The Dŵr Cymru Welsh Water Smart Hub

Darren Sheen – Smart Hub Development Manager

A little bit about Dŵr Cymru Welsh Water

• We are the sixth largest of the tenregulated water & seweragecompanies in England and Wales.

• Since 2001, we have been owned,financed & managed by Glas Cymru.

• Unique in the water and seweragesector, Glas Cymru is a companylimited by guarantee & as such hasno shareholders with all gains goingto customers.

• We have 1.4 million householdcustomers & 110,000 businesscustomers

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Key highlights of our Wastewater & Water Assets

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Water

68 treatmentworks

367 ServiceReservoirs

29,000km lengthof water mains

820 TreatmentWorks

2000 PumpingStations

24,000 km lengthof sewers

Wastewater

820 TreatmentWorks

2000 PumpingStations

24,000 km lengthof sewers

DCWW’s long term vision – Smart Hub will…

• Be resourced & capable to meet operational challenges.

• Operate defined processes supported by advanced technologyand Smart Networks which have improved instrumentation,automation & control.

• Bring together people, process & technology to:

• Improve customer service through predictive &preventative capability - Minimising impacts and avoidingasset failures

• Increase efficiency (hence reduce cost) though betteranalysis -More choice about when to visit an asset and whoto send

• Improve field performance through better problemanalysis - Knowledgeable support & information, increasedcompliance for the field teams

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How will we achieve this?

• Applying best practice, sharing our experiences and joint learning

• WCRF – event hosted in May

• SWAN

• Adopting the SWAN layer model within DCWW has allowed us to apply it toour water and wastewater networks and build a Smart Programme Plan

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To align to the evaluation andimplementation of technologies andsolutions we want to ensure ourpeople have the right skill sets tooperate, undertake analysis, triageand make key informed decisions.

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How will we achieve this?

Empowered People

A fully competent team withthe right skills & support, inwork at the right time tomeet the workloaddemands.

Teams working to a definedset of processes but with theempowerment to respond &adapt to each individualsituation working closelywith the field teams.

Clear objectives, and themeans to measure progresstowards our goals.

Intelligent Systems Linked Networks

Smart Hub

Monitoring, Automation & Control

Leakage, Energy, Pollution, Analytics and other Operational initiatives

Empowered People

• Setting the right tone - Guiding principles are in place from our Boardand COO.

• The paper, “Alarm Management to Integrated Control” by StuartNewstead talks about the move from a ‘catch & pass’ to adding realvalue.

• Demand has been analysed allowing FTE numbers to be calculated &shift patterns have been created to meet that demand.

• Roles have been redefined & we are currently filling the positions ofResponse Analysts and Risk Analysts.

• Behaviours, values & culture are key to sustainable success

• Support, train and develop – motivated teams.

• The move from being less ‘Reactive’ and more ‘Proactive’.

• Monitor & report – ‘Actionable Insight’

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What will Smart networks look like for DCWW?

Empowered People Intelligent Systems

Systems & technology whichsupports and supplementsthe processes & decisionmaking of the Hub team.

Tools and Applications thatdraw upon DCWWoperational data to deliverdescriptive, diagnostic,predictive and prescriptiveanalytics.

Focus on pre-empting assetfailure, minimising customerimpact and improvingefficiency.

Linked Networks

Smart Hub

Monitoring, Automation & Control

Leakage, Energy, Pollution, Analytics and other Operational initiatives

Intelligent Systems

• Over the last 18 months, we’ve been working on a number of Proof of Concepts

• Situational Awareness – To evaluate whether multiple data feeds fed into onegeospatial view can enhance our decision making capability to speed up decision making

• MISER - To Implement and evaluate the benefits from the MISER pump schedulingsoftware in the Heads of the Valleys area

• ICM Live – To evaluate the tools’ effectiveness at real time operational forecasting inthe Gowerton Waste catchments

• Control Pack – To provide more advanced control of assets through telemetry, for agreater range of alarm complexing to help in the prevention of pollution incidents

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What will Smart networks look like for DCWW?

