Hydrography is reaching a point at which standing still is no longer an option. The latest industry survey reveals a sector balancing rising data volumes, shifting skill demands and rapid advances in automation, AI and remote sensing. Organizations are working to secure certified personnel, keep pace with modern equipment and deliver high-quality data, despite mounting operational pressure. What emerges is a field that is adapting – but not without friction. Across all responses, one theme resonates: the future is arriving faster than expected. The question is whether the sector will shape that future, or be shaped by it.

Here we explore the forces reshaping hydrography – beginning with automation and AI, followed by workforce dynamics, data management pressures, equipment constraints and the technologies expected to redefine the field. Together, these insights show not only what organizations are doing today, but also what they fear, prioritize and hope for as the next decade takes shape.

A sector defined by cross-cutting structural pressures

Certain themes appear repeatedly across the survey, regardless of whether respondents are discussing AI, equipment procurement, data bottlenecks or long-term readiness. Three forces shape nearly every response: a shortage of skilled personnel, uneven technological adoption creating gaps between well-resourced and resource-limited organizations, and structural constraints – from procurement cycles to training capacity – that move more slowly than innovation. These themes do not represent repetition, but rather deep, interlinked pressures that define the state of hydrography in 2026. They form the backdrop against which every challenge in this article must be understood.

Towards the era of automation and AI

It was inevitable that the first question in this year’s survey would focus on automation and AI. These technologies dominate discussions across most technical disciplines, and the hydrographic community is no exception. The sector is clearly entering a phase in which new tools, autonomous systems and AI-supported workflows are becoming increasingly visible in day-to-day-operations.

When respondents consider how automation and AI will affect the workforce over the next five years, a broadly consistent picture emerges. The general sentiment is cautiously optimistic: these technologies are expected to support the workforce rather than displace it – though they will sharpen the need for new skills and new forms of operational readiness.

As an example of satellite-derived bathymetry in action, Victor Vescovo’s marine technology company Caladan Oceanic partnered with TCarta and the Greenwater Foundation to provide Kenya with detailed maps of its Coastal seafloor. The use of SDB brings the world a step closer to the goal of a fully mapped ocean floor by 2030. (Image courtesy: TCarta)

AI and automation as enablers – not replacements

Many respondents emphasize that automation and AI will serve as tools that increase efficiency, improve data quality and reduce repetitive manual tasks. Automated cleaning, more intelligent processing workflows and AI-supported interpretation are seen as helpful additions that free specialists to focus on higher level analysis and decision-making. Respondents stress the importance of revising procedures, defining how autonomous systems should operate in practice and ensuring that staff training evolves alongside new tools.

Growth in uncrewed systems – from USVs to remotely operated or partially autonomous platforms – is widely anticipated. Yet few expect these technologies to significantly reduce workforce size. Instead, hydrographers’ roles are expected to progress towards system supervision, remote operations, data integration and quality assurance. In other words: the work will change, but the need for expertise will not disappear. Several respondents caution against assuming that AI or automation provide a simple solution to staffing shortages.

Higher skill levels and broader competence

With more advanced workflows comes more advanced skill requirements. Survey participants repeatedly note that hydrographers will need a stronger grounding in data science, digital workflows, sensor fusion and high-volume data interpretation. Technological progress does not reduce the need for expertise, and several highlight the risk that new entrants might become over-dependent on automated tools without developing foundational understanding – a concern that echoes through the entire survey. This is not merely about technical upskilling; it is about ensuring the next generation of professionals understands both the systems they operate and the hydrographic principles those systems rely on. After all, high-quality results still depend on professionals who understand sensor behaviour, environmental influences and data validation.

Uneven adoption and the need for continuous learning

Respondents expect automation and AI adoption to progress at different speeds across the sector. Offshore and commercial companies will likely take the lead, driven by budgets and innovation incentives. Ports, public authorities and smaller hydrographic offices may move more slowly due to limited resources or training opportunities. Making sure that innovation lifts the whole sector rather than deepening existing disparities is a concern shared by many hydrographic professionals.

