You’ve grown CIRQLR through eight acquisitions in two years. How are you balancing rapid growth with maintaining each brand’s local identity?
Developing a new commercial and Industrial waste management platform from scratch is a challenging undertaking and one that required both detailed planning and execution. The strategy of CIRQLR was always to create a confederation of customer centric regional waste businesses under an umbrella organisation of CIRQLR. This approach allows us to maintain both the operational independence and local customer association with what are very strong brands but add the support that a larger company can provide. This support centres around the alignment of IT systems and the use of data, procurement and a professionalism in sales and marketing.
Rapid growth was important to establish CIRQLR quickly to a scale that allows us to play in a market primed for expansion thanks to the progressive legislation that is being delivered by the Government. This division of responsibility allows CIRQLR to both scale fast and keep the local identity.
From your perspective, what are the key trends and challenges shaping the UK waste industry today?
The key trends in the UK market today centre around the implementation of legislation. With Simpler recycling for C&I customers requiring mandatory segregation of waste streams to digital waste tracking checking where waste goes, to Extended producer responsibility that will redesign the packaging placed on the market and Emissions trading Scheme (ETS) which could increase residual waste costs at EfW’s by 50% all contribute to a sector where speed of adaption and intelligent positioning will be critical.
CIRQLR has the ability to design for these sectoral changes free from the approaches and infrastructures of the past.
With rising demand and skills gaps, how important is it to invest in leadership and make the sector an attractive option for talent outside the industry?
The sector has come a long way from one I joined 40 years ago, where most people entered the profession not by design but often by accident, to one where people actively seek out careers in the sustainability sector. This shows that this historic barrier to attracting talent is successively being removed due to the breadth and opportunities that the sector offers.
However as with every fast-changing sector the types of roles which were required 20 years ago are different and more challenging than back then. This change issue coupled with the speed of change risks a skills gap developing with the potential to slow down the realisation this development. Alongside skill specific roles the need to develop well rounded leadership talent is perhaps one of the key challenges facing the sector today. There is a definite experience gap between the senior management and the rest of the organisations across the sector today. Ensuring that succession planning and career development are part of the conversation is essential to ensuring that the culture and knowledge within companies continue.
C&I waste makes up two-thirds of UK material flows. Where are the biggest opportunities for innovation? OR Which infrastructure gaps need addressing to manage these volumes efficiently?
The waste and recycling industry often leverages other innovation and applies them to the waste context. With greater focus on recycling now backed by stronger legislation it is in this area where I expect to see more innovation. With recycling being impacted by EPR, Simpler Recycling, DRS and ETS it is likely that new and specific infrastructure will be needed to support the shift from residual waste.
Over the next 2-3 years, what do you see as being the biggest disruptors for the UK waste sector (whether risks or opportunities) and how is CIRQLR preparing?
In the short term I don’t see any major disrupters more the impact that legislative changes may have on the structure of the market especially with a widening of EPR scope to many more products than packaging. EPR is a profound shift away from the control of materials often by Local and Central Government to that of the producers of the products. CIRQLR has positioned itself to where the market is evolving with now residual waste assets and a full focus on extracting of value from the waste stream.
Do the public and policymakers fully grasp the scale and complexity of the UK’s waste infrastructure? How can industry leaders help bridge this understanding?
Policy makers do understand the scale and complexity of the changes they are facilitating by their new legislation however the public is more distant from the changes and reacts mainly to the systems of collection implemented by their Local Authority. Therefore, during this period of significant change, the public needs to be communicated with in a manner that they understand how they can contribute to a better environment.
Industry leaders need to ensure that the sector’s voice is heard which means telling the positive story the sector to a wider public media and relating this to how peoole can contribute to this meaningful goal.