MWH Global

Fort Collins, CO, United States

MWH Global

Fort Collins, CO, United States

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News Article | February 15, 2017
Site: www.prweb.com

The American Water Resources Association (AWRA), the premier non-governmental organization dedicated to the advancement of multidisciplinary water resources management and research, is pleased to announce that Rafael Frias, III, client director with the global water business of Black & Veatch Corporation, began his tenure as national president of the organization on January 1, 2017. He succeeds Martha Corrozi Narvaez, associate policy scientist, University of Delaware Water Resources Agency, who transitioned to her role as immediate past-president. When asked about his goals in the next year, Frias responded, “I’m very proud to be part of AWRA and to have the privilege to lead this great organization during 2017. As we move forward, I look to continue to increase the value we provide to our members. AWRA is about our members and how they can leverage the organization for professional development and growth.” AWRA is also happy to confirm that Brenda O. Bateman, senior public policy coordinator for the Oregon Water Resources Department assumed her seat as president-elect at that time, as did newly elected National Board of Directors members Sharon Megdal, University of Arizona and Jared Bales, Consortium of Universities for the Advancement of Hydrologic Science (CUAHSI). “I am so honored to be entrusted with this role,” commented Bateman when asked her reaction to being voted president-elect. “AWRA has a great reputation as a professional organization, but it is my family as well. I hope to continue the tradition of leadership that Rafael Frias, Martha Narvaez, and others before me have demonstrated, building a healthy and valuable organization.” The following officers and directors began their terms of service on January 1, 2017: President – Rafael E. Frias III, Black & Veatch, Coral Springs, FL President-Elect – Brenda O. Bateman, Oregon Water Resources Department, Salem, OR Director – Sharon Megdal, University of Arizona, Tuscon, AZ Director – Jared Bales, Consortium of Universities for the Advancement of Hydrologic Science (CUAHSI), Arlington, MA Continuing their remaining terms as AWRA Board members for 2017 are: Past-President – Martha Corrozi Narvaez, University of Delaware, Newark, DE Secretary-Treasurer – Noel Gollehon, USDA-NRCS, Beltsville, MD Director – Betsy Cody, Congressional Research Service, Washington, DC Director – Laurel Stadjuhar, West Sage Water Consultants, Denver, CO Director – Lisa Beutler, MWH Global a part of Stantec, Sacramento, CA Director – Wayne S. Wright, Stantec, Seattle, WA For more information on AWRA’s Officers and Board of Directors, including bios., visit the Board of Directors page on the AWRA website. About AWRA Since 1964, American Water Resources Association has been dedicated to the advancement of water resources management, research and education, as well as a balanced approach toward solving water resources challenges. AWRA’s membership is comprised of professionals who share a common interest in working and learning across a wide range of disciplines focused on water resources policy, practice and education. Visit AWRA.