Many stress that successful adoption depends on continuous professional development. Updated training programmes, structured knowledge transfer and alignment with evolving standards are seen as essential to ensure that automated tools contribute to – rather than compromise – data quality.

A hybrid future for hydrographic operations

Across the responses, one message stands firm: the future will be hybrid. Autonomous platforms, automated processing and AI-enhanced tools will work alongside, not instead of, skilled professionals. Tasks will shift, roles will evolve and the sector will increasingly rely on a synthesis of technology and expertise. If the survey is any indication, fears that AI will sweep away jobs in the hydrographic sector are largely absent.

Respondents generally welcome the direction that is already set in motion – but they caution that organizations must invest in people as much as in systems. With the right training and support, AI and automation are viewed as developments that can strengthen the sector rather than disrupt it.

Survey respondents send a clear signal: strengthening workforce skills and training is the sector’s top priority for staying future-ready.

Securing certified hydrographic personnel

When respondents reflect on how their organizations expect to secure certified personnel in the coming years, they describe a multi-layered challenge that touches on recruitment, training, retention and collaboration. Most foresee a need for a combination of strategies rather than relying on a single approach. The most frequently mentioned theme is the availability and development of skilled professionals. Respondents link this to familiar concerns: an ageing workforce, limited inflow of new hydrographers and steadily rising workloads. Despite automation’s potential to assist with routine tasks, the need for expert interpretation, operational judgement and quality oversight remains unchanged.

Many highlight that skill profiles are evolving rapidly. Modern hydrographers must combine traditional expertise with data analytics, remote operations, multi-sensor integration and digital workflows. This increases the urgency of well-structured training pathways, updated curricula and long-term professional development. Without sustained investment in people, several survey participants warn, organizations may struggle to maintain capacity and data quality in the years ahead.

Internal development the primary strategy

The most frequently mentioned strategy is internal training and upskilling. Many organizations expect to depend heavily on in-house learning, mentorship and structured development programmes to bring new staff to certified levels. This reflects both a shortage of qualified candidates and an opportunity to shape expertise internally.

Several respondents highlight that certification routes require time, hands-on experience and deliberate guidance – which in turn requires internal career structures and senior staff who can mentor newcomers.

Organizations are preparing for the future by focusing on individual certification pathways and upskilling their current teams.

Recruitment remains important – but challenging

Although internal development is increasingly central, many organizations continue to attempt recruitment from the market. Participants in this year’s industry survey consistently describe the talent pool as small and highly competitive, with private companies, government agencies and offshore contractors all seeking similar profiles. However, even teams that succeed in onboarding young professionals often struggle to keep pace with the rising demand for both operational capacity and specialized skills.

Successful recruitment, organizations note, often depends on offering attractive working conditions: professional growth, flexible arrangements, accessible learning opportunities and modern tools. Yet many caution that recruitment alone cannot meet long-term personnel needs. Moreover, relying too heavily on external hiring risks creating instability, especially as experienced candidates become harder to find. Sustainable workforce planning, they argue, will depend on reinforcing internal training and retention strategies.

Retention of experienced staff a strategic priority

Respondents frequently emphasize the importance of retaining senior professionals, as they hold critical operational knowledge and play a vital role in training the next generation. Losing them to retirement or career changes is seen as a major risk to organizational continuity. Retention is understood broadly: competitive salaries matter, but so do career opportunities, recognition, manageable workloads and the opportunity to work with modern technologies.

Several contributors note that the knowledge gap between junior and senior staff is widening. The sector’s technical complexity is growing, which is making it harder for newcomers to develop expertise quickly. This is not just a matter of staffing but one of long-term continuity: without a steady inflow of well-trained hydrographers, organizations are prone to losing critical experience that cannot easily be replaced by automation or procedural guidance.

Growing reliance on external partnerships

Many respondents have high expectations and hope for more room for stronger collaboration with universities, training institutes and professional bodies. Internship programmes, dual-education models and shared training initiatives are seen as ways to strengthen the pipeline of certified hydrographers. A few emphasize the value of internationally aligned certification schemes that allow both organizations and individuals to plan long-term development more effectively.

