Sydney Water’s
Research & Innovation Strategy
Towards 2020 and beyond
Navigating this StrategyMD Preface 3
Research & Innovation (R&I) Overview
• Strategy Roadmap 4
• Overview of R&I Themes 5
Context setting
• Drivers of Change 6
• Enabling Technologies to Drive Innovation 7
Defining Research and Innovation 8
• Scales of Innovation 9
Creating an Innovation Ecosystem 10
• Fostering Innovation 11
▪ Technology Evaluation and Adoption 12
▪ Collaboration and Knowledge Sharing 13
▪ Building Capability 14
• Enterprise Wide Initiatives
▪ Customer Experience 15
▪ Digital Disruptors and Enablers 16
▪ Data Analytics and Intelligence 17
• Strategic Partnerships 18
2
R&I Governance
• Fit for Purpose Governance 19
• R&I Governance Framework 20
• Intellectual Property Management 21
• Benefits Realisation 22
• Measuring Our Success 23
Detailed R&I Themes (challenge areas, priorities and case studies)
• Delivering Safe and Reliable Water 24
• Enhancing Assets and Operations 26
• Protecting and Enriching Natural Waterways 28
• Improving Treatment and Resource Recovery 30
• Enabling Resilient and Liveable Cities 32
Figures
1. Technologies that will shape future innovation 7
2. Indicative investment distribution 8
3. Turning ‘Challenges into Changes’ – Scales of Innovation 9
4. An enterprise wide innovation ecosystem 10
5. Three keys elements of fostering innovation 11
6. Strategic research partners 18
7. Governance Framework 20
What would the perfect water utility look like? Would water pipes never corrode,
break or leak? Might every ounce of useful material in wastewater be recovered
and reused? Perhaps that utility would be self-sufficient in energy and generate
no greenhouse emissions? Or do we seek the ideal balance between this
technical excellence and our affordability, delivering the optimum value for
customers and stakeholders? Whatever our vision of ‘perfect’, investment in
research and innovation is vital to unlocking the potential of Sydney Water’s
vision of being ‘the Lifestream of Sydney for generations to come’.
In this document, Sydney Water’s Research and Innovation Strategy 2018 sets
out a vision and roadmap supporting Sydney Water’s journey to 2020 and
beyond. We are proud of our past achievements in research and innovation, but
realise we can’t stand still. We must continue to change, adapt and embrace new
technologies and a culture of innovation.
Our R&I program is our insurance policy against future risks and as our path to
taking advantage of the opportunities of the future. With this approach, investing
in research and innovation enables us to take control of our own destiny and
build our brand as a world class utility, delivering essential services to our
customers and our communities.
We are continually exploring innovative ways of doings things, monitoring
emerging technologies and global megatrends so we know what’s ahead. Some
great examples of research areas we are already exploring include: energy self-
sufficiency, resource recovery from waste water, city cooling to mitigate urban
heat, smart asset networks and sensors to optimise operations, smart pipes that
tell us about breaks and blockages before they happen, and new materials for
nano-filtration and self-healing pipes.
The future is coming, ready or not. Investment in research, and a commitment to
innovation, will give Sydney Water its best chance of being ready.
Kevin Young
Managing Director
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Draft R&I Strategy _Exec MoS 12 July, 2018 4
Overview of Research & Innovation Themes
1. DELIVERING SAFE AND
RELIABLE DRINKING WATER
2. ENHANCING ASSETS &
OPERATIONS
3. PROTECTING AND ENRICHING
NATURAL WATERWAYS
5. ENABLING RESILIENT &
LIVEABLE CITIES
4. IMPROVING TREATMENT AND
RESOURCE RECOVERY
We are constantly improving our water
quality management and monitoring
systems to ensure we continue to
provide high quality, safe and reliable
water to today’s 4.9 million customers
now and in the future.
To build our resilience, we will need to
understand the long-term challenges
that face our growing city and the
contribution of water to delivering
improved liveability outcomes for our
current and future customers.
We will look for sustainable treatment
solutions, incorporating the recovery of
valuable material from our wastewater,
managing the impact of our waste
products, and reducing our carbon
footprint.
We will contribute to healthy waterways
and clean beaches that our
communities can continue to enjoy. To
achieve this in a dynamic and rapidly
growing city will require new and
innovative ways of operating in a
holistic catchment approach.
To meet customer expectations, we
are striving to improve the performance
and extend the life cycle of our assets,
as well as increase the efficiency of our
operations using advanced analytics
and intelligent technologies.
and the
• Understand the long-term
impacts on raw water quality to
ensure treatment capacity
• Optimise treatment and
disinfection practices to minimise
disinfection by-products and
ensure protection of public health
• Identify and understand emerging
contaminants of concerns in
drinking water
• Optimise and identify laboratory
techniques, for microbial source
tracking
• Develop alternative water
supplies.
• Enhance current and future
service standards to improve and
extend asset life
• Improve workplace health and
safety
• Optimise lifecycle investment
decision making to enhance
reliability of services
• Improve smart monitoring,
sensing and proactive
maintenance to improve
customer service.
• Understand emerging
contaminants of concern to
protect the receiving environment
• Implement smarter monitoring
processes to understand the
impact of wastewater on the
environment
• Incorporate a whole of
catchment approach to protect
our waterways and improve
liveability for our customers
• Optimise decision support tools to
predict environmental impacts
from our operations.
• Identify energy generation and
reuse opportunities to produce
new value added products and
services
• Identify and trial new emerging
technologies, processes and
novel chemicals to optimise
water and wastewater treatment
• Identify resource recovery
opportunities to contribute to the
circular economy.
• Support the creation of climate
resilient assets to meet future
servicing and liveability
• Explore new technologies,
materials and design to achieve
urban cooling
• Test and evaluate scenarios to
explore new approaches for
future servicing
• Improve energy efficiency and
investigate alternative energy
sources options
• Explore new technologies for
water efficiency and water
sources to conserve water.
Transforming the way we do business through Research and Innovation and inspiring our people to create a better future with our customers
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Industry recognition from our R&I program: we strive to influence and
help shape the industry’s direction, while gaining industry recognition.
Leveraging our investment: we share the risk and cost of research with our
partners so that for each $1 we spend, $5 worth of research occurs.Implementation of R&I outcomes: we aim to see completed research projects result in
adoption and practice change.
Innovation Effectiveness Index: we will identify the key elements of effective
innovation and collaboration and assess our performance against these elements.
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Drivers of Change
Technology and disruption
We have all seen many advances in other
industries where technological disruption
has taken place – the rise of the internet,
advanced robotics, automation and artificial
intelligence. As new technology emerges
and challenges the way we do things, we
will need to be ready for future disruption
and agile in the adoption of new
technology.
Value for money
We must run our business skilfully to meet
the affordability expectations of both our
customers and regulators.
This means we must better manage our
networks and facilities, even as our assets
get older and our city grows. We will need
to work with our stakeholders to balance
future service offerings with our
customers’ willingness to pay.
Policy, regulation and
competition
Potential changes to government policy
on competition, asset recycling,
privatisation, pricing and property
development increasingly challenge our
business. We must continue to work with
our regulators to inform new policy and
regulation which benefits our customers.
Customer expectations
We have a broader community duty to
protect the water supply and ensure our
services are reliable for generations to
come. We must think differently about
how we operate and deliver services, if
we are to meet the expectations of our
customers, which may include greater
access to our land and waterways.
Population growth
By 2056, Sydney’s population will have
increased by 70% to nearly 8 million. This
will transform the city and its need for water
services in supporting liveable cities. We
will need innovative approaches for both
water quality and quantity management to
meet future demand.
Climate change
With the likelihood of increased intensity,
frequency and duration of fire, storm,
heatwave and flood events, we must be
able to adapt our infrastructure and
operations. This will include managing our
future water supply and quality of the raw
water available. This will challenge our
treatment processes and our reliance on
less expensive surface waters as our
primary water supply.
Energy transformation
We are likely to see a worldwide transition
to renewable energy in the near future, so
we must prepare now by pursuing energy
efficiency, reducing carbon emissions,
adopting new energy technologies, and
generating our own renewable energy.
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Changes in urban form
Changes in the urban form and land use
will have a significant impact on the
planning of water services and the role of
water in delivering broader environment
and community benefits. This will drive the
need for more integrated urban planning
and understanding the role of water,
energy, transport and other services in
future development.
Enabling Technologies
to Drive Innovation
Technology is an integral and essential part of driving change in the
way we do things. As technology becomes more accessible, more
reliable and progressively cheaper, the future world will be shaped by
advances in both physical and digital technologies at an accelerating
rate.
Technological advancements offer considerable benefits to Sydney
Water and can revolutionise the way we design, build and operate
our water and wastewater networks.
