme weather events have become more frequent. The IPCC (Intergovernmental Panel on Climate Change) estimates that for every additional degree of global warming, the atmosphere can absorb 7% more moisture, which significantly increases the likelihood of heavy rainfall (IPCC Sixth Assessment Report). This puts infrastructure such as drainage and sewer systems under significant stress.

At the same time, water scarcity is intensifying due to the effects of climate change. Northern Europe’s historic precipitation deficit between February and April 2025 is only one example of many (German Meteorological Service - DWD  ). Water scarcity is further exacerbated by population growth, leading experts to predict that water demand will exceed supply by 40% by the year 2030 (UNEP IRP).

Lastly, many water networks are struggling due to the combination of increasing urbanisation and ageing water infrastructure. In many countries, a significant portion of potable water is lost through leakages before it ever reaches an outlet. Across the EU, estimates are as high as 25% (EC Water Resilience Strategy). This issue is compounded by a lack of skilled labour experienced across the municipal water sector.

So how can these three major challenges be met? While they have complex and varied causes, it has become clear that strengthening water infrastructure is the

key to a more resilient water supply. But in order to achieve this goal efficiently and cost-effectively, it is crucial to rethink the way water infrastructure is designed, installed, and operated.

From material diversity to system compatibility

Water networks are rarely homogeneous. Decades of incremental expansion, varying standards and codes, as well as conservative planning mean that mixed-material water networks, where iron, steel, concrete and polymers coexist, are standard. This adds complexity while operating and maintaining these networks: Mismatched

components, incompatible materials, or installation errors can impact performance and increase the probability of leakages, failure or inefficient operation.

Integrated Flow Solutions address this challenge at the system level. Rather than treating pipes, valves, and sensors as separate items, they are engineered to function as a unified system. This ensures material compatibility and reduced installation complexity, while leveraging connection methods specifically designed for mixed-material piping simplifies the integration in existing networks. Overall, this approach greatly lowers the risk of leakages, which in turn minimises maintenance costs.

Pipes, valves, and sensors should be engineered as a unified system for better compatibility and a simpler installation

Pressure management as a key lever against water loss

Especially in ever-expanding cities, water networks are frequently over-pressurised to meet growing demands, shortening the lifespan of pipes and fittings and causing leakages. One of the most effective tools for reducing non-revenue water is therefore pressure management.

Pressure reducing valves ( PRVs) are widely considered an ideal solution as they reduce the flow rates of existing leaks and limit unnecessary mechanical stress on the infrastructure, resulting in lower burst rates and prolonged asset life. Studies indicate that lowering the pres-

sure of water networks by 25% reduces the occurrence of pipe bursts by up to 75% while extending asset lifespan (EU Reference document “Good Practices on Leakage Management WFD CIS WG PoM”) Combined with hydraulic modelling and optional instrumentation such as

Pressure reducing valves are an ideal solution as a pressurereduction of 25 per cent can reduce the occurrence of pipe bursts by up to 75%

Pressure management is one of the most effective tools to get the most out of water networks. Pictured here is GF’s NeoFlow Pressure Reducing Valve.

sensors and flow meters, pressure reducing valves are an efficient solution for district metering areas (DMAs).

Streamlined installation thanks to pre-fabrication

In order for integrated Flow Solutions to have a lasting impact on water networks, it is not enough to focus on the seamless interaction of pipes, valves and sensors. The ability to quickly implement them whenever and wherever they are needed is crucial for operators and installers. However, across the EU, labour and skills shortages have reached critical levels, particularly in infrastructure-intensive sectors such as construction, utilities, and mechanical installation. For

Labour shortages have reached critical levels in EU countries. Pre-fabricated and factory-tested solutions are the answer

utilities, this shortage translates directly into longer project timelines, higher execution risk, and increased dependence on external contractors. As a result, utilities are increasingly prioritising speed, predictability, and simplicity of execution over bespoke designs that demand high labour intensity.

This shift is accelerating the adoption of integrated flow solutions, where piping systems, valves, monitoring components, and connection interfaces are engineered as standardised, pre - assembled units.

Prefabricated and factory-tested solutions reduce on-site installation time, minimise specialised labour requirements, and lower the risk of assembly errors, enabling utilities to deploy infrastructure with a plug-and-play approach. By transferring complexity from the construction site to controlled manufacturing environments, utilities can compensate for workforce constraints while maintaining high quality and safety standards. Crucially, prefabrication also provides a high degree of flexibility, allowing utilities to tailor flow solutions to their individual needs.

Integrated

Flow

Solutions by GF Swiss company GF is reshaping itself to become the global leader for Flow Solutions for Buildings, Industry and Infrastructure. With the acquisition of the German VAG-Group in October 2025, GF now benefits from VAG’s globally recognised metal valve technologies, which significantly strengthen GF’s infrastructure portfolio, deepening its system capabilities. By combining GF’s polymer piping systems and connection technologies and VAG’s high-performance metal valves — including gate, knife-gate, butterfly, penstock, control, check and air valves used in critical infrastructure such as water networks, dams, desalination and power plants — GF can now deliver endto-end flow solutions for the water sector. The goal of the acquisition is to improve compatibility across components, simplify sourcing and logistics, strengthen local support, and provide solutions designed to reduce leakages, lower maintenance costs, and increase network longevity. This is supported by VAG’s ability to supply

Following a plug-and-play approach, integrated Flow Solutions ensure compatibility, speed up the installation, and simplify logistics.

both commodity standards and customised solutions for a huge variety of valves.

Renewing ageing water networks efficiently

In the wake of increasingly strained infrastructure, which loses significant volumes of treated water before reaching consumers, many utilities are modernising their networks with the goal of improving performance and reducing losses.

Sabesp, the largest sanitation company in Brazil, provides water supply and wastewater services to 375 municipalities in the state of São Paulo. To support its renewal program, GF supplied a NeoFlow Plugand-Play Chamber that integrates multiple GF technologies (GF, Uponor, VAG) into one compact, high-performance unit. GF's solution reduces water loss, increases operational efficiency, and provides a future-ready platform that accelerates the network's modernization efforts.

NeoFlow Plug-andPlay Chamber

In order to offer utilities around the world an efficient solution for reducing leakages and non-revenue water, GF developed a plug-and-play pressure management solution. Housed in a prefabricated High-Density Polyethylene (HDPE) chamber, the system combines GF’s polymer NeoFlow pressure regulating valve, a range of VAG’s metal, including the EKOplus gate valve and a DUOJET air valve, as well as a restrainer and measurement technology. The chamber is integrated in the existing network with the help of flexible MULTI/ JOINT couplers, ensuring a quick and easy installation. The chamber is also designed for rapid deployment across water networks, which provides utilities with an efficient way to scale their pressure management.

Because the chamber arrives fully assembled, installation required only half a day — limited to excavation, positioning and connection. Sabesp now benefits from a measurable sustainability impact, as the plug-and-play solution saves approximately 130 million litres of water per year, which is enough to supply around 3,000 people. By stabilising pressure, it also lowers energy consumption and protects the piping system from bursting. With a chamber designed for up to 100 years and internal components lasting up to 50 years, it further enhances the environmental footprint, lowers maintenance requirements, and total lifecycle costs for Sabesp.

Conclusion

As climate change, urbanization and ageing infrastructure continue to strain water networks worldwide, integrated flow solutions provide a practical and scalable pathway to greater network resilience.

The example of Sabesp in Brazil demonstrates that measurable results (significant reductions in water loss, operating costs and non-revenue water) can be achieved without large-scale reconstruction. When engineering expertise, high-performance components and smart design converge, water infrastructure becomes more efficient, durable and adaptable.

Visit GF & VAG at IFAT from 4-7 May in Munich, Germany: GF booth: B3.351 VAG booth: C2.451

With the acquisition of the German VAG-Group in October 2025, GF now benefits from VAG’s globally recognised metal valve technologies

To support Sabesp’s renewal program, GF supplied a NeoFlow Plug-and-Play Chamber capable of saving approx.130 million liters of water per year.

“A water project is bankable when it provides certainty: revenue, regulation, and delivery”

AT UNSW

Water infrastructure lies at the centre of some of the world’s most pressing challenges, from climate resilience to universal access to safe water. As governments and institutions search for ways to mobilise the trillions of dollars required to meet global water goals, the intersection of engineering, policy, and finance has become increasingly important.

Amit Chanan, Professor of Practice in Engineering at the University of New South Wales (UNSW), brings more than 25 years of experience across the water utility, infrastructure, and investment sectors. His career has included leadership roles in Australia and Fiji, including serving as CEO of the Water Authority of Fiji, and most recently advising governments and utilities worldwide as Senior Water Industry Specialist at the International Finance Corporation (IFC).

Drawing on this experience, he shares his perspective on the challenges shaping the global water sector, from the politics of water pricing to the shortage of bankable projects and the need for stronger regulatory frameworks. He also reflects on emerging opportunities such as digital technologies, climate-resilient infrastructure, and regional collaboration in strengthening water security across the Asia-Pacific.

"One of the biggest misconceptions in the water sector is that financing is the constraint, but it isn’t; there is plenty of capital available"

Please tell us briefly about your career path and your current role as Professor of Practice -Engineering at UNSW. I’ve spent more than 25 years working across the water utility, infrastructure, and investment sectors, holding senior leadership roles in Australia, Fiji, and globally. My career has taken me from managing urban drainage in local government, to leading major state level bulk water operations, to serving as CEO of the Water Authority of Fiji, where I delivered nationally significant projects and developed the country’s first long‑term Water Sector Strategy.

Most recently, as the Senior Water Industry Specialist at the IFC, my work has centred on the investment side of the water sector. I have advised governments and utilities on structuring, financing, and implementing major water programs, with a focus on commercially viable and scalable solutions. This includes work across the Pacific, India, Brazil, and the Philippines, where my focus has been on turning complex water challenges into bankable, investable, real world solutions.

As Professor of Practice (Engineering) at UNSW, I bring this practical, international experience directly into the university’s research and engagement activities. My focus is on strengthening

the connection between industry and academia by demonstrating how engineering, policy, and finance intersect in the real world. A key part of the role is contributing to the university’s thought leadership in water security, infrastructure delivery, and climate resilience. Through this work, I aim to help increase UNSW’s societal impact in our region by supporting evidence based decision making and preparing the next generation of engineers and leaders to address the water challenges facing Australia and the Asia‑Pacific.

The global water sector needs $1.3 trillion by 2030 to achieve universal access. What are the main challenges to mobilising this scale of investment, and how can global financial flows be accelerated?

At the heart of the global water sector challenge lies a fundamental philosophical tension about water’s status as a basic human right and public good versus its utility as a critical economic input. In my experience, this duality almost universally creates “politics of affordability" around the world. This politics of affordability creates a downward spiral that vehemently preserves artificially low tariffs intended to protect the vulnerable, ultimately undermining the financial sustainability of the

Z Olivia Tempest

"Climate-resilient infrastructure is a safer investment, because assets that can withstand shocks deliver more reliable long-term cash flows"

very utilities meant to serve them. This is not a struggle confined to emerging markets; we see the same dynamic play out across Australian cities as well.

A significant part of the problem is the enduring, misplaced belief that "water falls free from the heavens". While the rainfall itself is a gift of nature, everything that happens after it hits the ground is not. The process of capturing water from rivers, treating it to stringent drinking-water standards, and maintaining the extensive pipe networks required to move it to a kitchen tap demands massive, ongoing investment. None of this infrastructure is free, yet the sector continues to grapple with high capital costs and long payback periods that make these vital works difficult to finance.

Once affordability becomes a political battleground, essential decisions on pricing and infrastructure investment are often dragged into electoral cycles that rarely align with the long-term health of the assets or service reliability.

The most effective way to navigate this tension is to empower and strengthen an independent regulator. Strong, transparent regulation does more than just protect the consumer; it ensures utilities remain financially viable and creates the stable, "bankable" environment necessary to attract the private capital we so urgently need to bridge the global investment gap.

With 91% of water infrastructure spending in developing countries coming from public sources, how can the sector attract more private capi -

tal? What changes are needed to make water projects more appealing to private investors?

As explained above, a strong, independent regulatory framework is essential.

One of the biggest misconceptions in the water sector is that financing is the constraint. Quite frankly, it isn’t. There is plenty of capital available from DFIs, pension funds, sovereign wealth funds, and even commercial lenders. Investors

want to deploy money into resilient, long term water assets. Every investor asks the same two simple questions that you would ask if it were your money being invested: who is paying back the loan? And, what gives me confidence that the revenue stream is stable? Investors look for: transparent tariff setting, predictable regulation, clear asset ownership, and enforceable contracts. When these elements are missing, the risk premium becomes too high.

