Water & Wastewater Treatment Magazine
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www.wwtonline.co.uk | WWT | APRIL 2020 | 17 on innovation as a barrier to success, such bodies provide a space to channel and support the growth and development of ideas. "Innovation" is at risk of becoming a tired word, but we shouldn't let the regu- larity of its use mask its importance. For instance, we know that digital tools are a game changer for leakage, an area where Ofwat is expecting to see a challenging 16 per cent decrease between 2020 and 2025. As the end user of leakage detection systems, the contractor is in many ways the linchpin for the cross-sector technol- ogy partnerships the water industry needs to embrace. Expertise drawn from live situations will be key to leading on the practical application of these innovations. This expertise is ripe for sharing throughout the industry. There is a great deal that contractors, water companies and other supply chain partners can learn from one another which will pay dividends as the sector navigates AMP7 and the route to net zero. Diving into digital The path to a more sustainable future should undoubtedly be the core focus for water companies and supply chain part- ners over the coming ‡ ve-year AMP cycle. Digitalisation is one such way that busi- nesses can enhance their environmental performance while delivering outstanding levels of customer service. This doesn't just mean on the custom- er's doorstep, but across all the associated work and disruption that can take place around utilities jobs – including tra‹ c management. Over the last year, our own Clancy Tra‹ c business has developed and rolled out a UK-wide digital application that allows us to see the health and operabil- ity of all of our 2,500 tra‹ c lights across the UK. Doing so has helped to remove 6,000 pieces of paper every week from our operations while also saving 250,000 miles of driving per year. The sustainabil- ity savings demonstrated by the rollout of our tra‹ c management application is evidence of the success that coordination between partners can achieve within the water industry. We cannot shy away from our successes and instead we should share our learnings to advance e‹ ciency savings, reduce our impact on the envi- ronment and meet the stringent require- ments set out by AMP7. Shi ing perceptions What has become clear throughout the duration of AMP6, is the need to see in- novation not as a 'nice to have', but as an essential means of delivering projects and programmes of work on time and within budget while acknowledging the impact this has on customer service. It's fair to say our sector has not historically been known for its dynamism and innovation: we need to now start to turn that percep- tion on its head. Ofwat's recent proposal to establish a £200 million innovation fund could prove to be a crucial spark for the water industry, to spur on technological break- throughs and kickstart an acceleration of innovative thinking. Throughout this process, water companies must continue working closely with the supply chain to maximise the opportunities for research to tackle common challenges such as leakage detection. AMP7 is no doubt going to prove chal- lenging, but with a commitment to inno- vation and an industry-wide adoption of a culture of collaboration we can use the next ‡ ve years to transform how we work for the better. Working as one – we can continuously champion operational advancements that improve customer experience, promote network resil- ience and build a greener industry. You can download the Innovation in the Water Industry survey from the WWT Resource Centre at https:// wwtonline.co.uk/downloads industry, to spur on technological break- throughs and kickstart an acceleration of innovative thinking. Throughout this process, water companies must continue working closely with the supply chain to maximise the opportunities for research to tackle common challenges such as leakage detection. AMP7 is no doubt going to prove chal- lenging, but with a commitment to inno- vation and an industry-wide adoption of a culture of collaboration we can use the next ‡ ve years to transform how we work for the better. Working as one – we can continuously champion operational from one industry could deliver positive bene‡ ts right across the utilities sector. Joined-up thinking Discussions around disruptive industry leadership can become fraught with who is going to be the one to put their head above the parapet and take those ‡ rst steps in trialling new ways and means of working. But it doesn't have to be this way. Industry bodies such as the Water Industry Forum, Ofwat's Spark initia- tive and the British Water Innovation Exchanges are creating an environment that is conducive to ideas-sharing – negating the need for one company or supply chain partner to take a leap into the unknown. With the majority of WWT's respond- ents perceiving a lack of business focus "'Innovation' is at risk of becoming a tired word, but we shouldn't let the regularity of its use mask its importance. For instance, we know that digital tools are a game changer for leakage."