Technology can also provide the basis for faster, more efficient and
better-informed decision making. It can produce significant
improvements to standards of customer service and create new and
better ways for us to interact with our customers. The success of its
uptake will also be dependent on the social acceptance of new
technologies by our customers and our people.
Sydney Water is embracing research into technologies to take
advantage of the opportunities of the future. Some examples of the
technologies we will explore through this strategy are shown in Figure 1.
We will explore game-changing and disruptive technologies like
artificial intelligence and advanced robotics to improve services to our
customers and transform our business. We will collaborate with
manufacturers, universities, other research agencies as well as across
our own organisation and the wider water industry to develop, trial and
implement the most promising technologies. Figure 1. Technologies that will shape future innovation
Artificial Intelligence
Advanced Robotics
Advanced
Materials
Autonomous Systems and
Vehicles
Renewable Energy
Next Generation Genomics
Cloud Technology
Internet of Things (IOT)
4D Printing
Blockchain
Automation Energy
Storage
Wearable technology
Intelligent Sensors and
Instrumentation
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Defining Research and InnovationWhat is Research and Innovation (R&I)?
Research and Innovation is the end to end process of creating new knowledge
and its implementation into the business
▪ Research is the application of the scientific method of systematic experiment, observation
and deduction to discover new knowledge and/or new uses for existing knowledge, and to
inform evidence-based decision making.
▪ Development involves exploring the ways in which new knowledge can be applied in the
form of new products, services or approaches.
▪ Innovation is doing things in new and different ways that creates value for our
customers and the business.
Through this Strategy we are deliberately shifting from our historical focus on research and
development towards a broader enterprise perspective of innovation and change.
How will we go about delivering R&I?
We need to invest in R&I over three horizons, as described below and shown in Figure 2:
Horizon 1: the short term, where we are looking for “what’s broken now’. This is a 1-5 years
timeframe and will represent 60% of our investment.
Horizon 2: the medium term, where we ask ‘how can we extend our core business and meet
emerging opportunities’. This is a 5-10 year timeframe and will represent 25% of our
investment.
Horizon 3: the long term, where we ask ‘what are the longer-term business challenges and
explore those that will disrupt our business’. This is a 10 year + timeframe and will represent
15% of our investment.
Scales of Innovation
Similarly innovation, and its companion disruption, may be expressed in terms of
three scales of magnitude and complexity (Figure 3 illustrates the concept):
Little ‘i’: continuous or incremental improvement programs often leads to little ‘d’
disruption: improvements to how we do things we already do.
Medium ‘I’: evaluate, implement or adapt existing and available solutions to
current and emerging challenges, may lead to medium ‘D’ Disruption: entirely
new ways of doing things we already do.
Big ‘I’: Research to invent or develop new knowledge and/or solutions that do
not exist at the present time can lead to Big ‘D’ Disruption: major changes to
what we do, even redefining or undermining our existing business paradigm.
8
*As recommended by Snape report, 2016
Horizon 1Short term
60%
Horizon 2Medium term
25%
Horizon 3Long term15%
Figure 2. Indicative investment distribution*
Organisational and Business Drivers
Innovation v
ia S
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erv
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esearc
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e.g. research or new
knowledge required,
development of novel tools,
methods or solutions
Challenge, Opportunity, Idea, Problem to Solve
Small ‘i’ innovation
Continuous Improvement,
Incremental Innovation
Desktop identification and
evaluation of candidates Research, development,
refinement of potential solution
Executive Direction Strategic/Regulatory Customer Need Industry Trends New Idea/Discovery Business/Uni Partner
Medium ‘I’ Innovation
Solution exists and can be
bought/licensed in
Big ‘I’ Innovation
No solution exists – a new
solution must be created
e.g. process simplification,
minor adjustments to improve
efficiency
e.g. license new or bespoke
software, buy new hardware or
process technology
Trial and evaluate solution at
small scale
Adoption and Practice Change, Implementation at full scale, Evaluation of Benefits
Trial and evaluate solution at
small scale
Trial and evaluate solution at
small scale
Turning ‘Challenges into Changes’ – Scales of InnovationFigure 3.
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Innovation Ecosystem
At the heart of the Research and Innovation Strategy is the ‘why’ we must innovate. Sydney Water must create
new value in its business, for our customers and the community, now and into the future. This includes
operating and capital efficiencies, new products and services and building our internal and external brand. Each
of these help build our organisational resilience to challenges that we will face in the future.
We will also need to contribute to shaping our city and explore potentially radical and disruptive business
models and technologies that will be commonplace in a future world. These naturally come with a higher degree
of risk and reward, but are key to making some of the biggest breakthroughs in the future delivery of services for
our customers. Executive commitment to a culture of innovation and the creation of a ‘safe-to-fail’ environment,
are necessary to overcome our naturally risk averse mindset and organisational inertia.
In this context, the Science, Research and Innovation (SRI) team scientifically assesses the new knowledge
that exists outside Sydney Water and matches it with the research needs to create knowledge and better ways
of doing things for Sydney Water to use.
We have already developed a track record of innovation in our science research program that has seen
‘game changing’ outcomes for the business. Examples include new materials that can be used to improve
water treatment, the use of satellite inspection of the water quality of our catchments, new sensors that can
survive in aggressive sewer environments and treatment technologies which will greatly reduce our carbon
footprint, while improving our effluent quality.
It is important that we continue to drive innovation through our research and build ‘one culture’ that enables
innovation. This will be a journey over a number of years and one that we need to take together with leadership
and support from the top down. It must remain integral to our Corporate Strategy, so that it becomes our
business–as-usual way of doing things. This will include establishing closer connections across our business
in the customer, digital and data analytics spaces to build a stronger innovation ecosystem, as shown in Figure 4.Figure 4. An enterprise-wide innovation ecosystem
Sydney Water is an innovative utility that has been recognised globally for its leading edge programs in research. Innovation has been, and will always need
to be, an important part of how we do things.
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Customer experience
Science Research & Innovation
Data Analytics and Intelligence
Digital Disruptors and Enablers
Fostering Innovation
Collaboration & knowledge
sharing
Building capability
Technology evaluation &
adoption
Fostering innovation means, as an organisation, we need to be agile and responsive to changing demands
and emerging risks and opportunities. We must build our resilience to future shocks and take full advantage of
new ways of doing things, while making timely and targeted investments along the way. The business needs to
encourage and promote new research initiatives that could be potential ‘game changers’ for the organisation.
Fostering innovation will be achieved through three key areas as shown in Figure 5:
1. Collaboration and knowledge sharing: multi-disciplinary collaboration and partnering arrangements with
research, industry and government providers. Sydney Water has a strong track record of delivering large
collaborative research projects with state, national and international partners, where we effectively leverage
our investment and knowledge to deliver benefits for the broader water industry. We will expand our internal
and external communications about research and innovation, both to build public awareness and corporate
reputation, and to attract the best and brightest staff and collaboration partners.
2. Technology evaluation and adoption: horizon scanning and evaluating emerging technologies through
desktop reviews, site visits and pilot trials is an integral part of discovering novel approaches to our treatment
and network challenges. It also ensures that we have a more complete understanding of the implications for
the business, including any pitfalls, costs and maintenance requirements before the organisation commits to
full implementation.
3. Building capability: within and outside the organisation is also essential to creating an innovative workplace.
We have a strong history of supporting university student development through involvement in our research
projects. Internally, we also want to promote and support the development of new research ideas, wherever
they may come from within the organisation and create ‘intrapreneur’ groups to generate and assess
opportunities.
Reward and recognition will be used to encourage engagement in innovation activities, with a commitment to
keeping ‘idea originators’ involved and informed as their ideas progress.Figure 5. Three keys elements of fostering innovation
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Technology Evaluation and Adoption
Technology Evaluation
Sydney Water faces many challenges, but also has many opportunities to enhance our performance in areas such as energy
efficiency, resource recovery, asset management, analytics and automation. While we should continue to conduct research
and development projects to develop new knowledge, resolve unanswered questions, and manage risks, many solutions to
our current challenges already exist and can be bought or licensed.
Our approach to technology evaluation starts with clearly defining the problem or challenge that a solution needs to address.
We then aim to identify, evaluate, trial, and implement the most suitable existing solutions, in collaboration with key end-
users and project sponsors.
In consultation with all relevant stakeholders, we will continue to evaluate emerging technologies through desktop reviews
and technology platforms, facilitating pilot trials of promising technologies which meet our needs, and exploring their potential
application within Sydney Water. Key elements of our technology screening program are delivered through our membership
of the Technology Approval Group (TAG) and Leaders Innovation Forum for Technology (LIFT) programs.
Applying our methodical research mindset, we will steer scientifically sound trial design and ask the right questions at the
outset. By gathering the right data, and analysing trial results, we will ensure new technologies are robustly validated,
giving the business confidence to implement innovative technologies at full scale.
