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Jacobs to Enhance Regional Transportation in New York State

Jacobs — Thu, 21 Aug 2025 12:00:00 +0000

Jacobs to Enhance Regional Transportation in New York State Jacobs Thu, 08/21/2025 - 07:00 Press Release North America Highways & Bridges

Press Release Aug 21, 2025

Jacobs to Enhance Regional Transportation in New York State

Highway and bridge modernization will improve critical infrastructure for motorists

DALLAS, Aug. 21, 2025 /PRNewswire/ 鈥 Jacobs (NYSE: J) has been selected to provide comprehensive design services for the New York State Department of Transportation (NYSDOT) for the lower Hudson Valley region. These services will include bridge replacement, bridge rehabilitation, highway reconstruction and highway rehabilitation projects aimed at improving safety and connectivity north of New York City.

In addition to design, Jacobs will support NYSDOT鈥檚 Region 8 鈥 which covers Westchester, Ulster, Rockland, Putnam, Orange, Dutchess and Columbia counties 鈥 to address critical safety issues on the region鈥檚 nearly 6,000-mile state highway network and more than 1,000 bridges. Jacobs鈥 scope will include traffic data analysis, environmental assessments, and Intelligent Transportation Systems design to enhance traffic management, reduce congestion and improve the experience for connected vehicles.

鈥淭ransportation projects support the economic vitality of communities, facilitating smoother commutes, better connectivity for people and improved movement of goods and services,鈥 said Jacobs Executive Vice President Katus Watson. 鈥淢aking roads safer and reducing commute times is a benefit for everyone who lives in and navigates this historic, dynamic and rapidly growing region.鈥?amp;nbsp;

In addition to historical sites, each county in Region 8 touches New York鈥檚 premiere waterway, the Hudson River, and is home to the United States Military Academy at West Point, where Jacobs is part of the team developing a new Cyber and Engineering Academic Center, scheduled to be complete this year.

Ranked No. 2 in Transportation by鈥?lt;a href="/enr-top-lists-rankings" target="_blank">Engineering News-Record, Jacobs helps clients move people, goods and freight 鈥 whether by air, sea, underground or even through mountains. Jacobs鈥 solutions help plan, develop, finance, design, construct, maintain and operate smart transportation infrastructure that connects people and communities around the world 鈥 projects such as鈥?lt;a href="/projects/queensferry-crossing" target="_blank">Queensferry Crossing, Scotland's largest infrastructure project for a generation, and transformations to the busiest commuter railroad in the U.S. on New York City's 鈥?lt;a href="/projects/grand-central-madison" target="_blank">Grand Central Madison鈥痯roject.

At Jacobs, we're challenging today to reinvent tomorrow 鈥 delivering outcomes and solutions for the world鈥檚 most complex challenges. With approximately $12 billion in annual revenue and a team of almost 45,000, we provide end-to-end services in advanced manufacturing, cities & places, energy, environmental, life sciences, transportation and water. From advisory and consulting, feasibility, planning, design, program and lifecycle management, we鈥檙e creating a more connected and sustainable world. See how at jacobs.com鈥痑nd connect with us on LinkedIn, Instagram,鈥?lt;a href="https://x.com/JacobsConnects" target="_blank">X and Facebook.鈥€?lt;/p>

# # #

Certain statements contained in this press release constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are statements that do not directly relate to any historical or current fact. When used herein, words such as "expects," "anticipates," "believes," "seeks," "estimates," "plans," "intends," "future," "will," "would," "could," "can," "may," and similar words are intended to identify forward-looking statements. We base these forward-looking statements on management's current estimates and expectations, as well as currently available competitive, financial and economic data. Forward-looking statements, however, are inherently uncertain. There are a variety of factors that could cause business results to differ materially from our forward-looking statements including, but not limited to, uncertainties as to, the timing of the award of projects and funding and potential changes to the amounts provided for under the Infrastructure Investment and Jobs Act and other legislation and executive orders related to governmental spending, including any directive to federal agencies to reduce federal spending or the size of the federal workforce, and changes in U.S. or foreign tax laws, statutes, rules, regulations or ordinances, including the impact of, and changes to tariffs and retaliatory tariffs or trade policies, that may adversely impact our future financial positions or results of operations, as well as general economic conditions, including inflation and the actions taken by monetary authorities in response to inflation, changes in interest rates and foreign currency exchange rates, changes in capital markets, the possibility of a recession or economic downturn, and increased uncertainty and risks, including policy risks and potential civil unrest, relating to the outcome of elections across our key markets and elevated geopolitical tension and conflicts, among others. For a description of these and additional factors that may occur that could cause actual results to differ from our forward-looking statements, see our filings with the U.S. Securities and Exchange Commission. The company is not under any duty to update any of the forward-looking statements after the date of this press release to conform to actual results, except as required by applicable law.

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media@jacobs.com

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SOURCE Jacobs

Jacobs has been selected to provide comprehensive design services for the New York State Department of Transportation (NYSDOT) for the lower Hudson Valley region. These services will include bridge replacement, bridge rehabilitation, highway reconstruction and highway rehabilitation projects aimed at improving safety and connectivity north of New York City.

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Meet Samer Sadek

kathryn.weast — Thu, 21 Aug 2025 12:00:00 +0000

Meet Samer Sadek kathryn.weast Thu, 08/21/2025 - 07:00 Our People North America Tunnel & Ground Engineering

Our People

Meet Samer Sadek

Boston, MA, U.S.

With more than 30 years in the industry and a Ph.D. in geotechnical engineering, Samer Sadek is a recognized leader in tunnel design and underground infrastructure. Based in Boston, Massachusetts, Samer serves as a principal tunnel engineer at Jacobs, guiding multidisciplinary teams through some of the most technically demanding underground projects in the United States.

Samer鈥檚 expertise spans the full lifecycle of tunnel projects 鈥 from feasibility studies and conceptual design to final engineering and construction oversight. His portfolio includes more than a dozen major tunnel programs, many exceeding $1billion in construction value and covers a wide range of delivery methods including design-bid-build, design-build and public-private partnerships.

Engineering resilience along the US East Coast

Samer鈥檚 leadership in tunnel engineering is especially evident along the Northeast Corridor, where he has guided the early design of the reconstruction of Amtrak鈥檚 East and Hudson River Tunnels in the wake of Superstorm Sandy. His work involved designing new benchwalls, implementing direct fixation systems and rehabilitating century-old infrastructure 鈥 all while maintaining uninterrupted service in one of the nation鈥檚 busiest rail networks.

