Managing solid waste management systems is a lot like managing our own personal well-being: considering the future today is the best way to avoid chaos tomorrow. We know that many landfills are reaching capacity and recycling infrastructure is aging in towns across North America, yet, I am inspired by the communities that are proactively working to find solid waste management solutions to navigate these challenges and mitigate risk in the future. As we head into 2020, I’ve drawn inspiration from these communities in creating resolutions of my own.
Resolution 1: I will take responsibility for what I can control
Many communities in the past decade have taken a straightforward, scientific approach to better understand the problematic materials in their recycling streams. Municipalities that conduct waste characterization studies have detailed and statistical insight to better understand and improve the gaps in their public education and sorting efforts. Embracing this ethos of “what gets measured, gets done,” I have begun quantifying and tracking my nutritional intake to help improve my diet this year. And while keeping track of my cookie consumption and its associated caloric data has proven alarming, I am now driven to make better choices. Although addressing shortcomings (and shortbreads) may be difficult at the outset, examining current practices is vital to identifying opportunities for growth.
Resolution 2: It’s better to bend than break
A healthy solid waste management plan is not only nimble enough to handle pain points in the present, but also flexible enough to be adapted to meet its needs in the future. Many communities are now incorporating zero waste concepts into their sustainability goals. Some solid waste managers have begun implementing new programs to transform traditional long-term waste management planning into value-added resource recovery systems that build more resilient communities and economies. In the short term, there may be some pain points adjusting to these programs, but the potential for a brighter future makes the difficulty of change worth it in the long run.
Embracing the idea of short-term discomfort for long-term benefits, I have taken steps to alter my method of transportation for my short work commute. Instead of riding the bus to the office, I’ve instead taken up walking. This change is not only more environmentally friendly, it helps me ensure I’m getting exercise every day. Although this small change has required me to get up a little earlier, I’m looking forward to the health benefits and lessening my carbon footprint.
Resolution 3: I will surround myself with supportive people
It was during the fateful 2019 SWANApalooza conference that I discovered a passionate international community dedicated to improving the world around them. At the time, I was a graduate student studying sustainable communities with an interest in the waste management industry. I was most impressed by the industry’s cooperation, encouragement and eagerness to find solutions for one another’s problems. At the conference, I recognized mentors, new ideas and meaningful connections can come from the many diverse arms within the industry. The warm welcome of SWANApalooza’s organizers, keynote speakers, Young Professionals group, vendors and attendees inspired me to take action and further my involvement, which has led to greater professional engagement and more opportunities.
In 2020, I will remind myself that my support system needs to challenge my limits, not limit my challenges. Now, working as a solid waste management consultant, I am so grateful to be surrounded by a team of fellow consultants that push me to further develop my expertise in sustainability planning and accomplish my professional and personal resolutions. As the saying goes, “If you want to go fast, go alone. If you want to go far, go together.”
Here’s to wishing you find the collaborators in your circle who can not only take your professional career to the next level in the coming year, but enable your personal growth as well.
Heil announces tech training certification program
Heil, the Chattanooga, Tennessee-based refuse truck body manufacturer, announced the release of the Heil Nexteligence Connected Tech Certification Program on Jan. 2.
According to the company, the Nexteligence Connected Tech Certification Program is a four-tiered system that recognizes technicians who have achieved significant technical knowledge and skill in the maintenance of Heil equipment. Certification requires a combination of:
Basic to advanced level Connected Tech training in the troubleshooting of hydraulic and electronic systems, which can be achieved using the Nexteligence Online Learning System;
Specific and detailed product training on all critical systems relevant to Heil refuse vehicles and 3rd Eye camera/digital systems, administered either at the Heil factory or a customer location. Classes include structured classroom and hands-on modules; and
Post-training “shop-time” work requirements, so that company management can provide critical feedback on work experience.
“Turnover and loss of skilled technicians can seriously impact equipment uptime,” Pat Carroll, president of Environmental Solutions Group (ESG), of which Heil is affiliated, states. “With the Nexteligence program, fleet owners now have the tools they need to train technicians in today’s highly competitive job market and can choose the method of learning that works best for the technicians, including online options.”
The ability to accurately troubleshoot problems affecting modern garbage trucks means less downtime, less money expended on the wrong parts and more uptime for the vehicles in question.