Adoption and Practice Change
In the past, adoption of new technology and research outputs has represented a challenge in our highly traditional and
regulated, risk averse utility, often limiting or delaying the realisation of the benefits of innovation.
By taking a new approach to the implementation of project outputs, we intend to reduce and overcome such barriers to
adoption of new technology and research findings and, in the process, amplify the benefits of our research and technology
evaluation programs.
Through deeper engagement with project sponsors and end-users, from project initiation to close, and by extending the role
of project managers into the adoption stage of research and evaluation projects, we will increase the proportion of research
and evaluation projects that result in real change in our business operations. This will also allow us to gather more
substantial data on the before and after state, and the benefits arising from our investment in research and technology
evaluation, closing the loop on the business case by demonstrating the real business value of research and innovation.
Case Study – Trialling wearable technology
Hindsite is a visual intelligence technology platform which
facilitates the use of wearable camera/screen devices to
bring hands-free augmented reality technology into the
workplace. Other potential uses include live see-what-I-see
calls, incident management, environmental reporting, training
and fatigue monitoring.
Evaluation and Adoption – The SRI team engaged with
senior managers in Civil Delivery to assess the potential
applications for the platform using digital eyewear. The
‘smart’ glasses enable staff in the field to transmit what they
see to a control centre or another technical specialist at a
separate location, making it possible for a group of specialists
to see and advise on a field issue without getting them all on
site. Information can also be fed back to the field team
through the eyewear. Several field supervisors, maintenance
staff and technicians were engaged to explore this
application and to consider other potential applications for
this technology. Full scale implementation would entail
access to cloud and internal data services as well as
integration with our suite of mobile phones.
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Case Study – CRC-P Smart linings for pipes and
infrastructure
One of the largest research collaborations in Australia
Sydney Water is partnering with the Water Services Association of
Australia who are leading this international project, investigating
innovation into smart lining for pipes and infrastructure.
The Australian Government, through the Cooperative Research
Centre, has funded $3M of this project valued at $24.1M over three
years. It brings together the crucial national and international
partners in the innovation supply-chain, to develop and
commercialise smart lining products for the water industry.
The partnership comprising 30 project partners, including a team of
manufacturers and applicators, 11 Australian water utilities, three
universities (Sydney University, Monash University and University of
Technology, Sydney) and two international research bodies (US
Water Environment and Reuse Foundation and UK Water Industry
Research).
Sydney Water plays a key role in governing the program of works
and is contributing significantly to the project investment. The project
has the potential to create new revenue streams and could
conservatively contribute over $4B to the Australian economy over
the next five years. Strategically, it’s expected the initiative will
position Australia as a global leader in smart water infrastructure
design, engineering, testing and management.
Collaboration and Knowledge
SharingWhy we collaborate
Fostering innovation will be achieved through multi-disciplinary collaboration and partnering arrangements
with research, industry and government providers. We have a strong track record of delivering large
collaborative research projects with state, national and international partners, where we effectively leverage
our investment and knowledge to deliver benefits for the broader water industry.
We have collaborative research agreements in place with a number of industry associations and centres of
excellence across the world. This investment gives us access to external research capabilities and important
links to national and international R&D. Several projects within the R&D portfolio attract significant external
co-funding and leveraging from industry partners, universities, centres of excellence and state and federal
government sources.
Our collaborations also include data and information sharing arrangements, the provision of water and
wastewater samples to support external research projects, joint presentations and papers and nominations for
state, national and international awards.
We are also looking to further extend our collaborations outside the water industry, such as oil and gas,
mining, aerospace and automotive, to leverage knowledge and technologies that have potential application to
the water industry.
The benefits of collaboration
Collaboration enables us to be smarter, more effective and more efficient by:
• Delivering solutions to problems or challenges which are common to all of us
• Connecting us with relevant expertise and building our networks
• Building relationships and leveraging more from our investment
• Enabling us to do more with less ($ and resources)
• Enabling us to attract government funded research grants
• Building knowledge and capability for the water sector and other sectors
• Engaging with a diversity of views and knowhow to drive innovation.13
Building Capability
Developing capability within and outside the organisation is essential in creating an innovative workplace.
We have a long history of supporting student development through involvement in our research projects. An
example is final year university engineering students working on a range of both strategic and operational
projects. A number of these students have become applicants for Sydney Water’s Graduate Program,
continuing the innovation journey and ensuring the next generation of the workforce is both equipped and
committed to pursuing leading edge research.
We currently interact with seventeen local and international universities and have initially developed a
Memorandum of Understanding with four key universities, University of Sydney, University of NSW, Western
Sydney University and the University of Technology, Sydney. The purpose is to have a long-term strategic
collaboration based on shared values and challenges and agree to work together for mutual benefit to:
• build industry and university capabilities
• improve the partners operational and business performance
• improve university student outcomes and opportunities
• facilitate staff talent and capability development opportunities.
We are also developing a university engagement framework so we can have a more strategic relationship
with universities, with good governance and consistency in approach, that builds trust and advocacy
between both parties and an effective two-way working relationship.
Internally we engage and share knowledge, enhancing the capability of Sydney Water teams. This engagement
has demonstrated how the culture has changed to adapt to innovative approaches engaged with the wider
world. We have developed our teams to be more outward looking to learn, adapt and innovate to meet our
needs. We are collaborating with our teams in the West Ryde laboratories to develop new methodologies and
tools for water quality monitoring in our catchments and waterways (partnering internally and externally).
We are transferring skills, knowledge and tools that have been developed from research projects across into
the different businesses, creating value and adding business insights. An example of this is the
collaboration with Data61 who are providing data analytics research and development expertise, while Sydney
Water is providing data and industry knowledge (see highlighted case study).
Case Study – Success in data analytics
Working with CSIRO Data61
Sydney Water is taking an enterprise wide approach to building an
analytics capability within the organisation. This approach enables
predicting the likelihood of certain scenarios or events, such as a pipe
failure and supports a pro-active response to these situations as
quickly and efficiently as possible. Implementing analytics can help to
identify and interpret contributing factors in these scenarios or events.
Once these factors are investigated and comprehended, it is possible
to mitigate them if they lead to detrimental or disruptive events or
enhance them if they result in positive situations.
There are currently six collaborative research initiatives being
undertaken with CSIRO Data61 that use advanced data analytics and
have developed tools for; improving pipe failure prediction of water
mains; customer segmentation and demand analysis; predicting critical
factors related to preventing corrosion in sewers; intelligent network
optimisation; predicting sewer chokes and prioritising active leakage
detection areas.
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Customer
ExperienceAt the core of our customer experience strategy is our customer promises:
• Every day – we promise to be a reliable part of our customers’ every day by
delivering great water and wastewater services.
• Every time – We promise to make it easy for our customers every time we
interact; no matter how, when or why we come in contact.
• Everyone – we promise to make every one of our customers proud by giving
them a voice in what we do, and playing our role in creating liveable
communities.
We build the trust and loyalty essential for us to meet our future challenges by
keeping our customer promises. Although we provide a reliable service that
meets our customers’ “every day” needs, we are making significant changes to
consistently keep all our customer promises including:
• a new customer management system that will modernise our customers’
digital experience
• the development of the Customer Hub, a state of the art operational centre
for managing our response to customer service outages
• a new platform for listening to and actioning customer feedback across our
customers’ journeys
• engagement with customers to better understand their values and
preferences so we can make customer-centred decisions
• applying new ways of working such as human centred design, lean and agile
to develop innovative solutions that address customer pain points and unmet
needs through the CX Lab.
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The digital disruptors events are all-day affairs
hosted in the main foyer of our Head office to
create a disruptive and creative space for staff to
develop new and disruptive ideas.
Teams known as disruptive tribes and tackle key
business challenges presented on the day.
Disruptive ideas are subsequently presented to
the “Tribal Council”.
Digital Disruption – In Motion
Digital disruption is a movement aimed at
changing the way people think, to be disruptive
and challenge the norms of business processes
to drive positive changes.
Digital Disruption – A Movement
Creating a lasting movement and cultural mind
shift in delivering disruptive and innovative results
to drive Sydney Water into the digital future.
Key Outcomes
Disruptive Thinking
The digital disruption movement aims to not only
empower our people, foster workplace innovation
and promote disruptive thinking but to create a
lasting movement and cultural mind shift that will
take Sydney Water to be the Lifestream of Sydney
for generations to come.
Digital Disruptors
and EnablersSydney Water’s resilience in the digital age will be heavily predicated on the
disruptive environment we create today to foster innovation and drive the
delivery of new digital capabilities to enable the business now and in the future.
Digital Disruptors will not only create this environment but drive a cultural
movement to shift the mindsets of employees across the business to be
disruptive in day to day work. This disruptive movement will create new and
effective ways of conducting business to improve our overall efficiency and
deliver delightful customer experience.