Further south, Samer played a central role in the Chesapeake Bay Bridge and Tunnel District鈥檚 Parallel Thimble Shoal Tunnel project. He developed the conceptual design and technical specifications for a bored tunnel alternative beneath the Thimble Shoal Channel and continues to oversee design reviews during design-build construction.

In Virginia鈥檚 Hampton Roads region, Samer led the concept tunnel design efforts for the Bridge-Tunnel Expansion Project, evaluating both bored and immersed tube options. His work included cost estimation, conceptual planning and the development of settlement thresholds to deliver long-term structural integrity and safety.

In Alexandria, Virginia, Samer led the development of the RiverRenew project, named Tunnel Business Magazine鈥檚 Tunnel Achievement Award winner for 2025, as a design manager. This challenging infrastructure project featured multiple deep shafts, tunnel boring machine (TBM) tunnel, underground pumpstation and a large open cut combined sewer overflow connection 鈥 all aimed at modernizing infrastructure and improving water quality in one of America鈥檚 oldest cities.

鈥淏eneath the surface lies a world of complexity. Tunneling is where resilience, safety and ingenuity converge to keep cities moving.鈥?lt;/p>

Samer Sadek

Jacobs, U.S. Tunnel Practice Lead

Delivering innovation coast to coast

From Boston to San Francisco, Samer鈥檚 work has helped cities modernize aging infrastructure and prepare for future growth. In California, he led the structural design for the Central Bayside Systems Improvement Project 鈥 a large-diameter storm sewer tunnel and deep launch shaft that will improve flood resilience and water quality in San Francisco. Samer also worked with Bay Area Rapid Transit (BART) to update and adopt new structures criteria and standards for new underground facilities.

In Seattle, Samer served as principal tunnel engineer for the SR99 Alaskan Way Bored Tunnel, the largest soft ground TBM tunnel ever excavated in North America. His leadership supported safe tunneling beneath downtown Seattle, with a focus on liner design and settlement mitigation for nearby buildings and utilities. His technical expertise also extends to geotechnical engineering, where he has led investigations, developed baseline reports and performed complex soil-structure interaction modeling for underground structures across the country.

Samer is a frequent contributor to industry publications and conferences, including the Rapid Excavation Tunneling Conference and the North American Tunneling Conference. He has coauthored more than a dozen technical papers on tunnel design, risk management and geotechnical modeling and served on national panels, including the Transportation Research Board鈥檚 Standing Committee on Tunnels and Underground Structures.

Samer鈥檚 legacy is carved deep beneath the surface. Across decades and continents, his work has helped shape the tunnels that move people, protect cities and connect communities. From stormwater systems in San Francisco to rail corridors in New York and underwater crossings in Virginia, Samer has transformed technical challenges into lasting infrastructure.

His designs don鈥檛 just support today鈥檚 needs 鈥 they anticipate tomorrow鈥檚 demands. And while much of his work lies hidden underground, its impact is unmistakably above ground: safer cities, smarter systems and a stronger foundation for the future.

Get to know Samer

30 +

years of experience in tunnel and geotechnical engineering
20 +

major tunnel projects led across North America
20 +

technical papers and conference presentations authored
5 +

professional engineering licenses across U.S. states

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From New York鈥檚 rail lines to San Francisco鈥檚 stormwater tunnels, Samer Sadek has spent more than three decades engineering the underground networks that keep cities safe, connected and ready for the future.

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Resilience Beneath the Rails: Restoring New York鈥檚 East River Tunnels

kathryn.weast — Thu, 21 Aug 2025 12:00:00 +0000

Resilience Beneath the Rails: Restoring New York鈥檚 East River Tunnels kathryn.weast Thu, 08/21/2025 - 07:00 Projects North America Rail & Transit Tunnel & Ground Engineering

Projects

Resilience Beneath the Rails: Restoring New York鈥檚 East River Tunnels

A billion-dollar restoration turning century-old tunnels into a safer, stronger backbone for America鈥檚 busiest passenger rail line

Beneath the bustling streets of New York City lies a network of tunnels that keeps millions of passengers moving each day. In October 2012, that system faced one of its greatest threats.

Superstorm Sandy surged into the city, flooding Amtrak鈥檚 East River Tunnel (ERT) Lines 1 and 2 and both tubes of the North River Tunnel (NRT). Seawater intrusion triggered a slow but relentless deterioration 鈥 corroding metals in the concrete, damaging electrical systems and threatening the safety and reliability of America鈥檚 busiest passenger rail line, the Northeast Corridor, which serves an estimated 628,000 trips and more than 2,200 passenger trains daily.

In 2015, Amtrak selected Jacobs to lead the preliminary design for a comprehensive reconstruction. Two years later, Jacobs was awarded the final design contract 鈥 not only for ERT Lines 1 and 2, but also for structural repairs across all Amtrak tunnels in New York City.

The work is as complex as it is critical. Jacobs began in-depth structural and geotechnical investigations to assess tunnel lining integrity and buoyancy risks. The team developed repair strategies for concrete spalls, sealed leaks, addressed corrosion and prepared emergency response protocols for leakage or structural failures.

Key project elements include:

Performing advanced structural and geotechnical analyses to maintain stability during reconstruction, including buoyancy assessments.
Conducting detailed deficiency surveys to identify and prioritize repairs.
Reconstructing and enlarging bench walls and cross passages to meet National Fire Protection Association (NFPA)130 life standards.
Replacing ballast track systems with direct fixation track to reduce stray current and increase durability.
Upgrading traction, signal power and communication systems for modern performance.
Modernizing ventilation, fire detection, firefighting, drainage and emergency pathfinding systems.
Conducting the first-ever in-situ fire and smoke detection test in Amtrak鈥檚 New York City tunnels 鈥 a milestone in tunnel safety.

Despite limited tunnel access, historic infrastructure challenges and complex coordination across agencies like Amtrak, Long Island Rail Road, NJ Transit and the New York City Fire Department, Jacobs went deep 鈥 into the tunnels, into the data and into the heart of legacy infrastructure.

From first-of-its-kind fire testing to emergency mobilization within hours, the team鈥檚 work on Amtrak鈥檚 East River Tunnel Reconstruction isn鈥檛 just about repair; it鈥檚 about redefining resilience. With continuity of leadership and seamless coordination across agencies, Jacobs is delivering not only technical excellence but strategic foresight in one of the most demanding environments imaginable, helping redefine how critical infrastructure can endure the forces of nature, time and human complexity.