News Article | February 23, 2017
Site: www.marketwired.com

EDMONTON, ALBERTA and NEW YORK, NEW YORK--(Marketwired - Feb. 23, 2017) - Stantec (TSX:STN)(NYSE:STN) closed fiscal year 2016 with a 49.5% increase in gross revenue when compared to the end of 2015, primarily due to contributions from five strategic acquisitions completed in the year. The Company also achieved a 9.8% increase in EBITDA and a 15.5% increase in adjusted EBITDA year over year. When comparing Q4 16 to Q4 15, gross revenue increased 74.7% mainly due to contributions from acquisitions completed in 2015 and 2016 and a 2.2% increase in organic revenue in the Infrastructure business operating unit. EBITDA increased 51.8%, and adjusted EBITDA increased 41.3% due to an increase in gross margin as a percentage of net revenue. Net income increased 16.2%; diluted earnings per share decreased 3.7%; and adjusted diluted earnings per share increased 2.9%. Annual results were primarily impacted by the acquisition of MWH Global, Inc. (MWH), the completion of a common share offering, and the renegotiation of Stantec's credit facilities. Adjusted EBITDA for 2016 was affected by a decrease in gross margin as a percentage of net revenue. In addition, administrative and marketing expenses increased due to MWH-related acquisition costs, professional fees, integration-related administration labor expenses, severance costs, and retention and merit payments to retain key employees during integration periods following acquisitions. Net income and diluted earnings per share were impacted by increases in net interest expense, amortization of intangible assets, the number of shares outstanding, and a higher effective income tax rate. The year 2016 was a history-making one for Stantec. In May, the Company completed its largest-ever acquisition--MWH. Complementing this were strategic acquisitions of four other companies: Bury Holdings, Inc.; VOA Associates, Inc.; Edwards & Zuck; and Architecture / Tkalcic Bengert. Each organization adds strength in key regions and sectors. In particular, the MWH acquisition greatly expands Stantec's global reach, adds construction to its service offerings, and strengthens the Company's work in infrastructure design, environmental services, and the water sector. As of January 1, 2017, in recognition of MWH's well-respected water infrastructure business and Stantec's long history in the sector, Stantec created a new business operating unit: Water. "Water infrastructure design has been core to Stantec since we began. With the addition of MWH, we now offer top-tier design expertise to water clients around the world," says Stantec president and CEO, Bob Gomes. "Creating a separate business operating unit for Water provides a higher level of leadership and visibility and positions us well for growth." Within Stantec's existing Consulting Services business operating units, growth in 2016 was most significant in Infrastructure, Environmental Services, and Buildings, largely due to contributions from acquisitions. Infrastructure saw a gross revenue increase of 58.8% when comparing 2016 to 2015. Gross revenue for the Environmental Services business operating unit increased 12.4% in 2016 compared to 2015. The Buildings business operating unit achieved a 6.9% increase in gross revenue. Gross revenue for Energy & Resources remained stable year over year and increased by 23.0% when comparing Q4 16 to Q4 15. The Infrastructure business operating unit grew organically by 3.7% in 2016, partly offsetting the organic revenue retraction in the Energy & Resources, Environmental Services, and Buildings business operating units. Overall, in 2016, organic gross revenue retracted by 5.6%. Construction Services earned $645.2 million in gross revenue since the MWH acquisition on May 6, 2016. On February 22, 2017, Stantec declared a cash dividend of $0.125 per share--an increase of 11.1% over last quarter--payable on April 13, 2017, to shareholders of record on March 31, 2017. On Thursday, February 23, at 2:00 PM MST (4:00 PM EST), Stantec's 2016 fourth quarter and year end conference call and slideshow