Through disruption and digital enablement Sydney Water has already
developed cutting edge tools and operating model platforms such as the spatial
hub engine driving the innovation-laden Customer Hub, and are developing the
valuable customer insights that empower our customers to have greater positive
experience.
We will continue to excel together with our business through digital disruption
and enablement so our people have the right technologies and capabilities to
work smarter and allowing our customers, people and assets to be more
digitally connected.
Our current developments on Internet of Things, analytics, cyber protection,
cloud and Integrated Systems Platform, are delivering greater business
opportunities as we can better manage our performance including customer
insights, asset utilisation and peoples’ safety and wellbeing. We are able to
seize new opportunities, better manage our risks, and beneficially prepare our
organisation for the digitalisation of Sydney Water in years to come.
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Data Analytics
and IntelligenceWe are combining our scientific expertise, operational knowledge and customer
understanding, with data to deliver evidence based decisions - from operations
to policy to plans to strategy. We’ll use analytical methods to generate foresight
to support a growing, productive, liveable, sustainable and resilient city.
Analytics enables the business to learn from the past, understand causes and
effects, and generate foresights of the future. We strive to understand what
drives change, and how they impact our business. Analytics ranges from
standard reporting to predictive modelling and forecasting to optimisation. It
relies on data, systems, and knowledge. We’ll collect the right data, in the right
way and analyse it using the most appropriate analytical methodologies. We’ll
work to embed analytics into all phases of decision making in the organisation.
We are working with the Greater Sydney Commission and other planning
agencies to advocate for the interests of our customers - both current and future
- so that it becomes part of Government service provision and infrastructure
planning. Critical to this is the sharing of insights and projections to support
interagency planning. We will be working with stakeholders to ensure
consideration is made of the links between global and city trends with water
demand and supply, waterway health, wastewater discharges, and the way we
operate in the future. Key focus areas include the delivery of analytics to:
• inform decisions and policies to support the long-term water supply-demand
balance and infrastructure planning for the Greater Sydney region
• improve our understanding of our customers to provide better services now
and in the future
• underpin science research across the five program areas
• enable proactive, targeted management of our networks and operations
• better understand weather and climate related impacts.
Everyday, weather plays a role in the way we operate our systems and serve our customers.
Understanding what the weather could be next week, next month, next year and beyond, and
what it means for our services and customers, helps us to be more prepared for future risks.
We are working with experts from the Bureau of Meteorology and the University of New
South Wales to improve the incorporation of weather and climate data, forecasts and
projections into the business. Key work includes:
• building in up-to-date weather observations and forecasts into operational systems
• filling gaps in weather forecasts to enable proactive planning
• understanding the impact of climate change on water demand.
Weather and climate program
Industry and
Government
Strategic
PartnershipsWe partner with the government and private
sector, universities and water industry both
nationally and internationally (Figure 6). Our
partnerships are based on shared values,
challenges and mutual understanding of
desired outcomes from that collaborative effort.
We leverage our investment many-fold and
accelerate our business capability and capacity
through access to global innovation. We are
members of the Australian water industry body,
Water Services Association (WSAA) which
connects the urban water sector through a
structure of Committees and Networks.
We also have strong links to many Australian
water utilities through collaborative research
projects which address utility challenges.
Through our build-own-operate (BOO)
partnerships with Suez, Veolia and Trility, we
access leading edge research and innovation both
locally and internationally for mutual benefit. BOO
Fellowships improve our understanding of
emerging technologies and approaches to
enhance plant operations and build business
capability.
Australian Water Utilities
BOO PartnersUniversities
Figure 6. Strategic research partners18
‘Fit for Purpose’ Governance
Sydney Water has a fit for purpose governance approach to the research and innovation pipeline, ensuring effective end-to-end management from ideation to value
capture. Our governance objective is to be only as firm as necessary to ensure prudent expenditure, and as ‘light touch’ as possible in order to avoid stifling creativity. In this
context, ‘end to end’ refers to a streamlined process where teams form early and remain vested until the transfer, adoption, and benefits phase is complete. The research and
innovation pipeline comprises a pre-concept stage and six stage gates along an innovation continuum. Stage gates are a necessary part of the governance process to ensure
strategic investment of time and money is managed without affecting the flow of ideas through the pipeline and into the business. Technology transfer occurs throughout
the project as key milestones are met.
The six phases (as shown in Figure 7) are concept, feasibility, design & planning, evaluate & monitor and control, close, and transfer, adoption and benefits. There is also the
pre-concept stage where new ideas are generated in a top-down (strategic) and bottom-up (continuous improvement) approach.
1. Concept - An idea is proposed, that must align with the R&I strategy, while delivering benefits and balancing the level of risk.
2. Feasibility - Once the concept brief has been endorsed, the project may progress to the feasibility stage. Here, a feasibility brief must be drawn up, while also assigning
sponsors and end-users to the project. Ideas are formulated into initiatives that are prioritised on the basis of the risks to project delivery, the size of the customer and
enterprise reward, and the level of investment required. A panel determine whether a concept progresses to the next stage. Concepts that do not progress may be
Recycled (looked at again later), Refined (improved for later consideration) or Retired.
3. Design and Planning - A project proposal is completed, along with confirmation of procurement, legal and budget. A project is created, and approval documentation is
completed.
4. Execute, Monitor and Control - Contracts are created, executed and managed. The project is planned according to budget, scope and timeline. There is regular
engagement with the sponsor/end user. The project is monitored and reported on, and the benefits realisation plan is executed.
5. Close - The contract closes, and an adoption plan is executed. A post implementation review is completed.
6. Transfer and Adoption - The implementation is ongoing until outcomes are embedded into business-as-usual processes and or benefits are fully realised.
The project team and sponsor work with the end user or business to transfer the knowledge, outputs and outcomes to realise the benefits for adoption.
19
R&I Governance FrameworkMeasurement
and Reporting
Business Planning Process
Research and
Innovation
Governance Group
Strategic Partnerships and Delivery Partners
Figure 7. Governance Framework
BOO partners
Technology
providers
SWC internal
External
research &
industry
partners
Water utilities
Peak bodies
1. Concept 2. Feasibility3. Design &
Planning
4. Execute, Monitor & Control
5. Research
Close
6. Transfer &
Adoption
Research program
areas
20
Recycle, Refine, Retire
Intellectual Property Management
Sydney Water has, and will continue to, create and use a wide range of intellectual property (IP) resources. Like all IP created and used by Sydney Water, this IP is managed in
accordance with our Intellectual Property and Commercialisation Policy, and the NSW Government Guidelines on Managing Intellectual Property. Our objectives are to:
• Ensure we have the IP rights to conduct our business (Freedom to Operate)
• Avoid infringing third party IP rights
• Maximise the benefits of our IP assets for the people of NSW.
During the term of this R&I strategy, we will continue to develop and use new IP, ensuring that the three objectives are met. Where we collaborate with universities and companies, we
will continue to take a firm but fair approach to IP ownership and usage rights. And where possible, we will seek to maximise our reputational and commercial benefits from new IP
through a balance of publication and commercialisation of our IP.
Through our approach to evaluating third party technology, we will also gain access to IP developed by other companies and universities in Australia and overseas, and will support
inward licensing of IP that will enhance the quality, reliability, and cost-effectiveness of the services we provide to our customers.
Case Study – Commercialisation of inventions
In the past, Sydney Water has patented a number of
inventions, which have gone on to be sold or licensed
for financial return. Sydney Water’s Pochodyla Plug
generated tens of thousands of dollars in royalties,
while a monoclonal antibody, developed with
Macquarie University for detecting cryptosporidium
oocysts, has earned nearly a million dollars in royalties.
Current inventions that have or will yield a royalty
return include the Portable Disinfection System (a.k.a.
the ozone trailer) and its associated ozone detection
system, and the AdaptWaterTM climate risk analysis
software.
Case Study – SCADA systems
We already operate an advanced and complex SCADA
Network (IICATS) comprising specialised telemetry
and software systems. We are also engaged in the
development and implementation of constant upgrades
and improvements. In the course of this process, we
have shared our own code libraries with a software
developer, allowing them to deliver on our needs, but
also enabling their own product development. To
achieve a fair ‘exchange of value’, Sydney Water
consented to the use of our libraries for product
development in exchange for favourable commercial
terms and recognition of our contribution, achieving
both financial and reputation benefit for Sydney Water.
Case Study – Wet well pumping
Some ideas and inventions are not practical for SW to
patent, but are useful enough that we wish to ensure
no one else does either. In 2016, Sydney Water
network technicians developed an approach to filling
and emptying wet wells which markedly reduced wet
well cleaning costs. Rather than seeking to protect or
retain this IP, we decided to publish the results and
offered to share the details of the method, adding to
our reputation for innovation around the world while
eliminating the risk that patent trolls could impede our
freedom to use this method in the future.21
Benefits realisationA complexity noted by Australian universities and governments, and which remains true for Sydney Water, is that the outcomes
and benefits of research and innovation activities may only become apparent some years after a specific project has been
completed. Technology transfer, adoption of innovation, and practice change by the business are key hurdles to
realising the benefits of any research investment. It is also worth noting that research and innovation always carries an element
of risk, meaning that not every research and innovation project will be successful.