Did you know?

$ 1 B+

capital cost 鈥 one of the largest tunnel rehabilitation projects in U.S. rail history
100

year-old railroad tunnel upgrade that involves multiple stakeholders
1 st

in-situ fire/smoke detection test ever conducted in Amtrak鈥檚 NYC tunnels

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In the media

Construction Dive: $1.6B East River Tunnel rehab starts in NYC

Engineering News-Record: Amtrak's $1.6B East River Tunnel Rehab Work Contractors Get Notice to Proceed

Rail Track and Structures: Amtrak Awards Construction Contract for East River Tunnel Rehabilitation

In 2012, Superstorm Sandy鈥檚 storm surge flooded the East River and North River Tunnels, leaving behind corrosive damage that threatened the busiest passenger rail line in the nation. Jacobs is leading a $1 billion rehabilitation effort that goes beyond repairs 鈥 modernizing century-old infrastructure with cutting-edge safety systems, stronger construction and the resilience to keep millions moving for generations to come.

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Driving Results: How Public Private Partnership Agreements Improve Aging Roads

emma.stanley — Wed, 20 Aug 2025 19:00:00 +0000

Driving Results: How Public Private Partnership Agreements Improve Aging Roads emma.stanley Wed, 08/20/2025 - 14:00 Thought Leadership Consulting & Advisory Highways & Bridges Infrastructure Middle East & North Africa Strategic Consulting

Thought Leadership

Driving Results: How Public Private Partnership Agreements Improve Aging Roads

Balancing risk and investment in maintaining and upgrading existing highway networks

How can governments keep roads safe and traffic flowing over time? This article explores how operations and maintenance provisions in brownfield highway Public Private Partnerships (PPPs) improve infrastructure outcomes and maximize long-term value.

Download or continue reading below.

Download article now (PDF 1.5MB)

Public Private Partnerships (PPPs) 鈥 also known as P3s or Private Finance Initiatives (PFIs) 鈥 are long-term contracts between governments and private entities to finance, design, construct, operate and maintain facilities or services traditionally provided by the public sector. Often lasting 25-30 years, PPPs are commonly used to deliver infrastructure projects while sharing risks and rewards between both sectors.

While the basic structure of PPPs can apply to many projects, key elements differ depending on the type of deal at hand. This article explores elements of PPPs specifically designed to address operations and maintenance of existing roads and highways. It also shares insights and recommendations for optimizing these agreements to boost infrastructure quality and performance.

Why brownfield highway projects matter

Brownfield projects focus on upgrading or expanding existing roads and highways. These projects are essential to extending the life of aging infrastructure, improving safety, traffic flow and/or user experience. PPPs often play a crucial role in delivering these projects and raising the quality of service for road users.

The core goal of O&M activities in brownfield projects is to preserve existing road infrastructure over the long term. A correctly structured O&M PPP agreement transfers day-to-day management, operations and maintenance responsibilities to the private sector with clearly specified performance metrics. This shift allows for more efficient delivery, introduces private financing, and reduces upfront public investment. Risk is shared between sectors based on the agreement鈥檚 structure.

Balancing risks and rewards

When defining the payment mechanism to the private sector in a brownfield road PPP, the government needs to consider who retains two key risks, which are:

Traffic risk: If actual usage (vehicle counts, passenger numbers) differs from forecasts this may impact revenue (if the road is tolled or shadow-tolled) and O&M costs (higher traffic leads to more wear and tear).
Revenue risk: Revenue per vehicle (for a tolled or shadow-tolled road) may be less than expected due to pricing issues, payment collection mechanism, regulatory changes and operational challenges.

In this sense, there are four common payment mechanisms for road PPP projects based on the allocation of these traffic and revenue risks, as follows:

Real tolls: Users pay directly to use the road. Traffic and revenue risks shift to the private party.
Shadow tolls: Governments pay the private party based on traffic metrics, with the users not having to pay directly for the road usage. Traffic and revenue risk is shared between both parties.
Availability payments: Governments pay the private party for meeting performance and quality standards. Traffic and revenue risk is largely retained by the government (with the private sector only being subject to the impact of higher/lower traffic on maintenance costs).
Revenue sharing: Often used in tolled projects, lower-than-expected and higher-than-expected revenues are shared between parties. Traffic and revenue risks are shared between parties.

Each approach aligns incentives to encourage efficiency and maintain infrastructure quality.

Case studies: Brownfield PPPs around the world

We analyzed four global brownfield highway PPP case studies, focusing on the O&M aspects, contract structure and funding. While there is a range of payment mechanisms, the most common was the Availability Payment Model.

Our analysis highlights several important trends, including:

Long-term contracts (10-30 years) provide stability for maintenance and operations, ensuring infrastructure longevity and efficient resource allocation.
Performance-linked payments incentivize high-quality outputs that meet contractual standards.
Focus on risk management fosters accountability between public and private partners.
Prioritizing sustainability and efficiency helps extend asset lifespan and improve infrastructure networks for future use.

Best practices for future projects

To optimize brownfield roads and highways O&M PPPs, we recommend:

Adopting Long-Term Contracts: Contracts spanning 10 to 30 years provide a stable environment for consistent, high-quality maintenance. They enable governments and private partners to plan better, allocate resources efficiently and maintain infrastructure to high standards long term.
Using Performance-Based Payment Mechanisms: Payments linked to performance metrics and milestones promote accountability and incentivize private partners to deliver high-quality results. This approach helps maintain infrastructure standards and aligns payments with measurable outcomes.
Exploring Innovative Payment Mechanisms: Tools like congestion charging, development rights near project sites, Land Value Capture and Tax Increment Financing (TIF) can unlock new revenue streams and reduce the burden on public funds.

The Presidio Parkway PPP uses an innovative payment mechanism where the private party can implement tolling to generate revenue, which can offset availability payments and share a portion with the government. Such innovative mechanisms can enhance the financial viability of projects and provide additional revenue streams.
Including Capital Expenditure: Significant investments in rehabilitating, expanding or upgrading infrastructure are essential for enhanced safety, functionality and capacity while a PPP model helps deliver these with much lower upfront costs for the public sector. These capital expenditures are central to achieving long-term infrastructure improvements and meeting user needs.