You’ve mentioned that the lack of "bankable" projects is a major barrier to financing. Why do so few water projects reach bankability, and how can project preparation be improved, especially in emerging markets?

At its simplest, a water project is bankable when it provides certainty – certainty of revenue, certainty of regulation, and certainty of delivery. What I mean by certainty:

 revenue certainty is about clear, predictable cashflows and a credible payer;

 regulatory certainty calls for a stable enabling environment with transparent rules;

 delivery certainty is about strong institutions, clear risk allocation, and a capable sponsor; and

 preparation certainty requires high quality project feasibility work, including environmental and social safeguards, robust financial models, and well structured procurement.

How can water infrastructure projects incorporate climate resilience while staying attractive to investors? Are financiers increasingly factoring climate risks into their investment decisions?

Climate change is no longer a peripheral issue in water infrastructure; it is now a core investment risk. More frequent droughts, floods, and extreme weather add complexity and cost to every project. The reality is that climate resilient infrastructure is actually a safer invest -

ment, because assets that can withstand shocks deliver more reliable long term cash flows.

As cities embrace the concept of smart cities, how do you see water systems being integrated into these urban environments? What role can digital tools play in optimising water management and ensuring sustainability?

Let me start by exposing my professional bias: in my view, a "Smart City" is only as smart as the resilience of its water system. For decades, water has been the silent utility, buried and forgotten until failure occurs. I recall this vividly from my own career; years ago, when I was responsible for urban drainage, I almost always lost out on maintenance dollars to those managing visible assets like roads and footpaths. It is the classic "out of sight, out of mind" predicament that has long plagued the water sector’s asset renewal investment.

However, IoT and now AI are starting to change the way we have looked at these buried assets. Cheap sensors and predictive modelling are moving the industry from a "fix-it-when-it-breaks" model to predictive maintenance.

What is now already possible in this space is quite amazing. A standout example for me was the “self-healing water network” trial in Reading, UK, where water pipes effectively message the nearest maintenance crew the moment a leak is detected. This allows for surgical intervention before a major burst occurs, transforming water from an invisible liability into an intelligent, bankable network.

For small island states scattered across huge ocean distances, digital tools now make it possible for specialists sitting on the other side of the world to see issues as if they were standing on site. Using smart goggles or augmented reality headsets, remote engineers sitting in California can look directly at the problem through the eyes of local crews and guide repairs step by step in American Samoa without anyone needing to fly thousands of kilometres.

FiberSense, an Australian technology, has turned ordinary fibre-optic cables into a giant, city wide sensor. By detecting tiny vibrations along the fibre, it can “hear” vehicles, digging, leaks, or disturbances in real time, helping protect underground utilities and monitor urban activity without installing any new hardware.

Digital tools give us a very real chance to leapfrog. Tools like the ones I shared above can speed up the SDG 6 journey by helping countries skip slow, expensive steps and move straight to solutions that are affordable and accessible for everyone.

In the Asia-Pacific region, water challenges are often transnational. How can countries collaborate more effectively to share knowledge and address issues like water scarcity, pollution, and disaster resilience?

The most effective collaboration is practical and is often based on peer-to-peer partnerships. There is absolutely no need to "reinvent the wheel" when a peer has already solved the puzzle.

A powerful model for this is "Utility Twinning", facilitated by organisations like WaterLinks Inc. and the Pacific Water and Wastewater Association (PWWA). Having served on the board of both of these organisations, I have personally witnessed the benefits of such peer-to-peer twinning. A standout example was the partnership between Hunter Water in Australia and the Water Authority of Fiji. By pairing a mature utility with a regional neighbour, technical due diligence and asset management expertise were transferred directly, practitioner-to-practitioner. This builds long-term institutional capacity through shared experience.

The same principle of peer-led learning is evident in the Utilities for Climate (U4C) initiative at the IFC. I had the honour of hosting a key feature of this initiative – the CEOs Roundtable last year. It’s a platform where utility leaders

“share their war stories” and learn directly from their peers.

Looking ahead, what are some of the key trends or opportunities that could reshape the landscape of water infrastructure finance in the coming years?

I can offer the following key themes about the landscape of water infrastructure finance from my "crystal ball".

Collaborative regulation: the financial collapse of UK’s largest water utility, Thames Water, has shown that adversarial utility-regulator relationships deter investment. We will see a shift towards the "Scottish Model" of shared long-term strategy, with regulator and utility working together in creating the stable, inflation-linked environment that institutional investors require to treat water as a reliable asset rather than a political hot potato.

 Technological leapfrogging: much like mobile telephony, emerging markets will bypass centralised legacy systems in the water sector as well. By integrating IoT and AI, "buried assets" will turn into intelligent networks.

 Mainstreaming climate and blended finance: the new standard for high-impact projects is blended finance. This de-risking mechanism will allow funding of resilient infrastructure – like solar-powered treatment plants that commercial banks previously deemed too risky.

 Nature-Based Solutions (NbS) as assets: We will value green infrastructure, like restored mangroves and watersheds, as assets worthy of financial investment. These solutions are now driving the Green Bond and Sustainable Finance market.

"Cheap sensors and predictive modelling are moving the industry from a 'fix-it-when-it-breaks' model to predictive maintenance"

MARCO CIOFFI

PRODUCT MANAGER AT STRATEGIC MARKETING - ANSALDO ENERGIA - GENOA, ITALY

OPINION

Power and desalinated water by small modular reactors

Nuclear energy has recently been confirmed as one of the key technologies required to fulfil energy transition pledges and targets. Small Modular Reactors (SMR) are indeed a principal element of the last years' "Nuclear Renaissance", where new design and execution models are being developed to achieve time and cost targets for nuclear power plant projects. The concept of SMR is not new and has already been adopted in the past, mainly for military applications. Today, it refers to a model aimed at effective cost and risk management as well as project control. The main characteristics of a Small Modular Reactor are the small size and the modular approach: modularity centralises the manufacture of components, allowing for mass production and standardisation; and small projects are aimed at easier cost and time control.

The SMR model includes the switch to a standardisation of the plant's project. The model of “First of a Kind” or “FOAK” describes the case where a single nuclear power plant (a unique plant with a customised design, tailored to a specific site) costs much more than later versions, named “Nth of a Kind” or “NOAK”. Each NOAK project will therefore have to keep the large majority of the FOAK Detailed Design results, drawings, technical specifications, and even supply-chain. Meanwhile, site-specific requirements, local national regulations and specific localised suppliers could differ, and they will require limited fine-tuning of the project.

The SMR concept is often coupled with the hybridisation of nuclear generation plants with other services, such as the concurrent generation of power with heat, hydrogen, or desalinated water. This approach has the additional purpose of providing flexibility in the nuclear plant operation on power grids influenced by non-programmable renewable energy sources.

One of the most promising uses of SMR is indeed for the desalination of seawater for agricultural, industrial or municipal uses. The water demand for drinking and industrial purposes has steadily increased during the last decades, following the fast development and urbanisation in areas such as the Middle East and due to the effect of climate change.

As an illustrative business case, a 340 MW SMR plant, hybridised with a reverse osmosis desalination system, can provide at least 800,000 cubic metres per day of drinking water, almost a fourth of the water used daily by Abu Dhabi City. A significant point for the economic evaluation of a possible investment is the suitable alignment of the expected lifetime of the desalination plant with respect to the SMR power plant's lifetime. Typical lifetime values are 60 years for the SMR and 30 years for the desalination plant. In the performed test analysis, a lifespan of 60 years has been adopted for the desalination plant, by following, for instance, a similar "modular" approach in the design of this asset (to increase serviceability) or a possible technology improvement, capable of reducing component degradation during

"A 340 MW SMR plant, hybridised with a reverse osmosis desalination system, can provide at least 800,000 m3/day of drinking water"

the operation. The economic results of the analysis show that the plant could have a Simple Payback Time of 8.4 years with a Net Present Value (NPV) of US$3,153 million. The Levelized Operating Cost of water is estimated at US$0.68 per cubic metre. This water cost is in line with the price race observed in recent years in the Middle East region, where the production costs of water desalination continue to fall due to the combined effect of improvements in plant energy efficiency, economic support from low interest rates, and low-cost generation.

The poly-generation of electricity and desalinated water by SMR represents, therefore, a valuable path to efficiently increase the NPV by maintaining the investment payback time, while providing low-carbon power and cheap fresh water.

PATRICIA AUBEUF-PRIEUR

WATER EXPERT AT KEMIRA

OPINION

Stopping the next legacy pollutant, a practical path to PFAS control

Per- and polyfluoroalkyl substances (PFAS) have earned the nickname “forever chemicals” because they are designed to last. Used for decades to make products oil-resistant and water-repellent, their stability also means many PFAS persist and accumulate in nature.

The UK’s new PFAS Plan acknowledges a difficult reality: PFAS are found across surface water, groundwater and sewage sludge, and can also be detected in urban water cycles. With thousands of different PFAS, often present at extremely low concentrations, the task is to understand which compounds matter most, where they enter the environment, and ultimately, how to protect the environment and people from harm caused by them.

Even with generally high drinking water quality, controlling PFAS is difficult. Many treatment solutions are still being proven at scale, and utilities often need combinations of technologies for reliable yet affordable performance. Some approaches, such as granular activated carbon adsorption, work well for some compounds, but less effectively for shorter-chain PFAS. As utilities are always dealing with mixtures of PFAS in real-world conditions, activated carbon may be needed alongside an additional step of treatment that includes, for example, selective adsorbent, ion exchange, or membrane filtration as a polishing step.

That is why it is vital prevention sits alongside treatment. Reducing PFAS use at source can ease pressure on treatment works and protect receiving waters, but it requires better evidence on pollution pathways and more robust testing of highrisk products, such as PFAS-coated food packaging, and faster adoption of safer alternatives. Clearer data on how PFAS moves through supply chains and waste streams will also help regulators and industry prioritise where to intervene.

The EU’s revised Urban Wastewater Treatment Directive, adopted in 2024, tightens monitoring and sets a path towards advanced treatment for larger plants through phased implementation. From January 2026, the recast EU Drinking Water Directive requires Member States to monitor PFAS in drinking water and comply with a limit for a defined group of 20 PFAS

below 100 ng/L, supported by regular reporting. Together, these measures signal a growing recognition among policymakers that PFAS require closer oversight and long-term planning.

For the UK, the Plan’s focus on mapping sources and pathways is pragmatic. Expanded monitoring of estuaries, coastal waters, sediments and invertebrates should help close knowledge gaps and enable proportionate, risk-based decisions. But ambition must be matched by capability: detecting PFAS at parts-per-trillion levels demands sensitive analytical methods.

On treatment, adsorption remains central. Granular activated carbon is key, but frequently saturated media drives up cost and creates a disposal challenge. Reactivated carbon can help by enabling reuse, but not all regions have the infrastructure needed for reactivation or destruction. Alongside this, there is

"The PFAS challenge will be addressed through stronger monitoring, clearer standards and practical routes to scale new technologies"

growing interest in additional treatment methods, while AI approaches are also being explored to identify materials that could improve capture efficiency and operational performance.

On prevention, switching to PFAS-free alternatives such as bio-based coatings for fibre packaging can reduce emissions at source and, when incoming PFAS loads are lower, filters saturate more slowly and replacement cycles lengthen.

Ultimately, the PFAS challenge will be addressed through stronger monitoring, clearer standards and practical routes to scale new technologies, backed by collaboration between regulators, manufacturers and water operators. If the UK pairs transparency and enforcement with source reduction and targeted investment, it can stop PFAS becoming the next longlived legacy pollutant in our water environment.

EMMA THOMAS · CEO OF SEQWATER

"Seqwater is delivering its largestever capital works program, and with that comes an enormous responsibility to invest wisely"

Seqwater, South East Queensland’s government-owned statutory authority for bulk water supply, is undertaking its largest capital investment program to date. The focus is on enhancing dam safety, ensuring a reliable water supply to meet the demands of the growing population, and sustaining critical infrastructure for the future.

Z

Emma Thomas, CEO of Seqwater, brings over 30 years of experience across industries such as aviation, transport, infrastructure, and local government. This diverse background has shaped her leadership at Seqwater, where she oversees the water security of South East Queensland, a region facing growing demands amid climate variability and population expansion. We had the opportunity to speak with Emma about how Seqwater is addressing these challenges, from long-term infrastructure planning to adapting to climate change and adopting new technologies to enhance efficiency and resilience in water service delivery.