“The technology in Heil products continues to evolve, and we have implemented the Nexteligence Connected Tech program to help technicians improve their understanding of the hydraulic, electronic and pneumatic systems employed on Heil garbage trucks,” Jennifer Testa, vice president of enterprise transformation at ESG, says. “The key to furthering the development of technicians is providing the foundational knowledge of these systems via the Nexteligence Online Learning System. Increasing understanding of hydraulic and electronic principles, digital controllers and troubleshooting allows students to move faster and retain more knowledge when they get to the advanced product training courses. When these trainings are combined with shop-time experience, one of four levels of certification can be achieved.
“The Bronze, Silver and Gold tiers of Connected Tech Training are designed to instruct technicians based upon experience level, enhancing their knowledge of the systems critical to trucks in their fleet. As part of the curriculum, technicians choose the training modules that apply to the specific Heil models operating in their fleet, making the training more relevant to them from day one with fleets reaping the benefits of faster repair times from more skilled technicians.”
The program also includes the Platinum tier for those who want to become expert trainers within their organization. Platinum-level technicians at Heil dealers provide factory-level technical support and can administer official Nexteligence training to their customers, keeping them ahead of changes and increasing dealer communications with their end users, the company says. To achieve Platinum status, these students are required to travel to the Heil factory for an intensive hands-on exam where they are required to troubleshoot and repair a vehicle with multiple system issues.
“Reaching the Platinum tier includes a very comprehensive one-on-one exam with an expert Heil technician and will also require the demonstration of class facilitation skills. The technicians that pass Platinum-level certification will represent the most thoroughly trained technicians in the refuse industry today,” Testa says.
The pricing of the program depends on the preferred method of training, the company says, with online courses starting at $1,074. Heil is working with its nationwide dealer network to ensure dealers have Nexteligence Connected Tech-trained technicians on staff to better serve their customers. In addition, fleet owners are encouraged to enroll their technicians in the program through their dealer to increase the proficiency of their mechanics and service technicians.
Steinert appoints new chief technical officer
Steinert GmbH, Cologne, Germany, has appointed Markus Reinhold as its chief technical officer (CTO). Steinert, which was founded in 1889 in Cologne, specializes in sensor-based sorting technology and magnetic separation.
Uwe Habich currently serves as Steinert’s CTO. According to a news release from Steinert, Habich plans to move to a strategic business development position at the company. Reinhold transitioned to the CTO position in January.
“We are delighted to have been able to attract Markus Reinhold for scheduled succession within our management team,” says Peter Funke, CEO of Steinert Group. “We would also like to thank our CTO, Uwe Habich, for having successfully shouldered responsibility for developments and innovations for over two decades.”
Reinhold, who has a doctorate in engineering, has about 20 years of experience in international plant construction and mechanical engineering and has held various management positions in the past, according to a news release from Steinert. The strategic focus of the CTO is technology management, product development and setting up modern internet of things customer services.
Wastequip names new chairman of the board
Wastequip, a waste handling equipment manufacturer based in Charlotte, North Carolina, has appointed Marty Bryant as chairman of its board of directors. Bryant has served as Wastequip’s CEO and a board of directors member since 2012.
“Under Marty’s leadership as CEO, Wastequip has continued to grow its market share and introduce industry-leading products,” says Tenno Tsai, managing director at Miami-based H.I.G. Capital. “I am excited about Marty’s expanded role as chairman of the board of directors and look forward to continued growth. H.I.G. would also like to thank Andreas Gruson for his service as he moves on to pursue other business ventures.”
BaleForce joins American Baler distribution network
American Baler Co., Bellevue, Ohio, has announced that BaleForce Recycling Equipment, Milton, Ontario, will sell and support the baler manufacturer’s products, providing baler sales, parts, service and repair services.
BaleForce Recycling Equipment also provides conveyors, grinders, shredders, densifiers, compactors and rigging services.
“American Baler is the top provider of balers for the markets we serve,” says Jim Guest, president of BaleForce Recycling Equipment.
Mike Schwinn, sales manager for American Baler, says, “We are delighted to have Jim Guest and his team at BaleForce selling for us. They are very strong in the warehouse/distribution center market, corrugated and packaging industry and recycling markets.”
American Baler is a leading manufacturer of balers used in distribution centers, manufacturing and recycling centers.
Metso announces new appointments to executive team
Metso, Helsinki, announced Jan. 2 that it has made new appointments to its executive team.
Giuseppe Campanelli has been appointed president of the company’s Minerals Services business area and will now reside as a member of Metso’s executive team. Previously, he was a member of the company’s Minerals Services business area management team heading Professional Services.
Kalle Sipilä has been appointed president of the Pumps business area and has also been named a member of Metso’s executive team. Previously, he was operationally in charge of the Pumps business area and served as head of Finance and Business Control of the Minerals Services business area.
