The water sector stands at a crossroads, grappling with an urgent need to attract and retain young talent. The stark reality is that workers under 24 comprise only 8% of the UK water sector, and over 20% of the current skilled workforce is set to retire within the next decade. This demographic shift poses a significant threat to the sector’s future, but it also presents an opportunity for transformation. Tom Bowman, the 23-year-old winner of the Institution of Engineering & Technology (IET) Rising Star award, offers a fresh perspective on how the water sector can navigate these challenges and attract a new wave of talent.
Bowman, an embedded test engineer at Metasphere, argues that the water sector’s image problem is a significant barrier to recruitment. “The sector, rightly or wrongly, is often seen as traditional and set in its ways,” he says. To change this perception, Bowman advocates for a more proactive approach in showcasing the sector’s innovations. “We need to change that narrative and showcase the exciting advancements happening in areas like water treatment technology, sustainable water management and digital monitoring solutions within the sector.”
Attracting Generation Z requires understanding their values, Bowman asserts. “The water sector must authentically demonstrate its commitment to these values,” he says, referring to Deloitte’s 2024 Gen Z and Millennial Survey, which reveals that half of Gen Zers have declined work due to ethical concerns, and 75% prioritise an organisation’s community engagement and societal impact. Bowman suggests that the water sector can leverage its work on public health, environmental sustainability, and community resilience to appeal to these values. However, this requires quantifiable achievements and clear communication of the sector’s impact.
Early career professionals also prioritise opportunities for continuous learning and clear career pathways. Bowman believes the water industry needs to better articulate these opportunities. “Companies need to make it clear that there are defined routes from entry-level positions to leadership roles, and opportunities to specialise in diverse areas like environmental engineering, data analysis, or communications and community engagement,” he says.
Bowman’s own journey as an apprentice in the telecommunications sector offers valuable insights. He suggests that the water sector should invest more in early engagement and education, partnering with schools to introduce students to water-related concepts and career paths. “We need to offer more internships and apprenticeships to provide hands-on experience and attract young people to the sector,” he says.
Mentoring schemes, Bowman argues, are crucial for accelerating the development of early-career professionals and creating a knowledge-sharing culture. “I’ve seen firsthand how crucial mentoring and special educational needs and disabilities (SEND) support can be in tackling our recruitment challenges,” he says. Bowman also highlights the importance of paid internships, tailored graduate programmes, and continuous development opportunities to attract and retain top talent.
The water sector’s future hinges on its ability to adapt and innovate in response to these challenges. Bowman’s insights offer a roadmap for attracting and retaining young talent, but the sector must act decisively to implement these strategies. The stakes are high, but the potential rewards are even greater. A new wave of talent could drive the water sector into a new era of innovation and sustainability, shaping a future where clean water and sanitation are accessible to all. However, this future is not guaranteed. The sector must act now to secure its place in a rapidly changing world.