"It’s a privilege to contribute to this work, and I’m committed to ensuring South East Queenslanders have water security for generations to come"

You bring more than 30 years of experience across aviation, transport, infrastructure and local government. How has this background shaped your leadership at Seqwater, and which skills from other sectors are most relevant to today’s water challenges?

Working across aviation, transport, infrastructure and local government has given me the opportunity to learn from so many talented people. People with deep technical credibility, those who built strong and inclusive cultures, and those who were truly passionate about customer-focused service delivery. I’ve taken something from each of them, and that experience has supported the way I lead today.

Early in my career as an engineer in the Royal Air Force, I learned the value of subject matter expertise, operational discipline, and engaging closely with specialists to build informed solutions. This is the foundation I still stand on today.

Working in transport strengthened my focus on customer centricity. This experience sharpened my focus on how operational decisions can impact the people who depend on our service. Serving our community remains a key priority and is

crucial to our work in securing South East Queensland’s water future.

Seqwater operates at the intersection of an essential service and complex infrastructure delivery. My cross-sector experience has helped shape how I approach these challenges. It’s a privilege to contribute to this work, and I’m committed to ensuring South East Queenslanders have water security for generations to come.

How do you manage long-term infrastructure planning amid uncertainty, such as population growth and climate variability?

Long-term water planning requires detailed modelling, and we take great care in ensuring our investments support demand and deliver value for our customers, especially with South East Queensland’s population expected to grow from 3.8 million today to more than 6 million by 2046.

Olivia Tempest

A key part of this work is strengthening the SEQ Water Grid to ensure it continues to meet growth and climate variability. Proposed projects like the Northern Pipeline Interconnector-3, which would enhance our ability to move water between Brisbane and the Sunshine Coast, will give us greater capacity to support northern communities during periods of demand or drought. We’re also progressing plans to connect Wyaralong Dam to the Grid, along with other off-grid projects, to give growing communities enhanced water supply reliability.

While ensuring we have the right infrastructure is critical and we’re investing in our largest ever capital works program, education is also important. There is a whole generation of people who didn’t live through, or may not have been old enough, to understand the Millennium Drought. Helping households and the community understand how their every-

day water choices shape long-term security is also important for sustainability.

Climate change is reducing the reliability of traditional water yields. How is Seqwater building resilience to more frequent droughts and floods, both in infrastructure and day-to-day operations?

We are no strangers to extreme weather in South East Queensland – from droughts and heatwaves to floods and even a cyclone last year – we’ve seen it all. With more frequent weather events, resilience must also increasingly be built into our infrastructure to ensure it continues to stand the test of time.

An example of this is our Dam Improvement Program, where we’re investing in our major water infrastructure assets to ensure they meet modern regulatory requirements and continue to operate safely and reliably for future generations.

These upgrades are essential for protecting communities downstream, ensuring reliable water storage and maintaining flood mitigation benefits. Since 2008, Seqwater has delivered 13 upgrades, including Leslie Harrison Dam at Capalaba, Sideling Creek Dam north of Brisbane and Ewen Maddock Dam on the Sunshine Coast.

The next tranche of upgrades is well underway. Staged strengthening works are occurring at North Pine Dam to provide enhanced safety benefits and prepare the dam for its major upgrade in the future. Early and enabling works are also underway on Somerset Dam as part of the first stage of its Dam Improvement Project.

The Lake Macdonald Dam Improvement Project is also well underway. The project will include constructing a temporary upstream cofferdam, a new spillway and reconstructing the existing earth embankments to enhance its ability

Emma Thomas, North Pine Dam.

"Long-term water planning requires detailed modelling; we take great care in ensuring our investments deliver value for our customers"

Emma Thomas at Mount Crosby.

to withstand extreme weather events in the future.

Other investments being planned for the SEQ Water Grid include a new pipeline in the Darling Downs and the expansion of the Gold Coast Desalination Plant to ensure we continue to enhance our climate-independent resources. Maintaining a diversified, expanded mix of bulk water sources is key to safeguarding our most precious resource for generations to come.

You have highlighted targeted investment, clear policy and collaboration as essential to water security. How is Seqwater strengthening collaboration across government, industry and communities in South East Queensland, and which partnerships matter most?

As South East Queensland’s bulk water authority, collaboration is central to how we plan and deliver long-term water security.

We work closely with the government and the region’s water service providers to ensure investment decisions are aligned, sustainable and meet regulatory expectations, while keeping our water safe and reliable.

A major focus is strengthening our understanding of the communities we serve. Last year alone, we delivered more than 280 community engagement activities, from school programs to field days, stakeholder briefings and public information sessions. These interactions give us valuable insight into community priorities, local water knowledge, and emerging expectations, which help inform our planning.

Partnerships with industry, local councils and water service providers remain essential as we collectively prepare for future demand, climate variability and major infrastructure needs. No single organisation can solve these challenges alone, and we’re proud to be working alongside our key stakeholders to secure South East Queensland’s water future.

Seqwater is delivering its largest-ever capital works program. How do you prioritise and fund major investments while ensuring projects are delivered efficiently, and water remains affordable?

Seqwater is delivering its largest ever capital works program, and with that comes an enormous responsibility to invest wisely and deliver efficiently to ensure value for the communities we serve.

For us, prioritisation starts with clear planning. Our projects are assessed against long-term water security needs, asset condition, forecast demand, climate risk and the resilience of the broader SEQ Water Grid. This ensures we’re directing investment to the right projects at the right time.

Funding decisions are strengthened through our rigorous business case approach, where options are tested for cost, risk and value. This allows us to stage projects sensibly, align activity with available funding, and make sure we’re maximising our investments to deliver water security for our customers.

What new technologies or innovations is Seqwater adopting, such as digital monitoring, data analytics or advanced treatment, and how do they improve efficiency and resilience?

Seqwater is accelerating the use of technology to strengthen efficiency, safety and resilience. Alongside major infrastructure upgrades, we’re investing in real-time monitoring, data analytics and smarter asset management through our Operations Transformation Project.

We’re adopting tools like non-contact stream gauging systems, such as the QC4 system, which uses AI and computer vision to monitor waterways in near real time, capture data in remote locations or in instances where it's unsafe to do so, and support faster decision making during flood events. These technologies help us respond more efficiently to changing

"Maintaining a diversified, expanded mix of bulk water sources is key to safeguarding our most precious resource for generations to come"

conditions and strengthen operational resilience.

We’re also investing in more SAMMI’s - Seqwater’s self-driving solar-powered water quality robots developed in collaboration with the Queensland University of Technology.

Short for Seqwater’s Autonomous Motorised Monitoring Instrument, SAMMI conducts raw water quality sampling to help ensure the region’s drinking water meets the stringent standards set by the Australian Drinking Water Guidelines.

Finally, what major trends do you see shaping Australia’s water sector over the next decade, and where do you see the biggest opportunities for improvement or innovation?

A focus over the next decade will be competition for talent. Queensland, in particular, has an exciting pipeline of infrastructure projects on the horizon over the next ten years, and attracting and retaining skilled people will be critical to delivering our capital works program.

At the same time, climate variability means long-term planning is more important than ever. We’re doing the work now to ensure we continue to have resilient and reliable infrastructure, which is critical to the livelihoods of future generations.

The greatest opportunities lie in investing wisely – both in our people and in infrastructure – to ensure we continue to deliver safe, affordable and resilient water services for a fast-growing region.

IMPROVED INFLOW AND INFILTRATION OUTCOMES AT ANGLIAN WATER THROUGH NETWORK ANALYTICS

Excess inflow and infiltration are a major source of pollution risk and operational cost across wastewater networks. In partnership with StormHarvester, Anglian Water adopted a data-driven approach to understand the true scale of the problem, validate root causes, and target investment. The result was measurable performance improvement and a more confident, evidence-led approach to I&I management.

Inflow and infiltration (I&I) are among the most persistent and complex challenges facing wastewater utilities. Excess water entering foul sewer networks, whether through misconnected surface drainage, groundwater usually infiltrating through cracks, damaged open joints, or manholes, creating excess “clear water” entering the foul sewer network, or fluvial influences, can overwhelm system capacity, drive up operational costs, and increase the risk of pollution incidents. For Anglian Water, hydraulic overloading caused by I&I is not an abstract problem. During AMP7 (2020–2025), it was a contributing factor in nearly a quarter of pollution events across the company’s wastewater network. With climate change intensifying rainfall patterns and regulatory scrutiny increasing, the need to better understand, prioritise, and mitigate I&I has become critical.

Inflow and infiltration are key challenges, with excess water overwhelming sewer capacity, driving up costs and increasing pollution risk

Against this backdrop, Anglian Water partnered with StormHarvester to take a fundamentally different approach, one rooted in advanced analytics, continuous monitoring, and evidence-led decision-making. The result was a data-driven intervention that delivered a 20% reduction in I&I-related flows, saved almost 600 hours of pumping station runtime, and directly informed £2.4 million of targeted investment. This case study demonstrates how turning network data into actionable intelligence can transform how utilities tackle one of wastewater’s most entrenched problems.

The challenge: moving beyond assumptions in an I&I hotspot

I&I rarely originates from a single cause. Instead, it is typically the result of multiple overlapping mechanisms, including surface water ingress from highways, groundwater infiltration through cracks, damaged open joints, or manholes, creating excess “clear water” entering the foul sewer network, misconnections (from roads and paved areas misconnected to the network and surface water connection into foul water sewers from properties). Each source behaves differently and requires a tailored response.

Within Anglian Water’s network, one particular catchment had been an ongoing focus due to repeated pollution events and operational stress at a downstream sewage pumping station. While engineers had developed working theories about where excess water was entering the system, confirming those assumptions proved challenging.

Traditional investigation methods, such as CCTV surveys, dye testing, and physical inspections, were expensive, time-consuming, and often inconclusive. They provided snapshots in time rather than a continuous picture of network behaviour, making it difficult to capture peak infiltration events that typically occur during specific seasonal or weather conditions.

Anglian Water identified three critical needs: to validate assumptions about suspected sources of inflow and infiltration, to sense check findings in order to distinguish true root causes from coincidental correlations, and to prioritise interventions using accurate, actionable data

rather than intuition. Meeting these needs required a step change in visibility, one that could reveal not just where problems existed, but how they evolved over time and under varying hydraulic conditions.

The approach: advanced analytics for a holistic network view

During AMP7, hydraulic overloading caused by I&I contributed to nearly a quarter of pollution events across Anglian Water’s network

To address this challenge, Anglian Water deployed StormHarvester’s inflow and infiltration detection technology across the hotspot area. The objective was to gain a holistic, system-wide understanding of wastewater network behaviour by combining existing sensor data with advanced analytics.

StormHarvester’s platform ingests high-frequency data from sewer level monitors, pumping stations, and rainfall sources, applying proprietary analytics to differentiate between dry weather flow, infiltration, and rainfall-driven inflow. By learning baseline network behaviour, the system can automatically flag anomalies

StormHarvester's User Conference 2025. © 2023 Aaron Scott Richards.

and quantify the volume, timing, and likely origin of excess water entering the system.

This data driven approach enabled several key capabilities, including rapid validation of root causes that allowed suspected problem areas to be confirmed or ruled out using objective evidence, targeted investigations that directed field teams to the right assets at the most critical times of the year, and network wide hotspot identification that revealed clusters of infiltration and inflow which may not have been visible through conventional methods.

Crucially, the analytics moved beyond simple alarm thresholds. By contextualising flow patterns against rainfall and seasonal groundwater levels, Anglian Water could distinguish between normal wet-weather responses and abnormal ingress that warranted intervention. What emerged was a far clearer picture of how, when, and where I&I was impacting the network, and how those impacts translated into downstream operational stress.

Results: quantifying the true scale of the problem

The analysis revealed the true scale and nature of hydraulic overloading in the catchment. StormHarvester’s platform detected more than 1,000 individual instances of groundwater infiltration, highlighting widespread asset-level vulnerabilities that had previously gone unquantified. In parallel, the system identified 303 inflow connections, equivalent to approximately 60,000 square metres of connected surface area entering the foul sewer network.

To put this into context, the additional water entering the system was equivalent

Anglian Water partnered with StormHarvester on a data-driven approach rooted in advanced analytics and evidence-led decision making

to nearly seven Olympic-sized swimming pools, a volume more than sufficient to overwhelm downstream infrastructure during wet weather.

Armed with this intelligence, Anglian Water was able to move decisively. The outputs from the analysis directly informed £2.4 million of targeted interventions, scheduled for delivery within the current and next AMP periods. Rather than blanket rehabilitation or reactive maintenance, investment could be focused precisely where it would deliver the greatest hydraulic and environmental benefit.

Measured impact: from insight to operational performance

Performance improvements were tracked across two consecutive winter periods, allowing Anglian Water to compare conditions before and after mitigation actions were implemented. The results were clear, with a 20% total reduction in flow attributed to ingress, inflow and infiltration, alongside almost 600 hours less pumping station runtime, delivering significant energy and operational savings.

Manhole level data illustrated a marked reduction in peak flow events following intervention. Before action, monitored manholes regularly experienced sharp level spikes during rainfall, indicating rapid inflow and infiltration. After targeted remediation, these spikes were significantly reduced, demonstrating improved system resilience under wetweather conditions.

Similarly, analysis of sewage pumping station runtime data showed a substantial reduction in pump operation associated with infiltration and inflow. The breakdown of runtime by flow type confirmed that the reduction was not due to lower demand, but to the successful removal of excess water from the network.

These improvements translated into tangible operational benefits: reduced wear on mechanical assets, lower energy consumption, and increased hydraulic headroom during storm events.

Building confidence: from pilot to business as usual

Beyond the immediate performance gains, the project delivered a shift in how Anglian Water approaches I&I management. Luke Murphy, Investigation & Resolution Manager at Anglian Water, highlighted the value of the data-driven methodology: “After rigorous testing of both the theory and the tool, it became clear that StormHarvester’s I&I tool significantly enhanced the precision of our investigations. The accuracy proved exceptional, saving considerable time and delivering tangible benefits. This data-driven methodology enabled us to adopt a Business-as-Usual approach, investigating infiltration and inflow at the most critical times of the year when it was likely to peak.”

This confidence is a critical outcome. Rather than treating I&I investigations as exceptional or reactive exercises, Anglian Water can now integrate analytics-led monitoring into routine operations. Seasonal peaks can be anticipated, resources deployed more efficiently, and interventions evaluated based on measurable outcomes.

A blueprint for smarter wastewater management

The collaboration between Anglian Water and StormHarvester demonstrates how advanced analytics can transform the management of complex wastewater challenges. By combining network data with sophisticated interpretation, the partnership delivered validation of existing operational knowledge, cost-effective and targeted interventions, improved environmental compliance, reduced public and environmental impact, and optimised investment planning for future AMP periods.

Most importantly, it showed that tackling inflow and infiltration does not have to rely on assumptions, intermittent surveys, or reactive responses. With the right data and tools, utilities can gain

continuous insight into network behaviour and make confident, evidence-based decisions.

As climate pressures intensify and regulatory expectations continue to rise, the ability to extract value from existing data assets will become increasingly important. The Anglian Water case study offers a compelling example of how digital solutions like StormHarvester’s can unlock that value, turning hidden water into visible insight and insight into measurable impact. For utilities under increasing pressure to reduce pollution risk and optimise investment, this work demonstrates how analytics can turn I&I from a persistent uncertainty into a manageable, measurable operational variable.

The intervention delivered a 20% reduction in I&Irelated flows, saved almost 600 pumping hours and informed £2.4m investment

“Strategic water utilities are starting to see the coupling of water and energy systems as an asset rather than a liability”

MEAGAN MAUTER - ASSOCIATE PROFESSOR, STANFORD UNIVERSITY, AND RESEARCH DIRECTOR, NATIONAL ALLIANCE FOR WATER INNOVATION

Water innovation is no longer just about making treatment technologies work. Meagan Mauter explains how energy constraints, system design, policy reform, and distributed water solutions are reshaping desalination, membranes, and the future of resilient water systems.

Z Cristina Novo

Ensuring a reliable water supply in a carbon-constrained world is one of the defining engineering challenges of the coming decades. For Meagan Mauter – Associate Professor of Civil & Environmental Engineering at Stanford University and Research Director of the National Alliance for Water Innovation (NAWI) –meeting that challenge requires rethinking not just technologies, but the entire system in which water is produced, treated, and managed.

Mauter’s work sits at the intersection of water, energy, and policy. Through her Water and Energy Efficiency for the Environment Lab (WE3Lab), she investigates how water treatment technologies, operational strategies, and regulatory frameworks can evolve to deliver sustainable water supplies while minimising energy use and emissions. At NAWI, a $110-million U.S. Department of Energy desalination hub, she helps coordinate

"Meaningful innovation used to ask if a process works. Today, it asks if it works at scale, within cost, energy, and manufacturing constraints"

research across universities, national laboratories, and industry to develop cost-effective technologies for treating nontraditional water sources such as brackish groundwater, industrial wastewater, and produced water.

In this conversation, Mauter discusses how the definition of innovation in water treatment has changed, why energy flexibility may offer utilities major cost savings, and how modular desalination systems could transform water supply. She also explores the realities of membrane technology, the persistent challenge of brine management, and the policy and financing barriers that slow the adoption of promising new solutions.

You often describe water supply as a challenge that must be solved within energy and carbon constraints. From your perspective, what does “meaningful innovation” in water treatment look like today, compared to a decade ago? Meaningful innovation used to mean “Can we make this process work?” Today, it means “Can we make it work within tight cost, energy, and manufacturing constraints? Can we reliably operate it at scale in diverse settings? And can we articulate where, when, and how this technology is most valuably deployed?” Today’s innovations often move the needle at a

systems level by changing how quickly a project comes online, who owns the capital debt, or how the project creates value in other sectors.

Many utilities recognise the water energy nexus conceptually, but struggle to act on it. Where do you see the biggest untapped opportunities for reducing energy use in water treatment systems right now?

Water utilities typically view the water–energy nexus through an efficiency lens, but the biggest near-term cost savings opportunities are in energy flexibility–shifting when we consume electricity. Water systems are inherently flexible: they have raw and finished water storage, discretion over the timing of pumping and treatment, and control over on-site generation. Double-digit energy cost savings are possible when water utilities design and control infrastructure to shift energy-intensive operations to periods when electricity is cleaner and cheaper. We have also found that proactively investing in energy flexibility infrastructure enhances the redundancy and adaptive capacity of the system against other disruptions like drought or wet weather. In short, strategic water utilities are starting to see the coupling of water and energy systems as an asset rather than a liability.

As Research Director of the National Alliance for Water Innovation, you focus on desalinating non-traditional source waters. How does desalination of brackish water, produced water, or industrial wastewater change the technical and economic equation compared to seawater desalination?

The scale, siting, and value proposition of these projects are so different from seawater plants. They are often much smaller and more distributed, so the classic economies of scale in treatment largely disappear, and cost competitiveness has to come from economies of scale in manufacturing. The key to economic viability is designing standardised, modular systems that can be widely replicated, rapidly deployed, and robustly operated

across many sites. Onsite treatment also opens the door to fit-for-purpose water, which often facilitates cost savings relative to larger plants designed to produce a single highly purity product water. Finally, onsite treatment solves two problems at once by creating a new water supply while reducing waste liability and disposal costs.

In industry, energy efficiency gains often compete with capital cost constraints. What promising approaches are emerging that can deliver both lower energy intensity and cost competitiveness?

The right tradeoff between capital cost and energy intensity depends on who owns the asset and how they finance risk. A utility making a 30-year investment can justify

higher upfront costs to reduce energy, chemicals, and maintenance over decades, while many industrial players face a higher cost of capital and shorter payback windows. As a result, they often prioritize low capex projects even if the opex to run them is higher. The implication for innovators is that there is value in a portfolio of technology options that span a wide

"Standardised, modular treatment systems that can be replicated and rapidly deployed will be key to making decentralised desalination viable"

"Today’s water innovations often move the needle at a systems level: changing project timing, financing models, and where value is created"

"Brine

management is as much a siting and permitting challenge as a technical one, requiring both treatment innovation and policy solutions"

range of capex-to-opex ratios. Water-asa-service models can also help to bridge this divide by having a third party own and operate the system and sell water as an operating expense. These models lower upfront barriers to project development for industry, while still moti-

vating investment in high-performance treatment solutions.

Your lab is known for re-envisioning membranes rather than incrementally improving them. What fundamental assumptions about membrane design

The WE3Lab has partnered extensively with municipal water utilities to minimise the operating costs of their most energy-intensive assets, including desalination plants (pictured here), water reuse facilities, wastewater treatment plants, and water distribution systems.

or operation do you think the industry needs to let go of?

One assumption the industry needs to let go of is that membrane performance can be optimised at one scale in isolation. In RO, spacer hydrodynamics, module geometry, and process configuration are tightly coupled. Multiscale modelling from our lab makes clear that “better” at the material’s level or spacer level can be neutral or even detrimental once mass transfer, pressure drop, packing density, staging, and recovery targets are fully accounted for.

A second assumption is that fouling can be treated as a fixed penalty factor during system design and controlled through threshold-based heuristics during plant operation. We need designs, monitoring, and control tools that treat fouling as a measurable system state, and we need to more effectively translate the effects of fouling into interpretable impacts on system-level cost, energy, uptime, and membrane life.

Finally, we need to let go of the assumption that membranes drive the lifecycle costs of RO systems. Accepting acceler-

ated membrane fouling and replacement can be economically optimal when it allows you to reduce pretreatment infrastructure or shift your energy consumption to cheaper and cleaner times of day.

How do advances in membrane materials translate into real-world system performance, and where do you most often see a disconnect between lab breakthroughs and full-scale deployment?

Advances in membrane materials translate into real-world system performance only when they change the constraints that actually drive plant cost and reliability. Today, RO membrane performance is mostly limited by concentration polarisation, pressure tolerance, and susceptibility to chemical degradation. This means that a higher flux or more selective material delivers marginal benefits unless the membrane design is co-optimised with process design and operation.

Another persistent gap is manufacturability. Many new materials cannot be made defect-free as ultrathin films, pro-

duced roll-to-roll at industry-relevant rates and widths, or assembled into standard spiral-wound modules that drop into existing skids. As a result, many impressive membranes lab results have never really displaced the polyamide thin-film composite developed in the 1960’s.

Finally, labs often struggle to value tradeoffs in membrane performance and cost. Anti-fouling membrane materials that cost 3x, for example, might not be as valuable to the operator as lower-cost conventional membranes that you simply replace twice as frequently.

That doesn’t mean that there isn’t any great work going on in membrane

"Water utilities often focus on efficiency, but the biggest near-term savings may come from energy flexibility – shifting when energy is used"

Prof. Mauter accompanies her Water Innovation and Investment class on a tour of Silicon Valley Clean Water.  The facility is a piloting partner for the WE3Lab's research on minimising power costs at wastewater facilities through real-time control of energy flows at the plant. The work is funded by the California Energy Commission.

innovation today. Labs developing new materials are seeing success when they have a clear value proposition in treating a waste stream that can’t currently be treated with membranes. It’s important to remember just how space and energy-efficient membranes are relative to other separation processes.

Brine and concentrate management remains a major bottleneck for desalination and advanced treatment. What innovative strategies, technical or policy-driven, do you find most promising for addressing this challenge?

Brine management is a siting, permitting, and liability problem as much as it is a technology problem. The most promising strategies start by maximising opportunities for onsite reuse or coupling a brine volume minimisation technology with a clear off-take strategy. High recovery processes like osmotically assisted RO, low salt rejection RO and high pressure RO

Beyond reducing energy consumption, where do you see opportunities to recover energy or valuable resources within water treatment processes and move toward more circular systems?

Resource recovery is an attractive vision, but adoption has been limited because most water treatment residuals are low-grade and produced at relatively small scales. This makes separation, purification, and transportation disproportionately expensive. In many cases, the only real value proposition is in producing feedstocks that are consumed onsite. There are certainly some exceptions where resource recovery is solv-

"Water systems already have flexibility through storage, pumping schedules, and onsite generation, which can unlock doubledigit energy savings"

ing a broader problem, like the absence of brine disposal, or where the facility is already co-located in an industrial ecosystem, but these can be special cases. Onsite biogas generation at wastewater utilities is much more widespread, and we see very strong value propositions for large facilities co-digesting organic waste and located in high-priced power grids. Going forward, I see promise in treatment plants designed for adaptability, so a plant built to last 30 years can shift operating modes as electricity and chemical prices change, and as potential outputs like commodity chemicals or critical minerals move in and out of economic viability.

From your research, how do current water policies and regulatory frameworks either enable or limit innovation in advanced treatment and desalination technologies?

