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Our Strategy

Our overarching strategy of ‘making more from waste’ remains consistent. However, the Group structure with four market-facing divisions has led to our strategy evolving into one which is more market-orientated. The core pillars of this strategy are therefore now aligned with each division and aim to generate growth in each of our distinct markets.

Vision - To be the leading provider of sustainable waste management solutions in our target markets, 1. Improve profitability of Solid Waste, 2. Broaden Hazardous Waste scope, 3. Expand Organics footprint, 4. Grow UK Municipal contracts, 5. Develop world-class capabilities, 6. Actively manage Group portfolio

    The core pillars of our strategy are to:
1   Improve the profitability of our Solid Waste businesses. We will continue to face challenging market conditions in Solid Waste and as such, we will keep streamlining our organisation and operations in the years ahead. We are also increasingly focusing our activities in regions and areas where we can be the lowest cost operator through local scale and productivity advantages. Our cost actions will be supplemented by commercial activity in both securing waste and the sale of our products.
2   Broaden the scope of our Hazardous Waste business. Our Hazardous Waste business delivers superior returns through its symbiotic range of treatments and operational excellence. We will build on this profitable base by investing in more water treatment capacity. In parallel, we will expand the range of waste inputs that we treat with our existing assets and will broaden our commercial coverage.
3   Expand the Organics footprint in target geographies. Our unique design, build, own and operate business model provides us with distinct competitive edge which we will leverage to expand in target markets. This will include successfully ramping-up new UK assets and developing co-processing with Dutch A-brand customers. We will also expand our North American footprint by delivering proven solutions that meet the emerging diversion requirements of that market.
4   Grow the UK Municipal long-term contract business. We will deliver continued improvements with our operational contracts and will profitably ramp-up newly commissioned assets. Our medium-term growth will be underpinned by the successful construction of significant new sustainable waste management infrastructure. We expect this strategy to deliver top-line growth with similar operating margins.Underpinning our four Divisional strategies are two key Group strategies that span all our businesses; they are:
5   Develop world class Group capabilities. We are already using the breadth of the Group's capabilities to accelerate growth. Going forward, we will further increase our focus on building Group capabilities. This will include the introduction of a formal continuous improvement function across the Group and an initiative to improve commercial effectiveness.
6   Actively manage the Group’s portfolio. We are actively managing our wide portfolio of assets to improve the quality of our earnings and the return on capital employed. We are focused on deploying capital in areas where we are confident of sustainable advantage and higher growth, including potential bolt-on acquisitions.