The benefits arising from a research and innovation program ultimately contribute to improved outcomes for the business
and the services we provide for our customers. Benefits can be grouped into three main categories:
• Financial (cost reduction, cost avoidance, or cost deferral)
• Risk management (understanding and avoiding / mitigating adverse events and their probable costs), and
• Reputational (enhancing the value and resilience of Sydney Water’s brand).
Estimating the exact contribution of the research investment to the above benefits is difficult to quantify as the improved business
outcomes may be the result of many contributing factors, However, as shown in the accompanying case study, estimates and
assumptions regarding the impact of research can be made.
A holistic program approach to measuring the benefits of investment in the research program is necessary, as well as an
understanding that risk avoidance and mitigation projects are best viewed as insurance against adverse outcomes.
This Strategy outlines three key steps to ensuring that benefits from our research investment are managed end-to end, from the
project concept stage right through to implementation and ongoing validation and adoption to business-as-usual practice. These
include:
1. Expected benefits identification - Identifying suitable value measures which reflect each project’s challenge, opportunity,
or risk, and using these to estimate expected benefits during project prioritisation phase.
2. Technology transfer throughout the project - Proactively managing technology transfer after the research phase of each
project is completed.
3. Actual benefits identification - Supporting and monitoring adoption over an extended period of time (months to years) in
order to observe changes and measure actual benefits arising from the completed project.
Reporting on realised benefits will be delivered on a (6 and 12 monthly) basis, with the aim of providing Sydney Water
management with confidence that our investment in research and innovation provides a measurable benefit well in excess of the
budgeted cost of the program.
Case study - The Advanced Condition Assessment
and Pipe Failure Prediction project
The Challenge - to improve the assessment and prediction of
why critical water mains fail. This has been a six year research
project in which Sydney Water has invested a total of $6M with
15 partners, with a total investment of $16M.
Outcomes and benefits – Project outcomes have contributed
to the deferring of capital investment from $40M/year over the
next five years. The level of confidence of decision making has
improved by 20%, contributing to this capital deferment.
A further investment of $4M over 3 years has been made to
further validate research outcomes within the business. The
estimated benefits from this further investment are:
• Reduce critical water main (CWM) renewal costs by 4%
($5M) within the 2016 - 2020 CWM renewal program and
inform the 2020-2024 CWM renewal program.
• Improve customer satisfaction and assurance of investment
decisions
• Provide a process platform for continuing improvement
through advancing knowledge of pipe failure
• Further benefits will come from a new project where
research to protect pipes with improved linings will enhance
infrastructure and operations with new materials.
22
Industry recognition for our R&I program
We have a strong track record of industry recognition in research and innovation. This
has occurred through our strong collaboration with other research and industry partners to
secure external research grants, such as Australian Research Council (ARC) grants and
Cooperative Research Centre (CRC) project funding. We have also received many state,
national and international awards for key research initiatives. Industry recognition has also
come from our journal publications and conference papers and industry-wide
presentations. Our industry recognition will be reported on an annual basis.
Measuring Our Success
Implementation of R&I outcomes
This strategy will continue addressing the need for end to end execution of research and
innovation within the business. This is likely to further formalise both investment and
resourcing to realising the benefits of research outcomes. We estimate that about 40% of
our R&I portfolio will be targeted to developing new knowledge that helps the business to
develop its medium and long term strategic needs. The remaining 60% will include new
technology assessment, developing and validating tools and approaches, and embedding
outcomes into business as usual practice.
Leveraging our investment
Our ability to lead is fundamental to leverage investment thus ensuring we can maximise
our research investment, share the risk and cost with our research partners and tackle
larger, more complex project challenges. Maximising our leveraged investment will be
continued through accessing external government funding programs, direct funding
arrangements with project partners, national subscription programs such as WSAA, Water
RF, Water Research Australia and other shared funding with our other research, industry and
technology partners. We share the risk and cost of research with our partners so that for
each $1 we spend, $5 worth of research occurs. We will also continue to extend the
reach of our R&D tax incentive program to ensure that we fully capture R&D efforts across
the business.
Innovation Effectiveness Index
Innovation is already a part of how we do things at Sydney Water, but it needs to grow
and develop at an enterprise-wide level. Through this strategy, Sydney Water aims to
better connect and embed innovation across the business and create an innovation
ecosystem that brings siloed innovation activities together into a collaborative and
progressive environment and culture. To measure our success, we will identify the key
elements of effective innovation and collaboration (e.g. ideas into projects, projects into
practice change, sponsor satisfaction, benefits measurement, staff, customer and
stakeholder feedback) and assess our performance against these elements, and combine
into an Innovation Effectiveness Index for Sydney Water.
We will continue to ensure that this strategy optimises Sydney Water’s investment in research and innovation and that our portfolio delivers on the key
business priorities outlined in our Corporate Strategy. The Strategy will have four major performance measures, reported annually, to assess its
implementation and ensure that our program is focussed on doing the right research in the right way, so that the business can realise the benefits.
23
Delivering Safe and Reliable WaterWe are constantly improving our water quality management and monitoring systems to ensure we continue to provide high quality, safe and reliable
water to today’s 4.9 million customers now and in the future.
What we are doing now
We are investigating the impact of climate change on raw water quality, specifically the nature of natural organic
matter (NOM) in raw water and the subsequent impact on water treatment processes, to ensure our treatment plants
can meet demand and quality requirements.
We are driving research to understand the impacts of our disinfection processes. With a focus on enhancing our
disinfection processes and managing an effective disinfection residual ensuring a balance between customer
aesthetic and public health requirements.
Understanding new and emerging contaminants of concern, and the potential risk to our customers from these
contaminants. We monitor and scan for emerging risks to identify risks to customers, determine early intervention
strategies and develop treatment requirements.
We are investigating automation and control to optimise water treatment processes and distribution system
management.
To enable the identification of the source of pathogen contamination events and further protect public health we are
progressing new techniques and tools such as microbial source tracking. Enabling the capabilities of the
laboratories to undertake these methods.
What we will need to do
We will need to maintain a watching brief on emerging contaminants, focussing on fully understanding impacts on
our product and services and the flow on effects to our customers.
We will need to investigate and characterise potential new water sources, including potable reuse of
wastewater and sewage to meet future demand, continue ensuring we have diversity of supply and deliver safe and
reliable water in the future. This will include identifying innovations in direct potable treatment processes.
These activities will ensure Sydney Water is able to contribute to the development of national drinking and
recycled water guidelines and fully participate in the discussion around use of alternative water sources.
Case Study – Improving raw water quality treatment
and capacity
Poor raw water quality and increased levels of coloured NOM
impacts the performance of our water filtration plants,
reducing the volume of safe drinking water that can be
provided by the plant. To maximise the plant’s capacity,
Sydney Water, in collaboration with UNSW and SME
Instrument Works have developed a world first instrument to
measure floc strength in our water treatment plants. It
enables the optimisation of treatment chemical use and
maximises water production at the plants, particularly after
heavy rain.
The instrument is designed to address water treatability but it
is also robust and easy to use, making it suitable for use by
our operators in the treatment plants. The instrument is
currently being used and validated at Nepean Water
Filtration plant.
Top view of floc strength instrument24
Deliv
eri
ng
Safe
an
d R
elia
ble
Wate
r
Research areas & key outcomes Short-term horizons 1-5 years Medium term horizons 5-10 years Longer-term horizons 10 years+
Understand the long-term
impacts on raw water quality to
ensure treatment capacity is
maintained
• Understand the impact of changes in NOM present in
source water to maximise the capacity of our treatment
plants and to ultimately develop early warning systems e.g.
ARC linkage project.
• As a first step in maximising treatment plant capacity
refinement and installation of floc strength instrument into
WFPs.
• Research new and novel treatment technologies such as
novel polyelectrolytes and graphene.
• Understand potential impacts of the release of carp virus
on water quality.
• Understand the contribution of climate change to
the formation of recalcitrant NOM.
• Understand the contribution of climate change to
emerging risks such as algal, macrophytes and
raw water quality.
• Predict and prevent water quality events
which impact on treatment processes.
• Develop a comprehensive understanding of
source water quality and Sydney Water’s
ability to respond rapidly to change.
Optimise treatment and
disinfection practices to ensure
balance between formation of
disinfection by-products and
protection of public health
• ARC linkage project on nitrification to better understand our
water chemistry and the role of microorganisms on our
disinfection processes.
