Water and Effluent Treatment Magazine
Issue link: https://fhpublishing.uberflip.com/i/323010
leaders 2104 5 Tested The general feeling is that AMP6 will significantly alter the approach needed for capital investment and the customer, the environment and collaboration are all featuring very strongly in the procurement processes that contractors are engaged in. Behavioural characteristics are also being tested by clients to ensure that col- laboration with them, partners and the supply chain will be effective, add value and deliver successful outcomes However, it remains to be seen how bold the industry will be in embracing the opportunities for sustainability and effi- ciency through a broader understanding of how the water industry sits in the big- ger community. AMP6 is expected to be characterised by smaller, more discrete works that will require a far higher degree of planning, control and innovation. Looking at future trends, contractors expect to see growth in projects that will major casualty – Daniel Contractors. The company went into administration last May as a result of financial difficulties. In The leaders 2013 we reported that Daniel Contractors had agreed a four- year, £9M funding with PNC Business Credit and RBS/National Westminster Bank. The new facility was to provide Daniel Contractors and its wholly-owned subsidiary Land & Marine Project Engi- neering with funding to support its future business objectives and strategy for growth. Land & Marine Project Engineer- ing was bought by Murphy. Of course, all eyes are now on the industry's five-yearly regulatory cycle as the final few months of AMP5 plays out. The hope is that there will not be any more supply chain casualties. *We used the most up-to-date account information available at Companies House at the time of writing. turn sewage from a waste stream into a source of renewable energy, nutrients and recycled water. January's publication of ISO's first international standard for asset management marks an opportunity for expertise within this field to help clients assess and move toward more structured management of their assets. Casualty This time last year, the industry was experiencing a spate of mergers and acquisitions. Doosan bought Enpure; Enterprise plc was snapped up by Spanish group Ferrovial; and May Gurney Integrated Services found itself at the centre of a tug of war between Costain and Kier, and which Kier won. Over the past year, these mergers and acquisitions have been going through the process of being integrated into their respective new homes. However, the past year has seen one