presentation will be broadcast live and archived in their entirety in the Investors section of stantec.com. Participants wishing to listen to the call via telephone can dial in toll-free at 1-866-222-0265 (Canada and the United States) or 416-642-5209 (international). Please provide the operator with confirmation code 8719872. Stantec's Annual General Meeting of Shareholders will be held on Thursday, May 11, 2017, at 10:30 AM MDT (12:30 PM EDT) at Stantec Centre, 10160 - 112 Street NW, Edmonton, Alberta, Canada. We're active members of the communities we serve. That's why at Stantec, we always design with community in mind. The Stantec community unites approximately 22,000 employees working in over 400 locations across 6 continents. Our work--engineering, architecture, interior design, landscape architecture, surveying, environmental sciences, construction services, project management, and project economics, from initial project concept and planning through to design, construction, commissioning, maintenance, decommissioning, and remediation--begins at the intersection of community, creativity, and client relationships. With a long-term commitment to the people and places we serve, Stantec has the unique ability to connect to projects on a personal level and advance the quality of life in communities across the globe. Stantec trades on the TSX and the NYSE under the symbol STN. Visit us at stantec.com or find us on social media. Stantec's EBITDA, adjusted EBITDA, and adjusted diluted earnings per share are non-IFRS measures. For a definition and explanation of non-IFRS measures, refer to the Critical Accounting Estimates, Developments, and Measures section of the Company's 2016 Annual Report. Certain statements contained in this news release constitute forward-looking statements. Forward-looking statements in this news release include, but are not limited to, statements regarding how strategic acquisitions completed in 2016 and a new business operating unit for Water position the Company for growth. Any such statements represent the views of management only as of the date hereof and are presented for the purpose of assisting the Company's shareholders in understanding Stantec's operations, objectives, priorities, and anticipated financial performance as at and for the periods ended on the dates presented and may not be appropriate for other purposes. By their nature, forward-looking statements require us to make assumptions and are subject to inherent risks and uncertainties. We caution readers of this news release not to place undue reliance on our forward-looking statements since a number of factors could cause actual future results to differ materially from the expectations expressed in these forward-looking statements. These factors include, but are not limited to, the risk of an economic downturn, changing market conditions for Stantec's services, and the risk that the acquisitions contemplated in this news release will not achieve anticipated results. Investors and the public should carefully consider these factors, other uncertainties, and potential events, as well as the inherent uncertainty of forward-looking statements, when relying on these statements to make decisions with respect to our Company. For more information about how other material risk factors could affect results, refer to the Risk Factors section and Cautionary Note Regarding Forward-Looking Statements in our 2016 Annual Report. Stantec's 40-F has been filed with the SEC, and you may obtain this document by visiting EDGAR on the SEC website at sec.gov. You may obtain our complete audited annual consolidated financial statements and associated Management's Discussion and Analysis for the year ended December 31, 2016 (which form our 2016 Annual Report) by visiting EDGAR on the SEC website at sec.gov, on the CSA website at sedar.com, or at stantec.com. Alternatively, you may obtain a hard copy of the 2016 Annual Report free of charge from our Investor Contact noted below. - Continued, Consolidated Statements of Financial Position and Consolidated Statements of Income attached -