Current policy and regulatory frameworks can both protect communities and the environment and unintentionally slow innovation and drive up system costs, especially for desalination and advanced treatment plants, where permitting is complex, multi-agency, and often sequential. Our recent work documented substantial water system cost savings from reforms that increased the pace and predictability of permitting. Faster permitting reduces anticipatory construction of desalination plants – basically building capacity in anticipation of a bad drought – and enables adaptive, just-intime deployment of treatment capacity when water availability, storage, and use thresholds are crossed. This means that you actually end up building and operating desalination capacity much less frequently, which, of course, lowers both system costs and environmental impacts.

As both an academic researcher and a national research leader, what are the biggest barriers preventing early-stage water treatment innovations from being adopted by utilities and industry,

and how can those barriers realistically be lowered?

The biggest barriers are not a lack of good ideas, but the gap between what early-stage innovations can promise and what utilities and industrial operators are accountable for delivering: continuous compliance, high uptime, and predictable (low) costs. New technologies often arrive without long-duration pilot data, clear pathways for permitting, or integration pathways that fit within existing infrastructure, staffing, and procurement rules. Risk is amplified by fragmented responsibilities across designers, vendors, operators, and regulators, which makes it hard to assign performance guarantees. Lowering these barriers has historically meant investing in shared pilot and demonstration platforms, but we have also seen first-hand how expensive these pilots can be and how difficult it is to abstract from one site to another.

This is where in silico design tools, like the open-sourced process systems engineering platform and technoeconomic platform WaterTAP, can be transformative. By coupling process models with technoeconomic analysis and uncertainty/sensitivity methods, WaterTAP is helping NAWI projects screen process configurations across a much wider range of source waters, identify which assumptions actually drive cost and reliability, and design pilots to answer the highest-value questions rather than simply “trying something”. Digital workflows don’t replace field validation, but they can reduce the number of pilots required, improve how transferable pilot learnings are, and help utilities and industrial partners move from one-off demonstrations to repeatable and financeable deployment pathways.

Directing a national DOE-funded research hub requires coordination across universities, national labs, and industry. What have you learned about fostering innovation at scale, and how

does that differ from leading a university research lab?

Directing a hub like NAWI reinforces how inherently multidisciplinary water innovation is. A very rewarding part of my job has been figuring out what different partners can uniquely contribute.

Universities bring new concepts and analytical depth, national labs bring characterisation facilities and scale-up infrastructure, and industry brings integration experience and real-world insights into what drives adoption. NAWI’s vision has been to drive innovation by intentionally connecting those strengths with water utilities’ operational realities.

If we revisit this conversation ten years from now, what changes in water treat-

ment technology or in how we manage water systems would you consider a true success?

Ten years from now, I would be thrilled if we have more effectively merged water treatment design with water and energy resources planning. Decisions about what to build would become inseparable from decisions about where, when, and how to operate those facilities. That means delivering planning models that can evaluate portfolios of options using realistic treatment performance, cost, and reliability assumptions, and treatment design tools that are built to answer planning questions under a range of plausible futures and operating conditions. On the technology side, I think that a big part of delivering water security at low cost is going to come from

intentionally integrating distributed, fitfor-purpose reuse into centralised networks so it functions as a coordinated resilience asset. And on the planning side, it is going to come through adaptive deployment of these non-traditional supplies, enabled by faster permitting and better decision support tools that account for both water and energy system constraints.

"With smaller, distributed desalination projects, classic economies of scale disappear, and cost competitiveness comes from manufacturing"

Prof. Mauter visits Monterrey One Water's Advanced Water Purification Facility to discuss planning and integration of non-traditional supplies into the regional water system. Knowledge co-creation with utilities, product manufacturers, and consulting engineers has been a defining feature of NAWI's investments in water sector innovation.

Digital innovation in water management:

key takeaways from Autodesk’s latest webinar series

As the challenges of climate change and urbanisation continue to grow, innovative digital tools are reshaping the future of water management. Autodesk Water, in partnership with Smart Water Magazine, has been leading these conversations through a series of informative webinars, highlighting how advanced technologies are driving more efficient, resilient, and sustainable solutions for water systems worldwide.

The water sector is facing some of the most urgent challenges of our time, driven by climate change, urbanisation, and ageing infrastructure. As cities around the world grapple with the growing threat of flooding, pollution, and water scarcity, the need for more efficient, sustainable, and resilient water management solutions has never been clearer. Autodesk, in collaboration with Smart Water Magazine, has been at the forefront of this transformation, hosting a series of insightful webinars that explore the role of digital technologies in revolutionising water management.

Over the past few months, Autodesk’s webinar series has provided water professionals with an in-depth look at the cutting-edge tools and strategies that are reshaping the future of water infrastructure. This feature article will delve into four recent webinars, each offering unique perspectives on how digital innovation, from hydraulic modelling and digital twins to sustainable drainage systems, is enabling water utilities and engineers to address the challenges of the modern era.

You can watch all webinars by scanning this QR code or through this link

Revolutionizing flood modelling with real-time data integration

As cities grow and the impact of climate change intensifies, flood resilience has become a top priority for water utilities and urban planners alike. On November 13th, Autodesk hosted a webinar, “Implementation of a flood warning system in Brussels: a solution based on ICMLive”, which explored how real-time data integration and hydraulic modelling are reshaping flood risk management in urban environments.

The session focused on the integration of Autodesk’s InfoWorks ICM (Integrated Catchment Modelling) software with real-time data sources to create a dynamic, responsive flood management system. The two speakers, Abe Feenstra, Product Specialized Sales for Autodesk Water Infrastructure Products in the Benelux, and Michael Antoine, Hydrologic Engineer at Bruxelles Environnement, discussed how this system is being used to monitor and manage flood risks in re-

al time, providing both operational staff and decision-makers with immediate insights into potential threats.

The case study of Brussels served as a prime example of how digital tools can be used to predict and mitigate the impact of floods in densely populated urban areas. The use of real-time data from sensors, weather forecasts, and environmental monitoring systems allows the ICM Live platform to adjust flood models instantly, ensuring that emergency response teams can act quickly and effectively.

Brussels' approach to flood management reflects a broader trend in the water sector: the shift from static, longterm planning models to dynamic systems that provide real-time, actionable insights. By embracing this digital transformation, cities are better equipped to respond to unpredictable weather events and safeguard vulnerable communities.

"Investing in protection, prevention, and preparedness time proves to be more effective than rescuing efforts or system rehabilitation"

Abe Feenstra

Product Specialized Sales in Benelux for Autodesk Water Infrastructure Products

"Automated alerts ensure we don’t miss critical changes, especially when operators cannot continuously monitor every part of the system"

Michael

Antoine

Hydrologic Engineer at Bruxelles Environnement

Bridging design and analysis – Autodesk’s role in sustainable drainage workflows

In an increasingly urbanised world, the pressure on drainage systems continues to mount. More frequent storms, coupled with the need for sustainable infrastructure, have made designing efficient drainage solutions a top priority for engineers and urban planners. On December 4th, Autodesk hosted a pivotal webinar, “Transforming drainage design with AECOM”, which highlighted how Autodesk’s tools are driving more efficient, accurate, and sustainable drainage designs.

Speakers Rob Chambers, Senior Engineer at AECOM, and Javier Soto, InfoDrainage Product Manager at Autodesk, shared their insights on how integrating Autodesk’s software, such as InfoDrainage and Civil 3D, is transforming the drainage modelling process. Chambers began by discussing the challenges of traditional design approaches, especially in the face of growing regulatory scrutiny and the increasing demand for Sustainable Drainage Systems (SuDS) in new developments.

“A really important part about InfoDrainage these days is that the model must be validated before it runs,” said Chambers. This validation step helps catch small errors early in the process, ensuring a smoother workflow and more reliable outcomes. He then demonstrated how AECOM uses Autodesk tools to upgrade existing drainage models, incorporate sustainable design features, and meet regulatory standards.

Soto emphasised the flexibility of Autodesk’s tools, showcasing how the integration between InfoDrainage and Civil 3D allows for a seamless workflow that enhances the speed and accuracy of drainage modelling. “The good thing is that the changes from Civil 3D are maintained if you send it to InfoDrainage, and the other way around,” Soto explained, highlighting the software’s ability to maintain data integrity across different platforms.

Through this session, it became clear that the future of drainage design lies in integrated digital workflows that combine data management, design, and simulation in a single, unified platform.

Bringing hydraulic models into the operational era with InfoWorks ICM and ICG

Autodesk’s webinar series is providing professionals with a view of the cutting-edge tools that are reshaping the future of water infrastructure

As cities grow and the impact of climate change intensifies, flood resilience has become a top priority for water utilities and urban planners alike

The 29 January 2026 webinar, "From Planning to Operations: Unlocking the Potential of the Digital Twin with InfoWorks ICM and iCG," showcased how Autodesk's advanced modelling tools are enabling water utilities to move beyond traditional planning and into realtime operational management. Organised by Autodesk Water and Smart Water Magazine as part of the Autodesk Water Webinar Series, the session featured Luca Serena, Product Specialist Sales Executive at Autodesk Water, and Francesca Zanello, R&D Manager at Idrostudi, who discussed how hydraulic models are evolving to meet the challenges of today's fast-paced and data-driven world.

The webinar focused on the integration of InfoWorks ICM with iCG, Idrostudi's cloud-based platform for wastewater and stormwater management, which allows utilities to monitor and control their infrastructure in real time. By combining hydraulic modelling with automation and real-time data feeds, water utilities can optimise network performance, predict future demand, and respond more effectively to emergencies. As Francesca Zanello explained, "The ICG Digital Twin allows utilities to simulate the network behaviour, analyse scenarios, and optimize the performance." This digital twin approach, which combines live data with predictive models, is helping utilities make more informed decisions and improve their ability to manage day-today operations.

One of the key takeaways from the session was the emphasis on scenario planning. Digital twins allow water utilities to simulate various potential situations — from extreme weather events to system failures — and adjust operations in real time to address these challenges. This capability enhances preparedness and ensures a more efficient, responsive network, reducing the need for costly emergency interventions. As Luca Serena noted, the ability to automate workflows

"InfroDrainage is used to model our rainfall data… and gives us surface water analysis capabilities for our drainage networks"

Rob Chambers Senior Engineer at AECOM

"I always look at two main things: our legacy model users and our Civil 3D users. We're trying to help you out in your daily workflows"

Javier Soto

InfoDrainage Product Manager at Autodesk Water

From Planning to Operations: Unlocking the Potential of the Digital Twin with InfoWorks ICM and iCG

"When data aligns, tools can be trusted, and we move from reactive to proactive management, enabling InfoWorks ICM to power real-time decision-making"

Luca Serena

Product Specialist Sales Executive at Autodesk Water

"The platform iCG makes advanced modelling capabilities accessible, allowing for a predictive and proactive approach to sewer collection"

R&D

Efficient Drainage Modelling for Housing Developments: Best Practice Case Study

"Making sure everything is connected and runs downhill is essential. It’s really about being thorough in your design"

Brian Jones

Associate Engineering Director at Newland Homes

"We provide consultancy and implementation, helping organisations embed solutions properly, rather than just adopting them at a surface level"

Business Development Manager at

Francesca Zanello

Simon Renfrey

Manager at Idrostudi

Symetri

transforms how professionals engage with these tools: "When our tasks are automated workflows, we think more like Engineers, focused on service levels and system optimization."

This webinar underscored the growing importance of digital twins and real-time data integration in modern water management. By creating a digital representation of the entire water network, utilities can simulate different scenarios, optimise resource allocation, and ensure a more resilient and efficient system.

From design to action: urban flood resilience with Autodesk solutions

The final webinar in the series, held on March 4th, focused on how Autodesk’s solutions are empowering cities to achieve sustainable flood resilience through smarter design and operational planning. The session, “Efficient Drainage Modelling for Housing Developments: Best Practice Case Study”, highlighted the role of innovative technologies in meeting the increasing regulatory requirements for drainage systems in urban developments.

Experts from Autodesk, including Simon Renfrey, Business Development Manager at Symetri, and Brian Jones, Associate Engineering Director at Newland Homes, discussed how Autodesk’s tools are streamlining the design and approval process for drainage systems. With the UK government advancing Schedule 3 of the Flood and Water Management Act, which will make Sustainable Drainage Systems (SuDS) mandatory for new developments, the webinar addressed how developers and engineers can meet these demands while ensuring flood resilience and sustainability.