The road ahead

PPPs are a powerful framework for addressing the growing need to maintain and modernize existing road and highway infrastructure. With the right funding, structure and risk-sharing approaches, brownfield road and highway PPPs can deliver lasting value to governments and private entities, and enhance road quality and safety for communities worldwide.

Meet the authors

Jean-Pierre Labuschange
Jacobs Director of Transaction Advisory at Strategic Advisory 鈥 Middle East
JeanPierre.Labuschagne@jacobs.com

Jean-Pierre is the director of transaction advisory at strategic advisory 鈥 Middle East. Specializing in social and economic infrastructure advisory and Public-Private Partnerships, his experience spans rail, bridges, roads, healthcare, solid waste, sanitation, water and accommodation projects.

Rana Hamed
Jacobs Principal Consultant
Rana.Hamed@jacobs.com

Rana is a principal consultant with more than nine years' international experience in large-scale infrastructure projects and programs. She has a proven track record in guiding economic strategies and conducting comprehensive financial and economic due diligence of mega infrastructure projects.

You might be interested in...

How can governments keep roads safe and traffic flowing over time? This article explores how operations and maintenance provisions in brownfield highway Public Private Partnerships (PPPs) improve infrastructure outcomes and maximize long-term value.

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Turning Data into Detours: Managing Traffic with StreetLight Construction

jess.marshall — Wed, 20 Aug 2025 13:00:00 +0000

Turning Data into Detours: Managing Traffic with StreetLight Construction jess.marshall Wed, 08/20/2025 - 08:00 Projects Transport Planning

Turning Data into Detours: Managing Traffic with StreetLight Construction

Live traffic data supports faster, safer construction with less disruption

With major construction underway on the I-285/SR 400 interchange in metro Atlanta, the Georgia Department of Transportation (GDOT) needed a better way to manage lane closures without worsening traffic on one of the most congested corridors in the country.

To solve this, Jacobs deployed StreetLight Construction鈥攑art of StreetLight by Jacobs鈥攁 powerful mobility analytics platform that turns real-world location data into actionable traffic insights. Purpose-built for roadway projects, StreetLight Construction uses de-identified data from smartphones and connected vehicles to monitor traffic conditions before, during and after construction. This enables transportation agencies to evaluate lane closures, detours and traffic control strategies in near real time.

Jacobs used the platform to deliver up-to-date traffic volume and speed data across the entire construction zone, including newly built road segments. The results helped GDOT make informed, timely decisions.

Key benefits included:

Real-time volume and speed data for every major road segment
Analysis by time of day and day type to guide closure schedules
Identification of high-volume areas, including I-285/SR 400 connectors
Interactive dashboards with no need for manual data processing
Before-and-after speed comparisons to evaluate traffic control strategies

Using these insights, Jacobs advised GDOT on the best times for lane closures, enabling approvals that minimized disruption. The real-time data also allowed for daytime closures in low-traffic areas, saving time and reducing costs.

鈥淪treetLight鈥檚 real-time data kept traffic moving and construction progressing鈥攚ithout the typical gridlock or frustration,鈥 says Derrick Vincent, P.E. VP Client Account Manager - GA Transportation. 鈥淚t allowed GDOT to react quickly and confidently to changing traffic conditions, minimizing disruption for commuters.鈥?lt;/p>

GDOT reported smoother traffic flow, fewer public complaints and better traffic visibility. Jacobs continues to support GDOT by using StreetLight data to inform future improvements on the interstate.

Learn more about StreetLight Data

Discover how StreetLight鈥檚 data-driven insights can improve mobility and reduce disruption during major infrastructure projects.

StreetLight Data

During construction on one of Atlanta鈥檚 busiest interchanges, the Georgia Department of Transportation (GDOT) needed a way to minimize traffic congestion. Jacobs used real-time data from StreetLight Construction to help schedule smarter lane closures, keeping cars moving and frustration down.

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Built to Last: Reducing Recurrent Costs and Extending Facility Life

nikita.gupta — Tue, 19 Aug 2025 19:00:00 +0000

Built to Last: Reducing Recurrent Costs and Extending Facility Life nikita.gupta Tue, 08/19/2025 - 14:00 Thought Leadership Cities & Places Asia Pacific

Thought Leadership Aug 19, 2025

Built to Last: Reducing Recurrent Costs and Extending Facility Life

Jacobs' Bill Drake shares how long-term planning and better design can reduce recurrent hospital costs and improve performance

Healthcare systems in Australia and New Zealand face growing pressures - from rising costs to aging infrastructure. While clinical care is at the core, design decisions play a major role in a hospital鈥檚 long-term value and operational cost. Extending facility life and reducing recurrent expenses requires more than technical upgrades - it demands smarter planning.

In this article, I share four key design principles that can help healthcare facilities thrive over the long term:

Long-term master planning
Adaptability
Maintainability
Technology integration for maintenance

1. Long-term master planning

Master plans often focus on near-term expansion such as an additional emergency wing or inpatient unit. But real planning needs to look 50 years ahead.

Most hospitals will see ongoing demand for clinical services, not just beds. If capital costs are high now, they鈥檒l be higher later - likely outpacing inflation. That鈥檚 why I advocate for a +50-year master planning horizon that not only addresses current needs but also provides a flexible framework for future redevelopment.

All new development should reference and update a 鈥渓iving鈥 master plan. This helps maintain alignment with long-term goals, even as health delivery needs evolve.

2. Adaptability

Adaptability needs to be built into both the site and structures from the beginning. It starts with aligning facility design to long-term master plans. For instance, high-load areas like imaging departments must allow for regular equipment changes without costly disruptions.

It鈥檚 not just about space. Designs should include clear strategies for future service and equipment changes. That includes:

For structural designs:

Provisions for floor and structural penetrations of small (i.e. pipes) and larger (i.e. ducts) penetrations. This should detail what can be added without additional strengthening needed and then what strengthening is needed for acceptable larger penetrations.
Standardized floor plates and column grids to ensure hospital room modifications are not hindered by column arrangements that were placed to suit short to medium term floor arrangements.
Clear guidelines for allowable structural modifications such as permitted number, size and proximity should all be included, along with base design data to assist future structural engineering design. The structural information should also include permissible distributed and point loads for all areas.
Provide expansion space and capacity within the infrastructure to provide for the inevitable growth and changes arising from clinical requirements.
Particular importance applies to risers as perhaps the most common spatial need that is difficult to accommodate is vertically services routes for added pipes and ducts, needing clear space and access provision for fitment of future services.
Most of the various state health authority published guides and requirements include reasonable expansion provisions in space and capacity so complying with these as a minimum achieves a good outcome.