Are veterans a valuable asset to companies? Research says that they are. Are veterans a valuable asset to companies that provide renewable energy or energy efficiency products and services? The short answer is yes -- for those companies that make an effort. Veterans of the last 15 years possess a baseline understanding of energy from their military service. Many have conducted operations that cross prisms of energy security ranging from the strategic (protecting maritime sea lanes in the Persian Gulf), operational (bulk fuel resupply for say, Bagram Airfield in Afghanistan), or tactical levels (ensuring charged batteries for distributed advisor teams in Iraq). Many have also witnessed energy poverty in parts of Afghanistan and Iraq and other locations around the world. Additionally, they’re experienced with technology. There are a number of ways to recruit and retain veterans to your energy company, including describing your mission, incorporating paid internships with student-veterans, and starting -- or continuing -- a veterans' employee resource group, to name a few. All of them require an investment of leadership, resources, time and effort. Some companies such as Tesla have targeted certain jobs toward the veteran community and actively attend veteran hiring fairs. As a community, veterans display elevated levels of entrepreneurship. As the demand for renewable energy has grown, veterans not only work in renewable energy companies, but some have created their own solar businesses, including Veteran Solar Systems in New York and Semper Solaris in Southern California. Other veterans have created businesses in upstream renewable energy finance, including Spruce Finance and more recently Clean Capital. Another pair of veterans built RideScout, which aggregated transportation options for riders via an app. It was later acquired by Daimler and now operates as Moovel. There are other veteran-founded renewable energy companies out there, and we should expect to see continued entrepreneurship in the year ahead. Let’s review the size and scope of the military and veterans community to understand the opportunity better: The active duty uniformed military, which includes the Army, Navy, Air Force, and Marine Corps, is approximately 1.3 million members, about 100,000 fewer than it was several years ago. The National Guard and Reserve, whose members work civilian jobs in addition to their part-time military duties, have about 1.1 million enrolled. After completing their service, members of the military exit the service and become veterans. U.S. veterans today number approximately 21.4 million, half of which are now older than the age of 65. The U.S. veteran population is steadily decreasing as older veterans pass away, and because the military was several times larger during the Cold War. Today, roughly 200,000 active duty members transition out of the military each year. As they do so, some enter into the workforce and others choose to pursue education and training. Today, over 1 million veterans are currently using Post-9/11 GI Bill benefits. The Post-9/11 GI Bill, passed by Congress in 2008, supports education and training in vocational programs, as well as two- and four-year colleges and universities. Our national investment in the Post-9/11 GI Bill is currently over $10 billion annually. In 2016, respected industry trainer Solar Energy International was certified to provide solar training supported by the Post-9/11 GI Bill, as have most of the 10 organizations that provide solar training in the Solar Ready Vets program, which has trained just over 300 transitioning service members since its first pilot in early 2015. Wind tower technician company Airstreams Renewables Inc. also provides training to transitioning service members supported by the bill. The dynamics in job growth are what provide the demand. According to The Solar Foundation’s annual jobs census, solar jobs have grown steadily for the last five years. In 2013 there were approximately 143,000 solar jobs, followed by 174,000 in 2014 and 209,000 in 2015. According to TSF, the veterans’ component of the solar industry’s job growth grew from a little over 13,000 in 2013 to just under 17,000 in 2014. However, in 2015, when total solar industry jobs grew by over 35,000, the number of veterans flat-lined at about 17,000. This reduced the percentage of veterans as a component of the total solar industry from 9.7 percent to 8.1 percent. It is unclear what caused this plateau in the number of veterans in the solar industry from 2014 to 2015. The 2016 TSF solar census due out in January will provide new numbers for total jobs, and reveal whether the number of veterans continues to grow again or if the plateau has continued. The plateau is particularly noteworthy because in April 2015, the Solar Energy Industries Association (SEIA) made a commitment to the Joining Forces Initiative, led by First Lady Michelle Obama and Dr. Jill Biden, to have 50,000 veterans and family members employed in the solar industry by 2020. Other companies with renewable energy portfolios, including Invenergy and EDP Renewables (wind), Air Liquide and PDC Machines (fuel cell/hydrogen), and MWH Global (hydropower), also made commitments in the same Joining Forces campaign. Today, it is not clear how SEIA intends to operationalize its commitment to hire veterans, and what staff resources, if any, it has devoted to the task. Similarly, while SEIA made a commitment to hire veterans on behalf of the solar industry, it has done little to date to actively facilitate the sharing of best practices in veteran hiring amongst its member companies. Ultimately, the center of gravity for recruiting and retaining veterans is within clean energy companies themselves. Those companies that experience the value-add will devote the time and effort to develop and strengthen their veteran programs. Those who do not will see the value-add go to their competition. Michael Baskin served as a Fellow in the Office of Energy Efficiency and Renewable Energy (EERE) in the Department of Energy in 2014 and 2015. There he staffed a clean energy sector commitment to the Joining Forces initiative and catalyzed the Solar Ready Vets program. A former U.S. Army infantry officer with service in Afghanistan and Iraq, he is completing a doctoral program at The Fletcher School at Tufts University.


