AECOM has snapped up Glasgow-based Allen Gordon LLP in a strategic move aimed at tightening its grip on the booming water and energy infrastructure markets across Scotland and the wider UK.
The deal gives AECOM access to Allen Gordon’s vast client portfolio and local know-how, boosting its reach just as billions in green investment are expected to pour into the region.
A Timely Deal as Investment Floodgates Open
There’s a quiet arms race unfolding in the UK’s infrastructure space — and water is right at the centre of it.
AECOM’s purchase of Allen Gordon couldn’t have come at a more opportune moment. With Ofwat’s Asset Management Plan 8 (AMP8) cycle kicking in from 2025 to 2030, water companies across the UK are lining up to spend big on resilience, sustainability, and decarbonisation. AECOM clearly wants to be at the front of that queue.
AECOM’s Europe & India CEO Richard Whitehead called the acquisition a “critical step,” noting, “Spending is expected to accelerate in both water and energy markets.”
One sentence is enough sometimes.
Allen Gordon’s deep links with Scottish Water, SSE, and a raft of regional contractors give AECOM a ready-made springboard. Plus, the trust built over decades? You can’t buy that — except, well, maybe you just did.
A Firm Built on Grit, Pipes, and Wind Farms
Allen Gordon wasn’t built in a boardroom. It was born in the middle of Scotland’s civil engineering boom.
The firm started back in 1971. A different era — no digital twins, no carbon dashboards. Just people solving real problems, mostly in cold rain. Over the years, Allen Gordon quietly became a go-to name for water utilities, wind energy developers, and transmission network owners.
That old-school reputation matters. When regulators and funders look for delivery partners now, they want proven experience and regional credibility. Allen Gordon ticks both boxes.
AECOM’s global water boss Beverley Stinson said the two companies “have an extensive history of collaborating together,” and that the deal helps them push toward their ambitious target: doubling the size of AECOM’s global water business in five years.
That’s a tall order — but not impossible, especially with boots already on the ground.
Local Knowledge Meets Global Scale
So, what does AECOM get apart from a logo and some contracts? Quite a bit, actually:
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35 Scottish offices with deep local roots
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Long-standing ties to public sector water and energy clients
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Engineers and project managers already inside the regulatory process
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Framework agreements that open doors without fresh bids
That last point’s huge. Frameworks are how the game is played now — win one, and you get a steady stream of work for years.
And let’s not forget the people. Stephen Munro, partner at Allen Gordon, put it plainly: “We’re energised by the growth opportunities. With AECOM’s scale, we’re better positioned to deliver.”
This isn’t about culture clashes. It’s more like putting two puzzle pieces together — one with the local credibility, the other with the financial muscle.
Where the Money’s Headed
Follow the money and you’ll see exactly why AECOM is betting big on Scotland’s infrastructure. Just look at projected spend:
| Sector | Estimated UK Spend 2025–2030 | Key Drivers |
|---|---|---|
| Water | £96 billion | AMP8 cycle, climate resilience, aging infrastructure |
| Energy | £70 billion+ | Wind farms, grid upgrades, net zero transition |
| Transport | £60 billion+ | Rail electrification, decarbonised logistics |
That’s nearly a quarter trillion pounds on the table in five years. No wonder global players are circling.
Scottish Water alone is preparing its largest capital investment plan ever, focused on climate-proofing networks and eliminating storm overflows. Then there’s SSEN and SP Energy Networks, with massive grid connection targets for offshore wind and hydrogen.
AECOM, already top-ranked in water design globally, now has more eyes, ears, and steel-toe boots in the right places.
Not Just Scotland’s Win
Let’s zoom out.
This deal isn’t just a boost for AECOM in Glasgow or Aberdeen. It’s about influence across the whole UK and Ireland.
By absorbing Allen Gordon, AECOM gains:
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Inside knowledge of how devolved infrastructure systems function
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Leverage in future tenders where “local delivery” is required
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Capacity to meet net zero infrastructure goals faster
AECOM’s strategy seems clear: go where the demand is, but make sure you already have a team in place. It saves time, avoids political headaches, and builds trust with local stakeholders.
Plus, it sends a message to rivals: We’re not waiting around.
AECOM’s recent acquisitions and joint ventures show it’s aggressively chasing growth in areas with big public and private funding pipelines. This latest one is different only because it’s so geographically focused — and potentially so politically significant.
What Happens Next?
For Allen Gordon’s team, the future looks — well — busy.
Clients will expect more capacity, quicker turnaround, and expanded services. Regulators will watch to ensure the new setup doesn’t lead to conflicts of interest or unfair market dominance.
And the staff? Probably some nerves, naturally. Mergers always come with questions. But AECOM has said it intends to preserve local teams and identities, rather than absorb them into a global blob.
One thing’s certain: water infrastructure in the UK is now a battleground — and AECOM just moved up the field.
