The dawn of Asset Management Period 8 (AMP8) heralds a monumental shift in the UK’s water sector, with an unprecedented £104 billion earmarked for investment. As Oliver Grievson, Associate Director at AtkinsRéalis and Royal Academy of Engineering Visiting Professor, notes, the industry stands on the precipice of both immense opportunity and daunting challenge. The sheer scale of the programme, with approximately 15,000 tasks identified for wastewater monitoring alone, is enough to induce a mix of trepidation and enthusiasm.
Grievson’s primary concern is deliverability. The Water Industry National Environment Programme (WINEP) has set an ambitious run rate of 11 tasks a day, a target that, while achievable, demands meticulous planning and execution. The quality of delivery is paramount, as these tasks will be reporting to the public within an hour. This urgency underscores the need for robust collaboration and resource management strategies.
AMP8 is poised to be the era of collaboration, with engineering consultancies and off-shore workers playing pivotal roles. Grievson highlights the potential for off-site builds, measured use of Artificial Intelligence, and adaptive planning. The Storm Overflows Reduction Plan, for instance, will be co-delivered with all monitoring, necessitating a flexible approach as new data emerges. This adaptive planning, baked into the first round of Delivery Water Management Plans (DWMPs), will come to the forefront, allowing the industry to pivot as needed.
The resource crunch presents an opportunity to upskill the workforce. Grievson advocates for leveraging universities and professional institutions to develop technical skillsets, not just in traditional areas but also in new technologies and tools. The Institute of Measurement & Control and CIWEM’s practitioner’s register are just two examples of bodies that can support this upskilling.
Quality and process management will be crucial. The Environmental Data Monitoring (EDM) programme’s past struggles with accuracy serve as a cautionary tale. Grievson stresses the need for early establishment of standards and governance programmes to ensure the quality of delivery. Digital tools like Digital Asset Management and Building Information Modelling (BIM) will be instrumental in this regard.
The water industry is at a crossroads. AMP8’s challenges are immense, but so are the opportunities. The sector has a chance to redefine its approach to collaboration, resource management, and skill development. As Grievson aptly puts it, the industry has the determination to deliver what needs to be delivered to keep the water flowing. The next five years will test this resolve, but they also present a chance to shape the future of the water sector in profound ways. The industry must seize this moment, embracing innovation and collaboration to overcome the challenges ahead. The stakes are high, but so are the potential rewards. The water sector is on the cusp of a transformative era, and how it navigates AMP8 will shape its trajectory for years to come.