News Article | November 10, 2016
Site: www.marketwired.com

EDMONTON, ALBERTA and NEW YORK, NEW YORK--(Marketwired - Nov. 10, 2016) - (TSX:STN)(NYSE:STN) Stantec reported a strong 67.5% increase in gross revenue when comparing the third quarter of 2016 to the same period last year. The increase was mainly due to contributions from four strategic acquisitions completed year to date. In particular, the MWH Global, Inc. (MWH) acquisition added significantly to operating results. Stantec's results were impacted by a slight decrease in gross margin because of the mix of projects and the lower-margin Construction Services business acquired from MWH. There were also downward pressures on fees in some sectors. Administrative and marketing expenses increased as a percentage of net revenue, mainly due to the positive impact of the fair value of share-based compensation in Q3 15, an increase in MWH-related integration activities in Q3 16, and an increase in administrative labor costs in Q3 16. Interest expense also increased, primarily due to an increase in Stantec's outstanding long-term debt resulting from the MWH acquisition. "We are pleased with our progress to date on the MWH integration. Our progress in our revenue and cost synergies are in line with our expectations, and we are excited about the continued opportunities we see for leveraging our combined capabilities," says Stantec president and CEO Bob Gomes. "Outside of the continued stress in our Environmental Services and Energy & Resources business because of the challenging resource economy, we are satisfied with our performance to date." MWH added $497.2 million in gross revenue during the quarter and $792.4 million in gross revenue since May 6, 2016. While moving forward with integrating MWH employees and systems, Stantec acquired New York City-based Edwards & Zuck, a 120-person premier buildings engineering firm, in September. This addition will continue to strengthen Stantec's buildings work in the United States. After the quarter, Stantec signed a letter of intent to acquire Edmonton, Alberta-based Architecture / Tkalcic Bengert (Arch / TB), a 60-person architecture, interior design, creative services, urban planning, and technical consulting firm that will play a significant role in enhancing and supporting Stantec's buildings practice in the Company's Canada Prairies & Territories geography. Within Stantec's four Consulting Services reportable segments, growth was most significant in the Infrastructure business operating unit, which saw a 70.5% increase in gross revenue when comparing Q3 16 to Q3 15 due to contributions from acquisitions. Organic gross revenue in Infrastructure was stable during the quarter. Although the Buildings, Energy & Resources, and Environmental Services business operating units also experienced gross revenue growth due to contributions from acquisitions, each business operating unit saw some retraction in organic gross revenue. Gross revenue for Construction Services was $249.3 million in the quarter and $390.0 million since the MWH acquisition on May 6, 2016. Effective November 9, 2016, Marie-Lucie Morin was appointed to Stantec's board of directors. Ms. Morin brings to the role 30 years' experience in Canadian federal public service. She was previously appointed National Security Advisor to the Prime Minister and Associate Secretary to the Cabinet and has served as Deputy Minister for International Trade and as Associate Deputy Minister of Foreign Affairs. Ms. Morin also has a wealth of experience serving on corporate and not-for-profit boards. She is a lawyer and a graduate of the Université de Sherbrooke in Quebec, Canada. On November 9, 2016, Stantec declared a cash dividend of $0.1125 per share, payable on January 12, 2017, to shareholders of record on December 30, 2016. Stantec's third quarter conference call--to be held Thursday, November 10, at 2:00 PM MST (4:00 PM EST)--will be broadcast live and archived in the Investors section of stantec.com. Financial analysts wanting to participate by phone are invited to call 1-800-524-8290 and provide the operator with confirmation code 8288565. We're active members of the communities we serve. That's why at Stantec, we always design with community in mind. The Stantec community unites approximately 22,000 employees working in over 400 locations across six continents. Our work-engineering, architecture, interior design, landscape architecture, surveying, environmental sciences, project management, and project economics, from initial project concept and planning through design, construction, and commissioning-begins at the intersection of community, creativity, and client relationships. With a long-term commitment to the people and places we serve, Stantec has the unique ability to connect to projects on a personal level and advance the quality of life in communities across the globe. Stantec trades on the TSX and the NYSE under the symbol STN. Visit us at stantec.com or find us on social media. Stantec's adjusted EBITDA and adjusted diluted earnings per share are non-IFRS measures. For a definition and explanation of non-IFRS measures, refer to the Critical Accounting Estimates, Developments, and Measures section of the Company's 2015 Annual Report and the Company's 2016 Third Quarter Management's Discussion and Analysis. Certain statements contained in this news release constitute forward-looking statements. Forward-looking statements in this news release include, but are not limited to, statements regarding the progress and benefit of the MWH acquisition and our expectation that the Edwards & Zuck and Architecture / Tkalcic Bengert acquisitions will strengthen our buildings practice. Any such statements represent the views of management only as of the date hereof and are presented for the purpose of assisting the Company's shareholders in understanding Stantec's operations, objectives, priorities, and anticipated financial performance as at and for the periods ended on the dates presented and may not be appropriate for other purposes. By their nature, forward-looking statements require us to make assumptions and are subject to inherent risks and uncertainties. We caution readers of this news release not to place undue reliance on our forward-looking statements since a number of factors could cause actual future results to differ materially from the expectations expressed in these forward-looking statements. These factors include, but are not limited to, the risk of an economic downturn, changing market conditions for Stantec's services, disruptions in government funding, the risk that Stantec will not meet its growth or revenue targets, and the risk that the projects contemplated in this news release will not be completed when expected or at all. Investors and the public should carefully consider these factors, other uncertainties, and potential events, as well as the inherent uncertainty of forward-looking statements, when relying on these statements to make decisions with respect to our Company. For more information about how other material risk factors could affect results, refer to the Risk Factors section and Cautionary Note Regarding Forward-Looking Statements in our 2015 Annual Report and the 2016 Third Quarter Management's Discussion and Analysis. Stantec's 40-F has been filed with the SEC, and you may obtain this document by visiting EDGAR on the SEC website at sec.gov. You may obtain our complete audited annual consolidated financial statements and associated Management's Discussion and Analysis for the year ended December 31, 2015 (which form our 2015 Annual Report) by visiting EDGAR on the SEC website at sec.gov, on the CSA website at sedar.com, or at stantec.com. Alternatively, you may obtain a hard copy of the 2015 Annual Report free of charge from our Investor Contact noted below.