For building services:

Facilities should include full and clear documentation for future teams, showing acceptable sizes and placements for pipe and duct penetrations, floor loads and spare space for service upgrades.

The goal is simple: Every healthcare facility should be designed with adaptability considered as a core deliverable and come with a guide from the designers. The guide should document details and include drawings of the load and penetration capacities, expansion space and spare capacity so modifications can be performed efficiently in the future to meet evolving clinical needs.

3. Maintainability

Hospitals are expensive and hard to upgrade once built. So, it's critical that new facilities are designed for easy, low-impact maintenance over their life span and delivering longer economic life. Thus, together with good clinical planning, there needs to be good planning for maintainability of new facilities.

The overall quality and reliability of the engineering services as well as recurrent costs will be dependent on the maintainability of the facility. Maintainability must also extend to the ability to undertake refurbishment and replacement of engineering services so that as facilities age the engineering services can continue to provide reliable service.

Currently we are seeing two fundamental older types of facilities, those with and those without reasonable maintainability. Those with reasonable maintainability are generally seeing their engineering services infrastructure extend reliability beyond the typical expected economic life. However, those facilities with poor maintainability are often beyond their economic life with poor reliability and at increased risk of failure and/or faulty service delivery.

Some real-life examples of poor maintainability are:

Chilled water pipe inaccessible and with extensive corrosion. Replacement cannot be implemented in existing location so have to plan disruptive take-over of occupied space and extended periods of loss of service.
Major plant (chillers and cooling towers) poorly located and configured for replacement, resulting in major disruption and significantly higher cost compared to facilities with good planning and maintainability.
Building main switchboard requiring replacement to meet expansion needs, where no spatial provision provided in the board for extra loads, switchboard room lacking in expansion space and supply via a single service. Required taking over other occupied space and a number of major electrical supply outages to make the change-over.

The message is that well-planned facilities that incorporate good maintainability extends the life of the engineering services and when finally in need of replacement/upgrade the cost and disruption can be significantly lower. The spin-on effect is extending asset life and reducing both costs and disruption.

4. Technology integration for maintenance

Technological advances are transforming how we maintain and monitor hospital engineering systems. From energy performance to predictive diagnostics, integrated systems offer new ways to manage cost and reliability.

With costs increasing and availability diminishing of maintenance personnel, coupled with higher compliance demands, engineering systems need to evolve to a high level of self-checking and diagnostics.

For example:

Remote monitoring of thermostatic mixing systems: Enables real-time fault detection and removes the need for manual testing.
Electronic smoke damper position indicators: Allow faster testing of HVAC smoke management systems with much less disruption to clinical operation.
Control actuator feedback: Ensures actual movement of valves or dampers matches control signals, helping detect mechanical faults early.

These technologies can be tied into the Building Management System (BMS) for continuous data tracking, records and fast response. Many major equipment providers now offer remote monitoring to support predictive maintenance - reducing cost and improving reliability.

About the author

Bill Drake is a seasoned leader of multidisciplinary engineering and architectural teams, with more than 45 years of experience across healthcare, research and industrial facilities. As Jacobs Global Principal, Health Care Engineering, he combines deep technical expertise with hands-on experience including as a former hospital engineer at Royal Brisbane and Women鈥檚 Hospital.

Rising costs and aging infrastructure are pressing issues for hospitals in Australia and New Zealand. Bill Drake, Jacobs global principal, health care engineering, shares how long-term master planning, adaptable design and smart maintenance technologies can extend the life of healthcare facilities and reduce ongoing costs.

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Jacobs and the City of San Marcos: A 20-Year Commitment to Wastewater Excellence Continues

nikita.gupta — Tue, 19 Aug 2025 13:00:00 +0000

Jacobs and the City of San Marcos: A 20-Year Commitment to Wastewater Excellence Continues nikita.gupta Tue, 08/19/2025 - 08:00 News Operations Management & Facilities Services Wastewater North America

News Aug 19, 2025

Jacobs and the City of San Marcos: A 20-Year Commitment to Wastewater Excellence Continues

Texas city renews contract to modernize infrastructure, improve resilience and mitigate risk

The City of San Marcos, Texas, unanimously approved a 10-year contract extension for the operations and maintenance (O&M) of the city鈥檚 9-million-gallon-per-day wastewater treatment plant (WWTP). The renewal builds on Jacobs鈥 long-standing relationship with the city, which began in 2005.

鈥淲ith a 20-year history, Jacobs has deep local roots and a personal interest in the success of the city,鈥 says Executive Director of Operations Kevin Dahl. 鈥淥ur established team is familiar with the facilities, processes and performance expectations and remains committed to assisting with the city鈥檚 long-term growth and sustainability. We look forward to the collective impact we鈥檒l make in the next decade.鈥?lt;/p>

Driving sustainable outcomes for San Marcos鈥 wastewater systems

Over the next 10 years, Jacobs鈥 multi-disciplinary team will support the city鈥檚 WWTP expansion, including capital improvement planning and implementation, facility design, start-up, commissioning and related engineering services. The expansion plan will help the plant meet increasing demand as the community continues to grow.

鈥淏ringing together our solution-focused teams from across Jacobs will help shape a more sustainable future for San Marcos鈥 residents, businesses and economy,鈥 Kevin adds.

The new contract includes investment in advanced digital tools and technologies to optimize operations, generate power and chemical savings and safeguard the city鈥檚 critical infrastructure:

Development of a WWTP supervisory control and data acquisition (SCADA) master plan to maintain compliance with cybersecurity standards.
Implementation of our Replica^TM simulation platform to create a WWTP digital twin and support data-driven decisions during expansion.
Use of our Intelligent O&M technology to improve plant performance.

鈥淲ith our technical capabilities and a large regional presence, Jacobs is well-positioned to deliver comprehensive, high-quality service and ample resources to address San Marcos鈥 needs. Together with the city, we鈥檙e providing the building blocks for future-ready wastewater infrastructure and a thriving community,鈥 Kevin notes.

鈥淭ogether with the city, we鈥檙e providing the building blocks for future-ready wastewater infrastructure and a thriving community.鈥?lt;/p>

Kevin Dahl

Jacobs Executive Director of Operations

Learn more about the project

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

Since 2005, Jacobs has operated and maintained the 9-million-gallon-per-day (MGD) wastewater treatment facility in San Marcos, Texas, serving more than 80,000 residents. Over two decades, Jacobs鈥 high-quality service has led to out-of-scope work, impactful solutions and meaningful improvements to the local environment and community.