Mikko Keto, who was the president of Metso’s Minerals Services and Pumps business areas and a member of the Metso executive team, terminated his employment with the company on Jan. 1.
“I want to congratulate Giuseppe and Kalle for their appointments and wish them welcome in the executive team. At the same time, I want to thank Mikko for successfully driving profitable growth while heading the Minerals Services business area,” Metso President and CEO Pekka Vauramo says.
Culture of safety
Features - Safety Focus | Collections
San Antonio’s Solid Waste Management Department’s Safety Management System reduces accidents by nearly 50 percent.
The city of San Antonio’s Solid Waste Management Department serves 360,000 households, picking up curbside waste, recyclables and organics weekly. The department employs 730 people. Of that, 487 are drivers. Every day, the department has about 350 vehicles on the road, and these vehicles travel roughly 7.7 million miles annually.
“That’s a huge level of exposure,” says Nicholas Galus, the city’s solid waste assistant director.
One of the main challenges for the collection department pertains to the city’s street parking. Most accidents are caused by backing into or striking a parked vehicle, explains Walter Barrett, the city’s solid waste manager who oversees safety and training. However, since the department implemented its new Safety Management System (SMS), accidents have gone down by 47 percent. From 140 accidents in 2017, that number fell to 76 in 2018 and 67 in 2019. Throughout this period, injuries have also been reduced by 50 percent.
“Our goal is to ultimately get down to zero accidents. It’s a monumental task. As far back as 10 years ago, we averaged an injury a day, so we’ve made significant progress,” says Barrett, who has been with the city for 11 years.
Bottom to top
In 2016, San Antonio’s city manager tasked all city departments to come up with a defined safety strategy. The solid waste department began to review existing policies and identify gaps in its procedures. This directly led to the creation of the department’s SMS. Additionally, the department obtained the ISO 45001 Safety Certification during this period, becoming the first municipality in the world to achieve the certification.
“We already had a strong culture of safety, but we needed to change some policies,” Barrett says. “That caused us to have a fundamental shift in the culture of the department. What we’re finding out is that we can’t run this system unless we have bottom to top involvement, and clear understanding of the goals and tasks that are involved with the Safety Management System.”
Image: Walter Barrett accepted the 2019 Solid Waste Association of North America (SWANA) Safety Award on behalf of San Antonio’s Solid Waste Management department.
Galus adds, “A lot of times, we write a policy, but we don’t go back and review it for years on end. With our new SMS, it requires us to always go back. It’s a very systematic way to ensure we’re never letting our program go stale and that the focus is always on continuous improvement.”
With the implementation of the SMS, the department’s safety team has also expanded. The core safety team consists of Erika Phillips, the city’s newly hired SMS manager, four safety trainers, two safety coordinators and liaisons from each of the department’s divisions, including fleet and collections.
“[The SMS] infiltrates all the way down to our field staff,” Galus says. “We make sure we’re not missing anything in regard to safety or risk concerns.”
"Before, we were reactive. Now, the system allows us to be proactive.” –Walter Barrett, San Antonio’s solid waste manager
Closing the gaps
A new facet of the SMS is regular roundtable meetings, where liaisons from the department’s divisions voice safety concerns, such as problematic blind spots or features on the trucks that could be improved.
“Some of [the issues and critiques] are actionable where we’re able to look at it right away. Other things we can assess and incorporate in the next purchase of trucks, including technology enhancements,” Galus says.
Another key focus of the system is increasing the training opportunities for operators, as well as the frequency of training. The department has established an annual driver recertification course and has invested in a truck driving simulator.
“Before, we would train drivers and the next time we saw them would be when they had an accident and then we had to do a post-accident refresher course,” Barrett says. “Now, we’re trying to do something before the accident happens. The truck driving simulator was a substantial investment. Right now, we use that as part of our new hire process, and we want to bring in every one of our operators [to train on it].”
The department is also working to develop profiles on each employee, which not only help keep records and track training and certifications for each employee, but identify if there’s a need for additional training.
Galus says, “We can look at each employee, know exactly where they stand and identify if they have any weaknesses so we can use the training on the simulator to address that.”
"The core of the system is people. ... That’s been the biggest thing.” –Erika Phillips, SMS manager, San Antonio
Phillips adds, “The core of the system is people. Basically, that’s been the biggest thing. We need to communicate, whether it be a new process or changes to the system. With communication comes the ability to identify hazards and reduce or eliminate risk, which is a big part of the process.”
Along with the implementation of the SMS and the organization’s new safety certification came a new auditing process. The department has assigned internal auditors, many of whom serve as their division’s liaison, who interview staff members at different sites to gauge their understanding of the safety program. The internal audit also helps the department prepare for its annual audit, which is required to maintain the department’s safety certification.