Renfrey emphasised the importance of integrating Autodesk’s InfoWorks ICM and InfoDrainage in housing projects, noting that these tools enable engineers to model surface water and foul water

systems with greater accuracy. Jones shared his experiences from a residential development project, showcasing how Autodesk tools facilitated the design of a more resilient and cost-effective drainage system that met both regulatory and environmental goals.

One key point raised during the webinar was the ongoing shift from traditional, spreadsheet-based approaches to more advanced digital workflows. Renfrey discussed how moving away from spreadsheets significantly reduces errors and inefficiencies, helping engineers to create more reliable designs. By integrating modelling tools with design platforms such as Civil 3D, engineers can transition seamlessly from concept design to detailed modelling within a single, connected workflow. This transition streamlines the entire process and ensures that developers meet both environmental and regulatory requirements while avoiding costly project delays.

“Don’t overcomplicate the model,” Jones advised during the session. “Remember, it’s a model, not reality.” His words reflected the need for simplicity and focus in drainage design to ensure that models are both practical and scalable. Engineers are encouraged to streamline their models by focusing on the most crucial features

and avoiding the temptation to include every minute detail, which could lead to increased file sizes and instability in simulations. Jones also demonstrated how advanced tools like InfoDrainage help optimise the design process, ensuring that stormwater controls such as hydrobrakes and rain gardens are correctly integrated into the overall design. This approach not only improves drainage performance but also supports the incorporation of naturebased solutions that are integral to modern flood resilience strategies.

The future of water management: data, collaboration, and innovation

As the Autodesk Water Webinar Series has demonstrated, the future of water management is increasingly shaped by digital innovation. From real-time flood modelling and dynamic digital twins to sustainable drainage solutions, Autodesk’s tools are enabling water utilities, engineers, and planners to address the sector’s most pressing challenges with precision and efficiency.

The key takeaways from these webinars are clear: collaboration across disciplines, the integration of real-time data, and the use of advanced modelling tools are essential for creating more resilient and sustainable water systems. As climate change and urbanisation continue to put pressure on water infrastructure, the need for innovative, data-driven solutions will only grow.

As climate change and urbanisation continue to put pressure on water infrastructure, the need for innovative solutions will only grow

Autodesk’s continued commitment to advancing water management technologies is paving the way for smarter, more efficient infrastructure planning, and the future of water management is undoubtedly digital. As these tools evolve, water utilities around the world will have the power to model, predict, and act with greater accuracy and foresight, ensuring a more resilient future for our cities and communities.

“The GUCT will strengthen the UK’s water infrastructure and create a legacy of resilient water resources”

As England develops major Strategic Resource Options to secure future water supplies, the Grand Union Canal Transfer combines advanced water recycling with the country’s historic canal network. Natasha Coackley of Affinity Water explains how the scheme could strengthen long-term resilience.

Across England, water companies are advancing a new generation of large-scale infrastructure projects to secure future supplies as climate change, population growth and environmental pressures tighten constraints on water resources. Strategic Resource Options (SROs) –including new reservoirs, desalination plants, water recycling schemes and regional transfer systems – form the backbone of this national effort to close projected supply gaps in the decades ahead.

Among the most innovative proposals is the Grand Union Canal Transfer (GUCT), a scheme being developed by Affinity Water and Severn Trent in partnership with the Canal & River Trust. The project combines water recycling with inter-regional transfer, using highly treated recycled water sourced from the Minworth Wastewater Recycling Centre

"The GUCT scheme will strengthen the UK’s water infrastructure and create a legacy of resilient water resources, accommodating future growth"

near Birmingham. After advanced treatment, the water would be conveyed via pipeline into the canal network before travelling along the Coventry, Oxford and Grand Union canals to the South East. Further downstream, the water would be abstracted, treated again to drinking water standards and supplied into Affinity Water’s network to support customers in one of the UK’s most water-stressed regions. At full capacity, the scheme could transfer up to 115 million litres of water per day.

Natasha Coackley, Head of Strategic Resource Options at Affinity Water, leads the team responsible for developing nationally significant infrastructure projects that aim to strengthen long-term water supply resilience for both customers and the environment. In this interview, she discusses the role of the Grand Union Canal Transfer, the technical and environmental considerations behind the scheme, and what it could mean for the future of regional water resource planning.

Please tell us briefly about your background and your current role at Affinity Water.

I’m a Water & Environmental Engineer and have worked in the industry since 2006. I’ve been responsible for delivering a number of significant water and wastewater treatment projects across the years – more latterly focused on project management – ensuring schemes are delivered to a high quality, on time and to budget. I’m currently the Head of Strategic Resource Options at Affinity Water – leading the team that delivers those nationally significant infrastructure projects that will build water supply resil-

NATASHA COACKLEY - HEAD OF STRATEGIC RESOURCE OPTIONS AT AFFINITY WATER

Z Cristina Novo

ience for both the environment and our customers in the years to come.

How does the Grand Union Canal Transfer reshape Affinity Water’s longterm resilience strategy, particularly in addressing projected supply deficits and increasing climate variability across the South East?

The Grand Union Canal Transfer (GUCT) is key to Affinity Water’s long-term resilience strategy. This scheme not only protects the future drinking water supply on behalf of Affinity Water customers but also the East of England by allowing us to reduce our use of Grafham Reservoir, which in turn allows more water to be transferred to the Cambridge Water area.

"A key benefit of the scheme is its role in securing the long-term future of the canal section, keeping it open and alive, resilient and safe"

Coventry Canal. © 2016 Bernard Hedderman/Shutterstock

"The next milestone is the submission of a Development Consent Order, a huge amount of work to ensure a robust and timely submission"

So, the scheme will strengthen the UK’s water infrastructure and create a legacy of resilient water resources, accommodating future population growth while reducing our reliance on water from other sources, including from unique chalk stream habitats.

In addition, the scheme will increase the resilience of the canal network during times of drought by delivering a yearround supply of water from the Midlands

Grand Union Canal Transfer. STEM event. Photo by Stewart Turkington.

to the Southeast, when the usual feed of water for navigation could run low.

A key benefit of the scheme is its role in securing the long-term sustainable future of the canal section, keeping it open and alive, resilient and safe, and maximising its value to people, nature and the economy.

Given the partnership between Affinity Water, Severn Trent and the Canal & River Trust, how challenging has governance and collaboration been?

Delivering the scheme collectively as three organisations has not been without its challenges, but we’ve worked really hard to come together as the Grand Union Canal Transfer team. Our mission is “Moving water together”, and this collective approach is illustrated in our Grand Union Canal Transfer branding. We’ve really put in the effort across all the partners (and that includes the specialist

consultancies who work with us) to bring together a single team of experts to deliver this scheme, as one!

What do you see as the most significant regulatory or planning risks between now and the final investment decision?

Well, we are currently in our statutory Phase Two Public Consultation period for the scheme – this is always a significant achievement on any project of this size. Throughout the whole process, we have been working closely with the teams at RAPID and Ofwat to ensure we deliver on our regulatory requirements. The next big milestone will be the submission of our Development Consent Order, or DCO, which requires a huge amount of work to ensure a robust and timely submission.

Inter-catchment transfers can raise concerns about water quality, invasive

species, and ecological impact; how are you designing the Grand Union Canal Transfer to manage these risks robustly?

Making sure we minimise our impact on the environment is a fundamental part of developing the scheme. This includes maintaining the highest standards in the quality of water that is transferred through the scheme and eventually comes out of customers’ taps, whilst minimising any impacts on the environment.

"We have undertaken

water

quality

and ecological

surveys along the route to ensure we are able to understand and mitigate any potential impacts"

Grand Union Canal Transfer. STEM event. Photo by Stewart Turkington.

We have done a huge amount of work already – having produced a Preliminary Environmental Information Report as part of our Phase Two Public Consultation. Its findings will help shape the design of the scheme positively and identify any potential significant effects on the environment at an early stage, so we can explore opportunities to avoid, reduce and mitigate them. For the last several years, we have undertaken water quality and ecological surveys along the route to ensure we are able to understand and mitigate any potential impacts, and we will keep refining that work as we progress towards the Environmental Impact Assessment (EIA).

Large-scale transfer and reuse schemes can prompt public concern; how are you approaching stakeholder engagement and building confidence? It has been interesting – as water companies prepare water resource management plans, we did quite a bit of research with customers on their feelings about using recycled water, and the feedback we’ve received has been fairly neutral. But we have been working hard within the scheme and actually across the industry to produce materials for communities and stakeholders to explain the process.

As part of our Phase Two Public Consultation, we’ve produced a short animation on how recycled water “works”, with videos of the team explaining the process of how recycled water will be highly treated before it enters the canal, and even a video showing our pilot plant we have built at the Minworth Wastewater

"We did quite a bit of research with customers on their feelings about using recycled water, and the feedback received has been fairly neutral"

Recycling Centre. It’s about being open – clearly explaining and giving people the time to explore and understand. All of the materials are available on our website: www.guctransfer.co.uk, and we are actively seeking feedback through the consultation to shape the design of the scheme so it works for everyone.

From a technical perspective, what are the most complex challenges in abstracting water from the Grand Union Canal and treating it to potable standards at scale?

There are two main elements: to transfer the water down the canal to the abstraction point, and a number of factors need to be considered to ensure the trans -

fer provides drought resilience whilst maintaining the Canal & River Trust’s statutory duty to maintain navigation. This requires a real integration of valuable historic infrastructure with modern control systems, modelling and digital operational management to achieve the required system operation whilst minimising impact on recreational users and people living around the canal.

Secondly, the team is focusing on the design of the Advanced Water Treatment Plant, which will use advanced technologies to ensure that the water meets drinking water quality standards.

Given the increasing uncertainty around rainfall patterns and river flows,

Grand

how robust is the scheme under extreme climate scenarios?

As the scheme is supported by recycled wastewater from Minworth, it is specifically designed to be resilient to future droughts and climate change. Indeed, it gives the dual benefit of drought resilience for water transfer whilst at the same time significantly improving the resilience of canal navigation to drought.

Large infrastructure schemes inevitably raise questions about affordability; how do you balance delivering a major infrastructure scheme with pressure to keep customer bills affordable?

As part of developing our Water Resources Management and business

plans, we consulted our customers on the impact that proposals such as the Grand Union Canal Transfer scheme would have on their bills. Customers recognised the need for resilient water supplies and supported us in progressing the scheme as a solution, but we need to ensure we are spending customers’ money wisely. This is done through sound governance and scrutiny on all decisions we make – our spending and progress are reported to and monitored by RAPID at each stage of the project, with access to funds not available until we pass each checkpoint.

How does the Grand Union Canal Transfer complement other strategic resource options to create an integrated and resilient regional system?

What is key is that we haven’t been looking at plans in isolation. We’ve been working collaboratively with other water companies, as well as Water Resources South East and Water Resources East, to ensure we have plans that work across regional water resources groups.

This scheme is a great example of this integrated approach as it not only supports Affinity Water’s customers but also Cambridge Water’s customers.

When planning water resources, it’s always about looking at a range of options. Our plans rely on a mix of actions, reducing leakage and helping customers use less water are fundamental first points of any water resources planning. For us at Affinity Water, we have two strategic resource options in our plans – the first is the Grand Union Canal Transfer due for delivery by 2033 and then, in the 2040s, we will need the Thames to Affinity Transfer, which will use source water from the new White Horse Reservoir.

Looking ahead, when the scheme becomes operational, what would success look like from your perspective, and what do you hope it changes about water resource planning in England?

I think the obvious answer is a resilient supply of water, which is not delivered in isolation but is a resilient water resource for all. I hope that once the scheme is operational, it will be a testament to the benefits of regional planning of water resources, focusing on what we can achieve when we work together across sectors. Building resilient water resources for all is crucial, and this scheme embodies that.

With any large infrastructure scheme, you really want people to forget the project has happened, for people to not have been too disrupted by any construction work, and those temporary works to be a distant memory.

Conversely, we also want the scheme to leave a positive lasting legacy – we’re currently consulting on our social value approach, and that really does focus on what wider benefits the scheme can deliver. Whether that’s opening up more access to the canal towpath for communities, having a lasting and ongoing impact on STEM careers in the local areas, creating spaces that are rich for the environment and also providing access and amenities for local communities.

We also want to create spaces that are designed with functional elegance, representing the history and story of the scheme. I believe the Grand Union Canal Transfer has a real opportunity to show how a large infrastructure scheme can be delivered thoughtfully and well, working in partnership with the people it affects, while adding value to the communities which it passes through.

"The scheme will integrate valuable historic infrastructure with modern control systems, modelling and digital operational management"

Grand Union Canal Transfer. STEM event. Photo by Stewart Turkington.