Learn more

About operations and maintenance at Jacobs

Jacobs provides a range of O&M solutions, including contract O&M of water and wastewater utilities, advanced water treatment facilities, public works, community development, customer support services and facilities management.

Explore our operations and maintenance solutions

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Jacobs will continue operating and maintaining the City of San Marcos, Texas, wastewater facilities under a 10-year renewal. Learn how the long-standing collaboration benefits San Marcos residents and supports future infrastructure improvements.

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Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

nikita.gupta — Tue, 19 Aug 2025 13:00:00 +0000

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant nikita.gupta Tue, 08/19/2025 - 08:00 Projects North America Wastewater Operations Management & Facilities Services

Projects

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

A long-term success story in operations, collaboration and community care

How? By investing in infrastructure, advancing innovation and building talent.

More than an operator

Jacobs uses a wide range of in-house capabilities to deliver innovative and progressive operational strategies that improve performance and manage costs. We completed or will complete several major capital improvement projects, including:

Odor control rehabilitation
Secondary clarifier center ring replacement
Headworks improvements and installation of a third mechanical bar screen
Solids dewatering system upgrades
Wastewater treatment plant (WWTP) facility plan development

Piloting new solutions

The facility operates under some of the strictest permit limits in Texas for phosphorus removal. In response, the team developed, tested and piloted enhanced biological phosphorus removal using existing infrastructure, reducing the use of ferric chloride while meeting and exceeding permit standards.

This approach cut chemical costs, improved efficiency and was featured in Texas WET and Water Environment & Technology magazines.

Proactive virus detection in wastewater

In 2020, Jacobs joined Biobot Analytics鈥 pro-bono COVID-19 campaign to test for SARS-CoV2 鈥 the virus responsible for COVID-19 鈥 in wastewater. In collaboration with Biobot Analytics and the city, Jacobs conducted COVID-19 wastewater monitoring through 2024 to proactively detect the re-emergence of the disease and made data readily available on the city鈥檚 website for residents.

Our team continues to expand on this out-of-scope work. We recently purchased a HACH Cepheid GenXpert unit 鈥 an automated polymerase chain reaction test 鈥 to complete the testing in鈥揾ouse and detect additional viruses in wastewater influent, such as Influenza A, Influenza B and RSV. The program also led to a new partnership with Baylor and the Texas Department of State Health Services that will monitor wastewater for norovirus, bird flu and measles.

鈥淚n San Marcos, reliable performance meets forward-thinking solutions, setting a new standard for wastewater operations. The successful project is a result of two decades of collaboration between the city and Jacobs鈥 multi-disciplinary teams, as well as our steadfast commitment to livability and environmental protection for the 80,000 residents we serve.鈥?lt;/p>

Kevin Dahl

Jacobs Executive Director of Operations

Academic collaboration with Texas State University

Located in a college town, the San Marcos team works closely with students, faculty and researchers through hands-on learning and real-world projects.

In 2021, Texas State University (TXST) Assistant Professor Dr. Ikehata launched a reclaimed water study of direct potable reuse (DPR) at the San Marcos WWTP to address regional water demand. The DPR pilot 鈥 a collaborative project between TXST, Jacobs and the City of San Marcos 鈥 aimed to develop advanced water treatment technologies that ensured a sustainable and reliable water supply for the community.

The initiative included design, construction and operations of a pilot-scale advanced water purification system at the WWTP that:

Is capable of producing 2,000 gallons per day of drinkable water
Uses advanced purification methods like ozone-biological activated carbon, ultrafiltration, reverse osmosis and ultraviolet advanced oxidation process
Produces pure water from treated wastewater that exceeds drinking water standards

Dr. Ikehata and his students reported their initial findings in 2024 and will proceed to the next phase of research. In 2025, the study earned the Texas American Water Works Association Bob Derrington Reuse Award, and TXST has since added a wastewater course that includes regular visits to the WWTP. The university also recognized Jacobs with the TXST Department of Geology Outstanding Support from the Business Community Award.

Training the next generation

Jacobs and TXST developed an operations and maintenance (O&M) internship program to support career growth in the water sector. Each summer, one to two students from TXST work onsite, learning how to run daily operations, test samples in the laboratory and understand the biological treatment process. Interns also spend time at other Jacobs O&M projects to learn about different facilities, processes and procedures.

The program allows students to gain real-life experience and provides Jacobs with the bench strength to accomplish projects beyond our scope of work. A number of interns have been hired as full-time Jacobs staff at the plant following their graduation, and the program has been replicated at other O&M projects.

Every July, the San Marcos project hosts a virtual tour of the WWTP and a question and answer session for Jacobs interns companywide to celebrate National Intern Day.

Supporting the San Marcos community

Jacobs regularly works with the city and local organizations to support residents, stay connected to community needs and contribute to local programs:

Keep San Marcos Beautiful: We engage in the city鈥檚 Keep San Marcos Beautiful program to help maintain the city鈥檚 environment. As part of the program, we adopted River Road 鈥 the road in front of the plant 鈥 as part of Adopt-a-Road and complete regular cleanups.

Great Texas River Cleanup: Since 2016, our team has joined over 700 volunteers to remove thousands pounds of trash and recyclables from the 90-mile San Marcos River.

Community education: We host tours for school programs, residents, students, city employees and more to share how wastewater is treated and why it matters.

A healthy environment: Rio Grande Perch made their home and continue to reproduce in the WWTP鈥檚 final effluent re-aeration basin 鈥 proof of high-water quality.

All of which makes for an award-winning team

The San Marcos project team has been recognized for safety, individual accomplishments, environmental excellence and community involvement. They include, but are not limited to, awards from:

National Association of Clean Water Agencies
San Marcos River Foundation
Water Environment Federation
Water Environment Association of Texas
Texas Water Utilities Association
American Water Works Association 鈥 Texas Section

Did you know?

20

years serving the City of San Marcos
80 K

residents served
5.4 M

gallons of wastewater treated per day, on average
9 M

gallons of wastewater treatment capacity

You might be interested in...

For 20 years, Jacobs has helped the City of San Marcos turn its wastewater treatment plant into a hub for innovation, education and community impact 鈥 delivering reliable service and setting new standards for sustainable operations.

