Paul Bunyan, CEO of C&P Engineering Services Ltd, stands as a testament to the power of strategic foresight in an evolving industrial landscape. His company’s journey from a heavy reliance on Tata Steel to a diversified portfolio in the water utilities sector offers a compelling narrative for businesses navigating sectoral shifts.
Five years ago, Tata Steel accounted for 35% of C&P’s turnover. Today, the company has pivoted, securing framework contracts with Thames Water, Wessex Water, United Utilities, and Yorkshire Water. This transformation didn’t happen overnight. It was a deliberate, calculated move sparked by a realization in 2016 that diversification was not just beneficial but necessary.
The closure of Tata’s blast furnaces in September 2024 marked the end of an era, resulting in a significant reduction of C&P’s workforce at the site. However, the company’s earlier decision to invest in new premises, modern equipment, and comprehensive employee training mitigated the impact. This investment enabled C&P to gain certification for CompEx Training, establishing the company as a subject matter expert in hazardous area work.
The strategic decision to target water companies paid off, with C&P securing a framework contract with Thames Water and subsequently expanding its presence in the sector. The most recent contract, with Yorkshire Water, began in April 2025, coinciding with the closure of Tata’s blast furnaces. This contract led C&P to open offices near Leeds, driving regional growth and doubling its workforce on the Thames Water contract.
The Engineering Construction Industry Training Board (ECITB) played a pivotal role in this transition, providing grants for staff training. “The ECITB has been great, supporting us with grants to provide the necessary training for staff to work in the water sector. This funding has helped us keep workers in employment,” Paul explains.
C&P’s expertise in design, project management, and construction management for electrical, control, and instrumentation systems, coupled with its training facility, C&P Training Services, has been instrumental in its diversification. The company’s primary training offering, CompEx, is a globally recognised certification scheme that validates the competency of personnel working in potentially explosive or hazardous atmospheres.
Retraining was essential for C&P’s employees to meet the safety and compliance standards of the water industry. With funding support from the ECITB, staff completed new CompEx modules, as well as management and supervisory training. This upskilling enabled C&P to take on principal contractor roles in the water sector, further expanding its capabilities.
The company’s core expertise remains in industrial electrical work, but diversification has also seen C&P expand its services to include mechanical work. “As part of our work in the water sector, we’ve started delivering mechanical services too,” Paul notes. This expansion required additional training, demonstrating C&P’s commitment to adapting and evolving with the sector’s demands.
The water sector’s record investment in infrastructure has provided C&P with opportunities to focus on its future workforce. The company has increased its intake of apprentices, with around five new apprentices taken on each year. The ECITB’s apprenticeship support has been instrumental in this growth, allowing C&P to develop talent in a niche trade.
Paul’s insights highlight the importance of strategic decision-making in navigating sectoral shifts. His company’s journey offers a roadmap for businesses seeking to diversify and adapt in an evolving industrial landscape. The water utilities sector’s growth presents opportunities for companies willing to invest in training, upskilling, and diversification. As the sector continues to evolve, the lessons from C&P’s journey will undoubtedly shape its development, driving innovation and growth.