SMART WATER, SMARTER DECISIONS:

HOW THE UK IS SCALING DIGITAL METERING FOR A RESILIENT FUTURE

Experts in digital metering and connectivity came together for a webinar organised by Diehl Metering to explore how advanced technology and data-driven solutions are reshaping water management in the UK – paving the way for more efficient, sustainable, and resilient utilities across the region.

On26 November 2025, Smart Water Magazine and Diehl Metering, in collaboration with Netmore, convened water professionals for the webinar Revolutionizing Water Management in the UK: A Smarter, Leaner Approach. Speakers Sylvia Varga, Head of UK and Ireland Operations at Diehl Metering, and Vadim Lyu, Managing Director UK and Ireland at Netmore, examined how digital metering and advanced connectivity are reshaping the way UK utilities manage water.

The UK’s water management sector is entering a pivotal decade, marked by expectations for the rapid expansion of smart meters. By 2030, smart meter coverage is projected to increase from 12 per cent to 51 per cent, with an additional 75 per cent forecasted by 2040. Between 2025 and 2030, utilities plan to install or upgrade ten million smart meters, the largest rollout in the country’s history. This expansion will occur during AMP8, a period of high investment and heightened regulatory expectations around leakage reduction, customer service, and data-driven operations.

For Varga, the driver behind this acceleration is clear. “Most of the regulatory demands and smart metering are really driven by the fact that even the UK won’t have enough water in 20 years,” she said. “Everything we are doing is to actually save water.” She noted the progression from basic automated reading in AMP6 to more mature advanced metering pilots in AMP7, while stressing that AMP8’s scale demands strong collaboration across the supply chain. “None of this can actually be delivered successfully… without having partners.”

The importance of connectivity

This is where Netmore’s role becomes essential. Lyu described the complexity of establishing reliable connectivity across the UK’s diverse terrain, where meters often sit in boundary boxes up to 1.5 metres underground or in flood-prone locations. To ensure robust coverage, Netmore follows a structured deployment process involving radio planning, site acquisition, gateway installation and field validation. Different strategies are used for concen-

trated urban rollouts, scattered new developments or isolated rural installations. Both speakers underscored that no single technology can address every scenario. LoRaWAN is currently central because it provides long-range, low-power communication and operates in unlicensed spectrum, allowing operators to densify coverage where needed. As Lyu explained, LoRa “can cover the vast majority of the meter locations due to its nature”. NBIoT remains a complementary option, particularly where mobile coverage is strong. Lyu also noted that it is impossible to know whether LoRaWAN® will still be the leading technology in ten

You can watch the full webinar by scanning this QR code or through this link

years, which is why Netmore continues to test and evaluate alternative technologies to ensure long-term flexibility.

Diehl Metering and Netmore presented an integrated, service-based model for smart water management. This model includes meters, connectivity, a head-end system, and analytics within one cohesive solution. Varga summarised the approach: “to receive data, utilities need the meters, sensors, an AMI network, and a head-end system to interpret everything.” With hourly data becoming standard in many projects, she emphasised, “without acting on the data, there is no next step.”

Case studies: South West Water and Yorkshire Water

Two case studies highlighted the effectiveness of this model. South West Water, operating in one of England’s most challenging landscapes, deployed over 100,000 smart meters with an 86 per cent connectivity rate. Despite the region’s difficult geography, the system has already identified 3,400 leaks and saved 1.67 million litres of water per day.

Yorkshire Water, aiming to install 1.7 million meters by 2030, has already installed 272,000 meters. Early results include daily savings of two megalitres and a reduction of two litres per capita consumption. These gains have led the utility to consider accelerating the program.

Questions, reflections and lessons learned

During the Q&A session, attendees from several countries raised questions that illuminated the technical choices behind these deployments. Varga clarified the distinction between AMR (Automated Meter Reading) and AMI (Advanced Metering Infrastructure), explaining that “AMR stands for Automated Meter Reading” and is typically walk-by or drive-by, while “AMI stands for Advanced Metering Infrastructure” and relies on fixed networks like LoRaWAN or NB-IoT. She noted that although log-

"Most of the regulatory demands and smart metering are really driven by the fact that even the UK won’t have enough water in 20 years"

Sylvia Varga, Head of UK & Ireland Operations at Diehl Metering

Vadim Lyu, Managing Director, UK and Ireland at Netmore

gers sometimes complicate terminology, “conceptually that’s the distinction”.

Technology selection was a recurring theme. When asked why LoRa is widely adopted, Lyu highlighted that Netmore experimented with different technologies and selected LoRaWAN as the most efficient at present. He explained that NB-IoT represents only “5–10 per cent of meters” in most of their programmes, mainly in rural locations where mobile coverage is strong.

Meter selection also drew attention. Varga explained that Yorkshire Water uses advanced volumetric mechanical meters because the UK’s boundary box installations are incompatible with current ultrasonic designs, and volumetric meters offer the strong low-flow performance needed for leak detection.

Cost comparisons surfaced as well. Lyu stated that NB-IoT solutions tend to be “about 25–30 per cent more expensive than LoRa” due to module price, SIM card requirements and shorter battery life.

Connectivity in basements and deep wells was another area of interest. Lyu noted that fewer than one per cent of sites require indoor gateways with dedicated backhaul, which remain the preferred solution in difficult indoor scenarios.

"There’s no one technology that can fix everything, but LoRaWAN is more efficient and costeffective in the long run"

Regulation was the session’s final theme. Varga encouraged regulators to focus on meter accuracy matched to local conditions, flexibility in technology choices, pragmatic expectations around data granularity and outcome-driven approaches to leakage and customer service. She reminded participants that “sometimes less data is more” when utilities are still building internal capabilities.

The panel concluded by discussing the future of smart metering, with both speakers agreeing that the next decade will bring continued technological evolution. Lyu remarked that “digitalisation is inevitable” and essential for safeguarding water resources, while Varga reiterated that the core mission of smart metering will not change. “This is about saving water,” she said.

BRUCE GORDON · UNIT HEAD FOR WATER, SANITATION, HYGIENE AND HEALTH, WHO

FIONA GORE · TECHNICAL PROJECT MANAGER, WHO

"Access figures show who has services today, but governance, financing and workforce capacity determine whether those services work tomorrow"

With the 2030 goal of universal access to safe water, sanitation and hygiene drawing closer, WHO experts discuss the governance, financing and workforce challenges that will determine whether progress can be sustained worldwide.

Z Cristina Novo

With less than five years remaining to achieve Sustainable Development Goal 6, the global water sector is confronting a critical question: why is progress on safe water, sanitation and hygiene still uneven despite decades of investment and policy commitments? The latest UN-Water Global Analysis and Assessment of Sanitation and DrinkingWater (GLAAS) report provides part of the answer. Drawing on data from more than 100 countries, the report shifts the focus beyond access statistics to the systems that underpin reliable services: governance, financing, workforce capacity, regulation and monitoring.

In this interview, Bruce Gordon, Unit Head for Water, Sanitation, Hygiene and

"Progress on water, sanitation and hygiene has been real since 2000, but without stronger systems, the gains will not be sustained"

Health, and Fiona Gore, Technical Project Manager, both at the World Health Organization (WHO), explain why strengthening these systems is essential to sustaining the progress already achieved. They discuss the persistent gaps between policy ambition and implementation and the structural challenges that continue to slow reform. The conversation also examines key issues highlighted by the GLAAS findings: fragmented governance, financing shortfalls, high levels of non-revenue water, workforce shortages and the growing need for climate-resilient WASH systems.

The GLAAS 2025 report was released at a critical moment, with less than five years left to achieve SDG 6. From your perspective, what is the single most important message this report sends to governments and the water sector?

Bruce Gordon : The most important message is that progress on access to safe water, sanitation and hygiene will not be sustained without stronger systems. Since 2000, billions of people have gained access to services, and in many countries, provision has kept pace with rapid population growth. GLAAS should therefore not be

Bruce Gordon.

Fiona Gore.

read as a pessimistic assessment – real progress has been made.

At the same time, current trajectories will fall short of SDG 6 unless countries invest in the institutional foundations that ensure services function over time. Many countries now have policies and national targets in place, but lack the financing and skilled workforce to implement them fully. Strengthening government institutions responsible for planning, regulation and monitoring is one of the most effective ways to safeguard progress and prevent backsliding.

Many global water reports focus on access to services, but the GLAAS 2025 report examines how WASH systems are planned, financed, regulated and staffed. Why was it important to take this systems-based approach, and what does it reveal about why progress toward SDG 6 remains slow?

Fiona Gore: Access figures tell us how many people have services today, but not whether those services will function tomorrow. GLAAS looks at governance, regulation, workforce, financing and monitoring because these are what determine reliability and sustainability. Persistent gaps in these areas help explain why progress towards SDG 6 remains uneven, particularly for sanitation and hygiene.

While strengthening all aspects of service delivery may sound overwhelming, countries can make measurable short-term gains by focusing on key enablers such as institutional capacity for monitoring and regulation. System strengthening can be achieved incrementally through step-wise reforms informed by evidence and processes such as joint sector reviews.

The report shows that most countries have WASH policies and targets, yet

very few have the capacity to implement them. What are the real-world consequences of this growing gap between ambition and delivery?

B.G. : When plans cannot be implemented, services may break down or fail to reach underserved communities. This has direct public-health consequences: at least 1.4 million deaths each year are linked to inadequate WASH, and in 2024 alone, more than 560 000 cholera cases were reported across 60 countries. Weak delivery capacity also limits countries’ ability to respond to climate shocks or disease outbreaks.

Institutional fragmentation and overlapping mandates appear in the findings. Why has this problem proven so persistent in the WASH sector, and what typically stands in the way of reform?

B.G.: WASH is inherently cross-sectoral and often involves ministries responsible

Image 1: Bruce Gordon, Unit Head for Water, Sanitation, Hygiene and Health at WHO, and Cecilia Scharp, UNICEF Director for WASH, highlight new GLAAS findings on strengthening WASH systems during the opening of Interactive Dialogue 1 (Water for People) at the UN Water Conference 2026 preparatory meeting in Dakar, Senegal, 26 January 2026. Photo: Fiona Gore, WHO

for water, health, finance, environment and local government. In 64% of countries, overlapping roles and responsibilities across government institutions are still reported. Addressing this requires coordination across administrative boundaries and sustained political commitment over time.

Experience shows that high-level political leadership – including engagement at the Head-of-State level – can accelerate institutional reform and service expansion.

GLAAS identifies a major financing gap but also highlights underused budgets, weak cost recovery and high non-revenue water. In your view, is the biggest challenge raising more money, or changing how the sector manages and uses existing resources?

F.G.: Both matter. A funding gap of around 46% persists in many countries, yet inefficiencies such as high levels of non-revenue water further reduce the impact of available financing. Strengthening planning, execution and cost-recovery mechanisms can help countries get more value from current investments.

Increased public investment is also a necessary catalyst for enabling sustainable household tariff payments and attracting private finance.

With non-revenue water averaging close to 40% in many countries, why does NRW reduction still struggle to gain political and institutional priority, despite its clear impact on service quality and financial sustainability?

F.G.: Reducing non-revenue water often requires investments in maintenance,

"Many

countries have WASH policies and targets, yet lack the financing and skilled workforce needed to implement them fully"

monitoring and operational capacity, which may be less visible politically than expanding infrastructure. However, with NRW averaging about 39% among reporting countries, tackling these losses could significantly improve both service quality and financial sustainability.

The report points to severe shortages in skilled WASH personnel, particularly in sanitation, regulation and operations. If these workforce gaps persist, which parts of SDG 6 are most at risk of failing, and why?

F.G. : Sanitation and hygiene services are particularly vulnerable. Less than onethird of countries report having sufficient WASH staff overall, and sanitation faces some of the most acute shortages. Without skilled personnel, infrastructure cannot be operated safely or regulated effectively.

Investments in staffing government water and sanitation institutions can yield long-term dividends by improving service reliability and sustainability.

Although most countries have drinking-water regulations, surveillance and enforcement remain weak in practice. What risks does this pose for public health and trust, and how can countries move from rules on paper to effective regulation?

B.G. : When regulations exist but are not consistently enforced, people may assume their water is safe when it is not. This creates real risks for public health and can erode trust in service providers and institutions over time. Moving from rules on paper to effective regulation means investing in independent surveillance, strengthening enforcement capacity, and ensuring monitoring results are used to take corrective action.