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Bryn Estyn Water Treatment Plant Upgrade, Australia

nikita.gupta — Mon, 18 Aug 2025 13:00:00 +0000

Bryn Estyn Water Treatment Plant Upgrade, Australia nikita.gupta Mon, 08/18/2025 - 08:00 Projects Asia Pacific Industrial Water

Projects

Bryn Estyn Water Treatment Plant Upgrade, Australia

Supporting TasWater with an innovative solution to future-proof Tasmania鈥檚 water supply

Image courtesy of TasWater
Image courtesy of TasWater

In the face of growing environmental challenges, ensuring access to clean, safe water is more crucial than ever. Water bodies like the Derwent River in Tasmania, Australia, play a vital role in supporting both the ecosystem and the communities that rely on them. However, unique water quality issues can pose significant threats, necessitating innovative solutions to protect these precious resources.

To address the specific water quality challenge in the Derwent River, a collaborative effort was launched involving Jacobs, TasWater (Tasmania's water and sewage utility) and the TasWater Capital Delivery Office, which includes contractors CPB and UGL. This partnership focused on upgrading an existing water treatment plant in Hobart to create an engineering solution tailored to the unique conditions of the river鈥攁n approach not commonly seen in Australian water treatment plants.

TasWater needed to upgrade the Bryn Estyn Water Treatment Plant to meet future water demands and address quality issues from the Derwent River. They turned to Jacobs with our local expertise and global experience treating similar water sources to provide detailed design and construction phase support for the project. The result was a multi-barrier treatment process able to manage a wide range of water quality conditions specific to the source water, validated early in design through extensive treatability testing. The project has shown immediate improvements in water quality for the region since it was completed in late 2023.

The Bryn Estyn Water Treatment Plant upgrade is a significant project completed under TasWater鈥檚 largest ever infrastructure initiative, valued at USD $164.1 million (AUD $243.9 million). The project augmented the existing plant to meet the increasing demand for drinking water as Hobart's population grows. The upgrade includes advanced water treatment processes such as ozonation and biological activated carbon (BAC) filtration to provide more than 42 million gallons (160 million liters) per day of safe, high-quality drinking water.

Industry recognition

Winner: Infrastructure Partnerships Australia 2024 National Infrastructure Awards -Government Partnerships Excellence Award
Winner: Best project over $150M at the 2024 Civil Contractors Federation Earth Awards in Tasmania

鈥淛acobs' process design team showcased their deep understanding of water treatment engineering and regulatory landscapes. They were instrumental in ensuring that the new plant met the health-based targets outlined in the latest edition of the Australian Drinking Water Guidelines. This included achieving pathogen removal targets based on the category of source water, which was a critical requirement for TasWater. One of the key innovations in the treatment train introduced by Jacobs was the optimization of the filtration process. Leveraging global experience with similar water quality, Jacobs demonstrated that a single stage of filtration, combined with biological activated carbon (BAC) treatment, could meet the required turbidity limits and pathogen removal targets.鈥?lt;/p>

Tim Cubit

TasWater Head of Major Projects

Did you know?

42

million gallons/day (160ml/day) of drinking water provided by the upgraded plant
$ 164.1

million USD ($243.9 million AU) Total investment for the largest capital works project in TasWater鈥檚 history
60 %

Bryn Estyn supplies 60% of Greater Hobart鈥檚 drinking water
50 years

The upgrade future-proofs Hobart's water supply for the next half-century

Key team members

Shaun O'Brien, Project Manager

Responsible for coordination of an exceptional design team for the delivery of detailed design.
Jon Bates, Lead Process Engineer

Responsible for identification and development of an optimal, cost effective, robust and resilient process solution.

Brad Allpike, Design Manager

Responsible for coordination and integration of all engineering disciplines to provide a seamless solution to the client.
Jesus Garcia-Aleman, Global Technical Lead

Involved with the Jacobs team from tender through to commissioning and provided invaluable technical inputs to support the team and the client.

Sohail Yamin, Mechanical Design Team Lead

Responsible for equipment procurement and completion of mechanical design.
Steven Chadwick, Structural Lead

Worked diligently with the team and the client to produce cost effective design solutions, which managed risk and resulted in exceptional outcomes.

Brett Banfield, BIM Manager

Responsible for delivery of the design modelling, quality assurance (QA) processes and production of an effective live 3D model client interface.

Turning Waste into Value: Creating Hydrogen and Graphene from Biogas with Levidian鈥檚 LOOP technology

nikita.gupta — Thu, 14 Aug 2025 13:00:00 +0000

Turning Waste into Value: Creating Hydrogen and Graphene from Biogas with Levidian鈥檚 LOOP technology nikita.gupta Thu, 08/14/2025 - 08:00 Projects Europe & South Africa Energy & Environment

Projects

Turning Waste into Value: Creating Hydrogen and Graphene from Biogas with Levidian鈥檚 LOOP technology

How the U.K. water sector is capturing carbon while generating materials critical for the clean energy transition

External view of LOOP container at MBC (Levidian copyright)
LOOP container at Manchester Bioresources Centre (MBC)

Innovation for a low-carbon wastewater industry

Hydrogen and graphene 鈥 a high-performance carbon material additive 鈥 have been produced from wastewater-derived biogas in the U.K. for the first time using an innovative technology known as LOOP, in a collaborative project funded by the U.K. Department for Energy Security and Net Zero (DESNZ) and delivered by Jacobs, United Utilities and Levidian.

LOOP is Levidian鈥檚 pioneering technology that has three primary benefits as a pre-combustion decarbonization system, a hydrogen production system and a high-value graphene generator. It works by splitting methane gas into hydrogen and capturing carbon in the form of high-quality graphene, generating value while supporting decarbonization objectives.

Jacobs worked alongside United Utilities and Levidian over several years through the Bioenergy with Carbon Capture and Storage (BECCS) Innovation Program. The latest phase tested Levidian鈥檚 LOOP technology in a real-world wastewater treatment setting. Biogas methane 鈥 produced from on-site anaerobic digestion of wastewater sludge 鈥 was converted into two valuable products: hydrogen and carbon in the form of graphene. Jacobs led the evaluation of the commercial, environmental and social value of applying LOOP in the U.K. water sector.

鈥淲e are actively seeking new innovations that recover value from our operations to help us become more sustainable and benefit our customers. This project marks the first use of LOOP in the water sector, and we鈥檙e keen to explore how this technology helps us deliver on our net-zero carbon goal.鈥?lt;/p>

Lisa Mansell

Chief Engineer (Innovation), United Utilities

The challenge

The U.K. water industry delivers 15 billion liters of water and treats sewage from over 28 million properties every day. These energy-intensive operations consume 3% of the nation鈥檚 electricity and account for about 1% of UK greenhouse gas emissions.