A widening skills gap on the horizon

Beyond the practical solutions, several respondents voice a deeper concern: the widening gap between rapidly evolving digital workflows and current workforce capabilities. As remote operations, multi-sensor fusion and AI-driven processing become everyday realities, hydrographers will need broader and more sophisticated skill sets to keep pace. Some even question whether existing certification frameworks can adequately capture this shift, suggesting they may need to evolve sooner rather than later.

 

Rising data volumes and the growing need for efficient data management

When asked how well the sector is coping with greater data volumes and the need for more efficient data management and delivery, respondents paint a picture of cautious capability. Most organizations feel they are coping – but with rising effort and increasingly stretched workflows.

Strengthening data quality, standards and consistency

Many respondents emphasize data governance, quality control and standardization. As survey platforms and processing tools multiply, maintaining consistency becomes more challenging. Some note that the diversity of data sources – from multibeam and Lidar to satellite-derived bathymetry (SDB) and USVs – can complicate internal workflows if standards are not updated in parallel. Respondents often mention sensor integration, variable quality between contractors and a growing need for clear guidance on best practices. Several note that future readiness depends not only on adopting new technology, but also on guaranteeing that the resulting data remains interoperable, trustworthy and suitable for long-term use.

Respondents explicitly mention the transition to S-100 as a major pressure point. While many recognize its long-term benefits – improved interoperability, richer data models and alignment with modern digital workflows – they also stress that the shift demands substantial preparation. Smaller organizations in particular highlight uncertainties around timelines, tooling and required training. For many survey participants, S-100 is not simply a technical update but a structural change that will require clearer guidance, coordinated implementation and sustained investment.

Managing, but with increasing pressure

Respondents note that modern software, cloud-enabled processing and automated cleaning tools help keep operations manageable. Without these advances, the sector would already be overwhelmed. Still, data volumes continue to rise faster than workflows can be optimized. Pressure is being felt across acquisition, storage, processing, quality control and delivery. Many suggest that organizations are operating close to capacity – and could struggle if volumes continue to expand without further investment.

Fragmented systems and workflows

One of the clearest connecting dots is the fragmentation of technical environments. Organizations rely on mixes of legacy systems, proprietary tools and manual handovers between software packages. Respondents describe this fragmentation as inefficient and a frequent source of bottlenecks. “The tools exist, but integration is lacking,” is a sentiment voiced in many responses.

Processing capacity and automation limits

Respondents often identify processing capacity as a limiting factor, as higher-resolution multibeam and Lidar surveys require increasingly powerful hardware. AI-assisted tools help, but automation does not remove the need for expert quality control – which takes time. Public authorities and smaller organizations, in particular, face investment cycles that lag behind technological need.

Storage, archiving and long-term management

A recurring theme is uncertainty about which data should be stored, for how long and in which format. Raw and intermediate datasets are large, costly to keep and challenging to curate. Without consistent organizational policies, duplication and loss of institutional memory become real risks.

Rising delivery expectations

Based on the input to this year’s survey, a growing gap between what clients expect – faster delivery, richer products, more interactive interfaces – and what organizations can deliver efficiently using current tools emerges. This gap seems to be widening, especially where cloud-based delivery platforms or automated reporting tools are not yet available.

Decision makers, clients and non-specialists can assume that modern tools automatically deliver high-precision results. Therefore, clear communication about achievable quality levels, survey conditions and validation requirements remains essential.

Equipment costs continue to climb, and for many organizations the impact is now impossible to ignore – most rate it as moderate to very significant.

Rising equipment costs and limited access to modern tools

When asked about the significance of rising equipment costs and limited access to modern survey tools, respondents present a dual picture: yes, financial pressure is real and growing, but not uniformly limiting. While some see it as a structural barrier, others take a more strategic and measured view.

The concerned view: structural barriers for many organizations

Public agencies, smaller hydrographic offices and academic institutions often describe rising equipment costs as a major operational constraint. Tight budgets, rigid procurement cycles and high capital costs make it difficult to acquire or update multibeam systems, Lidar sensors, uncrewed platforms and high-performance processing hardware.