• Develop a chlorine decay model specific to Sydney Water
networks.
• Facilitate the implementation of the chlorine decay
model, including automation and online control to
optimise disinfection.
• Investigate alternative water treatment processes
and practices to minimise the formation of
disinfection by-products.
• Treatment process, ensuring pathogen
removal, which do not result in the formation
of disinfection by-products.
Identify and understand
emerging contaminants of
concern in drinking water
• Engage with WSAA working groups to develop industry
position on contaminants of concern.
• Articulate Sydney Water’s position on opportunistic
pathogens, Per- and polyfluoroalkyl substances (PFAS),
microplastics and nanoparticles in drinking water.
• Keep a watching brief on emerging contaminants.
• Develop treatment and management options for
high-risk contaminants.
• Investigate rapid online identification methods for
chemicals of concern.
• Drive industry and regulatory changes to help
identify and manage chemicals of concern.
• Robust practices to identify and manage
contaminants of concern and re-emerging
pathogens.
Optimise and identify laboratory
techniques, for microbial source
tracking and identification of
contamination events
• Investigate molecular techniques for source tracking of
microbial contamination.
• Understand the characteristic and contribution of non-
faecal derived Escherichia coli isolated from raw waters.
• Characterisation of microbial contamination risks in
Sydney Water’s source waters, using accurate
faecal derived indicators.
• Investigation of the development of on-line
monitoring for microbial contamination events,
based on molecular techniques.
• Robust, on-line detection of microbial
contamination events.
• Routine use of microbial source tracking
techniques to undertake risk assessments
reducing public health risks.
Develop alternative water
supplies
• Investigate potable reuse as an alternative water supply
option, identify research gaps and scientific barriers to
implementation.
• Investigate stormwater as an alternative water source.
• Identify the required treatment criteria for the full
range of recycling options, including stormwater
and potable reuse.
• Provide input to and influence the development of
guidelines and regulation for potable reuse.
• Comprehensive understanding of alternative
water sources into Sydney Water’s water
supply portfolio as required by the changing
supply and demand balance.
• Development of robust and reliable treatment
processes to use alternative water sources. 25
Enhancing Assets and Operations
What we are doing
We are using advanced condition assessment techniques and intelligent sensors to improve our ability to
monitor the performance of both our water and wastewater systems. The research areas include robotic inspections
and the use of novel sensors to monitor critical water mains and concrete sewers.
We are looking at ways to improve workplace health and safety for our workforce including using robotics for sewer
inspections, lighter materials for transport and handling, wearable technology coupled with virtual and augmented
reality for lone worker applications.
We are investigating and trialling new methods and materials such as smart linings and geopolymer concrete to
extend the life cycle of our existing assets and improve asset reliability to minimise service interruptions and
disruptions to our customers.
We are using better monitoring systems and techniques along with advanced data analytics to optimise the
operation of our networks, including main failure prediction and sewer choke modelling.
We are contributing to new standards and designs to promote the development of more innovative products and
services and facilitate their adoption.
What we will need to do
To allow better targeted preventative maintenance and renewals, reduce costs and enhance the reliability of our
services we will focus on further development of intelligent online monitoring capability to improve our ability to
accurately predict the condition of our assets and their performance.
We will work to develop intelligent automated online sensing integrated with improved systems learning to facilitate
timely operational decisions and corrective actions to improve the efficiency of our services.
We will investigate the use of innovative materials, including those with self-sensing and self-healing capabilities
built in during the design and manufacturing stages to improve asset performance/reliability and to reduce the need for
entry to assets.
Case Study – Using robotics to inspect critical
water mains
This project aims to build two sets of pipe condition
assessment tools: one for rapid internal deployment and
response in the event of a water main break, and the other
for planned internal condition assessments of water pipes.
Three prototype systems have been designed, built and
evaluated. These consist of two main components; a
driving cart and a sensor module. Traversing the cart along
the pipe, motion of sensor modules and data acquisition
are all controlled by the electronics placed inside a water
resistant on-board computer enclosure. Sensing is
accomplished by means of enhanced Pulsed Eddy Current
(PEC) technology capable of high speed measurements.
Prototypes have been deployed in the Strathfield pipe
testbed and another operational pipe in Hector Street,
Canterbury-Bankstown for preliminary field testing.
Prototype testing in an in-situ pipe test-bed and view of robot.
To meet customer expectations, we are striving to improve the performance and extend the life cycle of our assets, as well as increase the efficiency
of our operations using intelligent technologies and advanced analytics.
26
En
ha
nc
ing
As
se
ts a
nd
Op
era
tio
ns
Research areas & key
outcomesShort-term horizons 1-5 years Medium term horizons 5-10 years Longer-term horizons 10 years+
Enhance current and
future service
standards to improve
and extend asset life
• Collaborate with private industry to enhance innovation during design.
• Trial new lining materials for renewal techniques e.g. CRC-P Smart
linings for pipes and infrastructure.
• Trial alternative options to inhibit corrosion of sewers.
• Incorporate novel materials in the design and
manufacture of assets.
• Engage with stakeholders to modify trade waste
discharge standards to reduce corrosion and odours.
• Develop self-healing materials for critical
assets.
• Adopt next generation asset standards
and specifications and influence the
wider water industry.
Improve workplace
health and safety in
operations
• Use of robotics for sewer inspections to minimise the need for access
by workers.
• Use drones for sewer outfall and other asset inspections.
• Trial wearable technology for lone worker applications.
• Evaluate potential impacts of climate change on workplace practices.
• Investigate the use of new lightweight materials to
facilitate transport and handling.
• Test advances in technology and methods such as
augmented and virtual reality to improve worker
safety.
• Explore automated and remotely
operated technologies to minimise
worker exposure to hazardous
conditions.
• Next generation intelligent workplace
safety monitoring and management
technologies (people and assets).
Optimise lifecycle
investment decision
making to enhance
reliability of services
• Optimise parameters for managing water and wastewater networks
(e.g. disinfection, demand energy and chemical dosing)
• Improve critical asset failure prediction for water and wastewater
assets using data analytics to understand long term performance.
• Improve prioritisation of active leakage detection and small diameter
pipe renewal programs using data analytics.
• Review of asset redundancy to improve reliability.
• Investigate condition assessment methods for stormwater assets.
• Explore modular decentralised treatment plants.
• Consider novel climate change adaptation options.
• Explore disruption distribution technologies for pipes
and chemicals (in-pipe treatment)
• Use of next generation data analytic tools and
techniques to predict asset performance.
• Develop monitoring and mitigation strategies to
control the critical factors relating to asset reliability.
• Investigate measures to protect stormwater assets
against the impact of climate change.
• Better or fully remote silt removal for sewers.
• Data integration of critical infrastructure
data to facilitate urban planning.
• Research into innovative climate
resistant design of assets and
operational protocols.
• Develop new workplace procedures as
an adaptation to climate change risks.
Improve smart
monitoring, sensing
and proactive
maintenance to
improve customer
service
• Identify emerging sensor technologies for water and wastewater
networks.
• Intelligent monitoring of water and wastewater networks to improve
both network operation and product quality.
• Monitor diurnal flow variations in sewer networks to provide early
warning of chokes.
• Intelligent asset condition assessment and monitoring for better
targeting of maintenance and renewals.
• Build intelligence towards partial automation of treatment plants.
• Identify state of the art smart metering technologies including data
management and transmission options.
• Intelligent asset monitoring to provide efficient
maintenance and timely intervention for sewer
chokes.
• Develop smart monitoring devices for asset
performance and product quality.
• Use of emerging technology to automate a pilot
wastewater treatment plant.
• Investigate full automation and control of networks.
• IoT trialled and in practice.
• Intelligent monitoring and self-aware
systems that are potentially self-healing.
• Automated robotic driven sensing and
maintenance technology on sewer and
water mains.
• Artificial intelligence embodied in water
and wastewater systems.
• Full automation of water and wastewater
treatment plants.
27
Protecting and Enriching Natural Waterways We will contribute to healthy waterways and clean beaches that our communities can continue to enjoy. To achieve this in a dynamic and rapidly
growing city will require new and innovative ways of operating in a holistic catchment approach.
What we are doing now
We are supporting and driving research to understand the role of treated wastewater as a pathway for contaminants of
concern to enter the environment. We are keeping a watching brief as knowledge and experience grows around the use and
application of these contaminants, including but not limited to per fluorinated compounds (PFAS), microplastics,
nanoparticles, endocrine disruptors, fragrances and antibiotic resistance.
We are reviewing and refining our environmental monitoring programs to ensure they are based on the best available
science and deliver high quality data to drive targeted improvements to our operations. This includes trialling new methods
and technologies such as drones, stable isotopes, passive samplers and microbial DNA.