“There are always surprises, always something we didn’t catch, but the beauty of that is we’re catching it prior to the third-party audit,” Barrett says of the internal audits. “We’re getting the right folks involved in the process to make sure we cover those gaps and we don’t miss anything.”
Of the third-party audit process, Phillips says, “They go to the different sites and ask questions about the safety policy we have in place. Anyone can be asked a question, from director to maintenance.”
Barrett adds, “It’s not that we made a policy and it’s going to be put on the shelf. We’re constantly having to look at everything and make sure everybody is on top of their game.”
Getting to zero accidents
San Antonio’s safety and training department now operates as the Safety Reliability & Quality Assurance division.
“We’ve been rebranded,” Barrett says. “We’re no longer just the safety division. We’ve always had a real [safety-focused] task, but to get that rebranding [emphasizing continued due diligence] was essential to us moving forward.”
The SMS implementation has also led to the deployment of new technology in the city’s waste collection trucks. The department has piloted an automatic braking system and installed DriveCam from San Diego-based Lytx in the vehicles’ cabs, which mounts on the windshield and records the road from inside the vehicle. The department is also looking into how to leverage artificial intelligence (AI) to recognize when a driver’s attention is not focused on the road.
“Any time I see an opportunity to implement technology, we try to capitalize on that,” Galus says. “With DriveCam, we’re able to capture these events. We know there’s a lot more we’re not seeing that hopefully we could catch and prevent leading up to the point of an accident.”
In addition to this technology aimed at reducing accidents, the department has also started a 16-week driver apprenticeship program and a corresponding driver recognition program, which pays $100 per year for accident-free driving.
“We’ve been studying the system for two years. It took us a full year to get prepared for it,” Barrett says. “We didn’t know how much work it was going to take, but we definitely see the value it brings. We see a night-and-day improvement in a year’s time. Safety is now on everybody’s mind. We are in a completely different space. Before, we were reactive. Now, the system allows us to be proactive.”
Thanks to the city’s work in bolstering its safety record, San Antonio’s Solid Waste Management department received the 2019 Solid Waste Association of North America (SWANA) Safety Award for Best Safety Innovation.
“By looking at their work environment in a holistic manner, they were able to make demonstrable improvements, which were worth recognizing,” says Jesse Maxwell, advocacy and safety senior manager at SWANA, speaking of the department’s SMS program.
SWANA recognized Barrett with the Safety Award at Wastecon last year in Phoenix. When Barrett took the stage to accept the award, he says, “It felt like all 730 members of our team were up there with me.”
Reflecting on his time with the city, Barrett says, “I just know we were working hard before, but we weren’t really making any progress. Through different leadership ideas, that has changed. We’re living in a culture of safety now.”
The author is the digital editor of the Recycling Today Media Group and can be reached at kmaile@gie.net.
Rumpke Waste & Recycling, headquartered in Cincinnati, hosted a ribbon-cutting ceremony and welcome tour Jan. 9 of its new commercial mixed waste recycling center in Medina, Ohio.
According to Rumpke, the company invested more than $3 million in the new recycling center, which will have a staff of 17 employees. The Medina plant is expected to begin operation Jan. 13.
The Medina recycling center will focus on recycling cardboard, rigid plastics, nontreated wood and material with the greatest potential to create high BTU (British thermal units) fuel, Rumpke reports in a news release on the new recycling center. Traditional waste will transfer through the facility with the goal of capturing commercial recyclables.
“Medina’s objectives were clear, and there was absolutely no doubt that this determined group of leaders was going to reach them, and we have,” says Bill Rumpke Jr., Rumpke Waste & Recycling president and CEO, about the new recycling center. “Among the team at Rumpke, and the teams at the Medina County Solid Waste District, there’s an unflappable commitment to recycling. Recycling is a challenging business, to say the least, but we’re up for that challenge—we always have been and so has Medina.”
GFL Environmental Inc., Ontario, Canada, and American Waste, Kalkaska, Michigan, announced Jan. 10 that they have entered into a definitive agreement for the acquisition by GFL of American Waste's solid and liquid waste businesses in Michigan and Pennsylvania. The closing of the transaction is subject to customary regulatory approvals and is expected to be completed in February.
According to The Star, the deal is for $380 million—$360 million in cash and $20 million in non-voting shares.