Even when funding is available, procurement delays can push purchase far into the future – sometimes until technologies have advanced even further. Older equipment increases maintenance effort and can hinder modern workflows. The deeper concern is not just affordability, but also the risk of falling out of step with industry standards.

The more optimistic view: long-term value through strategic investment

A second group of respondents takes a more pragmatic and positive stance. They acknowledge rising costs but emphasize that well-planned investment strategies, long-term financial cycles and partnerships with manufacturers enable steady progress.

Some describe success with leasing models, shared equipment pools or joint procurement. They view modern tools as enablers that improve data quality, reduce vessel time and enhance operational efficiency – often offsetting the initial cost.

Shared concerns and connecting themes

Across both views, respondents agree that staying technologically relevant is essential. Outdated equipment limits capability, slows workflows and risks lowering data quality. Many also express concern that uneven access to modern tools could widen gaps between organizations, threatening interoperability and collective standards.

At the same time, respondents paint an interesting picture of a rise in creative solutions: shared platforms, cross-organizational resource pooling and collaborative acquisition strategies that help stretch budgets while maintaining technological relevance. Respondents call for more predictable, better-planned strategies that allow organizations to modernize equipment, adopt new workflows and sustain survey capacity.

An example of uncrewed and remote surveying in action: the Blue Eclipse, Fugro’s largest USV as of 2025, completed a 675km² survey in the North Sea, with water depths ranging from 90 to 250 metres. (Image courtesy: Fugro)

Which emerging technologies could redefine hydrography?

When respondents are asked which emerging technology could be the biggest game changer for hydrography in the coming five years, their answers cluster around a core insight: the future will not be transformed by a single breakthrough, but by the convergence of many. Autonomous systems, AI-driven workflows and remote sensing innovations form a multi-layered picture of technological evolution.

Autonomous and uncrewed systems the strongest theme

The most frequently cited shift is the rise of USVs, AUVs and more autonomous platforms. Respondents expect much broader deployment of autonomous vehicles in both nearshore and offshore environments. These systems offer expanded endurance, safer operations and continuous data acquisition. Several respondents anticipate a shift towards multi-platform fleet management, where operators supervise autonomous missions remotely while performing real-time data validation. The idea of ‘integrated autonomy’ – autonomous navigation that is coupled with adaptive data-driven decision-making – is highlighted as a major future step.

AI-supported processing and automated workflows

AI and machine-learning tools appear prominently throughout the responses. Many expect significant reductions in manual processing efforts as models become more trustworthy. Feature detection, automated quality control and intelligent cleaning are seen as areas where AI will have the greatest impact. As signalled before, respondents do not expect AI to replace expertise. Instead, they see it shifting hydrographers’ time towards interpretation, quality assurance and integration of multiple datasets.

Satellite-derived bathymetry and topobathy Lidar

Remote sensing is another theme that appears consistently. SDB, once seen as a niche technique, is gaining ground as accuracy improves. Respondents see strong potential for large-area mapping, planning and multi-sensor workflows. Expectations are clearly rising, coupled with increasing interest and, to a lesser extent, knowledge. When it comes to the latter, there is still much work to be done. Topobathy Lidar is recognized as increasingly central to seamless land-sea modelling, and respondents anticipate gains in coverage, resolution and automated classification.

Integration, cloud workflows and ‘systems of systems’

A notable thread across many comments is that integration – rather than any single technology – could be the true game changer. Respondents mention cloud-based processing, real-time data delivery and fully digital workflows as developments that could fundamentally improve efficiency. For some hydrographic experts, the shift towards more integrated workflows also ties into the ongoing transition to S-100. They see the standard as a foundational enabler for the ‘system of systems’ approach: autonomous platforms feeding into cloud-based processing chains, validated by AI-based QC and enriched with satellite data.