Afghanistan, 2023. © UNICEF/UNI408041/Karimi.

"Weak delivery capacity has consequences: unsafe WASH is linked to about 1.4 million deaths annually and hundreds of thousands of cholera cases"

Madagascar, 2024. © UNICEF/UNI658422/Andrianantenaina

Countries are collecting more WASH data than ever, yet affordability, equity and governance remain poorly monitored. Why do these system dimensions continue to be overlooked, and how can data be better used to drive decisions?

F.G. : Affordability, equity and governance are often overlooked because they are harder to measure than infrastructure or coverage. Monitoring systems may therefore prioritise what is easiest to quantify rather than what is most important for sustainability and fairness. Targeted financial mechanisms directed toward underserved populations are essential to reducing inequalities in service access.

While climate risks are increasingly reflected in WASH plans, far fewer countries finance or monitor concrete adaptation measures. Are we overestimating the climate readiness of WASH systems, and what would genuine climate resilience look like in practice?

B.G.: Yes, if we look only at policy commitments. Around 80% of countries now address climate risks in national WASH policies and plans, which is an important

step forward. However, far fewer are monitoring resilience in practice or financing targeted adaptation measures. Genuine climate resilience means investing in risk assessments, climate-resilient infrastructure and management approaches, and tracking whether services continue to function safely during floods, droughts or extreme weather events.

Despite strong commitments to leaving no one behind, affordability and equity often remain weakly implemented. What structural or political barriers continue to prevent these principles from translating into real service outcomes?

B.G.: Most countries recognise the human rights to water and sanitation in law, yet only a minority consistently direct financial resources to populations living in poverty or to women and girls. Translating commitments into targeted investment remains a structural and political challenge.

Looking ahead to 2030, if governments and the water sector could real-

istically focus on only two or three system-level priorities identified by the GLAAS 2025 report, what should they be, and what difficult trade-offs might that involve?

B.G.: Three priorities stand out: improving budget execution and reducing inefficiencies; investing in a skilled WASH workforce; and strengthening regulation and surveillance systems. Progress in these areas often depends on political engagement beyond the water and sanitation sector, including stronger public budget allocations. Consistent, evidence-based reforms implemented over time can deliver incremental but meaningful improvements in service delivery.

"Because

WASH cuts across ministries, from health to finance and environment, overlapping mandates still affect about 64% of countries"

MERVIN XUYANG LIM

GRADUATE RESEARCH ASSISTANT AT THE UNIVERSITY OF ARIZONA

OPINION

Beyond water recovery: the next leap in desalination starts with brine valorisation

Water treatment has always been about separation. Capture what you want and reject the rest. This linear approach, epitomised by reverse osmosis and other advanced purification processes, is simple, linear, and historically efficient. Yet, in an era defined by climate volatility, tightening regulations, and fragile supply chains, this linear model is increasingly a strategic vulnerability.

The brine stream sits at the edge of this linear model. It contains a high concentration of salt, organic matter, and residual contaminants, depending on the source. For decades, brine has been managed as a liability to dilute, dispose of, or inject underground, budgeted as a compliance cost rather than viewed as a resource.

Performance in desalination has therefore been measured by recovery percentage, specific energy consumption, and permeate quality. However, the next generation of water treatment facilities will not be defined solely by how efficiently they produce water, but by their ability to co-produce other valuable minerals.

Let’s consider the chemical dependency of modern plants. Municipal desalination and reuse facilities rely heavily on bulk chemicals such as sodium hydroxide, hydrochloric acid, and ferric salts to mitigate scaling and fouling. These chemicals are produced in centralised industrial hubs and transported long distances to treatment plants that depend on steady deliveries to keep membranes online. However, the very brine produced already contains concentrated sodium chloride, the precursor to acids and bases via electrochemical conversion. With the right configuration, a plant can convert part of its concentrate into sodium hydroxide and hydrochloric acid on-site. Generating key reagents on-site from brine does more than closing a chemical loop. It localises manufacturing and decentralises risk, reducing reliance upon external supply chains by transforming the brine streams into flexible on-site resources.

Critics will point to the cost and complexity of valorisation upgrades, which are valid concerns. Technologies such as electrochemical cell and advanced separation technologies

do require capital investment, controls, and inclusion into already intricate treatment trains. However, the water treatment industry has successfully incorporated other complex processes, including advanced oxidation processes and membrane bioreactors, when public health and environmental standards demanded it. In this sector, innovation has rarely been optional; it has always been a response to constraints.

Real-world examples and existing initiatives clearly demonstrate the practical viability of brine valorisation. In Singapore, facilities such as the Tuas Desalination Plant are exploring bipolar membrane electrodialysis to generate sodium hydroxide from brine, citing the potential to reduce reliance on imported chemicals and minimise discharge volumes. In the United Arab Emirates, initiatives involving brine from

"Water scarcity is now the defining constraint; in this context, brine is not simply a concentrated stream but represents diversified optionality"

plants like Taweelah are harnessing magnesium and calcium to produce materials such as aggregates or cement alternatives for construction. In California, projects such as those piloting lithium recovery from geothermal brines in areas like the Salton Sea are achieving promising extraction efficiencies.

Water scarcity is now the defining constraint. In this context, brine is not simply a concentrated stream but represents diversified optionality. The membrane revolution succeeded because engineers dared to separate salt from water. The next leap will require equal ambition: converting what we once discarded into assets that strengthen resilience so that desalination plants of the future will not be linear endpoints. They will be integrated resource hubs, producing water, reagents, and stability in a world that desperately demands all three.

PORTRAIT OF A CHANGEMAKER

THOMAS BAJADA, MEP

ELEVATING WATER ON EUROPE’S POLITICAL AGENDA

Thomas Bajada has established himself as a prominent voice in the European Parliament for placing water at the centre of the continent’s climate and economic agenda. Elected in 2024, the Maltese MEP (Member of the European Parliament) serves on the Environment, Climate and Food Safety Committee and the Fisheries Committee, where he has positioned water resilience as a strategic priority and called for stronger governance and long-term planning across Member States.

Raised in Malta, one of Europe’s most water-stressed countries, Bajada understands scarcity as lived reality, not abstraction. That experience shapes his conviction that water security underpins food production, energy systems, public health and

regional stability. For him, resilience cannot sit in environmental policy alone; it must cut across sectors, infrastructure investment and decision making.

In 2025, he received the Water Smart MEP Award, recognising his leadership in advancing the European Water Resilience Strategy. At a time of intensifying droughts and floods, he has pushed to elevate water on the EU political agenda and to translate ambition into coordinated action.

Bajada’s task now is to ensure that legislative momentum delivers tangible results for citizens and river basins. By reframing water as a strategic foundation for Europe’s future, he is helping reshape how resilience is defined and funded across the Union.

© European Union 2025 - Source: EP

RENJIE NATE LI, ANDREW SALVESON & KYLE THOMPSON

PHD, STAFF PROFESSIONAL; PE, WATER REUSE CHIEF TECHNOLOGIST & PHD, PE, SENIOR REUSE TECHNOLOGIST AT CAROLLO ENGINEERS

Innovative approaches to pathogen removal and validation in carbon-based systems

Water reuse is becoming a vital solution for water scarcity. Methods to make water reuse more efficient while protecting public health would increase its implementation. A groundbreaking study funded by The Water Research Foundation — project 5129: Demonstration of Innovation to Improve Pathogen Removal, Validation, and Monitoring in Carbon-Based Systems, led by Carollo Engineers and Virginia’s Hampton Roads Sanitation District (HRSD) — evaluated carbon-based advanced treatment (CBAT) processes for ozone disinfection and biologically activated carbon (BAC) filtration to validate and optimize their performance for potable reuse.

Traditional ozone validation relies on concentration×time (CT) values to quantify disinfection. CT requires measuring ozone residua, which often requires adding more ozone than needed for disinfection, resulting in excessive energy use and formation of disinfection byproducts (DBP). CT doesn’t account for rapid, variable ozone decay in real wastewater conditions, making it less reliable for predicting pathogen inactivation in CBAT systems. The study demonstrated that a more robust, energy-efficient surrogate, the ozone and nitrite-corrected total organic carbon ratio, or (O₃-NO₂):TOC, can be used to improve dose control.

Testing at six utilities revealed that this ratio reliably predicted virus log reduction values up to 7-log for MS2 bacteriophage, independent of variables like temperature, pH, nitrite, or peroxide addition. While UV absorbance showed potential as a secondary surrogate, its effectiveness varied by location, making site-specific testing essential.

The project proposed a two-tier ozone validation protocol: Tier 1 uses conservative 10th–25th percentile values from the dataset for initial crediting, whereas Tier 2 achieves higher credits using detailed, site-specific performance data when water quality is beyond the Tier 1 range. Using (O₃-NO₂):TOC lowers energy demand and reduces bromate and other DBPs typically associated with higher ozone dosages.

BAC filtration is valued for its ability to degrade organic and inorganic contaminants, but often not been credited for pathogen removal. Robust pilot-testing at HRSD’s full-scale indirect potable reuse facility and Polk County, Florida’s direct potable

reuse pilot facility showed that BAC could achieve over 2-log removal of indicators like Clostridium perfringens and pepper mild mottle virus when preceded by coagulation, flocculation, and sedimentation. Without pretreatment, reductions were significantly lower, stressing the importance of upstream processes to maximise pathogen removal.

To allow more rapid (O₃-NO₂):TOC based ozone dosing, the study applied machine learning (ML) to predict Total Organic Carbon (TOC) levels in real-time. Using data from HRSD’s SWIFT Research Center, the best-performing ML model — boosted trees — achieved an impressive root mean square error (RMSE) of 0.35 mg/L. Impressively, this would be more accurate than assuming the same TOC from 2.5 hours prior, which could be the status quo with automated but not

"The study integrates science, technology, and operations in advanced water treatment, providing an alternative to CT validation"

truly real-time instruments. These soft sensors allow utilities to refine ozone application more responsively, improving pathogen control and reducing chemical use.

The study provides a holistic approach to integrate science, technology, and operations in advanced water treatment, providing an alternative to CT validation that improves accuracy and efficiency, demonstrates pretreatment’s potential to boost BAC’s pathogen removal, and introduces ML tools that modernise process monitoring and control.

This equips facilities with scalable, site-adaptable tools to achieve regulatory compliance and safeguard public health. The study also complements related projects that address pathogen risk, water quality impacts, and validation protocols for other reuse technologies.

DESALINATION WITHOUT A COAST:

TURNING SALTY GROUNDWATER INTO A STRATEGIC ASSET

The Kay Bailey Hutchison Desalination Plant is the world’s largest inland desalination plant, converting brackish groundwater from the Hueco Bolson aquifer into a reliable drinking water supply for the El Paso region. A joint project between El Paso Water and Fort Bliss, it demonstrates how nontraditional water sources can be deployed at scale to address long-term supply challenges.

Operational since 2007, the plant can produce up to 27.5 million gallons of fresh water per day (MGD) using reverse osmosis. Sixteen production wells and sixteen blend wells supply five reverse osmosis trains. Approximately 83% of the water is recovered as potable supply, while the remaining concentrate is disposed of through deep-well injection.

Designed for long-term resilience, El Paso Water plans to expand the facility to as much as 42 MGD to meet future regional demand. Future upgrades also include the recovery of minerals discharged in wastewater from the desalination plant, possibly including gypsum, HCl solution, and NaOH solution. Water extracted from the process will be returned to the system to increase overall production by more than 2 MGD at full capacity while reducing concentrate disposal requirements. Beyond operations, the plant serves as a learning centre for desalination research and a model for other inland cities facing diminishing freshwater supplies. Its innovative approach has earned multiple national awards, underscoring its influence on the future of water infrastructure.

Credit: El Paso Water

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MURKY WATER

Challenging an unsustainable system

Murky Water argues that rising bills and sewage spills reveal deep structural flaws in the UK water system. It links heavy debt and weak investment to growing risks from drought and flooding, and calls for new ownership and coordinated planning to secure a sustainable future.

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And a bit of country music

"Water" by Thomas Rhett is a track from his About A Woman deluxe edition. The song blends country and pop, exploring the deep emotions that come with love, comparing it to the essential nature of water. Its mellow tone reflects the connection between a strong relationship and the overwhelming feelings it can evoke.

BY: SWM TEAM

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We all share the same water

The documentary Capturing Water follows three distinct struggles in South Africa, each led by activists defending water rights in their communities. It explores their fight against water privatisation, urban expansion threatening vital aquifers, and the city’s failure to address sewage pollution in wetlands.