We are collaborating with our stakeholders to incorporate a whole of catchment approach into our planning and processes
to achieve the best environmental outcome. This approach will enable us to accommodate growth in Western Sydney, and
protect the health of our waterways.
Using our state of the art models to simulate hydrology and water quality across the Hawkesbury Nepean, Sydney Harbour
and Botany Bay catchments, we are providing quality science based support to inform our decisions.
The impact of climate change has the potential to detrimentally affect Sydney’s waterways by increasing the likelihood of
algal blooms and macrophyte growth. Using new technology and collaborations with experts, we are identifying the
source of the nutrients so we can better target management strategies.
What we need to do
We will invest in monitoring and modelling tools to predict environmental impacts, enabling us to be more proactive in
our management decisions.
We will continue to proactively scan for potential threats, scientific risks, emerging issues and new emerging treatment
technologies and materials, to ensure we are well positioned to address these risks and safeguard our natural assets.
Using a whole of catchment approach we will incorporate integrated water cycle management in our planning decisions to
accommodate growth and enhance liveability.
We will investigate new approaches to improve the resilience of Sydney’s waterways.
Case Study – Using drones to survey nearshore
outfall ecological communities
We have recently trialled using drones to survey the
ecological communities on rock platforms adjacent to
nearshore wastewater treatment plant discharge locations.
These sites are currently not surveyed due to inaccessibility
and/or safety concerns.
This new method involves collecting images using drones
equipped with both a high resolution 12 megapixel camera
and a multispectral camera, generating an orthomosaic by
automatically merging images by detecting common features,
automatically classifying the land use types and overlaying a
quadrat to determine the percent cover of algal growth using
specialised software. The surveys can be repeated at exactly
the same location to track the change in percent algal
coverage overtime.
This new method will improve staff safety and allow Sydney
Water to comply with our environmental protection licences,
using a repeatable cost-effective method.
28
Pro
tec
tin
g a
nd
En
rich
ing
N
atu
ral
Wate
rways
Research areas & key
outcomesShort-term horizon 1-5 years Medium term horizon 5-10 years Longer-term horizon 10 years+
Remain vigilant in our
understanding of
emerging
contaminants of
concern to protect the
receiving
environment
• Engage with our environmental regulators, the water industry and key
stakeholders to understand the risks and implications of emerging
contaminants in wastewater, biosolids and reuse, and the potential
impact on the environment.
• Map our catchments to understand the source of contaminants from
customer to catchment including trade waste.
• Explore new approaches to identify emerging contaminant risk.
• Support Sydney Water’s laboratories to develop new accredited
methods for emerging contaminants where economically viable.
• Develop cost effective technologies and approaches to
reduce key contaminants of concern to appropriate levels
during the wastewater treatment process.
• Understand and predict the long-term bioaccumulation and
impact of chemicals of concern.
• Investigate rapid online detection for high risk contaminants.
• Influence and support technical solutions for source control.
• Explore resource opportunities to capture and harness
chemicals that can be used beneficially.
• Continuous scanning for
identification of contaminant risk
in water, wastewater,
stormwater and biosolids.
• Develop source control
measures for high risk
chemicals.
• Improve monitoring technologies
to inform contaminant risk.
Implement smarter
monitoring processes
to understand the
impact of wastewater
on the environment
• Review and update our environmental monitoring programs to better
target the impact of wastewater discharge on the environment.
• Trial new technology to identify the source of nutrients under different
climate conditions.
• Investigate smarter ways to undertake environmental monitoring to
protect worker safety.
• Collaborate with all NSW state and local government stakeholders to
coordinate and maximise monitoring efficiency.
• Investigate the application of advanced automated monitoring
through use of unmanned aerial and underwater systems.
• Investigate and install rapid online monitoring sensors at
optimal locations as an early warning system.
• Investigate the impact of variable flow discharges and
concentrations to reduce our energy footprint.
• Support the development of an online water quality database
for our stakeholders and customers.
• Robotic inspections of our
receiving water environment.
• Maximise resource recovery and
reuse from our deepwater ocean
outfalls in conjunction with
higher quality discharge to the
ocean environment.
• Zero discharge to sensitive
waterways as appropriate
Incorporate a whole
of catchment
approach to protect
our waterways and
improve liveability
for our customers
• Develop clearly defined water quality objectives and sustainable loads
for key zones in all Sydney’s waterways that receive wastewater.
• Identify the role of diffuse versus point source nutrients in
eutrophication in key waterways during different climate cycles.
• Investigate instream processes to fully understand Sydney Water’s
influence on algal and macrophyte growth.
• Investigate the feasibility and application of wetlands and other natural
treatment systems to improve waterway health.
• Investigate and quantify the impact of both wet weather overflows and
stormwater on the receiving environment.
• Identify and integrate the greening and liveability of South Creek in line
with our customers values into the planning process.
• Explore new, innovative and cost-effective approaches for
enhanced nutrient removal and reuse.
• Use high quality wastewater discharge to contribute to a self-
sustaining healthy environment which includes a mixture of
wetlands, pools and riffles.
• Contribute to the greening and liveability of South Creek in
line with our customers values.
• Incorporate predicted climate change impacts in our planning
and operations.
• Deliver water quality outcomes
using a whole of catchment
approach to wastewater
management, including
stormwater.
Optimise decision
support tools to
predict environmental
impacts from our
operations
• Promote acceptance and understanding of our state of the art models.
• Develop a predictive ecological model to understand the impact of wet
weather overflows on the receiving waterways.
• Develop a leading edge hydrodynamic and water quality model for the
South Creek catchment.
• Enhance the ecological modelling component of the
Hawkesbury Nepean and South Creek models.
• Embed climate change predictions into our existing suite of
models for all future planning scenarios.
• Continue to develop and
improve the next generation of
modelling platforms.
29
Improving Treatment and Resource Recovery
What we are doing now
We are developing tools to predict co-digestion performance with different types of organic waste and to better understand
the impact on downstream process performance.
We are investigating renewable by-products such as methane in biogas for co-generation and we are looking for alternative
uses for extra biogas that will be produced if co-digestion is permanently implemented in applications such as production of
bioplastics and cleaner fuels for potential use in transport.
To reduce the impact of odour on customers and engage with the community, we are developing tools to predict and better
manage odour in our treatment plants and networks.
To meet population growth with minimal capital expenditure, we are trialling low cost, low energy, easy to retrofit wastewater
technologies. The central focus is nutrient removal to meet regulatory requirements, reduce biosolids, minimising transport costs
and disruption to customers.
What we will need to do
In line with the principles of the circular economy, we will embrace wastewater as a resource and continue our efforts to identify
potential markets for wastewater components that can be cost-effectively, sustainably recovered, providing value adding
opportunities for residuals (biosolids, grit). We will also explore the potential feasibility to recover and reuse high value carbon
products (e.g. biopolymers, volatile fatty acids, plasmids, bioplastic precursors, etc) and leverage extraction technologies for
possible commercial applications in other sectors such as pharmaceutical, veterinary, biotechnology and others.
We will investigate advances in process engineering on the development of self-managed intelligent processes with feedback
and feed forward control to achieve full automation of wastewater treatment plants and maximise performance.
To position Sydney Water for future foreseeable risks and defer capital expenditure on plant upgrades, we will identify and
assess the next generation of retrofittable treatment technologies and improved treatment chemicals.
Our research efforts will be expanded to develop graphene oxide and other new materials as cost effective alternatives to
existing technology to prepare for longer term needs such as effluents recycling (direct and indirect potable reuse)
We will expand studies to substantially reduce chemical costs during treatment by identifying more efficient chemicals such
as novel polymers and polyelectrolytes for wastewater and water respectively.
Case Study - Analytics to predict co-digestion
performance and downstream effects
Sydney Water is driving the $1M ARC linkage project to
predict anaerobic co-digestion and downstream process
performance. The project has a world first pilot plant at
Shellharbour wastewater treatment plant (WWTP) that
will enable Sydney Water to establish process
improvements to maximise biogas and electricity
generation. The uniqueness of the project is that the
downstream effects of co-digestion will be quantified. The
University of Wollongong and University of NSW are
partnering in this research project. Outcomes will inform
commercial decisions as to the technical feasibility of
introducing co digestion in other WWTPs.
Shellharbour Co-digestion Pilot Plant
We will look for sustainable treatment solutions, incorporating the recovery of valuable material from our wastewater, managing the impact of our
waste products, and reducing our carbon footprint.
30
Imp
rovin
g T
rea
tmen
t an
d R
es
ou
rce
Reco
very
Research areas & key
outcomesShort-term horizons 1-5 years Medium term horizons 5-10 years Longer-term horizons – 10 years +
Identify energy
generation and reuse
opportunities to
produce new value
added products and
services
• Develop data and predictive analytics based decision making tools to
minimise long and expensive experimental testing.
• Investigate novel techniques for in-situ cleaning biogas (biogas
enrichment).