Surprising concepts from the edges of innovation

A small but fascinating subset of respondents points towards technologies that sit well outside the traditional hydrographic toolbox. Some survey participants mention quantum positioning and navigation as a potential disruptor once it matures – offering navigation capabilities independent of GNSS and therefore more resilient for autonomous operations. Others highlight emerging biological sensing methods, such as environmental DNA (eDNA), which could allow survey platforms to capture ecological information alongside bathymetric data, hinting at a future where hydrography and marine environmental monitoring become increasingly intertwined. Several respondents also point to mass-market technologies – low-cost drones, handheld consumer Lidar, gamer-grade GPUs and even smartphone-based depth tools – as innovations that, while not designed for professional hydrography, could influence workflows indirectly through accessibility, experimentation and training.

Together, these outliers reflect a broader truth: meaningful innovation is no longer confined to specialist manufacturers. The boundaries of what might shape hydrography in the coming years are expanding, and ideas from neighbouring disciplines may prove just as influential as advancements within the field itself. Ignoring such cross-pollination could mean missing the next major leap forward, and the sector’s adaptability will determine how fully it can harness these unexpected opportunities.

Towards a more collaborative and coordinated sector

A final theme relates to collaboration, as the pace connected with technological and methodological change makes isolated approaches increasingly impractical. Many respondents value shared knowledge, accessible training and strong connections between industry, public authorities and research organizations. Closer coordination is seen as a way to reduce fragmentation, support implementation of new standards and strengthen sector-wide resilience.

The survey shows strong expectations that automation and AI will reshape hydrography in the coming years, with autonomous platforms emerging as another key driver.

Final thoughts on the hydrographic industry

The responses to the final question of the 2026 edition of the hydrographic industry survey – “Do you have any additional thoughts you would like to share about the current status of the hydrographic sector?” – reveal a picture of a field that is both progressing and under pressure. While individual comments differ in detail, the shared themes are remarkably consistent. In parallel with workforce and budgetary challenges, participants in the industry survey see a steady increase in the demand for hydrographic data. Offshore renewable energy developments, coastal defence, habitat monitoring, port maintenance, dredging operations and national seabed mapping projects all require reliable, high-resolution datasets. Many respondents stress that hydrography plays a crucial role in safe navigation, marine planning and environmental understanding, and so responsibilities continue to expand rather than diminish.

This growing relevance brings opportunities for innovation and sector growth. Yet it also reinforces existing pressure points: more surveys, more analysis, more reporting and more integration with environmental data, all while organizations already operate at the limits of capacity.

Visibility, communication and the need for collaboration

A notable number of respondents comment on the sector’s limited visibility outside specialist circles. Hydrography remains essential to national infrastructure and international maritime operations, yet is often underestimated by policymakers and funding bodies. That lack of visibility can influence budget decisions, public engagement and the attractiveness of the field to young professionals.

A sector with strong potential – and clear points of tension

Despite the concerns raised, the overall tone is one of cautious optimism. The hydrographic sector remains dynamic, technically advanced and integral to a wide range of marine activities. Many respondents appreciate the opportunities for innovation, interdisciplinary work and long-term societal impact.

However, this positive outlook depends on addressing several structural challenges. Workforce development, sustainable procurement strategies and consistent updates to data standards will be crucial. Respondents underline that investment in people is just as important as investment in systems, and that a well-trained, adequately supported workforce is the foundation for delivering reliable hydrographic data in an increasingly complex marine environment.

Key findings from the 2026 industry survey:

• Hybrid workflows – AI and autonomy will accelerate work, but skilled people remain essential.
• Workforce capacity – shortages and evolving skill demands dominate nearly every response theme.
• Uneven technological adoption – innovation outpaces organizational readiness.
• Growing data volumes – processing, QA/QC, storage and delivery are under mounting strain.
• Equipment costs – pressure is significant, especially for smaller and public organizations.
• Emerging technologies – autonomy, AI, SDB and Lidar take the lead, but integration is considered the true game changer.
• Sector sentiment – progressive, pressured and conscious of the urgent need for investment and collaboration.
• Although S-100 is an important sector-wide development, it was rarely mentioned by respondents, suggesting that it is not currently among the most pressing issues they experience.