With climate change accelerating, infrastructure under strain and water scarcity becoming a harsh reality, the future of our most vital resource hangs in the balance. Without a robust workforce to tackle these challenges, the consequences will be severe: water shortages, deteriorating infrastructure and compromised public health. We must ask the urgent question, how can the water sector not only survive but thrive, ensuring a sustainable future while managing anticipated work?
Navigating this complex landscape means the sector must focus on three critical areas; One, investing in the future through targeted education and career development, two, supporting talent mobility in the hopes to close skill gaps and three, strengthening community ties to inspire a new generation of water professionals. By honing in on these strategies, our industry will not only weather the challenges ahead but also emerge much stronger and better equipped to ensure a resilient future for the water sector.
Laying foundations for the future
The foundation of the water sector lies with its people. While considerable progress has been made in early-career initiatives, more urgent action is needed. To secure the sector’s future, we must build on existing efforts to attract and retain young talent. This could be anything from expanding partnerships with educational institutions, offering more hands-on training opportunities, or creating clear pathways for first-stage professionals.
Through supporting bespoke programmes, we can prepare the next generation of water professionals to meet the sector’s evolving challenges. At Gleeds, in practical terms, we are integrating partnerships and apprenticeships with educational institutions into our approach. This hands-on experience bridges the gap between theory and practice, ensuring that young professionals are well prepared to step into the diverse roles on offer. This is an active investment in the future that goes beyond filling immediate vacancies; it’s about laying the groundwork for a workforce that is capable of leading the sector into the future.
To support the development of our future sector experts, we need not only a robust commitment to early-career development but also a dedication to fostering diversity of thought. Deliberate fairness, inclusivity and representation (FIR) efforts enable us to bring a range of perspectives to the projects we undertake. As examined by Ofwat, whether it’s deepening our understanding of how water is valued and used across various faiths and cultures or ensuring that diverse teams are meaningfully included in both their growth and governance, we recognise strength in difference.
Talent mobility and workforce skills development
In an ever-changing industry like water, the ability to adapt is crucial. It’s not just about bringing new talent into the sector; we need to open up opportunities to others across the industry. Encouraging existing built environment professionals to explore roles right across industry will broaden expertise and drive sector development. Individuals with zigzag career paths allow for well-rounded perspectives that enhance problem solving and bring over best practice from a variety of other sectors.
Professional development is another cornerstone of talent mobility. Mentorship programmes are a vital tool for future-proofing the water sector by developing talent and leadership. Recently, several Gleeds graduates were invited to join the Water Industry Forum (WIF) Young Professionals programme. This initiative offers participants to collaborate on sector-specific challenges, develop problem-solving skills and expand their professional networks. In addition to gaining exposure to industry leaders, successful participants are invited to serve on WIF’s panel for 12 months, an important platform in moulding the future of our sector. This kind of recognition strengthens both sector visibility and professional standing.
The upcoming AMP (Asset Management Plan) investment cycles present an exciting funding opportunity for growth, but we need to rethink how to develop and retain talent to maximise future potential. Prolonged secondments in roles, sometimes over three years, can stunt professional development and discourage younger talent from entering the industry. Rotating employees across different business areas and encouraging clients to think differently about talent management will help develop key competencies. This approach shifts the focus away from traditional, siloed structures.
Alongside this, as work increasingly comes in packages, providing our people with broader opportunities will be essential for driving long-term sector growth. Our work with Scottish Water demonstrates how rotational placements can ignite graduate interest in the water sector. By gaining hands-on experience and essential skills, graduates not only advance their careers but also discover the vast opportunities in water infrastructure—a sector they often knew little about. Similar partnerships with the Environment Agency, Canals & River Trust and the IDB further reinforce our commitment to developing talent and inspiring the next generation in water management.
Inspiring engagement and community support
Engaging communities and employing local people is more than a box-ticking exercise; it holds the key to unlocking a thriving water sector. When it comes to public perception of the sector, 59% of people are calling for more local groundwork investment, even if it means some short-term disruptions to their day-to-day routines. While technical expertise drives the development of reliable infrastructure, it is the commitment of those living and working locally that will sustain lasting progress and ensure the successful delivery of projects.
Water projects and social value initiatives play an essential role in safeguarding communities from the growing threats of climate change. There is no one better to do that than those who know and understand their towns and communities best and are personally invested in successful delivery. For this reason, a career in water can be an excellent fit for community-minded individuals, who want to make a positive impact on the places where they live.
Flood resilience initiatives exemplify the impact of this approach. For example, Gleeds' involvement in the Hobhole Pumping Station Replacement project, scheduled for completion by 2028, highlights how understanding local dynamics helps to inform project design. This initiative will replace an ageing facility with modern infrastructure capable of managing water levels and mitigating flood risks in the region. Gleeds, providing essential programme management, procurement advice and risk control, is ensuring that the project addresses specific needs of the surrounding communities, creating a blueprint for future initiatives.
A commitment to understanding local contexts manifests into improved outcomes, strengthening the connection between project teams and the communities they serve.
Building a resilient water sector for the future
As we look ahead, it’s clear that the water sector must continue to evolve. By staying focused on talent development, promoting mobility within the workforce and strengthening our ties with the communities we serve, we can build a resilient industry that is prepared to meet the challenges of tomorrow. Ongoing investment in these areas isn’t just beneficial, it’s essential for our future communities.
