By Paul Curtis, Managing Director, Marshalls Civils & Drainage
We all recognise that AMP8 is a huge opportunity for the water industry to evolve. It aims to drive significant improvements across efficiency, flood resilience, pollution management and sustainability, supporting the sector’s goal of net-zero operating emissions by 2030. At the same time, it seeks to accelerate adoption of new technologies such as digital twins and predictive maintenance to improve asset performance, reduce operational risk, and enable more proactive, data‑driven decision-making across the network.
The £108 billion investment between 2025 and 2030 represents the largest and most ambitious AMP to date.
But ambition is not the issue. Delivery is.
More than a year into AMP8, too much of the sector remains stuck in first gear. And while there are multiple challenges to overcome, one stands above the rest: a growing gap between what the programme demands and the skills and capacity the industry currently has to deliver it.
An industry in transition
Alongside this, wider reforms following the Cunliffe Review are set to reshape the sector, adding further complexity and increasing the demands placed on already stretched teams.
Described as the most significant overhaul of the industry since privatisation in the 1980s, the review sets out 88 recommendations aimed at fundamentally changing how the sector works. At its core is a recognition that the water industry faces deep-rooted structural challenges and that a “reset” is required rather than incremental change.
In practical terms, this means more joined-up planning, stronger environmental expectations, and a greater reliance on data, digital tools and long-term decision-making. While necessary, this represents a step change in what the industry is being asked to deliver – and, in turn, the skills and capacity required to do so.
A workforce under pressure
The scale of the skills challenge is stark. To meet demand, the water sector needs to recruit an additional 43,700 people by 2030: a 36% increase on today’s workforce.
But the challenge goes beyond headcount; it is also shaped by how and when key decisions are made across a project lifecycle. With AMP9 already on the horizon, this raises a bigger question: how the industry will continue to scale capacity in future cycles if these underlying pressures remain unresolved.
When specification is left too late or lacks clarity, it places additional strain on already stretched teams – particularly in procurement and delivery roles – who are then tasked with resolving complexity under tight timeframes. In that sense, the industry isn’t just short on people; it’s asking those it does have to work harder than necessary.
Against this backdrop, competition for talent has never been more intense. Major infrastructure programmes such as HS2, Sizewell and Hinkley Point are drawing from the same limited pool of skilled workers. The result is a talent market where supply simply isn’t keeping pace with demand.
Crucially, it’s not just about numbers. The nature of the workforce itself is changing. Digital capability is becoming just as important as traditional engineering expertise, with skills in data, modelling and AI increasingly central to delivery. The industry is being asked to evolve at pace, yet its talent pipeline is struggling to keep up, adding further pressure where processes are already inefficient.
Procurement gap
One key area of concern is the limited capacity within procurement teams. The retention of talented procurement staff who understand how to support AMP8 implementation is critical to the programme’s success. We all know that AMP8 is hugely ambitious in its scope. Procurement teams will therefore need a clear understanding of these goals and how to achieve them, requiring strong supplier relationships and a clear procurement strategy.
Part of the problem is product specification. Vague or broad performance specs create downstream risk and variation in reliability as well as whole‑life costs. But the risk this creates is largely flying under the radar right now.
Our own research of more than 100 industry professionals found that over two‑thirds had not yet identified specific AMP8 challenges. This points to a growing coordination gap – one that risks slowing progress before delivery has properly begun.
Why recruitment alone won’t solve it
While investing in talent is vital to AMP8’s success – especially in procurement – it isn’t a silver bullet. The resources required to keep pace with AMP8 mean the industry must also rethink how it delivers projects with the workers it has today. That starts with simplifying delivery.
Suppliers have a clear role to play here: they must go beyond providing products to offer ready-made, compliant solutions that help procurement teams make quick, informed choices.
This means offering systems already aligned with SuDS requirements, backed by clear technical guidance, BIM‑ready content and verified carbon data, all designed to slot easily into digital workflows. Making solutions more accessible and user‑friendly can significantly reduce the burden on already stretched procurement teams.
The real key is to strengthen procurement-supplier collaboration earlier in the process. Greater engagement between clients, contractors and suppliers at specification stage can help ensure the right solutions are in place from the outset. This reduces the risk of redesign, delays and inefficiencies further down the line.
A shared responsibility
Right now, AMP8 sits at a critical point in its delivery. This programme represents the biggest opportunity to level up our industry, but it will only succeed if we share the responsibility.
Water companies and contractors must continue to invest in skills and capability, particularly through apprenticeships and training pathways that build long-term capacity. But equally, suppliers need to step up – bringing not just products, but clarity, guidance and solutions that are ready-made for this new way of working.
If we can reduce complexity, support smarter procurement and make digital delivery truly accessible, the sector stands a far better chance of turning AMP8’s ambition into reality.