Founded in 1971 as Northern A-1 by Edward Ascione Sr., Edward’s sons Michael and Edward Ascione have since grown American Waste and Northern A-1 to be a leading vertically integrated provider of environmental solutions for a broad base of solid and liquid waste customers. Michael and Edward Ascione will be joining GFL following the acquisition and will continue to manage the American Waste businesses.
“The strong family and entrepreneurial values that have been the key to American Waste's success align with GFL's core values and strategy,” Patrick Dovigi, founder and CEO of GFL, says. “American Waste and Northern A-1 have a committed, passionate employee base that brings the same level of commitment to service excellence for our customers as do GFL's employees. We are confident that this common commitment will make the integration of our service offerings seamless and allow us to continue to grow, to serve our customers and to provide opportunities for our employees. We are excited to have Mike and Eddie and all of the employees of American Waste and Northern A-1 join the GFL team.”
“Mike and I carefully chose to merge with GFL because of our similar lines of business, GFL's down-to-earth senior management team and decentralized operations approach,” Eddie Ascione says. “We are confident that the strategic fit with GFL represents a great opportunity for our company and our employees to accelerate to the next chapter of growth, while maintaining the values we share with GFL reflecting our commitment to our employees, safety and our customers. We believe American and Northern A-1's expertise in serving both our solid and liquid waste customers is a great fit with GFL's focus on delivering comprehensive environmental solutions. Mike and I are excited to be able to continue to lead American Waste and Northern A-1 into the future with GFL."
Clairvest announces equity investment in DTG Recycle
Clairvest Group Inc., Toronto, announced Jan. 20 that it, together with Clairvest Equity Partners V (CEP V), led a $32 million minority growth equity financing in DTG Recycle, Mill Creek, Washington, in partnership with existing shareholders. Clairvest Group Inc.’s portion of the investment in DTG is $8.7 million.
DTG is a waste hauling and recycling company with operations concentrated in the greater Seattle-Tacoma area of Washington. The company focuses on the collection, recycling and beneficial reuse of material from commercial, construction and industrial customers. Clairvest is partnering with Dan Guimont, the company’s founder and president, and Tom Vaughn, CEO, to continue DTG’s expansion.
This investment builds on Clairvest’s 14-year investment track record in the environmental services industry.
“We are excited to back the talented management team at DTG. We have been impressed by the company’s commanding market position and its ability to deliver innovative and sustainable waste solutions to customers. We look forward to supporting Dan, Tom and the team to advance DTG’s ambitious growth plan. We are confident DTG will become a leading integrated waste management and recycling company in the Pacific Northwest,” Adrian Pasricha, partner at Clairvest Group, says.
“Clairvest’s partnership-focused investment style is the right fit for me and my team. DTG is about to embark on our next bold chapter of growth, and we are excited to have the support of investors with deep experience in building great companies. Clairvest’s understanding of our business and the environmental services industry makes them a great addition to our team as we further enable our clients to meet their sustainability goals by expanding into new service lines, such as the commercialization of products from recycled materials,” Guimont says.
DTG is Clairvest’s 55th platform investment and the 11th investment by CEP V. The Clairvest/CEP V co-investment pool is capitalized at $600 million and focuses on equity investments in growth companies.
Meridian Waste finalizes acquisition of the Shotwell Companies
Meridian Waste, an integrated, non-hazardous solid waste services company based in Charlotte, North Carolina, announced Jan. 10 that it has closed on the purchase of the equity interests of Shotwell Landfill Inc., Shotwell Transfer Station II Inc., Capitol Waste Transfer LLC, Capital Recycling LLC and the Morrisville Transfer Station LLC. Collectively, these assets operate under the banner of the Shotwell Companies throughout the greater Raleigh, North Carolina marketplace. The terms of the stock purchase agreement remain private. According to the company, this marks Meridian Waste’s first acquisition within North Carolina and the 11th acquisition since the company transitioned to private stock under the ownership of Warren Equity Partners (WEP) in April 2018.
The acquisition includes Shotwell’s construction and demolition (C&D) landfill and C&D transfer stations with the purchase of the Shotwell Transfer Station II Capitol Waste Transfer Station. Additionally, the purchase includes the Morrisville Transfer Station, which is a municipal solid waste (MSW) transfer station that is currently under construction. The purchase will also include disposal and commercial contracts associated with the disposal facilities as well as hauling assets.
“The Shotwell acquisition establishes Meridian Waste as an immediate, fully integrated solid waste competitor in a dynamic southeastern marketplace,” Walter “Wally” Hall, CEO of Meridian Waste, says. “We have a strong book of business with the group of hauling and disposal assets purchased, which will serve as a springboard to additional growth and expansion within the Carolinas.
Kelly Maile
