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fully with wider stakeholders and academics beyond the water sector, to make our research more strategic and long-term. From an academic perspective, David, why is there a need for the WRF?
David Butler: Over many years we’ve been concerned that the water industry and the academic sector have moved along parallel tracks. We wanted to find a way to bring the right people together to create independent research that contributes towards tackling long-term challenges in water, such as climate change and water scarcity.
SK: We started by engaging with you and other senior academics to understand where the synergies lie. What would you say are key benefits of WRF for academics?
DB: Initiatives like the WRF mean academics are able find more aligned partners and develop meaningful research required by the industry. It is an ideal environment for knowledge transfer and learning, creating a mutual flow between academia and the water sector.
SK: And, the benefits of WRF for the water sector means we can provide companies with a non-biased, expert view. The research is driven by academics and strategic thinkers that can bring in new, fresh ideas – reflecting the level of independence UKWIR already has.
DB: I see the Forum as closing the gap between research and industry, as well as being instrumental in creating a wider family of researchers, including social scientists, that can help the water sector tackle its most pressing problems.
SK: And independent research offers an extra level of safety for water companies too.”
David: Absolutely. Of course, there could be unpalatable evidence unearthed that also needs to be communicated, but that’s part of the deal of independence.
SK: If we look at the current media and government scrutiny of river quality for example – water companies are getting a bashing. The paradox is that the sector is perceived to be doing worse than ever, but it’s largely because there is better data available that is not always fully understood. Meanwhile, we know so many stakeholders contribute to – and impact on - river health, but that nuance is lost to the public.
DB: So, for example, the WRF can independently pinpoint these different pollution sources and inform stakeholders, bypassing negativity towards water companies.
SK: I see part of WRF’s remit as being to move this debate about the water sector’s challenges into one that is informed by sound science and data, rather than dictated by emotion. It’s a scary prospect to stick your head above the parapet, but with clarity of message, it’s a powerful way to turn the tide of public perception.
DB: I agree, currently there is an issue with how water sector data is being interpreted and expressed and that is the space WRF hopes to fill.
SK: Another primary focus of the WRF is to create and find new funding opportunities that support research programmes of current and future interest to both the UK water sector and academia, as well as ensure readiness of the water sector for
6 | October 2024 |
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government or other, strategic funding calls.
DB: Getting commercial ideas through the ‘valley of death’ and into practice is one of our primary goals.
SK: If we can use the Forum to get a better flow of new knowledge into the industry itself, then it will do great good. We can show government, press and customers an outward- facing, unified, progressive and forward-looking sector that is eager to support, promote and trial cutting-edge, world-class research to deliver world-class water services.
DB: With the management team now in place, we are reaching out to the academic and water community to help mould and shape the agenda moving forward. It’s an exciting time to be involved in the WRF.
The WRF directly supports UKWIR's research strategy. This strategy focuses on seven key themes that align with the vision set out in the 2050 Water Innovation Strategy for a transformed water sector. By prioritising these themes, the WRF aims to positively impact society and the environment.
Frictionless collaboration will drive project success
As the UK water sector prepares for change under a new Labour government, a push for stronger collaboration should be a priority, writes Ian Thompson, managing director of Xylem UK and Ireland.
Ian Thompson
For the last 10 years, water utilities’ budgets have been constrained and progress on infrastructure projects slow. Now, with building blocks in place in terms of funding and political will, there are new opportunities to really deliver improvements.
From the Government, I hope to see a push for sector collaboration, in particular between water companies and Ofwat. Strong, frictionless collaboration will help drive another key priority – investment and project delivery.
Some £88 billion has been earmarked for investment in Ofwat’s 2025-2030 draft determinations, a big increase on the previous asset management plan (AMP) period. Much of this investment will be in new digital and data-powered technologies, which have the potential to reshape water.
As with any major transition, digitalisation is not without challenges, a key one being the pace of innovation. The water sector is understandably conservative in its approach, but when trying to introduce innovation, the UK can learn from places like Spain, California and parts of Africa, where water is
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