• Optimise co-digestion through enhanced
automation and sensing capability.
• Exporting biogas for external uses such as
transport and fuel.
• Manufacture of value added
products such as bioplastics and
syngas from enriched biogas
Identify and trial new
emerging technologies,
processes and novel
chemicals to optimise
water and wastewater
treatment (including
energy efficiency and
odour management)
• Design and initiate development of a case study using intelligent
processes with feedback and feed forward control to maximise
performance (partial automation).
• Assess techniques to maximise energy recovery from wastewater (e.g.
anaerobic digestion, gasification etc.) and concurrently manage high
loads of nutrients.
• Increase interaction with technology platforms such as Water Research
Foundation LIFT and Isle Utilities to access information on new
retrofittable treatment technologies.
• Pilot plant trials of new materials and technologies (e.g. graphene
oxide membranes, microbial encapsulation techniques such as
Microvi) to develop more cost effective, lower energy and smaller
footprint solutions for water and wastewater. This includes new
polymers and polyelectrolytes for wastewater and water applications.
• Investigate novel processes for managing oil and grease.
• Investigate opportunities for wider beneficial use of biosolids and
potential for enhanced community engagement on odour.
• Identify and assess the next generation of
emerging technologies (high capacity novel
adsorbents) being developed to enrich biogas for
the water industry or being used in other industry
sectors.
• Design and carry out partial automation trial with
feedback and feed forward control to maximise
WWTP performance.
• Explore disruptive technologies combining novel
physico-chemical and microbiology processes to
dramatically reduce plant footprint whilst
increasing throughput to meet growth.
• Investigate source separation and reuse options
at point sources with industrial customers.
• Develop and implement energy best practice
benchmarks for planning, design and operation of
assets.
• Develop tools to tailor (and
optimise) the balance of energy
use, level of treatment and
biosolids recovery
• Design and plan for “fit for purpose’
treatment regimes for individual
plants
• Explore the potential of Artificial
Intelligence and autonomy in water
and wastewater treatment plants.
• Guiding the new materials research
to develop self regenerating
absorbents to remove chemicals of
concern and pharmaceuticals in
effluents and minimise impact on
the environment
Identify resource
recovery opportunities to
contribute to the circular
economy
• Adapt existing methods to identify target materials for recovery from
wastewater.
• Develop novel approaches to tackle intractable challenges in sludge
treatment reducing biosolids volume and odour.
• Carry out cross industry sector resource recovery
at demonstration scale.
• Adapting technologies from other sectors
(TRL≥5) to recover materials from wastewater.
• Install at least one prototype demonstration plant
to recover materials or produce bioplastics with
suitable manufacturers.
• Identify other materials of interest to other
industry sectors that can be recovered.
• Explore technological opportunities
to achieve zero net emission plants
by 2050.
• Sydney Water WWTP’s become
biorefineries for the recovery of
valuable materials for various
industry sectors.
31
Enabling Resilient and Liveable Cities
.
What we are doing
We are developing tools like AdaptWaterTM to better quantify climate change risks on our own infrastructure and
operations to better inform our capital investment planning. We have also begun to assess interdependency risks with energy,
telecommunications, transport and other supply chain providers.
We are evaluating the role of water in reducing urban heating in geographical locations in western Sydney to better
understand the impacts of a changing climate on future water supply requirements and broader social and environmental
impacts on public health and liveability.
We are integrating climate science projections from the NSW and ACT Regional Climate Modelling (NARCLiM) into supply
demand models and water quality models so we can better predict future impacts, rather than drawing on historical weather and
climate data to support these tools.
To increase our resilience and reduce our reliance on mains power we are looking at ways to improve energy generation and
storage, including novel battery technologies for back up. Explore alternative energy sources and energy recovery options.
What we will need to do
We need to work with other government agencies to monitor and update climate projections to ensure we use the best
available science in our business planning.
We need to investigate the integration of new materials, greening and water to reduce urban heating on city
infrastructure, enhancing the surrounding environment and improving liveability and health outcomes for communities, with a
focus on western Sydney.
To align with Sydney Water’s long-term strategy, we will look for opportunities to integrate emerging technologies and
approaches for both infill and greenfield sites.
We will look at ways to adapt to climate change risk and any shared adaptation responses with supply chain partners will
need to be considered where interdependencies are identified, to reduce costs and ensure continuity of services for customers.
We will scan and trial new sustainable technologies for water efficiency to inform future water security for our city and our
customers.
Case Study – Cooling Western Sydney
Sydney Water plays a key role in the future development
and shaping of a cooler western Sydney. Undertaken in
collaboration with the Low Carbon Living CRC and
University of New South Wales, leading-edge tools were
used and world-renowned expertise in microclimatic
research evaluated the cooling potential of the urban
heat mitigation technologies (greenery, water and cool
materials) and their impact on energy, peak electricity
demand, health, environment and thermal comfort.
The study showed that incorporating a multi-faceted
approach to reducing urban overheating will provide
more comfortable thermal conditions for residents in
western Sydney. The combining of cool materials and
water-based technologies was the most effective
strategy to mitigate the negative impacts of urban
overheating. This is a new way forward that focusses on
making western Sydney a more liveable and climate
resilient part of our city.
To build our resilience, we will need to understand the long-term challenges that face our growing city and the contribution of water to delivering
improved liveability outcomes for our current and future customers.
32
En
ab
lin
g R
esil
ien
t &
Liv
eab
le C
itie
s
Research areas & key
outcomesShort-term horizons 1-5 years Medium term horizons 5-10 years Longer-term horizons – 10 years +
Support the creation of
climate resilient assets to
meet future servicing and
liveability demands
• Embed quantification of climate change risks using AdaptWater
TM into capital investment planning.
• Understand interdependency risks with supply chain providers
e.g. energy, telecommunications and transport.
• Incorporating best practice science into Sydney Water’s water
quality, supply and demand models (e.g. NARCLiM outputs,
IPCC 2021).
• Partner with other government agencies to achieve better
clarity around the use of scenarios and datasets.
• Embed interdependency risks with supply
chain providers and including a cost
sharing model.
• Embed revised climate projections into
modelling and decision-support tools.
• Integration of finer resolution datasets
(e.g. 2km grids) into all climate dependent
models.
• Further develop adaptation options to reduce risk
and opportunities to share solutions with other utility
providers. Incorporate new technology development.
• Enhanced integration of longer term climate
projections into decision-making tools, e.g. IPCC
reviews and inter-agency downscaling.
• Integration of finer resolution datasets (e.g. 1km
grids) into all climate dependent models.
Explore new technologies
which integrate water,
design, and material
sciences to achieve urban
cooling
• Determine impacts of initial mitigation strategies (and role of
water) to reduce urban heating (Cooling Western Sydney
project).
• Pilot scale heat mitigation projects integrating water, the built
and natural environment to achieve urban cooling outcomes.
• Ongoing trials to optimise and validate a
suite of technologies.
• Supporting whole of city initiatives to integrate
water, wastewater and recycled water into the urban
landscape to optimise cooling and liveability.
• Materials that capture, treat and reuse water more
efficiently (e.g. biomimetic materials) at scale.
Test and evaluate scenarios
to explore new approaches
for future servicing
• Scan for new and or successful candidate technologies for
alternative servicing and source solutions e.g. novel
decentralised treatment, stormwater capture and reuse.
• Develop research roadmaps to guide technology trials under
the Long-term strategy, including inputs into the design,
monitoring and analysis.
• Ongoing support for the Lighthouse
technology trial program.
• Support adoption of successful
technologies.
• Explore the application of blockchain
technologies
• Develop a methodology for delivering an optimised
suite of technology solutions to meet the needs of
future developments.
Improve energy efficiency,
investigate alternative
energy sources and storage
options to increase our
resilience and minimise
costs
• Investigate ways to reduce energy usage and improve storage
to reduce our reliance on mains power by trialling novel
technologies e.g. sodium ion batteries.
• Improve energy efficiency through alternative sources such as
heat exchange.
• Identify and support trials to optimise
Sydney Water’s energy supply/demand
balance and responsiveness.
• Optimum suite of technologies to take Sydney
Water off-grid.
Explore new water efficient
technologies and tools to
promote water conservation
• Evaluate new technology and materials, and water conserving
design such as multifunction smart meters and water efficient
devices.
• Understanding human engagement with water efficient
technologies (e.g. through Agent Based Modelling).
• Support trials of new technologies such
as waterless appliances (washing
machines), air cooled condensers for both
residential and non-residential
applications.
• Take a holistic approach to implementation of water
efficient technologies, considering the optimal mix of
technologies and interdependencies with other
technologies (eg energy) and behavioural factors.
33
Science, Research and Innovation Team
Customer Strategy and Regulation
© Sydney Water. All rights reserved. July 2018.
SW131 12/18