The solution: LOOP technology

To reach net-zero operational emissions by 2030, the water sector is deploying a mix of technologies. Levidian鈥檚 LOOP offers one pathway to decarbonization 鈥 converting biomethane or biogas into low-carbon hydrogen and high-quality graphene. This could help reduce emissions, displace fossil fuels, and unlock circular value.

The project evaluated the technical and commercial feasibility of the LOOP technology for treating biogas through a demonstration plant at the Manchester Bioresources Centre, United Utilities鈥 largest bioresources anaerobic digestion site. Jacobs focused on three core areas:

Commercial viability: We developed a commercialization plan, demonstrating that LOOP has the potential to address existing market gaps, unlock commercial opportunities and promote sustainable growth. Key opportunities were identified, including producing clean hydrogen comparable to green hydrogen using less intensive energy and capturing carbon as high-value graphene, a product with significant future demand.
Life cycle assessment (LCA): successfully completed for both phases of the project, with the second phase based on data from the demonstration LOOP plant. The second assessment included the quantification of wider LCA impact categories in addition to carbon, including electricity and consumables use, equipment lifespan and carbon reductions associated with graphene sequestration and potential displacement of carbon in other materials.
Social value and societal benefits: we created a social value strategy, including targets for partners to support green skills and deliver local socio-economic benefits through training and education, working with local Small and Medium Enterprises, upskilling and creating jobs in new and growth technology areas linked to LOOP.

鈥淭he project has successfully demonstrated the viability of biogas as a feedstock in the water sector for hydrogen and graphene production. There is a clear need for a holistic assessment of biogas uses alongside commercial opportunities for these products.鈥?lt;/p>

Amanda Lake

Jacobs Head of Carbon and Circular Economy in Water Europe

1 %

Share of U.K. GHG emissions from water sector operations
546

Million cubic meters of biogas produced annually by England鈥檚 water utilities
164

Young people reached through education and career outreach
52

Weeks of apprenticeship time worked鈥攖wice the original target
6

New jobs created in roles related to LOOP and 3D printing technologies

Produced graphene storage container within LOOP container
LOOP signage

Featured Articles

Unlocking a new source of Hydrogen

Cleaning up carbon from Manchester's wastewater

Turning UK Wastewater into Clean Hydrogen and Graphene

You might be interested in...

Jacobs, United Utilities and Levidian piloted the first use of Levidian鈥檚 LOOP technology in the U.K. water sector, converting biogas into clean hydrogen and graphene. Funded by the Department for Energy Security and Net Zero under the Hydrogen Bioenergy with Carbon Capture and Storage (BECCS) Innovation Program, the project evaluated LOOP鈥檚 commercial viability, carbon reduction potential and social value in this wastewater treatment application. The work supports a more sustainable, circular and carbon-negative future for the water sector.

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Jacobs - Challenging today. Reinventing tomorrow.

Jacobs to Enhance Regional Transportation in New York State

Jacobs to Enhance Regional Transportation in New York State

Highway and bridge modernization will improve critical infrastructure for motorists

Meet Samer Sadek

Meet Samer Sadek

Boston, MA, U.S.

Get to know Samer

30 +

20 +

20 +

5 +

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Resilience Beneath the Rails: Restoring New York鈥檚 East River Tunnels

Resilience Beneath the Rails: Restoring New York鈥檚 East River Tunnels

A billion-dollar restoration turning century-old tunnels into a safer, stronger backbone for America鈥檚 busiest passenger rail line

Beneath the bustling streets of New York City lies a network of tunnels that keeps millions of passengers moving each day. In October 2012, that system faced one of its greatest threats.

Did you know?

$ 1 B+

100

1 st

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In the media

Driving Results: How Public Private Partnership Agreements Improve Aging Roads

Driving Results: How Public Private Partnership Agreements Improve Aging Roads

Balancing risk and investment in maintaining and upgrading existing highway networks

How can governments keep roads safe and traffic flowing over time? This article explores how operations and maintenance provisions in brownfield highway Public Private Partnerships (PPPs) improve infrastructure outcomes and maximize long-term value.

Why brownfield highway projects matter

Balancing risks and rewards

Case studies: Brownfield PPPs around the world

Best practices for future projects

The road ahead

Meet the authors

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Turning Data into Detours: Managing Traffic with StreetLight Construction

Turning Data into Detours: Managing Traffic with StreetLight Construction

Live traffic data supports faster, safer construction with less disruption

Learn more about StreetLight Data

Built to Last: Reducing Recurrent Costs and Extending Facility Life

Built to Last: Reducing Recurrent Costs and Extending Facility Life

Jacobs' Bill Drake shares how long-term planning and better design can reduce recurrent hospital costs and improve performance

About the author

Jacobs and the City of San Marcos: A 20-Year Commitment to Wastewater Excellence Continues

Jacobs and the City of San Marcos: A 20-Year Commitment to Wastewater Excellence Continues

Texas city renews contract to modernize infrastructure, improve resilience and mitigate risk

Learn more about the project

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

About operations and maintenance at Jacobs

You might be interested in...

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

Operations, Maintenance and Management of the City of San Marcos Wastewater Treatment Plant

A long-term success story in operations, collaboration and community care

Did you know?

20

80 K

5.4 M

9 M

You might be interested in...

Bryn Estyn Water Treatment Plant Upgrade, Australia

Bryn Estyn Water Treatment Plant Upgrade, Australia

Supporting TasWater with an innovative solution to future-proof Tasmania鈥檚 water supply

Did you know?

42

$ 164.1

60 %

50 years

Key team members

Shaun O'Brien, Project Manager

Jon Bates, Lead Process Engineer

Brad Allpike, Design Manager

Jesus Garcia-Aleman, Global Technical Lead

Sohail Yamin, Mechanical Design Team Lead

Steven Chadwick, Structural Lead

Brett Banfield, BIM Manager

You might be interested in...

Turning Waste into Value: Creating Hydrogen and Graphene from Biogas with Levidian鈥檚 LOOP technology

Turning Waste into Value: Creating Hydrogen and Graphene from Biogas with Levidian鈥檚 LOOP technology

How the U.K. water sector is capturing carbon while generating materials critical for the clean energy transition

1 %

546