Radical Waste Group

A Message from Lord Pickles and Lord Blunkett, followed by Radical Waste Group's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Radical Waste Group is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.radicalwaste.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | RADICAL WASTE GROUP
Julian Knights, owner and
managing director
Our fleet of Mercedes
skip lorries
Julian Knights, owner and managing director of Radical
Waste Group, left a commercial job in London in 2014. He
spotted the opportunity in recycling plastics, and found a
business for sale in East Anglia – B&B Skip Hire in Beccles. After
retraining in transport and waste management, he left his job
as a surveyor, bought the existing business and founded Radical
Waste in 2014, which now employs 20 people.
We are, in short, a company that services everyone from individuals through to
the Rigid Plastics Company (RPC), who have two factories locally. We provide
a complete waste management solution, providing a direct skip service for
general waste and using third-party providers (or partners) where necessary
for hazardous or liquid waste, while covering everything in between ourselves.
Today, we have five skip lorries out on the road, all of which are brand-new 2016
Mercedesmodels.
Our waste then returns here, and we recycle it, attempting to get it to the best
place we can with regards to materials. The markets we are specifically interested in
are plastics, paper or cardboard, and metal:
»Plastics are recycled and reprocessed, at a rate of between five-and-a-half and
six-and-a-half tonnes per day.
»Paper and card is exported to China as soon as it is in accordance with
appropriate quality standards, at a rate of approximately 25 tonnes per week.
»Metals are trimmed to an appropriate size before they are distributed or further
processed. We look to process 20 tonnes of heavy steel per week, and ten tonnes
of other metals per month.
FACTS ABOUT
RADICAL WASTE GROUP
»Owner and managing director:
Julian Knights
»Established in 2014
»Acquired B&B Skips in May
2015
»Based in Beccles, Suffolk
»Services: Skip hire, recycling
and waste management
»No. of employees: 20
»Aiming to be a market
leader in plastic recovery and
recycling
Radical Waste Group
45RADICAL WASTE GROUP |
BEST PRACTICE REPRESENTATIVE 2018
Our processes are sustainable and
all-encompassing, and, in keeping
with this, we have recently ordered a
new machine from China which can
reprocess HDPE and PP plastics at a
rate of one tonne per hour. Our aim
is to remove the mixed-rigid plastics
that are entering the waste stream, by
sorting and reprocessing the material.
By October, we anticipate this machine
will be functional and working on-site
in Beccles to contribute to our ethos of
environmental responsibility.
Vision and culture
We’ve recently been focusing on
redefining our company ethos
statements, and our values are now
simply formed around being the best we
possibly can be. I personally want to try
to drive change in the market without
relying on environmental legislation or
parliament, and hope we can become
a voice on the ground driving an
operational paradigm shift. Really, we
want to change things – and though
getting everyone on the same page
is no easy feat, recognising a gradual
process of improvement is helpful.
Alongside that, we do recognise that
waste disposal has historically been a
difficult and unfriendly affair. I myself
have a young family – and I, for
instance, want my wife and children to
be comfortable when a lorry turns up
on the driveway. In driving loyalty from
our workforce, we hope to inspire a
considerate, appropriate and polite
manner in everyone working under
the Radical Waste brand. Building
a winning team helps us to be the
best we can be – I’m an ambitious
person, and I want my team to follow
suit when it comes to changing the
perception and impact of our industry.
Domestic issues
Locally we have found the main
challenges to be employment and
recruitment. Currently, we have access
to a wide, sensible labour force and
agency workers. If this access starts to
diminish, the market and industry will
suffer locally, and without the broad
pool of prospective employees we
might normally find, there’s a concern
that future potential employees
may not be productive or motivated
enough. Finding the right people to
work for us is always hard.
Waste disposal routes are an additional,
significant concern. Ournearest landfill
is in Great Blakenham, near Ipswich, We have a strong
focus on environmental
responsibility
We are aiming for end-
of-line waste processing
at our facility
Our processes
are sustainable
and all-
encompassing
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | RADICAL WASTE GROUP
Suffolk, which is 50 miles away. That’s
a 100-mile round trip, and with the
inflating costs of fuel, labour and
landfill tax, a trip there is by no means
cheap. We’re just a service provider,
and we do try to be as efficient as we
can be, so as waste disposal routes are
starting to be withdrawn, things are
becoming increasingly more difficult.
In Norfolk, there’s no landfill or
incinerator facility for end-of-line waste,
and in Suffolk, there’s one incinerator
which is always full of domestic waste
from the localarea.
Concerns with Europe and
beyond
With trade tariffs, we’ll naturally start
to see prices and inflation increase.
For now, we just want to get on
with Brexit and make the best of it.
A weaker pound does work well for
export in some respects, and we could
see positive effects for any industries
that rely on that, our company
included.
Looking outside Europe, we are seeing
concerns from China. Their constantly
increasing quality requirements
mean that we have to spend a lot of
time removing imperfections on our
end, which is costly, and then we
ultimately see products going back to
landfill if there’s no market. It would
be useful to have further support
from the government – I know that
a lot of my competitors would avoid
sustainable processes if they’re not
profitable.
When it comes to exporting
construction film, for example, that’s
sold on at a negative value after
separation and baling. There’s a
benefit environmentally, of course, but
not commercially. A better framework
and more support to strike a middle
ground between financial success
and improving sustainability would
reallyhelp.
Driving further innovation
Ever since I took over, we’ve identified
areas to drive further improvement
and innovation. Routes of disposal
prove to be challenging, so that’s
something we’re focusing on, and
we’re also looking at alternatives
for localised power generation. We
want to become a self-sustainable
site, providing power and heat to our
processes while also recovering and
recycling materials in a better way. If it
can’t be recycled, I want to be able to
look at turning it into power.
Commercially, I naturally want to grow
the company. I’d like to look further
into plastics and paper, I’d like to see
our site become a market-leading,
self-sustainable waste disposal and
commodity recovery facility, and I
want to ensure that anything that’s
end-of-line – be it an aggregate or
a reprocessed, value-added material
– comes here if possible. There’s a
potentially bright future on the horizon
– I want it to be realised, and I want to
be able to contribute to a sustainable
and responsible environment for the
decades to come.
I’d like to see
our site
become a
market-
leading, self-
sustainable
waste disposal
and
commodity
recovery
facility
Sales and senior
management team

www.radicalwaste.co.uk

This article was sponsored by Radical Waste Group. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister