Jobs, Skills, and Talent Pipelines in the Water Sector As utilities across the globe race to expand coverage, modernize infrastructure, and adapt to climate and digital transitions, one question is becoming increasingly urgent: who will operate the water operators? This was the central theme of the recent NewIBNET Community of Practice webinar, which convened utilities, economists, and inclusion specialists to examine how workforce constraints are shaping the future of water and sanitation services. Watch Recording now! Workforce challenges are service delivery challenges The discussion made clear that utilities are facing two core workforce constraints: persistent skills shortages and tight hiring and budget limits. These challenges are not abstract HR concerns, they directly affect operational performance, resilience, and long-term system sustainability. Opening the session, participants were reminded that while automation and digitalization are accelerating, human resources remain the most critical asset of water utilities. Data shared through NewIBNET shows that staffing levels have stabilized globally, but efficiency gaps remain wide (particularly in low-income contexts) highlighting the need not just for more staff, but for better-aligned skills, stronger management practices, and motivated teams. Water, sanitation, and jobs: a powerful connection In his keynote, George Joseph, Senior Economist at the World Bank, framed the workforce challenge within the Bank’s broader Jobs Agenda. His analysis underscored a powerful insight: investing in water and sanitation is also a jobs strategy. Global evidence shows that investments in water supply and sanitation generate more direct and indirect jobs per dollar than many other infrastructure sectors. Yet productivity in the sector has declined in recent years, pointing to the importance of workforce quality, managerial capacity, and institutional incentives. Poorly designed HR systems, limited autonomy, and skills mismatches undermine both efficiency and service outcomes. The implication is clear: engaging governments, boards, and regulators on workforce funding is not optional, it is essential for achieving both development and employment goals. Inclusion is not optional - it is strategic Building on this framing, Monica Vidili, Senior Water Supply and Sanitation Specialist and Task Team Leader of EqualAqua, highlighted how gender and inclusion gaps continue to limit the sector’s talent pool. Despite some progress, women remain underrepresented (particularly in technical, managerial, and leadership roles). EqualAqua’s data and operational experience show that these gaps are driven by barriers across the entire career cycle: attraction, recruitment, retention, and advancement. Addressing them requires intentional actions, from bias-aware hiring and family-friendly policies to leadership development and safe working environments. The message resonated strongly with participants: inclusive workforce design is not just about fairness, it is about performance, resilience, and long-term viability. A utility perspective from the ground Bringing theory into practice, Veronica Sanchez, General Manager of Aguas de Quito, shared how her utility is tackling workforce challenges head-on. With a strong focus on strategic human capital planning, performance-based incentives, leadership development, and succession planning, Aguas de Quito has been able to maintain high service levels with relatively low staffing intensity. At the same time, Sánchez was candid about ongoing challenges, particularly around gender balance and generational transitions, reinforcing that workforce reform is a continuous process rather than a one-off fix. What participants said: poll and breakout insights A live poll revealed that participants’ biggest workforce constraints are difficulty attracting qualified candidates, budget and hiring restrictions, and ageing workforces. On inclusion, most utilities reported some progress, but major gaps remain. These findings carried into the breakout discussions, where participants identified root problems such as rigid public-sector hiring rules, tariff constraints, governance gaps, and weak links between utilities and training institutions. Proposed solutions ranged from revising HR policies and compensation schemes, to strengthening partnerships with universities, piloting internship pipelines, and using performance-based incentives to retain talent. Crucially, many of these ideas were framed as actions that could realistically be piloted within the next 12 months. Data as a foundation for action A recurring theme throughout the session was the importance of data. Today’s discussion was grounded in NewIBNET utility data, management practice assessments, and EqualAqua benchmarks. Participants emphasized that better data enables better decisions and stronger advocacy with governments, boards, and financiers. Continued data sharing through NewIBNET is therefore not just a reporting exercise; it is a strategic tool for diagnosing gaps, tracking progress, and making the case for sustained workforce investment. Supporting a future-ready water workforce In closing, the message was clear: skilled, inclusive, and resilient utilities do not happen by accident. They require deliberate investment in people, supported by data, peer learning, and institutional reform. The World Bank can support this agenda through platforms such as NewIBNET, EqualAqua, knowledge exchange, and operations that integrate workforce considerations into sector reform. Ultimately, strengthening the water and sanitation workforce is not only about jobs, it is about safeguarding service delivery, resilience, and sustainability for decades to come. Image