INFRASTRUCTURE. A Smart Strategy Global Water Asset Management Lead, Ove Arup NYC FORUM -

Transcription

1 SMART INFRASTRUCTURE A Smart Strategy Ian.gray@arup.com Global Water Asset Management Lead, Ove Arup FORUM - NYC

2 What I ll Cover Context Developing a Smart Strategy Step 1 Develop a resilience strategy Step 2 Develop a long term strategy Step 3 Develop a medium term plan Conclusion Questions

3 Context Water is a vital resource for human livelihood and wellbeing and the global water industry is faced with a vast array of challenges. Building a long term strategy to meeting these challenges is an imperative. Welsh Water 2050 is an example of good practice thinking of how Smart evolves a part of a overarching strategy.

4 Context - An complicated Water Cycle Multiple interconnected Systems

5 Context Multiple Stakeholders Water company

6 Developing a Smart Strategy Need Step 1 Resilience Strategy Step 2 Long term Strategy Step 3 Medium term plan requirement to refresh the longer term strategy to inform stakeholders e.g. customers, staff, regulators and government bodies to show a vision of future challenges and approach to addressing them Review of longer term shocks and stresses that need to be considered Build a clear long term strategy for consideration by stakeholders Medium term plan to start the journey

7 Busines s Process es People and Culture RESILIENCE QUALITIES Step 1; Developing a resilience strategy LENS PROCESS Future Mapping AMP6 AMP 7 Towards Visi on Benefit vs Ease of Implementation Maturity Matrix Asset, Technolog y & IT Data Custom ers

8 Drawing on global good practice Figure 4: A selection of the global good practice resilience work reviewed for this project.

9 Safe Smarter Sustainable Supportive The Four Pillars of Resilience for Welsh Water Key objectives Smarter one of the 4 pillars In order to support this overarching mission and vision, Arup has worked with Welsh Water to define four resilience pillars, outlining overarching objectives for Welsh Water: 1. We are Safe at all times. 2. We will be Smarter in our use of data and information. Contingency planning High impact failures Asset redundancy Urban flooding Water quality Integrated information Customer communications Future Projection model Real-time control Real-time impact monitoring Water resources management Integrated catchment management Circular economy Natural Capital Understanding Sustainable abstraction Long-term financial planning Resilience in process and design Training and knowledge management External communications Diversify supply chain 3. We will develop a Sustainable approach to the environment and natural resources. 4. We will develop a Supportive organisational structure to deliver resilience. Source: WW Resilience Strategy

10 Step 2; Develop a long term strategy Vision; Earn the trust of customers every day Mission; to become a truly world class, resilient and sustainable water service for the benefit of future generations Source: WW 2050

11 Welsh Water 2050 Alignment

12 WW2050 Resilience check back Welsh Water have completed assessments of their projected resilience performance in 2050 if they completed all of the progressive or all of the comprehensive scenarios. Source: WW 2050

13 WW Strategic Responses Opportunities associated with this Future Trend are harnessed by the Strategic Response Challenges associated with this Future Trend are mitigated by the Strategic Response Source: WW 2050

14 WW Strategic Response 10 Strategic Response 10; Smart water systems management We will improve how we manage our data, improving data collection, communication systems, and data analytics, across our own networks and assets; We will work with customers and stakeholders to co-collect data on customer water supply and discharges, including load profiles and water quality at tap, using smart metering and other data collection devices; We will implement cyber security to prevent attacks on our assets and data; We will improve our data management, data sharing and display, including sharing datasets across the business and with third parties if appropriate; We will provide improved network equipment for control and automation, for example, automatic combined sewer overflows; We will improve sensing and automation and control equipment in our assets to enable automation of our systems; We will encourage the co-collection of data with customers and stakeholders; and We will develop a dynamic procurement platform Source: WW 2050

15 But Smart can be disruptive The world is becoming increasingly interconnected and data rich. The speed of change is increasing?

16 Digital Disruption Weather Prediction Currently, the water sector is only capable to respond to damage caused by wether events once it has happened, with insufficient forecasting combined with ageing, deteriorating assets. Future developments in digital may create opportunities for networks to be more responsive to changing weather patterns and prediction of natural disasters and events, in order to pre- empt and plan for failure. Source: Arup Digital Tide cards provide an accessible tool to provoke discussion about how emerging technologies could disrupt the way the water sector operates.

17 Digital Disruption Drones Drones are rapidly being adopted by the built environment sector as a means to conduct site surveys, construct 3D models, and monitor and maintain infrastructure and buildings. Source: Arup Digital Tide cards provide an accessible tool to provoke discussion about how emerging technologies could disrupt the way the water sector operates.

18 Digital Disruption Distributed Sensor Networks Sensor networks are wireless connected sensors distributed in cities or assets helping to collect data which help decision-makers and designers better understand built environments. Sensors are becoming smaller, cheaper, and progressively more deployable. This enables designers, engineers and architects to build up sensor networks and create operational interfaces for users and stakeholders. Source: Arup Digital Tide cards provide an accessible tool to provoke discussion about how emerging technologies could disrupt the way the water sector operates.

19 Digital Disruption Demand Side Internet of Things Internet of Things (IoT) technology on the demand-side will enable households and workplaces to be smarter, more efficient and better controlled. IoT applications are already having an impact in a number of sectors, by making data more transparent to end users and enabling seamless interactions. The water sector is also starting to be influenced by this new relationship between people and data. Source: Arup Digital Tide cards provide an accessible tool to provoke discussion about how emerging technologies could disrupt the way the water sector operates.

20 A need to consider disruption holistically

21 Step 3. Develop a medium term plan Landing smart into a business requires effective change management; Welsh Water then ensuring that the next 5 year plan delivers towards WW2050

22 Using Welsh Water ISO55000 systems

23 Aligning change to Organisational Strategic Plan External Stakeholders Welsh Water 2050

24 Conclusion Successful landing delivers sustainable out performance through exploiting good practice asset management practice. Make Smart thinking a realisable opportunity

25 Questions

26 SMART INFRASTRUCTURE A Smart Strategy ian.gray@arup.com Global Water Asset Management Lead, Ove Arup FORUM - NYC