Empowered People Intelligent Systems Linked Networks

A fully integrated set of data-driven components whichallow DCWW to optimise allaspects of its pipework andasset systems.

By using data to generateknowledge, DCWW canaccurately set goals, planinvestments, and addresssome of its largest challengessuch as environmentalimpact, water quality,leakage, or energy efficiency.All to the benefit of ourcustomers.

Smart Hub

Monitoring, Automation & Control

Leakage, Energy, Pollution, Analytics and other Operational initiatives

Linked Systems

• Big data!

• Water Industry - arguably 300 million pieces of operationaldata/day*

• Welsh Water – estimated approx. 886K data points & approx.300 million data point volume pa

• Currently assessing what all this data can tell us.

• Huge volume, so data quality is critical

• Alarm Optimisation Strategy – identify quick wins

• To ensure, we are ‘linked up’ we are investing in Automation &Control in AMP6:

• Enterprise SCADA – standardised look & feel across sites,Motherships & the Smart Hub

• Regional Telemetry Upgrade: PRISM upgrade11

• Source: Is ‘Big Data’ the answer to the waterindustry’s data crisis? (Water Briefing 05 May 2015)

Smart Hub Phase 1…We are changing

• To help manage operational issues and drive performance…

• Response Analyst

• Initial touch point for all 24/7 Telemetry alarm contacts

• They will determine what needs to be done before arranging for therelevant team / individual to take the necessary action.

• Risk Analyst

• Work closely with Response Analysts and Operations to proactivelyassess the risks associated with asset failures to minimise customerimpact.

• Provide support and advice to help colleagues in the field to makethe right decisions by analysing different data sources to identifycauses for problems, and contribute to corrective action planning

• Support incident management12

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• Response Desk & Risk Deskestablished

• Response & Risk Analysts insitu & working new rotas

• Security Desk & TelemetryHelpdesks incorporated intoResponse Desk

• New telephone numbers &email addresses to contact Hub

• MI for new Response & Riskstructure in place

Phase 1

Smart Hub Phase 1 – Aims & Objectives

Overall objective of this phase = Build a Foundation & maintain BAU service

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• No significant change in personnel• Capabilities will not change in the early days• Performance management will be key to improving capabilities• Expectations within the wider Operational business need to be managed

Capabilities

Smart Hub Phase 1 – Capabilities & Change Management

Build a Foundation & maintain BAU service

• Understanding of what Response & Risk will do• New telephone numbers• New e-mail addresses

Change impact within Operations

Change / Communication Approach

• Dwr Magazine & weekly emails• Poster campaign• Stand at the Company Roadshows

Anticipated golive date:

December2015

Smart Hub Phase 2

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• Alarm Optimisation Strategy implementation

• Evaluate business requirements for enhanced software tools tomanage telemetry system issues

• Enhanced systems and process to facilitate more efficient passingof jobs between Risk and Response Desks and from Smart Hub tofield.

• Enhanced decision support systems and processes

• Embed evaluated Proof of Concepts into Smart Hub

• Continue to build capability and competency within the SmartHub.

• Bring modelling aspects into the Smart Hub.

• Document business requirements for Predictive, Preventative andEnhanced Operational Intelligence Capability

Smart Hub – Ensuring Success

• Maintain collaborative approach with Ops and communicate

• Demonstrate value – Confidence, Capability and Credibility

• Ensure we don’t just land the change but embed it

• S.M.A.R.T. Planning - what gets measured gets delivered

• Continue to learn from other forums and share best practice

• Manage expectations but don’t dampen enthusiasm

• Identify quick ‘agile’ wins and give them prominence to delivervalue early on – celebrate successes!

• Vision checkpoints with line management and key stakeholders

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...”Where leading innovation remember it is not just a technological exercise.Personnel are important and must buy into the journey and be suitably trained

and motivated by the changes.”Stuart Newstead - Author of Alarm Management to Integrated Control

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Thank you for listening