Global into several key Regions, with production, consumption, revenue, market share and growth rate of Industrial wastewater treatment plant in these regions, from 2011 to 2021 Pune, India - February 17, 2017 /MarketersMedia/ — Global Industrial wastewater treatment plant Market This report studies Industrial wastewater treatment plant in Global Market, especially in North America, Europe, China, Japan, Southeast Asia and India, focuses on top manufacturers in global market, with capacity, production, price, revenue and market share for each manufacturer, covering Kingspan Environmental GE Water Ecolab Hitachi Sydney Water Emerson MWH Global Ecoprog Suez Veolia Water Technologies DAS EE Get Sample Report @ https://www.wiseguyreports.com/sample-request/966978-global-industrial-wastewater-treatment-plant-market-research-report-2017 Market Segment by Regions, this report splits Global into several key Regions, with production, consumption, revenue, market share and growth rate of Industrial wastewater treatment plant in these regions, from 2011 to 2021 (forecast), like North America Europe China Japan Southeast Asia India Split by product type, with production, revenue, price, market share and growth rate of each type, can be divided into Electric power plants Food industry Iron and steel industry Mines and quarries Nuclear industry Pulp and paper industry Other Split by application, this report focuses on consumption, market share and growth rate of Industrial wastewater treatment plant in each application, can be divided into Water treatment Water recycle Complete Report Details @ https://www.wiseguyreports.com/reports/966978-global-industrial-wastewater-treatment-plant-market-research-report-2017 Table of Contents -Major Key Points Global Industrial wastewater treatment plant Market Research Report 2017 1 Industrial wastewater treatment plant Market Overview 1.1 Product Overview and Scope of Industrial wastewater treatment plant 1.2 Industrial wastewater treatment plant Segment by Type 1.2.1 Global Production Market Share of Industrial wastewater treatment plant by Type in 2015 1.2.2 Electric power plants 1.2.3 Food industry 1.2.4 Iron and steel industry 1.2.5 Mines and quarries 1.2.6 Nuclear industry 1.2.7 Pulp and paper industry 1.2.8 Other 1.3 Industrial wastewater treatment plant Segment by Application 1.3.1 Industrial wastewater treatment plant Consumption Market Share by Application in 2015 1.3.2 Water treatment 1.3.3 Water recycle 1.3.4 Application 3 1.4 Industrial wastewater treatment plant Market by Region 1.4.1 North America Status and Prospect (2012-2022) 1.4.2 Europe Status and Prospect (2012-2022) 1.4.3 China Status and Prospect (2012-2022) 1.4.4 Japan Status and Prospect (2012-2022) 1.4.5 Southeast Asia Status and Prospect (2012-2022) 1.4.6 India Status and Prospect (2012-2022) 1.5 Global Market Size (Value) of Industrial wastewater treatment plant (2012-2022) 2 Global Industrial wastewater treatment plant Market Competition by Manufacturers 2.1 Global Industrial wastewater treatment plant Production and Share by Manufacturers (2015 and 2016) 2.2 Global Industrial wastewater treatment plant Revenue and Share by Manufacturers (2015 and 2016) 2.3 Global Industrial wastewater treatment plant Average Price by Manufacturers (2015 and 2016) 2.4 Manufacturers Industrial wastewater treatment plant Manufacturing Base Distribution, Sales Area and Product Type 2.5 Industrial wastewater treatment plant Market Competitive Situation and Trends 2.5.1 Industrial wastewater treatment plant Market Concentration Rate 2.5.2 Industrial wastewater treatment plant Market Share of Top 3 and Top 5 Manufacturers 2.5.3 Mergers & Acquisitions, Expansion 3 Global Industrial wastewater treatment plant Production, Revenue (Value) by Region (2012-2017) 3.1 Global Industrial wastewater treatment plant Production by Region (2012-2017) 3.2 Global Industrial wastewater treatment plant Production Market Share by Region (2012-2017) 3.3 Global Industrial wastewater treatment plant Revenue (Value) and Market Share by Region (2012-2017) 3.4 Global Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.5 North America Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.6 Europe Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.7 China Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.8 Japan Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.9 Southeast Asia Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 3.10 India Industrial wastewater treatment plant Production, Revenue, Price and Gross Margin (2012-2017) 4 Global Industrial wastewater treatment plant Supply (Production), Consumption, Export, Import by Regions (2012-2017) 4.1 Global Industrial wastewater treatment plant Consumption by Regions (2012-2017) 4.2 North America Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) 4.3 Europe Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) 4.4 China Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) 4.5 Japan Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) 4.6 Southeast Asia Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) 4.7 India Industrial wastewater treatment plant Production, Consumption, Export, Import (2012-2017) ………..CONTINUED Buy Now@ https://www.wiseguyreports.com/checkout?currency=one_user-USD&report_id=966978 About Us Wise Guy Reports is part of the Wise Guy Consultants Pvt. Ltd. and offers premium progressive statistical surveying, market research reports, analysis & forecast data for industries and governments around the globe. Wise Guy Reports understand how essential statistical surveying information is for your organization or association. Therefore, we have associated with the top publishers and research firms all specialized in specific domains, ensuring you will receive the most reliable and up to date research data available. Contact Info:Name: Norah TrentEmail: Sales@wiseguyreports.comOrganization: WiseGuy Research Consultants Pvt. Ltd.Address: Office No. 528, Amanora Chambers Magarpatta Road, Hadapsar Pune - 411028 Maharashtra, IndiaPhone: +1-646-845-9349Source URL: http://marketersmedia.com/global-industrial-wastewater-treatment-plant-market-product-type-application-and-specification-and-forecast-to-2021/170899For more information, please visit https://www.wiseguyreports.comSource: MarketersMediaRelease ID: 170899


News Article | October 27, 2016
Site: co.newswire.com

MISSOULA, Montana - May 9, 2016 - Clearas Water Recovery today announced the addition of Dr. Art Umble, the Wastewater Practice Leader, Americas Region for MWH Global, to the Clearas Board of Directors.


Experts suggest that water utility managers need to take effective steps to break down the organizational problems that prevent a utility from achieving cost savings and efficiency gains. Comprehensive asset management is one of the most important cost-saving measures for business transformation as people, processes, and technology are strategically aligned. Asset management goes beyond normal collaborative efforts and promises to bring a wide range of tangible and intangible benefits to every utility function. The inability to use these types of cost-reduction and synergistic practices exposes a utility to greater external pressure on rates and budgets. The US Environmental Protection Agency (USEPA) and six national water and wastewater organizations achieve additional cost efficiencies by implementing such measures.


Fuchs V.J.,MWH Global | Gierke J.S.,Michigan Technological University | Mihelcic J.R.,University of South Florida
Journal of Environmental Engineering (United States) | Year: 2012

Vertical-flow constructed wetlands were investigated for ammonium and nitrate removal from synthetic wastewater in bench-scale wetland columns. Total ammonia and nitrate were measured as wastewater and fed through planted and unplanted columns over three 4-week phases: downflow, upflow, and downflow-upflow in series. Mass balance results showed that downflow columns removed >90% of influent ammonium, regardless of vegetation. Unplanted downflow columns removed 15% of nitrate and 14% of total nitrogen. Planted downflow columns removed only 1% of nitrate and total nitrogen. Unplanted upflow columns removed 55% of ammonium, 50% nitrate, and 31% of total nitrogen, whereas planted upflow columns removed 59, 60, and 40% of nitrogen species, respectively. For downflow-upflow columns in series, unplanted columns removed 79% of the ammonium, 1% of nitrate, and 4% of total nitrogen. In-series planted columns removed 93, 62, and 59%, respectively. These results suggest that downflow wetlands may be more appropriate for ammonium removal. Upflow wetlands achieve the best nitrate removal. For total nitrogen removal, downflow-upflow in-series wetlands may be better. Plants significantly improve nitrogen removal rates. © 2012 American Society of Civil Engineers.


Henshaw B.,MWH Global
Australian Coasts and Ports 2015 Conference | Year: 2015

Lying approximately 650 Km north of Suva, Fiji, the island of Rotuma, home to 2,000 inhabitants, is closer to Tuvalu than Fiji itself. With this isolation comes a heavy reliance on Rotuma's Oinafa Jetty for access to deliver passengers, food and provisions. The immediate bay surrounding the jetty had not been dredged since its original construction in 1975. The silting up of the harbour had led to numerous deferred and cancelled shipping schedules to such an extent that the majority of vessels visiting were unable to berth and could only moor in the bay. With the continual sand build up and worsening security around berthing, arrivals became less and less frequent, impacting on the islands local trade to Fiji, the supply of essential provisions and reduced local tourism further isolating the island. This paper provides a background into the physical issues at the Oinafa Jetty facility and the processes attributing to its siltation. It also provides an outline of the work carried out in dredging, recycling of dredged material and coastal protection work. Finally, we look ahead at the opportunity Rotuma has now been given to carve out its own destiny in its attempt to secure its future and place in the world.


Mumm J.,MWH Global
Journal - American Water Works Association | Year: 2015

The difference between a successful master utility plan and an unsuccessful one lies in how each plan uses the available resources in reaction to changing circumstances. The South Pole race between Amundsen and Scott illustrate the key elements of the MURV concept and why it matters in managing a master utility plan. Money is a critical factor in managing a master utility plan, as it is one the biggest contributors that can make a plan unactionable. A resilient plan, is one proved invalid? A resilient plan is one that properly accounts for risks, can withstand the ups and downs of the utility business. It can handle the daily jabs and even the big left hooks that would knock other plans down or the count and turn the actionable plan into something unactionable.

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